• Applied Strategic Plan

    TAHPERD Strategic Plan

    Tennessee Association for Health, Physical Education, Recreation, and Dance
    2026–2029

    Mission

    TAHPERD serves as the leading professional organization for health, physical education, recreation, and dance by promoting advocacy, professional growth, leadership development, and meaningful collaboration across Tennessee.

    Vision

    Tennessee students and communities will have access to high-quality health, physical education, recreation, and dance programs that promote physical literacy, lifelong wellness, and active living.

    Core values

    Advocacy, Professional Growth, Standards-Based, Collaboration, Inclusion, Leadership, Excellence, and Service.

    Annual objectives

    Each year, the TAHPERD President, President-Elect, and Board of Directors will identify annual objectives that align with the strategic priorities. Objectives should be realistic, aligned with available resources, assigned to appropriate leaders or committees, and reviewed throughout the year.

    Annual Review

    The TAHPERD Board will review progress annually to monitor strategic priorities, evaluate organizational growth and members' needs, adjust goals and initiatives as needed, and ensure alignment with TAHPERD's mission and vision. The president-elect, in collaboration with the Executive Committee and Board of Directors, will identify annual objectives and key initiatives aligned with the strategic priorities.

    Strategic Priority 1: Advocacy & Public Policy Leadership: TAHPERD will serve as a unified voice for health, physical education, recreation, and dance in Tennessee.

    Strategic Priority 2: Membership Growth & Engagement: TAHPERD will expand and strengthen membership across all professional areas and regions of Tennessee.

    Strategic Priority 3: Professional Learning: TAHPERD will provide high-quality, research-informed professional learning opportunities year-round.

    Strategic Priority 4: Organizational Effectiveness & Leadership Development: TAHPERD will maintain a sustainable organization with strong leadership and effective governance.

    The four strategic priorities provide the framework for advancing TAHPERD's mission and vision. The following pages outline the key actions, success measures, and leadership responsibilities that will guide implementation and annual planning.

    Strategic Priority 1: Advocacy & Public Policy Leadership

    TAHPERD will serve as a unified voice for health, physical education, recreation, and dance in Tennessee.

    Key Actions/Focus: 

    • Monitor, communicate, and engage members in state and national advocacy and policy efforts.
    • Educate and empower members to advocate locally.
    • Ensure dedicated leadership and accountability for advocacy efforts by the Advocacy Chair.
    • Build partnerships with aligned organizations.
    • Develop advocacy resources that empower members to advocate locally (Advocacy Toolkits/simple resources).
    • Promote awareness of the value of movement, wellness, and active lifestyles.
    • Advocate for legislation, policies, and funding that support quality health, physical education, recreation, and dance programs and student wellness.

    Success will be measured by:

    • Increased advocacy participation
    • Stronger Statewide Partnerships
    • Increased visibility
    • Increased legislative engagement


    Strategic Priority 2: Membership Growth & Engagement

    TAHPERD will expand and strengthen membership across all professional areas and regions of Tennessee.

    Key Actions/Focus:

    • Increase membership among K-12 educators, coaching, recreation professionals, dance professionals, and higher education faculty.
    • Strengthen outreach to underrepresented professional areas, rural communities, underserved regions, and members who may not regularly attend the annual convention.
    • Grow future professional and young professional involvement.
    • Use member feedback and participation data to better understand member needs and improve the value of TAHPERD membership.
    • Improve communication and member connection statewide.

    Success will be measured by:

    • Membership growth and retention
    • Increased student and young professional participation
    • Broader regional and professional representation


    Strategic Priority 3: Professional Learning

    TAHPERD will provide high-quality, research-informed professional learning opportunities year-round.

    Key Actions/Focus:

    • Deliver a strong annual convention aligned with best practices.
    • Offer workshops, webinars, and regional learning opportunities.
    • Conduct member needs assessments.
    • Highlight effective programs, innovative practices, and member expertise from across Tennessee.

    Success will be measured by:

    • Increased participation in professional development
    • Positive member feedback and engagement
    • Expanded year-round learning opportunities


    Strategic Priority 4: Organizational Effectiveness & Leadership Development

    TAHPERD will maintain a sustainable organization with strong leadership and effective governance.

    Key Actions/Focus:

    • Maintain responsive governance and updated organizational documents.
    • Develop and mentor future leaders.
    • Create leadership pathways for students and young professionals.
    • Improve communication, planning, and board alignment.
    • Pursue dedicated revenue streams beyond conference fees.
    • Conduct an annual review of strategic plan progress and identify priority objectives for the upcoming year.

    Success will be measured by:

    • Strong leadership
    • Increased member involvement in leadership roles
    • Improved organizational communication and accountability
    • Membership count, retention rate, convention attendance, webinar participation, newsletter/social media engagement, and annual member survey results

    Strategic Priority / Key Action

    Suggested Lead Position(s)
    Supporting Committees

    Strategic Priority 1: Advocacy & Public Policy Leadership

    Monitor, communicate, and engage members in state and national advocacy and policy efforts

    Advocacy Chair; President-Elect; Technology/Web Managers; State Department of Education Representative

    Educate and empower members to advocate locally

    Advocacy Chair; Division Vice Presidents

    Ensure dedicated leadership and accountability for advocacy efforts

    Advocacy Chair

    Build partnerships with aligned organizations

    President; Executive Director; Advocacy Chair

    Develop advocacy resources that empower members to advocate locally

    Advocacy Chair; Division Leaders; Technology

    Promote awareness of the value of movement, wellness, and active lifestyles

    Advocacy Chair; Technology/Web Managers; Membership Chair

    Advocate for legislation, policies, and funding that support quality programs and student wellness

    Advocacy Chair; President; President-Elect; State Department of Education Representative

    Strategic Priority 2: Membership Growth & Engagement

    Increase membership across professional areas

    Membership Chair; Executive Committee; Division Leaders; Higher Education and Student Representatives

    Strengthen outreach to underrepresented professional areas, rural communities, underserved regions, and non-convention attendees

    Membership Chair; Division Leaders; Advocacy Chair

    Grow future professional and young professional involvement

    Higher Education and Student Representatives; President-Elect; Nominations Committee

    Use member feedback and participation data to understand needs and improve membership value

    Membership Chair; Strategic Planning Committee; Executive Committee

    Improve communication and member connection statewide

    Technology; Web Managers; Executive Director; Membership Chair

    Strategic Priority 3: Professional Learning

    Deliver a strong annual convention aligned with best practices

    Executive Committee; Convention Manager; Convention Programming; Division Vice Presidents

    Offer workshops, webinars, and regional learning opportunities

    Division Vice Presidents; TAHPERD Talks; Technology; State Department of Education Representative

    Conduct member needs assessments

    Membership Chair; Strategic Planning Committee; Executive Committee

    Highlight effective programs, innovative practices, and member expertise across Tennessee

    Division Leaders; Awards Committee; Web Managers; Program Editor

    Strategic Priority 4: Organizational Effectiveness & Leadership Development

    Maintain responsive governance and updated organizational documents

    Constitution Chair; Parliamentarian; Executive Committee

    Develop and mentor future leaders

    President-Elect; President; Past President; Nominations Committee

    Create leadership pathways for students and young professionals

    Higher Education and Student Representatives; Nominations Committee; Executive Committee

    Improve communication, planning, and board alignment

    President; Executive Director; Executive Committee; Technology

    Pursue dedicated revenue streams beyond conference fees

    Executive Director/Finance Chair; Grants Committee; Exhibits; Executive Committee

    Conduct an annual review of strategic plan progress and identify priority objectives for the upcoming year

    Strategic Plan Committee; President-Elect; Executive Committee; Board of Directors