LIFECYCLE PHASE 1: FORMATION (20% of Clubs)

04/11/2025 | David Newbery | IYSL Position Statement, Podcast

Phase 1, Formation phase, is characterized by the early development of a youth sports organization. This stage is primarily fueled by the passion and energy of the founder(s), who aim to address immediate community needs through sports programs. Although enthusiasm and creativity are high, structural and operational limitations are significant barriers to progression.

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Critical Factors of Phase 1

There are 10 Critical Factors structured according to their influence on a club’s progression along the lifecycle, beginning with the most critical factors. Leadership Structure, the cornerstone of organizational success, is presented first due to its profound impact on shaping the trajectory of a youth sports club. This is a clear hierarchy to guide clubs in understanding where initial efforts will have the greatest overall effect.

1 Leadership Structure	Informal governance predominantly driven by founders.	Decision-making lacks formalized roles, relying heavily on founders’ vision and immediate needs.
2 Right People in the Right Leadership Seats	Minimal relevant youth sports leadership specialization.	Decision-making processes are reactive rather than strategic.
3 Staffing Structure	Predominantly volunteer-based, with minimal or no paid positions in leadership roles.	Founders and volunteers frequently juggle multiple responsibilities and the club is not their full time employment
4 Strategic Planning	Absence of formal strategic planning.	Goals are short-term and arise organically, reflecting immediate operational requirements.
5 Operational Planning	Minimal formal systems.	Basic scheduling, communication, and coordination handled informally.
6 Revenue Portfolio	Heavy reliance on a single revenue source, typically membership or player fees.	Limited financial resilience in the event of an unforeseen issue, exposing the organization to risk.
7 Administrative Structure	Informal and reliant on a few volunteers.	Operational systems (registration, scheduling, finance) are rudimentary and inconsistent.
8 Facilities Access	Limited or inconsistent access to facilities â€“ it is unlikely the club receives priority from the facility owners.	Reliance on rented or shared spaces with little scheduling control.
9 Program Oversight	Minimal formal oversight: programs and teams managed at the local level by the coach and team managers.	Absence of evaluation processes or quality controls.
10 Community Connection	Strong grassroots engagement built on personal relationships and informal networks.	Limited structured outreach or marketing efforts.

LIMITATIONS AND BARRIERS TO PROGRESSION TO PHASE 2

Somes clubs remain stuck in Phase 1. The passion that launched the club becomes the very thing that holds it back. As growth begins, informal systems and founder-driven leadership start to break down. Here are the most common barriers:

Money becomes a constraint, not a tool for growth.

Founder Control

One person makes most decisions.

Tasks arenâ€™t delegated.

New leaders arenâ€™t trusted or empowered.

No Clear Structure

Roles and responsibilities are unclear.

No formal board or staff positions.

Communication becomes messy as the club grows.

Always in â€œSurvival Modeâ€

Leaders focus only on todayâ€™s problems.

Thereâ€™s no time for long-term planning.

Everything feels urgent, and nothing feels strategic.

Volunteer Overload

Founders and helpers wear too many hats.

Burnout becomes common.

New volunteers struggle to find their place.

Internal Conflicts

People argue over who gets to decide.

Frustration builds due to lack of process.

Growth slows because thereâ€™s no alignment.

No Systems or Tools

The club still runs on spreadsheets and text messages.

Scheduling, registration, and budgeting are all reactive.

Mistakes happen more often as numbers grow.

Limited Revenue Strategy

The club relies on one income sourceâ€”usually player fees.

No plan exists for sponsorship, fundraising, or diversification.

RECOMMENDATIONS FOR PROGRESSING TO PHASE 2

Progress requires structure, delegation, and a shift from reactive to strategic thinking. Clubs must evolve beyond founder-driven energy to sustainable systems. The following steps can support that transition:

Strengthen communication. Keep families informed. Begin branding your club in the community.

Define leadership roles. Clearly assign responsibilities to avoid confusion and reduce dependency on one person.

Hire or appoint an operational lead. This person should manage day-to-day tasks and allow founders to focus on vision.

Let go of control. Founders must trust others to lead and avoid micromanaging every decision.

Create a basic strategic plan. Set goals for the next 12â€“24 months. Focus on stability, growth, and core values.

Start regular planning meetings. Establish a rhythm. Keep them short and focused.

Document operational tasks. Make sure others can step in when needed.

Clarify team roles. Make sure volunteers and staff know whatâ€™s expected of them.

Resolve early team tensions. Talk through disagreements. Build shared understanding and trust.

Introduce simple systems. Use registration tools, budgeting templates, and program schedules.

Diversify revenue streams. Add fundraising events, tournaments, sponsorships, and grant opportunities.

Secure consistent facility access. Negotiate agreements or partnerships with schools and community spaces â€“ offer to partially fund facility upgrades and maintenance for priority use.

Add oversight to programs. Start evaluating quality and consistency. Support coaches with basic guidance.

SUMMARY

Phase 1 represents the critical foundation-building stage for youth sports clubs. While marked by energy and enthusiasm, the transition to a more structured and sustainable organization (Phase 2) requires deliberate changes in leadership, strategic direction, revenue diversification, and operational systems. By addressing these foundational elements, clubs can position themselves effectively for continued growth and sustained success.

BEST PRACTICE ANALYSIS

Benchmarking against the Institute for Youth Sports Leaders 60 best practices, provides a critical appreciation of the club’s performance. The data aligns with the Youth Club Lifecycle. Awareness is an essential first step, and aligning key stakeholders with these insights fosters a shared understanding of the clubâ€™s position and future goals. This clarity equips leadership with the data necessary to make informed decisions, helping to strategically plan for growth, overcome challenges, and progress to the next phase of development. Clubs receive a report that identifies performance strengths and weaknesses (gaps), correlated to 7 critical departments and 19 key roles.