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The Internal Environment

Factors in the internal environment are factors or qualities of the organisation itself. They are to some extent controllable and changeable by the organisation through planning and management processes. Specific areas of the strategic plan may be be aimed at improving these organisation qualities and thereby positioning the organisation to take advantage of any opportunities that arise for growth and development.

Table 1: Factors in the internal environment and their affect on sport and recreation organisations
Factor Influence on the sport/recreation organisation
Staff attitudes The attitudes of employees and/or voluntary workers towards the organisation is a key factor. Negative attitudes can severely impact on the organisation's ability to implement strategies for development despite however thorough the planning processes.
Assets It takes time for organisations to acquire assets such as equipment, vehicles, buildings and intellectual property. Organisations that are relatively young usually have to battle up hill to acquire such assets and may be unable to implement key strategies until they do. For example, a club without a headquarters may be limited in the types of events it can stage.
Participation numbers The number of members or participants is often an important factor. Organisations that have few members or participants tend to have greater difficulty in acquiring funding from government or commercial sponsorships. They have less people to derive income from in the form of membership fees, event revenues, fundraising schemes and sales of merchandising.
Skills of the organisation's people Organisations are limited by the knowledge, experience and capability of its own people. In a sport and recreation organisation this might include administrators, coaches, referees, fundraisers and participants. For this reason the provision of continual opportunities for training and education all categories of participants is seen as an essential task.
Finance Finance is a factor in its own right. Despite however good other internal factors may be, it is possible for an organisation too short of cash to implement strategies within the strategic plan, even if only on a temporary basis.
Structure Organisations may be impeded by their structure, constitution and forms of governance. Democratic structures that allow and value a diversity of opinion are more likely to be able to embrace changes needed. The typical management committee structure, that is a President, Secretary, Treasurer and Ordinary Committee Members, tends to place responsibility on too few people. Newer management structures that include roles as function managers or co-ordinators, for example Event Co-ordinator, Promotions Co-ordinator and Coaching Co-ordinator, may be more able to effectively implement strategies.

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