Game, set and match between club and coach

Tuesday 5 March 2013

With the tennis industry becoming increasingly commercial, greater emphasis needs to be placed on fostering healthy club-coach relationships.

Research shows the most successful tennis facilities are those where there is a strong mutual respect between club and coach with the coach placing themselves at the heart of club activities. At the same time coaches need to be able to operate a successful business and as professional business people, be appropriately remunerated for their services.

Evidence suggests that clubs that enjoy a wide variety of services offered by a qualified coach have a positive impact on the growth of the club.

However, even with the best intentions, disputes can sometimes arise between club committees and coaches. A contract gives both parties the opportunity to resolve issues and should identify clearly steps to be taken to rectify disputes. Without a contract, both parties could find themselves in a vulnerable position.

Here is a checklist of some of the aspects to consider before entering into a contract:

1. Job Title and Description
This usually covers the job title, description as to the role of the coach within the club and responsibilities.

2. Place of Work
The location where the coach will work. This may not just be at one club and may involve school visits.

3. Hours of Work
The coach’s hours and also any additional hours if the club reasonably requests. There needs to be consideration regarding other private coaching outside the contract with the club.

4. Salary/Retainer
Will the coach be self employed or not, when payment is made and which party is responsible for national insurance and any deductions?

5. Expenses
Will the club reimburse the coach work-related expenses?

6. Insurances/Third Party Liability/CRB requirements
Who is responsible for insurance, including third party and public liability covering the coaches permitted/designated coaching activities, courts and equipment? The coach should also be clear as to responsibility of CRB checks.

7. Restrictive Covenants  
A club will wish to protect confidential and commercial information belonging to the club or its members. Also to prevent a coach from working at a competing club for a set period of time and within a defined geographical area once they have left the club. Other restrictions include attempts to encourage other coaches, members or players to leave and work with the coach or at the coach’s new club.

8. Restrictions on Sponsorship.
The club may require the coach to use only equipment or clothing supplied by the club sponsor and not their own personal choice or personal sponsor.

9. Particulars of Employment
The agreed terms between the club and the coach should be fully and comprehensively covered and included in a contact.