Strategic Plan For Rhodes Sport

Head Start

Introduction

In attempting to give my own overview on how I would be implementing the strategic plan for Rhodes Sport, I have given this document the above heading. This is because I have been the Assistant Manager of Sport Administration since January 2012 and now the Acting Manager of Sports Administration Department since 13 February 2015. During the past three years I have seen this strategic plan evolve from being a collection of thoughts, ideas and goals to this well-structured document which now defines the direction in which Rhodes Sport will follow until the year 2020.

The document in mention has taken a huge leap in paradigm shift to what Rhodes Sport has been perceived as internally and externally across University Sport

I will prepare and present to clubs, university structures, potential funders and partners. The main aim will be to get full support and get funding to implement the plan.

When it reaches growth stage my focus will then shift to sales promotion and advertisement though the Rhodes University Sport Administration website and social media advertisement.

At Maturity stage; I would stick to Public Relations and Advertising. Here the emphasis will be on brand loyalty and brand positioning.

When there is evidence of a slight decline in progress, I will opt to initiate a process of rebranding or introducing new codes in category A section. This will also lead to a new strategy that will speak to years beyond 2020. By doing this I will have re-started the life cycle again. Communication Strategy

Communication is a pivotal point in the success of any organization. My approach to communication would be the following:

 Establish what message I want to communicate

 Identify the audience

 Choose an appropriate communication medium

 Decide of frequency

 Determine the

The main objective would be to keep the clock moving positively in a clockwise direction towards full realization of the vision 2020. Rhodes University Sport Administration must be placed in position of financial strength. A thorough facility audit is needed. Collaboration and partnership with the registrar is of outmost importance in fundraising for the construction of the indoor Sports Centre. A procumbent plan will be established in order to ensure that we buy goods from the most credible suppliers and realise value for money.

I would champion and advocate a broad base approach to all intra-mural activities in order to have more depth that serves as feeder to our High Performance programme. The main aim is to increase the percentile of athletes that begin participation at social-recreational level up to high performance