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  • 1. “ Moving the Goalposts” A project to build sustainable sports clubs in priority neighbourhoods within Wolverhampton Richard Welch – Community Recreation Manager Amy Moreton – Sports Project Co-ordinator Streetgames Conference 2007
  • 2. Strategic Context for Wolverhampton: Responding to the Corporate Agenda
    • Delivering the best possible outcomes for children, young people and their families
    • Making communities stronger and safer
    • Improving the health and wellbeing of our communities
    • Developing sustainable communities
    • Becoming an excellent council
    Surestart Family Learning event
  • 3. Building an inclusive service
    • 5 stage cyclical process:
    • Identification of non-users
    • Identification of barriers to use
    • Research and consultation
    • Incorporating learning and mainstreaming successful initiatives
    • Impact and benchmarking
    BITS workshop
  • 4. Moving the Goalposts – Background
    • Lack of high quality affordable structured sporting opportunities on the east side of the city
    • Limited number of service providers with sufficient capacity and infrastructure
    • Local consultation showed general lack of opportunities in priority areas
    Cricket
  • 5. Project Pilot
    • Local Strategic Partnership approved pilot project funding from Neighbourhood Renewal Fund to establish ten satellite sports clubs
    • £100k to pay for:
      • 24 weeks of facility hire
      • Delivery fees for the club
      • Equipment for the club
      • Training local residents to coach
      • Minor capital works
    Athletics – throwing
  • 6. How did we do this?
    • Existing consultation carried out to produce the Neighbourhood Management action plan identified lack of sporting activities as an issue
    • Research exercise to identify young people’s aspirations in sport
    • Audited existing facilities
    • Invited registered clubs to express interest in the programme
    • Set up a monitoring panel (Sports Advisory Council and lead member)
    • Formulated service level agreements
  • 7. How the project was managed
    • Joint management by Sport Development Manager and Neighbourhood Manager (Wednesfield)
    • Arm’s length approach after 3 months
    • Submission of performance data to Local Strategic Partnership on quarterly basis
    • Evaluation
    Black Country Youth Games - Pathways
  • 8. Organisations Involved
    • Lead Organisation- Sport Dev Unit
    • Partner- Wednesfield Neighbourhood Management
    • Partnerships Made
    • Sport England
    • Wolverhampton Sports Advisory Council
    • Community Play and Youth, Social Services
    • Governing bodies of sports
    • Press
    • SPORTS CLUBS!
    Black Country Youth Games – Football Celebration
  • 9. Results
    • 207 young people participated
    • 8 sports launched, 4 successful longer term
    • 197 accredited coaching qualifications achieved by 165 people
    • 2 new community sports facilities developed and 1 sport facility improved
    • Additional £40k secured from Sport England to establish 5 part time community sports Coach posts
    Cricket – Instruction
  • 10. Critical Success Factors
    • Verified research findings
    • Service providers took a lead responsibility
    • Club prepared to promote itself
    • Service providers had sufficient capacity and capability to deliver
    • Facility available on a regular basis
    Athletics – High jump
  • 11. Lessons Learnt
    • Project of its own- time consuming
    • Claw-back mechanism
    • Coaches need additional
    • training to appreciate the different issues they will experience in these communities.
    • Projects that were sustained, were those with clubs that managed it themselves
    • Lessons learnt and critical success factors fed back into city wide project
  • 12. Where we are now….
    • Widened the project to all priority neighbourhoods
    • Project linked into the Local Area Agreement
    • LSP support and funding of £250k
    • Coordinator post was created to manage the development over a 2 year period
    • Participants and coaches are to be tracked
    • Target ‘very hard to reach’ through Connexions and other partnerships
    • Utilising the project to develop a commissioning model for sport and physical activity
    • as part of CSN
  • 13. Where we are now….
    • 2006/2007 14 clubs (15 sites) awarded funding of approximately £4800 each for 35 weeks of delivery
    • Total distributed £73,000
    • Clubs were required to apply for funding
    • Project Coordinator prepares a profile of applicants at each stage and ranks and scores applications based on answers given in application form;
      • CRB checks
      • Insurance
      • NGB/Clubmark accreditation
      • How they will meet aims of the project
      • Sustaining the project after 35 weeks
      • Neighbourhood they wish to satellite to
  • 14. Where we are now….
    • Project Coordinator puts proposals forward for successful applications and the project group approves/declines applicants
    • Clubs required to sign service level agreement
    • Clubs receive payments in 2 phases- monitoring built in- claw back mechanism
    • Coach Education – large part of project built in
    • 2007/2008- more clubs invited to apply for funding
    • Continuous Improvement- lessons learnt 2006/2007
  • 15. The Legacy
    • NRF has been used as a lever to attract approximately £40,000 of further funding to support aspects of the project so far.
      • New Deal for Communities
      • Sport England
      • Youth Bank
      • Neighbourhood Initiative Funding (West Midlands Police)
    • At least 21 sustainable clubs by March 2008- to keep as many of those in place for as long as possible
    • Number of young people accessing sporting opportunities on a weekly basis increased
    • Local Authority Intervention forgotten
  • 16. How good is the service?
    • Audit Commission Inspection 2005:
    • The project was cited as an example of good practice because……
    • Councillors and officers understand the contribution sport makes to all the Council’s objectives
    • Sport & Culture is embedded within the stated priorities of the corporate and community plans
    • Consultation mechanisms were at the heart of the project
    • The project is aiming to ensure that services are accessible to all sections of the community
    • The project is a key delivery mechanism to give people and communities a chance to realise their potential and allow them to develop new skills and motivation
  • 17. ANY QUESTIONS??