Centrally managed bodies

What is a centrally managed body?

This is where one club offers more than one sport or activity. Attributes may include:

The organisation having one legal structure and one governing document outlining how it’s run.

A single decision-making body/committee being responsible for running the club, including the management of its finances, facilities, and compliance with any legal or national governing body specific requirements.

Having one set of financial accounts which are agreed by the club’s decision-making body/committee. Accounts should be reported as required depending on the legal structure of the club.

The club may have a central bank account where all funds are paid into, and all expenses are paid out off, or several bank accounts all in the name of the managing body.

Where there is more than one bank account, parameters on all expenditure should be agreed and processes should be in place to accurately report finances for annual accounting.

All bank accounts should require multiple signatories to authorise payments, which will include non-related, non-cohabiting, members of the decision-making body/committee.

All bank accounts should be regularly monitored at decision-making body or committee meetings.

Membership being to the club rather than the specific sports or sections. However, there may be different membership options, including some for individual sports, a package for all sports or social membership.

For example, a club offering football and cricket may offer a football membership, a cricket membership, or a dual membership for both sports.

All playing members having the same rights or equal voting rights at the AGM, regardless of the sports or activities they participate in, as set out in the club's governing document.

The different sports or activities being typically played under the same name and sharing a club logo.

Challenges of running a centrally managed body

The key challenges multi-sport clubs face often link back to their governance and management, finances, and facilities.

The following section explores these challenges in more detail and provides possible solutions for organisations to address them.

Addressing these challenges can take time but will help clubs to ensure that they can take advantage of the benefits good multi-sport clubs enjoy.

Governance

Our decision-making processes are complicated and unclear.

Possible solution:
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Each individual club will have their own decision-making processes that follow good governance practices.

All decisions are made in a way that aligns with the individual governing document and Terms of Reference for each club. They are recorded via meeting minutes.

Decision-making processes and minutes should be made available to all members to help ensure transparency.
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Smaller sections of the multi-sport club do not feel heard or feel they have an influence over decision-making processes.

Possible solution:
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Ensure each individual club is set up with its own legal structure and governing document so they have their own decision-making processes.

Have clear communication channels. Ensure each individual club regularly engages with the asset-owning organisation. Hold regular meetings with all clubs that use the same facility, chaired by the asset-owning organisation.
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Conflicts arise between sections due to competing priorities, needs, and resource implications.

Possible solution:
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Each individual club will have their own priorities and development needs. These will be addressed based on their own available resources.

Asset-owning organisations are encouraged to engage with facility users and wider partners during the production of any business or development plans.
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Different sports have different NGBs and associated affiliation and accreditation schemes.

Possible solution:
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Each individual club is responsible for meeting the requirements of affiliation and accreditation of their own NGB.

The asset-owning organisation asks facility users to evidence that they’ve met NGB affiliation and accreditation requirements.
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There are conflicts between paid and voluntary staff.

Possible solution:
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Each individual club has responsibility to resolve any conflicts between paid staff and volunteers.

Each club should have clearly defined roles, tasks and responsibilities for any paid staff and volunteers.

Where possible, break volunteers’ roles into tasks to reduce the ask on volunteers.

Set time aside for reviews/appraisals with your volunteers and paid staff, and act on any feedback.
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There are no clear communication channels between those responsible for running the organisation and other sections or sports.

Possible solution:
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Clear lines of communication are in place between each club and the asset-owning organisation.

A central point of contact exists, and all organisations know who to raise any concerns or issues with.
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Finances

How to determine the levels of financial contribution required from different sections or sports.

Possible solution:
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As each club is operated on an individual basis, contributions to different sections or sports are not required.

Each clubs agree fees for the use of facilities and any associated terms and conditions of use with the facility providers.
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How any surplus generated is distributed across the different sections or sport when there are competing needs across each.

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Each club uses any surplus for their own needs, which are set out within a club-specific business or development plan.
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How to create and manage contributions to a sinking fund to cover the cost of replacing/renewing key capital items and equipment.

Possible solution:
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Each club has their own sinking fund to cover the costs of replacing any equipment.

Clubs within a mother structure that hire facilities are unlikely to need to contribute towards a sinking fund.

Where leases or longer-term arrangements exist, contributions to a sinking fund are likely to be by prior agreement with the venue owner.
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How to manage differences in financial processes between different sections or sports.

Possible solution:
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Each individual club should have their own financial processes and procedures.
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There are different insurance requirements for different sports.

Each individual club will be responsible for meeting their own insurance requirements.

Facility providers may request copies of this before granting access to a facility.
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Facilities

Agreeing who’s responsible for maintaining facilities and covering the cost of these.

Possible solution:
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An agreed maintenance schedule (including ancillary and parking facilities) is in place and there are requirements in place for each sport or section to maintain the facilities used.

If this is the responsibility of the overarching umbrella organisation, each sport or section may contribute towards the upkeep of the facilities they use based on occupancy and levels of use.

The maintenance schedule ensures that all facilities are adequately maintained, particularly during peak times, and any repair works are carried out during the off-season.
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How to work out conflicts in usage requirements from different sections or sports who share a space.

Possible solution:
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A programme of use is agreed based on seasonal requirements. Users alternate usage as required.

This is agreed as early as possible so that any leagues and competitive bodies are informed, and fixtures are amended as required.
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Some sports have a higher occupancy level and generate more revenue than others. How can we work with operators to ensure all sports have equal opportunities to access their spaces?

Possible solution:
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Where possible, make block bookings and agree a rate for the use of any facilities prior to using them.

It can be beneficial to book external facilities, that are not owned by the centrally managed body, in the name of the multi-sport club rather than individual section, to help avoid variations in fees.
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There are issues with maintaining hygiene and cleanliness standards with different sections sharing facilities.

Possible solution:
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A code of conduct is agreed and covers cleanliness standards and behaviour when using shared facilities.

The terms of usage and codes of conduct are shared across all sports and sections and are readily available to access.

A disciplinary policy and process is in place and put into use if issues continue to arise and ensure that all users are aware of this.
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Centrally managed bodies

Chapters in this topic

What is a centrally managed body?

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