The Sustainability of Local Sports Clubs in Scotland

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Section 3 : Key Issues, Good Practice and Points to Note

3.1 This final section summarises the key issues arising from each strand of the research, drawing together the main findings and their implications in a number of areas, as follows:

  • Structural and management issues.
  • Membership issues.
  • Funding issues.
  • Facilities issues.
  • Staffing issues.
  • Volunteer issues.
  • Links and joint working.
  • Support issues.

Structural and management issues

3.2 The vast majority of sports clubs in Scotland are voluntary organisations, yet are different in many respects from non-sports organisations in other sectors such as social welfare or health. For example, only a very small number of sports clubs are registered charities, due to stringent legislative provisions within the Law Reform (Miscellaneous Provisions) (Scotland) Act 1990 which, in effect, excluded sport as a charitable purpose unless it was combined with other purposes. The designation Community Amateur Sports Club was introduced to ameliorate the impact on sports clubs of not being eligible for charitable status (although clubs did qualify for some other benefits). The Charities and Trustee Investment (Scotland) Act 2005 introduced a new regime for the regulation of charities in Scotland and will come into effect in April 2006. One of the key effects of the reform of charity law will be that sports clubs will, from April 2006, be eligible to apply for charitable status (assuming they satisfy other criteria).

3.3 It is also interesting to note that most sports clubs appear to have little or no contact with the wider voluntary sector, nor with support organisations such as Councils for Voluntary Service, nor Volunteer Development Centres.

3.4 One of the key issues underpinning sustainability (as identified in the literature review) was that clubs have to operate in a business-like manner and should be run with this in mind. This has been recognised by many organisations throughout the voluntary sector, and a great deal of assistance has been made available through local authorities and the CVS network to support the development of both business planning and good governance. Structurally, it is clear from the survey that some of the best examples of clubs which are prospering (both in business and sporting terms) are being operated in a way which is similar to many small businesses, with appropriate planning and accounting practices in place.

Key findings arising from the research

3.5 The key findings from the research in relation to structural and management issues are:

  • A majority of clubs surveyed in this research were found to be unincorporated associations. This appears to be true even for clubs employing staff and owning assets.
  • Few clubs are, at present, registered charities, although this will increase from April as the law changes.
  • Some clubs expressed concerns about perceived limitations of Community Amateur Sports Club status, and the fact that it is not widely recognised among potential corporate sponsors.
  • Few clubs reported having established trading subsidiaries (largely due to the relatively small size of their turnover).
  • Relatively few sports clubs were found to have business plans or sport development plans.
  • Some good practice examples were identified of clubs which had undertaken root and branch reviews of their operation.
  • Many clubs reported difficulties in securing volunteers to join management committees and act as office bearers.
  • There appears to be little training undertaken for management committee members or office bearers. Few are likely to have business or financial training.
  • Only about 40% of clubs reported having treasurers with any form of accounting or book-keeping qualification. Even among larger clubs, only 70% reported having a qualified treasurer.
  • Some governing bodies promote club development programmes, which appear to be very well regarded by those clubs which have taken part. These deal not only with sport development, but also with aspects of the management of the club.
  • A number of local authorities, and some governing bodies, are now offering accreditation programmes for clubs, usually supported by a development officer. The Angus Club Excellence ( ACE) Programme in Angus, for example, was mentioned positively by a number of clubs from that area.
  • Similarly, some local authorities provide training for office bearers in voluntary organisations. Some clubs were found to have taken advantage of these (although the main area for external training in the last year appears to be child protection).
  • The availability of training, club development and accreditation programmes varies greatly across Scotland, and between different sports.
  • Clubs have concerns about insurance, both from a cost and appropriateness point of view. Some governing bodies provide insurance on a group basis but it is quite likely that some clubs in other sports will not be adequately insured, as one of the key concerns expressed was a "lack" of information.
  • The issue of child protection is clearly one which is provoking considerable concern among clubs. Many issues arose in the course of this research. While some clubs are basically opposed to the current legislative approach, most are strongly supportive, but are clearly struggling with its implementation. Few clubs appeared aware of the "Child Protection in Sport" service being offered by Children 1 st.
  • There is concern among clubs about conflicting advice being given by local authorities, governing bodies and others such as schools.
  • The current practice of requiring multiple disclosures is a cause of considerable annoyance to many involved in sport, as well as being an administrative burden for the clubs and individuals concerned.
  • Most clubs have difficulty in keeping pace with relevant legislative changes. Some, such as the forthcoming smoking ban, are widely publicised, and clubs are being targeted by local authorities and others, but it is likely that there will be a good deal of relevant legislation which clubs may be unaware of.
  • Few clubs appeared to have any real conception of equalities issues. It is likely that many will have come to this simply as a result either of local authority funding pressure or the need to be "open" to register as a CASC. The sportscotland equality initiative, launched in Autumn 2005 was too late to have any impact on the clubs participating in this research.

Suggestions for action

3.6 The findings suggest a number of actions relating to structural and management issues on the part of clubs or those involved in the development of sport.

Promoting the Assistance Available Locally and Nationally to Clubs

  • As a general point, it is clear that sports clubs may be missing out on a good deal of assistance as they do not identify themselves with the wider voluntary sector. Assistance on a range of issues is available through the CVS network, and from SCVO (as well as Volunteer Development Scotland and a range of other organisations). It is suggested that sportscotland, in association with SCVO could consider making clubs more aware of the assistance available through mainstream voluntary sector resources. Amongst the mechanisms for this may be a new Working Group (currently the Target 10 Working Group) and the recently appointed Regional Volunteer Development Officers. There may also be a role for the Scottish Association of Local Sports Councils SALSC and local authorities to take this forward at a local level.

Encouraging Clubs to Consider their Legal Status

  • Clubs which own assets or employ staff and which are unincorporated associations should be encouraged to consider whether another form of organisation may be more appropriate to their needs. Assistance in relation to these issues is available through governing bodies and Councils for Voluntary Service ( CVS). There is a good summary of the considerations involved on the Help for Clubs and SCVO websites.

Making Clubs Aware of Changes in Charitable Status

  • From April 2006, sport will become an acceptable charitable purpose, and clubs will be able to apply for registration as charities. It is not clear what the impact of this will be, but there will be at least some demand from clubs which will require to be satisfied. There is a great deal of information about the changes to charity law on the SCVO website, and information is also available through the CVS network. At present, the Help for Clubs website is somewhat out of date, and is being updated to reflect changes in legislation. There would be merit in sportscotland working with SCVO to further promote workshops to governing bodies in those sports were there is likely to be a demand for registration.

Promoting the Development and Use of Business Plans

  • While there appears little need for very small clubs to have a business plan, it would appear to be sensible that any club employing staff or owning assets should at least have a rudimentary plan. Assistance in developing business plans is available from a number of sources, including governing bodies, Councils for Voluntary Service and the "Running Sport" series as well as through Help for Clubs. There may be merit in promoting a basic "framework" business plan for clubs to use, particularly those owning assets or employing staff.

Developing a "Business" Module for Clubs

  • There appears to be a number of different management development initiatives available for sports clubs. Clearly, there is a need for the "sport" content of these to be tailored to the needs of individual sports, but some clubs suggested that there is a good deal of common ground in relation to the "business" content (as well as, for example, wider issues such as equality and consultation). There may, therefore, be merit in drawing together a standardised "business" module for sports clubs (perhaps in association with SCVO) which could be used across sports. Material from the "Running Sport" series could be used or adapted. A benefit of this is that it could be made available on a free standing basis to clubs in sports where the governing body does not presently offer assistance of this type.

Promoting Training

  • Some local authorities reported providing training for office bearers in voluntary organisations, as a means of promoting good governance. The uptake by sports clubs appears, from the survey of local authority staff, to be lower than would be expected. There may, therefore, be merit in encouraging clubs to take up this training wherever it is available.

Promoting Awareness of Support with Child Protection Measures

  • The issue of child protection is clearly having some impact on clubs. In some cases, it is evident that committee members are concerned to an unnecessary degree, and the emergence of "urban myths" appears to be impacting on volunteer recruitment. Sourcing advice on child protection does seem unnecessarily complicated, and open to some interpretation. Children 1st provides a single source of information to clubs ("Child Protection in Sport"), but many are clearly unaware of this. There would be merit in sportscotland, with Children First, taking steps to make all clubs aware of the advice and assistance available. The current links on Help for Clubs is to a newsletter and the main Children 1st website, not to the Child Protection in Sport website. The Children 1 st website has no direct link on its home page to the "Child Protection in Sport" service and the page is not necessarily easy to find. It is suggested that, if the Child Protection in Sport is to become the main source of information and advice, both the Help for Clubs and Children 1 st websites could be updated to make information on the service easier to find.

Promoting Awareness of Help for Clubs

  • The Help for Clubs website was mentioned by only a tiny number of clubs (and no respondent mentioned the Club Update newsletter as a source of information). In the specific case of legislative changes, the Club Update and Help for Clubs website appear to be an ideal vehicle for delivering information, but more clubs will need to be made aware of the resources' existence before they are fully effective (although it is recognised that, since the survey was completed, more marketing of the site has been undertaken by sportscotland).

Membership issues

3.7 The overall picture in relation to membership is mixed. Some sports, for example, curling and bowling are facing considerable pressures, and it seems likely, on the evidence presented here, that at least some clubs in these (and some other) sports will either have to merge or face closure. The picture for some other sports is more positive.

3.8 Overall, while it is impossible to be definitive purely on the evidence of the clubs responding here, there may have been some overall decline in participation in the five years since the last sportscotland research. The basis of this view is that, even though more clubs reported increases in membership than reported a decline, the sports where a decline was indicated tended to be sports played by higher numbers of people. In general terms, it is sports played by smaller numbers of people which are showing increases in membership. Participation may also be increasing in less organised sports.

Key findings arising from the research

3.9 The key findings from the research in relation to membership issues are:

  • Clubs playing some sports appear to be facing considerable pressures in terms of declining membership. This, in turn, is likely to undermine their sustainability in the medium to long-term.
  • Clubs in a number of popular sports are facing problems due to the aging of the current membership base. Bowling is the most obvious example of this.
  • Small clubs are particularly vulnerable to fluctuating membership, as are clubs which cannot draw from a wide community base (such as those in rural areas, or small towns).
  • Most clubs in most sports appear to be very local in terms of the catchment areas from which members are drawn. This also makes them vulnerable to social or demographic changes, and particularly to competitive pressures. A number of smaller golf clubs, for example, were found to be facing pressure from new courses, and from new ways of playing the sport.
  • Many clubs reported difficulties in recruiting women and young people, as well as, in some cases, people from minority ethnic communities. Disability sports organisations also reported difficulties in recruitment. Girls aged 10-15 and young women were identified as particular groups which clubs struggle to recruit.
  • Some clubs are facing pressures from demand, and are, effectively closed to new members.
  • Although many clubs expressed concerns about recruitment or retention, the literature review suggested that few clubs plan their recruitment strategy, and that this may be, at best, ad hoc. There was little evidence of planned recruitment strategies from the survey, although there were a number of good practice examples identified in terms of clubs attempting to integrate with their local school's curriculum.
  • A range of reasons were offered for why clubs struggle to recruit, including cost, public perceptions, competition, facilities, players leaving for work or study, lack of support among schools, and a lack of coaches. Other issues identified by local authorities and others included unwelcoming attitudes among some clubs, attitudes in some clubs to young people and infrastructure problems, such as poor public transport and a lack of parking.
  • Some clubs were found to have developed innovative or interesting approaches to tackle at least some of these issues, including free or reduced membership, schemes to defray the initial cost of equipment, specific assistance for young people (through discounts, and the use of recycled kit), making links with schools and other organisations, marketing initiatives (such as leaflets, websites and the promotion of events), as well as making investment in facilities.
  • It is clear that many clubs are struggling to retain some groups of members, again, particularly young people.
  • Some clubs have undertaken a range of activities designed to retain members, including promoting social events, provided access to coaching developing teams relevant to the ability and commitment of members, and, at the other end of the scale, developing excellence models for young players.
  • Some clubs have tried to make their operations more transparent, through involving ordinary members more in decision-making processes and committee meetings.

Suggestions for action

3.10 The findings suggest a number of actions relating to membership issues on the part of clubs or those involved in the development of sport.

Support with Recruitment Issues

  • Recruitment is clearly an area where some clubs in some sports are struggling to maintain their sustainability. There is some assistance available through Help for Clubs, but this is perhaps a little limited, and could be expanded to include more suggestions on ways both to recruit and retain members.

The Promotion of a Structured Approach

  • It is clear from the literature that few clubs, even when struggling for members, take a planned, structured approach to recruitment. The Help for Clubs website has a useful summary of what could be covered by this. There is, however, not a great deal of evidence that this is being used.
  • Although directed towards recruiting volunteers, the SRU/ VDS Volunteer Rugby programme gives an example of how a structured approach can be developed, which has the potential to be successful. The development of a similar structured approach to recruiting members would be relatively straightforward, and could represent one possible way of providing clubs with a means of planning member recruitment.

Support for Sports with Ageing Membership Profiles

  • Some sports are clearly facing worse problems than others. Bowling, curling, and to some extent rugby appear to be facing difficulties (although this will vary across Scotland). The Scottish Executive and sportscotland may wish to consider specific initiatives in conjunction with these governing bodies to promote the sports to young people. There are already some good examples, for example of working with schools.

Funding issues

3.11 As noted earlier, sports clubs, in common with other voluntary organisations, must at least cover their costs. In reality, this is rarely enough, as clubs need to generate a surplus to invest in, for example, facilities, or to cover repairs and replacements. Clubs are clearly facing increased costs on a number of fronts, but are in the classic "Catch-22" situation of being pressured by other clubs, other sports and other activities, and, therefore, being unable (or feeling unable) to raise fees.

3.12 Ironically, sports clubs as a whole may be less vulnerable financially than some other parts of the voluntary sector due to this "lack" of reliance on grant funding. Much of the wider voluntary sector faces considerable difficulties due to annual funding, short notice withdrawal of support and difficulties in finding continuation funding.

3.13 It is clear that many sports clubs exist with little or no external funding support. Many clubs reported frustration that they did not appear to have access to information about grants. This is a view held consistently across the voluntary sector. It is also clear that many clubs appear to struggle with fundraising and sponsorship, and a large majority have limited opportunities for earning trading income. These issues are, in some respects, tied to the lack of planning in other areas (outlined elsewhere in these conclusions). Clubs which appear to be successful generally are also successful in accessing grant funding, and in raising sponsorship. All (bar one) of the clubs which participated in case studies were clearly very successful in securing external funding. It was also obvious that these clubs were well-organised, with a clear direction, a business plan and a regular review of their financial situation.

Key findings arising from the research

3.14 The key findings from the research in relation to funding issues are:

  • About 10% of clubs which responded to the survey were dependent solely on annual membership fees and match or game fees paid by members. This group is clearly at considerable risk from fluctuations in membership.
  • Even among clubs with other sources of income, a majority have annual membership fees as their main source of income. Again, this group is vulnerable to fluctuation in membership.
  • Many clubs appear to find raising money difficult. More than 500 clubs indicated that they had concerns about accessing grants.
  • It is clear from the literature review, and some anecdotal evidence, that at least some of these difficulties are due to the inexperience, or lack of skills among committee members. As noted earlier, committee members tend to receive little training, and support on accessing external funding is not always easy to identify. Members may also be unaware of the fact that they lack necessary or desirable skills.
  • Some clubs have developed considerable expertise in accessing external funding, often through experience, and through concentrating efforts in one person, or a small group of people. It is clear from the experiences of the wider voluntary sector, and from some of the clubs surveyed here (as well as the case study clubs) that the best predictor of securing funding is having secured funding in the past. As many sports clubs struggle to get any external funding, few are likely to enjoy this position without some level of external support.
  • Clubs with revenue-earning capacity are largely concentrated in sports where there are also concerns about recruitment. For example, by far the largest proportion of clubs with social facilities are bowling, golf and rugby clubs, and while experiences at an individual club level vary, overall clubs in these and other sports may, in the long term struggle to operate these social facilities profitably. The overall impact of the forthcoming smoking ban is hard to gauge, but it is likely to hit social clubs - particularly those clubs which have no regular source of income in closed seasons.
  • Some clubs were found to have diversified their activities, but these have been largely confined to clubs with either excess ground, or large clubhouses which can be let to external groups.
  • There were very few examples identified of clubs cooperating to any extent. A small number of mergers were identified (for example between two Edinburgh cricket clubs), and some examples of ground sharing. Overall, however, there are likely to be many clubs which could go down this route, in part or in full, which have not yet considered this.

Suggestions for action

3.15 The findings suggest a number of actions relating to funding issues on the part of clubs or those involved in the development of sport.

Support to Clubs to Operate in a Business-Like Way

  • At a basic level, it seems unlikely that many clubs will be successful in securing external funding in the absence of becoming better organised and more business-like. For this reason, the initiatives suggested earlier in terms of business planning and developing skills will also have an impact in terms of funding.

The Legal Status of Clubs

  • Becoming a Community Amateur Sports Club can bring benefits for clubs which trade, or which have assets (through rates relief and exemption from corporation tax to a reasonable level). At least the same benefits will apply to registered charities (although there is also something of an increase in the regulatory burden). The suggestion made earlier that sportscotland and its partners could promote the attaining of charitable status, and provide support to clubs to work towards this, would have wider benefits in a number of areas, including rates and tax relief, and, to some extent, ensuring that clubs become better organised in order to achieve registration.

Developing Assets

  • It is also worth noting that many clubs appear not to consider external funding, either because they assume that they will be unsuccessful, or, arguably, because of a lack of vision about how investment in the club could assist wider sustainability. While it would be irresponsible to promote unsustainable investments, evidence from this report shows that sensible, prudent investments can make a significant contribution to the prospects of some clubs. It is suggested that a section on "developing assets" could be added to the Help for Clubs site. The current information on facilities is more relevant to new clubs.

Accessing Funding

  • There is, currently, relatively little help available to clubs (or to many other voluntary organisations more widely) in terms of accessing funding. This is a consistent criticism by voluntary organisations across most sectors. There are examples from other parts of the voluntary sector of funders working with organisations to help them identify their funding needs, and in due course, apply for funding. The use of roadshows is now widespread, and has been used as a way of extending the reach of some funders into areas where, previously, there had been little external funding provided (for example, ethnic minority - led voluntary originations). Some clubs appear to be much better at securing funding than others. The lessons from these clubs are fairly clear - clubs which are successful are well-organised, run as businesses and develop an expertise in this area. 11 For this reason, it is suggested that sportscotland could enable workshops to be run which are designed to help clubs develop these skills. It is worth noting that these events would also be likely to be supported by funders.
  • It is suggested that, as well as measures to improve that access to clubs to general funding, there is a need for a central resource to provide advice on access to, for example, EU funding, as well as other sport-specific funding (advice on which is less likely to be available through mainstream sources). Information on these funding sources is already available through Help for Clubs, but this could be expanded. It is suggested that the Scottish Executive and sportscotland investigate the best mechanism for the delivery of advice and direct assistance on funding (from these sources and more generally), building on the information available through the CVS network and Help for Clubs.

Assistance to Access Other Funding Strands

  • Some clubs have illustrated by exception a more general point raised in the literature review, that sports clubs tend to have quite narrow horizons when considering funding. Some clubs, as noted in the report, have been successful in securing health and social justice funding. Clearly, to cope with this, clubs have to at least have some measure of business organisation. It is suggested that development bodies could do more to promote other funding strands to sports clubs.

Lack of a Recognised Governing Body

  • Although strictly outwith the remit of this report, some martial arts clubs face difficulties due to the lack of a recognised Governing Body, and that, although they can access training, workshops and materials, there is a need to make them aware of this.

Facilities issues

3.16 It is clear from the findings that both clubs which own their own facilities, and rent these from local authorities, face problems with their facilities. At a wider level, sports facilities are under pressure from both housing development and other priorities for funding. The lack of investment in sports facilities in some areas was identified in various ways by many clubs. Conversely, it is also clear that considerable investment is being made in sport in some areas (by clubs and local authorities).

3.17 It is also worth noting that a number of clubs indicated that they were actively working with housing developers and planners to try to have sports facilities either built into developments, or at least to have some contribution by the builder to facilities in the area. In one case, for example, a cricket club noted that its ground had been relocated by a housing developer.

Key findings arising from the research

3.18 The key findings from the research in relation to facilities issues are:

  • Only about half of the clubs surveyed as part of this research have long-term security of access to their playing and other facilities.
  • Overall, more than half of all clubs indicated concerns about facilities. These concerns were slightly different for clubs which owned their facilities to those who rented or hired them.
  • Clubs appear to be facing rising costs across a range of areas.
  • The main area of concern for clubs is the quality of facilities. These concerns take a number of forms, including concerns about maintenance, incompatible uses, drainage, changing rooms and other facilities.
  • These concerns covered most sports and all areas of Scotland in some form (although football clubs were perhaps the most likely to voice concerns).
  • Some clubs which own their own facilities are clearly constrained by the lack of money to invest in maintenance and upgrading.
  • In some areas, there are concerns about the ways in which facilities are managed, for example in terms of granting exclusive access, lets being cancelled at short notice and a general lack of communication with clubs.
  • Some clubs identified facilities simply being withdrawn.
  • Some clubs which operate in school premises clearly feel that this is a source of difficulty, although this is not the case for many other clubs.

Suggestions for action

3.19 The findings suggest a small number of actions relating to facilities on the part of clubs or those involved in the development of sport.

Audit of Facilities

  • Two good examples identified in the case studies involved groups of clubs coming together to audit facilities in their towns, and make recommendations on addressing the problems. In both cases, significant progress has been made in putting new facilities in place. This model is one which could be replicated in other areas. In both cases, the groups concerned received support from public agencies. The development of local needs audits may be one way in which local authority investment in facilities could be channelled to support those projects agreed by local clubs to be most needed. sportscotland could consider a specific funding stream to support activity of this type. 12

Planning Gain

  • The area of planning gain appears to be an area in which there is some possibility of securing investment in sports facilities. sportscotland should consider how best to support local sports councils, and individual clubs, in pursuing these opportunities.

Staffing issues

3.20 A minority of clubs currently employ staff, and those that do tend to be concentrated in a narrow range of sports. The exception to this is coaches, who are employed across a wide range of sports.

Key findings arising from the research

3.21 The key findings from the research in relation to staffing issues are:

  • The bulk of clubs do not employ staff. Few small clubs (as expected) employ staff.
  • The largest number of staff are involved in ground maintenance and bar and catering work. Relatively few staff were found to be employed in management roles. Golf clubs represented a high proportion of all clubs with staff.
  • Relatively few clubs identified having concerns about staffing, beyond the issue of affordability.
  • A number of clubs (echoing points made by the wider voluntary sector) noted that it is very difficult to obtain funding for administration and other core staff. It is generally easier to obtain funding for staff to carry out a specific initiative (for example a coaching programme, or a programme with young offenders).
  • Some examples of the benefits of employing staff were found in case study clubs which had, for example, created new areas of activity, or new revenue streams through channelling volunteer efforts.
  • A bare majority of clubs employing staff appear to provide training to these staff, either induction training or ongoing skills training. Some good examples were found in the survey of the use of, for example, Investors In People and Learn Direct, as well as contacts made with colleges.
  • Although coaching is a growth area, some clubs in some sports reported difficulties in finding an adequate supply of coaches, and in securing the training of club members wishing to qualify.

Suggestions for action

3.22 The findings suggest a small number of actions relating to staffing issues on the part of clubs or those involved in the development of sport.

Increasing the Level of Assistance Available

  • There is basic help available for small businesses or voluntary organisations in relation to employing staff. The Help For Clubs website contains advice and checklists, but was described by one club as "daunting", specifically in terms of the comments about the range of legal issues clubs face. The site contains a good deal of useful information, for example, sample job descriptions and terms and conditions, but stops short of providing any information about legal issues (although Basketball Scotland produces a useful summary leaflet). It is suggested that, while sportscotland cannot provide legal advice, more extensive coverage of the issues and sources of advice would be helpful for clubs.

Mainstream Voluntary Sector's Sources of Support

  • Clubs could be encouraged to make more use of Councils for Voluntary Service and local authorities in securing information about staffing issues. JobCentre Plus is also a good source not only of potential recruits, but also of advice on process issues. The SCVO website contains a considerable amount of information about staffing issues, and could be more actively promoted to sports clubs.

Training for Staff

  • Some clubs made suggestions about training for both staff members and coaches which are worth considering.
    • In relation to staff, a number of clubs identified that, while colleges offer sports administration as an HND or degree level qualification, there are many administrators who would benefit from what is, in effect, continuing professional development. Some (along with committee members) are able to secure this through wider club development programmes, but some clubs suggested that a programme of workshops, or distance learning, could be developed on a non-sport specific basis and offered to any clubs.
    • In relation to coaches, some clubs noted that some coaching certificates are sport-specific, even though at least a proportion of the material taught is (or could be) common to all sports. It was suggested that more use could be made of common modules, which would provide partial exemptions to coaches in one sport seeking to qualify in other sports. Alternatively, it was suggested that UK-level initiatives to produce generic coaching qualifications could be advanced in Scotland. These approaches could have the benefit of both reducing costs to clubs and individuals, and speeding up the flow of new coaches in some sports. The issue of generic coaching is currently being considered by the United Kingdom Coaching Certificate ( UKCC).

Volunteer issues

3.23 The survey identified a total of nearly 14,000 volunteers working across all sports, and in clubs of all types and sizes. (The total number of volunteers currently active in sport is estimated to be around 150,000.) Across the voluntary sector generally, organisations are reporting increasing difficulties in recruiting volunteers, and this pattern is repeated among sports clubs.

Key findings arising from the research

3.24 The key findings from the research in relation to volunteer issues are:

  • The numbers of volunteers varies greatly by club, but there is no particular pattern evident in terms of either sport or area. Some of the variation will be due to differences in understanding across clubs in terms of what constitutes a "volunteer". For example, some clubs may not regard management committee members as volunteers in the same sense as, for example, people ferrying children to matches.
  • Most clubs appear to have a relatively unsophisticated understanding of the value of volunteers. The most commonly cited benefit (other than basic survival) was that this allowed clubs to keep their costs down. Some clubs also identified the benefits available through expanding the range of sports available, and the fact that volunteers carry out much of the maintenance and upgrading in clubs which have access to facilities. Few clubs identified the skills volunteers can bring to a club, the various roles they can play and the contribution they can make to the sustainability of the club. Very few clubs identified the benefits to the volunteer.
  • Few clubs appear to be taking a structured approach to the recruitment and management of volunteers. Similarly, few reported having volunteering policies, and none reported having a specific coordinator. In most cases, it appears that volunteers are managed alongside other aspects of the operation of the club. For example, a bar coordinator would manage a pool of volunteers, as would team captains (for example in terms of transport) or convenors of any of a number of different types of sub-committees.
  • Although not mentioned by any clubs, the SRU/ VDS Volunteer Rugby programme represents a good example of a structured approach to the recruitment and management of volunteers.
  • Relatively few clubs appear to have policies of direct relevance to volunteers in place. By some margin, the most common policy cited was in relation to child protection.
  • There is little evidence of development activities for volunteers, except those involved in coaching activities.
  • About a half of all clubs responding to the survey provide some sort of induction for volunteers, but this is likely to be very limited, and seems unlikely to be followed through.
  • One example was identified of a club which had carried out a skills audit among volunteers, which had been made available to team captains, committee members and convenors of various activities.
  • Some clubs provide volunteers with a "pack" similar to packs developed (in some clubs) for players.
  • Around 40% of clubs surveyed identified difficulties in recruiting volunteers. A range of reasons were offered for this, including the cost of participation to the volunteer, the time commitment and competing priorities. It is also worth noting that many clubs consider that child protection issues, and particularly Disclosure Scotland checks, are having an impact on recruitment.
  • Some clubs also noted the time commitment required from those supervising volunteers, and the costs to the club of supporting volunteers.
  • In some areas, the pool of available volunteers is limited (for example, rural and island areas) and clubs in these areas may face some specific difficulties (although some examples of clubs with large numbers of volunteers from these areas were also identified).
  • Very few clubs mentioned working with Volunteer Centres, and none mentioned Volunteer Development Scotland.

Suggestions for action

3.25 The findings suggest a small number of actions relating to volunteer issues on the part of clubs or those involved in the development of sport.

The Benefits of a Structured Approach

  • It is clear that few clubs could survive without volunteers, yet most appear to take a very unstructured approach to working with volunteers. For the most part, however, this appears to work, and the issues clubs raised were not generally with the management, but more with the recruitment of volunteers. That said, some of the clubs identified through the research as performing well appeared to take a more structured approach to the management of volunteers (as well as other activities). The section on volunteers on the Help for Clubs website is among the most extensive on the site, and provides good practice advice on management issues. The section does, however, cover information for volunteers and for clubs, and could perhaps usefully separate the "why volunteer" section.

Awareness of Help Available

  • Initiatives being undertaken between VDS and sport governing bodies, involving the development of volunteering policies, management approaches and stimulating recruitment are clearly at an early stage, and very few clubs are aware of any help available to them. In the meantime, it is suggested that sportscotland could, with VDS and local sports councils, promote the work of Volunteer Centres.
  • It is suggested that sportscotland and VDS could jointly promote the use of the VDS website, and particularly the distance learning materials (which would serve at least to give a basic grounding in issues to committee members or staff managing volunteers).
  • VDS has recently announced an "Investing in Volunteers" accreditation. This could be promoted to some sports clubs, which could, assuming the award is attained, serve as exemplars for other clubs.

Links and joint working

3.26 Clubs clearly exist within the framework of a local social, educational and business community, and it appears that few face any particular difficulties with that relationship (other than some clubs facing "bad neighbour" issues). Many clubs appear to have strong links with the community, and believe that they provide an essential opportunity to community members for both recreational and social activities.

Key findings arising from the research

3.27 The key findings from the research in relation to links and joint working are:

  • While some clubs are clearly not part of their local community, most are. Some (particularly those with social facilities) may provide the only "social club" in some areas.
  • Clubs also recognise the benefits they can bring to all ages, but particularly to young people and older people, in terms of providing the opportunity to engage in physical activity. The role of clubs in addressing government policy objectives in health and physical activity are also well-understood (although it is perhaps surprising that so few clubs appear to target health sector funding successfully).
  • The main direct contributions made by clubs appear to be in terms of supporting local events, and supporting local charities.
  • Although only 200 clubs identified links with schools, the real level is likely to be higher. Most clubs appear to recognise the dual benefit involved. Schools have access to coaching, volunteers and often facilities, while clubs are able to introduce young people to their sport at an early age. There were some good examples identified through the research of schools and clubs working together to develop shared facilities.
  • Links to local businesses were found to be less strong. Most clubs saw businesses in terms of sponsorship. None mentioned business as a source of volunteers. None of the clubs mentioned, for example, Scottish Business in the Community, and only a tiny number mentioned Chambers of Commerce (generally only in the context of securing advice on legal and other issues).
  • There were very few examples of joint working between clubs except at a very basic level. Some clubs, for example, groundshare, while some may cooperate in the recruitment of coaches.
  • An example was identified in one area where all clubs had come together to develop a plan for sport for the town. This model is now understood to be being introduced in other areas. In another area, all of the local football teams cooperated in an audit and subsequent development of a new facility.
  • Examples were also identified of some sport-specific area groups, for example in cricket and bowling, where clubs come together to discuss common issues, and, in some cases, to develop forward development plans for the sport in that area.

Suggestions for action

3.28 The findings suggest a small number of actions relating to links and joint working on the part of clubs or those involved in the development of sport.

Links Between Sport and Local Business

  • It is suggested that more could be done to promote links between clubs and local businesses, for example through Scottish Business in the Community.

Local Sport Audits

  • The example of one area provides a good model which more areas could follow in terms of carrying out an audit, identifying clubs' views and developing an action plan (with the participation of the local sports councils, schools, the local authority and elected representatives). Although this model is being rolled out in other towns in that area, it does have wider relevance. As suggested earlier, sportscotland could consider providing some pump-priming funding to areas wishing to take this route.

Support issues

3.29 It is clear that clubs derive most of their support from two main sources, governing bodies and local authorities. The extent of help seeking from, and support provided by other providers is relatively small.

Key findings arising from the research

3.30 The key findings from the research in relation to support are:

  • The extent to which clubs access support from governing bodies and local authorities appears to vary across Scotland, and across sports. Some governing bodies appear to provide more support than others.
  • The extent and nature of support from other bodies varies greatly, and it can be assumed that, in many cases, the decision on who to seek support from may be a function of which agencies are known to the staff member or committee member charged with addressing the issue.
  • The main issues with which clubs identified requiring support were, as might be expected, funding and child protection policies. About 10% of clubs simply said that more information should be available about most topics.
  • Few clubs identified using the Help for Clubs website.

Suggestions for action

3.31 The findings suggest a small number of actions relating to support on the part of clubs or those involved in the development of sport.

Awareness of Assistance Available

  • Apart from governing bodies and, to an extent, local authorities, most clubs appear to have only limited knowledge about where to seek support, particularly support for more complex issues, such as legal issues or employment issues. It is also clear that the support provided by both governing bodies and local authorities does vary, leaving an unknown number of clubs with a potential difficulty in identifying where to get help. The Help for Clubs website is a useful resource, but does not appear to be well-known to clubs. It is suggested that sportscotland should consider undertaking a widespread marketing campaign for the site, in conjunction with governing bodies.
  • It is suggested that an "information for clubs" booklet be produced, to complement the information on the Help for Clubs website, recognising that many clubs still do not have access to the Internet.

Regular Dissemination of Good Practice

  • The regular dissemination, on a proactive basis, of good practice information and examples, as well as information about relevant legislation and other key issues could enable clubs to obtain and share information more readily.

Overview

3.32 This report has provided a detailed account of the range of issues affecting local sports clubs in Scotland which affect their sustainability. It is clear that many clubs face a number of problems, and the research suggests several areas and issues for which advice and support could be provided or targeted, in order to help to tackle some of these difficulties. It is also clear that some clubs have identified various forms of good practice which have been successful in contributing to their own sustainability, and these can be shared with others.

3.33 The findings of this study should help to inform all of those involved in the development of sport in Scotland in the future, and will also form the basis of the preparation of some information for clubs.

3.34 It is clear that local sports clubs are a vital part of the fabric of community life in Scotland, and bring a range of social and economic benefits to local communities.

Page updated: Friday, August 25, 2006