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UFOLEP Governance Strategy for Grassroot Sport Development in France

Learn about UFOLEP's mission to promote popular sports, its financial model, and strategies for sustainable growth, focusing on good governance at the grassroots level. Explore the association's relation to public authorities, financial management, competences of board members, and accountability measures. Discover UFOLEP's efforts to diversify resources and improve transparency in the sport sector.

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UFOLEP Governance Strategy for Grassroot Sport Development in France

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  1. Governance in UFOLEP Good Governance on Grassroot Sport Kick-off meeting, 26th January 2012, Slovenia

  2. Presentation of the UFOLEP • Born in 1928 • Aim : To set up a popular and civic form of practising sport and physical activities • 100 different activities, 10 000 associations and 400 000 members • National, regional and local (each « departement ») representation = professionals (200) and volunteers (35 000)

  3. 1) Relations to public authorities : UFOLEP • In France, the state rules on many aspects of the sport institutions : delegation of power, organisation, statutoryrules, trainings, regulations of activities… • UFOLEP is a sport federationrecognized by the Sport Ministry. Thusitreceivesfinancial support and humanresources: • Financial support = 25% of UFOLEP’s budget • 11 officers (5 at the national level, 6 on the local level) • Financial support : • Multiannual agreement (Olympic cycle) • Annualnegotiationeachyear to takeintoaccount the prioritiesof the Ministry AND of the federation

  4. 1) Relations to public authorities : financial support • State 10 % Local Authorities : 90 % (average for the french sport movement) National level : financial support from the Sport Ministry • State support through a specific structure « CNDS » • Municipalities Local representations Associations • State support through a specific structure « CNDS » • Local Authorities

  5. 2) Financial management : Facts • 2 main resources : • Member’scontributions (70%) • Financial support from state and local authorities (25%) • Privatesector (sponsoring, patronage…): • « Sport for All » getsverylittle support • Priority : competition and high-performance sports • Public sector’s subsidies are decreasing  Weneed to diversifyourresources

  6. 2) Financial management : Options Start sellingour services to local authorities and people (holidays, trainings…) •  need to adapt our federal structure (private sector rules on taxes, etc.) Developour « Sport&Health » sector • Reason : Healthinsurancecompanies are gettinginterested in the sport sector •  A priority of the UFOLEP for the nextolympiad (2013-2016)

  7. 3) Competences of board members • Majority are seniors (60 years and men’s) • Necessary to findyoung and women • A possibiltywith a new device « civic service » and « junior association » • we propose formation’s new project’s about « sport-health », findpartnership • necessary to organize the relationshipbetweenprofessionnals and volunteers

  8. 4) Accountability and Transparency of sport associations • Each association have treasurer • State contrôle • Independantistfinancialchecking (whenyoureceive state subsidize)

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