Mother organisations

What is a mother organisation?

Also referred to as a parent organisation, this is one that doesn't offer physical activity opportunities, but owns and manages facilities that multiple sports clubs use.

Members are required to join the mother organisation as well as their own specific sports club.

Membership to the mother organisation may be free. If membership fees are paid directly to the mother organisation, it may then allocate the funds to the specific club(s) being joined.

Further attributes may include:

The mother organisation and each club being legally structured independently with their own governing documents.

The mother organisation and each club having their own decision-making body/committee and independent control of their own organisation.

Each organisation having their own financial management and reporting procedures, including individual accounts and bank accounts, which require multiple signatories from unrelated, non-cohabiting individuals who are responsible for running each club.

The mother organisation having a usage agreement or lease in place with the clubs that use their facilities.

The mother organisation and individual clubs being likely to have their own names and logos.

Challenges of running a mother organisation

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:
Read more
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.
Hide
Smaller sections of the multi-sport club do not feel heard or feel they have an influence over decision-making processes.

Possible solution:
Read more
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.
Hide
Conflicts arise between sections due to competing priorities, needs, and resource implications.

Possible solution:
Read more
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.
Hide
Different sports have different NGBs and associated affiliation and accreditation schemes.

Possible solution:
Read more
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.
Hide
There are conflicts between paid and voluntary staff.

Possible solution:
Read more
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.
Hide
There are no clear communication channels between those responsible for running the organisation and other sections or sports.

Possible solution:
Read more
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.
Hide

Finances

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

Possible solution:
Read more
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.
Hide
How any surplus generated is distributed across the different sections or sport when there are competing needs across each.

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

Possible solution:
Read more
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.
Hide
How to manage differences in financial processes between different sections or sports.

Possible solution:
Read more
Each individual club should have their own financial processes and procedures.
Hide
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.
Read more Hide

Facilities

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

Possible solution:
Read more
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.
Hide
How to work out conflicts in usage requirements from different sections or sports who share a space.

Possible solution:
Read more
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.
Hide
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:
Read more
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.
Hide
There are issues with maintaining hygiene and cleanliness standards with different sections sharing facilities.

Possible solution:
Read more
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.
Hide

Mother organisations

Chapters in this topic

What is a mother organisation?

Sign up to our newsletter