Executive Summary
Across Australia, many community tennis clubs are grappling with stagnant revenue, facility maintenance burdens, and limited member access due to long-term lease agreements with commercial coaching providers.
This White Paper proposes a forward-looking but realistic model centered on club-managed operations, new revenue generation strategies, and selective engagement in tennis innovation.
The goal: ensure clubs remain viable, self-sustaining, and valuable community assets.
Core Problems Facing Clubs Today
-
Declining member income can’t support upkeep of courts, lighting, or amenities.
-
Long-term lease contracts shift control and income to external coaching organizations.
-
Limited digital tools and innovation capacity restrict community engagement.
-
Few scalable funding pathways to invest in long-term growth or participate in broader industry change.
A Practical Framework for Club Sustainability
1. Shift from Lease Model to Club-Managed Operations
Many clubs lease their courts to coaching providers, who pay a fixed fee but retain the majority of the revenue from the facility and programs.
Instead, clubs should:
-
Hire or contract a club manager or operations coordinator, reporting to the committee.
-
Directly run coaching programs, court bookings, and events under the club’s brand.
-
Use hourly pay, performance incentives, or short-term service contracts for coaches and event staff.
Why this matters:
-
The club retains full revenue from court hire, coaching, clinics, and events.
-
It avoids ceding control over court access, pricing, or member priorities.
-
Decisions remain aligned with the club’s long-term goals—not an external operator’s.
2. Develop Revenue Streams to Fund Facility Maintenance
With club-controlled operations, new income can be directed straight into courts, lighting, and clubhouses.
Short-term revenue ideas:
-
Seasonal clinics, junior development squads, and adult beginner series—run by the club.
-
Off-peak rentals to schools or local groups.
-
Event-based entries for club tournaments, team ladders, and social comps.
Medium- to long-term options:
-
Facility sponsorship (e.g. court banners, branded social nights).
-
Merchandise or club-branded gear sales.
-
Guest passes or premium packages for occasional players.
Set a clear annual target for a facility reserve fund (e.g. $20–50K/year depending on size) to plan resurfacing, LED lighting, fencing, or irrigation upgrades.
3. Operate as a Mini Innovation Hub
Clubs can contribute to shaping the future of tennis—not just follow it.
-
Offer courts as test beds for tennis tech pilots—scoring systems, skeletal tracking, or community match formats.
-
Partner with startups, universities, or local councils on joint projects.
Create a small innovation fund (2–5% of annual surplus) to co-invest in early-stage tennis tools or products. In exchange, secure:
-
Club-wide use licenses
-
Discounted upgrades
-
In select cases, a share of upside if commercialized
Governance and Metrics
| Priority | Recommendation | Outcome |
|---|---|---|
| Club-run operations | Hire club manager instead of leasing courts | Club retains 70–90% of program revenue |
| Facility funding | Reserve 25–35% of total income for upgrades | Consistent maintenance schedule |
| Innovation engagement | Run 2–3 pilots or partnerships annually | Early access, visibility, learning |
| Member access | Guarantee 60–70% of peak time for members | Maintain core community function |
Conclusion
The long-term health of member-driven tennis clubs depends on three things:
-
Retaining control over operations and revenue
-
Investing in infrastructure through diversified, club-owned income
-
Participating in innovation, not just reacting to it
By moving away from the lease model and returning management to the club, facilities can remain community-owned and member-led—while still growing, adapting, and contributing to the wider game.
