Page Insights & Commentary — HIT Venue Report

Page-by-Page Presenter Insights

This section provides commentary, expanded insights, and verbatim talking points for each of the eight pages in the HIT Venue Report. Use these cards to prepare before a venue meeting or as a reference during the presentation itself. Each card includes the original commentary, a breakdown of what the visuals communicate, and ready-to-use sentences you can say in the room.

Participation

ParticipationFocus: Driver

Original Commentary

This is the main driver of success at a venue. If participation activity is high through sustainable, repeatable programs, this will impact the infrastructure and financial health. Without this we have nothing.

Participation Score gauge (%)Benchmark Percentile sliderTotal VisitsAvg Visits/CourtVisitations by category (stacked bar)

Expanded Insights

What the visuals show: The participation score gauge provides an at-a-glance health check of overall venue activity, while the benchmark percentile slider positions the venue against its peers within the same tier and catchment. A venue at P50 is performing at the median; below P25 signals significant underperformance relative to comparable facilities.
What presenters should highlight: Draw attention to the balance across the five visitation categories (Coaching, Competition, Events, School, Social). A healthy venue typically shows a spread across multiple categories rather than dependence on a single stream. Also highlight the Female/Male split within the stacked bar — gender equity gaps often point to programming opportunities.
Questions venues might ask: “Who are we being compared to?” (Answer: venues in the same tier and catchment classification.) “Why is our score lower than expected?” (Answer: the score reflects total volume and diversity of participation, not just one program.) “How can we improve this quickly?” (Answer: focus on the weakest category first, typically social play or schools.)
What action the data suggests: If participation is below P50, the venue should review its programming mix. Low Avg Visits/Court may indicate underutilised capacity. A heavy skew toward one category (e.g., coaching only) suggests the venue needs to diversify into competition or social offerings to build sustainability.
Gender balance context: The female/male split in the stacked bar is a key equity indicator. If female participation is significantly lower across most categories, it may warrant targeted programs such as women-only social sessions, female coaching clinics, or school engagement initiatives specifically designed to lower barriers for female participants.

Presenter Talking Points

“Participation is the engine of everything else in this report. A strong participation score means your venue has the activity levels needed to sustain your infrastructure and generate the revenue required for long-term financial health.”
“I want you to look at the balance across these five categories. The most resilient venues we see have activity spread across coaching, competition, and social play — rather than relying on a single stream.”
“Your benchmark position here tells us how you compare to venues of a similar size and catchment. This isn’t about competing — it’s about understanding where you have room to grow.”

Programming — Coaching & Complementary Disciplines

ParticipationFocus: Acquisition

Original Commentary

Skill acquisition activity — This type of activity should be giving participants the ability to learn, master and gain confidence, to participate in retention related activities, such as competition and social play.

Coaching visitations by ball typeCoaching format (semi-private vs private)Complementary disciplines bar chartActivity detail table

Expanded Insights

What the visuals show: The coaching visitations breakdown by ball type reveals the developmental pipeline — high volumes in modified ball types (red, orange, green) indicate a strong junior pathway, while dominance in yellow ball only may suggest the venue is primarily serving existing players rather than developing new ones.
What presenters should highlight: The ratio between semi-private and private coaching formats is important. Semi-private (group) coaching is more scalable and accessible, while heavy reliance on private coaching may limit growth potential. Complementary disciplines (Padel, Pickleball, Beach Tennis, Pop) are emerging growth areas — venues offering these tend to attract different demographics.
Questions venues might ask: “Should we be offering Padel or Pickleball?” (Answer: look at your local demand and facility capacity — these disciplines can bring in participants who wouldn’t otherwise come to a tennis venue.) “Why does ball type matter?” (Answer: it reflects the developmental stage of your participants and whether you’re building a pipeline of new players.)
What action the data suggests: A coaching program heavily skewed to private lessons with yellow balls signals a venue servicing existing players but not growing. The venue should consider introducing group coaching, modified-ball programs for juniors and beginners, and complementary disciplines to broaden their acquisition funnel.
Connecting to the journey: This page sits at the “Acquisition” stage. The question to ask is: “Are new participants coming in and gaining the confidence they need to stay?” If the data shows declining coaching visitations or no modified-ball activity, the acquisition pipeline may be drying up.

Presenter Talking Points

“This page is about how your venue acquires new participants. We’re looking at whether your coaching programs are giving people the skills and confidence to progress into competition and social play.”
“The ball type breakdown is a window into your development pipeline. Strong activity in modified balls tells us you’re building the next generation of players, not just servicing today’s.”
“Complementary disciplines like Padel and Pickleball can be a powerful way to bring new people through the gate who might not have come for traditional tennis.”

Programming — Schools & Holiday Camps

ParticipationFocus: Promotion

Original Commentary

Promotional activity — This type of activity is mostly designed around providing informal, less structured versions (bite-size chunks) of skill acquisition and retention activities in order to give a participant the confidence to be part of a formal program or offering.

Schools table (terms, programs, visitations, female %)Holiday Camps table (camp days, visitations, avg daily, female %)

Expanded Insights

What the visuals show: The schools table quantifies the venue’s outreach footprint across school terms — how many programs are running, total visitations, and the gender split. The holiday camps table captures a different acquisition channel: concentrated bursts of activity that introduce participants to the venue environment during school breaks.
What presenters should highlight: Schools programs are the top of the funnel. They expose children to racquet sports in a low-commitment, low-barrier setting. The conversion question is key: how many school participants go on to enrol in formal coaching? Similarly, holiday camps should feed into term-time programs. The female participation percentage in both channels is a leading indicator of future gender balance across the venue.
Questions venues might ask: “We don’t have the capacity to run school programs — is that a problem?” (Answer: school programs are one of the strongest pathways to new participants, but if capacity is limited, holiday camps or come-and-try days can serve a similar promotional function.) “How do we convert school kids into members?” (Answer: structured follow-up offers, trial coaching sessions, and family engagement events.)
What action the data suggests: If school visitations are low or absent, the venue has a gap in its promotional pipeline. Venues should aim to run school programs in at least three of four terms. For holiday camps, the average daily attendance figure reveals whether camps are well-utilised or undersubscribed — low averages may indicate pricing, marketing, or scheduling issues.
Gender equity opportunity: Schools and holiday camps are the most effective channels for building gender-balanced participation from the ground up. If female percentage is below 40%, targeted programming (girls-only camps, school programs at girls’ schools) should be considered.

Presenter Talking Points

“Schools and holiday camps are your promotional engine — this is how new participants discover racquet sports at your venue. The question we want to answer together is: are enough people coming through this door, and are they progressing into formal programs?”
“The female participation rate here is really important because it shapes the gender balance of your entire venue pipeline. If we can get girls engaged at the schools and camps level, that flows through to coaching, competition, and social play over time.”
“I notice your holiday camp numbers — let’s talk about whether the daily average suggests there’s room to grow attendance, and what might be driving that.”

Programming — Court Hire & Social Play

ParticipationFocus: Retention

Original Commentary

Retention activity — Participants are able to play without the need to rely on a deliverer or guidance in order to have fun and success. This activity isn’t linear. It may also be the first touchpoint for a participant to enter a racquet sport ecosystem.

Court Hire stacked bars (Padel/Pickleball by gender)Social Play stacked barsSummary tables

Expanded Insights

What the visuals show: Court hire and social play bars capture self-directed activity — participants who play without needing a coach or formal program. The stacked bars split by gender and by discipline (traditional tennis, Padel, Pickleball) reveal who is using the courts and for what. This is the clearest indicator of whether participants are engaged enough to keep coming back on their own.
What presenters should highlight: Court hire is a revenue stream, but it’s also a retention metric. High court hire with low social play may indicate players prefer structured bookings, while high social play suggests a strong community culture. Also note that this page captures non-linear entry — some participants start with court hire or social play rather than coaching. Padel and Pickleball hire figures can reveal untapped demand for these emerging sports.
Questions venues might ask: “We have lots of court hire but not much social play — is that okay?” (Answer: both are valuable, but social play builds community and often leads to longer-term retention. Consider introducing social play formats like Cardio Tennis, round-robin evenings, or social mix-ins.) “Our Padel courts are always booked — should we build more?” (Answer: let’s look at the data alongside your infrastructure and financial pages to assess whether expansion is viable.)
What action the data suggests: If court hire is low relative to the number of courts, the venue may have utilisation issues — pricing, booking systems, or awareness could be factors. Strong social play numbers indicate a healthy venue culture. If social play is absent, the venue should consider community-building initiatives and casual formats that lower the barrier to participation.
Retention importance: This is the activity that sustains a venue long-term. Coaching brings people in, but court hire and social play keep them coming back week after week. Presenters should emphasise that building strong retention activity is the key to a self-sustaining venue.

Presenter Talking Points

“Court hire and social play are your retention heartbeat. These are the people who have the skills and the motivation to come back on their own — that’s the goal of every venue.”
“What’s interesting here is the split between structured court hire and informal social play. Both matter, but a strong social play culture often signals a venue where people feel they belong, and that’s a powerful driver of long-term engagement.”
“I also want to flag that this page sometimes captures people’s first interaction with your venue — not everyone starts with coaching. Some people just want to book a court and play, and that’s a perfectly valid entry point.”

Programming — Tournaments & Competitions

ParticipationFocus: Pathway / Retention

Original Commentary

This activity is about driving community level programming — it’s typically a retention level activity, but tournament level activity also attracts players from outside the typical catchment. This type of participant is what contributes to economic benefit at a government level.

Tournament visitations stacked barCompetition visitations stacked barKPI strip (total tournament visits, competition visits, female %)

Expanded Insights

What the visuals show: The two stacked bars separate tournament activity (sanctioned events that draw players from beyond the local area) from competition activity (regular community-level comp such as pennant, interclub, or midweek social comp). The KPI strip at the bottom summarises total visitations and the female participation rate across both channels.
What presenters should highlight: Competition is the backbone of community engagement — regular weekly or fortnightly comp gives participants a reason to keep playing. Tournaments serve a different purpose: they bring in external visitors, raise the venue’s profile, and contribute to the local economy. Presenters should help venues see these as two distinct but complementary activities. The female percentage KPI is often lower in competition and tournaments — this is a sector-wide challenge and should be framed as an opportunity.
Questions venues might ask: “We don’t run tournaments — should we?” (Answer: tournaments can bring significant visitation and economic benefit, but they require infrastructure and volunteer capacity. Start with smaller events and build.) “Our competition numbers are dropping — what do we do?” (Answer: review the format, timing, and accessibility of your comp. Shorter formats, social competition, and flexible scheduling can attract different demographics.)
What action the data suggests: If competition visitations are declining, the venue should audit its competition offering for accessibility and relevance. If tournament visitations are zero, the venue is missing an opportunity for external engagement and should explore hosting entry-level or junior events. A low female percentage in either channel should trigger a review of formats and scheduling to reduce barriers for women.
Economic and advocacy context: Tournament activity has a direct connection to government-level economic benefit arguments. Venues that host tournaments can point to visitor spend, accommodation nights, and economic impact — which strengthens cases for infrastructure investment or council support. Presenters should connect this to the broader advocacy picture where relevant.

Presenter Talking Points

“Competition is what gives your members a reason to keep playing every week. Strong competition numbers tell us your community is engaged and has a regular rhythm of activity.”
“Tournaments are a different lever entirely — they bring in players from outside your catchment, raise your venue’s profile, and create an economic benefit that can strengthen your case for council or government support.”
“The female participation rate in competition and tournaments is something the whole sport is working on. Let’s talk about what formats or scheduling changes might help you make these activities more accessible.”

Infrastructure

InfrastructureFocus: Attraction

Original Commentary

The primary purpose of infrastructure is to allow participants to participate safely and experience quality programming. The depreciation of infrastructure will always be present and pending its lifecycle journey can impact what levels of activity can safely occur. This is an ever-present metric that needs to be managed with care and long-term thinking.

Stage of Lifecycle Score gaugeLifecycle timeline bar (Years 1–12 with costs)Lifecycle by provision categoryMaintenance provision contributionCourt type & lighting donuts

Expanded Insights

What the visuals show: The lifecycle score gauge indicates where the venue’s infrastructure sits in its depreciation journey — a high score means assets are relatively new or well-maintained; a low score signals ageing assets approaching or past their expected useful life. The 12-year timeline bar visualises when major costs will hit, helping venues plan ahead. The provision category and contribution charts break down what types of assets need attention and how maintenance funding is distributed.
What presenters should highlight: Infrastructure should never be a surprise. The timeline bar is the most powerful visual on this page — it shows the venue exactly when costs are coming and how much they should be setting aside. Emphasise that this is about forward planning, not blame. The court type and lighting donuts provide context on the asset mix — different surfaces and lighting types have different lifecycle costs and maintenance requirements.
Questions venues might ask: “Our lifecycle score is low — what does that mean?” (Answer: it means a significant portion of your infrastructure is approaching or past its expected lifecycle. This doesn’t mean it’s unsafe today, but it means you need a plan for renewal.) “How much should we be putting aside for maintenance?” (Answer: the provision costs in this report give you a target. The provision contribution chart shows whether your current contributions are tracking to plan.)
What action the data suggests: A low lifecycle score combined with low financial reserves (visible on the Financial page) is a red flag that requires an infrastructure renewal plan. Venues should use the timeline bar to identify the next major cost event and work backward to determine what provisions they need to make. Court resurfacing and lighting upgrades are typically the largest single costs.
Long-term framing: Infrastructure decisions are 10-20 year commitments. Presenters should help venues think beyond the immediate and consider what their facility needs to look like in a decade. This connects to participation — quality infrastructure attracts participants, and declining infrastructure drives them away.

Presenter Talking Points

“Infrastructure is what allows everything else to happen. Quality courts, good lighting, and safe facilities are what attract participants and keep them coming back. This page helps us understand where your assets are in their lifecycle and what’s coming up.”
“This timeline bar is probably the most important visual in the whole report for your planning purposes. It shows you exactly when major costs are expected and gives you the time to plan for them rather than being caught off guard.”
“A lower lifecycle score isn’t a criticism — it’s simply telling us that some of your assets are maturing. The question is whether you have a plan and the financial provisions in place to address them at the right time.”

Court Assets

InfrastructureFocus: Functional

Original Commentary

These assets make up the core ingredients of being able to participate in racquet sports — they don’t include building fixtures, they include the court requirement to play the sport.

Detailed court maintenance tableMaintenance provision contribution % bar chart

Expanded Insights

What the visuals show: The detailed court maintenance table is an asset register for the playing surfaces — it lists every court by format (tennis, Padel, Pickleball), surface type (hard court, clay, grass, synthetic), court number, lamp type, the year the surface was last resurfaced (or is due), and the associated provision cost. The maintenance provision contribution bar chart shows the percentage of required provisions that the venue is contributing toward each asset category.
What presenters should highlight: This is the most granular page in the report and often the one venues find most immediately useful. Walk them through their specific courts — when each was last resurfaced, what the expected cost is, and whether they are provisioning adequately. If any court is past its expected resurface date, flag it. Lamp type matters too — LED upgrades typically reduce ongoing energy costs and improve the playing experience.
Questions venues might ask: “Our courts were resurfaced two years ago — why does it show a provision cost?” (Answer: the provision cost is what you should be setting aside annually so that when the next resurface is due, the funds are available. It’s not a bill due now.) “Should we switch surface types?” (Answer: different surfaces have different cost profiles and playing characteristics. We can discuss what makes sense for your participation mix and climate.)
What action the data suggests: Courts with overdue resurfacing need to be prioritised in the venue’s capital expenditure plan. Low maintenance provision contribution percentages indicate the venue is underfunding its asset renewal — this will eventually lead to a financial shortfall when resurfacing is required. Venues should also review whether their lighting infrastructure supports evening programming, which is a key participation driver.
Practical detail: This page is where the conversation gets very specific. Presenters should be prepared to discuss individual courts and know the difference between surface types and their implications for maintenance costs and player experience.

Presenter Talking Points

“This page is your court-by-court asset register. It tells us the condition of each playing surface, when it was last resurfaced, and what you should be setting aside each year to fund the next round of maintenance.”
“The provision contribution chart is the key takeaway here. If your contribution percentage is below 100%, it means you’re not yet putting aside enough to cover the expected renewal costs — and that gap will grow over time.”
“Let’s walk through your courts one by one. I want to make sure we identify any that are approaching their renewal window so we can factor them into your planning.”

Financial

FinancialFocus: Fuel

Original Commentary

Financial health is ultimately the fuel that allows for growth in participation activity or infrastructure upgrades and maintenance. Financial health can be a great metric of how secure a venue is. Strong financial health will assist a venue to maintain its footprint, which is often the main motivator for not-for-profit entities. However, venues with alternate management models, such as professional/commercial, may be more motivated and require a return on investment.

Financial Score gauge (can be negative)Cash On Hand Forecast bar chart (12 years)Cash Forecast tableAsset Renewal table

Expanded Insights

What the visuals show: The financial score gauge is unique in that it can go negative — this reflects venues where projected liabilities (infrastructure renewal costs) exceed projected cash reserves. The 12-year cash forecast bar chart is colour-coded: green bars indicate positive cash on hand, red bars indicate years where the venue is projected to be in deficit. The cash forecast table provides the underlying numbers, and the asset renewal table shows when major capital expenditures are expected.
What presenters should highlight: The 12-year forecast is the centrepiece of this page. Walk the venue through the trajectory: are they building reserves, holding steady, or depleting? Identify the year where cash on hand is projected to turn negative (if applicable) and connect it to the infrastructure renewal events from the previous pages. For not-for-profit venues, frame financial health as sustainability. For commercial venues, frame it as return on investment and risk management.
Questions venues might ask: “Our score is negative — does that mean we’re in trouble?” (Answer: a negative score means projected renewal costs exceed projected reserves based on current contribution levels. It’s a planning signal, not an immediate crisis. The purpose is to identify the gap early enough to address it.) “What is the sinking fund requirement?” (Answer: it’s the annual amount the venue needs to set aside to fully fund its projected infrastructure renewal costs over the forecast period.)
What action the data suggests: If the cash forecast shows a deficit in the medium term (3-7 years), the venue needs to either increase revenue, reduce costs, increase sinking fund contributions, or explore external funding (grants, council support). A positive and growing cash position suggests the venue has capacity to invest in participation growth or infrastructure improvements. Presenters should always connect the financial position back to the venue’s goals.
Sensitivity and framing: Financial data can be confronting, especially for volunteer-run clubs. Presenters must lead with the purpose of the data (planning, not judgment) and offer constructive pathways. Never present a negative financial score as a failure — present it as an early warning that enables action.

Presenter Talking Points

“Financial health is the fuel for everything we’ve discussed. Without adequate financial reserves, you can’t maintain your infrastructure, and without good infrastructure, it’s hard to grow participation. These three pillars are deeply connected.”
“This 12-year forecast is designed to help you plan, not to alarm you. If we can see that a gap is coming in year five or six, we have time now to put a plan in place — whether that’s increasing contributions, growing revenue through participation, or exploring grant funding.”
“I want to be clear that a negative financial score isn’t a judgment on how the venue is being run. It’s a signal that projected costs are tracking ahead of projected reserves, and the sooner we identify that, the more options we have to address it together.”