Thesis submitted in fulfilment of the requirements for the degree Master of Technology: Sport Management in the Faculty of Business at the Cape Peninsula University of Technology, 2013 / Sport and Recreation South Africa (SRSA) initiated a national Club Development Programme (CDP) in 2006. Its aim is to increase sport participation, physical activity, talent identification and fast-track the development of community clubs in South Africa. The CDP has numerous sporting codes: football, netball, cricket, athletics, rugby and aquatics. Football is the main focus for this study because the majority of clubs in the CDP are football associated. There is a perception amongst football clubs that some clubs receive more attention and support in terms of development as compared to others in the CDP. Therefore, the aim of the research is to identify key factors that affect the delivery of the CDP within selected football community clubs in the Cape Metropole. In total, nineteen CDP community football clubs were studied. In each club, key stakeholders such as the chairperson/president, secretary/administrator, captain/vice captain and volunteer/coach were targeted to receive questionnaires, totalling seventy six with fifty seven usable questionnaires returned. Fourteen face-to-face structured interviews were conducted with experienced and key CDP officials representing the three spheres of South African government. The respondents indicated that the CDP has not exceeded their expectations, mainly because of the following: community clubs are still waiting for equipment; a lack of experts to identify talent; lack of motivation from the CDP officials; lack of competency of the CDP officials in terms of their capacity to liaise with stakeholders and develop mechanisms to review the programmes’ impact. CDP appears to be largely ineffective within communities due to a lack of communication, qualified and competent personnel, talent identification, motivation from the CDP coordinators, education and training as well a review mechanism system. Therefore, it is critical for CDP management to ensure that communication systems improve; qualified and suitable personnel are recruited to assist with the programmes’ implementation; talent identification programme is developed; there should be incentive programmes and ongoing sustainable activities throughout the year, as well as structured social leagues in communities where people live; all CDP coordinators need to undergo training to improve their implementation skills; the review mechanism system needs to be developed and effectively implemented within the communities; and the mechanism system should be periodically monitored and evaluated to objectively assess the impact of the programme within communities.