Uwc rugby club business plan 2013 updated may 2013 2

RUGBY CLUB Business Plan 2013-3015

1

UNIVERSITY OF THE WESTERN CAPE (1) •

UWC strives to be a place of quality in its African and international context. It is committed to excellence in teaching, learning and research, to nurturing the cultural diversity of South Africa, and to responding in critical and creative ways to the needs of a society in transition.

•

In 2000 the University fought closure, despite bankruptcy; and campaigned – and gained support – to take its rightful place as a place of knowledge generation on our continent.

•

Today, UWC, with its 20 000 strong student body, is the largest single producer of black graduates in South Africa. The University provides education of high quality to its students who emanate largely from disadvantaged backgrounds, leading South Africa in several fields of research, and making a major contribution to the nation’s human resource needs.

•

UWC, with its seven faculties - Arts, Education; Law; Dentistry; Community & Health Sciences; Economic and Management Sciences and Natural Sciences - is a research-rich environment with 50% of the academic staff holding doctorates and 20% of all students at UWC registered as postgraduates.

2

UNIVERSITY OF THE WESTERN CAPE (2) •

Of South Africa’s 23 universities, UWC is 6th in the proportion of NRF rated researchers on the fulltime academic staff; fifth in the proportion of academic staff with PhDs; and seventh in percentage of income from research contracts and other forms of third stream income.

•

Eleven DST/NRF Research Chairs have been awarded to UWC in Bioinformatics and Human Health, Poverty and Agrarian Studies; Astronomy & Space Science; Nano-Electrochemistry and Sensor Technology; Microbial Genomics; Earth Observation applications for Water Resources; Multi-level Government, Law and Development; Nuclear Science; Health Systems and Cosmology and Multi-Wavelength Data.

•

With academic, financial and partnership support, UWC has been able to keep fees the lowest in the country; will be able to attract the best staff and will be able to appropriately develop its infrastructure.

3

UWC RUGBY FOOTBALL CLUB •

• •

•

Since being established in 1965, UWC RFC has produced a number of players who have not only represented their province and South Africa (under both pre- and post – unity dispensation), but have also gone on to occupy important administrative and leadership positions in the rugby administration at different levels.

The Alumni of the UWC RFC bear testimony to the fact that the club has been a feeder, not only to the university RFC, but to the community at large.

We believe that Rugby represents a huge nation-building opportunity for South Africa and the university is a strategic vehicle to form part of this important transformation process, noting the opportunities we can offer with higher education as a critical vehicle.

UWC RFC has the opportunity to facilitate wider access to rugby players from the disadvantages communities and, as a student-based club, our members are particularly receptive to the vision to which we aspire.

4

OUR MISSION To utilize rugby as an exchange of resources, providing access to play and through partnerships, provide quality programmes that facilitate participation and competitions at university, provincial, national and international level.

5

RUGBY CLUB STRATEGIC GOALS 

strengthen the quality of rugby at university, community & elite levels (the sport of rugby)



improve rugby’s positioning as an attractive option in a competitive sport (the marketing of rugby)



invest in the people & infrastructure necessary to deliver high quality programs & services (the capacity of rugby)



improve the management & operation of club (the business of rugby

6

RUGBY KEY OBJECTIVES (1) 

Develop and manage opportunities within rugby that will enhance services provided to our membership



Provide sound financial management thus ensuring we operate within budget and achieves both short term and long term goals



Market and promote the sport as a progressive, innovative and dependable club to its membership, other key stakeholders, the media, government, the corporate sector and the public

7

RUGBY KEY OBJECTIVES (2) 

Develop partnerships and programmes to assist in increasing the involvement and development of players, coaches, officials and administrators



Provide leadership, professional management and direction to club members and the rugby sporting community in its entirety



Successfully manage our various teams, implementing a stable longterm athlete development program



Maintain an effective governance and management to ensure that university rugby remains a sustainable organization

8

2013 – 2015 IMPLEMENTATION PLAN

2013

• •

•

• •

Athlete Support Programme (Nutrition; Sport Science Support & Transport) League – Qualify for promotion to WP Super A League Club Development (recruitment & retention with focus on U/20s and Women) Partnerships (increase financial base through sponsorships and 3rd stream income) Alumni Relations Integrated Marketing Communications

•

2014

•

•

• • • • •

Athlete Support Programme (expand 1st team squad; increase bursaries for U/20 players; acquire a 60seater bus) Focus on Membership increase for Campus League – increase by 10% Retain WP Super A League Status Promotion to FNB Varsity Cup Appoint 2 additional coaches (U/20 and Development) Improve Sport Science support Establish a Alumni base of 200

2015

HOW/WHAT • Celebrate the Club’s 50TH Anniversary • Retain Super A League Status • FNB Varsity Cup • Maintain Club Membership for all aspects of the game and aim for additional 10% increase • Strengthen Administrative Support to 3 full-time staff support • Acquire new/additional facilities: 2 x fields; Rugby Club House and a bus • Increase Alumni Membership to 300 9

PRIORITY FUNDING AREAS ATHLETE/PLAYER SUPPORT PROGRAMME  Sport Merit Awards  Sport Science Services  Transport  Medical insurance

HUMAN RESOURCES  Human Resources (coaches, technical support, team management)  Administration

PROGRAMME MANAGEMENT  Provincial league (Senior (1st, 2nd, 3rd teams); U/20; Women  Campus League  Coaching clinics  Development programmes (schools)  Competitions (e.g. Club, USSA, Varsity Sport, FISU)  Events

CAPITAL INVESTMENT  Facilities Upgrading (floodlights; additional fields; Club House)  Transport Fleet / Vehicles  Sport Equipment 10

SPONSORSHIP CATEGORIES

Platinum • Club Operations • Competitions (Varsity Shield) • Facilities – Stadium naming rights

Gold • Club operations • Team specific • Competitions • Facilities (specific)

Silver • Club operations • Team specific • Competitions • Projects

11

SPONSORSHIP RECOGNITION (1) 

UWC acknowledges philanthropic donations and sponsorships in support of academic, research, community outreach and sports development programmes



Customized recognition programmes are negotiated with partners, donors and sponsors



Depending on the size of the sponsorship/donation, the following recognition opportunities are available: o

Feature stories in On Campus Newsletter

o

Invitation to attend campaign launch and/or celebration where such events are planned

o

Where appropriate, naming of specific facility/room/programme

12

SPONSORSHIP RECOGNITION (2) 

Branding at designated sites, including sports grounds, stadium, etc



Special event for donation announcement



Participation of partnership staff as guest lectures in relevant programmes on campus



Private reception with the Rector and Vice-Chancellor



Cheques presentation and news release to media

13

ROLE OF THE UNIVERSITY •       • • •

Assist with the development of athletes through: Access to higher education Talent identification Sport Science Support Research Exchange Programmes Education & Training Market the partnership, particularly in the Western Cape, as a prime focus for access to higher education and sport development.

Endeavour to provide land for the development of facilities Create a home for the partnership

14

NEED FOR PARTNERSHIPS 

Skills and knowledge transfer to improve sport performance



Augment shortfall in university subsidy



To ensure participation versus exclusion due to financial constraints.

15

CONCLUSION •

•

We are an integral part of the Higher Education and Sport & Recreation Sectors in South Africa, whose core business comprise of teaching and learning, research, holistic student development and community engagement; Our strategic location and the difference we can make within the sporting environment in South Africa include, amongst others, the following: – Human capital development; – Sport management knowledge and expertise; – Physical infrastructure; and – (Limited) Financial resources 16

CONTACT DETAILS Mrs. Ilhaam Groenewald Head of Department SPORT ADMINISTRATION DEPARTMENT University of the Western Cape Private Bag X17 BELLVILLE 7535 Tel: +27-21-959-2548/2207 Fax: +27-21-959-1233 Email: igroenewald@uwc.ac.za Website: www.uwc.ac.za Skype: ilhaamg

17

THANK YOU

18