Guidance: Community Asset Transfers

The Scottish FA have published a guide detailing how clubs could potentially benefit from Community Asset Transfers.

As the document states:

‘With the advent of the Community Empowerment (Scotland) Act 2015, the opportunities for clubs and community organisations to undertake long-term leases and acquire facilities through ‘Community Asset Transfer’ will continue to increase over the coming years. This process will present many clubs and community based organisations with great opportunities to put down permanent roots and further develop their football plans with the comfort of security of tenure of their site.’

Many clubs in Scotland may be considering applying for Community Asset Transfers from properly constituted groups which councils are obligated to consider and this guide provides a lot of very useful information about the process and includes readiness tools which clubs can use to self-examine their capacity for an asset transfer.

It’s important to note that ownership of assets such as pitches are not a panacea and indeed could be a liability rather than an asset if not managed properly. Between every application will need to be a community engagement strategy, proper and correct governance and a sound business and club development plan.

If you’re considering a CAT, we’d love to hear from you and see how we can help you along the way – particularly around the incorporation of your organisation (giving it a legal entity capable of taking ownership of an asset and offering limited liability for its members) and the raising of capital necessary for renovations and developments.




Blog: You Can’t Improve What You Don’t Measure

‘It is better to be roughly right than precisely wrong.’ – John Maynard Keynes
Last year, I attended a two day training course on ‘Social Return on Investment’ (SROI). SROI is a process through which you can determine an approximate (this is important to note) financial value of the social and community work delivered relative to resources you’ve invested (often money).
The process through which a number is determined is somewhat complex and is based on a number of factors including how you rank values such as dignity, confidence and social cohesion against items which have a monetary value.
I will have been the bug bear of the class with the amount of questions I had about the process. Indeed, it is a difficult concept to get your head around when you’ve only worked with hard numbers and facts (such as we – OK, maybe just me – have become trained to do through funders’ requirements) especially when assumptions have to be made within the process.
Sure enough, each participant worked through the calculations and arrived at a monetary value for the outputs the activities had produced, which could then be compared against the cost of the financial input. See below for a sport related example which looks at the role of sport in creating change:
As the diagram shows – for every £1 invested, the programme was paying out £1.91 in ‘social value’.
Further more, the report stated:
“Sport and exercise prevent or reduce physical and mental health problems and save on health care costs. Furthermore, it found evidence that sports participation improves pro-social behaviour and reduces crime and anti-social behaviour, particularly for young men; promotes bonding social capital and collective action, particularly volunteering; and has a positive effect on educational outcomes, including psychological and cognitive benefits and educational attainment. There is also evidence of a positive relationship between sport participation and subjective wellbeing i.e. life satisfaction or happiness for individuals.”
These outputs have been reflected within the end number through the contribution and savings made on healthcare treatment through increased physical activity and social inclusion.
With the rise of ‘sport for change’ (see the next blog on Club Development for more) and with clubs across Scotland capable of contributing towards some of Scotland’s biggest societial issues (particularly around healthcare), clubs may wish to closer examine their role and impact within their communities through the production of such a report.
It’s worth noting that SROI is not the only form of social reporting, nor is it perfect. The end number can always be debated in some form (especially on account of the assumptions that will have be made by the reporter and there will a lack of consistency across every report in how the end number was calculated) and the amount of time required by a member of staff to gather and analyse the required impact data can feel prohibitive.  However, that said, one phrase from the training session has stuck with me and ultimately inspired me to write this blog:
“It is better to be roughly right than exactly wrong”.
Despite its imperfections, the more we know – the more we can improve. The process doesn’t just help organisations understand their benefit, but also whether there is any displacement or unintended consequences arising through their activities while further connecting and increasing the engagement between deliverer and service user.
We’re keen to support clubs through what can be a complicated process and are looking to undertake a couple of case studies with clubs that are delivering grassroots community led work. If you’d like to benefit from some free professional support through this, please do contact us at Club Development Scotland. 
By Andrew Jenkin
Head of Club Development Scotland

BLOG: Create Fans, Not Customers

My girlfriend’s Mum bought me a bottle of Brewdog’s 5AM Saint as a stocking filler for Christmas. I’d never really fancied myself as much as a craft beer drinker, often preferring my more ‘safe’ (or bland if you like) larger, however I soon realised I’d been missing out.

A couple of days after losing my Brewdog virginity, I was out book shopping with my Dad when I came across ‘Business for Punks’, written by James Watt, co-founder of Brewdog. I’d heard about some of their stunts and took the book as an opportunity to find out a bit more about their story, ethos and approach to business.

I quickly realised this was not your average ‘Business Management’ book – but a much bolder statement about how you should approach your business. Although packed with interesting insights into all aspects of management, the line that still stands out for me was ‘Create Fans, Not Customers’. It’s something I’ve been dwelling upon ever since.

If you just want to sell a product, you’ll offer promotions and incentives to lure customers in. It might work once or twice, but unless you’ve really sold the customer on you and why you exist within those exchanges, they won’t care about going back to you. And that’s fine for one off purchases, but if you’re in a sector where you’ll rely upon repeat business – your time and effort will be better spent in telling people what it is about your organisation that is better, or rather, why they should care about you – speaking to people on a deeper level.

If you’re looking to start a business to make money, the chances are, your business has already failed. So start a mission (or a revolution!), not a business.  Even if you’ve got a great product, or a good price – someone will come along and do it better than you, and they’ll do it sooner rather than later. Instead, the most successful companies will focus upon ‘why’ rather than ‘what’ they’re doing. Perhaps the best example of this is the Apple iPod. Although it arrived just under 2 years later than the first MP3 player, it’s tagline was ‘1000 songs in your pocket’, instantly more relatable than the Creative Zen’s (remember them?!) ‘5GB MP3 Player’ (I had zero understanding of much 5GB was at the time of release). Apple have successfully sold on their ‘mission’ (to think differently) and with it developed a raft of fans that are prepared to physically queue up and wait for the release of new products and pay extra for the privilege. Not only this, fans will actively promote your product and will be ambassador for your organisation.

Focus on what it is about your business that makes you different (and ideally, better). You need to sell a customer on your mission, rather than your product. The same ethos applies to clubs – although it’s a slightly harder sell for professional clubs – as we all know you often don’t ‘pick’ a club and it’s for life rather than just for a ‘one-off purchase’. Let’s be honest though, most (not all) clubs are just companies that use supporters’ loyalty to their financial advantage – rather than considering what is it that separates them from the pack and how to gain new fans.

Perhaps the best examples of how clubs have successfully approached this is by really selling (and committing to) what they’re preaching. FC United have told the story of how they’re member owned and operate on a democratic basis. People know about the commitment of Dulwich Hamlet to use football and the clubs’ fan base as a vehicle to help less fortunate people. If you’re reading this and wondering what your mission is – you started in the wrong place!

Successful business have put values at the core of your business/organisation and whatever your club, you should too. You can use the hedgehog concept to do it (see below or Jim Collin’s ‘Good to Great’ for more information on this – it all applies to sport clubs). Of course, you should be flexible and examine opportunities as and when they arise, but make your mission wide enough that you can pursue these opportunities without straying from your mission.


I always used to think of team strategy days that examined values and missions as fluffy stuff that didn’t really matter (and were generally a waste of time), however I’ve now learned to appreciate the value in having a team of people committed to (and understanding) the mission. If your colleagues don’t subscribe to your mission and values  – you need to get them ‘off the bus’ and get the right people ‘on the bus’ before you’ll start to make headway with what you’re aspiring to do.

With Club Development, our mission is to support sport clubs clubs at all levels in fulfilling their social and community value and that win for everyone – not just a few. Our aim is that people will want to use our services because we deliver a quality niche service and they believe in Supporters Direct and what we stand for.

The reason I now am willing to pay extra for a bottle of Punk IPA over a Stella or San Miguel, is because I’ve become a fan of Brewdog and their approach to business and their commitment to tasty beer. I’ve become a fan, not just a customer.


Written by Andrew Jenkin, Head of Supporters Direct Scotland. Visit Club Development Scotland for more information on Club Development’s services.