This section of Help for Clubs includes eleven case studies of sports clubs that have been particularly successful in creating and building a thriving centre of sports activity. Their success is variously measured: league and competition results, modern facilities, junior recruitment and retention, international representation, excellent coaching, or just highly enthusiastic members. Each of the case studies was researched and prepared during 2005 at the request of sportscotland and together they cover a wide range of team and individual sports: swimming, table tennis, football, triathlon, rugby, golf, gymnastics, and tennis. Several of the case studies refer to the development of community sports facilities in both urban and rural settings.
Reviewing all the case studies, it is possible to identify ten key factors that appear to be characteristic of a successful club development programme.
- A lead 'driver' for the development programme. Development in each of these clubs and centres came about because there was one individual, or a small group of people, who were totally committed to making it happen. It was their drive, enthusiasm and dedication that brought the project to fruition. Very few of the developments described in the case studies took less than two or three years to bring about. They all required a strong and consistent commitment from a few influential figures within the club to make the changes happen.
- Persistence in the face of set-backs. Club development takes time. In many of the case studies there were pitfalls and set-backs along the way. In most clubs, it would have been easy for the development programme to flounder and stop. But the 'drivers' were determined to see the project through to a successful conclusion. The set-backs varied: difficulties in raising the cash; problems with planning permission for new buildings; sceptical committees; reluctance on the part of potential partners; cynicism that the project could succeed; delays in funding or building. Some of the clubs learned to adopt at step-by-step approach to development, initiating smaller (and often easier) projects first and then using their success as a stepping stone to larger changes. But persistence and commitment are the crucial to successful club development.
- Adopting a professional approach. Most of the clubs set about their development by adopting a business-like approach. They researched what local people wanted and would support; they surveyed other local sports provision; they sought support and partners from local councils and businesses; and they put together a credible and professional development plan that showed how the club could be sustained into the future. This plan was particularly useful when it came to convining councils and funders of their seriousness, and it served as a benchmark against which the clubs could measure their progress. Several of the clubs also employed professional contractors (for surveys, project management, groundworks, etc.); whilst this increased their costs, the clubs recognised the limitations of relying solely on volunteers, and the need to establish a more formal relationship with 'suppliers' during key stages of the development.
- Strong coaching programme. All these clubs wanted their players and members to develop their abilities - to "get better" at the game. So they all employed one or more coaches. In some cases, the club was able to employ a full-time paid professional coach but in many instances, the club drew upon the coaching resources of the local council, or they used volunteers and parents, and a great many clubs used their own experienced members as coaches to juniors. Many clubs drew on their sports governing body to provide a coach education and training programme to volunteers and parents, and made sure that these arrangements complied with a robust child protection procedure for junions.
- Progression through the sport. Allied to the provision of coaching is the ability for players and members to progress through the game as their standards improve. These successful clubs could engage novices, develop them to a level where they could play competitively, and then offer them a range of teams that matched their evolving skill level. Many clubs worked hard to retain these new members within the club. They created junior sections and clubs. They extended their range of teams so that members did not have to leave in order to continue playing.
- Parental and volunteer engagement. For clubs seeking to develop junior sport, the engagement of parents was particularly important. They didn't want the club to become simply a 'drop-off' point for parents. Many of the clubs relied on parents to undertake a range of volunteer tasks - coach, transport provider, team secretary, child protection, fund-raiser, catering, etc. They published 'welcome packs' for parents, distributed newsletters to homes, held social events for volunteers, and cultivated a very active network amongst the parents. In many clubs, there was a clear expectation that adult members would provide some assistance to junior club development.
- Succession strategy. Whilst many club development initiatives required the enthusiasm of a few 'drivers', these clubs also recognised the need to identify and prepare the next generation of club leaders. They built informal networks to get to know the club members, established an atmosphere that everyone contributed, and deliberately sought out people with specific skills to contribute to the club. The officers wanted an orderly succession, so that the longer-term future of the club was sustainable and new ideas were regularly introduced.
- Working in partnership with others. Few clubs were able to develop using their own resources and expertise alone. Most sought out and cultivated good relations - with their local council, sports governing bodies, sports centre, or even other clubs in the area. The case studies demonstrate several innovative partnership arrangments including the shared use of facilities, dual employment of coaching staff, and contributing to other council sports initiatives.
- Making it fun. Some clubs take everything very seriously. These clubs were serious about their sport and wanted to achieve competitive success, but they were also determined that their members (particularly their junior players) should have fun. They recognised that without enjoyment, members would not stay. Fun was introduced in many ways: modified versions of the sport for young players; non-competitive coaching sessions; opportunitities for non-team-players to still participate; turning away-matches into educational visits; and organising trips to national facilities.
- Developing pride in the club. Very many of these clubs stated that their development programme had "helped to put us on the map". New facilities and successful clubs were talked about. People came to visit. They worked with the local media to attract publicity. They even got written-up as case studies and published to the internet. Successful club development generated pride in the club and its members and gave them a strong recognition factor.
