USTA Mid-Atlantic Section Inc
Programs and results
What we aim to solve
USTA Mid-Atlantic Section believes that through the sport of tennis, people and communities grow stronger, healthier and more connected. Through the work that we do, we aim to make tennis viable and accessible to all people in every community in the Mid-Atlantic. We want more people to play tennis so that their lives can be enriched through the sport - physically, socially, and emotionally. Our highest priority is to introduce the sport to all children in our region, so they can experience the powerful benefits that tennis provides and learn a healthy activity they can play for life, while developing skills and character traits that will benefit them beyond the tennis court.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Facility Restoration Grant Program
USTA Mid-Atlantic wants to make every tennis court a safe and beautiful space for communities to gather and enjoy. Through the Facility Restoration Grant Program, USTA Mid- Atlantic is offering grant funding to local non-profit and public tennis facilities to revitalize these spaces so people have quality courts for play and welcoming places to find themselves in the game. Not only that, USTA Mid-Atlantic furthers the commitment to the community by partnering with local tennis providers to ensure the courts have continuous programs for players of all ages and abilities. This initiative supports:
• Court repairs including lighting fixtures, cracks, and nets
• Repainting of lines
• Addition of blended lines/kid friendly lines for those new to the game
• Purchase of new nets or windscreens
• Repair of hitting walls
• Support of continuous tennis programs for players of all ages and abilities
• Creating opportunities to engage the local community
Community Engagement Grants
USTA Mid-Atlantic believes that through the sport of tennis, people and communities grow stronger, healthier, and more connected. Tennis is uniquely positioned in all of the significant physical, social, and emotional health benefits it provides.
The USTA Mid-Atlantic is launching a Community Engagement Grant program that provides up to $2,500 to support community organizations that want to join the USTA Mid-Atlantic in creating community, character, and well-being through tennis in the Mid-Atlantic region. This grant can be used for expenses related to tennis programs and is available on a first-come, first-served basis. The application is open.
Junior Player Scholarship Program
Scholarships increase access to youth programs and their character-building benefits for those who might not otherwise have the opportunity to play tennis, removing barriers of entry to the sport.
USTA Mid-Atlantic supports programs that create opportunities for character building through tennis. The Junior Player Scholarship Program supports youth tennis players as they learn, develop, and compete in tennis at any level - beginners, intermediate and advanced.
Where we work
Awards
Best Non-Profit to Work For 2019
Non-Profit Times
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of facilities improved
This metric is no longer tracked.Totals By Year
Related Program
Facility Restoration Grant Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of scholarships awarded for our Junior Player Scholarship Program. This program was recognized as a 2020 Project Play Champion.
This metric is no longer tracked.Totals By Year
Related Program
Junior Player Scholarship Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Engage every child with tennis.
Ensure sustainability of tennis programs across the Mid-Atlantic region that support the mission to promote and develop the growth of tennis.
Create and support quality tennis infrastructure in our region.
What are the organization's key strategies for making this happen?
We have three core strategies to engage all children in the Mid-Atlantic region (Maryland, Virginia, Washington D.C., and eastern and southern West Virginia) with tennis.
Leverage Physical Education class in schools as an opportunity to introduce children to the sport of tennis.
USTA Mid-Atlantic provides school curriculum that enables teachers and schools to incorporate tennis. We have turnkey lesson plans available for grades k-12 and we provide free teacher workshops where we train teachers to deliver the lessons.
Deliver after school and out-of-school time tennis programs in which youth can learn tennis and build character through the sport.
USTA Mid-Atlantic brings tennis class directly to youth as an after school program that they can participate in within the convenience of their own school. The program is offered immediately following the school day for an hour and typically runs one day per week for six to eight weeks at a time. Students learn the fundamentals of tennis while also learning character building skills such as honesty and sportsmanship.
This program is provided in a way that helps alleviate barriers that may exist for youth to get into the sport of tennis. USTA Mid-Atlantic provides high-quality instruction and equipment that participants can use and keeps the registration cost low so that more students are able to participate in these programs and it is convenient for parents. We also aim to provide scholarships and incentives that schools can use to help more students to participate. We strive to provide these programs in all types of school communities, but are especially focused on providing after school tennis for students of low income.
Provide scholarships to youth that help defray costs for participating in tennis events, primarily high-performance competition.
The USTA Mid-Atlantic High Performance Junior Scholarship program supports highly competitive junior players in need of financial assistance. Highly competitive junior tournament players regularly travel to local and regional tournaments, spend extra hours on the court training, and make frequent purchases of new equipment. These costs can be a significant barrier for many families in the Mid-Atlantic region, especially those of low-income, and may mean the pursuit of competitive tennis has to end. We believe there is an opportunity to reduce the burden so more youth have a chance to keep playing tennis and provide a financial award to players and their families.
What are the organization's capabilities for doing this?
USTA Mid-Atlantic Section is the governing body and leading organization for tennis in the Mid-Atlantic region. We are uniquely qualified to deliver tennis and support community tennis providers and organizations as they help grow the game. For more than 90 years, USTA Mid-Atlantic has provided a variety of opportunities for individuals of all ages and abilities to connect, grow and stay healthy through sport. Whether through tennis programs in schools, tournaments and competition, recreational programs or adult leagues, tennis impacts the lives of more than one million people annually.
As a charitable non-profit, USTA Mid-Atlantic invests resources to support organizations, players, parents, communities and schools to introduce more people to tennis and make it the most accessible sport in the region. We deliver quality tennis programs and enable people to take their passion for the game to new levels.
We have a talented staff comprised of full-time employees that are experts in tennis programs, player development, marketing, project management, fundraising, and association management and governance.
We are guided by a Board of Directors comprised of top professionals and community thought leaders.
We have established committees and volunteer leadership that contribute to the success of the organization.
What have they accomplished so far and what's next?
We have had success in our goal areas and continue to establish our ability to fundraise to support the growth of our strategic programs. Our annual reports detail our achievements.
We continue to place priority on increasing access to tennis and fundraising will be critical to our success to grow these programs and provide tennis to youth in underserved communities. We also aim to pursue creative and strategic partnerships that will enable us to advance our mission and vision.
Some key highlights include:
We have had more than 16,000 registrations for the after school and summer camp tennis program since program inception in 2016.
We provide after school tennis programs in more than 190 schools.
12 percent of all the schools we serve have a student body with half or more qualifying for the National School Lunch Program.
In 2019, the after school and summer camp tennis program reached 6,287 youth participation. In 2018, total youth participation in the program was 4,420.
In 2019, we trained 152 teachers with tennis curriculum.
In 2019, we awarded $5,000 in scholarships to junior players.
USTA Mid-Atlantic adult tennis leagues had more than 60,474 total participation in 2019.
We distributed nearly $20,000 to tennis infrastructure and refurbishment projects in 2019.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
USTA Mid-Atlantic Section Inc
Board of directorsas of 03/05/2024
Don Paitrick
USTA Mid-Atlantic Foundation
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 11/04/2021GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.