FanNation - The Republic of Sport

To support the decline of officials and coaches at the grassroots recreational level I suggest that a basic set of guidelines is implemented within every sport. Currently an important impacting factor on recruitment and retention of coaches and officials within local Netball competitions is due to individuals being too busy. My moral knowledge supports this, as since 2003 I have witnessed a vast number of coaches and officials resign from their duties. Cieslak and Pastore, also support this as they indicate that work balance and conditions are important in relation to retention rates (2004). Therefore to recruit and retain volunteers in grassroots Netball it is essential that managerial strategies such as making duties smaller, easier, more flexible, and providing collective responsibility and leadership are implement to assist in time management for volunteers. (Merrill, 2000).

Volunteers often are recognised as the ???glue that makes or breaks a sporting event??? (Graham.S, Goldblatt.J.J, Delpy.L 1995); they are an important component of sport especially at a grassroots level, as it was through volunteerism that sport in Australia was established via the ???kitchen table approach??? (Lynch & Veal 2006).
The decrease in the numbers of officials and volunteers is a relative issue which management needs to address; if such trends continue, the sporting environment as it is now will cease to exist as resources are not available in order to fund recreational sport to the same degree. By implementing strategies and programs which build a sense of value and appreciation within the volunteers, while fulfilling the needs of this group by inclusively and good conditions (Ceislak & Pastore 2004).
Managers need to apply strategies which build the level of enthusiasm and involvement of these volunteers through leadership programs, and providing basic training and resources. Clear communication with supervisors is essential and a level of responsibility within the volunteers should to build so they feel needed and apart of the sport, club or event. Such strategies are necessary in recruitment, and retention as a valued volunteer who is fulfilled in the role they hold are likely to not leave.

Sport Rage via lack of respect for, and abuse of officials, significantly contribute to the decline of officials (Australian Sports Commission, 2003). Due to this commitment for official???s struggles due to the hassles involved such as abuse & retention. Training needs to be advanced for dealing with the trauma of abuse can be used (Cuskelly & Hoye, 2004). The implementation of the ???Sports Need You??? based on females is great, because the pathway for female officials is easier and retention levels are low (Cieslak & Pastore, 2004). Recognition of officiating in terms of building an stronger image should be used (Cieslak & Pastore, 2004), lower levels of abuse via athletes and coaches should be used to ensure good working environment for officials and flexibility for officials should be used depending on their availability (Cuskelly & Hoye, 2004). To conclude, change in recommendations to allow a better working environment for officials will help retention & recruitment.

The main reason I believe behind the retention of volunteers within the last 10 years, is due to the change in social fabrication whereby people live much busier lives due to such things as work commitments etc. and have less time set aside for leisure. Cieslak & Pastore, 2004 emphasise this as they explain that work balance and conditions being highest of the three retention factors. Another factor which I find to be contributing particularly within Australia is the large cultural diversity and array of sports available. With the introduction of new sports eg.basketball within the last few decades parents of children may not be familiar with all the rules of a sport that there child is playing at the grass roots level and therefore distant themselves from it. My own personal experience was when I played soccer at a young age and my father had been brought up around Australian Football.
Therefore managers need to develop and apply appropriate strategies which educate and build the level of enthusiasm, so as to increase the chances of some form of involvement.

Officials such as coaches, referees and administrators of sport especially at amateur/ grassroot and semi-professional levels are a key component in ensuring the successful administration of a sport (Australian Sports Commission, 2003). Managerial strategies must be put in place by sporting organisations to ensure that the number of officials increase, however the Australian Sports Commission present statistics which demonstrate that the number of officials are decreasing. For official numbers to increase sporting organisations need to implement managerial strategies which first recruit officials than second retain officials. Cieslak and Pastore 2004, demonstrate how successful recruitment can be achieved through workshops such as the ???sports need you??? workshop. Cieslak and Pastore???s 2004 findings, suggested that once recruited managerial stratagies need to ensure that officials have a high level of work balance, friendly working conditions free of issues such as harassment and provide high levels of inclusivity to ensure their services are retained.

As stated in Cieslak and Pastore???s (2004) report I believe the most important factor in volunteer retention is work balance and conditions. This mean the condition of them coaching and assisting within the club need to be enjoyable and inviting. The club or organisation cannot make it too difficult to organize teams to compete or coaches and managers will be turned off assisting at the club. For example throughout my soccer competition this season it was very disorganized as management was trying to implicate a new website, and a new way to organize and record players. This made it very difficult for coaches to know who was playing whom and how the competition tables were looking. So the final point to take from this is a well organised club/ competition will assist in retaining coaches and volunteers.

With the current climate in Australian sports at all levels, there is simply no incentive for people to volunteer their time to officiate or coach at the grassroots level. Professional officials are scrutinised and victimised by national press, and grassroots officials are abused and often assaulted by spectators and parents, which is becoming an increasing trend (Cuskelly and Hoye, 2004). In these circumstances, volunteering to coach or officiate does not become an inviting prospect, as it falls far short of satisfying the major retention factors, particularly that of Work Balance and Conditions (Cieslak and Pastore, 2004). In order to combat falling retention rates, sporting organisations must develop a framework for volunteers, which clearly outlines their roles, and develops an outlet for them to communicate with each other and those throughout the organisation, whilst allowing them the flexibility required to do what is required of them.

Cieslak and Pastore's (2004) study "sought to determine which retention strategies are most important to females and males in coaching and administrative positions" and what this study revealed was that each subgroup rated Work Balance and Conditions the most important of the three retention factors. In terms of implementing an appropriate managerial strategy, I believe our focus should be to create an opportunity in which officials, coaches, administrators and volunteers at the grassroots level can feel that there is a balance and enjoyable working and behavioural conditions in assisting the club/sport. Cuskelly and Hoye (2004) suggested some ways in which we could address this focus 1."sports should consider adopting more flexible approach to rostering of officials" 2.update the facilities and resources available to sport officials at the grassroots level 3.decrease the workload of current officials. By implementing such stategies, utlizing the Utilitarian Principle and creating an environment in which the individual feels more at ease, comfortable and enjoys the conditions of grassroots recreation I believe that it could possibly lead to an increase in numbers of retention.

The survey conducted by the ASC (2002) found alarming results indicating over three quarters of respondents have witnessed abuse of sports officials. It???s no wonder there is strong decline in the retention of people in such positions. However, these are not the only reasons why they leave. Inglis et al???s retention survey is a useful tool in determining how to retain coaches, officials and administrators. Cuskelly and Hoye (2004) made several recommendations, which clubs and their governing bodies can adopt. I believe the key strategies to reverse current conditions include, adopting a ???tougher stance on abuse???, ???de-accreditation for coaches who repeatedly abuse officials???. If revenue is available, it should be spent on providing ???adequate resources for officials??? and appreciation shown through ???formal recognition schemes???. My moral knowledge and development indicates that parents and many others, take vast amounts of time out of their schedules to take on such volunteer roles. Hence, they deserve to have ???positive work environments??? (Cieslak and Pastore, 2004) where the most important factors in retention of them, are being fulfilled.

The legacy of sport in this country has been based on the high levels of volunteerism in both grassroots and professional sport. While the decrease in volunteerism in sport can be linked to many issues including the rise in sport rage, the long running amateurism of organizations and decreased leisure time it is important to understand that without the support of volunteers many sport and recreation organizations and competitions will decline or cease to exist. Cieslak & Pastore (2004) suggest that implementing strategies that increase levels of ownership and enthusiasm among volunteers, and that work balance and good working conditions are the areas that are valued most highly. Managers could achieve this through a flexible approach to rostering officials, updated facilities and resources and a decreased workload (Cuskelly and Hoye, 2004). Training workshops such as ???Sport Needs You??? described in the study may also be effective.

Volunteers have always been an integral part of sport especially those participating at the grassroots level (Cuskelly and Hoye, 2004). As shown in Cieslak and Pastore???s 2004 recommendations, one of the reasons for the drop in volunteer retention rates can be put down to the poor working conditions they experience. I can support this statement through the knowledge I gained from watching a friend???s soccer match, the referee who volunteered freely was constantly abused by the crowd and shown no gratitude or respect whatsoever. Its examples like this that leads to volunteers walking away from sporting events.

Some managerial strategies that could be implemented are an increase in resources and assistance available for volunteers; this would help with flexibility and make tasks a lot easier for volunteers through increasing reliability (Cuskelly and Hoye, 2004). Also an increase in incentives for volunteers, such as uniform souvenirs and certificates. It is also important that volunteers gain a great deal of support and direction from supervisors to ensure they are going in the right direction.

What is essential in retaining sport officials and coaches in grass roots sports is that we fulfil the psychological needs of those volunteering their time. This would require the strategy of work balance and conditions to be implemented as a priority (Cieslak & Pastore, 2004). Inadequate support services provided to athletic directors and coaches is reflected by Cuskelly & Hoye (2004), as resources are disproportionately allocated by NSO's & SSO's. Cieslak & Pastore revealed that the importance of work balance and conditions rated higher than the levels of fulfilment thus being neglected by managerial personnel.

In addition to Cieslak & Pastore's research, Cuskelly & Hoye specified that a tougher stance on abuse is an important strategy in grassroots sport as 78% of surveys have observed abuse directed towards officials hence drawing on the need for stricter policies of Sport Rage. Curbing abuse against officials would see less of a decline of officials as there is less chance of suffering abuse from parents, players and coaches.

The most appropriate strategy, based on Cieslak and Pastore???s (2004) recommendations would be to a) conduct educational workshops, and increase the number of positions available in order to increase recruitment and b) focus on improving the fulfillment of volunteers??? work balance and conditions for retention (as this was the highest retention factor). Some factors to focus on include providing adequate resources (human, financial and otherwise), good communication, and adequate time in which to complete tasks so that a balance between work (although voluntary) and leisure can be obtained.
Further research will allow grassroots staff to have better knowledge of recruitment and retention of volunteers, but Cieslak and Pastore (2004) provide a good start with the above stated managerial strategy.

Without volunteers, sport at any level (be it parents coaching or refereeing their kids on a Saturday morning, or thousands of volunteers at an Olympic Games) would simply not take place. This is why it is critical that volunteers get the respect and treatment they deserve to keep them involved in the sporting organisation.
Inglis, Danylchuk, and Pastore???s 1996 retention model, which consisted of three factors being Work balance and working conditions, recognition and collegial support, and inclusivity all affect a volunteer???s perception on helping out. Creating equal working conditions for all volunteers (whether male or female) would be one way to ensure a volunteer would return. Another way to ensure volunteers return would be for each club or organisation to have an award on presentation night rewarding a particular person who has performed some outstanding service. This recognition would make the volunteers feel worthwhile and want to return in the future.
Cuskelly & Hoye (2004) also specified a tougher stance on abuse is an important strategy in sport at the grass root level as nearly 80% of those surveyed observed abuse directed towards officials. This indicates the policies or punishments in place concerning violence are not severe enough, and increasing these may help the retention of volunteers.
These managerial strategies may not stop all of the volunteers leaving each season, but would certainly limit the decline in participation.

Sport in Australia would not be able to cope without the much needed help given by volunteers at the professional and grassroots level. The reason for lower retention is due to people???s attitudes that show a low level of respect towards volunteers. An example of this would be junior referees in Rugby League, who give there time to help but in return, are heckled and humiliated while helping the sporting community.
A strategy to assist in retention would be to adopt the retention model and questionnaire, which consists of the three factors (work balance and conditions, recognition and collegial support) suggested by Cieslak and Pastore, 2004. The model would ensure a safer and more balanced volunteer experience, greater respect and authority towards individuals, as well full support from volunteer colleagues and the community.

From cieslaks and pastore's studies (2004) the most important factors to be covered for volunteers to be satisfied and fulfilled in their roles are work balance and conditions, recognition and support, and inclusivity. Based on these factors a setup with adequate conditions where volunteers are not abused or mistreated as what is known to happen in sport (ie referees) and implementing tougher penalties on those who do abuse officials as suggested by cuskelly and hoye (2004), clubs rewarding and honouring volunteers (free club gear, benefits from sponsors etc), and a say in how the club is run by them having a vote on the board among other responsibilities. Overall, well treated and appreciated volunteers are more likely to be retained rather than what is currently common of the abused and overworked people in most sports.

Sport in Australia relies on volunteers for it to succeed an example is the Sydney 2000 Olympics in which the success of the games was based around the number and attitude of the volunteers. However since the games there has been a decline in the numbers of people volunteering (ASC, 2002) which has been blamed on a number of reasons such as poor leadership, and abuse received. Therefore I believe that the most appropriate strategy to implement based on Cieslak and Pastore (2004) recommendations would be to i) conduct workshops and educate the volunteers, which could lead to the volunteer feeling important and apart of the event, and ii) improve the fulfillment levels of the volunteers, thus making them once again feel apart of the event. Along with harsher penalties against any person caught abusing a volunteer. (Cuskelly, Hoye, 2004)

As described by the Australian Sports Commission, the ???goal of volunteer retention is to develop a sense of organisational commitment amongst volunteers???. I believe the study undertaken by Cieslak and Pastore confirms this through the responses given by the ???females and males in coaching and athletic administrative positions???. Based on the study, I would ensure volunteers at the grassroots level have the ability to be involved in all aspects of the sporting organisation. This allows their specific needs to be meet (eg. adequate support staff) through ???Good communication within the work environment??? Cieslak and Pastore (2004), and hopefully lead to a higher retention rate as they become more committed. My personal experience (moral knowledge) of organised sport confirms the findings of Cieslak and Pastore that coaches and volunteers retention rates were based on ???work balance and conditions???. There were so many times coaches quit because they were unable to attend training sessions which could only be held directly after school.

I believe that the main reasons for the decline in coaches and officials at the grassroots level are the abuse and harassment that both these people receive from the parents and spectators of the competing children.
The most important factor to come from Cieslak and Pastore???s (2004) recommendations in volunteer retention is work balance and conditions. This means making the job of an official, coach or volunteer more inviting. This could be done by giving these people more of a say in how the club is run. Also some sort of penalty or punishment should be implemented on spectators who become abusive towards the officials and coaches.

At the grassroot level, coaches, officials and administrators are more so volunteers, which indicates they have volunteered out of their own time to help organise the sport. With the ever present decline in volunteerism it is becoming evident of the need for strategies for retention, because without volunteers, sports at the grassroot level would cease to operate.
Cieslak and Pastore (2004) propose three strategies to improve retention; Work Balance and Conditions, Adequate support staff and Adequate support resources. From these three the most appropriate managerial strategy should be a combination of the three i believe adopting a better communication system and provide approriate resources; human, financial and educational can help retain the best volunteers for future support.