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Governance of small sports clubs in New Zealand: existing structures, processes and potential models

Research Archive

Governance of small sports clubs in New Zealand: existing structures, processes and potential models

Hill, Simon
Type: Dissertation
Permalink: https://hdl.handle.net/10182/7378
Originally published: 2016 by Lincoln University
Keywords: capability; human resource; governance; sports clubs; community recreation; policy analysis; policy integration
Fields of Research: 150404 Sport and Leisure Management; 150310 Organisation and Management Theory

Abstract:

Sports clubs are one of the dominant sports delivery mechanisms in New Zealand, yet despite this, they have received remarkably little attention in the academic literature. This study aims to fill that gap through a case study investigation of the governance structures and processes used by four small sports clubs in New Zealand. Drawing on a case study approach utilising interviews and documentary evidence, the study found that small sports clubs in New Zealand are mostly governed, managed and operated by a group of dedicated volunteers elected or appointed to the committee by their fellow members. The governance structures that small clubs operate within has evolved from the historical ‘kitchen table’ method of operation to a hybrid model of multiple governance models and ideas. Unexpectedly, the study found that these ideas have in most cases come from the knowledge volunteers bring to the committee table, or borrowed from other clubs that are deemed successful, as opposed to utilising well documented models such as Carver's (2006) Policy Governance Model or Sport New Zealand’s The Nine Steps to Effective Governance (Sport New Zealand, 2014). Both of these resources advocate for a clear separation between governance duties, including the employment of the CEO, strategic planning and decisions over major capital expenses, and management, encompassing day-to-day operations, management of staff, business plans and purchases. However, the data collected suggests that small sports clubs are not resourced to initiate the separation of duties Carver (2006) and Sport New Zealand (2014) suggest, even though volunteer committee members in this research paper range from five to eighteen people. Instead, the clubs appear to have (unknowingly) adopted aspects of alternative models such as Mowbray's (2011) ‘third team’ approach, and Bradshaw's (2009) ‘contingency theory’. The study concludes that although there is increased pressure for clubs to professionalise their practise, there are no appropriate best practise models or methods of governance available to small sports clubs. Despite this, this study demonstrates that clubs have developed potentially successful governance systems.

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