Clubmark

Running a club takes vision and drive and having the right people in decision-making positions is fundamental to the future success of your club.

Plan for the future of the club, for example; development plan (needs analysis, SWOT analysis, action plan, etc)

The club has a transparent constitution with a dissolution clause and clear purpose in line with England Hockey recommendations (for example constitution document, website link to constitution etc)

The club has an appropriate level of insurance, purchased through the England Hockey Membership + scheme.

The club is governed by a committee who face regular election, following which they meet regularly, with decision making recorded and communicated to members (for example committee meetings, minutes of meetings, AGMs, etc). The club committee is structured based on the requirements, skills and diversity of the club, with at least 3 members unrelated or non-cohabiting. Conflicts of interests are recognised & managed by the chair and recorded (for example open election at AGMs, website links, meeting minutes, Chairperson agreement etc). Please add AGM minutes showing election of officers and AGM Notice showing committee positions are advertised

The club has a specific bank account with two independent signatories or suitable online banking requirements. Accounts are independently reviewed annually and made available to members (for example online banking, Treasurers reports, website links, etc)

AWAITING: Independent Review statement

The club has adopted England Hockey Safeguard, Equality Policy and Spirit of Hockey. As a minimum a copy of the committee minutes adopting all 3 policies must be provided.

AWAITING: find minutes for Safeguarding and Equality. Or adopt again at next meeting.

The club delivers sessions in a safe environment that complies with legal requirements (for example completed paperwork – site and session assessments, etc) Please provide completed risk assessment for the facility (or all facilities if more than one venue used) and a completed session risk assessment, including for a junior session if relevant. Evidence of clubs injury procedures and reporting .

AWAITING: Example completed risk assessment

The club has an inclusive, accessible, clear and varied membership offer and evidence of who the clubs members and volunteers are. (for example membership form, website link etc) Evidence that your data is GDPR compliant

The volunteering landscape and behaviour have changed, with many people having less time and willingness to commit. Therefore, creating a culture within your club which supports, appreciates and values volunteers is vital. 

Workforce provision reviewed against EH guidance on appropriate workforce (for example, coaching needs analysis and provision, officiating and volunteers). Please provide either a completed club people planner or your club's own document identifying current and future workforce provision which shows the current workforce has the correct qualifications/CPD(s), valid DBS, safeguarding course, first aid and time to listen course.

Please evidence that your club is actively using DBS system and that all the current workforce that require one have a valid DBS by adding your club people planner or club's own safeguarding document with information on your workforce's current DBS status.

Please provide either a completed club people planner or your club's own document identifying current and future workforce provision which shows the current workforce has the correct qualifications/CPD(s), valid DBS, safeguarding course, first aid and time to listen course.

See Safeguarding Tracker document attached above (see Recruitment).

Induction for new workforce (coaches/volunteers) around policies and procedures. Key roles are communicated and understood. (for example e-newsletters, communications, minutes, signed agreements, etc) Please provide a diagram/table to show the key roles and main tasks for each one, and what your club's induction process is for new volunteers.

Many players do not want to play every week but are happy to play at any time of the year. They want opportunities that provide good experiences but are also local enough to allow room for other interests and commitments.

The club provides a variety of playing opportunities. As a minimum clubs must provide 2 pieces of evidence showing what ways to play your club offers members and potential members (for example, website links, adverts, communications).

A fundamental requirement for hockey is access to long term, appropriate, and sustainable facilities.

This is a new requirement for ClubMark. WHC did not submit a response to this question in the last ClubMark assessment.

How is the club ensuring it has a healthy and financially sustainable business model for the pitch such that it can be relayed before it starts to degrade?

We believe we have financially stable business model for the astro pitch:

• When the first astro pitch was built in 2004, a separate company (WPAL) was set up to manage and maintain the astro pitch. WPAL is owned 90% by the Club (and 10% by Phoenix, the umbrella sports club).  
• As well as VAT advantages, the main purpose of establishing WPAL was to create a sinking fund from commercial pitch hire charges – both from the Club and 3rd parties.  
• The hockey club pays WPAL to use the pitch for all matches and training, funded from member match fees and membership fees. 
• Having WPAL and the sinking fund financially separate from the Club also removes the temptation for the Club to “dip into” the sinking fund if times get tough.  
• WPAL successfully re-laid the pitch in 2019, paid for from the sinking fund.  
• The sinking fund is on track to re-lay the pitch in around 2029.  
• Meanwhile the sub-lease of the land from Phoenix is being extended by 40 years, giving long term surety of access to the pitch.  

The Club has planning permission approved to build a second pitch next to the existing one. WPAL has undertaken some car park works in summer 2025 as part of the second pitch plan. This secures the planning permission indefinitely, for when we are ready to progress the second pitch project.

The friendly, welcoming and social culture of the sport should not be taken for granted and needs to be worked on so that it is reflected in all aspects of club life. It is fundamental for making new members feel welcome and for keeping existing members actively involved and happy.

The club has an appropriate form of communication to all its members – this should include evidence of communication (for example club management system, emails, social media). As a mimumim clubs must provide 2 pieces of evidence showing communication to members.

Note that the policies page includes our Communications & Social Media policy.

Feedback from our research strongly shows that members want their club to be an integral part of the local community. For many, membership of their hockey club was a key way to connect with their local community and feel part of the place in which they live.

Actively encourages new members.As a minimum clubs must provide 2 pieces of evidence that shows they have tried to connect with their local community e.g. via social media, website, flyers, letters to schools, community events.

Providing the opportunity for people in your club to have the chance to develop their skills not only benefits the club but can also benefit the individual and make their experience with the club more rewarding. To do this effectively clubs need to understand people at an individual level and understand what opportunities are available for them, both within the club and externally, through wider hockey structures such as the Talent System or England Hockey training and development opportunities.  

Committed to develop all people within the club that wish to advance, including players, coaches, officials, leaders etc (for example, via communication of development opportunities, sharing of performance and development pathways). Minimum of 2 pieces of evidence that coaching and umpiring courses/opportunities have been shared with members.If your club has juniors, please provide one piece of evidence to show that the talent pathway information has been shared with juniors/parents/carers