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Training Manual Towards Accountable Management of Sports in Kenya Sports Management Module
Training Manual
Towards Accountable Management of Sports in Kenya
Sports Management Module
ContentsChapter One: Introduction 11.1 Background and Overview 1
1.2 Objectives 1
1.3 Use of Training Module 1
Chapter Two: Customizing The Training Session 22.1 Introduction 2
Chapter Three: Sample 2 Hours, 30 Minutes Session Programme 3
Chapter Four: Sport Management Module Notes 44.1 What is sport Management? 4
4.1.1 Sport Management 4
4.1.2 Components of Sports Management 4
Chapter Five: Strategic Planning 55.1 Overview 5
5.2 What is planning? 5
5.3 What are mission statements? 5
5.4 What are organizational objectives? 5
5.5 SWOT 5
5.6 PESTEL 6
Chapter Six : Marketing 76.1 Definition 7
6.2 Sport marketing 7
6.3 Reasons for marketing sport 7
Chapter Seven: Sponsorship 87.1 Definition 8
7.2 Types of sponsorships 8
7.3 Challenges 8
7.4 How to approach a sponsor 9
7.5 Proposal Writing 9
Chapter Eight: Sport And Public Relations 108.1 Basic skills for public relations 10
8.2 Benefits of PR to sport organisation 10
8.3 Crisis communication 10
8.4 Purpose of crisis plan 10
8.5 Key elements of the plan 11
8.6 External communication 11
8.7 Using the plan and dealing with the media 11
8.8 Media and media relations 11
8.9 Types of media coverage 11
Chapter Nine: Events Management 139.1 Overview 13
9.1.1 Definition 13
9.1.2 Types of events 13
9.1.3 Event management stages 13
9.1.4 Risk management 14
9.2 Sports Facilities 15
9.2.1 Sports facilities can either be owned or hired. 15
9.2.2 Facilities ownership and management. 15
Chapter Ten : Financial Management 1610.1 Definition 16
10.2 Objectives of Financial management 16
10.3 Elements of Financial Management 17
10.4 Scope of Financial Management 18
10.5 Routine Functions of Financial Management 19
Chapter Eleven: Sport Entrepreneurship 2011.1 Define an entrepreneur 20
11.2 Entrepreneurship 20
11.3 Importance of Entrepreneurship 20
11.4 Profile of an Entrepreneur 20
11.5 Sport and entrepreneurship 21
11.6.1 Benefits of a business plan 21
11.6.2 A business plan has seven parts. 21
11.7 Writing a Business Plan 22
11.7.1 Executive Summary 22
11.7.2 Business Description 22
11.7.3 Marketing Plan 22
11.7.4 Organization and Management Plan 22
11.7.5 Financial Plan 22
11.7.6 Risk Management 23
11.7.7 Appendix 23
References 24
Appendix 25Appendix I: Forms And Assignment 25
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Chapter One: Introduction1.1Background and Overview‘Towards Accountable Management of Sports in Kenya’ is a program of the Embassy of the Kingdom of Netherlands, Nairobi, in collaboration with The Centre for Multi-Party Democracy (CMD-Kenya), Strathmore University (SU) and Sports International (SI).
The Programme focuses on building and developing capacities of Sports Organizations in Kenya by introducing and training the officials and office bearers on Principles of International Best Practice on Management, Good Governance and practice of transparency and accountability in sports organizations.
Sports management is one of the thematic areas to be covered in the training that would be conducted through capacity building workshops. Through the training sessions, it is hoped to strengthen the capacities of sports organizations in Kenya for effective, efficient, transparent and accountable sports management. It is through such management that the full potential of sports economically, socially and culturally may be realized in Kenya. The specialized training in Sports management is to introduce the sports Federations/Associations to the principles and best practice in management of sports as an industry. The training is expected to help the sports Federations /associations utilize the acquired skills.The training will cover the various sectors of Sports Management; Strategic planning, Marketing and Sponsorship, Entrepreneurship, Sports Facilities and Events planning. In addition the training will focus on Financial Management, Media and Public Relations among others. This training will form part of a one day training program where the Federation/Association members will also receive training on Legal Framework and Good Governance as well as Leadership and Corporate Governance. The training will
Incorporate practical assignments that the trainees will be able to work on after leaving the course and also a project based course work study schedule for evaluation.
1.2 ObjectivesThe overall objective of the training on sport management is to introduce the sports federations/Associations to the principles and best practice in management of sports. Towards this end, this Training Module has three immediate objectives:
• Provide information and awareness of the principles of management in the management of sports.
• Be able to share experiences and compare them with best practices on sports management.
• Put into practice the learned management skills in the running of the sports federations/Associations
1.3 Use of Training ModuleThe module is intended to support capacity building on Sports management. It strongly focuses on the principles of management in relation to sports.
The module is a tool for trainers who have some background, experience and understanding of principles of management. It is designed to assist them in preparing and delivering training courses for sports managers and stakeholders including sportspersons. The objective is to provide an understanding of:
• Principles of sports management
• The gap between current practices against the best practices
The training should be applied and adapted with reference to special needs of trainees. These should be identified at the start of the process and before training commences from the duly filled Pre-Training Needs Assessment Form.
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Chapter Two: Customizing The Training Session2.1 IntroductionIn offering the training, the Trainer should take into account the following:
• The needs and existing knowledge and skills of participants on the laws governing sports management in Kenya; and
• The need for the session structure to be flexible enough to accommodate participants’ questions, suggestions and general discussion on legal framework and good governance issues in sports management which they identify as most relevant to them.
The Trainer needs to spend some time at the beginning of the session identifying the needs and expertise of the participants and their expectations of the session. This can be done by asking participants to introduce themselves, state their positions and functions in their sports organizations and their major areas of interest in sports management.
It is recommended that relevant examples, cases and illustrations are given in the course of the training for better understanding of issues by trainees. It is therefore important that the trainer is well versed with stakeholders, associations and events in the sports sector.
Before the training commences, it is important to check and confirm that:
• Seating and desks are sufficient to accommodate participants;
• There is easy access to power points for training equipment/aids; and
• Small groups, if utilized, have basic recording equipment (white boards, etc)
It is recommended that some advance materials should be availed to the participants prior to the training with information on the objectives, issue areas and timing of the session.
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Chapter Three: Sample 2 Hours, 30 Minutes Session ProgrammeSession: Sports Management Time-Table
No. Topic/Activity Start End Duration
1. Welcome and Introduction; 09.00 09.10 10 Min
Session Objectives
2. Introduction to Sports 09.10 am 9.20 am 10 Min Management and its components
3. Strategic Planning 9.20am 9.40 am 20min
4 Health Break 9.40 am 9.50 am 10 Min
5. Marketing and Sponsorship 9.50 am 10.10 am 20 Min
6 Financial Management 10.10 am 10.30 am 20 Min
7 Events Planning and 10.30am 10.50 am 20 min Facility Management
8. Public Relations and Media 10.50 am 11.10 am 20 min
9 Entrepreneurship 11.10am 11.20 am 10 min
5. Conclusion:
• Emerging Issues 11.20am 11.30 am 10 Min
• Next Steps
• Assignments
• Evaluation
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Chapter Four: Sport Management Module Notes4.1 What is sport Management?Sport is any activity experience or business enterprise focused on fitness, recreation, athletics or leisure (Pitts, Fielding &Milter (1994).
4.1.1 Sport ManagementSport management is any combination of skills related to planning, organizing, directing, controlling, budgeting, leading and evaluating within the context of an organization or department whose primary product or services is related to sport or physical activity.
4.1.2 Components of Sports ManagementSports management involves strategic planning, marketing, sponsorship, entrepreneurship, events planning and facilities management, financial management, public relations and media.
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Chapter Five: Strategic Planning5.1 OverviewThe purpose of planning is to determine
Where you are, where do you want to be, how to get there?
Goal is where you want to go
Strategy how do you get there
To determine how to get there we plan.
5.2 What is planning?Planning is a management function which establishes goals and objectives and the means by which they are achieved.
Why Plan
• Planning prepares the organization for change
• Planning reduces organizational conflict. Employees and managers agree on a plan and everybody knows their job expectations.
• Planning helps to increase work efficiency in organizations by reducing overlapping and wasteful activities.
• Planning process involves establishing organizational mission statements, goals and objectives.
5.3 What are mission statements?It is a broad visionary business focus which explains what an organization wants to accomplish and what distinguishes them from others.
5.4 What are organizational objectives?They are detailed statements derived from an organization’s mission statement. They should be convertible into specific plans and provide details for departmental operational plans.
To determine where an organization is, a swot analysis is done.
What is SWOT analysis?
5.5 SWOTIt stands for Strength, Weakness, Opportunities and Threats of an organization.
It is a way of summarizing the current state of an organization and helps to devise a plan for the future.We also carry out a PESTEL analysis to determine external factors that may affect the association.
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5.6 PESTELIt is an analysis of the Political, Economic, Socio-cultural, Technological, Ecological/Ethical and Legal factors in the external environment of an organization which affects its activities and performance.
• Political Environment – ideology of party in power e.g. devolved county conflict arising between locals & transitional government over use of stadia.
• Economic Environment – macro -environment-wider economy in the county - Micro-individual decisions made by managers
• Social Cultural Environment – beliefs & differences between members and potential members. Differences along geographical,cultural, ethical and societal.
• Rugby – Elite
• Athletic –
• Soccer – Mass
• Netball –
• Cricket – Asian community
• Technology - it impacts on the ability of sports managers to operate. The use of technology to improve sport. How has it affected sports in Kenya?
• Ecological and Ethical Environment – global warming awareness and effect of the sun on the skin. Waste, noise and other environmental impacts.
• Legal - regulatory laws and regulations arising from legislators or governing associations – disposal e.g. regulations an adverts, access by all people including those with disabilities.
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Chapter Six: Marketing6.1 DefinitionMarketing – a process through which organisations work in order to meet the needs of customers. It can also be defined as a management process that identifies, anticipates and implements customers’ needs in an efficient and customer- friendly manner.
Sport marketing is the anticipation, management and satisfaction of sport consumers wants and needs through the application of marketing principles and practices. Marketing of sport involves the specific application of marketing principles and processes to market goods and services directly to sports participants and spectators or end users.
6.2 Sport marketing• It’s unique because it is consumed as quickly as it is produced
• It is a perishable product, not accompanied by any guarantee or consumer satisfaction
• Those providing the experience cannot predict the outcome.
Sport marketing implies
• Marketing of sport (your sport) i.e. Marketing of sports products and services directly to the sport consumer.
• Activities utilizing sport i.e. marketing of other consumer and industrial products or services through the use of sport. Examples of marketing through sport. Rudisha and kiwi, Tergat and Johnie Walker.
6.3 Reasons for marketing sportTo establish contact with consumers and organizations that deal with sport. Task
• What are the wants and needs of sports consumers?
• Who are the sport consumers in your organizations?
• How do you market your sport?
• Sponsorship is a form of sport marketing
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Chapter Seven: Sponsorship7.1 DefinitionSports sponsorship has been defined as a form of cash or in kind fee, paid to a property in return for access to the exploitable commercial potential associated with that property (master Alexi Setal 2009). It can also be defined as a business relationship between a provider of funds, resources or services and sports event which offers in return some rights and association that may be of commercial advantages. (Howard & Crompton 1995).
For the sponsor
• Association – image
• Gain exposure through advertisements
• Opportunity to market products/ services through sales promotions, in venue promotion.
• In store promotion
• Use of sport sponsorship enables organizations to have a tighter link with a form of sponsorship
7.2 Types of sponsorships• Officials sponsor
• Team sponsors
• Media sponsors
• Facility sponsor
• Event sponsor
7.3 Challenges• There are risks attached to sponsorship particularly with a team, or an individual athlete (if they are
involved in scandals) examples.
• Weak specifications of sponsorship goals before signing a contract
• What happens when the career of the individual athlete is over?
• Conflict between sponsors over same event, e.g. a team sponsored by Nike while individual members could also be sponsored by other companies like Adidas.
• Congestion – one event having several sponsors
• The glorious uncertainty of sport – there can only be one winner, so all the other Sponsors are disappointed.
• Interference from sponsors which may be bad for the sport or may improve the sport. e.g. sponsors may insist on having on injured player on the field to protect their sponsorship.
• Ambush marketing – when non-sponsors attempt to capitalize on the popularity of the event by pretending to be the official sponsors.
• Lack of return to sponsorship
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7.4 How to approach a sponsor• Make a call
• Short introduction
• Is the target group of interest
• May I send a proposal
• Letter and short proposal
• Second phone call: interested in personal presentation?
• Presentation of sponsorship proposal: content and form
• Negotiation techniques to settle the sponsor contract
• Drawing up a sponsor contract
7.5 Proposal WritingPoint to consider
• Inventory of what Association/Federation wants from a sponsor, (money, products, services, know-how, and network) and which members know and / or could recruit potential sponsor.
• Getting information about the potential sponsor’s sponsorship policy (other sponsored projects)
• Note what the Association can offer the sponsor to achieve its objectives
• Write a letter with a specific suggestions for a presentation
• Sending a proposal with an individualized package
What do the sponsors get?
• Negotiated return
• Advertising panel
• Logo presense on the sport equipment and gear (uniforms)
• Presenting partner of the event
Unexpected return
• Sponsor day: sports clinic for personnel of the sponsor
• Evening reception and networking.
Role play
• How to attract sponsorship for your activities.
• Specify the type of sponsorship you are looking for.
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Chapter Eight: Sport And Public RelationsPublic relations are about reputation- result of what you do, what you say and what others say about you.
Sport public relations is a managerial communication based function which is designed to identify a sport organizations key publics, evaluate its relationship with publics and foster desirable relationship between sport organization and those publics.
Who are sports publics? • Players
• Supporters
• Investors
• Sponsors
• The media
• Other sports clubs
8.1 Basic skills for public relations• Writing skills
• Public presentations
• Interpersonal skills
• Internet-related competencies
8.2 Benefits of PR to sport organisation• Enhance community goodwill through social responsibility
• Gain favour from customers
• Increase public awareness
• Increase employee satisfaction
• Image building
• More cost effective compared to other forms of communication
8.3 Crisis communicationCrisis situations seem inevitable in sports. In recent years crisis have challenged sport public relations. Gail Brown defines a crisis as any event that significantly alters the activities that were going on. Anything that would stop the normal flow of activities. They are unexpected and disruptive. Crisis affects reputation and financial standing of an organization. Its impact could be as a result of the crisis itself or from the organizations response to it or lack of it.
8.4 Purpose of crisis plan• Ensure that management and staff are in a position to contain and manage a given crisis.
• Information required is provided swiftly and efficiently
• Limit the damage and make positive impressions
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8.5 Key elements of the plan• Crisis scenario
• Initiation of the plan
• Definitions of key publics
• Internal communication responsibilities
• External communication philosophy
8.6 External communication• Policies and procedures
• Spokesperson identification
• Message and channel of identification
8.7 Using the plan and dealing with the mediaBy adhering to crisis communication principles, sport public relations professionals and organizations spokes-persons may be prepared to effectively engage the media, perhaps the most difficult aspect of a crisis.
Task
How would you deal with a crisis that may have happened during a sport event that you have organized? A fight between supporters of two teams, resulting into several injuries and deaths.
8.8 Media and media relationsDefine media – communication channels through which news, entertainment, education, data or promotional messages are disseminated.
It is tools used to store and deliver information or data.
It provides three things (Coakly&Donelly)
• Information about events & people
• Interpretation of what is going on in the world
• Entertainment
8.9 Types of media coverage• Advertising media
• Broadcasting
• Digital media
• New media/ Social media
• Print media
• Media selection for advertising in sport
• TV advertising
• Radio advertising
• Advertising in print media
• Advertising outside media e.g. in Billboards
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Strengths and Weakness
Medium Strength Weaknesses
TV Reaches wide market High costs Attention getting Lots of noise
Newspapers Flexible Short – lived Good coverage of local market Accepted widely Highly credible
Radio Good local acceptability Sound only Low costs Poor attention
Outside media Flexible Limited selectivity of public High repetition rate Low costs Good position selection Low message competition
Media relations programs focus on building relationships with members of the mass media in order to maximize positive publicity and minimize negative publicity.
TaskWhat media do you use to publicize events that you hold and why?
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Chapter Nine: Events Management9.1 Overview9.1.1 DefinitionIt refers to all functions related to the planning implementation and evaluation of sports events.
9.1.2Types of events• Mega events-e.g Olympics,World Cups,Commonwealth games
• Hallmark events e.g Lewa marathon
• Major events e.g World Athletics Championship
• Local events
9.1.3 Event management stagesThere are three stages in the event planning, pre-event, event and post event.
• Pre event- now, how, whom, when and where
• Event – planning
• Post event
(a) Pre event planning
1. Idea generation what?
2. Target audience forum
3. Objective why
4. Location where (venue)
5. Budgeting/ financials- where is the money coming from where will it be spend & how much
6. Personnel- where is the team? Hire, train, and supervise people. Who makes the team?
7. PR and Networking- media and communication, opinion leaders create a hype, are people waiting for the event?
8. Vendor selection & management selecting reliable suppliers/ partners optimising sourcing cost
9. Marketing the event. – advertising is not marketing ,create value for the event
10. Volunteers management
11. Programmes
12. Awards
13. Catering
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Registration of participants – very important because it’s the first contact with participants.
• Number of participants
• Information to be collected
• Registration fees
• Identification
(b) Event
1. Organizing – get the act together
2. Safety and security – huge audiences are involved hence it is prime
3. Logistics- what is going to come from where?• Who is going to bring it and when?
4. Control- making sure the guidelines are followed as per plan
5. Lead and direct – empower people and delegate authority and leadership
6. Reporting- tight reporting from people prepares you for trouble shooting
7. Services – meals, travel, accommodation
8. Legalities – rule of the land, appoint experts – ignorance is no excuse
(c) Post event
Evaluation and assessment of effectiveness of the event.
9.1.4 Risk managementRefers to proactive efforts taken by a sport organization to prevent loss and accidents. Loss can be in terms of finance/ goodwill/ market share/ human life/ image. There should be a risk management plan before any event.
• Security and safety – health & safety issues handling of emergencies, contingency plan- what might go wrong how can it be prevented, if it occurs what can be done to minimize effect.
Risk Management Plan
• Identify the risks
• Classify the risks
• Select treatment for the risks
• Avoid: identify a risk and avoid it completely
Task
Discuss how you organize a sport event considering these management functions
• Finance/budgeting
• Risk management
• Tournament operations
• Registration
• Volunteer management
• Event marketing
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9.2 Sports Facilities9.2.1 Sports facilities can either be owned or hired.
(a) Hiring
Most of the Sports Association in Kenya do not own sport facilities and hire. When hiring has to be done there are several factors that need to be addressed.
(b) Elements
• Offer
• Acceptance
• Consideration
• Legality
• Capacity
(c) Intent and specificity
• Specify what you want specifically and draw a contract.
Contract- General rule – put it in writing, contract provides for worst-case scenario.
(d) Errors in contract
• Misrepresentation
• Undue influence
• Mistake
(e) Breach of contract • Damages
• Delegation
(f) Breach of contract remedies
• Monetary award.
• Specific performance.
9.2.2 Facilities ownership and management.When a facility is owned the responsibility of the management staff include; serving tenants’ needs and providing a clean, safe, and comfortable environment for patrons. Various functions performed by the management team include security, maintenance & repairs ,cleanup, marketing and sales scheduling and booking operations, events promotions and finance.
Task
Discuss the factors you consider when hiring sport facilities in terms of
• Standards
• Security
• Rights
• Contract
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Chapter Ten: Financial Management10.1 DefinitionFinancial Management can be defined as: the management of the finances of a business / organization in order to achieve financial objectives. It is the planning, directing, monitoring, organizing, and controlling of the monetary resources of an organization (Maheshwari,2011)
Web definitions for financial management states that (Financial Managers) Plan, direct, and coordinate accounting, investing, banking, insurance, securities, and other financial activities.
10.2 Objectives of Financial managementThe main objectives of financial management are:-
• Profit maximization: The main objective of financial management is profit maximization. The finance manager tries to earn maximum profits for the company in the short-term and the long-term. He cannot guarantee profits in the long term because of business uncertainties. However, a company can earn maximum profits even in the long-term, if:-
1. The Finance manager takes proper financial decisions.2. He uses the finance of the company properly.
• Wealth maximization: Wealth maximization (shareholders’ value maximization) is also a main objective of financial management. Wealth maximization means to earn maximum wealth for the shareholders. So, the finance manager tries to give a maximum dividend to the shareholders. He also tries to increase the market value of the shares. The market value of the shares is directly related to the performance of the company. Better the performance, higher is the market value of shares and vice-versa. So, the finance manager must try to maximise shareholder’s value.
• Proper estimation of total financial requirements: Proper estimation of total financial requirements is a very important objective of financial management. The finance manager must estimate the total financial requirements of the company. He must find out how much finance is required to start and run the company. He must find out the fixed capital and working capital requirements of the company. His estimation must be correct. If not, there will be shortage or surplus of finance. Estimating the financial requirements is a very difficult job. The finance manager must consider many factors, such as the type of technology used by company, number of employees employed, scale of operations, legal requirements, etc.
• Proper Mobilisation : Mobilisation (collection) of finance is an important objective of financial management. After estimating the financial requirements, the finance manager must decide about the sources of finance. He can collect finance from many sources such as shares, debentures, bank loans, etc. There must be a proper balance between owned finance and borrowed finance. The company must borrow money at a low rate of interest.
• Proper Utilisation of Finance: Proper utilisation of finance is an important objective of financial management. The finance manager must make optimum utilisation of finance. He must use the finance profitable. He must not waste the finance of the company. He must not invest the company’s finance in unprofitable projects. He must not block the company’s finance in inventories. He must have a short credit period.
• Maintaining Proper Cash Flow: Maintaining proper cash flow is a short-term objective of financial management. The company must have a proper cash flow to pay the day-to-day expenses such as purchase of raw materials, payment of wages and salaries, rent, electricity bills, other utilities etc. If the company has a good cash flow, it can take advantage of many opportunities such as getting cash discounts on purchases, large-scale purchasing, giving credit to customers, etc. A healthy cash flow improves the chances of survival and success of the company.
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• Survival of Company: Survival is the most important objective of financial management. The company must survive in this competitive business world. The finance manager must be very careful while making financial decisions. One wrong decision can make the company sick, and it will close down.
• Creating Reserves: One of the objectives of financial management is to create reserves. The company must not distribute the full profit as a dividend to the shareholders. It must keep a part of it profit as reserves. Reserves can be used for future growth and expansion. It can also be used to face contingencies in the future.
• Proper Coordination: Financial management must try to have proper coordination between the finance department and other departments of the company.
• Create Goodwill: Financial management must try to create goodwill for the company. It must improve the image and reputation of the company. Goodwill helps the company to survive in the short-term and succeed in the long-term. It also helps the company during bad times.
• Increase Efficiency: Financial management also tries to increase the efficiency of all the departments of the company. Proper distribution of finance to all the departments will increase the efficiency of the entire company.
• Financial Discipline: Financial management also tries to create a financial discipline. Financial discipline means:-
1. To invest finance only in productive areas. This will bring high returns (profits) to the company.
2. To avoid wastage and misuse of finance.• Reduce Cost of Capital: Financial management tries to reduce the cost of capital. That is, it tries to
borrow money at a low rate of interest. The finance manager must plan the capital structure in such a way that the cost of capital it minimised.
• Reduce Operating Risks: Financial management also tries to reduce the operating risks. There are many risks and uncertainties in a business. The finance manager must take steps to reduce these risks. He must avoid high-risk projects. He must also take proper Insurance.
• Prepare Capital Structure: Financial management also prepares the capital structure. It decides the ratio between owned finance and borrowed finance. It brings a proper balance between the different sources of capital. This balance is necessary for liquidity, economy, flexibility and stability.
10.3 Elements of Financial ManagementThere are three key elements to the process of financial management:
(1) Financial PlanningManagement need to ensure that enough funding is available at the right time to meet the needs of the business. In the short term, funding may be needed to invest in equipment and stocks, pay employees and fund sales made on credit.
In the medium and long term, funding may be required for significant additions to the productive capacity of the business or to make acquisitions.
(2) Financial ControlFinancial control is a critically important activity to help the business ensure that the business is meeting its objectives. Financial control addresses questions such as:
• Are assets being used efficiently?
• Are the businesses assets secure?
• Does management act in the best interest of shareholders and in accordance with business rules?
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(3) Financial Decision-makingThe key aspects of financial decision-making relate to investment, financing and dividends:
Investments must be financed in some way – however there are always financing alternatives that can be considered. For example it is possible to raise finance from selling new shares, borrowing from banks or taking credit from suppliers
A key financing decision is whether profits earned by the business should be retained rather than distributed to shareholders via dividends. If dividends are too high, the business may be starved of funding to reinvest in growing revenues and profits further.
10.4 Scope of Financial ManagementFinancial management has a wide scope. According to Dr. S. C. Saxena, the scope of financial management includes the following five ‘A’s.
1. Anticipation: Financial management estimates the financial needs of the company. That is, it finds out how much finance is required by the company.
2. Acquisition: It collects finance for the company from different sources.
3. Allocation: It uses this collected finance to purchase fixed and current assets for the company.
4. Appropriation: It divides the company’s profits among the shareholders, debenture holders, etc. It keeps a part of the profits as reserves.
5. Assessment: It also controls all the financial activities of the company. Financial management is the most important functional area of management. All other functional areas such as production management, marketing management, personnel management, etc. depend on financial management. Efficient financial management is required for survival, growth and success of the company or federation.
Eight executive functions of financial management (FM) are:-
1. Estimating Capital Requirements: The Company must estimate its capital requirements (needs) very carefully. This must be done at the promotion stage. The company must estimate its fixed capital needs and working capital need. If not, the company will become over-capitalized or under-capitalized.
2. Determining Capital Structure: Capital structure is the ratio between owned capital and borrowed capital. There must be a balance between owned capital and borrowed capital. If the company has too much owned capital, then the shareholders will get fewer dividends. Whereas, if the company has too much of borrowed capital, it has to pay a lot of interest. It also has to repay the borrowed capital after some time. So the finance managers must prepare a balanced capital structure.
3. Estimating Cash Flow: Cash flow refers to the cash which comes in and the cash which goes out of the business. The cash comes in mostly from sales. The cash goes out for business expenses. So, the finance manager must estimate the future sales of the business. This is called Sales forecasting. He also has to estimate the future business expenses.
4. Investment Decisions: The business gets cash, mainly from sales. It also gets cash from other sources. It gets long-term cash from equity shares, debentures, term loans from financial institutions, etc. It gets short-term loans from banks, fixed deposits, dealer deposits, etc. The finance manager must invest the cash properly. Long-term cash must be used for purchasing fixed assets. Short-term cash must be used as a working capital.
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5. Allocation of Surplus: Surplus means profits earned by the company. When the company has a surplus, it has three options, viz.,
• It can pay dividend to shareholders.• It can save the surplus. That is, it can have retained earnings.• It can give bonus to the employees.
6. Deciding Additional Finance: Sometimes, a company needs additional finance for modernisation, expansion, diversification, etc. The finance manager has to decide on following questions.
• When the additional finance will be needed?• For how long will this finance be needed?• From which sources to collect this finance?• How to repay this finance?
Additional finance can be collected from shares, debentures, loans from financial institutions, fixed deposits from public, etc.
1. Negotiating for Additional Finance: The finance manager has to negotiate for additional finance. That is, he has to speak to many bank managers. He has to persuade and convince them to give loans to his company. There are two types of loans, viz., short-term loans and long-term loans. It is easy to get short-term loans from banks. However, it is very difficult to get long-term loans.
1. Checking the Financial Performance: The finance manager has to check the financial performance of the company. This is a very important finance function. It must be done regularly. This will improve the financial performance of the company. Investors will invest their money in the company only if the financial performance is good. The finance manager must compare the financial performance of the company with the established standards. He must find ways for improving the financial performance of the company.
10.5 Routine Functions of Financial ManagementSix routine functions of financial management (FM) are:-
1. Supervision of cash receipts and payments.
2. Safeguarding of cash balances.
3. Safeguarding of securities, insurance policies and other valuable papers.
4. Taking proper care of mechanical details of financing.
5. Record keeping and reporting.
6. Credit Management.
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Chapter Eleven: Sport Entrepreneurship11.1 Define an entrepreneurPeter Druker defines an entrepreneur as one who always searches for change, responds to it and exploits it as an opportunity. Innovation is the basic tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or service.
11.2 EntrepreneurshipA sport entrepreneur is a person who organizes, operates and assumes the risk for a sport related business venture (Borgese A).
Entrepreneurship according to Hisrich and Peters (2002) is the process of creating something new of value by devoting the necessary time and effort, assuming the accompanying financial, psychic and social risks and receiving the resulting rewards of monetary and personal satisfaction and independence.
11.3 Importance of Entrepreneurship• Generation of profits and growth of businesses
• Creates employment
• Creates innovations – new ways of doing things
• New markets
• It spurs economic prosperity and opportunities
11.4 Profile of an Entrepreneur• Hard working
• Have a drive to achieve
• Goal oriented
• Resilience
• Initiative and responsible
• Creative and innovative
• Self confidence
• Vision
• Independent
• Internal locus of control
• Persistent problem solvers
• Risk takers
• Self-efficacy
• Opportunity oriented
11.5 Sport and Entrepreneurship• Sports entrepreneurship is a means for growing sports organizations.
• It occurs through innovation, being proactive and risk taking activities.
21
• Sport organizations will evolve through innovations to gain better competitive advantage.
• Changes in sports have necessitated entrepreneurship
• Rapid change of technology such as internet and digital television means sports marketers have to change the way they advertise through the media (Sweeney 2007).
• Sports marketers have had to reinvent their advertising and marketing strategies (Fulterman 2008)
11.6 Business PlanA business plan is a document that describes the goals and objectives of the business and clearly shows how and when they will be achieved.
11.6.1 Benefits of a business plan• It is a financial tool that provides information if one wants to obtain a loan.
• It enables potential entrepreneurs to assess the viability of their business opportunities on paper.
• Forces entrepreneurs to establish written goals and objectives for the proposed business
• A business plan tests ideas on paper
• It indicates the owners ability and commitment
• A business plan is a blueprint or guideline.
11.6.2 A business plan has seven parts.• Executive Summary
• Business Description
• Marketing Plan
• Organization and Management Plan
• Production/Operation Plan
• Financial Plan
• Risk Management
11.7 Writing a Business Plan11.7.1 Executive SummaryIt contains a summary of important points in every chapter. It should be one and half to two pages.
11.7.2 Business DescriptionIt contains the background of the owner, business name, business location and address, form of ownership, type of business product and services, justification of opportunity, industry. It also has the goals of business/objectives, strategy and plan.
11.7.3 Marketing PlanIt contains the following,
• customer,
• market share,
• competition,
• methods of promotion,
• pricing strategy
• sales tactics
• distribution strategy.
22
11.7.4 Organization and Management PlanIts components include
• Management team
• Description of the managers
• Purchasing manager
• Other personnel
• Recruitment, training and promotion
• Remuneration and incentives
• Production process
• Production affecting operations
11.7.5 Financial PlanThe plan comprises of;
• Pre operational plan
• Pro-forma balance sheet
• Working capital
• Cash flow projection
• Pro-forma income statement
• Break even analysis
• Desired financing
• Capitalization
• Profitability ratios
11.7.6 Risk ManagementIndicate the potential risk of the business and describe what might happen to the business if these risks become a reality. Some risk could arise from
• Economy
• Political
• Ecological
• Social-cultural
• Economical
• Legal
• Industry
• Financial
11.7.7 Appendix
This should consist of support document/back up material. It could include:
• Map
• Questionnaire
• Certificate of business registration
• Bank loan forms.
• Curriculum vitae
23
ReferencesBeech, J. & Chadwick,S.(2007). The marketing of sport.Prentice Hall.
Club/Association Management program: Financial Management.Australian Sports Commission.www.ausportgov.au/club.
Davis, K.A. (1994). Sport management successful private sector Business strategies.Brown and Benchmark.
Lagae,W. (2003). ). Sports sponsorship and marketing communications. A European perspective. Prentice Hall.
Nteere, K.K (2012). Entrepreneurship A global perspective. First Edition, Nairobi: Kenhill consultants
Masteralexis, L.P Barr, C.A, &Hums M.(2009). Principles and Practice of Sport Management, Fourth Edition [on Amazon.com. *
Stoldt, C.G., Dittmore, S.W & Branvold.S.E (2006). Sport public relations managing organizational communication. Human Kinetics.
Watt.D.C (2004) Sports management and Administration. Second Edition Routledge Taylor and Francis group.
http://www.businessdictionary.com/definition/financial-management.html#ixzz2WSRBTsJi
http://kalyan-city.blogspot.com/2011/09/objectives-of-financial-management.html
www.state.sd.us/dol/lmic/wagesoccupationaldescriptionsSOCord…
TOPI
CSSU
B-TO
PICS
OBJ
ECTI
VES
MET
HO
DOLO
GYTR
AIN
EE
ACTI
VITI
ESEV
ALU
ATIO
NTI
ME
TO
BE T
AKEN
LON
G TE
RM
EXPE
CTAT
ION
SRE
SOU
RCES
Spor
t man
agem
ent
1.D
efina
tion
2.Co
mpo
nent
s of
sp
orts
man
agem
ent
At th
e en
d of
the
sess
ion,
th
e tr
aine
es s
houl
d be
ab
le to
: 1.D
efine
spo
rts
man
agem
ent
2.st
ate
the
com
pone
nts
of s
port
s m
anag
emen
t
-Dis
cuss
ion
-Gro
up a
ctiv
ities
-Exp
lain
ing
Dis
cuss
ion
Answ
erin
g qu
estio
ns
Ora
l que
stio
ns10
min
sBe
abl
e to
impl
emen
t sp
ort m
anag
emen
t co
mpo
nent
s
Page
3
Stra
tegi
c pl
anni
ng1.
Defi
ning
pla
nnin
g
2. R
easo
ns fo
r pl
anni
ng.
3. M
issi
on
stat
emen
ts
4.O
rgan
izat
iona
l ob
ject
ives
At th
e en
d of
the
sess
ion,
th
e tr
aine
es s
houl
d be
ab
le to
: 1.D
efine
pla
nnin
g 2.
Expl
ain
reas
ons
for
plan
ning
3. s
tate
obj
ectiv
es fo
r th
eir o
rgan
izat
ion
-Exp
lain
ing
-Dis
cuss
ion
-Gro
up a
ctiv
ities
Dis
cuss
ion
Answ
erin
g qu
estio
ns
Shar
ing
Expe
rienc
es
-ask
ing
ques
tions
.
-Pra
ctic
al
Dem
onst
ratio
n
-Rep
ort
-Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
20m
ins
Be a
ble
to d
raw
a
stra
tegi
c p
lan
for t
heir
fede
ratio
n.
3mon
ths
Mid
-ter
m p
lan
Page
4
Mar
ketin
g1.
Defi
ning
mar
ketin
g
2. W
hy m
arke
t.
3.W
hat i
s to
be
mar
kete
d
4. T
o w
ho?
5. H
ow d
o w
e m
arke
t?
By th
e en
d of
the
sess
ion
trai
nees
sho
uld
be a
ble
to:
1.
Defi
ne
mar
ketin
g.
2.
Stat
e re
ason
s fo
r mar
ketin
g an
d th
e ta
rget
po
pula
tion
3.
Illus
trat
e ho
w
mar
ketin
g is
do
ne.
Expl
anat
ions
Dis
cuss
ions
Gro
up a
ctiv
ities
-Dis
cuss
ion
-Ans
wer
ing
ques
tions
-Sha
ring
Expe
rienc
es
-Ask
ing
ques
tions
-Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
20m
ins
Be a
ble
to d
raw
a
mar
ketin
g pl
an fo
r the
or
gani
zatio
n
Page
5-6
-Tem
plat
e fo
r a
mar
ketin
g pl
an.
-SW
OT
anal
ysis
pl
an
i
Spon
sors
hip
1.D
efine
spo
rts
spon
sors
hip
2. G
oals
and
Tar
get
grou
ps.
3. F
orm
s of
spo
rts
spon
sors
hips
.4.
How
to a
ppro
ach
sp
onso
rs
Lear
ners
will
be
able
to
1. E
xpla
in w
hat i
s sp
orts
sp
onso
rshi
p an
d its
go
als.
2. Id
entif
y fo
rms
of
spor
ts s
pons
orsh
ips.
3.Ill
ustr
ate
how
to
Appr
oach
spo
nsor
s
Expl
aini
ng
-Rol
e pl
ay
-Dis
cuss
ion
Dis
cuss
ion
Answ
erin
g qu
estio
ns
Shar
ing
Expe
rienc
es
-Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
20m
ins
5min
s
Be a
ble
to
Writ
e to
pot
entia
l sp
onso
rs.
Page
6
Even
ts p
lann
ing
and
faci
lity
man
agem
ent
-1. D
efini
tion
of
term
s-2
. Pla
nnin
g pr
oced
ure
-3. F
acto
rs to
co
nsid
er w
hen
plan
ning
4. fa
cilit
y m
anag
emen
t and
hi
ring
Be a
ble
to:
1. D
efine
Eve
nts
plan
ning
.
2. s
tate
the
plan
ning
pr
oces
s of
an
even
t
3. D
iscu
ss fa
ctor
s to
be
con
side
red
whe
n pl
anni
ng a
n ev
ent.
4.ex
plai
n ho
w to
man
age
a sp
orts
faci
lity
and
the
hirin
g pr
oces
s
Expl
anat
ions
Dis
cuss
ions
Gro
up a
ctiv
ities
.
Dis
cuss
ion
and
writ
ing
Answ
erin
g qu
estio
ns
Shar
ing
Expe
rienc
es
-Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
Writ
ten
task
s
20m
ins
Be a
ble
to s
how
ev
iden
ce o
f pla
nnin
g fo
r an
even
t thr
ough
m
inut
es, B
udge
t, po
st e
vent
ana
lysi
s do
cum
ent
Man
ual f
or e
vent
pl
anni
ng.
Page
11
Fina
ncia
l man
agem
ent
1.D
efini
tion
2. O
bjec
tives
3.El
emen
ts
4.Sc
ope
5.Ro
utin
e fu
nctio
n
Be a
ble
to:
1.D
efine
fina
ncia
l m
anag
emen
t
2. O
utlin
e th
e ob
ject
ives
of
fina
ncia
l man
agem
ent.
3. E
xpla
in th
e so
urce
of
fund
ing
for t
heir
Asso
ciat
ion.
4. s
tate
the
rout
ine
func
tions
of fi
nanc
ial
man
agem
ent.
Expl
anat
ions
Dis
cuss
ions
Gro
up a
ctiv
ities
.
Dis
cuss
ion
Answ
erin
g qu
estio
ns
Repo
rtin
g
Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
Writ
ten
task
s
20m
ins
Be a
ble
to s
how
th
eir p
roje
cted
in
com
e so
urce
s an
d ex
pend
iture
Han
d-ou
t
Page
15
ii
Publ
ic R
elat
ions
and
m
edia
1.
Defi
nitio
n of
term
s2.
. Bas
ic s
kills
for
Spor
t PR
3..B
enefi
ts o
f PR
to
the
orga
niza
tion
4.Cr
isis
co
mm
unic
atio
n5.
Iden
tifyi
ng th
e Ke
y Pu
blic
s 6.
Typ
es o
f med
ia
use
in s
port
s.
Trai
nees
will
be
able
to:
1.de
fine
PR a
nd m
edia
2. S
tate
the
basi
c sk
ills
for P
R.
3. E
xpla
in th
e be
nefit
s of
PR
to a
n or
gani
zatio
n.
4. Id
entif
y ty
pes
of m
edia
us
e in
spo
rts
5.Sh
ow h
ow th
ey c
an
deal
with
a s
port
rela
ted
cris
is.
Expl
anat
ions
Dis
cuss
ions
Gro
up a
ctiv
ities
.
1. W
hat i
s th
e im
port
ance
of p
ublic
re
latio
ns to
a s
port
or
gani
zatio
n?
2. H
ow d
o sp
ort
orga
niza
tions
util
ize
med
ia?
Dis
cuss
ion
Answ
erin
g qu
estio
ns
Shar
ing
Expe
rienc
es
Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
-Writ
ten
task
s
20m
ins
Be a
ble
to s
how
ev
iden
ce o
f ide
ntify
ing
the
Key
Publ
ics,
Be a
ble
to s
how
ev
iden
ce o
f med
ia
usag
e.
Page
8
Entr
epre
neur
ship
1.D
efini
tion
of
entr
epre
neur
and
, En
trep
rene
ursh
ip2.
Impo
rtan
ce o
f En
trep
rene
ursh
ip3.
Profi
le o
f an
entr
epre
neur
4.En
trep
renu
ersh
ip
and
spor
t or
gani
zatio
ns5.
Busi
ness
pla
n
By th
e en
d of
the
sess
ion
trai
nees
sho
uld
be a
ble
to:
1. D
efine
Ent
repr
eneu
r, En
trep
rene
ursh
ip.
2. E
xpla
in im
port
ance
of
Entr
epre
neur
ship
3.Id
entif
y th
e ch
arac
teris
tics
of a
n en
trep
rene
ur
4. S
tate
how
a b
usin
ess
plan
is d
one.
Expl
aini
ng
-Dis
cuss
ion
-Gro
up a
ctiv
ities
Dis
cuss
ion
Answ
erin
g qu
estio
ns
Shar
ing
Expe
rienc
es
Ora
l que
stio
ns
-pre
sent
atio
ns
-obs
ervi
ng p
ract
ical
de
mon
stra
tions
20m
ins
Be a
ble
to m
ake
a bu
sine
ss p
lan
for p
roje
ct to
be
unde
rtak
en b
y th
e or
gani
zatio
n.
Page
20
iii
24
AppendixAppendix I: Forms and AssignmentPre-Training Needs Assessment Form
The purpose of this needs’ assessment is twofold:
• Obtain an impression of the current level of knowledge, skills and motivation of Trainees regarding the Sports Management practices of sports organizations in Kenya.
• To identify learning needs of the targeted trainee group in order to better tailor the ongoing training and address those needs.
1. Name of your Sports Organization/Association/Club):
______________________________________________________________________________
2. What position do you hold in your organization/association/club?
______________________________________________________________________________
3. Your Gender
Female Male
4. Current level of familiarity with the legal framework and good governance of sports organizations in Kenya
a) With which of the following existing legal instruments providing the legal framework and good governance of sports organizations do you consider yourself familiar with and to what extent?
Very Somewhat Not
The Constitution
The Societies Act
The Sports Act
25
5. Which of the following issues related to legal framework and good governance of sports organizations do you deal with and how often?
Often Sometimes Never
Elections
Filing Returns with Registrar
Registration of Members
Maintenance of register of members
Dispute resolution
Day to Day Management
Communication to members
Other issues (please specify)
___________________________
6.Do you consider that you apply constitutional national values and principles related to operations and management of sports organizations in yourdaily work?
Always Often Sometimes Seldom Never
7. Have you ever had any formal training on legal framework and good governance of sports organizations before? If yes, pleasespecify which training, organized by whom, and when it took place.
No
Yes, ___________________________ organized by ___________ in ________
8. If so, was this sufficient?
Yes No, I would like additional training in the following areas
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
9. What factors would influence your ability to implement new competencies in your dailywork, after you would have learned more on legal framework and good governance of sports organizations (tick all thatapply)?
Availability of financial resources. Please specify for what exactly:
Technical support from someone who can coach me while implementing my newcompetencies
Support from supervisor including approval to do things differently
Support from colleagues
Other factors (please specify):
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
10. Any other comments?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Please feel free to provide any other comments, suggestions, critique, ideas:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
26
Trainer’s Session Self Evaluation FormTrainer’s Sessional Self-Evaluation (Appraisal) Sheet
Programme: __________________________________________________________________
Venue: __________________________________________Date:________________________
Time/ From______________________________to___________________________________
Topic Area: ___________________________________________________________________
Objectives:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
While being as objective as possible, tick appropriately the Objective(s) Achievement Status below, and briefly state the reasons in the space provided.
Fully achieved__________________________________________________________________
Partly achieved_________________________________________________________________
Not fully achieved at all _________________________________________________________
Reasons for the status of your delivery (If you need extra space, use additional papers)
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
27
Trainee’s Session Evaluation FormTrainee’s Session Evaluation Questionnaire
Programme: __________________________________________________________________
Venue: __________________________________________Date:________________________
Time/ From______________________________to__________________________________
How did you understand the Topic/Sub-Topic(s) covered during the session? Please tick appropriately:
Fully___________ Partly_____________ Not At All___________
List areas you easily learnt.
List areas you found hard to learn
Tick reasons as to why the areas were hard to learn
a) Poor communications and delivery? _________________________________________
b) Areas being too technical? ___________________________________________________
c) Other reasons
1. Explain how you will apply the skills and knowledge you have learnt during this session.
2. Suggest additional areas relevant to the topic/sub-topic to be including in the training in the future sessions
3. Give recommendations on improvement of delivery of this topic and or its sub-topics
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________28
Session Plan FormSession/Lesson Plan
Programme: __________________________________________________________________
Venue: __________________________________________Date:________________________
Time/ From______________________________to__________________________________
Topic/Subject Area: __________________________________________________________
Objectives:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Introduction: (5 min) Sample questions for assessing the knowledge the trainees might have on the topic and sub-topics
Presentation: (allocated time) List the main points/examples for explanations and demonstrations/illustrations
Trainee Activities: (allocated time) State or describe the Practical exercises, demonstrations, group work, energizers, icebreakers
Conclusion: (allocated time) Evaluation
29
Quarterly Programme Evaluation FormQuarterly Project Evaluation Report
Programme Title: _____________________________________________________________
Period of Implementation: From_______________________To_____________________
Programme Component(s) ___________________________________________________
________________________________________________________________________________
Target Beneficiaries___________________________________________________________
Objectives____________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
Milestones
Accomplishments Indicators
1. 1.
2. 2.
3. 3.
Pending Task(s)
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Factors for or against the against the Programme Implementation
Factors Contributing to the attainment Limiting/Hindering the attainment of the Project Objectives of the Project Objectives i.e. challenges, explain how they addressed
Internal 1. 1.
2. 2.
3. 3.
External 1. 1.
2. 2.
3. 3.
30
Impacts made
______________________________________________________________________________
______________________________________________________________________________
Lessons learnt
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Best Practices Developed
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Recommendations
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Narratives on Next Quarters Brief Plan and carrying out the Pending Tasks during this Quarter. State estimated time to complete the Pending Task(s)
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
31
Final Programme Evaluation FormFinal Project Report
Programme Title: _____________________________________________________________
Period of Implementation: From_______________________To_____________________
Programme Component(s) ___________________________________________________
________________________________________________________________________________
Target Beneficiaries___________________________________________________________
Objectives____________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
1. Introduction
Background of the Project, Necessity of initiating and carrying out the project, Summary of the objectives
2. Accomplishments
Explain the extent of the successes made during the Project Implementation
Narrate comparisons and contrasts across the quarter’s periods of the Project
3. Impacts
Are there permanent positive changes that being felt, seen by the target beneficiaries and stakeholders, indelible mark?
4. Challenges
Explain internal and external problems encountered in the implementation of the Project and how they were addressed
5. Lessons Learnt
Did you acquire new experiences on new approaches, perspectives during the Project?
Explain
6. Conclusion
State overall view on the worthiness and significance of the Project
32
Recommendations
Give suggestions that can be applied in similar projects in future
NB. Where appropriate include tables, pie charts, and graphs
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
Signature: ________________________________ Date_____________________________
Full Names: ______________________________ ID/PPNo: ________________________
Designation_________________________________________________________________
Addendum
Please annex
• Expenditure Report with accompanying receipts, vouchers, invoices, procurements records
• Photographs of activities, trophies presentations, sports equipment being used in respective venues.
NB: Submit your report and all the above annexes under a signed cover letter
33
Certificate of Completion of TrainingCertificate Of Completion Of Training
PROGRAMME TITLE ____________________________________________________________________________________________
This is to certify that ___________________________________________________________________________________________
participated in the capacity building training under the Programme and has fully fulfilled the tasks assigned to her/
him as a ___________________________________________________________ (designation) and therefore has satisfied the
organizations/institutions partnering in the above cited project from _______________________to____________________
_______________________________ (dates) in_______________________________________________ in the Republic of Kenya.
Signed this______________________________________ day of ______________________________________ 2013 on behalf of
________________________________ ________________________________ _______________________________
CMD-Kenya Sports International Strathmore University
34
Assignment for Implementation by TraineesAssignment will be collected as will be communicated by the Programme Secretariat
Assignment1. Draw a strategic plan for your federation/association. Mid-term plan,(3months)
2. Draw a marketing plan for your organization.
3. Write a proposal for sponsorship for an event your Association/federation plans to hold.
4. Prepare a plan for an event that you have had or are planning to have.
5. Prepare a one year budget for your association/federation.
6. Prepare a report to show how a crisis in your association was handled and how media was involved.
7. Write a business plan for a project you intend to start to fund an income generating activity for your association/Federation.
35
