The "Preparation Skills" That Facilitate Collaboration with Local Government
When you are involved in the operation of a comprehensive community sports club, interaction with local government is unavoidable. Grant applications, project collaboration, and hearings on regional issues—these are all essential elements for the growth of a club. On the other hand, I often hear people say that "collaboration with local government is difficult" or "we are not on the same page."
So, what are the skills necessary to facilitate smooth collaboration with local government?
I believe it is "preparation skills."
The preparation skills I am referring to here are not simply about being quick to prepare or organizing documents.
It is the ability to understand the issues that the local government is facing and to deliver feasible proposals from an angle that the other party has not anticipated.
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■ Precisely because local government is an "organization that finds it difficult to make decisions"
Local government is a cautious organization.
This is not about avoiding responsibility, but rather,
it is natural given the nature of "handling public funds" and "protecting the interests of all citizens."
That is why clubs need to be conscious of the following two points.
1. Show it with numbers
Local government cannot act on "it's kind of good."
Estimated number of participants, data showing regional issues, cost-effectiveness, ripple effects—
By organizing and communicating numbers and evidence, it becomes easier for government officials to take action.
2. Propose a set that includes feasibility
Passion alone, saying "We want to do this kind of project!" will not move things forward.
When local government officials see a project proposal, they always think about the following:
・What is the budget?
・What about personnel?
・What is the schedule?
・What are the cooperating organizations?
・Is there regional understanding?
Bring in a proposal with these questions already answered.
In other words, "preparation skills" means "setting the stage so that it is easy for the local government to say OK."
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■ Proposing from an unanticipated angle
Local government officials deal with many organizations on a daily basis.
That is why they are used to seeing standard proposals.
Therefore, what is required is
"an angle that the government official has not anticipated."
For example—
• Regarding the "decline in children's physical strength," which is a challenge for the local government,
→ Show a new approach: Rhythm Jump x Local Festival Planning
• Regarding "health promotion for the elderly,"
→ Propose a mechanism to create interaction through intergenerational sports (Mölkky, sports tag, etc.)
• Regarding the "weakening of local communities,"
→ Launch a "multi-generational joint sports day" based at the club
By combining the local government's issues with the club's areas of expertise in this way,
the proposal becomes one that the local government can also feel is "I see, this is interesting" or "We can support this direction."
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■ Instead of complaining, create a "mechanism for constructive discussion"
When you are on the front lines of community sports, there are times when complaints inevitably arise.
• The local government is slow to act
• When the person in charge changes, the discussion is reset
• Procedures are complicated
However, complaining will not change the situation.
Rather, what is important is to create a mechanism ourselves where complaints do not arise.
For example—
• Share the agenda before the meeting
• Clarify the points that need to be decided in one meeting
• Standardize the rules for communication methods (email, LINE, documents)
• Keep records on our end so that information is passed on even if the person in charge changes
These are small things, but they have a big effect on collaboration with local government.
If we proceed with good preparation, the local government will also get on board.
As a result, a flow that creates constructive discussion will be established.
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■ Ultimately, "personality" moves everything
And finally, what I feel is most important.
It is,
"becoming a person who is attractive and can address the needs of others."
Local government is also ultimately moved by "people."
Local government naturally wants to cooperate with people who are thorough in their work, honest, keep their promises, and respect others.
Conversely, if you are late with documents, have an arrogant attitude, or are unprepared—
with that kind of attitude, no matter how good your proposal is, it will not move forward.
Preparation skills are actually the ability to build trust as a person.
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■ The "form of collaboration" that Rapport Sports Club aims for
Rapport Sports Club aims to create a place where people from children to the elderly in the community can connect through sports.
Instead of opposing the local government,
we solve the local government's problems with the power of the club.
What is necessary for that is preparation skills, and
I believe this is an essential ability for comprehensive community sports clubs from now on.
🕊️ Rapport Sports Club
People connect. Smiles spread.
Create another "place to belong" within the community.
✳️ At Rapport Sports Club,
we are active with the goal of being a "club that is close to the community and connected by trust."
In this note, I will deliver the reality of community development through sports, little by little every day.
📅 Let's think together about the relationship between sports and the community again tomorrow.
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