Samenvatting

Dutch voluntary sport clubs (VSCs) are facing several challenges in perceived consumerist behavior by members (Van der Roest, 2015), demands by the government to attribute to the social policy agenda (Waardenburg, 2016; Coalter, 2007) and declining number of members in complex contexts (Wollebæk, 2009). Between 300-500 sport club consultants, mostly funded by local governments or sport associations, are tasked to vitalize these VSCs. Most consultants play an expert role delivering generic intervention on specific topics as recruiting volunteers, sponsorships or positive behavior support. The other consultants play a process consultation role in which a holistic strategic change approach is used for more sustainable development (Schein, 1999). Aim of this study is to understand how various stakeholders make sense of the approach, competencies and interventions used by the process consultant within a specific context.