Training tool workbook (Version 1.1)

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Table of contents

Part One

Introduction: Project Background

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Part Two

Training tool: User Guide

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Part Three

Good Governance

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Part Four

Sustainable Finance

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Part Five

Member and Volunteer engagement

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Part Six

Evaluation

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Part Seven

Tool review: Key takeaways

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Additional online resources

Some additional resources available to your organisation

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Contact Us

The SD Europe team and its network can provide your organisation with

additional advice and peer support, so get in touch!

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Part One: Introduction

Project Background

The Clubs and Supporters for Better Governance in Football (CSBGiF) project ran from

January 1st, 2016 until December 31st, 2017. One of its main objectives was to support the

development of member-run football clubs and national supporters organisation by providing

tailored and dedicated training around three themes:

● Good Governance

● Sustainable Finance

● Member and Volunteer engagement

The project’s partners and contributing organisations were:

● Cava United Football Club (Italy) ● Club de Accionariado Popular Ciudad de Murcia (Spain) ● Cork City Football Club (FORAS) (Republic of Ireland) ● Federación de Accionistas y Socios del Fútbol Español (FASFE) (Spain) ● Football Club United of Manchester (United Kingdom) ● Irish Supporters’ Network (Republic of Ireland) ● Malmö F.F. (Sweden) ● Schalke 04 (Germany) ● Svenska Fotbollssupporterunionen, SFSU (Sweden) ● Supporters in Campo (Italy) ● Unsere Kurve (Germany)

Read more information about the project, its activities, and outcomes and outputs here.

Training tool

Working with the Cooperative College, an education charity in the United Kingdom, and

based on the training modules delivered at three training events during the project itself, the

Clubs and Supporters for Better Governance in Football training tool was created in the

autumn of 2017. It has a number of objectives:

1. To enhance the long-term impact of the Clubs and Supporters for Better

Governance in Football project by making its learnings available to all member-run

clubs, supporters organisations, relevant stakeholders and the general public.

2. To ensure the training tool is dedicated to the specific needs of member-run football

clubs and supporters organisation (national and local).

3. To ensure the materials developed are practical, delivering benefit to anyone

accessing the tool and allowing participants relate the information directly to their

own organisation through a self-learning and self-paced process.

Who should use this training tool?

The training tool is available to anyone with an interest in good governance and the key

themes of the project. The information will be of particular interest to directors, board

members, staff of member organisations, the membership itself and also stakeholders

looking to gain an insight into the challenges faced by member-run clubs and national

supporters organisations.

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The tool is also a starting point in supporting the development of new and updated

resources, one of the recommendations of the Clubs and Supporters for Better

Governance in Football project’s final report. SD Europe, along with project partners, will

promote the availability of the tool on an ongoing basis.

Accessing the CSBGiF training tool

1. To gain access to the CSBGiF training tool, visit:

https://coopcollegeportal.usptools.com/login

2. Enter the Username and Password supplied in your registration email.

3. On the main welcome screen, click Your Courses.

The additional options available here, including Analyse overall performance and

View individual learner performance, will provide insight in your progress.

4. On the Your Roadmap screen, the Clubs and Supporters for Better Governance

in Football project will be available for selection. Click on the project’s heading to

access the training materials.

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5. If you are starting the course from the beginning, choose Module 1: Good

Governance. If you previously started the course, proceed to the next relevant

module.

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Part Two: User Guide

Using the workbook

In line with best practice, the project’s work was informed by a needs analysis exercise

conducted with partners by Substance. The insights gained by this work identified the most

relevant content for the project’s training events as well as the training tool.

Needs analysis: key priorities for project partners

● Encouraging members to be engaged in the democratic process ● Establishing good governance structures ● Ensuring transparency with members ● Exploring alternative sources of income ● Becoming more sustainable ● Managing the conflict between being profitable and ‘selling out’ ● Making members feel like part of the club ● Communicating with members ● Training / managing volunteers

The training tool has four modules, reflecting the project’s key themes:

1. Module 1: Good Governance: Presentations by:

● Sylvia Schenk (Transparency International Germany)

● Supporters in Campo (Italy)

● Cork City FC (Ireland)

● Schalke 04, (Germany)

● Federación de Accionistas y Socios del Fútbol Español (Spain)

2. Module 2: Sustainable Finance: Presentations by

● Pontus Hansson (Malmö FF, Sweden) ● Schalke 04 (Germany) ● Svenska Fotbollssupporterunionen (Sweden) ● Sefton Perry (Uefa) ● Dave Boyle (The Community Shares Company) ● Andy Cheshire (Community and Education Manager ● FC United of Manchester (UK)

3. Member and Volunteer engagement: Presentations by:

● Fare network and CAFE ● Malmö FF (Sweden) ● Supporters in Campo (Italy) ● Schalke 04 (Germany) ● Svenska Fotbollssupporterunionen (Sweden) ● Cork City FC and ISN (Ireland) ● FC United of Manchester (UK) ● Federación de Accionistas y Socios del Fútbol Español (Spain)

4. Evaluation: Presentations by Dr. Adam Brown (Substance)

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Each participant can work through the tool in his or her own time, using the workbook to

relate the topics directly to their own organisations and its respective strengths, weaknesses,

opportunities for improvements and threats / challenges. In this way, the workbook can also

form the basis of an improvement plan for each organisation, supporting future development

and growth.

At the end of each module, participants are asked to complete a series of multiple choice

questions, ensuring they understand key points covered within each topic. The pass mark for

the quizzes is 60%.

Using the training tool

1. On the training tool’s main landing page, four modules are listed. Click on any one of the module headings to begin that module.

2. On the next screen, choose click here to open a new window and begin the module. Note: If you use a pop up blocker on your computer, you may need to turn this off or give the training tool permission to use pop up windows in order to continue (see screenshot).

3. In the new window, choose Start learning from the beginning (screenshot 1), if this is your first time accessing the training tool. If you want to continue from where you finished previously, choose Go to the last place I visited.

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To view the module’s internal menu options, click Menu in the bottom navigation (screenshot 2). To return to the module’s starting page during the session, click Home. To exit the module completely and return to the main training tool page, click Exit.

4. Within each module, click the button to open each section of content. Note: You must open each section before you can move to the next screen.

Otherwise, you will see the following message: (Click OK to continue)

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5. At the end of each module, each participant will be asked to complete a series of

multiple-choice questions with a pass mark of at least 60% required.

6. Once you have completed the quiz, the module window will close and you will return to the training tool’s main homepage. From this screen, choose the next available module.

7. Once you have completed Module 4: Evaluation and its quiz, you will have the

opportunity to give feedback on the tool. SD Europe would welcome any comments and future recommendations that you wish to make.

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Part Three: Good Governance

The project’s first training event was held at Broadhurst Park, the home of FC United of

Manchester from June 13th to 15th, 2016. It focused on how governance can be properly

established and maintained within democratic organisations, specifically member-run clubs

and supporters organisations.

Needs analysis: key partner questions

● What are the key indicators of good governance at sporting organisations? ● How can members be better engaged in governance structures? ● What are the extents and limits of transparency? ● How can governance be affected by growth of an organisation?

Good Governance sessions:

● 1.1 Developing Good Governance (Sylvia Schenk, Transparency International Germany)

● 1.2 Good Governance & Member Engagement (Supporters in Campo, Italy) ● 1.3 Transparency (Cork City FC, Ireland) ● 1.4 Good Governance and Knowledge of Members (Schalke 04, Germany) ● 1.5 Good Governance and Growth (Fasfe, Spain)

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Exercise: 1.1 Developing Good Governance

Integrity is essential to good governance. Thinking about your organisation, what are its strengths, weaknesses, opportunities and threats in relation to governance during current day-to-day operations.

Does your organisation have a clear vision and mission statement? Is it freely available to the general public? If yes, how recently was it reviewed or updated?

How well does the board of your organisation currently uphold these values? What underpins these actions? (i.e. statues, policies, member motions)

Have your organisation’s leaders (CEO, chairman/woman, directors, voluntary leaders) received training around good governance? Who has overall responsibility to ensure a culture of good governance exists?

How well does the board of your organisation operate day-to-day? What are the biggest challenges it faces? What are the strengths of your organisations around this topic?

If a director / board member / employee / volunteer diverges away from your organisation’s values and governance principles, what process is in place to take action? Who has responsibility for this?

Exercise 1.2 Good Governance & Member Engagement

Good Governance principles and values and

Do your organisation’s statues, policies and procedures have a negative impact on member engagement in any way? (i.e. does it facilitate / encourage discussion) Can improvements be made?

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member engagement are not always natural friends. However, adhering to governance practices should not exclude members either

How does your organisation currently encourage members to get involved in governance-related activities? For example, how easy is it for members to vote at your AGM? (online voting, email voting, electronic count etc)

Can your organisation make it easier for members to actively participate in meetings (AGMs, board meetings, general meetings)? Is travel an issue? Is there a technology (video conferencing, live broadcasts) that can be used? Has your organisation considered using e-voting / voting by email?

Exercise: 1.3 Transparency

The balance between being transparent and protecting sensitive information is often a challenge for democracy organisations

How transparent is your organisation? Who decides on the limits of transparency? Has your organisation a policy about transparency and information sharing?

Has there been a discussion about transparency at the board meeting or members meeting recently? Do you advise new members and set expectations around what can be expected in terms of transparency?

Can you recall an event or discussion around transparency in your organisation? How could the response from your organisation be improved?

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Exercise: 1.4 Knowledge of Members

Knowing your members is essential in running your organisation day to day

Do you know the profile of the most typical member of your organisation? (Male/female, age, location etc) Why do people join / leave your organisation? Do their expectations change over time?

When was the last time your organisation ran a survey or canvassed members for their opinion on a matter? How often does this occur? (only when something needs to be discussed / every year at the AGM / every month)

Can you recall an event or incident where a better knowledge of your members might have helped address the issue sooner or in a more effective way? In what ways can your organisation improve its knowledge of members?

Exercise: 1.5 Good Governance and Growth

Growth is something that all democratic organisations should aspire to but how well placed is your organisation to grow sustainably?

How has your organisation responded to growth in membership over the years? Have your statues / constitution, structures, policies changed in response?

As your organisation grows, how well has it retained its original ideals and ethos? How have these changed over time? (positively or negatively)

Have emerging technologies been used to facilitate growth in your organisation? (messaging services such as WhatsApp, online payments, project management / CRM tools) Are there potential

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opportunities here?

As your organisation grows, have more resources (time/finance/people) been assigned to managing the increasing numbers of members and the new / updated actions that growth requires?

Good Governance: Rating your organisation

Thinking of your organisation and what you have learned about Good Governance, can you identify three strengths, weaknesses, opportunities and threats at present?

Strengths: 1. 2. 3.

Weaknesses: 1. 2. 3.

Opportunities: 1. 2. 3.

Threats: 1. 2. 3.

Three actions to improve good governance that your organisation can make today

1.

2.

3.

The Clubs and Supporters for Better Governance in Football training tool supports member-run clubs and national supporters organisations in tackling key issues around good governance, sustainable finance, as well as member and volunteer engagement. Further information and support is available from the SD Europe team (info@sdeurope.eu)

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Part Four: Sustainable Finance

The project’s second training event took place at the Swedbank Stadion, home of Malmö FF

in Sweden from November 25th to 26th, 2016. Good financial practices are at the heart of

every sustainable business, and football clubs and national supporters’ organisation are no

different.

Needs analysis: key partner questions

● What do we mean by financial sustainability and how can this be achieved?

● What alternative sources of finance are available for organisations that are

committed to operating in a sustainable, democratic, transparent manner?

● How can an organisation remain sustainable whilst at the same time maintaining an

ethical approach and not ‘selling out’?

● How should extra community work (for example one-off projects) be funded?

Sustainable Finance sessions

● What is Financial Sustainability? (Pontus Hansson, Malmö FF Board Member,

Sweden)

● Not Selling Out (Schalke 04, Germany; SFSU, Sweden)

● Evaluating Finance (Sefton Perry, Uefa),

● Alternative sources of finance (Dave Boyle, The Community Shares Company)

● Funding for community work (Andy Cheshire, Community and Education Manager,

FC United of Manchester, UK)

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Exercise: 2.1 What is Financial Sustainability?

Sustainable finances are a critical part of every organisation

How planned is your organisation’s budgeting process? Does it start well in advance of your financial year and have input from all relevant stakeholders and experts (board members, staff, financial director, members)?

Does your organisation have a long-term outlook on its finances and a written policy to that effect? How are discussions that involve considering short v long-term impacts informed and guided? (i.e financial policy, expert advice, member input / motions etc)

Does your organisation have a specific plan for any surplus / profit each year? How well can your organisation cope with an unexpected deficit or drop in income?

How often are members given updates about the financial position of the organisation? How can this be improved further?

Exercise: 2.2 Not Selling Out

The need for ‘Not Selling Out’ while achieving your organisation’s objectives is a fine balance and one that isn’t always easy to get right.

Is your organisation under pressure to increase financial income, but in a sustainable way? What are the driving forces behind this pressure and can they be relieved in any way? (i.e. explain your organisation’s financial priorities clearly each year)

Has your organisation a written policy or agreed position on appropriate sources of external income? (i.e. sponsorship from a particular industry) Is this something that is discussed with members?

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How is your organisation’s ethos and values protected from general commercial interests? How can this protection be strengthened?

Does your organisation have a mechanism to discuss potential new sources of income with members more generally, in case the agreement may cause a negative reaction? Who is the ‘voice’ of members and supporters, and how do they inform their decisions?

Exercise: 2.3 Evaluating Finance

Preparing annual accounts is only one step in the ongoing process of reporting on your organisation’s finances, sharing relevant information with members and tracking financial progress.

How understandable are your organisation’s financial reports for members that have little experience of accounting practices? Does your organisation use ‘plain language’ and graphics to explain information clearly and with context (i.e. budget v actual figures)?

Do members of your organisation feel they have a strong understanding of its financial position? Does your organisation try to educate members fully on financial practices to facilitate this understanding?

Has your organisation set KPIs (key performance indicators) to track its financial performance (eg % salary costs of overall costs)? Does it have a high-level overview of its financial progress over the years as well as a short-term forecast for the coming 3-5 years?

Has your organisation experienced any of the early warning signs outlined in the training tool? Are you aware of any additional indications of financial strain (e.g. does your organisation have specific times of year / events that are challenging)?

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Exercise: 2.4 Alternative Sources of Finance

Identifying alternative sources of finance outside of prize money, commercial income and gate receipts is becoming more and more important in football today.

Can crowdfunding be an alternative source of finance for specific projects within your organisation?

Does your organisation have a well-organised and experienced fundraising team? Do they work in a cohesive manner alongside your organisation’s marketing effort (i.e. tie in with your organisation’s overall message and ethos)?

Has your organisation explored alternative means of financing available to it including local, national and European grants as well as capital funding programmes for larger-scale projects?

Exercise: 2.5 Funding for community work

Funding for non-football, community-focused activities is important to identify for member-run clubs and supporters organisations

Has your organisation explored funding options for any non-football activities? What are the barriers to such exploration?

Has your organisation been able to identify the skills and / or experience needed to drive this type of fund-raising work from within your membership? Is there someone in the wider (non-football) community that may be able to help?

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What are the current barriers for your organisation in identifying and applying for such funding?

Sustainable Finance: Rating your organisation

Thinking of your organisation and what you have learned about Sustainable Finance in this training tool, can you identify three strengths, weaknesses, opportunities and threats at present?

Strengths: 1. 2. 3.

Weaknesses: 1. 2. 3.

Opportunities: 1. 2. 3.

Threats: 1. 2. 3.

Three actions to improve the financial standing of your organisation today

1.

2.

3.

The Clubs and Supporters for Better Governance in Football training tool supports member-run clubs and national supporters organisations in tackling key issues around good governance, sustainable finance, as well as member and volunteer engagement. Further information and support is available from the SD Europe team (info@sdeurope.eu)

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Part Five: Member and Volunteer engagement

The home of one of the biggest members-run clubs in the world, FC Schalke 04, hosted the

third and final training event from June 16th to June 18th, 2017. Participants heard a variety

of presentations, discussions and contributions from across Europe, the US and Africa.

Needs analysis: key partner questions

• How can organisations work in a truly inclusive way?

• How can membership be managed effectively and grown sustainably over time?

• How can members be involved in decision-making processes in an inclusive,

meaningful and effective way?

• How can organisations meet the often-challenging expectations of their members?

• What's the best way to recruit, manage and train volunteers?

Member and Volunteer engagement sessions

● Working with members and volunteers in an inclusive way (Cafe, Fare network)

● Managing membership (Malmö FF, Supporters in Campo)

● Involving members in the democratic process (Schalke 04, SFSU)

● Meeting members’ expectations (Cork City FC, ISN)

● Developing, training and managing volunteers (FC United of Manchester)

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Exercise: 3.1 Working with members and volunteers in an inclusive way

Fare Network and CAFE have established best practice in working with people in an inclusive way, and most organisations can make improvements.

Do you consider your organisation to be inclusive? Does it consistently try to appeal to people regardless of race, gender, disability or any other attribute that can be perceived as different?

Have your members discussed being an open, inclusive organisation for the benefit of everyone in society?

How accessible are your stadiums or venues? Does your football club have a named Disability Access Officer (DAO)?

Exercise: 3.2 Managing membership

Managing your membership and getting members as involved as possible in activities is an ongoing challenge

How well do you understand your membership? What motivates them to join? How do you promote becoming a member, and can you improve that ‘message’ and how it’s communicated?

How well are the administration tasks around your membership organised? Are more resources (people, technology, finance) needed to make it more efficient?

How much of your organisation’s time (i.e. by board members, volunteers) is spent engaging fully with members? Is there a policy or specific person / working group focused on improving this approach?

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Consider the Pros and Cons of Supporters in Campo’s ‘consensus’ approach. How would it work in your organisation? Are there lessons to learn from its emphasis on discussion and collaboration?

Exercise: 3.3 Involving members in the democratic process

Involving members in core activities is critical to your organisation’s long-term sustainability and success

How does your organisation encourage members to get involved day to day? Is this work supported by your statues or an engagement policy / strategy?

How is your organisation structured? Are there formal / informal working groups? How can a new member, willing to offer time and expertise, get involved?

What are the challenges in getting members more involved? Are clear expectations set out from the beginning of a project and monitored and reported throughout?

Are there specific ways your organisation can get more members involved? Is this something your organisation struggles with? How can members be encouraged to become more active?

Exercise: 3.4: Meeting members’ expectations

One of the biggest challenges for members organisations is setting and meeting members’

How well does your organisation set expectations around its objectives? How often are these objectives set and evaluated in terms of success?

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expectations on an ongoing basis

How does your organisation ‘sell’ membership to non-members? Is there one effective ‘hook’ that encourages most people to join? When was this message last reviewed and updated?

How often does the organisation communicate with members about its objectives, either short or long term? Do members have an input into these objectives? Is there a report on how these objectives were met or not met?

Exercise: 3.5 Developing, training and managing volunteers

Most member organisations could not function without input and regular contributions from volunteers.

Does your organisation dedicate enough resources (time, finance, people) to recruiting, managing and looking after volunteers? What are your biggest challenges around this issue?

How does your organisation recognise the efforts of volunteers? Do you have a policy or strategy for working with volunteers? Is there a contact point or a grievance procedure in place for any unhappy volunteer?

Volunteers bring a huge amount of benefit to an organisation but also some challenges. What are the issues currently faced by your organisation and how can they be tackled?

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Member and Volunteer engagement: Rating your organisation

Thinking of your organisation and what you have learned about engaging with members and volunteers as part of this training tool, can you identify three strengths, weaknesses, opportunities and threats at present?

Strengths: 1. 2. 3.

Weaknesses: 1. 2. 3.

Opportunities: 1. 2. 3.

Threats: 1. 2. 3.

Three actions to improve your organisation’s engagement with members and volunteers that can be taken today

1.

2.

3.

The Clubs and Supporters for Better Governance in Football training tool supports member-run clubs and national supporters organisations in tackling key issues around good governance, sustainable finance, as well as member and volunteer engagement. Further information and support is available from the SD Europe team (info@sdeurope.eu)

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Part Six: Evaluation

The importance of evaluating your organisation’s activities was a topic touched on

throughout the two-year project and is critically important to any development plan. In terms

of measuring impacts and outcomes, evaluation needs to be planned properly in advance

and conducted on a regular basis.

Evaluation sessions

● What is evaluation?

● Why is evaluation important?

● Evaluation: what to look out for

Exercise: 4 Evaluation

Measuring the impact of your organisation’s work is essential, particularly when deciding to increase or, perhaps, reduce the resources available

Does your organisation formally evaluate any aspect of its work at the moment?

What specific areas of your organisation’s work would benefit from having better measurements, data and a regular report as to its success or failure?

Having completed the module, can you identify three basic elements of evaluation work that your organisation can start / improve on straight away?

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Part Seven: Tool review - key takeaways

Each theme of the project sought to answer a series of key questions that were highlighted

by partners at the beginning of the work. On completion of the training tool and the

workbook, each participant should be able to consider and answer the following questions,

and discuss how they relate to their own organisation.

Good Governance

• What are the key indicators of good governance at sporting organisations?

• How can members be better engaged in governance structures?

• What are the extents and limits of transparency?

• How can governance be affected by growth of an organisation?

Sustainable Finance

• What do we mean by financial sustainability and how can this be achieved?

• What alternative sources of finance are available for organisations that are

committed to operating in a sustainable, democratic, transparent manner?

• How can an organisation remain sustainable whilst at the same time maintaining an

ethical approach and not ‘selling out’?

• How should extra community work (for example one-off projects) be funded?

Member and Volunteer engagement

• How can organisations work in a truly inclusive way?

• How can membership be managed effectively and grown sustainably over time?

• How can members be involved in decision-making processes in an inclusive,

meaningful and effective way?

• How can organisations meet the often-challenging expectations of their members?

• What's the best way to recruit, manage and train volunteers?

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Additional Resources

Bringing together member-run football clubs and national supporters organisation from six

countries, the project had made a number of additional resources available:

Reports, pictures and additional resources from the three training events are available from

the SD Europe website:

http://www.sdeurope.eu/clubs-supporters-better-governance-football-training-events/

Reports, pictures and additional resources from the 17 transnational exchange visits are

available from the SD Europe website:

http://www.sdeurope.eu/clubs-supporters-better-governance-football-exchange-visits/

An Interim Report from the Clubs and Supporters for Better Governance in Football

project is available online: http://www.sdeurope.eu/knowledge-base/interim-report-

substance/

A Final Evaluation Report from the Clubs and Supporters for Better Governance in

Football project is available online:

http://www.sdeurope.eu/knowledge-base/csbgif-final-evaluation-report-substance/

A 20-page project report, containing a summary of the project’s objectives, activities, outputs

and outcomes, as well as a series of recommendations, has been published in five

languages:

English: https://www.sdeurope.eu/knowledge-base/csbgif-project-report-english/

German: https://www.sdeurope.eu/knowledge-base/csbgif-project-report-german/

French: https://www.sdeurope.eu/knowledge-base/csbgif-project-report-french/

Italian: https://www.sdeurope.eu/knowledge-base/csbgif-project-report-italian/

Spanish: https://www.sdeurope.eu/knowledge-base/csbgif-project-report-spanish/

Any future project-related resources will be added to the SD Europe website:

https://www.sdeurope.eu/resources/

Further resources from Fare network are available from the organisation’s website:

http://farenet.org/

Further resources from CAFE are available from their Resources section on their website:

http://www.cafefootball.eu/

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SD Europe: Getting In Touch

SD Europe has supported the need for meaningful supporter involvement in the running of

football clubs and the sustainable development of the game as a whole across Europe since

2007.

Active in 38 countries across Europe, we represent grassroots and national supporters

organisations, as well as amateur and professional member-run football clubs. We also

support the implementation of the supporter liaison officer (SLO) licensing requirement on

behalf of Uefa.

If you would like to discuss your organisation’s development with a member of the SD

Europe team or with like-minded clubs and supporters organisations from across Europe,

get in touch today.

Website: http://www.sdeurope.eu

Email: info@sdeurope.eu

Twitter: https://twitter.com/sdeurope07

Facebook: https://www.facebook.com/SDEurope07/