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Executive Summary
Sport 21 is the national strategy for sport in Scotland, first published in 1998 and updated to cover the period from 2003-2007. The strategy aims to get more people involved in sport more often, as well as to enable everyone in Scotland to realise their full potential.
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.
This report describes research undertaken between July 2005 and January 2006 to identify and investigate the sustainability issues facing sports clubs. The research has identified a range of issues, and proposes a number of actions to address these. The research also identified a wide range of good practice issues, as well as innovation by clubs, Scottish governing bodies and others. A publication providing information to clubs about how to seek assistance with many issues relating to sustainability was also produced as part of this research project, drawing on the good practice examples identified.
At a general level, 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 Council for Voluntary Service ( CVS) network, and from the Scottish Council for Voluntary Organisations ( SCVO) (as well as Volunteer Development Scotland and a range of other organisations).
Structural and management issues
The vast majority of sports clubs in Scotland are voluntary organisations, although only a very small number of sports clubs are registered charities or Community Amateur Sports Clubs. A majority of clubs surveyed in this research were found to be unincorporated associations. 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. One of the key issues underpinning sustainability is that clubs have to operate in a business-like manner and should be run with this in mind.
Many clubs reported difficulties in securing volunteers to join management committees and act as office bearers, and there appears to be little training undertaken for this group. Only about 40% of clubs reported having treasurers with any form of accounting or book-keeping qualification.
Some governing bodies promote club development programmes, which appear to be very well regarded by those clubs which have taken part. A number of local authorities, and some governing bodies, are now offering accreditation programmes for clubs, usually supported by a development officer. The availability of training, club development and accreditation programmes varies greatly across Scotland, and between different sports.
Clubs reported concerns about insurance, both from a cost and appropriateness point of view and the issue of child protection is provoking considerable concern among clubs. Few clubs appeared aware, however, of the "Child Protection in Sport" service being offered by Children 1 st.
Most clubs have difficulty in keeping pace with relevant legislative changes and 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.
Membership issues
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. Small clubs and those in rural areas, or small towns are particularly vulnerable to fluctuating membership.
Some sports, for example, curling and bowling are facing considerable pressures due to the aging of the current membership base. The picture for some other sports is more positive. Some clubs, however, are facing pressures from demand, and are, effectively closed to new members.
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. Although many clubs expressed concerns about recruitment or retention, few clubs plan their recruitment strategy.
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, 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.
Funding Issues
Sports clubs must at least cover their costs, but this is rarely enough, as clubs need to generate a surplus to invest in facilities, or to cover repairs and replacements. Clubs are clearly facing increased costs. 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.
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 and many clubs appear to struggle with fundraising and sponsorship, and a large majority have limited opportunities for earning trading income. Even among clubs with other sources of income, a majority have annual membership fees as their main source of income and are vulnerable to fluctuations in membership.
At least some of these difficulties are due to the inexperience, or lack of skills among committee members. 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.
Clubs with revenue-earning capacity are largely concentrated in sports where there are also concerns about recruitment. The overall impact of the 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 and some examples of ground sharing.
Facilities issues
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. Only about half of the clubs surveyed as part of this research have long term security of access to their playing and other facilities.
Some sports facilities are also 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).
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.
Staffing issues
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. The largest number of staff are involved in grounds 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 noted that it is very difficult to obtain funding for administration and other core staff.
A bare majority of clubs employing staff appear to provide training to these staff, either induction training or ongoing skills training although 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.
Volunteer issues
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 between 140,000 and 145,000.) The numbers of volunteers varies greatly by club, but there is no particular pattern evident in terms of either sport or area.
Most clubs appear to have a relatively unsophisticated understanding of the value of volunteers and 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.
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.
Across the voluntary sector generally, organisations are reporting increasing difficulties in recruiting volunteers, and this pattern is repeated among sports clubs. Around 40% of clubs surveyed identified difficulties in recruiting 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. Very few clubs mentioned working with Volunteer Centres, and none mentioned Volunteer Development Scotland.
Links and joint working
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. 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).
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.
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.
There were very few examples of joint working between clubs except at a very basic level. Some clubs, for example, ground share, while some may cooperate in the recruitment of coaches.
Support issues
It is clear that clubs derive most of their support from two main sources, governing bodies and local authorities. The extent of seeking help from, and support provided by other providers is relatively small. 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 often appears to rely on the knowledge of staff or committee members. Few clubs identified using the Help for Clubs website.
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.
Overview
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.
Suggestions for action
Among the suggestions for action made (covering a range of issues) were 1:
- Making clubs aware of the assistance available through the wider voluntary sector.
- Updating the Help for Clubs website to take account of suggestions made directly and indirectly by clubs through this research.
- Making clubs more aware of Help for Clubs, and promoting awareness of the range of assistance which is available to them through sport and mainstream voluntary sector sources.
- Providing a range of assistance on business-related issues, including business planning, skills and raising finance.
- Supporting the development of support for accessing funding (particularly non-sports sector funding), including through the promotion of workshops and material on the Help for Clubs site.
- Developing guidance on diversifying the use of clubs' assets.
- Providing guidance to clubs on the issues faced by unincorporated associations and the need for insurance.
- Providing additional guidance on charitable status and Community Amateur Sports Club status.
- Making clubs more aware of the Child Protection in Sport service (from Children 1 st)
- Providing guidance on effective structured approaches to the recruitment of both staff and particularly volunteers.
- Both the development of additional assistance, and the promotion of awareness of current assistance with the recruitment and development of volunteers.
- Support for the development of local facilities audits, either by area, or by sport (e.g. football pitches and associated facilities).
- Promotion of links between clubs and local businesses, for example through Scottish Business in the Community.
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