LIFECYCLE PHASE 5: MODEL CLUB (>5% of Clubs)

05/28/2025 | David Newbery | IYSL Position Statement, Podcast

Phase 5 represents the pinnacle of growth for a youth sports club: the Model Club stage. This is where operational excellence, cultural maturity, and long-term sustainability converge. Clubs in this phase are deeply embedded in their communities, professionally led, and strategically agile. Their systems are sophisticated yet flexible, their leadership collaborative, and their reputation a magnet for talent and opportunity. But reaching the summit is not the end of the journeyâ€”itâ€™s a call to preserve, adapt, and innovate. Complacency, generational leadership shifts, or market disruption can threaten even the most successful clubs. Maintaining Phase 5 status requires both vigilance and vision.

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Critical Factors of Phase 5

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	Cross-functional, team-based leadership replaces rigid hierarchies.	The board functions strategically, while staff teams lead operational execution through collaboration and shared accountability.
2 Right People in the Right Leadership Seats	Executives are highly specialized, with deep domain expertise and broad leadership acumen.	Roles are well-defined, but leaders are flexible, embracing mentorship and collective problem-solving.
3 Staffing Structure	Clubs operate with a highly professional staff supported by volunteers. Roles are tailored to evolving priorities.	Middle managers are empowered but may need growth paths to stay engaged.
4 Strategic Planning	Strategic planning is continuous and adaptive.	The vision permeates daily decision-making, and all stakeholdersâ€”from board to front-line staffâ€”contribute to its evolution.
5 Operational Planning	Systems are integrated and responsive.	Real-time data informs decision-making, and teams adjust quickly to changing member needs or environmental shifts.
6 Revenue Portfolio	Funding is diversified and stable, with income from investments, registration, sponsorships, events, grants, merchandise, and philanthropy.	Reinvestment strategies align with long-term goals.
7 Administrative Structure	Processes are streamlined, and systems promote cohesion, innovation, and member-centric service.	Technology enables collaboration, transparency, and agile workflows.
8 Facilities Access	The club typically owns or has long-term rights to high-quality facilities.	Facility use aligns with program needs, brand identity, and long-term financial planning.
9 Program Oversight	Programs are regularly evaluated for quality, impact, and innovation.	Directors are accountable for alignment with strategic goals and member satisfaction.
10 Community Connection	Member engagement is authentic and sustained.	Feedback loops are strong, brand loyalty is high, and the club is viewed as a pillar of the community.

POTENTIAL CRISIS POINTS TO BE AWARE OF AT PHASE 5

Loss of Innovation
- Success breeds routine. Risk of clinging to â€œwhatâ€™s worked.â€
Leadership Stagnation
- Long-serving leaders may block new perspectives.
- Generational transitions are not planned or managed.
Complacency in Systems
- Well-oiled systems become bureaucratic.
- Flexibility and responsiveness decrease.
Burnout or Turnover
- High-performing staff burn out from sustained expectations.
- Succession plans may not be in place.
Disconnect Between Legacy and Relevance
- Club identity becomes tied to past success.
- Younger generations seek different engagement.
Decline in Community Responsiveness
- Feedback loops weaken as confidence increases.
- Member concerns take longer to surface and address.
Erosion of Shared Purpose
- Teams focus on preserving the past rather than shaping the future.

HOW TO MAINTAIN PHASE 5 PERFORMANCE

Foster a Culture of Reflection and Renewal
- Schedule regular retreats, reflection sessions, or sabbaticals.
- Encourage leadership and staff to step back and reset.
Invest in Leadership Development
- Offer coaching, peer networks, and advanced training.
- Rotate managers through new roles to stimulate growth.
Simplify Systems Without Losing Accountability
- Remove outdated processes.
- Prioritize flexible, team-based execution.
Champion Cross-Team Collaboration
- Assign interdisciplinary teams to address new challenges.
- Celebrate collective accomplishments.
Embed Innovation in Everyday Work
- Create time and space for experimentation.
- Invite members and staff to submit new ideas regularly.
Revisit Strategic Plan Annually
- Integrate new market data, community feedback, and technology trends.
- Align plans with emerging opportunities.
Nurture Staff Engagement
- Align roles with individual strengths and aspirations.
- Promote recognition and growth within the organization.
Reinforce Community Ties
- Expand outreach to underserved groups.
- Host legacy events that reinforce shared history and future vision.
Ensure Board and Staff Alignment
- Regularly review leadership composition and responsibilities.
- Promote open, trust-based communication across levels.
Anticipate and Prepare for Transition
- Build a leadership bench.
- Use reflective groups or â€œinnovation labsâ€ to incubate next-generation ideas.

SUMMARY

Reaching Phase 5 is a remarkable achievementâ€”but staying there demands foresight, humility, and continuous improvement. Clubs at this level are the standard bearers of youth sports, modeling whatâ€™s possible when leadership, systems, and community engagement align. But excellence must be renewed, not assumed. The most successful clubs remain open to change, curious about the future, and committed to growthâ€”not just in numbers, but in culture, impact, and innovation. They donâ€™t just rest on their legacy. They build it, every day.

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.