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Best Practice: Developing a Process for Self-Evaluations

Best Practice: Developing a Process for Self-Evaluations

Definition and Example:
Develop a self-evaluation plan for the Florida Section to be used as a tool to help the section become more successful through the information gained from strategically reviewing the business and program outcomes of the Councils and Committees


  • Gives the Section a 20/20 look at what is working and what is not working and why or why not.
  • Contributes the knowledge and insight to make the necessary corrections and adjustments for success.
  • Empowers the Section to make the necessary changes in goals, structure, and the assignment of financial and human resources.
  • Brings together the goal setting, budget and evaluation processes into one Time Line.


  • Helps to keep the Section focused on outcomes and to make changes when they are necessary to achieve the mission.
  • Adds a positive step to the management of the Section’s activities that is already used in for-profit organizations – (they use the cash register).
  • Gives a cohesive plan with the goals, budget and evaluations tied together.


  • Task Force reviewed the USTA Evaluation Plan and the Florida Strategic Plan.
  • First Tasks were to

> Examine current Sectional evaluation processes and their effectiveness.
> Examine evaluations in other organizations.
> Determine what should be evaluated and by whom.
> Determine who should receive the information.

  • Data collected indicated that:

> All elements of the Section should have self-evaluations.
> The process should be open and simple.
> Evaluations should be done by Councils and Committees Chairs, members and past president liaisons.
> Program evaluations should involve the people organizing the program, the people who participate in the program and any other person who is a stakeholder (Sponsor, etc.).
> The evaluations should be conducted in the fall so there is time for adjustments for the second year of the administration.
> The evaluation should be based on clear and specific goals that support the Priorities of the Section.
> All efforts should be made to have trustworthy evaluations.
> The results of the evaluations may lead to recommended changes in financial, volunteer and staff resource allocations as well as in the established procedure for implementing a program.
> The evaluations should be reviewed and summarized by the Task Force Chair and sent to the President, Budget & Finance and Nomination Committees.

  • Task Force then developed a self-evaluation form with four questions and space for two optional questions determined by and specific to the Council/Committee.
  • Established two-year Time Line that meshed with the budget time line.
  • Distributed the evaluation form with the Time Line to Council/Committee Chairs with cover letter from President, Bruce Boiko.
  • Chair of Task Force summarized the returned Evaluation Forms and sent them to the President, the Budget and Finance and the Nominating Committees.
  • President reviewed with the Chairs
  • Chairs suggestions that were used to improve the procedure.
  • 62% of members of Councils returned Evaluation Form

People Involved:
The Evaluation Task Force was appointed by the President and included:

  • Paddi Valentine, Chair and Secretary of the Section
  • Jo Ann Zirpoli, Treasurer and Chair of the Budget and Finance
  • Jean Mills, Chair, Volunteer Council, former Section President and member of USTA Strategic Planning Committee 
  • Joe Tartaglino, Chair, Florida Strategic Planning Council
  • Marilyn Bollo, Member Recreation Council
  • Peggy Fox, Executive Director Tallahassee CTA and member Recreation Council
  • Doug Booth, Executive Director
  • Lynne Salus, Staff Liaison to Volunteer Council
  • The Chairs of the Councils/Committees
  • The Executive Committee
  • The Board of Directors

The Task Force began its work January 2003 and had a successful first time evaluation in fall of 2003 with 62% participation and is on-going with the goal of a completed, approved and operating process by December 2004.


  • Four one-day meetings for Task Force: $4,500
  • Miscellaneous office cost – copies, postage, etc: $200
  • Conference Call: $150

Other Considerations:

  • The Task Force was very fortunate to have Jean Mills’ help.  Her knowledge from working with the USTA in the development of their Evaluation Plan enabled us to move the process along at a speedy pace and avoid many pitfalls.
  • Having an evaluation process in place will be a big plus for the Section as its Foundation works to secure grants for programs.
  • We believe the volunteers and staff will feel good knowing that their work is always going to be aimed for excellence and success.

Paddi Valentine

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