StreetGames' New Strategy | StreetGames National Conference 2013

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Presentation by StreetGames' Kerry McDonald

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  • This inequality replicated in other areas:Crime, health, educational attainmentNot unwillingness – but investment failureLow hanging fruit
  • Their concerns are our concernsFuel and reflect in visious circleTell us that different types of partnerships are available – sustianabilityAligning preceptsFor example:
  • SG mountainThis shows how we are taking what we know to work to the doorstep sport discadvantagedcomms
  • Our team of DSA will steer investment along these linesWiden sporting offerEuity US Girls brandPartnerships - other policy areas as well as within sportWorkforce development – training academyRsearch and indight – if we come out of this with landing sites in tact, generation of yp with positive memory and skills, coahces and understanding of how to translate the sporting ambitions of DYP and make sport part of their life then job done.
  • Their concerns are our concernsFuel and reflectFor example:
  • SG mountainThis shows how we are taking what we know to work to the doorstep sport discadvantagedcomms
  • StreetGames' New Strategy | StreetGames National Conference 2013

    1. 1. Kerry McDonaldSTREETGAMES’ NEW STRATEGY (2013-17) CHANGING SPORT CHANGING LIVES CHANGING COMMUNITIES
    2. 2. THE 2:1 PROBLEM Prosperity Poverty• 42% 16-24 year olds • 21% 16-24 year olds are coached are coached• 38% compete • 17% compete• 43% are club • 20% are club members members• 45% achieve 3 x 30 • 27% achieve 3 x 30 mins mins• 10% volunteer • 4% volunteer
    3. 3. THE OPPORTUNITY• 1.6 MILLION DISADVANTAGED YOUTH AGED 14-25• STREETGAMES: 211,000 PARTICIPANTS SO FAR(ALL AGES)• STREETGAMES: 4 YEAR TARGET OF 168,000 PARTICIPANTS AGED 14-25(10% OF MARKET)• 1000 DOORSTEP SPORT CLUBS – 118,000 PARTICIPANTS AGED 14-25
    4. 4. 3 MAIN MARKETS STREETGAMESFOR DOORSTEP NETWORKSPORT MAINSTREAM DOORSTEP SPORT SPORT SOCIAL OUTCOMES-eg Health; Crime
    5. 5. 3 STRATEGY AIMS GROW UNDERSTANDMAINSTREAM/INFLUENCE
    6. 6. GROWStreetGames Network• 1,000 Doorstep Sport Clubs with c.350 partners = 118,500 participants• Other projects = 30,000 participantsMainstream sport sector• Mainstream sport adopting doorstep sport method = 10,600 participantsNon-sport sector• Health/community safety/etc = 9,500 participants
    7. 7. UNDERSTAND• Insight, Insight, Insight !!• Test, evaluate, replicate• Segments within disadvantaged youth market• Doorstep Sport method – refined and refined and used by all sectors
    8. 8. MAINSTREAM/INFLUENCE• Doorstep Sport Clubs to become part of the mainstream• Doorstep Sport method understood and used by: – Mainstream sport (sports clubs, leisure centres) – Non sport (social interventions using sport as tool)
    9. 9. 10 OPERATING PRINCIPLES OF DOORSTEP SPORT1. Varied Sporting Offer (multi-sport) – APPROVED2. Equity - APPROVED3. Workforce Development - APPROVED4. Research, insight & data capture - TESTING5. Communications and Collaboration - TESTING6. Financial Sustainability - TESTING7. Changing the mainstream - TESTING8. Encouraging lifelong participation - TESTING9. Wider Social Outcomes – TESTING10. Youth Leadership and Action - TESTING
    10. 10. FINANCIAL SUSTAINABILITY• Fundraising Doorstep Sport Advisers• Fundraising 3 hour workshop• Every Doorstep Sport Club – receive lottery money and have Fundraising Plan agreed with StreetGames• Business Advisory Boards – London; Bristol; Birmingham• Influencing decision makers
    11. 11. STREETGAMES’ SERVICES Doorstep Sport Clubs Partners Infrastructure of clubs, In public and private sector coaches, and participants to grow sport in who have developed a disadvantaged areas sporting habit for life Training Academy Cooperative StreetGames StreetGames EventsLow cost, high quality Young Volunteers The events programmelearning opportunities Providing volunteering and provides doorstep sport for coaches, leaders community leadership Us Girls projects access to high and volunteers opportunities to Providing doorstep quality events and disadvantaged youth. sport for young women competitions building backed in disadvantaged by our corporate partners communities
    12. 12. STREETGAMES PRIORITIES• Lead this sector well• 1,000 Doorstep Sport Clubs• Grow StreetGames network• Consultancy service to NGBs• Quality products – existing and new• Influence mainstream sport• Influence non-mainstream – especially health/community safety
    13. 13. WHAT DO THEY REALLY THINK OF STREETGAMES? 2013 STAKEHOLDER SURVEY
    14. 14. SURVEY RESULTS ?
    15. 15. 1. Does StreetGames add value to your organisation1. Yes 95%2. No 5% 1 2
    16. 16. 2. Which current StreetGames service is most important to you right now?1. Information / Insight / 27% Advice2. Volunteering 22%3. Us Girls 18%4. Training 15%5. Events6. Influencing NGBs 8% 8%7. Health/Physical Activity support 2% 1 2 3 4 5 6 7
    17. 17. 3. Which new service would you most like StreetGames to do next?1. Crime/Community Safety 34% programme2. Disability programme3. Talent identification and 24% development programme 21%4. Pop up clubs (short term sports programmes linked 13% to big events)5. Incentive products and 6% ideas to increase 2% retention6. None of above 1 2 3 4 5 6
    18. 18. STAKEHOLDER SURVEYKey Findings• The StreetGames brand is a huge asset• 92% agree that StreetGames adds value to their organisation• 83% would like to work with us in the next 12 months• 68% are either satisfied or very satisfied with StreetGames• Confusion over are we mainly ‘driving up participation’ or ‘working for social cohesion’• StreetGames needs to clarify its purpose and how everything we do fits together
    19. 19. IN PARTICULAR THEY LIKE…• We stand up for and champion Doorstep Sport• We are innovative and happy to experiment• We know our stuff – knowledge of ‘disadvantage’• Approachable, knowledgeable, friendly support (eg. Doorstep Sport Advisors (DSA)• Insight, understanding and research• Good products (Us Girls, Volunteering, Events)• Training Academy – useful short courses in doorstep sport that are well taught• Information/ideas
    20. 20. AND LOOK OUT FOR …• Quality of frontline delivery• Becoming too bureaucratic or controlling• Growing too fast and making mistakes/losing quality• Too much communication – streamline it for effectiveness• Clarify relationship between increasing participation and achieving social outcomes
    21. 21. A LONG WAY TO GO – BUT ATLEAST WE HAVE A PLAN HOW TO GET THERE !!
    22. 22. Kerry McDonaldSTREETGAMES’ NEW STRATEGY (2013-17) THANK YOU

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