The Sport Empowers Disabled Youth 2 (SEDY2) project encourages inclusion and equal opportunities in sport for youth with a disability by raising their sports and exercise participation in inclusive settings. The SEDY2 Inclusion Handbook is aimed at anybody involved in running or working in a sport club, such as a volunteer, a coach, or a club member. The goal of the handbook is to facilitate disability inclusion among mainstream sport providers by sharing SEDY2 project partners’ best practices and inclusive ideas.
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Sports constitute a basis of fun for many (young) people and can contribute to important social developments. Sport can also yield opposite results:: arrogance, bullying, (sexual) intimidation, discrimination. Effects are largely influenced by the context of (youth) sport participation. In facing the reality of organized sport, creating a safe and pedagogical environment is not a priori inherent in sports. Many sports associations and clubs still primarily and too often focus on issues like schedules, organizing training and competitions, being financially sound and ensuring the continuity of their organizations. Specific policies for the prevention of harassment and abuse in sport hardly ever reach a local level. Experts speak of an implementation issue. In search for innovative approaches, Positive Behavior Support (PBS) was also introduced in the sport context. In this article, the preliminary evaluation of first experiences with PBS in local sport clubs (which are mostly run by volunteers) is described on the basis of seven insights. Conclusions can be drawn that PBS can be a guiding principal in sport clubs with organizational strength, although it needs specific translation within the context of sport. Further research is required to determine those significant adjustments.
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Dutch voluntary sport clubs (VSCs) are facing several challenges in perceived consumerist behavior by members (Van der Roest, 2015), demands by the government to attribute to the social policy agenda (Waardenburg, 2016; Coalter, 2007) and declining number of members in complex contexts (Wollebæk, 2009). Between 300-500 sport club consultants, mostly funded by local governments or sport associations, are tasked to vitalize these VSCs. Most consultants play an expert role delivering generic intervention on specific topics as recruiting volunteers, sponsorships or positive behavior support. The other consultants play a process consultation role in which a holistic strategic change approach is used for more sustainable development (Schein, 1999). Aim of this study is to understand how various stakeholders make sense of the approach, competencies and interventions used by the process consultant within a specific context.
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Aim of the researchAim of this study is to understand which approach (expert or process orientated) sport club consultants use in succesfully raising the organizational capacity of voluntary sport clubs in the northern part of the Netherlands. Around 130 professional sport club consultants are active in the northern part of the Netherlands, but it is not clear which approach they use in raising the organizational capacity of the clubs within a specific context and if this approach is effective. Theoretical backgroundA sport club with great organizational capacity has the ability to offer their sport, now and in the future, in a sustainable and socially responsible way to (potential) members. Dutch voluntary sport clubs (VSCs) are facing several challenges in perceived consumerist behavior by members (Van der Roest, 2015), demands by the government to attribute to the social policy agenda (Coalter, 2007) and declining number of members in complex contexts (Wollebæk, 2009). Between 300-500 sport club consultants, mostly funded by local governments or sport associations, are tasked to raise the organizational capacity of these VSCs in the Netherlands Most consultants play an expert role delivering generic interventions on specific topics as recruiting volunteers, sponsorships or positive behavior support. The other consultants play a process consultation role in which a holistic strategic change approach is used for more sustainable organizational development (Schein, 1999). The context of the organizations (VSC’s) is determining which approach is the best in developing the organizational capacity. But most of the time consultants use the same, mostly expert role, in consulting the organizations (Boonstra & Elving, 2009). Therefore it is not clear which approach (expert or process orientated) sport club consultants in the Netherlands use in raising the organizational capacity of VSC’s in different contexts. Methodology, research design, and data analysisThe study will be conducted from March 2017 till the end of July 2017 in the northern part of the Netherlands. In March we have started .with identifying successful sport club consultants in three steps: these steps show a qualitative description of the current competences, approaches and interventions (repertoire) as seen by the sport club consultants in our target group:1) A group of experts have been gathered to formulate criteria for the competences, approaches and interventions of a successful process orientated sport club consultant. 2) The criteria from step 1 are validated by theory about organizational development and consulting of organizations. Thereafter the criteria are processed into a digital survey 3) The survey has been send to n=130 sport club consultants in the northern part of the Netherlands. 4) Based on the output of the survey, profiles will be developed of different types sport club consultants (process orientated, mediator, supporter, coach, expert) and the approaches per type of consultant. For each profile a ranking will be made based on which criteria (from step 1) the consultants meet. This ranking will be used to make a selection of successful sport club consultants to conduct research in five multiple case studies. From June on multiple case studies will be conducted in which five process consultants are working with a VSC. A case study protocol will be developed that observe the consultant in three sessions at the club In addition interviews will be conducted with the consultant, the board of the club, and other relevant stakeholders. With a cross-case synthesis patterns will be developed in the way the consultants worked and how these approaches were interpreted and valued by the various stakeholders. Results, discussion, and implications/conclusionsIn the expected results both approaches and interventions (repertoire) of the consultant as their competences and qualities are analyzed which will result in the profiling of the active sport club consultants. We also gain insights in which approach of the sport club consultants is the most effective in raising the organizational capacity of a VSC in a given context. New insights on how consultants can successfully contribute to the sustainable organizational development of VSCs will be presented.
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Aim of this study is to understand which approach (expert or process orientated) sport club consultants use in succesfully raising the organizational capacity of voluntary sport clubs in the northern part of the Netherlands. Around 130 professional sport club consultants are active in the northern part of the Netherlands, but it is not clear which approach they use in raising the organizational capacity of the clubs within a specific context and if this approach is effective. Theoretical backgroundA sport club with great organizational capacity has the ability to offer their sport, now and in the future, in a sustainable and socially responsible way to (potential) members. Dutch voluntary sport clubs (VSCs) are facing several challenges in perceived consumerist behavior by members (Van der Roest, 2015), demands by the government to attribute to the social policy agenda (Coalter, 2007) and declining number of members in complex contexts (Wollebæk, 2009). Between 300-500 sport club consultants, mostly funded by local governments or sport associations, are tasked to raise the organizational capacity of these VSCs in the Netherlands. Most consultants play an expert role delivering generic interventions on specific topics as recruiting volunteers, sponsorships or positive behavior support. The other consultants play a process consultation role in which a holistic strategic change approach is used for more sustainable organizational development (Schein, 1999). The context of the organizations (VSC’s) is determining which approach is the best in developing the organizational capacity. But most of the time consultants use the same, mostly expert role, in consulting the organizations (Boonstra & Elving, 2009). Therefore it is not clear which approach (expert or process orientated) sport club consultants in the Netherlands use in raising the organizational capacity of VSC’s in different contexts. Methodology, research design, and data analysisThe study will be conducted from March 2017 till the end of July 2017 in the northern part of the Netherlands. In March we have started with identifying successful sport club consultants in three steps: these steps show a qualitative description of the current competences, approaches and interventions (repertoire) as seen by the sport club consultants in our target group:1) A group of experts have been gathered to formulate criteria for the competences, approaches and interventions of a successful process orientated sport club consultant. 2) The criteria from step 1 are validated by theory about organizational development and consulting of organizations. Thereafter the criteria are processed into a digital survey 3) The survey has been send to n=130 sport club consultants in the northern part of the Netherlands. 4) Based on the output of the survey, profiles will be developed of different types sport club consultants (process orientated, mediator, supporter, coach, expert) and the approaches per type of consultant. For each profile a ranking will be made based on which criteria (from step 1) the consultants meet. This ranking will be used to make a selection of successful sport club consultants to conduct research in five multiple case studies. From June on multiple case studies will be conducted in which five process consultants are working with a VSC. A case study protocol will be developed that observe the consultant in three sessions at the club. In addition interviews will be conducted with the consultant, the board of the club, and other relevant stakeholders. With a cross-case synthesis patterns will be developed in the way the consultants worked and how these approaches were interpreted and valued by the various stakeholders. Results, discussion, and implications/conclusionsIn the expected results both approaches and interventions (repertoire) of the consultant as their competences and qualities are analyzed which will result in the profiling of the active sport club consultants. We also gain insights in which approach of the sport club consultants is the most effective in raising the organizational capacity of a VSC in a given context. New insights on how consultants can successfully contribute to the sustainable organizational development of VSCs will be presented.
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Local governments, traditionally an important partner of voluntary sport clubs in the Netherlands, are increasingly influencing clubs into involvement in social projects and activities. Although it is not clear what contribution sports clubs can play in this social policy agenda, or whether this agenda carries dangers of undermining the nature and strengths of these clubs (Coalter, 2007), more and more clubs in the Netherlands try to adapt to these demands. Sport clubs are no simple implementers of local social policy, they need autonomy to translate social activities to the local context and specific characteristics of the club to be successful (Skille, 2008). The aim of this study is to gain insight in the opinions of sport club members towards this upcoming social responsibility.
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In the present chapter a status quaestionis of club-organised sport in Flanders/Belgium is presented. More precisely, the most recent and relevant data will be discussed. First, we describe the historical and societal context of sport clubs in Flanders/Belgium. Second, attention is given to the role and the position of sport clubs. Time-trend and cross-sectional data are used to give more insight on this. Third, the main features of sport clubs are presented. Here, we successively focus on the sport clubs’ structural characteristics, their sport provision, their members, their volunteers, their financial situation and the role that sport clubs see for themselves. The fourth section deals with a specific topic, in this way that we provide some data with regard to the question whether sport clubs can be considered as health promoters.
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Abstract for European Association for Sport Management conference 2015 in Dublin. The aim of this research is to gain more insight in the vitality of voluntary sport clubs in the northern part of the Netherlands, where their vitality was based on the right to exist, orientation on the future and social responsibility.
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Aim of this study is to gain more insights into conditions and approaches used by sport club consultants, affecting the vitalization process of voluntary sport clubs. This study is part of a larger research the competencies, approaches and interventions which sport club consultants need to provide support on vitalization processes in voluntary sport clubs.
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