Working from morning till night, yet the bank balance doesn’t show it. The money slips away somewhere, though it is hard to say exactly where. Month after month goes by, until the familiar words are finally spoken: “there’s no money in football”. But is the problem really a lack of money, or rather a lack of control over it?
Simple on the surface, decisive in practice
The budget of a football organisation seems an obvious subject. In theory, all you need to do is set out income and expenditure. In practice, it is thorough analysis, control and management of the budget that decide which academies survive and which disappear after a few seasons.
At first, a project grows on a wave of ambition and enthusiasm. Then comes the moment of reflection: how long can you keep firefighting and working for free? This is where the real test of an organisation’s maturity begins.
Very few academies can say outright: “Yes, we have a planned budget. We know where we will be in seven months’ time, what decisions we need to make and what savings we will make if we run short of cash.” Most operate from month to month, with no long-term planning. And then the problems arrive: no money to hire a pitch, coaches’ wages paid late, unexpected debts.
Instead of developing the organisation, club officials spend their time firefighting.
Ask almost any academy owner and they will say they plan and analyse their budget. But a few more specific questions are usually enough to show that in practice things are not quite so rosy.
A realistic budget, not an optimistic one
Polish football has no shortage of club presidents who planned success on paper, only for reality to brutally test their optimism. A budget built on unrealistic assumptions is the most common trap: counting on winning a competition that will “definitely” bring prize money and attract sponsors, or expecting a grant that in the end never comes.
The foundation of healthy finances is to turn this way of thinking around. A budget must be based on certain, regular income, not on hopes. Certain income is the base; uncertain income is only a possible bonus. Seasonal income, such as summer camps or tournaments, is also an extra, not the foundation of stability.
On the other hand, costs are almost always higher than they seem. That is why you need to write down every detail, not just the pitch and the coach’s pay. There is a whole layer of hidden costs: accounting, insurance, transport, administrative fees. On top of that, it is always worth setting aside a 10–15% reserve for unforeseen expenses. Better a surplus than a hole – careful planning always pays off.
Planning worthy of the name
A budget should be planned at least a year ahead. Only then can you see which months have to earn for the others, and a seasonal drop in income stops coming as a surprise. It is also worth analysing not just the finances of the whole organisation, but each group and team separately – because it is at this level that it is easiest to spot what actually makes money and what makes a loss.
The key change in thinking, however, is a different one: a budget is not a document you create once and put away in a drawer. It is a tool you use on an ongoing basis. Planning alone is not enough – the budget has to be carried out and monitored. That is why finances should be reviewed regularly, at least once a month, with payments tracked as they fall due, because even late payments from parents can upset the cash flow of the whole academy.
Spending discipline
Even a well-planned budget needs discipline when it comes to spending. Expenses must be prioritised: essential costs first, extras later. In good months you must not spend everything; you have to keep something back for harder times. And when the situation calls for cost-cutting, it is better not to delay the cuts and to act quickly, before a small problem grows into a crisis.
As the academy grows, so does the budget. A bigger academy means bigger expenses, so the financial plan has to evolve with the organisation. It also pays to earn wisely rather than quickly: long-term, recurring sources of income give far more security than one-off payments.
The key takeaway
Poor budget management causes problems more often than an actual lack of money. Finance is a strategy, not a lottery. What matters most is liquidity and security – better to have a little less and sleep soundly.
A stable academy is one that manages its budget like a professional club. Though even here it is worth keeping your common sense, because some “professional” clubs still put winning the Polish Cup (Poland’s national knockout competition) into their plans as a certain source of income… Aim higher than that. If you like, I can help you with this (in Polish)!
Frequently asked questions
Is an academy’s problem a lack of money, or a lack of control over it?
According to the author, poor budget management causes problems more often than an actual shortage of funds. Most organisations operate from month to month without long-term planning – and that is when late wages and a lack of money to hire a pitch appear.
What should an academy’s budget be based on?
On certain, regular income. Uncertain income – prize money for results, expected grants, summer camps or tournaments – is treated as a bonus, not the foundation of stability.
How much of a reserve should you keep in the budget?
10–15% for unforeseen expenses. Costs are almost always higher than they seem, because on top of the pitch and the coach’s pay there is a whole layer of hidden costs: accounting, insurance, transport, administrative fees.
How often should you review your finances?
The budget is planned at least a year ahead and reviewed at least once a month – together with tracking whether payments arrive on time, because even late payments from parents can upset the cash flow of the whole academy.
