The SATSport model: An applied and adaptive approach to grassroot sport organisations’ governance arrangements

Following on from the emergence of political (World Bank, 1989) and corporate governance (Cadbury, 1992) in the late 1980s and early 1990s there is a growing interest in the importance of applied and evidence-based approaches that help grassroots sport organisations establish appropriate and effective governance arrangements. The current interest in the topic of governance derives from the increasing challenges and expectations confronting the sport sector since the 1990s. Sport organisations are today at the centre of an ecosystem of performance demands and social innovation which require them to set strategies and provide activities or services that meet the high expectations of a diverse range of stakeholders. This ‘new’ and evolving role requires sport organisations, especially those operating at grassroots levels, to find forms of governance that are socially oriented, responsible and responsive and that are directly mindful of the demand for services that today’s citizens direct toward the sport system. Researchers had previously identified the value of exploring good governance specific to the non-profit sector, and in particular the distinct context of informal sport organisations and small community clubs. By way of endorsement for such policy interest and academic endeavour, Hoye et al. (2015) had previously identified the importance of exploring good governance specific to the non-profit sector, but more importantly, as suggested by Taylor et al. (2015), mindful of the unique features of sport. In the same vein, it was highlighted that informal sport organisations and small community clubs, arguably the true grassroots, appear not to be accounted for in a realistic and practical way in current governance arrangements (Hoye et al., 2015). There is, in particular, further scope for the use of research and evidence-based approaches to guide the formulation of governance arrangements. Governance is, however, a complex process wherein research is one of many contributing factors, such as political and social factors, the interest of stakeholders and the availability of resources. In this light, it is important that governance is informed by evidenced-based approaches that take into consideration the influence of all the above-mentioned contributing factors. In addition, it is essential to gain a better understanding of the processes and main features – or typology – that characterise the governance context of grassroots sport organisations. There is, also, the need to define a framework – or model – to guide the activity in this area and identify principles that can orient and inform organisational endeavour. Finally, there is the necessity to validate tools – and reflect on the underpinning theories and body of knowledge – that can help grassroots sport organisations frame and react to the notable challenges and innovations confronting the sector at European level. The chapter describes the contextual typology and conceptual development of a new model known as SATSport (Self-Assessment Tool for Sport Governance) which provides a practical and pragmatic framework for effective governance in grassroots sport organisations. The chapter also reflects on the application and appraisal of the model at an international organisation and European sport level and the implications for future governance understanding and, in particular, leadership practice.