STRATEGIC PLAN 2019-2022

The Confederation of Universities and Colleges Sports Association (CUCSA) was established in 1989 under the auspices of the Supreme council of Sports in Africa zone IV and mandated to:

• Provide an environment that stimulates development of sports in member countries
• Provide regular competitions among members states
• Raise standard of performance through training programs and competitions
• Forster friendly relations among students and staff members by encouraging sports contacts at all levels.

However, despite these objectives which have been well outlined in the existing constitution, CUCSA has since inception, operated without any strategic document to guide its operations. Other than the Constitution and the Technical guidelines for competition, there are no other policies that guide the operation of the Association. The two documents available do not give strategic directions or areas of improvement nor do they give defined roles and responsibilities. There was therefore, need to address various issues in an organized way with a development of a strategic plan for the Confederation of Universities and Colleges Sports Association.

At its annual general meeting held in Maseru, Lesotho in 2013, the CUCSA Councilors unanimously resolved and elected a subcommittee to draft a strategic plan as well as make recommendations for changes to both the constitution and the technical guidelines as guided by the appointment letter with terms of reference.

The development of a strategic plan, therefore, was seen as one that would give a clear road map of the desired strategic direction.

1.2. Rationale for Strategic Plan

It has and had become necessary for CUCSA to reposition itself to cope with modern trends of administration thus providing sporting needs for the students as required.

Consequently, a Strategic plan has been developed to provide an operational framework taking into account various macro and micro economic developments that have occurred in the past years. The aim of the Strategic Plan is to assist CUCSA in effectively mobilising resources and eliciting the required stakeholder support for the delivery of the student sports programmes.

The benefits of having a Strategic Plan are that it:-

• Clarifies the organization’s future direction, common vision and purpose;
• Establishes the organization’s priorities;
• Improves decision making by focusing attention on crucial issues and challenges; and
• Promotes rational utilisation of resources.

Therefore, two meetings and further consultations were held by the strategy commission to develop the 2019-2029 Strategic plan for CUCSA

The output of the meeting included the development of a Strategic Plan. The plan is intended to:

• Invigorate the operations of the CUCSA
• Consolidate the gains made in the past years
• Meet the new challenges and enhance performance within the context of the CUCSA 2019-2022 Strategic Plan. This Plan defines the institution’s Vision, Mission, Goals (specific targets), objectives to be achieved in the next five years and strategies that will be employed to attain the goal and, ultimately the mission.

1.3. Plan Cover

The developed Strategic Plan covers the following:

(a). External and Internal Environmental Analysis

This is an analysis of both the external and internal environment in which CUCSA has been operating in the past years and also how it is expected to operate in the next five years. The analysis describes the performance of CUCSA in the past years and the major Political, Economic, Social, Technological and Legal developments that have occurred which have had positive and or negative impact on its operations and may be of significance in the future. The environmental analysis identifies the Strengths and Weaknesses as well as Opportunities and Threats (SWOT) of CUCSA. The analysis also identifies CUCSA’s clients and their needs that it is expected to be addressing. The Strategic/Core issues that need to be addressed in order to make significant improvements in the quality of service delivery have also been identified and discussed.

(b). Vision Statement

The Vision Statement for CUCSA has been provided. The vision is describing the successful being of CUCSA by 2030.

(c). Mission Statement

The revised mission statement, which justifies the underlying rationale for the continued existence of CUCSA in the next five years is presented and discussed. The mission statement provides a vision of success CUCSA will strive towards and a framework within which management decisions will be made. It also provides a framework within which programmes, projects and activities will be undertaken, and resources allocated in the next five years.

(d). Goal Statement

The revised goal statement which projects strategically what CUCSA intends to achieve in the short to medium term in order to contribute to the overall attainment of the vision and mission is presented. It provides an operational direction and focus in line with the mission statement taking into account the issues raised under the environmental analysis.

(e). Value Statement

The Plan has formulated a Value Statement that outlines the core values or beliefs and norms that shall be the guiding principles of conduct and behavior of CUCSA members.

(f). Objectives, Strategies and Performance Indicators

The revised objectives, which are specific, measurable and result oriented statements of what CUCSA must do to achieve the goal in the next five years, are presented and discussed. The objectives have been drafted in line with the revised mission and goal statements taking into account CUCSA’s accomplishments and challenges in the past years, the revised needs of its clients and its priorities.

(g). Strategies

The preferred course of action (strategies) CUCSA will take in order to achieve the objectives and effectively address the strategic/core issues and meet the needs have also been presented and discussed taking into account the Strengths, Weaknesses, Opportunities and Threats (SWOT) of CUCSA. The objectives are accompanied by performance indicators which are products by which the achievement of the objectives will be measured.

(h). Pre-Conditions

Factors that are considered crucial to the successful implementation of the developed Strategic Plan and which must, therefore, be in place are also highlighted.

(i). General Assumptions

The general conditions that should exist at both the organisational level and in the external environment to ensure successful implementation of the developed Strategic Plan have been outlined.

(j). Linking the Strategic Plan to the Budgeting Process.

Since budgeting is an integral part of the Strategic Planning process, Strategic Plans are implemented by forecasting the expected costs during the life span of the plan and by breaking down long range forecasts into associated annual work plans (activities). The principles for linking the Strategic Plan to the budget are presented.

(k). Monitoring and Evaluation of the Strategic Plan

Monitoring of the implementation of the strategic plan will show whether CUCSA is on course or diverting from the pre-set objectives, while the evaluation will show how successful CUCSA has been in achieving its planned objectives. This will help CUCSA to refocus its efforts if the results are not impressive or maximise on strategies yielding good results.

(l). Structural Implications

The strategy drives the structure; therefore, successful implementation of the Strategic Plan will require an appropriate organisation structure. Designing such a structure requires a careful identification of the core functions of CUCSA, or broad areas of operation. This is done by grouping similar objectives to form a general function which is then ascribed a name. A core functional structure answering the requirement of the Strategic Plan is presented.

In developing a realistic strategic plan for the Student Affairs Unit, an analysis of both its external and internal environmental factors was undertaken.

The following emerged from the Environmental analysis:

(a). MACRO ENVIRONMENT

MICRO ENVIRONMENTAL ANALYSIS

SWOT ANALYSIS

The vision for CUCSA is “to be an excelling and inclusive student’s sports organization in Africa”.

Administration and management of excellent sporting activities to the best interest of its members thus position CUCSA as a custodian of student sport.

We uphold stakeholder involvement, contribution and participation in the affairs of CUCSA

Value behaviors:

• Notify stakeholders of all CUCSA activities on time;
• Always look for ways to encourage stakeholder contribution and participation;
• Give administrators, students, sponsors, spectators, suppliers and other stakeholders a good deal. Conduct stakeholder mapping.

We strive for effective and efficient two-way communication with all our stakeholders

Value behaviors:

• Always ensure that timely, accurate and adequate information is sent out to members and relevant stakeholders;
• Always ensure timely response to all correspondence and communication received as per CUCSA set standards;
• Make effective use of a diary regarding date and time for responses
• Ensure information is disseminated as opposed to held by a few

We strive to deliver professional service to the satisfaction of all our stakeholders:

Value behaviors:

• Always value the time and rights of all stakeholders;
• Treat all stakeholders with respect in an equitable manner;
• Exercise diligence and apply knowledge and skill in dealing with stakeholders;
• Always exercise courtesy and remember to say, ‘thank you’.

We strive to ensure that CUCSA achieves excellence:

Value behaviors:

• Commit to mobilising resources to support CUCSA programmes
• Strive to promote excellence among athletes, administrators and technical officials in their behaviors and sporting endeavors;
• Consultation and engagement of partners a must;
• Creation of a permanent secretariat

We shall work as a team for the good of CUCSA:

Value behaviors:

• Always respect other members of the CUCSA family;
• Value each other’s time;
• Always seek and offer assistance to others where needed
• Always appreciate that two heads are better than one;
• As much as possible collaborate with others in carrying out CUCSA activities for better results
• Build trustful and truthful relationships with other members and stakeholders.

Integrity

That CUCSA executive committee member, each member country and its membership accept full responsibility and acts in a fair, transparent, accountable, honest and truthful manner when dealing with other family members and stakeholders.

Responsibility

Each member of the CUCSA family carries out their activities in a manner that takes into consideration the rights and impact on strengthening student athletes’ career so as to promote CUCSA long-term sustainability.

Fair play

Each member of the CUCSA family applies himself/herself fully and at all times, acts in just, impartial and equitable manner in relating to others in the conduct of his/her activities and that games are for bonafide students.

Mutual respect

Each member of the CUCSA family accepts respects and honours individual differences and boundaries among all stakeholders and ensures respect in relating to others.

Equity

We value access to participation and involvement for all in all CUCSA activities.

• A commitment to excellence.
• A commitment to inclusiveness.
• A commitment to growing the regional and international university sport.
• A commitment to support respective national sports development.

• Organizational effectiveness.
• Involvement of women and students in decision making.
• Rich competition activities.
• Marketing and raising CUCSA brand.
• Financial capacity building for both CUCSA and affiliate members.

Improved relations with stakeholders

9.1. Organizational Effectiveness

9.1.1. Strategic Objective 1:

To review policies and procedures in respect of each of the six (6) focus areas to facilitate implementation of the strategic plan.

9.1.2. Strategic Objective 2

To support member states in reviewing and strengthening their structures to participate fully in CUCSA games.

9.1.3.Strategic objective 3

To support member states NFs to improve finances to enhance participation in CUCSA activities

9.1.4. Strategic objective 4

To include women and students in decision making

Structures:

9.1.5. Strategic Objective 5

To establish a permanent secretariat for CUCSA

10.1. RULES AND REGULATIONS

10.1.1. To ensure rules and regulations for CUCSA competition are enforced and adhered to:

10.2. PLAY AND INTERACTION

10.2.1. STRATEGIC OBJECTIVE 1

To provide more opportunities and platforms for play.

10.2.2. STRATEGIC OBJECTIVE 2

To provide opportunities for interaction beside sports

Competition

11.1. RELATION WITH AUSC/FASU/FISU

11.1.1. STRATEGIC OBJECTIVE 1

To improve working and strategic relationships with

AUSD/FASU/FISU.

11.2.1. STRATEGIC OBJECTIVE 2

To enter into at least four memorandum of agreement with sports development partners.

12.1. RESOURCE MOBILIZATION

12.1.1. To raise at least 60% revenues through marketing efforts

through relevant fees by 2018.

14.1. CUCSA EXECUTIVE/FINANCIAL PERSPECTIVE

14.2. CUSTOMER PERSPECTIVE

14.3. INTERNAL (SYSTEMS/PROCESSES) PERSPECTIVE

14.4. LEARNING AND GROWTH PERSPECTIVE

15.1. In order to be successfully met, the objectives and their associated strategies, certain conditions must be in place. These include:

(a). Approval of the strategic plan by the Executive Committee;

(b). Availability of required resources;

(c). Ownership of the strategic plan by the CUCSA Executive and the CUCSA Council;

(d). Availability of relevant staff in various positions; and

(e). Positive work and support culture among the Executive members.

16.1. The strategic plan for the period 2019 – 2022 for CUCSA has provided the vision, mission, objectives and strategies as well as the performance indicators. The successful implementation of this strategic plan is, therefore, premised on the following set of general assumptions, that:

(a). There will be adequate and timely support of funds and resources from the Executive;

(b). The stakeholders will hold CUCSA in high esteem;

(c). There will be a conducive and suitable political, economic and social environment in the region to thrust performance;

(d). Sponsorship packages by partners; and

(e). Improved relations with stakeholders.

17.1. Various resources will be required for CUCSA for CUCSA to effectively implement the plan. It is imperative, therefore, that this plan is linked to any budgeting process of budgeting by the CUCSA Executive, medium term expenditure framework and annual budgeting process. Accordingly, CUCSA Executive must develop annual and respective sub-committee work plans which will form the basis for developing annual budgets.

18.1. The implementation of the strategic plan will need to be closely monitored. In this regard, the Executive shall prepare progress reports on implementation annually, based on predetermined performance indicators and targets under each objective. However, performance shall also be reported using additional performance indicators and targets identified during implementation in order to capture additional and recurring outputs. Outputs and targets that will not be accommodated under any of the objectives in the strategic plan shall be captured under “Additional achievements made by CUCSA” during the next performance audit exercise.

18.2. Evaluation of the implementation of the strategic plan will be done through both internal and external evaluation processes.