RUGBY CLUB Business Plan 2013-3015

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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.

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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.

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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.

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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.

OUR MISSION

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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

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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

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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 long-

term athlete development program

Maintain an effective governance and management to ensure that

university rugby remains a sustainable organization

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2013 – 2015 IMPLEMENTATION PLAN

HOW/WHAT

• 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

2013

• Athlete Support Programme (expand 1st team squad; increase bursaries for U/20 players; acquire a 60-seater 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

2014

• 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

2015

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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

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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

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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

SPONSORSHIP RECOGNITION (1)

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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

SPONSORSHIP RECOGNITION (2)

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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

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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.

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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

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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

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THANK YOU

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