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This research measures organizational capacity and organizational ambition in nonprofit and voluntary sports clubs. The organizational capacity dimensions of Hall et al.'s (The capacity to serve: A qualitative study of the challenges facing Canada's nonprofit and voluntary organizations, 2003) multidimensional framework are completed with corresponding dimensions reflecting organizational ambition, and the human resources dimension is further detailed.Each dimension is adapted to be applicable in a sports clubs setting, resulting in the following organizational ambition and capacity dimensions: human resources (board, coaches, volunteers, youth coaches), accommodation, management, financing, and external orientation. Data obtained from a sample of 585 Flemish sports clubs were analyzed using exploratory factor analysis, revealing five types of sports clubs that are labeled 'ambition,' 'coaches,' 'volunteers,' 'management,' and 'accommodation deficiency.' The findings support the use of a multidimensional framework based on the dimensions organizational capacity and organizational ambition, and the usefulness of distinguishing among four types of volunteers.Resume Les présentes recherches mesurent la capacité et l'ambition organisationnelles dans les clubs de sport à but non lucratif et bénévoles. Les dimensions de la capacité organisationnelle du cadre multidimensionnel de Hall et al. (2003) sont complétées par des dimensions correspondantes qui reflètent l'ambition des organisations, et la dimension des ressources humaines est décrite plus en détail. Chaque dimension est adaptée pour être applicable dans le cadre d'un club sportif, entraînant les dimensions d'ambition et de capacité organisationnelles suivantes: ressources humaines (conseil d'administration, entraîneurs, bénévoles, entraîneurs des jeunes), hébergement, gestion, financement et orientation externe. Les données obtenues à partir d'un échantillon de 585 clubs sportifs flamands ont été analysées à l'aide d'une analyse factorielle exploratoire, révélant cinq types de clubs sportifs intitulés «ambition» , «entraîneurs» , «bénévoles» , «gestion» et «hébergement insuffisant». Les résultats soutiennent l'utilisation d'un cadre multidimensionnel basé sur la capacité organisationnelle des dimensions et l'ambition de l'organisation, ainsi que l'utilité de distinguer quatre types de bénévoles.Zusammenfassung Im Zuge dieser Forschungsarbeit werden die organisatorische Kapazität und die organisatorische Ambition in gemeinnützigen und ehrenamtlichen Sportvereinen gemessen. Die organisatorischen Kapazitätsdimensionen des multidimensionalen Rahmens gemäß Hall et al. (2003) werden durch entsprechende Dimensionen ergänzt, die die organisatorische Ambition reflektieren, und es wird im Einzelnen auf die Dimension der menschlichen Ressourcen eingegangen. Jede Dimension wird entsprechend angepasst, um auf Sportvereine Anwendung zu finden, was zu folgenden organisatorischen Ambitions-und Kapazitätsdimensionen führt: menschliche Ressourcen (Vorstand, Trainer, ehrenamtlich...

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BackgroundRecent research has illustrated the need for cross-sector partnerships to tackle multidimensional problems such as health inequalities and sport and physical activity promotion. Capacity building is based on partnerships and has demonstrated effectiveness in tackling these multidimensional problems. This study aims to explain how cross-sector partnerships build capacity at the practitioner, organisational and partnership levels. The subject of this study is a community sport program (CSP) that aims to increase sport participation rates and physical activity levels.MethodsThe study examined multiple cases in four disadvantaged communities in Antwerp, Belgium where the CSP was implemented. Forty-four face-to-face interviews were held with leaders from sport, social, health, culture and youth organisations that collaborated with the CSP.ResultsThirteen elements of cross-sector partnerships were identified as critical to building capacity at each of the different levels. These include: process evaluation, trust, mutuality, policy support, partner complementarity and fit, diversity of activities and period of collaboration-time. Trust in turn was fostered by a longer period of collaboration-time, better personal contact, clearer coordination and an external focus. Policy support was developed by support of partners and establishing clear metrics of success.ConclusionInsight into the key elements of cross-sector partnerships that build capacity is given and several practical recommendations are suggested for practitioners and policy makers.

Community networks are a promising instrument for the implementation of evidence-based policies. However, determinants of both formation and management of partnerships influence the implementation success. During partnership formation, special attention should be given to partnership motives while social skills are of utmost importance for the management.