1. Glentoran Football Club
May 2011
Dr Alan Bruce
Andy Galloway
Universal Learning Systems
COMMUNITY.
RELATIONS.AUDIT

3. Contents
1.0 Executive Summary..............................................................4
2.0 Terms of Reference & Methodology..........................5
2.1 Terms of Reference........................................................................5
2.2 Methodology. .................................................................................6
3.0 Analysis of Findings and Results..................................6
3.1 Providing Analysis (STEP)............................................................6
3.2 Stakeholder perceptions.............................................................7
3.3 Theme 1 – People..........................................................................7
3.4 Theme 2 – Place. ............................................................................8
3.5 Theme 3 - Programmes................................................................10
4.0 Conclusions.................................................................................11
4.1 Change Management. .................................................................11
4.2 Opportunity and Potential..........................................................11
4.3 Community Engagement............................................................11
4.4 Business model and learning organisation...........................12
5.0 Recommendations................................................................12
References............................................................................................13
Appendices..........................................................................................14
1 Survey Data. ....................................................................................14
2 Background Issues and Themes (Literature Review)..........18
Acknowledgements......................................................................23
.
3

4. 1.0 Executive Summary • There are opportunities to develop a facility that provides
more than a football game on a weekly basis during
“My heart still lies with Glentoran. Do I go there on a the football season. There are opportunities for multi-
Saturday? No I don’t”. (Extract from an individual interview) sports provision, community services, meeting rooms,
corporate hospitality, retail provision and other revenue
This report was commissioned in February 2011 and was generating services which provide added value to both
concluded in April 2011. Its purpose is to provide a ‘snapshot’ of the the Club and to the broader community of East Belfast.
perception of Glentoran Football Club within the wider community,
contextualised by the social, technical, economical and political This report sets out the terms of reference and the methodology
issues impacting on East Belfast and Northern Ireland at this time. of the audit, followed by an analysis of the findings, with samples
of some of the views and comments provided during the process.
The report deals with a number of issues, not least that of sectarianism
and racism that impact on football not only in Northern Ireland The report concludes with a consideration of change management,
but across Europe. This report also recognises there are significant opportunity, potential, community engagement and business
associated issues around gender, age, disability and dependents. model, with a set of twenty recommendations designed to move
the ‘Respect’ Initiative forward, and importantly, ‘to promote
The key findings can be summarised: Glentoran as the “people’s club” where all people irrespective
of religious belief or national identity can be united in their
• Attendance at matches is in apparent decline as the traditional support of Glentoran, and feel welcome and included’.
fan demographic give their support to English or Scottish
Premiership games which are readily available through TV
media, or engage in support for alternative sports such as Rugby.
• Many fans, past and present, are critical of both the venue and
the customer experience in supporting Glentoran Football Club.
• Glentoran is perceived by many as a predominantly protestant
football club in a predominantly protestant community,
yet there are many fans from the catholic community who,
even if some feel marginalised by the events of Northern
Ireland’s most recent history, are positively disposed to
support the best traditions of Glentoran Football Club.
• Engagement by Glentoran Football Club with
the community is viewed by the community as
piecemeal, inconsistent and ineffective.
• Community support for Glentoran is significantly high from
all sections and stakeholder groups, and the club is seen as
both an integral and important component of East Belfast.
• There are opportunities for community engagement open
to Glentoran, from community groups, immigrant groups,
females, families, health promotion, and most consistently
in this audit, by engaging with children and young people
through schools, youth clubs, and soccer schemes.
• There is increasing dissatisfaction with the facilities
provided at The Oval, presented by many as a
key reason for non-attendance at matches.
• There is an overwhelming desire to have a stadium where
Glentoran can play quality football, to a community fan
base, in a shared space that welcomes and includes all
supporters regardless of their religious, political, or racial
background, whether this is a re-development on the
existing Oval site or a new site within East Belfast.
4

5. 2.0 Terms of Reference and Methodology wider community as a baseline to developing recommendations
on greater understanding, inclusion and pro-active tolerance.
2.1 Terms of Reference
The Northern Ireland Office report, A Shared Future, is the
Glentoran Football Club commissioned a Community foundation for the community Good Relations strategy. The
Relations Audit in February 2011 as part of its Respect vision is for “a peaceful society in which everyone can freely
Initiative. This initiative aimed to deliver a programme of and fully participate, achieve their full potential, and live free
activities to address intercommunity prejudice. Such prejudice from poverty”. This conceptual framework formed the basis for
was acknowledged as having the potential to cause harm the Community Relations Audit and the work undertaken.
to Glentoran Football Club and its image. The initiative is
designed to implement a series of measures to tackle any Additional themes were identified to
form of discrimination, defamation, harassment or abuse inform strategy. These included:
and to help re-shape Glentoran as ‘tolerant’ and ‘inclusive’.
• Tackling visible manifestations of sectarianism and racism
It ultimately aims to promote Glentoran as the “people’s club” • Reclaiming shared spaces
where all people irrespective of religious belief or national • Developing shared communities
identity can be united in their support of Glentoran, and feel • Promoting equal opportunities and cultural diversity
welcome and included. (‘Respect’ Initiative Glentoran Football Club) • Developing shared workspaces.
Glentoran Football Club saw the community relations audit as
a tool to gauge perceptions (both internal and external) of the
club. It was also designed to provide a series of recommendations
to be incorporated into Glentoran’s programme of activities
(2011-2013) and significantly, a tool to inform the future
business strategic planning for Glentoran Football Club.
The key outputs of the audit were identified as:
• Engaging key stakeholders to gauge how Glentoran
Football Club is perceived within the wider community
• Consultation with key stakeholders to develop
greater understanding of community relations
issues associated with Glentoran Football Club
• Engaging key stakeholders on potential opportunities available
to Glentoran Football Club to improve Community Relations
• Engaging key stakeholders on how Glentoran Football Club
can work towards the achievement of a tolerant, inclusive
football club, where underrepresented groups feel welcome
• establish a scoring matrix that will provide a community
To
relations base-line for Glentoran Football Club
• provide recommendations of resources
To
needed to improve Community Relations
• highlight the key obstacles in tackling sectarianism and other
To
manifestations of intolerance, while promoting reconciliation
• disseminate the findings and recommendations of the
To
audit to the project team and relevant stakeholders.
Universal Learning Systems was engaged to undertake this work.
The agreed aim of the audit was to analyse the perceptions and
understanding of Glentoran Football Club in its community and the
5

6. 2.2 Methodology 3.0 Analysis of Findings and Results
The methodology of the audit process was undertaken in 3.1 Providing Analysis (STEP)
a series of stages and was conducted in an action-learning
manner. It sought to research, source and produce information This audit was undertaken with a business approach. It was
that can be translated into meaningful findings that would understood quite early on that unless there is an understanding
inform both policy direction and strategic understanding. of the customers, consumers and the environment in which
the business of Glentoran competes, opportunities would
The methodology sought to provide a ‘snapshot’ of the perception be missed in gaining an understanding and responding
of Glentoran Football club within the wider community, to the needs of the market place (the community).
contextualised by the social, technical, economical and political
issues impacting on East Belfast and Northern Ireland in 2011. Generating a sustainable income is critical to the future survival
of Glentoran, and if gate receipts fall while operating costs
The key stages of the process included: continue to rise, it will put significant pressure on the Club’s
solvency. The audit team is cognisant of other football clubs on
1. Agreed Terms of Reference both sides of the Irish border and the Irish Sea that have entered
2. Literature Review administration in recent years as rents gained fail to match
3. Primary Research the fixed costs of maintaining a competitive football team.
4. Consultation Process
5. Production of Final Report. What became apparent very early in the audit was that the
traditional demographic of the fan base who attended matches
The process commenced in February 2011, regularly in previous years was diminishing. As a result the audit
concluding in May 2011 and included: became focused on exploring the new or under-developed market
opportunities suggested by respondents, whilst considering why
• Extensive series of individual interviews with Glentoran traditional market opportunities appeared to be in decline.
management, supporters, researchers, community stakeholders
and public representatives in sixteen structured interviews One of the most common and classic ways of carrying out an
and a significant number of informal conversations analysis of the external environment for any business is to use
• Meetings with staff and personnel in Glentoran the STEP model (Fahey and Narayanan 1986). This considers
Football Club and its associated structures the environment in four sectors: sociological, technological,
• Six focus group meetings economic and political. By examining these sectors it is suggested
• External consultation with academics and community a business can understand the current or potential effect of
relations experts over eight structured interviews high-level shifts in the general operating environment.
• Extensive literature and research review
• Public information and consultation day in Glentoran The following STEP analysis was carried out on the conclusion
Football Club on 25th February 2011. of the primary research in an attempt to capture the perception,
opinion and outlook of the broad range of respondents who
The process can be summed up under a contributed to the audit. As in all such analysis, the results are
number of key determinants. recorded at a high level and are neither prescriptive nor conclusive.
These are: Sociological
• Addressing negative issues on sectarianism, racism, age, gender, • Significant changes to the family unit, including
disability and dependents or intolerant behaviours or activities instability in parental influence and modelling
• Positive promotion of welcome and inclusion • Increase in single parent families, often headed up by the female
• Evaluation of perceptions of Glentoran Football • Lack of paternal influence in the family home
Club (both internal and external) • High levels of unemployment
• Strategic development of positive community relations through: • High levels of social deprivation
o Proactive policies and awareness training • High dependency on social benefits
o Strategic outreach measures • Reduced emphasis on contact sports and team games
o Quality business focus as the norms of children interacting together
o Professional standards and structures. • Introduction of ‘new’ sports such as Ice Hockey, and a
renaissance of Rugby as a competitive premier team sport
• Loss of industries, manufacturing and especially
the heavy industry of East Belfast
• Greater reliance on ‘service’ industries and mobility of workers
• Integration of new nationalities and ethnic groups in the community
(approximately 8000 Polish nationals residing in East Belfast).
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7. Technological 3.3 Theme 1 – People
• Availability of ‘live’ football on TV via terrestrial,
digital and satellite networks In a divided society Glentoran has become, rightly or wrongly
• Over exposure to English Premiership, Scottish associated with one particular tradition of that society. This
Premiership, Champions League and International perception has been greatly increased by the vehemence and
football through wide choice of media channels intensity of explicit political and semi-political expression which
• Expectation of technical experiences at entertainment from time to time has appropriated Glentoran’s traditions and
and sporting venues (big screens, entertainment, reputation to its own exclusive standpoint. In addition to being
advertising etc) which add to the customer experience historically inaccurate, this co-opting of the Glentoran mantle
• Availability of ‘virtual’ gaming such as ‘Football to serve other purposes is profoundly counter-productive.
Manager’ and other console applications which appeal
to the younger generation and have substituted “Some people go to soccer matches to ventilate, to call out sectarian
the physical involvement in the game remarks and get away with it. Once we break down the acceptance
• Reliance on computer games and games consoles replacing of sectarian remarks it will make a difference. If more and more think
traditional games and sports as leisure activities of Glentoran as being part of ‘my community’ and make the linkage,
• Demand for ‘parking space’ as fewer customers are prepared to then those ‘messers’ become much less relevant”. (Individual interview)
walk or use public transport, but prefer to use their own vehicles.
Recent years have amply demonstrated that neither unionism
Economical nor nationalism in Northern Ireland is either monolithic or
• Significant economic downturn immutable. Seismic shifts are underway in all communities where
• Impact of long-term unemployment all traditions and perspectives are open to question and challenge.
• Reduced (or no) disposable income for many families
• High increase in consumable commodities such as fuel costs, “Glentoran is a football club in the working class part of
heating oil, and vehicle fuel impacting on family budgets Belfast – it’s a family club that should be welcoming to
• Availability of low-cost flights and travel, making Scottish and all sections of the community”. (Focus Group Response)
English Premiership matches accessible for some of the fan-base.
A more productive role for Glentoran than identification with
Political any one tradition is a pro-active embracing of all traditions, and
• Progress in peace process none. Creating a welcome space for diversity and difference
• Increased community relations on cross community basis can be a lasting legacy of the real Glentoran tradition.
• Political stability increasing in local government and NI Assembly
• Reduced sectarian tensions “Not everyone is a Glentoran supporter, but the perception is that
• Lack of trust between some communities, or between everyone in East Belfast is a Glentoran supporter and predominantly
certain demographics in some communities East Belfast does in fact support Glentoran… It is a working class
• Dismantling of some political barriers area. It’s all about the club, and the sense of community. They get
• growing respect for sporting traditions across the communities
A a sense of community from attending matches”. (Individual interview)
• Regulation introduced by UEFA to eliminate
sectarianism and racism within football The irony is that this potential already exists and is
• Regulation to combat the practice of discrimination supported by the testimony of history and almost all
across the range of discriminatory categories (for respondents to this audit. The affection for and welcome to
example, Section 75 Northern Ireland Act 1998) Glentoran from the Catholic community is an existing fact.
• Regulation in Health Safety requirements In many ways this welcome is tentative and conditional
• Regulation in accessibility requirements. – but communities are prepared to engage.
3.2 Stakeholder Perceptions “Personally, with me you are pushing an open door,
and also in Short Strand with the right approach you
The findings from the research, individual and group interviews, will get the same response”. (Individual interview)
focus groups and survey show some interesting and consistent
patterns. These relate to perceptions of Glentoran by the various Many respondents discussed adopting a more professional
elements in a historically divided but demographically changing and quality driven approach to the governance,
external community. They relate also strongly to the role that operation, administration and customer service aspects
Glentoran can or should play in the change process of that evolving of Glentoran’s operations. The acquisition of a full time
community. In this process, Glentoran needs to position itself in a Community Relations Officer is significant for a number
number of fields. These are considered within three main themes: of reasons – and has already made a striking impact.
• People
• Place
• Programmes
7

8. “If people want to speak to Glentoran, who do they 3.4 Theme 2 – Place
speak to? The Community Relations officer is a key
development. He is really key”. (Individual interview) First and foremost it is a sporting club, concentrating on one
sport, football. Much of the commentary and response has
This fact, and others like it, can play a vital role in engaging with the understandably focused on the quality (real or perceived) of
complex community environment in attractive and win-win ways. the football and the standard of play. No amount of nostalgia
for a past (whether mythic or real) can contradict realties
“What the club needs is someone who can go out and sell around levels of performance, results and attendances.
the club. Not just the community relations officer, the players
and the coach can also do that”. (Focus Group Response) “I go to matches myself. I wouldn’t say it is a pleasure, it is a chore
at times. The ground is a big issue, as is the standard of football
A significant stakeholder group with strong, passionate and forward and the lack of success over the last five years” (Individual interview)
thinking ideas were the fans, who demonstrated an understandable
desire to experience improved fortunes once more at Glentoran, In the final analysis, Glentoran will stand or fall on the quality
both off and on the field. They expressed strong opinions about of its game and how that quality is perceived by those who
the level of contact they had with the management of the Club. choose to engage with it by attending – or staying away.
“There is little regard for the fans, who are ardent, hard working The customer experience is a recurring issue throughout the
and passionate. But they (the Board) won’t communicate audit. The direct challenge to both Glentoran and other football
with us. They treat us like mushrooms though they come clubs is the proliferation of alternatives in recent years which
cap in hand if they want money”. (Focus Group Response) pose a direct challenge to the domestic game. These challenges
emerge most immediately from other footballing alternatives,
“The ‘Spirit of 41’ – we all got together to pay the tax man and but also from other sports, most notably Rugby and Ice Hockey.
keep the club going, it was made up of fans. Each separate
supporters club ran their own events” (Focus Group Response) “The facilities do not match up to their counterparts in other
sports. Going to the Odyssey is an enjoyable experience. Going
“There is about 20 supporters clubs. We raise a lot across to a match at Old Trafford is an enjoyable customer
of money to pay the debts, but it is very dispiriting if experience. They have done a lot of work at Ravenhill, and
you are not kept informed, and communication is the going there is now a good customer experience. You can go
lifeblood of any organisation”. (Focus Group Response) to a rugby match and feel safe. Feeling safe is an issue for
football all over the world, but part of that gets tidied up as
The Board was perceived as often operating in a fragmented way you improve the customer experience”. (Individual interview)
due to divided responsibilities and the massive impact of change
and uncertainty. It was mentioned that the Board often endures a In a globalised media environment, Glentoran is facing very stiff
high level of abuse from supporters. There has been strong evidence competition from satellite and terrestrial television providing a
of strain and inadequate communications. Attendances are falling ready menu of football, including the English and Scottish Premier
and the financial situation is far from healthy, and rather than Leagues and European Champions League amongst others.
apportion blame, it is felt that a renewed emphasis on commercially These matches can be viewed from the comfort of home or in
realistic community outreach could be highly beneficial. the atmosphere and environment of licensed premises or clubs,
and is becoming the preferred choice of many football fans.
“The Board need to consider that the East Belfast they grew up in has
changed. They need to ask themselves ‘is it the existing supporters “However, these days there is too much TV football, and there is
they need to cater for, or is it the potential supporters in the a big issue with facilities in clubs. The impact of alternatives and
community’? You need to cater to future business”. (Individual interview) competition is having a significant effect”. (Individual interview)
“The deciding factor for me is if the customer
experience is good enough to still enjoy the game,
even if the team loses”. (Individual interview)
Some stakeholder groups raised concerns on whether they would
feel safe attending a football match at ‘The Oval’. This was not
restricted to Catholics and Nationalists, nor solely concern of threats
or violence of a sectarian nature, there were also concerns raised
around hooliganism and clashes between rival fans assumed to
come from the same religious and political background. Young
people, females, and the Polish community all expressed safety
8

9. concerns. Young adult males and long term fans had none or And there was always potential to share the facility with other
few concerns for safety, at the Oval or at any other stadiums. sports, making it a more accessible, and inclusive shared space.
“I don’t think the sectarianism is that bad and the media have “There could be sharing with the GAA or Rugby, but
a lot to answer for – they pick up on the behaviour of a few there is also scope for a facility that provides track and
idiots and blow it out of proportion – but media portrayal field, or tennis, or bowls, and it needs crèche facilities
of soccer in general is an issue”. (Focus Group Response) and to be family friendly” (Focus Group Response)
A significant issue, especially for the Catholic/Nationalist community Access for all emerges as a constant issue – for those with
was the single source of access and egress, through an area which disabilities, for families, for children. This is more than an opportunity.
traditionally is seen as Unionist and Loyalist territory, and is not From the hard evidence provided to the audit, it is an imperative
considered by many to be either a shared space, or a safe space. if the Club is to survive. The issue of accessibility was unclear for
many respondents, with little or no knowledge of the accessibility
“Given where it is based doesn’t help. It is all about perception. for wheelchair users or those with restricted capacity. Car-parking
The area up there has to be re-developed”. (Individual interview) was considered as inadequate. There was no awareness of basic
facilities such as toilets adapted or designed for the disabled.
“… people feeling safe. Going in is no problem, and watching
the match is no problem. It’s going out. If you are identified as a “There is no sanitary facilities, no facilities for disabled, I would
Catholic you won’t get out without comment”. (Focus Group Response) integrate the disabled area with the family area”. (Individual interview)
“I have never walked down it (Dee Street) in my life, I “99% of those attending drive cars. Try getting a parking space.
have never walked to The Oval” (Individual interview) You don’t want to walk a mile to the match” (Focus Group Response)
“There is a lot of work going on to make it more acceptable, but “We have a Milk Bar which is fabulous, but it is out of place
because of where it is I don’t feel safe going there” (Focus Group Response) at the Oval. It now includes a fully functioning disabled
toilet and baby changing facility” (Focus Group Response)
“I would love to see the time coming when we
could feel safe” (Focus Group Response) There is only one way to increase gate receipts. That is to
have the team performing and facilities in keeping with the
“If the union flag is flying, that is saying ‘it is unionist’. They 21st century, not the 19th century”. (Focus Group Response)
would be better with no flags”. (Individual interview)
“Organize a crèche for children beside the stadium to drop
Another topic which arose consistently throughout the audit children off, then they can watch the match and collect the
process was the potential re-development of the Oval, or the kids after 90 minutes – it works”! (Focus Group Response)
re-location of Glentoran Football Club to another site. Many
stakeholders raised the topic as an area of concern, not necessarily “There are not even signs pointing to the Oval” (Focus Group Response)
in opposition to re-locating, but the unanimous view was strongly
opposed to re-locating to any area other than a site in East Belfast. One stakeholder group, young people, highlighted their concerns
of safety, and presented one specific consideration which they
“When you look at the stand, it’s falling about. If you moved felt would improve their ‘feeling safe’ at football matches across
to the Danny Blanchflower stadium the infrastructure is the Irish League, the issue of ‘Stewarding’. This was not unique to
already there and it has a car-park” (Focus Group Response) Glentoran, but presented a much broader picture of how Stewards
at football matches are perceived as being powerless to intervene
“I would be an advocate of re-developing the Oval. I don’t if security issues or inappropriate behaviours arose. As a group
think the parking is as big a problem. I know loads of guys who they were in favour of additional security measures such as CCTV
would love to stay at the Oval but don’t think it feasible. It would cameras facing the fans, and making stadiums ‘all seated’ venues
be cheaper to build a new stadium” (Focus Group Response)
“They need to bring in proper events security all the time,
A number of stakeholders believed a new ground would have like they do for the big matches”. (Focus Group Response)
added value. It would enable the provision of an improved
customer experience in terms of parking, catering and toilets. It Many respondents mentioned issues of governance. Indeed,
could provide additional income streams through (for example) the overlapping and sometimes contradictory roles of the
fast food outlets on the stands. It could tap into the potential various bodies in question were difficult to appreciate. A healthy,
to generate income outside match days from other sports. It transparent and mutually supportive internal governance
could benefit from a 4G pitch, provide conferencing facilities model is critical for cohesion and the development of shared
with the closest venue to George Best Airport, provide corporate values. It is also critical for commercial success. This fact
hospitality, or rent out offices as an additional revenue stream. was also mentioned in responses from Glentoran staff.
9

10. 3.5 Theme 3 - Programmes “There are Polish language schools on Saturday mornings,
bring a few Glentoran players to them - Polish players
Many respondents felt that it was simply unsustainable to operate have it in their contracts to go into schools each week
in the competitive environment of contemporary football to work with kids in coaching” (Focus Group Response)
without a proactive strategy based on creating a superb customer
experience and increased community engagement. This raised One respondent believed outreach should begin before school age.
for all respondents the issue of linkage and lateral thinking. It
went beyond physical facilities (although these are crucial) and “They (Glentoran) need to start earlier than secondary or primary
straight to the question of multi-use facilities, schools programs, school, or even before the child reaches four. They need to
community outreach, staff training, technology and policy. start at with pregnant women. Every pregnant mother gets a
‘bounty bag’ in the pre-natal process. Why not put in a bib or
A constant issue raised has been the absence of strategic a baby-grow, or information on nutrition”. (Individual interview)
perspectives around the inclusion of women. Every young
male footballer has a mother. Response after response New migrant communities represent a significant potential
indicated that effective and meaningful engagement with audience for all Irish League clubs, none more so than Glentoran.
women and the creation of a space where women feel The largest concentration of the Polish Community in Northern
welcome, safe and involved would pay rich dividends. Ireland live in East Belfast. Links were already established
with a past Glentoran player from the Polish Community.
“Targeting the mammies, that is right. I took my children
to see their first football match”. (Focus Group Response) “There are Polish folk all over Northern Ireland, so for example,
Glentoran could play against Newry, and Polish supporters from
“Do they even have ladies toilets”? (Focus Group Response) Newry would turn up to support Glentoran”. (Focus Group Response)
“First, the ground needs to be more inviting to families, “There are Polish guys who would want to go to see
and females. I wouldn’t bring my wife to the Oval. I Glentoran, but need to be welcomed in. They want to go
used to bring her there a lot when we were younger, but somewhere, but don’t know where”. (Focus Group Response)
I wouldn’t bring her there now”. (Individual interview)
“The hours of the Irish League is the same as the SPL and the
“The only toilets women would want to use is Premiership, and the same as the amateur leagues. Lower
in the milk bar” (Focus Group Response) leagues in Poland play on a Sunday” (Focus Group Response)
Perhaps the most consistent issue raised throughout the audit
was the apparent lack of schools or youth outreach strategy.
Most stakeholder groups had an awareness and/or even an
involvement with the Glentoran Academy, but all respondents
consistently believed that a key to future success lay in targeting
children through schools outreach and youth programmes.
“They should target schools to get young fans in
on cheap tickets”. (Focus Group Response)
“If they don’t get into the schools, the kids won’t go. Kids
force the issue. Kids won’t give their parents peace until
they agree to take them to a match. Fathers will get it in the
neck from both mothers and children, and will take the child
to the match to get his head peace”. (Individual interview)
“I would focus on schools. Maybe throw out 300 free
tickets – but it would have to be a good experience to
make them want to come back”. (Focus Group Response)
“Do they market themselves to schools”? (Focus Group Response)
“Do they market themselves to youth clubs and base it
on a cross-community basis”? (Focus Group Response)
10

11. 4.0 Conclusions the opportunities to offer a ‘service’ to the community that
goes beyond the football field has never been so relevant.
4.1 Change Management
Glentoran’s rich tradition includes as well a responsibility to
One significant outcome of the audit has been the overwhelming contribute back into the community from which it emerged.
view from all respondents that change is required for Glentoran to This is not simply about commemorating past achievements.
survive. Change has been suggested in many guises, and across the It is also about setting standards of excellence, inclusion and
range of discussions, with as many opposing views as shared views. diversity which would put Glentoran in a position of leadership.
There are those who want radical reformation, and yet others who A critical weakness in developing an effective diversity
see a need for minor adjustments and incremental improvement. strategy and proactive community inclusion strategy would
There are those who want revolution and those who want evolution. be to become passive and reacting only to external pressures.
The ‘fire in the belly’ sense around effective development of
There are common themes which run throughout this audit community and diversity opportunities should be championed
process. These themes demand a certain amount of change to because: this should be done because it is right, it is visionary,
take place. Community groups want to engage with Glentoran, it is appropriate and it is productive for all stakeholders.
but they also want Glentoran to engage with them. All of the
stakeholders who took part in the audit spoke of the need to 4.3 Community Engagement
engage with young people and provide services to schools.
There is an overwhelming body of support for the club and a A structured community engagement program would explore,
unanimous desire for Glentoran’s continued survival in Irish league identify, analyse and implement community interventions
football. There is significant cross-community support, and a which both complements the Football Club, but perhaps
desire to watch Glentoran play quality football in a ‘shared space’, more acutely build community support which can be realised
whether that is the Oval, or a new facility located in East Belfast. through increased attendance rates and gate receipts, thus
There is an opportunity for Glentoran to be a catalyst for bringing helping to secure the future of this historic institution.
communities together, healing hurts and re-establishing old
relationships. There are opportunities to address social issues, assist Reacting to change, addressing needs, building bridges,
in providing health and wellbeing education to the community. establishing new partnerships: these are the approaches required
to increase Glentoran’s profile, and build new levels of support
This audit represents a snapshot in time. It also provides and interest amid new and emerging sectors and communities.
a baseline against which future measurement may be
taken, to establish the effectiveness and impact of any There is an ideal opportunity to co-ordinate the activities of
strategic direction which emanates from this audit. all of the Glentoran ‘family’: Board, Players, Staff, Foundation,
and Community Trust. This should rest with the Community
Relations Officer of Glentoran Football Club. The resulting
4.2 Opportunity and Potential output will be an integrated approach to address both
the internal and the external needs of the club.
In the audit, it was acknowledged by both traditional
communities that there is a lot of good work that goes on It is evident that there has been some organisational overlap
at Glentoran. The image of Glentoran is positive in its intent. and blurring of roles in recent years in what is, at times, quite
Perhaps what it has lacked has been an effective degree a complex structure in terms of reporting relationships but
of sustainability in its recent community approach. also in terms of professionals, volunteers and supporters.
Streamlining and development of more professional
The very first community respondent remarked, “Personally, with approaches are in themselves contributors to a more pro-
me you are pushing an open door” and a similar response was active enhanced community relations approach.
forthcoming from each respondent in the community sector.
There is an unparalleled opportunity for Glentoran to engage A number of opportunities have arisen throughout this audit
in a structured outreach into the community, with the majority such as schools outreach, health and well-being promotion,
Protestant community, the minority Catholic community, with the Polish community, reaching out to a female fan-base,
ethnic groups such as the Polish community, and with the many increasing accessibility for disability, and especially, dealing with
other ‘groups’ that fall within the fabric of East Belfast and beyond. sectarianism and racism through implementing sustainable
interventions and developing relationships with communities
The potential of Glentoran as a sporting body, with a rich such as the Short Strand. It is up to the Glentoran organisation
heritage as a community football team and an undisputed which if any of these opportunities it chooses to seize.
track record of a team with a mixed representation of players
and managers on the pitch and on the touchline, is significant.
The social fabric of East Belfast can only be enhanced by a
greater community involvement by its local football club, and
11

12. 4.4 Business model and learning organisation 5.0 Recommendations
Glentoran is a business, and like all businesses in the There are a number of recommendations from this audit which
current financial and economic climate, especially those collectively build on Glentoran’s ability to manage change,
depending on consumer’s disposable income to survive, capitalise on opportunities and realise potential, and put
these are currently exceptionally difficult times. in place a structured community engagement programme
which will demonstrate the business model ‘adding value’
Glentoran Football Club has already demonstrated its creativity and establish the club as a learning organisation.
and innovation by undertaking an initial diversity training
programme and commissioning this audit. It is recognised 1. Any internal training and strategic planning
and applauded by the IFA as being the first club to appoint by Glentoran Football Club should at all times
a full time Community Relations Officer. It is the first football link to community engagement in the context
club to commission and deliver interactive training in equality of change and altered demographics.
and diversity for its paid and voluntary staff. Glentoran has
already demonstrated itself as a ‘learning organisation’. This is a 2. Glentoran implement a community engagement
momentum that needs to be built on. Clubs such as Charlton programme that addresses a range of community
Athletic FC have demonstrated their ability to build capacity in a needs and renews or develops sustainable linkage and
community, and ‘learn’ from it. They now have a level of recognised partnership with a range of community groups.
best practice in England and Wales. Glentoran has a unique
opportunity to develop a similar profile in Northern Ireland. 3. New opportunities for structured outreach should be
prioritised with specified and measurable targets.
4. Use of new media in minority languages and
accessible formats should be developed.
5. full accessibility audit should be undertaken based on
A
principles of Universal design and addressed to all categories
covered by Section 75 of the Northern Ireland Act (1998).
6. Direct contact with women’s and toddlers groups should be
instituted to promote awareness of Glentoran Football Club
and its pro-active community engagement programme.
7. full review of access and egress issues in
A
relation to The Oval should be undertaken.
8. full training needs analysis for all players, staff and
A
volunteers should be undertaken (with specific reference
to awareness, competence and skills in diversity
management, hospitality service and conflict resolution).
9. Training programmes should be provided or, if not
readily available, developed to meet these needs.
10. full review of procedures, policies and practices should be
A
undertaken to ensure that practices are not merely rote or
‘tick-the-box’ but are a golden thread linking inclusion and
diversity to best practice in good community relations.
11. lentoran should develop a repository of
G
resource materials, case studies, training tools and
diversity awareness packs available on-line.
12. ull consideration should be given to locating good
F
relations and diversity management within a context
of pro-active customer service models based on
excellence, quality and defined shared benefit.
12

13. 13. full review should be undertaken of all buildings,
A References.
signage, symbols, language and publications
to meet quality standards of inclusion. 1. Back, L., et al. (1998) ‘Racism in Football: Patterns of
Continuity and Change’ in Brown. A., ed. Fanatics: Football
14. ny modifications to the physical environment and
A and Popular Culture in Europe, (London: Routledge)
service provision resulting from such review, should
be based on principles of Universal Design. 2. Bell, D. (1990), Acts of Union: youth culture and
sectarianism in Northern Ireland (London: Macmillan)
15. eliver the equality and diversity training program to
D
all members of Glentoran staff, including all Stewards, 3. Carlisle, L. (2007) Returning Football Clubs to their Communities,
Players and Board members. It is recommended Unpublished B.Sc. Thesis, University of Ulster, Jordanstown.
the training be completed by its entire current staff,
paid or voluntary, over the remainder of 2011. 4. Coalter, F. (2007), A Wider Role for Sport (London: Routledge)
16. eliver workshops on the ‘Respect’ Initiative with
D 5. Department of Culture, Arts and Leisure (NI) (2004) The Fans
representatives from all of the key groups of the Glentoran Perspective: summary findings of independent research on
family (including Board, Trust, Foundation and Players) to the views and experiences of soccer fans in NI (Belfast: DCAL).
provide an opportunity to renew working relationships
and liaison across the organization. Such workshops 6. Fahey, L. and Narayanan, V. K. (1986) Macroenvironmental
can be structured to develop key skills in scoping and Analysis for Strategic Management, St Paul, MN, West Publishing.
implementing community engagement interventions
designed to deliver added value and support. 7. Garnham, N. et al (2008), How the East was Won
(Belfast: Glentoran Community Trust)
17. eliver a facilitated meeting with the key community
D
groups in East Belfast in response to significant community 8. Jarman, N. (2007), Another Form of Troubles:
interest in developing partnership arrangements. Parades, Protests and the Northern Ireland Peace
Process, 1995-2004 (Oxford: University Press)
18. reate linkage with other football clubs and organizations
C
involved in similar initiatives, both nationally and 9. Kitchin, P. (2011), Sport and Good Relations in the CAN
internationally, with a view to creating sustainable Partnership (Jordanstown: University of Ulster).
programs which contribute to community engagement.
10. agee, J., ‘Football Supporters, Rivalry and Protestant
M
19. evelop a methodology of benchmarking to address
D Fragmentation in Northern Ireland’, in Bairner, A. (ed.) Sport
elimination of sectarianism, racism, and other forms and the Irish: Histories, Identities, Issues (Dublin: UCD Press)
of discrimination within Glentoran Football Club.
11. FMDFM-NI (2005) A Shared Future: Policy
O
20. nvestigate the potential of developing innovative
I and Strategic Framework for Good Relations
shared learning in sporting, community linkage and in Northern Ireland (Internet) Belfast.
funding opportunities through initiatives operated by Available from: http://www.asharedfutureni.gov.uk/gprs.pdf
the European Union and international sporting bodies. [accessed 27 April 2011]
12. Orr, P. (2008), New Loyalties (Belfast: CCCI).
13. UEFA (2002), Unite Against Racism (Nyon: UEFA).
14. niversity of Leicester (2002): Centre for the Sociology of
U
Sport: Fact Sheet 6: Racism and Football. Available from:
15. ttp://www.le.ac.uk/so/css/resources/factsheets/fs6.html .
h
(accessed 27 April 2011)
13

14. Appendices
1 Survey Data
The.following.survey.was.carried.out.as.part.of.the.primary. disability,.age.quality.of.football,.facilities,.through.the.
evidence.gathering...Questions.were.focused.on.establishing. themes.of.perceptions,.features,.challenges.and.futures.
views.on.issues.such.as.sectarianism,.racism,.sexism,. .
Email competed copy to glentoranpartnership@gmail.com
Glentoran Partnership
Community Relations Audit: Questionnaire
PERCEPTIONS
Yes No
1. Does Glentoran FC have a good image in your community?
2. Does GFC come across as positive in terms of its profile?
3. Does GFC come across as negative in terms of its profile?
4. When you think of GFC who do you think of most: (just check one box)
Its Board
Its Team players
Its staff
Its fans
5. Do you feel GFC is open and welcome to all the community?
FEATURES
In the operation of GFC how would you rate the following: (Where 1 is poor and 5 is excellent)
1 2 3 4 5 Don’t Know
1. Football quality
2. Facilities
3. Inclusiveness
4. Networked with other agencies
5. Positive structures
6. Dynamic environment
CHALLENGES
In the operation of GFC do you see any elements of:
Yes No
1. Sectarian behaviour or attitudes?
2. Sexist behaviour or attitudes?
3. Issues around access for people with disabilities?
4. Issues around age profile?
5. Issues around culture or ethnic identification?
FUTURES
State the kinds of things GFC should or could do to become a centre of quality sport for all:
The.survey.was.distributed.through.three.different.streams...The.
. the.forms.over.the.period.on.a.voluntary.basis.whilst.passing.
electronic.survey.was.circulated.by.the.East.Belfast.Community. through.the.centre...This.provides.a.much.more.valid.sample.
Development.Agency.to.their.full.database.of.134.respondents,.
each.representing.organisations.within.the.greater.East. The.third.stream.was.the.participation.of.two.classes.of.students.
Belfast.community...An.email.address.(glentoranpartnership@ from.the.Montgomery.Road.campus.of.Belfast.Metropolitan.
gmail.com).was.set.up.to.handle.all.electronic.replies.and. College,.who.took.part.in.a.focus.group.as.part.of.the.audit...
the.completion.date.was.extended.to.the.31.March.2011...In. 24.respondents.volunteered.to.complete.and.return.a.survey.
total.a.disappointing.7.organisations.responded...Inferences. document,.which.provided.a.total.sample.in.all.three.streams.of.54.
may.be.drawn.from.this.low.response.rate,.which.on.its.own.
it.does.not.constitute.a.valid.and.reliable.sample.of.data. It.is.recognised.that.the.sample.remains.too.small.to.be.considered.
a.valid.representation.of.the.overall.community.of.East.Belfast,.
However,.a.second.stream.employed.was.to.provide.paper. however.it’s.usefulness.should.not.be.dismissed...It.does.provide.a.
copies.of.the.survey.over.a.three.day.period.to.the.Carew.II. snapshot.of.opinion.from.citizens.residing.in.the.immediate.area,.and.
Family.and.Community.Centre...23.respondents.completed. has.some.value.in.representing.how.public.perception.is.gauged.
14

15. Perceptions
Encouragingly, 69% of those surveyed consider Glentoran’s image in
the overall community to be positive. 70% consider their profile as
positive, whilst 33% consider their profile comes across as negative.
67% feel Glentoran is open and welcome to all the community.
Does Glentoran come across as negative in terms of profile? Does Glentoran come across as positivein terms of profile?
Does Glentoran have a good image in your community? Do you feel Glentoran is open and welcome to all the community?
When thinking of Glentoran, almost half (48%) think of the team When you think of Glentoran do you think of:
players in the first instance, whilst 43% think of the fans. Board Team Players Staff Fans
Only 7% think of the Board, and 2% think of Glentoran staff.
This clearly indicates the profile that both team players,
and Glentoran fans have in the overall community.
15

16. Features.
Respondents.were.asked.to.rate.the.following.features.in.
respect.of.football.quality,.facilities,.inclusiveness,.networking.
with.other.agencies,.positive.structures.and.dynamic.
environment.on.a.scale.of1-5.where.1.is.poor,.and.5.is.
excellent...The.results.are.shown.in.the.following.graphs:
Football Quality - where 1 is poor and 5 is excellent Facilities - where 1 is poor and 5 is excellent
Inclusiveness - where 1 is poor and 5 is excellent Networked with other agencies - where 1 is poor and 5 is excellent
Positive structures - where 1 is poor and 5 is excellent Dynamic environment - where 1 is poor and 5 is excellent
16

17. Challenges
Respondents.were.asked.to.indicate.if,.within.the.operation.of.
Glentoran.they.saw.elements.of.(or.were.aware.of ).elements.of:
1.. Sectarian.behaviour.or.attitudes?.
2.. Sexist.behaviour.or.attitudes?.
3.. Issues.around.access.for.people.with.disabilities?
4.. Issues.around.age.profile?.
.
5.. Issues.around.culture.or.ethnic.identification?.
.
The.following.charts.illustrate.the.response.
Elements of Sectarian behavior or attitudes Elements of Sexist behavior or attitudes
Issues around access for people with disabilities Issues around age profile
Issues around culture or ethnic idenificator
67%.identified.issues.around.sectarianism...44%.identified.
. .
issues.around.culture.or.ethnic.identification,.and.43%.
.
around.sexist.behaviour.or.attitudes...A.quarter.of.all.
respondents.indicated.disability.and.age.profile.as.issues.
.
17

18. Futures 2 Background Issues and Themes (Literature Review)
The final question allowed free text to be added regarding the History, tradition and attachment
future of Glentoran. The responses are recorded below:
Glentoran Football Club was founded in 1882. The club
• “Have more cross- community events during half time” emerged at a time of rapid and sustained social and economic
transformation in which the city of Belfast was becoming one
• “Concentrate on youth football and keep the best of the fastest growing centres of industry in Europe. Glentoran
players that come out of the academy” was then, as it is now, both a result of the changing landscape
of Belfast and a contributor to that change in its own right. This
• “Better players, cheaper tickets and offers promotions” Community Relations Audit is, in part, an analysis of a football
club’s relationship to and perception by the community of which
• “Improve the standard of football” it is an integral part. At a deeper level, this audit is also a chronicle
of the change and transformation of that community itself.
• “More entertainment”
Glentoran FC began its life at a time of significant demographic
• “Improve the stadium and training facilities and invest transformation when Belfast was experiencing all the turmoil
more money in the youth of the club. Better promotion of industrialisation, population shifts, rapid urbanisation,
of matches, cheaper entrance fee to matches, more work improved health and sanitation and the opening of new
within the community and better liaison between the Board levels of opportunity for people in terms of employment, skills
room and supporters with the IFA to improve the facilities” acquisition and education. However, deep and profound problems
were also in evidence in this changing social landscape.
• “Improve the state of stadiums and pitches. Invest more
money into it and eliminate all dangerous situations that Belfast’s growth occurred against a backdrop of significant crisis
could happen before, during and after the match” and conflict on the island of Ireland throughout the nineteenth
century. Its growth as a city paralleled the growth of industrialisation
• “More dynamic management team. better use of and urban demographic explosion common to other British
existing facilities - raising funds for improvements” and European cities – but this Belfast process was largely unique
in Ireland. The growth and economic dynamism of Belfast and
• “Adopt to change and be more open to cultural diversity” its hinterland stood in stark contrast to the devastation and
impoverishment of the rest of Ireland. A divided and restless
• “Need to become more inclusive of the community of East population, overwhelmingly rural and disenfranchised, had
Belfast and be at more forefront in relation to community lived through the catastrophes of eviction, famine and mass
activities and events. Also needs to be more involved with emigration. As such, Belfast acted as a strong pole of attraction
the community in East Belfast and surrounding areas” to impoverished rural dwellers who, in increasing numbers
arrived in the city looking for work and a better future.
• “Reduce pricing policy for young children”
By the time Glentoran was established, Belfast had already
• “Advertise academy football better” accommodated significant inward population growth. This new
population however also encapsulated the sectarian and religious
• “More investment in local football training to include work divisions of the wider society. By the end of the nineteenth
of cultural diversity, drugs and alcohol and community century Belfast was also a deeply divided city. Communities
support. Greater co-operation with local community sector”. had emerged which were largely single identity, often feeling
vulnerable and threatened, and deeply suspicious of the ‘other
side’. Industrial Belfast was in some senses also becoming a city
of mutually antagonistic ghettos. These divisions intersected
with deep class divisions. Already, by the end of the century,
riots and sectarian disturbances were regular occurrences.
In such a deeply divided society, shared spaces became increasingly
rare. This affected almost all forms of cultural expression from
music to language, festivals to dancing. It also affected sport. One
of the features of Irish social transformation in the late Victorian
age was the explicit use of sport as a means to address or preserve
national identity, most evidently (but not uniquely) seen in the
establishment and development of the Gaelic Athletic Association.
18

19. The tradition of Glentoran has been one of close attachment challenges mean that the community of which Glentoran is
to its local community in terms both of identification and such a part has itself been transformed and the conditions
self-perception. In this sense, Glentoran is not alone. Most which prevailed for so many decades simply no longer apply.
of the football teams that emerged in the 19th century, According to data from the 2001 census the Glentoran
particularly in Belfast, arose in working class communities community base has been most deprived in terms of:
where strong linkage to local industry was a characteristic
feature. In the case of Linfield, for example, the link was to the • Employment
linen mills. In Glentoran, the link was overwhelmingly to the • Health deprivation
heavy engineering sectors that predominated in East Belfast, • Living environment.
first and foremost being the Harland and Wolff shipyard.
In the same census, 45% of the local population
The fortunes of football can in many ways be seen as intimately was deemed economically inactive.
linked to the surrounding economic conditions in Belfast. Most
respondents in this audit confirmed the sense that Glentoran A community in which the vast majority of people were
was intimately linked to the conditions, expectations and once employed in local industry started to deteriorate and
circumstances of industrial life in East Belfast. Community the group which suffered most has been economically
engagement and support can therefore be seen as intrinsically active young men, the same group which once
connected to the prevailing socio-economic circumstances that dominated football grounds. (Carlisle 2007, p. 12)
so deeply underpin the identity and perception of the club.
The proud traditions of Glentoran therefore are intimately
Especially in the post Second World War environment, bound up with the altered socio-economic landscape of
Glentoran built on this community identification and its changing community. This audit therefore has looked
maintained relatively high levels of support. Its performances, closely at the contours of community itself. In charting ways
in both the Irish league and internationally, saw notable to develop good community relations, the first step is to
successes. Attendances could be significant – particularly for acknowledge the extent to which that community has itself
landmark games such as the one against Benfica in 1967. changed and no longer necessarily conforms to the myths
and stereotypes that are still prevalent in certain quarters.
Throughout the audit process, respondents referred to these days
of success and heightened support with a mixture of pride and Sport and football
nostalgia. It is clear that, for those who support Glentoran, they
do so with passion and commitment. They identify with values of The potential of sport to enrich lives and build collaborative
tenacity and loyalty. Above all, they see Glentoran as an intrinsic social linkage is attested throughout the literature on the
and indispensable element in the community of which it is part. sociology of sport. Sport clearly fulfils many more roles than
merely the organised expression of physical activity and
This laudable sense of identity and commitment however masks exercise. Sport and its constituent elements (players, supporters,
a number of deeper concerns. The evidence is, in fact, that the stakeholders) play an enormous role in all societies as it has
fortunes of the club, like that of the traditional community of done for millennia. We have evidence from the sixth century
East Belfast have been undergoing a profound transformation. Byzantine Empire of riots and violent clashes between rival
supporters of the Greens and Blues racing teams, for example.
In an important early piece of research on youth culture
and sectarianism, it was pointed out that the sense of Sport, in essence, can also be profoundly contradictory. While
community once felt among people in Protestant working binding one community together it often cements this sense
class areas had been undergoing significant change and of shared identity by bitter rivalry with opposing teams or
disintegration (Bell 1990). Another significant piece of competitors. At its core, sport can be both uniting and divisive.
research (Carlisle 2007) on Glentoran in 2007 linked this This takes on a particular resonance in a society like Northern
sense of fragmentation in community to three domains: Ireland where division and community dispute have been
underlying realities since the creation of the State after the
1. Economic partition of Ireland in 1921 – and indeed long before that
2. Spatial in terms of inter-communal tensions and hostility.
3. Political
While this impacts all sports in a divided society, it has had
The key point is that East Belfast in particular (as Northern Ireland in a particular impact on the trajectory of organised football.
general) has been experiencing decades of profound and sustained Football today has become a truly globalised game, perhaps
de-industrialisation. Almost all traditional industries are now gone. the first such in human history. It has become a multinational
Unemployment and underemployment rates are persistently high. enterprise in its own right, with a mass following in most
Levels of skill, acquisition, educational attainment and literacy countries, deeply tied in to sponsorship and business dimensions
are all significantly below par. A range of social and demographic and existing in a symbiotic relationship with a pervasive
19

20. media presence. In almost every sense, football is now big Research by the Institute for Conflict Research in Northern
business. Its traditions and principles remain however. Ireland in 2007 showed that sectarianism, racism and
crowd trouble were not isolated incidents in Irish League
A global game has the potential to offer global perspectives Premiership matches (Jarman 2007), although anecdotal
around a sense of universal rules, fairly enforced where models evidence suggested that this was improving.
of behaviour centre on inclusiveness, non-discrimination and
team spirit. Set against this is the worrying growth of movements Divided Society and Conflict
and forces that use football as a prop for nationalist, populist
and xenophobic purposes where the game becomes a stage The divisions of society in Northern Ireland have been profound
to reinforce ethnic stereotypes and exploit fears and passions and sustained over many generations. Since the partition of the
of supporters in a matrix of intolerance, violence and bigotry. island of Ireland in 1921, a particular issue has been the status
and identity of the State of Northern Ireland that remained in the
Issues of intolerance and racism have very much pre-occupied United Kingdom (with its own regional government in Belfast).
the governing authorities of organized football at both national Northern Ireland was largely rejected from the outset by Irish
and international levels. Almost ten years ago, the European nationalism and republicanism. Its validity was not accepted or
umbrella body UEFA promoted a set of guidelines to address recognized by a significant minority of its own citizens. It was to
bigotry, racism and sectarianism – its Ten Point Plan (UEFA endure prolonged spells of political instability and communal
2002). National football authorities have been acutely aware violence in every decade thereafter. The most recent conflict
of the potential for conflict and disturbance if these issues began with a struggle for Civil Rights in 1968 but soon escalated
are not addressed in a systematic and planned manner. into a violent conflict with the British State by republican and
nationalist groups which lasted until the Belfast Agreement
Thus if football is designed to unite, it can equally act to polarise of 1998 (with several ceasefires in between). Loyalist counter-
and divide. However pro-active any club or section of the football violence contributed to escalating spirals of conflict and death.
community might be, plans for inclusiveness and shared enjoyment
require a structured focus on all elements in the game and its This conflict manifested, in extreme form, the polarization of
operation. Best international practice envisions this process society and deeper underlying tensions regarding identity,
occurring in the context of defined actions by national authorities, culture, self-perception, fear, and acceptance of the other
club management, stewards, supporters and communities. and understandings of community. It is evident and not
Specific issues that have been advocated include awareness surprising that football was affected by this social conflict.
raising, inclusion/integration measures, education and training.
At another level there has been a sustained debate around
Deeper issues around exclusion and prejudice exist regarding concepts such as social justice, human rights, shared space
football, as they do in all social organisations. The University and equitable recognition. The end of overt conflict has
of Leicester has produced extensive research on the hidden highlighted the need to tackle sectarianism and communal
and overt manifestations of racism for example, which strife in new ways. The need for a response that is connected to
demonstrate how profound these challenges are. the real experiences of existing communities and their needs
is now deemed critical. The need for educational and training
Breaking down the persistent institutional racism within provision that is innovative and dynamic is a real challenge.
the game will be a tremendous challenge, perhaps more
difficult than reducing the hooliganism and neo-Nazi In March 2005 the Office of the First Minister and Deputy First
racist activity prevalent in the 1970s and 1980s. Minister (OFMDFM) released its document, A Shared Future, on
(University of Leicester 2002) strategic vision for a future Northern Ireland moving beyond
cessation of conflict to development and promotion of good
Back, et al. (1998), also sees institutional racism as a strong force relations. The foundation of this approach was defined as
in football today, commenting that it is “easy for everyone to partnership, equality and mutual respect (OFMDFM 2005).
support a campaign against racism in football when it is targeted Among other issues, the Report specifically addressed the role
against pathologically aggressive, neo-Nazi thugs. It might prove of sport in addressing the concerns of a divided society.
a little more tricky to generate football-wide support if we were
to start asking questions about the attitudes in the boardroom, There is strong evidence that sport can support and underpin
on the pitch, and in the training ground”. Black managers are rare, cross community contact, contact between people of different
as are black club officials, or even club employees. Widespread races and positively promote greater tolerance and respect.
racist stereotypes about blacks abound among the nearly all-
white club managers, coaches, administrators and officials, The demographic shifts and population movements of the
particularly that they are athletically gifted but intellectually Industrial Revolution of the 19th century saw Belfast develop
inferior. Within British football culture in which ‘whiteness’ is in specific ways determined by segregated communities and
normalised - even in the era of foreign imports - blacks do distinctive patterns of labour market sectors. Both players and
not make suitable managers or coaches (Back et al 2001). supporters increasingly reflected the dominant culture of the
20

21. areas in which certain industries predominated. In the case of itself diverse and changing with many elements of difference
Glentoran and East Belfast, that meant the huge shipbuilding and contained within its restructured and evolving social space.
engineering sector, which was overwhelmingly Protestant. By
the end of the 19th century, according to research undertaken A key recurring theme of this audit has been the question of gender.
by the Glentoran Community Trust, only one of Glentoran’s The lack of female participation in Glentoran (at a wide number
19 registered players was Catholic (Garnham 2008). of levels but, most notably, as attending supporters) has been a
remarkable feature. This is not unique to Glentoran. Research in
Legacies of division and the sectarian tensions which regularly 2004 demonstrated that of those who attended football matches
manifested themselves in the decades following the establishment in Northern Ireland, 93% were male (DCAL, 2004). This research
of Northern Ireland saw growing levels of polarisation also showed that the vast majority of attending supporters were
reflected in (and sometimes promoted by) sport. Sport has Protestant (78%) white (100%) and over thirty years of age (73%).
become an integral part of community relations discourse.
A diverse and changing society is simply not reflected in these
In 2004, Magee identified three main issues that statistics. These observations also emerge from this audit. A potential
dominated Northern Ireland football: and vastly increased number of population segments simply do
not attend football matches in general, and Glentoran in particular.
1. The Northern Ireland football team as a Protestant symbol
2. Politics and governance of the Irish Football Association A final issue around community division and change is that of
3. Cross-community tension and sectarian rivalry. inward migration. Since 2004, a significant number of citizens
of other EU (and also non EU) member states have arrived in
These divisions, while deep, were also neither necessarily Northern Ireland to live and work. These significantly expanded
permanent nor impermeable. The existence of conflict and communities bring a new energy and dynamism to community
communal division over a thirty-year period from 1968 life – but also a very different sense of identity and culture.
clearly exacerbated and fuelled tensions. Nonetheless, While research shows that they adapt quickly and astutely to
in the divided and fragmented world of Northern Irish the pre-existing divisions in the society they encounter, their
society, cross-community linkage and contact did exist. presence fundamentally alters the demographic landscape.
Despite the recession and economic crisis unfolding since 2008,
Glentoran, while seen as a predominantly Protestant club, there is no evidence that these new migrant communities are
nevertheless attracted considerable and consistent support simply going away. Ethnic and national diversity is here to stay.
from Catholic and nationalist communities for many years. This This in itself has huge implications for the nature, structure and
fact has consistently been confirmed throughout this audit inclusive position of football and the operation of Glentoran.
process. Glentoran, in distinction to perceptions of other clubs,
maintained a broader level of cross-community support. Particular mention should be made of the Polish community.
The largest concentration of Polish nationals in Northern
While Catholic attendance at Glentoran matches largely ceased Ireland is now living in East Belfast (estimated to be in the
from 1970 on, the reasons are interesting and will be developed region of 8,000 people). Their interest in and engagement
further in this audit. There were strong elements of fear and with Glentoran has immediate and direct relevance for
concern about attending expressed by Catholic supporters – reviewing a sense of community and the imperatives
although many of these concerns related to physical access, associated with developing an inclusive environment for all.
being identified by hostile community elements outside
matches or general concerns about entering what was perceived The wider impact of change, division and communities
as an alien and threatening community environment. isolated from each other are not remote from the planning
and structures Glentoran will need if it is to survive
These divisions and concerns should not obscure the fact and function to its optimal levels in the years ahead. A
that, in general, attendances at Glentoran matches have perceptive commentator on the nature of change, threat
been declining significantly over the past three decades. The and identity in similar communities has been Philip Orr.
evident element of community polarisation around identity,
culture and religion perhaps masks deeper transformations The legacy of the Troubles is about much more than the lost lives
due to de-industrialisation and the evaporation of and bereaved families who are its most tragic consequence. A lot
traditional sources of employment and advancement. of people in Loyalist communities are still trapped and troubled,
economically and culturally, while middle-class Protestants
Social exclusion, poverty and linked issues around community have been able to adapt to change, ‘move on’ and in many cases
disenfranchisement are now the key concerns in looking at thrive… Multicultural challenge may lie ahead for this society.
the issues and concerns of the wider East Belfast community. It is easy to accept immigration as an enrichment process if you
In addition to these concerns, the majority community needs are in possession of economic and social comfort. For Loyalist
to be considered as something more than a homogenous communities there are not many such comfort zones. To them a
and monolithic unit. East Belfast’s majority community is in multicultural future often looks frightening and unjust. (Orr 2008, p 79)
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