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