Search

Strategic planning is a proactive process of analyzing an organization to identify the organization's values, mission, vision, goals, and objectives. Within campus recreation, research has focused on the processes of strategic planning, without examining the distinct organizational strategies of individual departments. The purpose of the study was to examine the content and structure of strategic plans within campus recreation and identify major priorities across institutions as a means to inform campus recreation practice. To achieve this aim, document analyses were conducted on campus recreation strategic plans of five large universities (public and private) across the United States for content and structure. The data were categorized by prominent strategic planning components outlined in Haines's campus recreation assessment model, from which codes and themes emerged. A standard of excellence, service, and outcomes were identified as major priorities across institutions and strategic planning components. The results demonstrated an ineffective structure of goals and objectives, highlighting areas for improvement. Through empirical investigation, industry standards can be established to enhance quality programming in campus recreation. [ABSTRACT FROM AUTHOR]

Voluntary, non-profit sport clubs are considered an important sport provider for communities across the world, with management effectiveness of great importance to promote long-term organizational health and sustainability. Due to a scarcity of volunteers and financial resources, the management of human and financial resources are major difficulties inhibiting club effectiveness. The current study explored the goals and management effectiveness of American collegiate sport clubs (ACSC) through focus groups with 13 sport clubs, interviews with two recreation professional staff, and six publicly accessible documents pertaining to the management practices of ACSC at a large university in the United States. While the ACSC were found moderately effective at managing their human and financial resources, when compared to their ascribed goals and best practices established in the literature, many prescribed management practices were not adhered to. Implications for effective management practices specific to the collegiate context are presented, with a call for greater education of student officers to support clubs' organizational effectiveness. [ABSTRACT FROM AUTHOR]