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2009-2011 Strategy. Kenya Rugby Football Union. Core Business, Mission, Vision and Values. Core Business. To enable a sustainable environment for the game of rugby. To secure resources i.e. financial, human, technical and technological To govern, grow and enhance stature of the game.
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2009-2011 Strategy Kenya Rugby Football Union
Core Business • To enable a sustainable environment for the game of rugby. • To secure resources i.e. financial, human, technical and technological • To govern, grow and enhance stature of the game.
Mission Provide an enabling environment for Rugby to grow in Kenya, by securing a sustainable resource base to govern and enhance the stature of the game
Mission Statement Implications Effective governance and management High standards of performance – the leading rugby nation in Africa High and sustainable financial resources (enhanced financial control and resource optimization) Effective rugby development : Radical growth in personnel (players, administrators, referees, coaches) and fan base. Overhauling infrastructure Ruthless execution of strategy 5
Vision Kenya Rugby is among the world’s most successfully governed, played and managed as well as enjoyed by all Kenyans
Vision Statement Implications • Rugby as a sport enjoyed by all Kenyans • Profile: ‘a national sport’ (large following, played everywhere in Kenya); ‘game of choice’; ‘preferred sport’ • Performance: most competitive and entertaining game • Best governed, managed and socially responsible Kenyan sport • Be amongst the most successful rugby playing nations in the world • 15s – top 24 • 7s – top 5 • Qualify for all World Cups • International fixtures at par with top rugby nations • Beat South Africa (on and off the field)
Core Values • Integrity • Discipline • Teamwork • Professionalism • Entrepreneurship • Excellence • Stewardship • Social Responsibility
Political Is rugby on the national political radar? • No direct indication of interest. • Government co-operation closer but still insufficient. • Opportunity in Constituency (Sports) Fund • Kenyan sports politics disorganized – good and bad for Rugby • No formal sports policy in place • Soccer : • Disorder has been good for rugby; KPL reorganizing soccer, • KPL wants to discuss broader sports picture with KRFU. (KRFU can use this as a path to Super Sport - Sale of Broadcast Rights, technical capacity) • Government and National Sports Organizations i.e. NOCK, KNSC: • Perceive KRFU as well organised and financed - detrimental to rugby • Greater appreciation of successes of Kenya Rugby 2320
Economic Is the national economic environment capable of absorbing Rugby’s financial ambitions? • What is the top line figure Rugby is looking for? • General ambition is 150M (recurrent expenditure) • Realistic situation: 2009 – 105m, 2010 – 130m, 2011 – 163m (i.e. a 25% growth rate each year) • No – general ambition (150 million in 2009). • Yes – realistic situation (105 million) • What are the simple broad ways of achieving this? • Government • Private Sector Partnerships • External Partnerships e.g. virgin, partner unions, IRB • Lower IRB revenues projected from RWC 2011 – grants expected to be lower • Higher corporate awareness of Rugby potential • Global Economic down turn
Socio-Cultural Is Rugby on the national social radar? YES • Is it still a minor sport (No!)/sport for a minority(N)? • Penetrating but still considered elitist • Club structure expansion not matching schools • Rugby perceived as orderly and succeeding and public has high expectations • Low spectator numbers but high enthusiasm and passion of existing fans • Is rugby culture changing to foster the Mission and Vision? Yes; • Some misconceptions still exist • last 4 values need more emphasis i.e. Professionalism, Excellence, Stewardship, Social Responsibility • Has Rugby’s image improved significantly? Yes • How do we expand increasing rural interest? (Western Kenya may be currently capable of attracting higher audiences than Nairobi)
Technological What broad technology exists nationally (and/or internationally) to facilitate Rugby’s ambitions? • How do we get rugby material out nationally? • E-mail , website (insufficient usage), paper • How deep is national computer (and internet) usage? • Low penetration • How much of the game is recorded and/or available on TV? • Low usage • What software packages exist to further KRFU Mission? • Rugby Ready • High costs limiting elite coaching / performance • Our technology inadequate to facilitate rugby ambitions
Organization & Structure What are Modern Rugby’s principle functions? Does KRFU’s organizational structure fit the strategy? • Modern Key functions: • Governance, Finance, Administration and Logistics, Marketing, Communication, Commercial, Operations, Elite Performance, Development, Technical Services, Medical and Anti Doping) • Current Structure – Governance, Administration and Development • Kenya Rugby Ltd Unused • Technical focal point needs definition • KRFU’s current structure does not fit its ambitions
Financial (Summary 2004 – 2007) Kshs. Millions
Financial What is the state of KRFU’s finances? What are KRFU’s key cost and revenue centres? • 2007 financials: • Income,37m; Expenditure,30m; Liabilities (1.7m) • 46% revenue from Partnerships • 41% revenue from IRB Grants • 47% expenditure is national teams (administration - 17%, development programmes - 16%) • Aim to make development programmes at least 35% of a higher resource base • Improving revenue • Improving Debt portfolio • Financial processes and procedures need documenting • KRFU, Clubs competing for same “corporate pot”
Technical What is the state of KRFU’s technical capacity? (High Performance, Performance, Participation) • High performance structure weak • Performance structure inadequate: • Senior player / referee numbers are low (low retention because of limited playing opportunities & career paths) • Senior player, coach, referee skill levels (set plays, defence, strength & condition) require attention • Skill analysis especially from match & video records needs to be entrenched as part of technical culture • Club technical structure weak • Player retention poor (school-club transition) • Inadequate equipment / facilities • Participation i.e. veterans, touch, etc - May be useful in keeping and developing networks
Administration What is the state of KRFU Administration and Governance? • No board charter • Operations good (importantly aided by many committed volunteers) • Marketing weak • Financial processes requires documenting • Union/Member Club link weak (club administration weak, information from Union not reaching Club roots)
Strengths Credible organisation in public eye good performance annual returns Public Recognition (SOYA, etc) Strong volunteer commitment Success on the field? Greater TV interest Emerging national sport culture Weaknesses Inadequate financial & technical resources Small player base Senior Few clubs Low number of qualified game officials Serious problem Budgeting & fiscal management Secretariat understaffed SWOT Analysis
Opportunities Improved corporate awareness , interest and partnerships Increased public interest in rugby More strategic partnership with IRB, Corporate World Online resource packages available Improved overall rugby structure Increasing GoK interest, awareness & partnership. Strategic partnership with “BIG” Unions Threats Rising costs of running rugby Misconceptions of rugby Many school players leave the game Low fan base Serious problem! Rising cost of running rugby Improving soccer management High interest in soccer by politicians SWOT Analysis
Goal 1: Grow Rugby Personnel Numbers and Enhance Competitions
Goal 1: Grow Rugby Personnel Numbers and Enhance Competitions
Goal 1: Grow Rugby Personnel Numbers & Enhance Competitions 31
Goal 1: Grow Rugby Personnel Numbers & Enhance Competitions 32
Goal 1: Grow Rugby Personnel Numbers & Enhance Competitions 33
