the beyond sport effect · beyond sport effect > (impact) noun, adjective ... as a $2.7m...

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BEYOND SPORT EFFECT > (impact) Noun, adjective [ðə bi:ˈjɒnd spɔt i:ˈfekt]: ■ the collective term for the tracked, recorded and celebrated impacts of the activities that Beyond Sport and the Beyond Sport Foundation engages in.

REFERENCE COPY

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-BLANK PAGE-

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Section 1: Introduction to the Beyond Sport Effect

Included in this section:

1.1 What is the Beyond Sport Effect? 2-3

1.2 Why is Tracking the Beyond Sport Effect Important? 4

1.3 The Beyond Sport Effect Framework 4-6

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1.1 What is the Beyond Sport Effect?

The Beyond Sport Effect is the direct and indirect impacts that Beyond Sport and the Beyond Sport

Foundation have around the world.

The Direct Effect is used to describe outputs and impacts that Beyond Sport and the Beyond Sport

Foundation have been primarily responsible for – they could not have happened without resources and

direct involvement.

The Indirect Effect is used to describe outputs and impacts that Beyond Sport and the Beyond Sport

Foundation has been instrumental in, but have also required significant collaboration from partners and

other groups.

Year-round impact is delivered through:

Business Support and Funding

Once Award Winners and Shortlisted Projects have been announced and celebrated during a Beyond Sport

Event (see over the page), they are linked with the Beyond Sport Foundation who will work closely with

each organisation to deliver a tailored package of capacity-building business support and funding. This will

come from a range of partners, as well as from the Beyond Sport Team and the panel of experts who advise

Beyond Sport.

Support is made available year-round and is not limited to a one year cycle. Once an organisation has been

Shortlisted for an Award, or has gone on to win an Award, they are entitled to on-going and indefinite

support from Beyond Sport and its network.

Since 2009, over $4million worth of business support and $500,000 of funding has been made available to

Winning and Shortlisted projects.

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Events

The Beyond Sport Summit and Awards is the pinnacle of the Beyond Sport year. It convenes sport for

development practitioners with corporations, foundations, governing bodies, federations, professional

athletes, sport teams and other experts to create a living network of groups and individuals that are either

using, or have the potential to use, sport to overcome challenges faced by communities across the world.

It is here that the annual Beyond Sport Awards take place – celebrating the leading examples of how sport

can be used to address a range of social issues.

Beyond Sport also delivers a range of other events by convening special interest groups. These events may

be run during the main Beyond Sport Summit and Awards or may take place at other points throughout the

year. Previous events have included Beyond London 2012, Beyond Sport United, Beyond Football, Beyond

Rugby, Cricket for Good and the Sport for Development Investors Working Group. Some of these events

will also include an Awards element.

Throughout each event, key themes are identified that require a more intensive focus from the world of

sport for development – for example use of sport to enhance girls’ education, child protection, sport’s role

in urban communities. Beyond Sport convenes groups of experts to create momentum, constructive

debate and ideas that can be progressed throughout the year.

Connecting and Collaborating

As an umbrella for the sport for development movement, Beyond Sport is well placed to make

connections and encourage collaboration – across sectors, across countries, across sports and across social

issues.

Beyond Sport makes at least one personal connection a day and also gives organisations the opportunity to

make their own connections through its interactive forum – Beyond Sport World which currently has nearly

2,000 members.

Consultancy

Delivered through Think Beyond, Beyond Sport works with others to fulfil their business, philanthropic or

strategic objectives through investing in sport for development. This ensures that selected clients have

access to knowledge, insights and advice from across the globe to maximise the positive impact of their

efforts.

Research

A small but important area of activity. Beyond Sport gets involved in research projects where a multi-

sector, multi-stakeholder approach is essential.

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1.2 Why is tracking the Beyond Sport Effect important?

It is essential for any organisation to measure the impact of its inputs – financial investment or otherwise.

Beyond Sport advocates this by including measurement and evaluation as one of the four main criteria on

which entries to the Beyond Sport Awards are judged.

Beyond Sport and the Beyond Sport Foundation must therefore role-model a good monitoring and

evaluation process, and assess the Beyond Sport Effect in a consistent yet flexible way so a wide variety of

impacts can be picked up. The process must allow the understanding of both immediate, direct outputs

and wider, longer term impacts so that insights can be developed into how to grow influence in the short to

medium term and what this means for its strategic plan in the future.

The approach has been developed so that it could be adopted as a starting point by any organisation within

the sport for development community who is looking at developing their evaluation approach. This makes

measurement and evaluation, which is essential for future sustainability and success, clear, simple and

accessible.

1.3 The Beyond Sport Effect framework

Step 1 – Identify:

• Aims (changes trying to achieve)

• Objectives (how to bring about these changes)

• Performance indicators (how to know whether change is being made), broken down into:

• Output indicators - often quantitative (direct products – what has been done?)

• Impact indicators - often qualitative (long term changes – what difference has been

made?)

• Method of data collection for each performance indicator.

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Step 2 – Set a reporting schedule:

• Decide which indicators will be measured and at what frequency

• Not all indicators should be measured every quarter, M&E needs to be practical and useful

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Step 3 – Summarise highlights into standard framework:

Beyond Sport Platform

Promotion, connections and

collaborations

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Section 2: Impact Through Events


2.1 The Beyond Sport Awards 8-9

2.2 The Beyond Sport Legacy Projects 10-11

2.3 The Beyond Sport Effect 2012 11-13

2.4 The Beyond Sport Effect 2013 – The Story so Far 14

2.5 Theme 1 – Safeguarding Children in Sport 15-17

2.6 Theme 2 – Urban Communities 18

2.7 Theme 3 – Sport and Sustainability 18

Also see APPENDIX 1: Beyond Sport Awards Winner Summary

Also see APPENDIX 2: The Beyond Sport Effect 2009 to 2011 – Summaries

NOTE: “Themes” are those topics that require a more intensive focus from the world of sport for

development. Groups of experts are convened at Beyond Sport Events to create momentum,

constructive debate and ideas that can be progressed throughout the year.

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2.1 The Beyond Sport Awards Direct Effect

350 – 450 entries received per year for the annual Beyond Sport Awards (over 1200 organisations have

applied since inception)

Entries come from over 120 countries and territories and countries across 6 continents

More than 100 sports have been represented

Winners are selected via a two-stage judging process:

o Stage 1 – The Beyond Sport Advisory Panel (25 industry and issue specialists)

o Stage 2 – The Beyond Sport (30 high-profile political figures, sporting heroes and social

entrepreneurs)

There are 9 consistent categories, plus Judges Awards. These cover the entire sporting spectrum of

health, social inclusion, corporate and social responsibility, and philanthropy.

These main Awards are split into two clear sections – Beyond Sport Community Awards and

Corporation, Team and Federation Awards

Other Beyond Sport events also have Awards associated with them

Winners and selected Shortlisted projects receive funding and business support – administered by the

Beyond Sport Foundation

They also receive support from the Beyond Sport Team and the panel of experts who advise Beyond

Sport plus promotion within Beyond Sport’s extensive, and fast growing, network

• All those receiving support are subject to a rigorous due diligence process and the Beyond Sport Effect

is carefully monitored.

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Additional awards are also made each year, with the Winners all receiving on-going support plus other

benefits as applicable.

Award Year Award Most Significant Support

2009

London Legacy Award Funding over three years

Most Courageous Use of Sport Award Funding and business support

Humanitarian in Sport Award Promotion

Beyond Sport Special Recognition Award Promotion

2010

United Airlines Chicago Impact Award Funding over two years

Most Courageous Use of Sport Award Funding and business support

Leadership in Sport Award Business support for Special Olympics


2011

Beyond Sport Cape Town Bike Award Bicycles and business support

Innovation Through Sport Award Business support

Leadership in Sport Award Business support


2012

Innovation Through Sport Award Business support

Leadership in Sport Award Promotion

P&G UK Impact Award* Funding and business support

Generation Ali Beyond Sport Award Promotion

2013

Barclays Employability Award** Business support

BT Paralympic Momentum Award** Promotion

P&G UK Impact Award** Funding

Sport Relief Innovation Award** Funding

RP Global Sustainability Award** Business support

London 2012 Diversity and Inclusion

Award**

Funding

*Awarded at the Beyond Sport London Reception, June 2012

** Awarded at the Beyond London 2012 event, July 2013

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2.2 The Beyond Sport Legacy Projects Direct Effect

Beyond Sport aims to leave a specific social legacy in each of the cities that hosts its annual Summit and

Awards. This happens through the Beyond Sport Foundation which works with leading local organisations

to provide funding, business support or connections that will benefit the community long after the event

has left town.

2009, London, UK: The Beyond Sport Foundation, in partnership with the Greater London Authority,

contributed to the development of a community riding school in one of the most disadvantaged areas of

London. Removing the need to travel to stables in more rural settings, the Ebony Horse Club is now able to

offer 160 lessons per week, benefitting 1,402 users – a jump from 42 rides a fortnight when the Foundation

first met them.

As a $2.7m development project, one of the most impactful contributions from the Beyond Sport

Foundation was funding for a Project Officer who would lead fundraising efforts in the days when the

facility was just an idea. This, coupled with some seed funding from the Foundation plus advice and

connections from Beyond Sport, gave Ebony Horse Club the foundations it needed to get the idea off the

ground and make it a reality.

Completed just before the London 2012 Olympic Games, the facility continues going from strength to

strength, helping young people in the most difficult circumstances, with a particular focus on improving the

lives of children with autism, ADHD, hyper-activity and challenging behaviour.

2010, Chicago, USA: The Beyond Sport Foundation, in partnership with United Airlines, provided funding

for METROsquash to hire a High School Academic and Squash Director. This new role was created to

ensure that METROsquash could not only run programs that teach squash skills and build strong academic

foundations in low income communities, but can support older students with college preparation.

2011, Cape Town, South Africa: In partnership with Globalbike (2009 Winner of Best Project by a

Professional Sports Team), the Beyond Sport Foundation gave away 20 locally sourced bikes to local sport

for development programs.

Recognising that bikes help projects to travel further, carry more weight and see more people, Globalbike

and the Beyond Sport Foundation worked with local organisations to discuss how bikes could enhance their

offerings to the local community. Bikes were then awarded to those who would have the most impact:

Isiqalo Foundation (12 bikes) – Isiqalo’s Waves for Change program uses surfing to transform

disused township beaches into hubs for education and development. Bikes have been fitted with

surf racks to give program participants access to more challenging surf areas as a reward for

participation in vocational and community development activities. They are also being used for a

recycling / beach clean project.

Oasis Reach for your Dreams (10 bikes) – in order to capacitate and empower youth and children,

bikes are being used as a tool to deliver key messages. For example:

o protection against HIV/AIDS −> wearing a helmet

o discipline and concentration −> on the road this prevents accidents

o teamwork −> cycling as a team

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o overcoming obstacles −> negotiating life-skills themed cycle obstacles

Velokhaya Life Cycling Academy (8 bikes) – Velokhaya’s cycling-based programs target young

people from school-going age to those in their early 20s. The bikes are being used to extend

participation in programs including current members who have been unable to actively participate

previously due to a lack of bikes; current members who have previously had to share bikes with

other members, limiting their interaction; or new members who would like to get involved for the

first time.

2012, London, UK: The Beyond Sport Foundation, in partnership with P&G and The Daily Telegraph, made

funds and consulting support available to three projects recognised for the outstanding way that they use

sport to transform lives across the UK. Streetleague, Everton in the Community and the Football

Foundation received a grant of between $4,000 and $7,500 each, and were also given the opportunity to

work with a team of 4 PwC consultants, giving up to 30 days of time per project.

Funds were primarily used to contribute to personnel costs and significant strategic value came from the

PwC relationships. Streetleague developed a franchise model so that its programs can be rolled out further

across the UK; the Football Foundation created an “in the box” version of its Extra Time program to ensure

its sustainability once central program funding came to an end and Everton revised its approach to

measuring social impact.

2.3 The Beyond Sport Effect 2012 Direct Effect

The following inputs have been applied to 2012 Beyond Sport Awards Winners (awarded at the Beyond

Sport London Reception (June 2012) and the Beyond Sport Summit & Awards, London (July 2012)):

Cash value

$75,000 funding

Business Support

$2m worth of Business Support from PwC, GivenGain and inFocus


$25,000 worth of mentoring and support from Beyond Sport Team and Advisory Panel

Extensive promotion, connections and collaborations across the Beyond Sport Network

Funding will be invested in the following ways, outputs and impacts will be reported throughout 2013:

Best New Project – Global Outreach and Love of Soccer (GOALS), Haiti ($10,000)

Girl-specific education and empowerment training; pregnancy prevention and support for young

mothers

Food, water and materials for two un-sponsored girls teams (2 girls' teams)

Logistical support for Coaches Across Continents training in January 2013

Logistics and capacity development (including monitoring and evaluation, staff training and materials).

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Sport for Social Inclusion Award – Girls Kick It, Chicken House Project, Uganda ($10,000)

Cover transport costs of coaches to their newest locations

Procurement of sport bras and shorts for the new teams

Begin laying foundations for a second social enterprise project in Awach town.

UNICEF Sport for Education Award – Policy Center for Roma and Minorities, Sport for Education,

Education for the Future, Romania ($10,000)

Contribution to organisational overheads.

Sport for Conflict Resolution Award – AMANDLA EduFootball, South Africa ($10,000)

Business Administration – by the end of 2013, AMANDLA aims to have reviewed its current

administration practices and built revised strategies for efficient HR, financial management, internal

communications and facility and asset management systems. Some of the funding from the Beyond

Sport Foundation will be used to support this.

Business Development – by the end of 2013, AMANDLA will have developed and implemented a

marketing strategy, including an effective, growth-based fundraising, stakeholder management &

research strategy. Some of the funding from the Beyond Sport Foundation will be used to support this.

Programme Implementation – the funds will help provide 1500 orphans and vulnerable children in

South Africa with access to a safe hub of holistic learning and development on a weekly basis through a

four programme system focusing on health, safety, education and employability.

Sport for Health Award – WASH United , Germany ($10,000)

Office rent – allowing WASH United to continue working from their office space for another year

Office equipment – provision of much needed seating and kitchen equipment within the office space

IT services – set up of a professional IT infrastructure within Wash United for a team of 10+ and

maintenance of the system

Accounting fees – cover the costs of professional book-keeping and accounting.

Sport for the Environment Award – NRDC Sports Greening Project , USA ($10,000)

In September 2012, NRDC released a report on sports greening titled “Game Changer: How the Sports

Industry is Saving the Environment.” This report provides a collection of never-before-assembled case

studies of the sports industry’s most prominent and successful greening initiatives from across North

America.

The grant from the Beyond Sport Foundation will be used to help communicate and distribute the report.

NRDC have been working alongside communications agency Seigen Thaler to…

1. Promote the embrace of environmentalism in pro sports as a whole

2. Demonstrate how widespread sustainability has become in sports – across leagues, teams, venues

and vendors – and the measurable impact these efforts are having on the environment

3. Applaud individual teams for their work and demonstrate the tangibility of their achievements so

as to build momentum within the industry

4. Position NRDC as the leading force behind greening pro sports.

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P&G UK Impact Award (Winner) – Streetleague, Changing Lives Through Football, UK ($7,500)

StreetLeague will use the funding to support the costs of a Head of Quality and Performance post that will

look into impact measurement and quality assurance for StreetLeague. The salary for the post is £40,000

for which funding has already been secured from a grant making trust. The post also has costs associated

with travel, training and accreditation (achievement of quality standards), which the Beyond Sport

Foundation grant will be used to support.

P&G UK Impact Award (Honourable Mention) – Everton in the Community Trust, Tackling Inequality,

Empowering Ability, UK ($3,750)

Facility hire for disability leagues co-ordinated by the disability football development programme.

Ensuring that the disability league is effectively co-ordinated and becomes more productive to its

service users.

P&G UK Impact Award (Honourable Mention) – Football Foundation, Extra Time, UK ($3,750)

At the time that the Award was made, the Extra Time programme was run centrally by the Football

Foundation. Due to changes in structure and purpose for the Football Foundation, a decision was taken to

devolve the programme to its participatory clubs – for them to run independently, with only a small

amount of oversight from the Football Foundation. As such, the Football Foundation is not managing any

funds related to the programme. They were therefore asked to nominate a club that had made exceptional

progress with their Extra Time programme, for the Beyond Sport Foundation grant to be passed onto. They

nominated QPR in the Community.

Over the next 3 years the total cost of the project is approximately $40,000. QPR have managed to secure

over half of this from the City Bridge Trust and the funds from the Beyond Sport Foundation will contribute

to reducing the remaining shortfall.

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2.4 The Beyond Sport Effect 2013 – The Story so Far Direct Effect

The following awards were made at the Beyond London 2012 event in July 2013:

Award Name Awarded to Will receive

Barclays Employability Award School of Hard Knocks Business Support from Barclays.

This will include general

consulting and advice and the

provision of work experience

places for members of the

programme

BT Paralympic Momentum Award Channel 4 Promotion throughout the


P&G UK Impact Award Tottenham Hotspur Foundation $15,000 funding

P&G UK Impact Award

(HONOURABLE MENTION)

Access Sports $4,000 funding

Sport Relief Innovation Award Father’s Football $15,000 funding

Sport Relief Innovation Award

(HONOURABLE MENTION)

Fight for Peace $7,500 funding

RP Global Sustainability Award Aramark Business Support from RP Global.

This will be a one week consulting

project

London 2012 Diversity and

Inclusion Award

Muslim Women’s Sports Foundation

$7,500 funding

All winning organisations will be entitled to take part in the Interactive ‘Inclusive & Active 2’ process which

will ensure they are inclusive & accessible for people with a disability. This is worth $5,000 per

organisation.

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2.5 Theme 1 – Safeguarding Children in Sport Indirect Effect

Overview

This theme developed from two different areas of focus addressed in previous Summits – child protection

and girls’ education through sport. A main finding of the girls’ education work was that a major barrier to

using sport to get girls to attend and stay in school were concerns about safety. It therefore made sense to

address this, and child protection, together, to get more stakeholders involved and develop a more

consolidated approach.

The Safeguarding Children in Sport session at the 2012 Beyond Sport Summit brought together an

international, cross-sector group of organisations who are committed to working together to strengthen a

set of standards for safeguarding children in sport and sport for development. This included Save the

Children, NSPCC, UNICEF, UK Sport, Comic Relief and Brunel University.

The session:

Gathered feedback on a draft version of the standards

Discussed how they would be finalised and tested

Explored and planned how they would be implemented.

During the session, attendees also committed to forming a working group which will test the standards and

committed to advocating the standards to partners and associates in the sport and sport for development

sectors, for the adoption of safeguarding standards and good practice.

In addition Sport and Dev agreed to provide a platform to share information about this ongoing piece of

work with the wider sport for development community.

Definition of Safeguarding

Participants adopted the following working definition for safeguarding:

Safeguarding means:

taking all reasonable measures to ensure that the risks of harm to children's welfare are minimised; and

where there are concerns about children and young people's welfare, taking appropriate action to

address those concerns.

Note – coach / guardian welfare also needs to be protected

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Shared Vision

In order to guide the content of the safeguarding standards, participants shared their vision for the work to

be undertaken. It was agreed this should extend beyond risk reduction and mitigation and instead also

embrace the positive opportunities on offer in sport.

All children, in any situation, of all castes, tribes, genders and abilities, has the

opportunity to participate, enjoy and develop through safe, well delivered sport and

physical activity.

Refining the Standards

The draft standards were developed to include:

1. Policy

2. Procedures, Personnel and Systems

3. Minimising risks to children

4. Guidelines on behaviour

5. Equity

6. Communication

7. Education and training

8. Access to advice and support

9. Working with partners

10. Involving children

11. Measurement and evaluation

There was extensive discussion about whether a separate set of standards focused on disabled children

with additional vulnerabilities needed to be added, and whether the standards should apply beyond those

aged up to 18. The group concluded that the standards needed to be reviewed to ensure issues related to

disability had been considered throughout and that the under 18 should be the target, but that would not

preclude organisations from using the standards to support good practice in their work with all participants

of any age.

A revised draft set of working principles and standards is being finalised for sign-off by the working group.

This will form the basis of a year-long action research process.

Identifying Priorities for Support

Following a self-audit exercise, the working group identified the following standards as requiring particular

attention, although across all the standards, organisations highlighted some work was needed to meet the

criteria fully:

1. Policy

4. Guidelines on behavior

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10. Involving children

Implementing the Standards

The working group has identified a number of challenges to implementing the standards. It has also

identified a number of low cost solutions to these barriers:

Challenges Solutions

Donors don’t always support developing

safeguarding

Work with existing donors to change mind-set

Lack of resources:

Time

Finances

Recognising and valuing what’s already in

place, however informal

Support and value incremental change

Sharing and networking amongst

organisations (and not just sporting

organisations)

Dependent on individuals and their own

judgements

Training and exposure

‘culture’ of some organisations Build grassroots ownership


Scale of the work needed Support and value incremental change

Lack of legal framework in some contexts Research informal local frameworks

Fear of what might be discovered Develop risk awareness (around inaction)


Honesty

Cultural norms/differences Build grassroots ownership


Senior level buy-in / Competing priorities /

Finding the time to revise policies and gather the

evidence to inform this process

Identify an organisational champion

Develop risk awareness (around inaction)


Be clear about added value

Policy and practice needs to apply to all –

partners, donors etc.

Sharing and networking amongst organisations

and partners

The 2013 Beyond Sport Summit

Work on this area of focus will continue at the 2013 Beyond Sport Summit. A half day, morning, session will

be held for partners who are already involved – to further develop the standards. A further half day,

afternoon, session will then be held as an open session for those who want to adopt the standards.

A key outcome of both sessions will be to promote the standards and encourage adoptees.

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2.6 Theme 2 – Urban Communities Indirect Effect

At the 2010 Beyond Sport Summit, held in Chicago, Beyond Sport convened over 40 practitioners from

around the world who use sport to address male youth gun crime and other social issues they face in their

urban communities. These practitioners shared and developed insights into challenges and possible

solutions on a variety of fronts for urban youth sport programmes. See Appendix 3 for a summary of

discussions held.

World Sport Chicago, the organisation responsible for the legacy of the 2016 Olympic Bid, took the

outcomes and worked with the University of Chicago to develop a white paper of recommendations that

were then implemented in pilot projects around the city. The white paper can be requested from

[email protected].

2.7 Theme 3 – Sport and Sustainability Indirect Effect

At the 2012 Beyond Sport Summit, a group of 50 practitioners from around the world, representing sports

venues, NGOs, leagues, federations, organising committees brands and teams, came together for a Sport

and Sustainability roundtable. As a result of that gathering, the Green Sports Alliance and BASIS (the British

Association for Sustainable Sport) launched a strategic partnership. This collaboration will bring together

nearly 150 professional and collegiate sports facilities, from over 18 leagues, with the goal of reducing

environmental impact, improving facility performance, and educating sports fans about sustainability.

mailto:[email protected]

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Section 3: Impact Through Funding


3.1 Key Facts 20

3.2 A Spotlight on Coaches Across Continents, Tanzania 21

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3.1 Key Facts

Most funding is awarded through Awards, linked to Beyond Sport Events, as outlined in Section 2.

All funding is administered through the Beyond Sport Foundation which raises money through a

combination of donations from corporate partners, event fundraising and gifts from individuals.

Since 2009, the Beyond Sport Foundation has contributed over $500,000 to the sport for development

community.

The Beyond Sport Foundation is a UK registered charity independently run by a Board of Trustees.

It and works with The King Badouin Foundation United States (KBFUS - http://www.kbfus.org/our-

services/services-for-nonprofits/american-friends-funds/) to enable fundraising to take place in the

USA.

Beyond Sport Ltd covers a high proportion of the overhead costs for the Beyond Sport Foundation so

that more donations received can go directly to making an impact on-the-ground.

http://www.kbfus.org/our-services/services-for-nonprofits/american-friends-funds/

http://www.kbfus.org/our-services/services-for-nonprofits/american-friends-funds/

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3.2 A Spotlight on Coaches Across Continents, Tanzania Direct Effect

Background

Beyond Sport has a partnership with Connor Sport Court International. This partnership increases accessibility to high

quality, multi-sports surfaces for the best sport for development projects in the world as CSCi offers Beyond Sport

Winners and Shortlisted projects preferential rates on court surfaces, goals and installation supervision.

To celebrate the partnership, the Beyond Sport Foundation a competition was run to offer one organisation a free

court to support the work they do and maximise their impact on a disadvantaged community. Winner of Best New

Project 2009, Coaches across Continents, won this competition and chose the community of Kigoma, Western

Tanzania as the beneficiary. Kigoma struggles with early school dropout, with especially high dropout rates for young

girls. Kigoma also struggles with AIDS and HIV, poverty, and lack of employment opportunities.

Inputs

Court surface, goals, transport and installation worth $100,000

Project management of the project worth $20,000

Outputs

Project Community Wider

Provided additional value to the

community – not only as a

provider of training but as a

provider of facilities

The court helped to secure a

partnership with One World

Futbol who are now sending

15,000 balls to CaC

communities, benefitting 1,300

schools

600 children using the court

each week

200 adults using the court each

week

Policies have been put in place

to protect “girls only” times to

encourage participation. Many

sessions are now 50/50

Unifies different areas of the

community that would not

usually interact

10 additional communities

invited CaC to train leaders in

their communities having been

drawn to Kigoma by the court

“World Days” such as Women’s

Day, Peace One Day and World

AIDS Day are promoted by

events on the site

Impacts


When CaC won its Award in

2009, it was only operating its

pilot programme in Kigoma.

Winning earned CaC extensive

promotion and credibility and

access to a vast network. It is

now working with over 50

partner organisations in 20

countries.

Provides a safe space for CaC to

use football to educate local

children

Parents come to watch their

children playing – strengthening

bonds and a supportive

environment

Local community leaders are

incentivized to be trained in

delivering the CaC curriculum –

providing employment and

ensuring sustainability

CaC curriculum being integrated

into Tanzania school system

Other communities are looking

at options at developing sports

facilities now they have seen

the benefits in Kigoma

See the project in action: http://www.youtube.com/watch?v=JhPK2p6aqO4

http://www.youtube.com/watch?v=JhPK2p6aqO4

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Section 4: Impact Through Business Support


4.1 Why is Business Support Important? 23

4.2 Key Facts 24

4.3 A Spotlight on PwC 25-26

4.4 A Spotlight on Fight for Peace 27

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4.1 Why is Business Support Important?

NGOs and charities tend to face similar organisational challenges, including a lack of capacity, succession

planning, methods for managing performance and accountability, financial management and technical

infrastructure. For all of these areas, a lot can be learnt and modified from the private sector.

The Beyond Sport Foundation therefore unearths private sector partners that can facilitate a flow of

expertise from business to projects, releasing unlocked potential and helping to ensure long term

sustainability. This business support can be worth many times the cash equivalent of the services received

and gives the private sector another opportunity to have a positive social impact when financial resources

are not necessarily available.

Providing Award Winners and Shortlisted projects with an innovative mix of financial and non-financial

investment gives organisations the support they need to grow, succeed, share and replicate.

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4.2 Key Facts

Since 2009, the Beyond Sport Foundation has facilitated over $4million worth of Business Support.

2009 Partners:

o Accenture (consulting support)

o BBH (communications support)

o Connor Sport Court International (cut price sustainable sports surfaces)

2010 Partners:

o PwC (consulting support)

o Euro RSCG (brand and communications support)

o Wharton Business School (organisational design support)


2011 Partners:


o GivenGain (online fundraising support)

o inFocus (M&E support)

o Shared Value Media (support with measuring the value of cause-related marketing campaigns)


2012 Partners:



o inFocus (M&E support)

o Shared Value Media (support with measuring the value of cause-related marketing campaigns)


2013 Partners:

o Penceo Sport (website development for www.beyondsport.org only)

o Commonwealth of Canada (consulting support)


o Thomson Reuters Foundation (legal support)

o Beyond Human Stories (leadership support)

o Official Review Consulting (support with measuring and communicating impact)

o Connor Sport Court (cut price sustainable sports surfaces)

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4.3 A Spotlight on PwC Direct Effect

Background

PwC is one of the world’s leading professional services organisations. With over 169,000 staff in 158

countries, the PwC network of firms delivers services under three broad areas:

Advisory – Consulting; Mergers & Acquisitions; Sustainability & Climate Change

Assurance – Financial Accounting, Risk Assurance and Audit

Tax – UK and Global

PwC had a partnership with the Beyond Sport Foundation between 2010 and 2013. It provided primarily

consulting services to Winners and Selected Shortlisted Projects from across the Beyond Sport Network,

with a focus on helping projects grow sustainably and operate as efficiently as possible.

In providing this support, the challenges that need to be addressed generally fell into one of the following

areas:

Planning for the strategic and practical implications of achieving growth targets

Value proposition and strategic alignment

Developing plans for sustainable future funding

Measuring and communicating social impact

Assessing and developing financial structure and overall governance

How to get the best from people – leadership, teams and volunteers.

Between 20 and 30 days of consulting services were awarded to each supported project, delivered by a

team of up to four people. The days were divided between time spent on-site with the projects, and time

based in the office completing follow up actions. The way that the time could be split depending on the

needs of each organisation.

The partnership was coordinated by PwC-UK, with local PwC firms from across the world being engaged

wherever possible so that support was geographically aligned – making the most of strong local insights

and easier logistical processes.

“PwC’s influence on Beyond Sport and the growth of the movement has been

nothing short of inspiring. When speaking to the charities and social enterprises

nominated for the Awards, the excitement is not only about winning, it’s about the

potential of receiving support from PwC. PwC is changing perceptions – brands are

no longer deep pockets, they are catalysts, enablers and partners”.

Tony Blair, 2011 Beyond Sport Summit

26

Inputs

150 PwC employees involved

1,150 man days of consulting including 900 hours of Partner / Director time

11 PwC territories involved

Full time project management from PwC, part time project management from the Beyond Sport Foundation

Outputs


45 organisations supported

with at least 20 days of

consulting across 17 countries.

22 mentoring relationships. All

in place for a minimum of 6

months, some still ongoing.

100% of projects agreed or

strongly agreed that PwC had

met the objectives of the

engagement.

60% of employees believed that

their relationships with clients

and colleagues had improved as

a result of the engagement.

3 industry awards won for the

partnership

Partnership referenced in

pitches for new business, with

positive outcomes

7 online learning sessions

developed that address

prevalent challenges across the

sector and share knowledge

and expertise with those not

directly impacted by PwC.

Topics covered: Social impact

Measurement, Fundraising in

Difficult Times, Project

Management, Market

Positioning, Budgeting and

Forecasting, Making the Best

Use of Your People and Digital

Media.

Online learning sessions have

been viewed over 1,500 times

Employees contributed 200

hours of time to supporting

organisations through the

Beyond Sport Summit & Awards

in Cape Town. They ran

interactive panels, workshops

and “drop in” consultancy

sessions.

Change in perception of

relationship between not-for-

profits and brands,

demonstrating how things can

be done differently in pursuit of

ideally matched, symbiotic

partners for long-term

relationships that add business,

not just social, value.

Impacts


100% of employees reported

they feel prouder working for

PwC having completed their

involvement.

100% of employees reported

that they would be willing to

continue supporting the

supported organisations in their

own time.

40% of employees reported an

increase their personal

wellbeing.

7 online learning sessions

developed that address

prevalent challenges across the

sector and share knowledge

and expertise with those not

directly impacted by PwC.

Topics covered: Social impact

Measurement, Fundraising in

Difficult Times, Project

Management, Market

Positioning, Budgeting and

Forecasting, Making the Best

Use of Your People and Digital

Media.

Online learning sessions have

been viewed over 1,500 times

Rising credibility of sport for

development as a sector. Key

Beyond Sport Foundation

business support partnerships

are playing a central role in

changing the perception of

sport for development – it is no

longer being seen as "young" or

"disparate“; rather as a bona

fide contribution to the overall

world of social development.

Online learning sessions: http://www.pwc.co.uk/consulting/issues/beyond-sport.jhtml

http://www.pwc.co.uk/consulting/issues/beyond-sport.jhtml

27

4.4 A Spotlight on Fight for Peace Direct Effect

Background

Fight for Peace uses boxing and martial arts combined with education and personal development to realise

the potential of young people in communities that suffer from crime and violence.

Since Beyond Sport’s launch in 2009, Fight for Peace has been celebrated as a leading example of sport for

development. The organisation’s Founder, Luke Dowdney, is a Beyond Sport Ambassador and Beyond

Sport event content has often been enriched by his attendance, insights and programme information.

When PwC extended their offer of consulting support beyond organisations that had entered, and won,

Beyond Sport Awards, Beyond Sport invited Fight for Peace to take up the opportunity – in recognition of a

longstanding and supportive partnership.

The Project

Fight for Peace (FFP) worked with PwC to develop a roll out approach for a UK programme that would

reflect the already established, and successful, Global Alumni Programme. This programme creates impact

in communities beyond the main FFP Academies in Rio de Janeiro and London by training other community

based organisations in FFP’s methodology – also helping them, to adapt it to be relevant to the young

people that they work with. The programme was launched in 2011, and by 2016, FFP will have trained 140

community based organisations where young people are affected by violence, directly influencing 72,000

participants.

The Outputs

PwC completed an extensive research and mapping exercise to make a recommendation on the 10 UK

cities that FFP should work in when rolling out the Global Alumni Programme.

This was based on a basic requirement from FFP to operate in areas of the highest youth crime and

violence and was refined using a range of 12 indicators.

PwC then also completed a budgeting exercise for the roll out.

This was collated, together with existing FFP plans and documents, and the mapping information, into

one consolidated document for funders and other interested parties.

The Impact

The work completed by PwC, particularly the mapping exercise, has enabled FFP to communicate a very

clear position on where they are targeting, why, what is needed and how much that will cost. This

information is going into every funding proposal that is being made.

The search has started for appropriate partners in the identified communities and training will start in the

first week of February 2014 for 6 to 8 community based organisations.

28

Section 5: Impact Through Connecting and Collaborating


5.1 Overview 29

5.2 A Spotlight on Isiqalo: Waves for Change 30

5.3 A Spotlight on One World Futbol Project 31

5.4 A Spotlight on Vuyani Youth Event 32

5.5 A Spotlight on Jamie Oliver, the US Leagues and Yankee Stadium 33

29

5.1 Overview

Beyond Sport and the Beyond Sport Foundation promote partnerships at all levels. From Beyond Sport’s

own Global Partnerships with Barclays, TIME, ESPN and UNICEF, to the Business Support Package Partners

that the Beyond Sport Foundation works with to the effective use of partnerships being a key criteria for

the Beyond Sport Awards.

Partnerships are vital:

To enable the dissemination of good ideas and best practice

To improve effectiveness by leveraging different resources and expertise

To develop self regulation by operating in a complementary but competitive environment

Beyond Sport is continually connecting with and encouraging collaboration between NGOs, corporations,

foundations, governing bodies, federations, professional athletes, sport teams and other sport for

development experts in its network. As a result, exciting and inspiring partnerships grow amongst them.

30

5.2 A Spotlight on Isiqalo: Waves for Change Indirect Effect

The Isiqalo Foundation starts offering the “Waves for Change” programme to the local Cape Town township community of Masiphumelele

4 months later

Waves for Change wins the Beyond Sport Cape Town Bike Award 12 bikes for use in the community – used as an incentive for progression

Significant exposure to the sport for development network leading to increased understanding of the key players and how the network operates

Access to best practice and other inspirational leaders

Develop insight into how to position organization in the market

Extensive media coverage, promotion and profile raising

Existing funders and supporters build confidence and increase their support

December 2011

Sport Accord UK Sport PwC

International Surfing

Association

Surfing South Africa

Funding applications Isiqalo seen as a “limelight organisation” – offering benefits over and above

pure social impact

Existing partners demonstrate support from across the network, only achievable with an excellent model and good governance

Isiqalo seen as a strong international player with proven track record

5 out of 6 successful small grant applications

New site opens in Monwabisi beach, Khayelitsha. Holiday camps begin in

partnership with City of Cape Town. Reach extends from 35 in ‘11 to 200 in ‘12. May 2012

Shortlisted for Beyond Sport Best New Project Award

Summit delegates more interested and engaged in Shortlist so conversations are easier to open NB. Proactive process

Cut through crowded Cape Town NGO space

Further media coverage, promotion and profile raising

July 2012

UK Sport: Grant to develop

local capacity

Consultancy on programme design

Intros & exchanges with ICES network

Panellist at Beyond London 2012 Awards: Profile

IRB introduction

Keeps Isiqalo in public eye

InFocus:

M&E consultancy and development of best practice systems

Beneficiary of small grants process

Support with org. structure & development pathway

Leadership training

Finance training

Contract reviews

Ongoing relationship

2013 applications to institutional funders

Locally owned, impactful programme August 2013

Laureus: Increased support

to develop financial governance

31

5.3 A Spotlight on One World Futbol Project Indirect Effect

Background

One World Futbol Project (OWFP) brings the healing power of play to youth worldwide by making, selling

and distributing nearly indestructible balls that survive the harshest environments. Collaborating with

sponsors, organisations and individuals, OWFP delivers balls to disadvantaged communities where play and

sport are used to foster social change.

The Beyond Sport Effect

When OWFP came to the 2012 Beyond Sport Summit and Awards, they were at a key turning point for the

project. They had recently secured a $multi-million partnership with Chevrolet, to donate 1.5 million balls

to communities across the world over 5 years, and the overarching need was to find reliable and capable

'on the ground' partners with whom they could work to distribute the balls.

Conversations and meetings that took place at Beyond Sport were beyond instrumental in helping OWF

take the next step in the development of the organisation and their ability to fulfill commitments under the

Chevrolet sponsorship – which would, in turn, positively impact the lives of millions of children around the

world through supporting the programmes that serve them.

People and organisations that OWFP approached in London, and are now actively working with, include:

Special Olympics (worldwide)

StreetFootballWorld (multiple countries in Africa)

Coaches Across Continents (primarily Africa, soon India)

SCORT (Uganda and Sri Lanka)

A Ganar (multiple countries in the Americas)

Spirit of Soccer (Cambodia, Laos and possibly more)

Asian Football Development

Right to Play (Thailand)

Play It Forward (Aruba)

GOALS Haiti (Haiti)

Ilonka Elmont (Suriname)

Philadelphia Eagles (USA)

New Orleans Saints (USA)

OWFP also met Ken Belsen of the New York Times at the London Summit. Ken wrote an article on OWFP

which was published in the Times on November 9th 2012. This has garnered much attention for OWFP,

with follow-up media interviews already scheduled with Fox Soccer and ESPN.

“Please accept thanks and congratulations – from us at OWFP – and from millions of kids around the world – for what you've helped make possible”. Eric Frothingham, Chief Business Officer, One World Futbol Project

32

5.4 A Spotlight on Vuyani Youth Event Indirect Effect

Background Vuyani – Celebrating Activeness. Vuyani means “Celebration”, the perfect word to describe the power of sport, games and recreation in South Africa. All three of these concepts celebrate a diverse culture and how sport, games and recreation can bring a nation together. Beyond Sport Effect Vuyani was conceptualised at the 2011 Beyond Sport Summit and Awards in Cape Town. A group of influential stakeholders sat around a table during a breakaway session, and within 20 minutes had conceptualised the event. The event focuses on bringing together Corporate, Government and NGO’s, to show what is available to the community in the form of Sport, Games and Recreational activity. There are currently so many NGO, government and corporate led initiatives taking place in the community, which many of the community members are unaware of. This interactive platform will allow the local NGO’s to showcase what they are able to provide, and will allow the youth within that community to try out all the offerings, with the intention that the youth will sign up and continue to engage for the long term with an NGO / activity that particularly interests them. Cape Town with specific attention drawn to the Cape Flats, an area within the metropolis synonymise with gangsterism and drug abuse, is the main focus area. 20 schools have been chosen and children between the ages of 8-14 years will be targeted. This is because this is the age group that are most influenced by their peers and are more likely to form habits and relationships which will be detrimental to their development and behaviour later in life. 3000 children have been invited to participate in the first Vuyani Youth Event – to be held on 2 December 2013. The children will be bussed in from their neighbourhoods to the University of the Western Cape (UWC) campus, where they will be welcomed with goodie bags and influential local celebrities. The children will be divided into groups according to age and neighbourhood and they will be escorted to a variety of offerings including 10 different sport and games as well as recreational activities including art, music and dance. Children will be able to sample each of the activities and learn more about the offerings as well as where they are offered within their community. The day will commence with a message from various celebrities (to possibly include Natalie Becker, Ashwin Willemse and Lucas Radebe) and a mass Zumba class to kick things off. The event will conclude with an important message to reiterate the importance of becoming active and engaged within the community and will give details of how to stay engaged. Key stake holders include:

Robyn Moore – Virgin Active

Lyndon Bouah – Department of Cultural Affairs and Sport

Prof. Marion Kiem – Department of Sport Development UWC

Andre Oosthuisen – Attorney

Barry Clarke – JAG Foundation

33

5.5 A Spotlight on Jamie Oliver, the US Leagues and Yankee Stadium Indirect Effect

Background

The Jamie Oliver Food Foundation promotes “Food Education for a better life”. It aims to change the way

people eat by educating every child about food, empowering families by arming them with the skills and

knowledge to cook again, and inspiring everyone to stand up for their rights to better food; which in turn

will fight the epidemic of diet-related diseases.

A key activity for the Foundation is the Food Revolution Day. This empowers the public to demand more

from governments, schools and food manufactures all over the world. Communities organise food events

around the globe to sanction the mission of better food and education for all.

Saturday May 19 2012 was the first annual Food Revolution Day, a global kick-off that marked a

commitment to food education for a better life. Food Revolution Day took place in communities,

restaurants, schools, businesses and homes across the world, and was open to anyone who cares about

food and wants to take steps toward a healthier life.

Food Revolution Day emphasises participation from workplaces and schools by creating a special

opportunity to ‘kick start’ the movement a day early, on Friday 18th May. Communities of volunteers were

encourages to register, host and attend local food events like dinner parties, cooking classes, gardening

tutorials and tours of farmers markets.


One key area of focus for Food Revolution Day was the United States. The Jamie Oliver Food Foundation

approached Beyond Sport given that through its networks and relationships it had achieved the first ever

declaration signed by Commissioners of all of the US major leagues. It confirmed their commitment to the

use of sport as a tool for social change and acknowledged their leagues’ and teams’ place as a positive force

in their respective communities.

Beyond Sport facilitated the support of the US leagues to back Food Revolution Day. It then connected

Jamie to Yankee Stadium, where he taught local kids around Yankee Stadium to cook – it was broadcast live

to promote healthy living. This was a prime example of how sport, whether it is the activity itself or a

powerful associated brand, can be leveraged to support action against many social issues.

34

Section 6: Impact Through Consultancy


6.1 Introduction to Beyond Sport Solutions 35

6.2 Working with the International Olympic Committee 36

6.3 Spotlight on IOC Sport for All Grants 37

6.4 Working with Penceo 38

6.5 Working with the International Rugby Board 38

35

6.1 Introduction to Beyond Sport Solutions (Update May 2014, replaced by Think Beyond)

Beyond Sport Solutions offers consulting services across the sport for development sector by leveraging a

unique combination of attributes:

Far reaching experience

Through running the Beyond Sport Awards, and gathering organisations through Beyond Sport World,

Beyond Sport has good knowledge of over 1,000 organisations from 120 countries and territories,

spanning 6 continents and 100 sports. It also has significant knowledge of how successful each project

is and to what extent it applies key elements that Beyond Sport considers to constitute best practice.

In addition to this, in depth due diligence has been conducted on dozens of programmes that use sport

as a tool to tackle social issues including health, unemployment, conflict resolution, gang-related

violence and education.

This exposure, reach and knowledge puts Beyond Sport in a position to recommend organisations and

strategies in line with any number of geographic, beneficiary, sports code or social issue requirements.

Partner network

Beyond Sport has excellent relationships with partners that are NGOs, corporations, foundations,

governing bodies, federations, professional athletes and sport teams. This exposes Beyond Sport to a

significant number of players in the sport for development sector that can actually make things happen,

reducing the risk of developing solutions and proposals that cannot then be implemented. As part of

the engagement with any client, Beyond Sport will make the right connections to catalyse progress.

Evidence of impact

Beyond Sport understands not only how to bring about positive social change, but how to ensure that if

private sector investment is involved, there is a return on that investment. This is in recognition of the

fact that true shared value partnerships, where everyone stands to benefit, are more likely to be long

term than those that have purely altruistic or one sided foundations. Beyond Sport also understands

how to measure this impact – ensuring that benefits and areas for improvement are clear to see.

Clients only need to specify their proposed objectives and Beyond Sport will be able to develop the

appropriate solution, make the required connections and recommend how progress should be

assessed.

36

6.2 Working with the International Olympic Committee

In October 2012, the International Olympic Committee (IOC) appointed Beyond Sport to advise the IOC

Sport for All Commission throughout the build-up to the 15th IOC World Conference on Sport for All, held

in Lima, Peru in April 2013. This followed a successful partnership throughout 2011 where Beyond Sport

assisted the IOC with awarding the first Sport for All Grants, announced at the 14th IOC World Conference

on Sport for All in Beijing, China.

Beyond Sport supported the IOC to:

1. Award Sport for All Grants – Beyond Sport identified a Shortlist for three Sport for All awards,

under the categories of Social Benefits, Safe Spaces and Partnerships. Using this Shortlist, the Sport

for All Commission selected one Winner in each category and made a $25,000 grant available to

that Winner.

2. Develop content for the Conference – Beyond Sport advised on content for the event in Lima –

overseeing site visits to local programmes and developing practical sessions on subjects such as

M&E, Volunteering, Sponsorship / Increasing Resources, and Model and Programming Design.

Beyond Sport also identified key speakers from all over the world and brought them to Lima – not

only adding significant value and insight to the agenda but giving projects from across the Beyond

Sport Network the opportunity to profile and promote themselves.

3. Enhance programme for IOC Athletes Commission meeting in Singapore – Beyond Sport helped to

structure a more interactive and efficient programme design for this event.

37

6.3 A Spotlight on IOC Sport for All Grants Indirect Effect

Background

Beyond Sport identified a Shortlist for three Sport for All awards, to be celebrated at the 15th IOC World

Conference on Sport for All, held in Lima, Peru in April 2013. Categories were Social Benefits, Safe Spaces

and Partnerships. Using this Shortlist, the Sport for All Commission selected one Winner in each category

and made a $25,000 grant available to that Winner.


Winner Social Benefits Award – receiving $25,000 grant:

OSCAR

Host country: India

Sport: Football

Overview: Uses football and a strong focus on education to break the cycle of substance abuse, gambling

and early marriage which particularly affect young people who have dropped out of school.

Winner Sports Facilities Award – receiving $25,000 grant:

Gansbaai Football Foundation South Africa

Host Country: South Africa

Sport: Cricket, Netball, Football, Rugby

Overview: This sports facility sits between three communities – Coloured, Black, and White – in a deprived

rural area. The programming coupled with the smartly placed sports facilities and learning centre has led

to racial integration, conflict resolution amongst youth in the area, and even a school has been built as a

result of the placement and running of this facility.

Winner Partnership Award – receiving $25,000 grant:

Fight For Peace Alumni Programme

Host country: Brazil

Sports: Boxing and Martial Arts

Overview: Starting as a boxing programme to intervene and prevent conflict in the favelas of Brazil, Fight

For Peace’s ‘Alumni Programme’ sees its curriculum being rolled out amongst hundreds of partner

organisations across the world, teaching them how to use boxing and martial arts alongside their other

sports and life-skills programmes. One of the biggest replication sports project in existence.

“Sport for All is at the heart of the Olympic Movement and closely linked to

development through sport. It really touches society at large. The expertise of

Beyond Sport in this area increases the impact of not only our Sport for All grants,

but future initiatives”.

Sam Ramsamy, Chairman, IOC Sport for All Commission

38

6.4 Working with Penceo Indirect Effect

Penceo is a web design, communication and sponsorship agency based in Geneva. Working with many

international clients, with a particular focus on sporting brands and events, Penceo recognised that there is

more to sponsorship than the traditional model of branding and accompanying communications.

Penceo shared with Beyond Sport a desire to speak to their clients or potential clients not only about

sponsorship, but about maximising the value and effectiveness of those sponsorships through making social

investments across the community. Key to making this happen is being able to present examples of

possible social investments – bringing to life what might be possible.

For this, Penceo requested support from Beyond Sport. Each time sponsorship opportunities arise, Penceo

reaches out to Beyond Sport to ask for a Shortlist of projects that meet specific criteria – that could include

geography, social issue addressed, sport code, beneficiary etc. Using its knowledge and network, Beyond

Sport puts this Shortlsit forward so that Penceo can review and request introductions as appropriate.

An example of this in action is that Penceo is working with FIBA on the men’s and women’s Afrobasket

events – to be held in Cote d’Ivoire and Mozambique respectively. For both of these countries Beyond

Sport identified at least three organsiations that could be the beneficiaries of social investment in return for

leveraging local community activation.

6.5 Working with the International Rugby Board Indirect Effect

In February 2013, the International Rugby Board (IRB) devised an initial framework which would allow them

to identify and recognise community programmes through a new ‘Rugby for Good’ brand. At the core of

this, the IRB, as the world governing body of the game, wanted to centralise all CSR efforts in ensuring that

the principles of rugby are the foremost present values being used to drive social change across the world.

The IRB asked Beyond Sport to outline a simple process to further develop the brand and policy and build a

strategy for them to re-launch their CSR policy around ‘Rugby For Good’.

At the outset, Beyond Sport recognised that the core objective of the IRB is to grow and develop the game.

Rugby for social change is a way of initially driving new interest in participation, increasing a community

fan-base, and further investment in the sport.

Beyond Sport proposed a process for the IRB to implement and activate their CSR policy that will both gain

business return and maximise community benefits for the best and most impactful rugby projects.

The process incorporated the following areas and has now been fully integrated across the IRB:

1. Selecting the right programmes and campaigns – criteria and process

2. Supporting the programmes and campaigns – the package

3. What the IRB gets in return – the business benefit

39

Section 7: Impact Through Research

Fuqua/Coach K Center on Leadership & Ethics Indirect Effect

Overview

Title IX has changed the landscape of the sport industry over the past 40 years. Women have not only

become part of the fan base, but also consumers, decision-makers, and major players in the industry as a

whole. In order to share lessons from women leaders in the sports industry, and how they have been able

to, through their positions of power, leverage sports for social impact, Duke University’s Fuqua/Coach K

Center on Leadership & Ethics (COLE) partnered with Beyond Sport in recognition of TITLE IX’s 40th

anniversary on a unique research project as part of COLE’s Women’s Leadership Initiative (WLEAD).

COLE interviewed more than 20 of the global sport industry’s most senior women leaders for this research

project. They then developed a LifeChats Series in Sports (1,000-2,000 word features drawn from 2 one

hour conversations). The goal of the LifeChats was to inspire and galvanize women leaders by sharing

stories of triumphs achieved through overcoming obstacles, doubts, and major challenges.

The conversations were organic in nature, against the backdrop of underlying themes that are relatable and

will inspire confidence in readers. Prior to the first conversation, a few themes/topics were sent to the

interviewee in the hope that they would spark conversation. Additionally, if there were any themes/topics

that the interviewees feel would be useful to highlight, they could be included. The second conversation

allowed for more targeted follow up questions. Once completed and approved by the interviewee, the

1000-2000 word LifeChat was posted to COLE’s LifeChats website, published on the Beyond Sport website,

and distributed at Beyond Sport Events.

Key questions addressed by the series included:

How has the sport industry as a whole benefited from an increasingly diverse landscape of women

leaders?

How has being a woman made them better leaders in the industry?

How do these women lead in an industry that is primarily male dominated?

What are the key lessons these women have learned from their involvement in the sport industry?

The Interviewees

Val Ackerman, Founding President, Women's National Basketball Association (WNBA)

Kathy Behrens, Executive Vice President, Social Responsibility & Player Programs, NBA

Deanna Castellini, Co-Owner, Cincinnati Reds; Founder, UGIVE.ORG

Julie Foudy, Commentator, ESPN; founder Julie Foudy Sports Leadership Academy

Sophie Goldschmidt, Chief Commercial Officer, Rugby Football Union

Patricia G. Hopkins, Vice President of Marketing, SMT (SportsMEDIA Technology)

Lisa Lazarus, Chief Counsel, Fédération Equestre Internationale (FEI)

Elizabeth Lindsey, Co-President of the Consulting Division, Wasserman Media Group

40

Debbie Lye, Director of International Development; Programme Director, International Inspiration, UK

Sport

Angela Ruggiero, four-time Olympic medalist and member of the IOC

Caryl M. Stern, President and Chief Executive Officer, U.S. Fund for UNICEF

Jill Vialet, Chief Executive Officer and Founder, Playworks

Key Takeaways

The sport industry has expanded dramatically over the past few decades as the result of globalisation and

disruptive technologies. It is now beyond team, brands, and media and also includes nonprofit

organisations and government institutions. And it is global. Organisations that draw on the power of sport

and, in the process, also impact sport are now key players in the global sport industry. Beyond Sport,

UNICEF and Playworks are key examples of this.

An area where this occurs is in societal impact organisations. It’s true that sport has the power to affect

tremendous societal change. However, we also live in a more complex and interdependent world in which

the future of the sport industry is also dependent on its sense of societal stewardship and its ability to

exercise it.

As a result of this new landscape, opportunities have surfaced to enable new entrants and new types of

leaders whose backgrounds may not be similar to those who have traditionally led in the industry.

For example, Debbie Lye and Kathy Behrens are both education majors. Elizabeth Lindsey is a journalist by

training and Caryl Stern was an arts major with significant media experience. Just as the sport industry

itself has been disrupted, so have the traditional pathways to leadership positions. These opportunities

come during a time when diversity of perspectives are needed more than ever to create a sense of

collective self in a growing and increasingly fragmented industry.

As different as the leaders featured in the Series are, they all share a deep commitment to the industry and

making a difference. They also share a high sense of resilience and capacity to learn from failure and

setbacks, a high degree of empathy, openness and authenticity that enables them to bring their full selves

to the table, and a wonderful sense of humour.

They, whether they’ve had experiences in team sports or not, understood the power of collaboration and

building trust through openness with vulnerabilities and strengths. They understand that negotiations is

not a zero sum game because those who are your competitors today, may be your partners tomorrow.

There is an understanding of the power of partnerships that draws from how they integrate their work life

with their home life. They have seen that one cannot do it alone. Many are mothers. On a given day, Caryl

Stern may be doing math homework on the phone with her son while on a mission in the Sudan! It’s this

understanding of the multiple roles that they play that lend to valuing and respecting the multiple roles

that those on their team also play and giving their team members the freedom to exercise judgment in how

to best be at their jobs. The impact that these women leaders have made in the industry has been

significant. The industry can continue to grow and fully leverage the opportunities that this new world has

to offer by leveraging the power of diversity in thinking that comes from having women as leaders.

41

Appendix 1: Beyond Sport Awards Winners

Year Award Project name Country Why they won

2009 Best New Project Coaches across Continents Hat-Trick Initiatives

Pan-Africa, South America

An exemplar of on-the-field learning

2009 Best Project for Social Inclusion Project Alcatraz Venezuela Creatively uses simple but ambitious methods to bring violent young men back into society

2009 UNICEF Children's Rights Award Goals for a Better Life Colombia Relentlessly works to engage families and whole communities to deliver hard development outcomes

2009 Sport for Peace Award Open Fun Football Schools Bosnia Herzegovina, FYR Macedonia, Serbia-Montenegro, Croatia, Kosovo, Georgia, Azerbaijan, Armenia, Moldova, Lebanon, Iraq

Has sustained effective and comprehensive multi-stakeholder approaches for over 10 years

2009 Best Project for Health Saving Lives Through Dance India A highly replicable programme that shows how some sports, when well used, can have profound therapeutic value

2009 Best Project for Environment Polar Defence Project UK & Norway An incredible demonstration of powerful campaigning - and extreme bravery

2009 Best Project by a Professional Sports Team Team Globalbike USA A unique twist or order - a team created to trigger social change through sport, as opposed to being a professional sports team first

42

2009 Best Project by a Sport Federation or Governing Body

GOAL India A shining example of how cross-sector partnerships deliver more than the sum of their parts

2009 Best Corporate Social Responsibility in Sport Deloitte Disability Sport Programme: Talented Athlete Scholarship Scheme (TASS)

UK A corporate truly going beyond financial investment, by involving more than 12,000 employees

2009 London Legacy Award Ebony Horse Club UK A bold use of a sport in a community where there is no heritage, link or precedent but a very real need for the benefits delivered

2009 Most Courageous Use of Sport Award Spirit of Soccer Bosnia, Cambodia, Iraq, Kosovo, Laos and Moldova

Providing life saving education in some of the world's most challenging environments

2010 Best New Project Social Inclusion Programme: Knocking Down Barriers Through Sport and Leisure

Zimbabwe Not only are parents involved in the project, they are trained to arrange their own sport and physiotherapy sessions and can take part in income-generating activities

2010 Sport for Social Inclusion Award Fútbol Con Corazón Colombia Places significant focus on children being held accountable for their own socially inclusive behaviour

2010 UNICEF Sport for Education Award The Township Baseball Academy South Africa Excellent dedication to research, measurement and evaluation

2010 Sport for Conflict Resolution Award Kicking for Peace South Africa A pioneering network approach that brings together NGOs, local communities, the local & national government and a university in a pioneering

2010 Sport for Health Award Kick4Life Curriculum Lesotho A standout HIV/AIDS sports project with exceptional reach

2010 Sport for the Environment Award Project Greenhands India An impressive variety of sports used for true community mobilisation that can report a reduction in carbon emissions estimated at 44,300 tons

43

2010 Sport Team of the Year Mifalot Israel Going above and beyond the responsbility of any sports team, addressing a large scope of issues on a global scale

2010 Sport Federation or Governing Body of the Year Galz and Goals Namibia Demonstrating that partnerships and straightforward messaging are key to replicable and sustainable programmes

2010 Corporation of the Year National Grid Official Partner to Special Olympics Great Britain

UK Showing a range of support options - from strategic support to practical help and coaching

2010 United Airlines Chicago Impact Award METROsquash - Path to Higher Education

USA Use of a unique sport to tackle very prominent educational issues

2010 Most Courageous Use of Sport Award Project Play USA A project that refuses to let local gangs win - reclaiming space and making sure kids learn anti-gang behaviour from a very early age

2011 Best New Project Project Air Rwanda Rwanda An amazing constancy of programme - vital in addressing trauma and grief resulting from sexual violence unleashed during the 1994 Rwandan Genocide

2011 Sport for Social Inclusion Award Umthombo Surf Stars South Africa An outstanding and unique method of addressing the multiple challenges faced by street children

2011 UNICEF Sport for Education Award Move 4 New Horizons Nepal An inspiring belief that children can only fully develop their educational potential if they have the necessary self-confidence, inner strength and motivation to overcome obstacles

2011 Sport for Conflict Resolution Award Play 31 Sierra Leone Impressive for the sheer numbers motivated to strive for a common goal of reconciliation

2011 Sport for Health Award Football for Hope Rwanda Teams health education with impressive income generation training and opportunities

2011 Sport for the Environment Award NHL Green USA & Canada Mobilises all of its teams to reduce the league's ecological footprint - a role model for other governing bodies across the globe

44

2011 Sport Team of the Year The Philadelphia Eagles Football Club

USA An excellent demonstration of how a business can do well by doing good

2011 Sport Federation or Governing Body of the Year Flying Boomerangs International Leadership Program

Australia Impacting an in-need population through strong partnerships and the use of a nationally loved sport

2011 Corporate of the Year Dream Goal 2010 Japan An example of how sponsorship and sustainable and lasting community change can sit side by side

2011 Beyond Sport Cape Town Bike Award Waves for Change South Africa Isiqalo showed the most promise and vision about the extent to which the bicycles on offer could revolutionise the work of the Foundation

2011 Innovation through Sport Award Psycho-Physical Rehabilitation and Social Integration of Mine Victims and Families of Mine Victims Through Water Sports

Bosnia & Herzegovina

Takes rehabilitation out of a repetitive, clinical environment into a water based world that builds positive and empowered attitudes

2011 Leadership in Sport Award Mathare Youth Sports Association Kenya A long 25-year history of leading by example around the use of sports in health education

2012 Best New Project Global Outreach and Love of Soccer (GOALS)

Haiti Although a new programme, GOALS is a strong example of how sport can be used in post-disaster situations to provide long-term, self-sustaining support for communities that thought all hope was lost

Sport for Social Inclusion Award Girls Kick It, Chicken House Project Uganda A project using football to help women heal and regain confidence moves beyond sport to generate revenue through an innovative poultry house business

UNICEF Sport for Education Award Sports for Education, Education for the Future

Romania A diverse and constant curriculum that addresses very specific issues – drug use, trafficking, prostitution and domestic violence.

Sport for Conflict Resolution Award AMANDLA KU LUTSHA South Africa A leader in building safe hubs in the very centre of high-density, crime-ridden slums by using a simple but unique approach

Sport for Health Award Wash United Burkina Faso, Ethipia, Ghana,

An impressive example of raising awareness of the little understood global crisis in sanitation

45

Kenya, Lesotho, Mail, Tanzania, Uganda

and hygiene through top line engagement and changing behaviour through on-the-ground delivery

Sport for the Environment Award NRDC Sports Greening Project USA Working across a number of large and influential organisations, NRDC has managed to shift, guide and advise on the way in which US leagues address environmental issues

Sport Team of the Year Memphis Grizzlies USA Impressive mentoring programme that engages over 10,000 youngsters per year, plus the Road to Achieve programme that engages 15,000 children plus the Healthy Home Count intiative that works throughout 30 schools

Sport Federation or Governing Body of the Year Australian Rugby League Commission

Australia Effective use of resources and popularity to have a an influence on those at risk of committing gender based violence – a massive issue in regions where rugby league has a major presence

Corporate of the Year GOAL Various incl India, Jordan, China and Zambia

Leading example of the use of a community scheme to reach out to potential customers in the banks’ emerging markets

Innovation through Sport Award Skateistan Afghanistan, Cambodia

One of the most outstanding programmes in the sector – addressing education, female empowerment and conflict resolution in an exceptionally innovative way, in an exceptionally tough environment

P&G UK Impact Award (WINNER) Changing Lives Through Football UK Providing participants with routes into employment, training or schooling, this project addresses issues that negatively impact communities across the whole of the UK

46

Appendix 2: The Beyond Sport Effect 2009 to 2011 – Summaries

Appendix 2.1 The Beyond Sport Effect 2009 (focusing on Beyond Sport Awards Winners)

2009 Beyond Sport Award Winners – celebrated at the 2009 Beyond Sport Summit & Awards, London

Inputs Outputs (the direct products of the inputs)

Cash value

$175,000

Business Support

Accenture: 2 consultants

spent 6 months supporting

6 projects across 9

countries

BBH: delivered workshops

on how social media and

“the free web” can

contribute to short,

medium and long term

goals.


$15,000 worth of

mentoring from Beyond

Sport Team and Advisory

Panel

Leverage

$30,000 from Greater

London Authority for

Beyond Sport London

Legacy Award (Ebony

Horse Club)

Over $30,000

matched funding

from Connor Sport

Court International to

award a free multi-

purpose court to a

2009 Shortlisted

project

Project Outputs

Coaches across

Continents funded new

programmes in Kenya

and Uganda

With Accenture, CaC

developed a new

corporate partnership

strategy that aims to

have all “back office”

operations delivered

entirely by corporate

partners

Open Fun Football

schools funded fact-

finding missions in

Uganda and Kenya

Project Alcatraz funded

a full time rugby coach,

leading to the

disarmament of a local

Community Outputs

Beyond Sport

supported projects

that impact over

800,000 people each

year

Coaches across

Continents enabled

Tanzania’s first multi-

purpose, all-weather

court – to be used by

15,000 people each

year in Kigoma, West

Tanz.

Colombianitos

programme in

Sincelejo has remained

open to serve 500

children from families

displaces by violence

Homicide rates in the

Wider Outputs

Coaches across

Continents used their

enhanced reputation

as a Beyond Sport

Winner to expand

their programme from

1 project in Tanzania

to having projects in

over 13 countries

enhanced reputation

Winning a Beyond

Sport Award has

opened many doors

for Colombianitos

positive opinion from

3rd party stakeholders

(media, government,

other NGOs etc)

With Accenture,

Saving Lives Through

47

Extensive promotion,

connections and

collaborations across the

Beyond Sport Network

gang – taking the

project’s total to 6


Dance rented a

dedicated space in

which they can deliver

their programmes –

increasing their reach

and the number of

dance therapy trainers

that can be trained

Spirit of Soccer sent a

team to the 2010

World Cup to

participate in the

Football for Hope

Festival

areas impacted by

Project Alcatraz have

dropped by 80%


Dance funded outreach

work into rural areas

Beyond Sport engaged

4 Premier League

football players to

enforce the messages

delivered by Spirit of

Soccer in Cambodia

and Iraq the number of

people in the

community who attend

sessions

Ebony Horse Club is

building a community

riding school in the

disadvantaged

community of Brixton,

London

With UNICEF, socially

integrated 125 girls in

the Middle East, giving

them chances for

training, education and

employment

Dance developed a

plan to establish the

programme as a

Centre of Excellence

commitments from

influential

organisations

Beyond Sport

connected Spirit of

Soccer with HRH

Prince Faisel of Jordan

and Generations for

Peace to deliver a

programme in the

Middle East

Increased

understanding of the

sport for development

movement

48

Impacts (positive long term changes)

Project Impacts Community Impacts Wider Impacts

With Accenture,

Colombianitos

developed an income

generating business,

to contribute to

financial sustainability

With Accenture, Open

Fun Football Schools

developed a strategic

plan to make each

regional office self

sufficient

Community cohesion

and opportunities for

economic

development through

the Sport Court

development in

Kigoma

Community

development through

the Ebony Horse Club

development in

Brixton, London

The Polar Defence

Project raised the

profile of the world’s

environmental fragility

through a campaign on

the slopes of Mount

Everest

49

Appendix 2.2 The Beyond Sport Effect 2010 (focusing on Beyond Sport Awards Winners and selected Shortlisted Projects)

2010 Beyond Sport Award Winners + selected Shortlisted Projects – celebrated at the 2010 Beyond Sport Summit & Awards, Chicago


Cash value

$140,000 funding

Business Support

$0.5m worth of Business

Support from PwC, Euro

RSCG and Wharton

Business School


$25,000 worth of

mentoring and support

from Beyond Sport Team

and Advisory Panel


connections and



Leverage

$60,000 from the

International Olympic

Committee (IOC) to

support projects, put

forward by Beyond

Sport, under the Sport

for Good programme

$15,000 from Greater

London Authority for

Beyond Sport London

Legacy Award (Ebony

Horse Club)

$20,000 from United

Airlines for Chicago

Impact Award

Project Outputs

Sport for Socialisation,

Kick4Life, Kicking for

Peace, METROsquash

and Beyond the Ball

covered some of their

personnel costs.

Futbol con Corazon

developed a social

welfare department to

benefit the

psychologists and

social workers who run

the programmes.

Township Baseball

Academy formalised its

foundations by

investing in office

technology,

educational resources

and an equipment

shed.

Community Outputs

Beyond Sport

supported projects

that impact over

350,000 people each

year.

Futbol con Corazon

made values based

workshops to equip

children and their

families with skills to

face social conflict.

Township Baseball

Academy hired two

assistant teachers to

support volunteers on

the educational

programming.

Township Baseball

Academy sent 3 level 1

coaches on first aid

training.

Wider Outputs

All Winners have

reported that winning a

Beyond Sport Award has

had a positive impact on

their brand and

reputation.

Increased understanding

of the sport for

development

movement.

The successful

partnership with the IOC

bought more attention

to investment in sport

for development vs

“sports for sports sake”

or development of sport.

50

PwC began to support

projects across the

Beyond Sport Network.

PwC support has been

delivered through full

consulting support (to

the Beyond Sport

Community Awards

Winners + 6 additional

projects), mentoring

and the sharing of

learning through

online MasterClass

sessions, available

across the Network.

PwC support has

helped organisations

to operate more

efficiently and grow in

a sustainable way.

Euro RSCG provided

significant marketing,

brand and

communications

support to Kicking for

Peace, Beyond the Ball

and Sport for

Socialisation.

Wharton Business

School addressed key

business challenges for

Township Baseball

Academy made a life-

skills development

outing available to

participants.

Project Greenhands

covered 10% of the

costs of their work in

the Pudukottai region

of Tamil Nadu, India –

supporting villagers to

take action against the

intense propagation of

monoculture of

eucalyptus plantation.

The communities

supported by Eco-

Sports Group,

Ethiopia-Sport Builds

Bridges and The

National Hundreds-

City and Thousand-

Village Health Qigong

Demonstration and

Exchange Series

benefitted from

investment by the IOC

Sport for Good

programme.

51

Mifalot, the Namibian

Football Association

and National Grid.



The majority of projects

supported by PwC reported

that consulting support will

result in positive long term

benefits – including clearer

strategy for positioning and

growth; improved

governance; better

processes for measurement

of social impact; improved

performance from staff and

volunteers.

Through PwC support,

Project Greenhands has a

plan in place to plant 114

million trees in 15 years (vs

“a lifetime”). This will

substantially improve the

environment in Tamil

Nadu, India.

Sport for development is

becoming more

understood and

celebrated, which will

assist investment decisions.

52

Appendix 2.3 The Beyond Sport Effect 2011 (focusing on Beyond Sport Awards Winners)

2011 Beyond Sport Award Winners – celebrated at the 2011 Beyond Sport Summit & Awards, Cape Town


Cash value

$60,000 funding

Business Support

$2m worth of Business

Support from PwC,

GivenGain and inFocus


$25,000 worth of

mentoring and support

from Beyond Sport Team

and Advisory Panel


connections and



Leverage

$98,000 donation to

Eagles Youth

Partnership from Stub

Hub

$30,000 worth of

advertising from

FORTUNE magazine

for the Sony

Corporation

20 bicycles given, by

Globalbike, to 3

community

organisations in Cape

Town

Project Outputs

Project Air Rwanda

paid for food for 300+

participants per week,

enabling them to

participate in physical

yoga activities

Football for Hope

replicated its entire

programme in a

different province –

funded for one year by

the Beyond Sport

Foundation

Umthombo Surf Stars,

Move $ New Horizons

and Play 31

contributed to core

costs of their

organisations

NHL is supported a

Water Restoration

Project across the

Community Outputs

Beyond Sport

supported projects

that impact over 7.1m

people each year

Through working with

PwC, Greenhouse will

be able to enroll 250

more people in their

programme resulting

in reduction in crime

costs of £40,559 per

year from lower

juvenile crime

Project Air Rwanda

ran a train-the-trainer

programme for 11

new trainers,

expanding its reach

Isiqalo, Oasis Reach

for your Dreams and

Velokhaya can travel

further, carry more

Wider Outputs

All Winners have

reported that winning a

Beyond Sport Award has

had a positive impact on

their brand and

reputation

Winners have reported

successful funding bids

based solely on

connections made

through Beyond Sport

Profile on Sony and its

sport for development

efforts, in FORTUNE

magazine bought the

sector to a whole new

audience, not usually

engaged

Covering many countries

and many groups

increases the global

understanding of sport

53

Great Lakes region

PwC provided over 700

man days of consulting

to projects in the

Beyond Sport Network,

involving nearly 100

members of staff from

12 countries

PwC support has

helped organisations

to operate more

efficiently and grow in

a sustainable way

GivenGain has

supported 6

organisations with

developing their online

fundraising

InFocus has supported

4 organisations with

developing their

measurement and

evaluation systems

weight and see more

people as a result of

the bicycles awarded

to their Cape Town

communities

Umthombo are

keeping their Safe

Space open, 24 hours

for street children in

need of assistance

Football for Hope set

up 10 new social

enterprise initiatives,

teaching women in

Gisagara in Southern

Province to be self

sustainable

for development

54



The majority of projects

supported by PwC reported

that consulting support will

result in positive long term

benefits – including clearer

strategy for positioning and

growth; improved

governance; better

processes for measurement

of social impact; improved

performance from staff and

volunteers

Project Air is sustaining

its programming by

training additional

therapists in a highly

specialised area

Eagle Youth

Partnership has

extended its support of

local communities

through new

programmes and new

areas

Sport for development

is becoming more

understood and

celebrated, which will

assist investment

decisions.

55

Appendix 3: Sports Role in Urban Communities

A summary of insights from over 40 practitioners, as discussed at the 2010 Beyond Sport Summit in the Urban Communities Symposium.

How sport can be used to most effectively impact young people living in a high risk environment

1. Sports can be a tool for improvement but:

Must be explicitly tied to a path forward and participants must feel there is a future to work towards.

It must be combined with a structured pro social curriculum or framework that embeds and reinforces values that sport implicitly teaches.

2. Pro social curriculum/framework/lessons must:

Demonstrate key values.

Demonstrate discipline as a key part of program.

Demonstrate consequences and accountability for youth.

Teach and treat young people not as victims.

Teach respect for each other, themselves and the sport.

Have strong figures that serve as role models.

3. Sport must be part of a broader community effort that:

Establishes a positive peer network to provide a sense of belonging and respect within the community.

Engages the community in the program, its focus and its priorities.

4. The elite sports model must be enhanced so that while programmes can maintain a focus on winning and achieving high performance in sport they should also look

for ways to support introductory or developmental athletes with sub-elite or elite athletes serving as coaches or mentors.

5. Programmes in urban communities should integrate at-risk youth with ‘normal’ society by:

Providing opportunities for youth to engage with individuals in functional institutions, for example through a mentoring program, an internship program, or jobs

programs.

56

Providing youth responsibility during engagement with these institutions.

Further observations and recommendations

Structural Changes

Definition: Youth sport programs exist within the context of various organizations. These organizations include, for example, private and government funders at

federal, state and local levels; sport federations; local sport clubs, community groups and schools. These organizations even include the gangs in the neighborhood.

The roles, perceptions, and interaction of these organizations provide the structure of the environment in which youth sports operate. This structure must be

understood by all.

Recommendations:

o Address the perception of policy makers and funders that sport programs are not on par with the importance and value of other services such as education,

juvenile mentoring or job training. To do this, practitioners must:

Create and share research that focuses on the value of sport as more than a casual afterschool activity.

Highlight the point that sport, as a tool for assisting self-regulation in youth, is supportive of many other youth and community goals.

o Establish consistent and flexible funding streams.

o Create and enhance the integration across organizations in a community. Sport organizations within a community need to work more closely together for a

variety of reasons:

To share insights about kids and families.

To help kids young people who are cut from one team find another sport.

To help use resources efficiently across the neighborhood.

Achieving this integration requires organizations to meet with one another, understand their missions and discussion and establish means of

communications and sharing resources where feasible.

Process or Systemic Changes

Definition: within sports organizations there are a variety of process or systems that support and enable the execution of the sport programs.

Recommendations:

o Recruit young people into programs

There is a need to think more explicitly about how to recruit young people and how to use recruitment to ameliorate the gang and crime challenges.

A variety of issues should be considered when reaching out. Recruitment needs to address:

57

o When and where engagement should take place. Engagement at a young age (pre age 10) is preferable.

o Who to engage. There are three primary groups and a strategy should be developed for each 1. at risk youth 2. gang leaders 3. brothers and

sisters of gang members.

o How to engage. The enticement for recruitment, regardless of age and the group from which they come appears to be the same:

– Providing a safe and structured environment.

– Providing a set of values and expectations of behavior to which kids are held accountable.

– Providing youth rewards for demonstrated commitment to the program and its values.

o Reward young people in the program. Rewards can be tangible and intangible:

Intangible rewards can be the respect participants receive by being listened to and/or participating in defining the program. It can be the mentoring

and guidance they receive and the positive reinforcement of setting and achieving goals.

Tangible rewards can come from providing them a path forward. The path forward can be:

o Trips outside neighborhood for clinics or competition.

o An opportunity to progress to higher levels of sport performance.

o Tutoring/mentoring support for education.

o Job training based on performance and achieving goals.

Tangible rewards can also be items such as t-shirts that help provide a sense of identification to positive values and achievement.

o Establish an explicit value/character curriculum that is embedded in the program. All individuals, from coaches to volunteers, to parents and administrators

need to understand the mission and the key values and how they are conveyed. The values should include specific standards and expectation of behavior

and treatment of all individuals in the program.

o Establish coach recruitment that includes a focus on determining the value set of the coach and its alignment to the organization’s mission. Additionally the

mix of skills that organizations need to have includes a blend of sport expertise and social service or counseling expertise. Organizations can obtain this mix

in a variety of ways:

Through hiring or training an individual to have depth in both skills.

By partnering with another organization with complimentary depth in an area and developing an engagement curriculum that blend both.

Also, look to recruit from within the neighborhood so people have an understanding of the neighborhood context.

58

o Establish processes to share and publicize success stories. Too often only the negative messages are delivered to youth and/or the neighborhood.

Organizations must look to communicate the positive stories that are both antidotal or empirical to help maintain the moral of staff and coaches as well

as the kids and the community.

o Create and maintain safe spaces. In executing this process organizations need to be cognizant of:

Defining the ownership and maintenance plan for the space.

Engaging the neighborhood in defining the use of the space and building and maintaining the space.

Defining the programming plan for the space and share with the community to develop ownership.

Identifying the public private partnerships within a community that can be used to obtain the funding and support for safe spaces.

People Changes

Definition: People are the providers of sport training as well as being the individuals that set the rules of engagement and provide the interaction within the youth

sport structure. One key groups that is particularly important in supporting the good work started by coaches are parents.

Recommendations:

o Increasing parental engagement is vital. Ideas to achieve this include:

Offer free food at meetings to attract parents

Provide field trips on which parents can participate

Provide an awards night

Communicate positive messages to parents about their children

Put on exhibitions for parents

Create media through the web that highlights participant’s successes

Create social groups for parents that are both support groups and social groups

Visit the schools on parent/teacher conference night or when report cards are handed out to talk to parents about programs

Encourage participants to push their parents to attend

the beyond sport effect · beyond sport effect > (impact) noun, adjective ... as a $2.7m...

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