The Sustainability of Local Sports Clubs in Scotland

Section 1 : Introduction

1.1 Sport 21 ² 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.

1.2 The strategy sets out a wide range of ways in which this will be achieved, and recognises the importance of sports clubs as part of this. Sports clubs are highlighted as one means of enabling people to participate in sport in Scotland and in enabling their lifetime involvement.

1.3 In this context, sports clubs are an essential part of the infrastructure for the development of sport in Scotland and for the achievement of the strategy. The strategy also sets out a number of developments which will be required in order to achieve the targets which relate to strengthening, developing and investing in clubs. Overall, it is recognised that it is important to ensure that clubs have the capacity to undertake their role and that they are sustainable into the future.

1.4 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 ³ 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. This draws on much of the good practice described in this report.

1.5 The report is in three sections. The first provides a summary of the aims, objectives and methodology of the research, and the strategic framework for the study. The second section provides a summary of the findings of the research, and the final section sets out a series of conclusions and recommendations.

Aims and objectives of the research

1.6 This research explores the issues and constraints facing clubs in 2005. It also highlights the social and economic role of local sports clubs in their communities.

Aim

1.7 The overall aim of this research was to:

"…identify the social and economic constraints currently faced by local sports clubs in Scotland, and to identify how these may be overcome, using case studies to demonstrate good practice in the form of a guidance document which can be used by sports clubs".

Objectives

1.8 The related objectives were:

To establish the social and economic role that local sports clubs play in their community, and how they contribute to social cohesion and social and economic capital.
To examine the role volunteers play in local sports clubs, and how they contribute to the success and sustainability of the club, both socially and economically.

Methodology

1.9 A range of methods, both quantitative and qualitative, were used to undertake this work, and details of each strand are provided below.

Scoping paper and review of literature

1.10 The first stage involved a review of relevant literature, and drawn from the findings, production of a "scoping paper" on the sustainability issues clubs may face. A range of material was examined, including sport-related literature and material focusing on wider issues facing voluntary organisations. This paper formed the basis of the design of a large scale postal survey which was the main focus of the research.

Large scale postal survey

1.11 A key strand of this research was the collection of evidence from a large scale survey of local sports clubs themselves. The first stage of this involved identifying sources for the sample (as there is no single repository of information about clubs). Prior to this, however, clarification was sought from the Information Commissioner about the data protection implications for organisations of providing mailing lists. It was confirmed that this would not pose a problem, except in the limited number of cases where individuals were members of local sports councils.

1.12 Following confirmation from the Information Commissioner, an approach was made to each of the governing bodies recognised by sportscotland, as well as to each local authority and to each local sports council, to request access to their lists of clubs. Although this generated a large potential sample of clubs from across a range of sports and areas in Scotland (and from these, a random sample of 5000 clubs to receive a postal questionnaire), there were a range of difficulties encountered, including:

Incomplete and inconsistent lists of clubs.
Some lists for the same areas being held by local authorities and Local Sports Councils (and which were different).
Some sources being unable to provide lists electronically.
Some governing bodies, Local Sports Councils and local authorities being unwilling to release information due to the data protection concerns, even through these issues had been addressed with the Information Commissioner.

1.13 The survey was circulated to the sample, along with an explanatory letter and a FREEPOST return envelope. The questionnaire was presented in booklet form, and consisted of 8 pages, which it was considered would deliver the best balance between the level of data and the rate of return. The questionnaire covered the following areas:

Basic details about the club.
Club membership.
Structure and policies
Facilities.
Staff and volunteers.
Finances.
Links to other organisations and the local community.
General issues.

1.14 A combination of closed, "tick box" and open ended questions was used to enable the analysis of a large amount of data, whilst ensuring that clubs had the opportunity to provide their more detailed views.

1.15 A total of 1,402 responses was received (representing an excellent response rate of 28%) and generated a vast amount of material.

1.16 All of the data was input verbatim to Pinpoint, a questionnaire design and analysis software package, in order to preserve all of the detail of individual responses and to enable the identification of direct quotations. The quantitative data was analysed using Pinpoint. The qualitative data was assessed manually, coded and sorted by issue.

1.17 Wherever possible, postcodes were collected for the locations at which clubs played their sport. These were used to create a subset of the data set comprising clubs in areas of deprivation (based upon the Scottish Index of Multiple Deprivation). In addition, sportscotland asked that a further subset of clubs be created in six West of Scotland local authority areas where overall levels of participation in sport were found to be low.

Discussions with other bodies / survey of other bodies

1.18 To supplement the data drawn from the survey of clubs, a number of additional telephone interviews (121) were undertaken with individuals from governing bodies and local sports councils, sportscotland partnership manager and local authority sports development officers. These interviews lasted between 15 and 30 minutes, and focused on similar issues to those covered in the survey of clubs. The data from this strand of the research was analysed qualitatively (by drawing out themes and issues raised) and is included wherever appropriate.

Case studies

1.19 A number of clubs were identified by the Research Advisory Group and from the questionnaire responses for the completion of case studies, which were carried out to explore particular aspects of good practice in more detail and to provide further qualitative material.

1.20 A total of 18 case studies was undertaken (8 "full" and 10 "mini" case studies) with clubs from a range of different sports; different areas of the country (urban and rural) and different forms of identified good practice. In the full case studies, visits to the club were undertaken and interviews and group discussions held with staff, management and members, as appropriate. The mini case studies involved asking clubs a small number of additional questions (by telephone or e-mail) about particular aspects of their practice.

1.21 These case studies proved to be a very valuable additional strand to the research and provided a large amount of supplementary material, relating particularly to detailed examples of good practice. They have been used anonymously as exemplars.

Information for clubs

1.22 A document comprising information for clubs has been prepared separately, based upon the findings of the research and covering some of the common issues facing clubs. It was considered important not to duplicate existing guidance, but to signpost clubs to potential sources of support.

1.23 Before presenting the findings from all of these strands, it is important to identify the overall context for the work and some of the key issues from the wider literature.

The strategic framework

1.24 There are a number of key policy areas which are relevant to the operation of local sports clubs in Scotland.

Sport policy

1.25 Perhaps the key document, in setting the overall context within which sports clubs operate is the national strategy for sport, "Sport 21 2003-2007", which has been endorsed by the Scottish Executive. The strategy was published originally in 1998 and was updated in 2003. It recognises that participating in sport has a number of benefits and presents a "vision for Scotland" with sport widely available, talent recognised and nurtured and world class performances being achieved. The strategy hopes to broaden involvement in sport in Scotland and identifies a "key challenge" for 2020 (that 60% of adult Scots will take part in sport at least once a week) and 11 targets for 2007.

1.26 Amongst these targets, two are particularly relevant to local sports clubs, as follows:

Target 9 - over one million Scots will play sport in membership of clubs.
Target 10 - Scotland will sustain 150,000 volunteers who are contributing to the development and delivery of Scottish sport.

1.27 In addition to "Sport 21" a physical activity strategy entitled "Let's Make Scotland More Active" was published in 2003. This document identified the need for target levels of activity in Scotland, and aims to encourage people of all ages to take part in regular physical activity. Organisations involved in sport in Scotland (including clubs) will have a role in addressing this.

Voluntary sector issues and volunteering

1.28 The Scottish Executive's Volunteering Strategy 2004-2009 focuses on volunteer development in Scotland and provides the framework for this (and will clearly be of relevance to sports clubs). The strategy makes explicit links between volunteering and tackling poverty and disadvantage.

1.29 In 2004, sportscotland developed a strategy for volunteer development and support, to meet Target 10 in "Sport 21". This strategy identified the need to take a number of actions to remove barriers to volunteering; develop policy relating to volunteering and monitor and evaluate progress.

Health

1.30 There are also clear links between health policy and the development of sports clubs. "Our National Health: A Plan for Action A Plan for Change" (2000) set out the health plan for Scotland. The document provides a statement of priorities for health and the NHS in Scotland. This also led to the establishment of the National Physical Activity Task Force, which prepared the physical activity strategy.

1.31 A further document "Improving Health in Scotland - the Challenge" presents a wider framework for action to improve health in Scotland, providing a policy framework for this. The document also identifies the need to improve the health of disadvantaged communities at a faster rate. Physical activity is identified as one of seven special programmes which "the challenge" focuses on (in addition to: healthy eating; smoking; alcohol; mental health and well-being; health and homelessness; and sexual health).

Other areas

1.32 There are also links between sport and other areas of public policy, including:

Social justice.
Best value and community planning.

The roles of key organisations

1.33 A number of key organisations in Scotland have a central role in policy and practice which is relevant to sports clubs.

sport scotland

1.34 sportscotland is the national agency for sport in Scotland and receives funding from the Scottish Executive to develop sport and physical recreation. It administers funding on behalf of the Scottish Executive and receives grant-in-aid, much of which is offered to governing bodies and local authority partnerships to develop sport. sportscotland is also the licensed distributor in Scotland of the Lottery Sports Fund. sportscotland also runs three national centres. Through its web site and publications, sportscotland is also a direct provider of advice and guidance to clubs.

The Scottish Executive and Scottish Parliament

1.35 The Scottish Executive provides funding to sportscotland and to local authorities to enable them to develop sports-related work, which in turn impacts upon local sports clubs. The Executive also provides funding to the "Sport 21" agenda and sets targets for that funding. The Scottish Executive also has a clear specific role in relation to volunteering, and this includes the development of policy and legislation, as well as a role in promoting volunteering and information gathering. It also provides significant funding to volunteering activities, including support for the lead body, Volunteer Development Scotland.

1.36 At a wider level, the Scottish Executive has a range of roles in relation to the voluntary sector, including policy development. The Scottish Executive is a major funder both of voluntary organisations directly (although less so in relation to sport), and of the infrastructure to support local organisations, such as Councils of Voluntary Service. The Scottish Parliament has devolved responsibility for legislation in relation to sport.

Local authorities and other public sector organisations

1.37 The most common relationship between sports clubs and public sector bodies is likely, in virtually all cases, to be with local authorities. There are a range of ways in which local authorities have a key role in relation to local sports clubs in Scotland, including:

The preparation of models of good practice for the development of clubs.
The development of planning.
The provision of funding, both in subsidising participation in sports, providing rates relief and supporting specific sports.
The production, in many cases, of registers and directories.

1.38 Local authorities are a major provider of sports facilities (including school-based facilities) in Scotland. They may also have other contacts with sports clubs, including through community planning, specific service planning, licensing and various aspects of community safety.

1.39 Sports clubs may also have links with other public sector agencies. The most obvious of these is the police, but there may be others, such as local enterprise companies (e.g. through the provision of training places), Job Centres (e.g. through the advertising of vacancies) and NHS Boards (e.g. through joint initiatives on health promotion).

Governing bodies

1.40 Governing bodies are responsible for the governance of individual sports in Scotland, as well as providing a range of other forms of support. There are around 80 national governing bodies of sport in Scotland which will provide advice, support and information about participation in specific sports. Most governing bodies have systems through which local sports clubs can affiliate to them, and such affiliation is often necessary to enable a club to participate in competitive events.

Sports Councils

1.41 In most areas, a Local Sports Council has been established to promote and co-ordinate sports activities at club and neighbourhood level. Local sports councils promote local sport in defined geographical areas, and, as such, have a role in the development of local sports clubs, and provide support, publicity, information and development advice to member clubs. They can also provide assistance with access to training, enable networking between clubs, provide support to events and generally promote sport in their local area.

Other organisations

1.42 There are a range of other relevant organisations, including:

Volunteer Development Scotland ( VDS), which has a key role in developing volunteering policy in Scotland, as well as in promoting and co-ordinating volunteering.
About 60 Councils for Voluntary Service ( CsVS) whose role is primarily to provide support to voluntary organisations at a local level through both direct working and events, including training.
SCVO, which is the national body for the voluntary sector.

Sports clubs in Scotland

1.43 In identifying the nature of sports clubs in Scotland, it is important to stress at the outset that there are difficulties in defining a 'sports club'. A major audit of local sports clubs in Scotland (Allison, 2001), identified definitional problems resulting from the variation (and overlaps) in the nature and functions of organisations which might fall into this category.

1.44 The report suggested that there is no agreed definition of a "sports club" within sports policy, although there are administrative definitions for funding or affiliation purposes, as well as self-definition by clubs. Allison's report suggested that a local sports club can involve: a single team; a led session in a sports centre; a regular booking made by an informal group; and clubs with single or multiple activities across a range of sports (including, for example, team, partner and individual sports, indoor and outdoor sports). There are also a range of issues evident in the definition of what does, and what does not constitute a "sport". The approach to this is not consistent at present. For example, clubs participating in sports not recognised at a national level may be members of Local Sports Councils.

1.45 For the purposes of this research, self-definition by clubs has been adopted as the preferred approach. As will be evident from the Appendix 2, this means that a very small number of clubs from a number of minority sports have been included. The rationale for this is that these clubs are, in virtually all cases, members of their Local Sports Council, and may, therefore, seek support either from local or national agencies. Most appear to operate in a manner functionally indistinguishable from other sports clubs. Perhaps most importantly, these clubs are considered by their members to be sports clubs. In the case of, for example, hill walking, it is also clear that the activities promoted by the club may have a wider policy benefits, in this case in terms of meeting health and physical activity targets.

The nature of sports clubs

1.46 Within the recognition of these definitional issues, Allison's report provided a large amount of information about the nature of sports clubs in Scotland. It estimated that there were around 13,000 sports clubs in Scotland, with the database used identifying 80 different sports. The National Strategy for Sport "Sport 21 2003 - 2007" suggested that clubs in Scotland, at the time of its preparation, were estimated to have 926,000 members and by 2004, when the Strategy to meet Target 9 was prepared, the most recent figures suggested that this had risen to 1,066,273 ( sportscotland 2004) ⁴.

1.47 The 2001 report identified various characteristics of sports clubs which participated in the research, including that:

Most were single sport clubs rather than 'sports clubs' in a more generic sense.
91% were affiliated to their governing body.
Around two thirds had links to local sports councils.
Almost all were involved in competitive activity.
Most of the clubs were found to be relatively small with over two thirds. having less than 100 members.

Membership and facilities

1.48 Allison's study found that:

Just over half of clubs (55%) had both junior members and adult members
Two thirds of clubs had male and female playing members

1.49 The most common facilities used for the clubs' activities (including training, socialising, storage and changing) were found to be local authority leisure facilities, followed by clubs' own premises and schools (again with local authority involvement). The use of facilities owned by other clubs or commercial facilities was found to be low.

Participation in sport

1.50 Allison (op cit) found that most clubs identified that their major driving force was the enjoyment of the sport, with a perception that broader development issues were less relevant. A recent report (Nichols, 2003) noted that between 12.3% and 14% of the UK population were members of voluntary sports clubs, with many of these clubs having been in existence for many years.

Legal framework / structure

1.51 As well as variation in the functions, operation and membership of local sports clubs, there are also variations in their management and structure.

1.52 Despite increasing involvement of the public sector, most local sports clubs in Scotland remain within the voluntary sector, and this clearly has an impact on some of the issues which they face (which will be described in this report). A number of reports (e.g. Allison, 2001; Sport England 1999; sportscotland, 2003) have suggested that a growing number of commercial sector sports clubs are developing.

1.53 A proportion of the voluntary sector clubs will be registered charities, although, historically, sport was not classed as a qualifying charitable activity in its own right. This situation is currently being addressed through the reform of charity law. In the interim, the government identified a new category of voluntary organisation, the Community Amateur Sports Club, with a broader definition of eligibility, and provided benefits similar to, but not identical to, charitable status.

1.54 In terms of staffing and operation, Allison (op cit) found that most operated with minimal staff, basic structures and minimal spending. More had unpaid staff than paid staff and the clubs were generally staffed by volunteers (who were often office bearers). While some paid for the services of coaches, the administration tended to be undertaken by elected committee members.

1.55 Management of clubs in the 2001 study was also found to be largely informal (and while slightly over two thirds of clubs had a constitution, formal documents were seen as a "safety net" rather than integral to their functioning). More than half retained and reinvested profits and a fifth had no formal legal status. Major decisions (particularly financial), in most cases, were found to be taken by committees.

The benefits of sport / local sports clubs

1.56 There is also considerable literature on the benefits and impact of sport in a range of areas (although it is also recognised that there are limitations to some of the research evidence which has been developed).

Health issues

1.57 A number of reports identify the benefits of sport to health, and Coalter (2005), for example, suggests that regular physical activity can contribute to a number of health outcomes, including: reducing incidence of obesity; cardiovascular disease; non insulin dependent diabetes; colon cancer; osteoporosis and haemorrhagic strokes. It is also noted that sport can make a positive contribution to mental health (and can, for example, reduce isolation).

1.58 Gratton (2004) noted that there remain inequalities in health, with lower socio-economic groups having lower health status than other groups, along with lower levels of participation in sport. It is suggested that if sports policy can increase participation amongst members of these groups, there will be health benefits.

Social and community issues

1.59 There has also been considerable focus upon the impact of sport upon social and community issues, with the suggestion that this takes place at an individual level and more widely. The sportscotland strategy to meet Sport 21 Target 9 identifies the role of clubs in particular as "providing a means of participating at various levels, sports clubs add to the fabric of Scottish society."

1.60 At an individual level, it has been suggested that participation (either as a volunteer or as a participant) in sport can have a wide range of benefits for people in different age groups. These can include having a positive impact upon self-esteem, quality of life, enjoyment, fulfilment and "social purpose", as well as enabling skills and qualifications development (in some cases) and "giving something back". Sport England (1999) also suggested that it provides "training" for community life and sportscotland (2004a) identifies that sports volunteers teach the value of a healthy lifestyle to future generations, as well as building community leadership and increasing social contacts.

1.61 At a wider level, it has been suggested that sport can have an impact upon social exclusion (e.g. sportscotland 2003) and community cohesion, and there has been a focus on the notion of "social capital" as central to this. Social capital has been linked to the existence of accessible community networks and organisations in which there is a high level of participation, as well as a sense of identity and mutual support.

1.62 It has also been noted that clubs and groups can be seen to be forms of "social capital", and that taking part in activities contributes to building social capital. Volunteering is also linked to social capital, which, in turn, has been linked to other beneficial outcomes upon areas such as health, community integration and crime (e.g. Putnam, 2000).

Economic issues

1.63 The economic impact of sport has also been highlighted at both individual and community level. At an individual level, participation in sport (particularly through volunteering) can enhance employability, through the acquisition of transferable skills, experience and, in some cases, qualifications.

1.64 There have also been a number of attempts to quantify the impact of sport upon national and local economies (although it should be noted here that this does not suggest that this is the economic impact of sports clubs per se). These have focused on issues such as the economic impact on health; the overall contribution of sport to the economy; and the importance of teams and major sporting events (which are clearly less relevant to this discussion).

1.65 In terms of the specific economic impact upon health, Gratton (2004) suggested that the costs of inactivity are on the NHS, on absence from work and on the costs of premature deaths and noted that the total cost of inactivity in England may be as much as £3.3bn per year. Coalter (2005) identified that the cost to the NHS in Scotland of treating illnesses attributable to obesity was £170m per year. He also stated that the Scottish Executive Health Department (2002) noted that a 1% reduction in the level of inactive Scots, each year for 5 years, could generate savings to the NHS of £3.5m. It has also been noted that increasing health leads to reduced absenteeism, which, in turn, is beneficial to local businesses.

1.66 In terms of the overall contribution of sport to the economy, the value of the input of volunteers has been noted. Coalter (2005) described sport's contribution to the Scottish economy as being over £1bn, through sales of clothing and footwear; subscriptions and fees; gambling; equipment; TV and other consumer expenditure. Excluding gambling, Coalter noted that expenditure in 2001 totalled an estimated £1053m. Sports provision also provides opportunities for employment and Coalter noted that around 42,000 people were employed in sports-related jobs in Scotland in 2001.

1.67 Community regeneration has been identified as a specific way in which sport can impact upon the local economy, and Coalter et al (2000) noted sport's key role in participation highlighting the opportunity for community development through sport. sportscotland (2004a) also identified the contribution of volunteers to community capacity building.

Education / achievement

1.68 Coalter (2005) noted that there is a common assumption that participation in sport can result in improved academic achievement. The overall evidence, however, is seen to be inconclusive. He suggested that the contribution may be more indirect, through, for example, promoting greater integration in educational settings, or enabling underachievers to participate in educational environments where they can improve their achievements.

Crime

1.69 There have been a number of reviews which have identified a potential impact of sport on crime (particularly youth crime). It has been suggested that sport can have a role in prevention (through diverting young people from crime) and in the rehabilitation of offenders. Much of the research material relating to crime focuses upon 'diversionary' sports programmes rather than sports clubs, but Coalter (2005) suggests that there are strong arguments for the potentially positive contribution that sport can make.

Other

1.70 It is also suggested that there are environmental benefits through sport (such as the identification of facilities which can provide a social focus and affect perceptions of a neighbourhood). Sports facilities can also provide a "green" space (particularly golf clubs, but also other facilities). The economic contribution of outdoor sports activities (as well as sports tourism) can also contribute to the sustainability of environmentally sensitive, or otherwise important areas.

1.71 There are also seen to be wider environmental benefits, and although these should be noted, they are often seen to be at a wider level, and can be less directly linked to sports clubs than is the case in some of the other areas.

Current issues, constraints and developments

1.72 Given these findings in relation to the importance of sport, and the links between sport and key current policy areas, it is clearly vital that sports clubs in Scotland maximise their efficiency, effectiveness and sustainability. Against this background, however, it has been increasingly recognised that sports clubs currently face a range of issues and constraints which require to be overcome in order to enable them to do so.

1.73 Some of the key constraints and current issues are outlined below.

Financial issues, such as uncertain and fluctuating income, difficulties in attracting (or finding) external funding and increasing costs.
Operating issues, such as difficulties in finding committee members, issues with legal status and the lack of time for, for example, the development of business and operating plans.
Issues with facilities such as lack of control, conflicts with other users, poor maintenance and quality, lack of storage, etc.
Issues with declining or aging membership, difficulties in attracting specific groups to membership and problems with retention.
Skill shortages among both staff and volunteers, including committee members, and a lack of qualified coaches.
Issues relating to the involvement of volunteers, including securing enough volunteers, issues with child protection policies and with payment or expenses.

1.74 All of these issues were explored in the current study.

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