ASMC 2023
STRENGTHS AND WEAKNESSES OF RUBAGA YOUTH FOOTBALL CLUB,
MOSO CHAPTER ONE.
PRESENETED BY NGALIRE GEOFREY AND KALUMA RACHEAL
1
INTRODUCTION
 Founded in 2016, playing Federation of Uganda Football Associations (FUFA) suctioned
league: 4th division in Jinja District Football Associations (JDFA).
 Home ground is Jinja police barracks, primary and secondary colors are Red and Blue
respectively
 MISSION
To help individuals build and develop their character as resourceful and responsible
members of their community by providing opportunities, through the game of
football, for their mental, physical, social, and leadership development”
 CLUB OBJECTIVES ARE TO;
1. Develop, foster and promote the game of football
2. Encourage sportsmanship
3. Promote behavior change amongst the youth
4. Promote sustainable self empowerment opportunities
2
INTRODUCTION CONTINUES
..
 CLUB ACTIVITIES
1.
Games and sports related programmes.
2.
Education Sponsorships
3.
Community feeding programs for the underprivileged children
4.
Youth empowerment programmes
5.
Vocational skilling
6.
Reproductive Health services to the vulnerable youths
3
PROBLEM STATEMENT
Rubaga Youth football club suffers from a governance problem. This stems from the lack of
information to the stakeholders. It can only be solved by changing different aspects at the club,
hence, change management will be vital to this discussion. This discussion will focus on the
internal problems at the club to try to help the club operate by the standards required by all
OSOs.
STRUCTURE OF PRESENTATION
 Situation analysis: Strength and weaknesses
1. Strength- external and internal.
2. Weaknesses/ Problems- External and Internal
 Solutions to the above problems: Facilitating change at the club
 Recommendations for the success of the club
 Priorities for the above recommendations to be achieved.
4
SITUATION ANALYSIS: STRENGTH AND WEAKNESSES AT RUBAGA
YOUTH FOOTBALL CLUB
STRENGHTS OF THE CLUB
 EXTERNAL STRENGTHS
1.
Partner with Jinja police to use sports for cubing crime-political-behavior change
2.
Actively participating in the FUFA 4th division league
 INTERNAL STRENGTHS
1. Club is full affiliated to FUFA through the ERFA and the JDFA-Governance
2. Legal documents, e.g. Constitution that stipulates its organization structure, mission,
objectives and activities-governance
3. Active FUFA football connect and Transfer Management System (TMS)-Information
4. Registered players FUFA football connect system and able transfer players-information
5. Financially, the club has an active bank account with KCB
5
WEAKNESSES/PROBLEMS AT RUBAGA YOUTH FOOTBALL CLUB
 INTERNAL WEAKNESSES
A. GOVERNACE
1.
No board is in place
2.
No AGM and Elections ever taken place therefore no democracy
3.
No any accountability tool, therefore no transparence in the operations
4.
No functional committees
5.
No strategic plan for the club
6.
No KPI, risk management, and legal complacency tools
7.
No performance review processes for its staff. Players are reviewed on the game results
8.
No power structures , Chair and CEO are power full in the absence of the founder
6
INTERNAL WEAKNESSES CONTINUE…
B. INFORMATION MANAGEMENT SYSTEM (IMS)
1.
Poor information management habits. No documentation of any activity
2.
No data base for any information, no physical files nor soft copies seen
3.
No single financial document, receipts, bank statements, invoices, payment vouchers etc.
 All these lead to lack of accuracy, authentic, complete, relevant, timely,
usable and contextual information which are important in information
management.
C. CHANGE MANAGEMENT
1.
Differences-what this will mean over his position
2.
Competency-will he have the appropriate skilled work force
3.
Workload- may require paid staff and volunteers which increases costs on him
4.
Real threat -proprietor thinks the club may no longer be his.
7
SOLUTIONS TO THE ABOVE PROBLEMS:CHANGES TO OCCUR
A. GOVERNANCE
1.
Appoint at least other 4 board members –Chair and vice, secretary, treasurer,
member.
2.
Reviewing the constitution: membership, mission, objectives, activities
3.
Ensure regular and transparent communication to the members
4.
Call for an AGM
5.
Design a strategic operational plan for the club.
6.
Appointing specialists in their areas of specialization.
7.
Develop a code of conduct policy instrument for board members, paid staff,
volunteers, players, officials and other members.
8.
Develop a risk and conflict of interest tool.
8
SOLUTIONS CONTINUE..
B. INFORMATION MANAGEMENT
• Filling: organize by function; helps to locate and control documents, fill according to activities
• Access policy: who accesses what information –dissemination, media, website, calls
• Data base system could also be of value if the club procures computers, however for now it can
update everything on hard copies then later transfer to computers.
C. For changes to occur to this club, the solution is to carry out SWOT analysis
9
RECOMMANDATIONS
A. GOVERNACE
1. Institute a fully functional board
2. Review all club documents
3. Design a work plan
4. Advertise for volunteers with clear job descriptions
5. Appoint committees and commissions-marketing, ethics
B. INFORMATION
1.
Document everything happening in the club.
2.
Develop files for each player containing all necessary information.
3.
File all legal documents together. E.g. constitution, compliance forms
4.
Plan for an IT program officer to help organize its data on soft
5.
Disseminate information to the relevant stake holders
10
PRIORITY CONSIDERATIONS FOR ALL THE ABOVE
RECOMMENDATIONS
 All these recommendations are prioritized because they will help the club to run with
clear goals, in a professional way as recommended by the Olympics charter.
 Key to these recommendations and solutions to the club’s challenges is the willingness
of the proprietor to initiate change and share with the relevant stake holders that would
be of value to the implementation of these changes.
 There should be a clear strategic plan for this club to prosper and remain relevant to its
mission.
11
CONCLUSION
 We evaluated how the environment affects the daily operations of Rubaga Youth
Football Club and both micro and macroenvironmental stakeholders should be put under
serious considerations to help in the success of this club
 Club governance and organization structure is vital for planning, implementation and
evaluation. It is important that all governance checklists be accessed on a specific
routine to help in checks and balances.
 Change at this club is inevitable, and for this to be successful, information management
is a core and should be at the heart of this club.
12
THANK YOUR FOR LISTENING TO
US.
13