The Volunteer Crisis in UK Pickleball: Why Clubs Must Start Succession Planning

The Volunteer Problem: Why UK Pickleball Clubs Need Succession Planning

On a rainy Tuesday evening in Yorkshire, a handful of volunteers arrive an hour early to tape out temporary court lines, set up nets, and check that new paddles are ready for beginners. They’ll stay after everyone has gone home to sweep the floor, re-pack the gear cupboard, and chase the overdue hall invoice. Without them, the club would not run at all. Across the UK, this quiet reliance on a small circle of dedicated volunteers is the foundation of local pickleball. But cracks are beginning to show.

As pickleball participation grows across England, many local clubs find themselves operating at full capacity. Waiting lists are growing. Venues are under pressure. And yet, most of the day-to-day management—coordinating sessions, collecting payments, running social media, planning tournaments—is done by just two or three people per club. Often, those same people have been in post for years, with no clear plan for what happens when they step aside.

The Quiet Crisis Beneath the Surface
Pickleball’s growth has been rapid but grassroots. From church halls in Suffolk to leisure centres in Greater Manchester, clubs have sprouted with minimal funding and a DIY spirit. In many cases, they were built by retired tennis players, PE teachers, or community sports enthusiasts who discovered pickleball and decided to share it.

But that energy, while admirable, has created a dependency on key individuals. When a club secretary moves house or the treasurer becomes unwell, operations can stall overnight. And with no formal governance structure, no shared login credentials, and often no succession plan, the entire club risks collapsing.

Pickleball England, the sport’s national governing body, has noted a growing concern about volunteer fatigue. In its 2024 annual review, over half of surveyed clubs reported difficulty in recruiting new volunteers. Many admitted they had no written documentation outlining club roles, and fewer still had a backup plan if a committee member were to step down unexpectedly.

Why Succession Planning Matters
In larger sports organisations, succession planning is standard practice. It ensures that the knowledge, systems, and relationships built by one generation of leaders can be passed down to the next. It’s not just about replacing people; it’s about preserving continuity.

In pickleball, that might mean:

Documenting how session bookings are managed and communicated.

Creating shared cloud folders for admin files.

Ensuring bank accounts require dual access or named backups.

Running volunteer induction sessions or shadowing periods.

Holding formal AGMs and recruiting wider committees.

Without these systems in place, a club becomes vulnerable to burnout and sudden disruption. When volunteer roles feel indefinite or overwhelming, they become unappealing to potential newcomers. But when responsibilities are clearly defined, time-bound, and shared among multiple people, it becomes easier to recruit and retain help.

An Ageing Volunteer Base
The demographic reality of pickleball in the UK also plays a role. A significant portion of the volunteer base is over 60. Many clubs were founded and are still run by retirees who brought energy and spare time to the role. But as these individuals grow older or face personal changes, there is often no one ready to step into their shoes.

The generational gap is particularly noticeable when it comes to digital tasks. Social media management, online booking systems, and digital payment platforms are essential in modern club administration. But younger adults, who might have the necessary skills, are underrepresented in club committees—often due to work and family commitments, or simply because no one asked them.

If clubs are to thrive long-term, they must begin attracting a broader and more diverse group of volunteers. That requires not just open calls for help, but a culture that encourages contribution, welcomes fresh ideas, and offers manageable roles.

Learning from Other Sports
Other amateur sports in the UK have faced similar challenges. Bowls England, for example, launched a nationwide campaign in 2022 to encourage younger volunteers and implement better role handover practices. Local cricket clubs have increasingly formalised their committee structures, offering mentoring to incoming volunteers.

Pickleball clubs would do well to take a page from these models. Establishing clear job descriptions for volunteer roles, rotating committee positions every two or three years, and actively involving new members in small ways early on are all proven strategies.

Importantly, clubs should normalise stepping down. A volunteer who knows their role is time-limited and that someone will take over after them is more likely to agree to serve. And someone who has seen a friend or partner shadow a role will be more likely to take it on themselves when the time comes.

Building a Sustainable Future
Succession planning is not a luxury. It is a necessity for any community sport that aims to grow beyond the honeymoon phase. With demand for pickleball on the rise and venues increasingly full, clubs must now turn inward and ask whether their structure is fit for the future.

Some encouraging signs are emerging. A club in Bristol recently launched a mentorship system where younger members are paired with current committee leaders to learn the ropes. In Nottinghamshire, one club offers reduced playing fees for members who commit to two hours of volunteer time per month. Several others are exploring governance workshops in partnership with local sport development teams.

Pickleball England has also begun offering guidance for new clubs on setting up constitutions, handling finances, and recruiting volunteers. But much of the responsibility still lies at the local level.

A Cultural Shift, Not Just a Checklist
Ultimately, solving the volunteer problem in UK pickleball is not about paperwork. It is about shifting the culture. That means moving away from the model of a heroic founder doing everything, and towards shared leadership. It means making volunteering visible, valuable, and achievable.

New volunteers should not be expected to reinvent the wheel. They should be stepping into roles where tools, instructions, and support already exist. That only happens when today’s leaders are willing to step back, share responsibility, and invite others in.

The future of pickleball in England depends not just on the players who turn up with paddles, but on the people who make it all possible behind the scenes. And unless clubs begin planning for those people to change, the game’s growing popularity may end up outpacing its ability to sustain itself.

In the end, every club will face a turning point: the day when a key volunteer leaves. Whether that day marks the beginning of decline or the start of renewal depends entirely on what they’ve done to prepare.