ANNUAL REPORT WORK PERFORMED WHO WE ARE 3.1. Resources 26 1.1. Our Field 06 3.2. Work Performed 28 1.2. About streetfootballworld 08 3.3. Common Goal in 2018 36 1.3. Vision, Mission and Strategy 09 3.4. Our Impact in 2018 38 OUR SOLUTION 2.1. The Problem We Address 12 2.2. Our Solution 12 2.3. Our Impact Logic 14 2.4. Network Development 16 2.5. Implementation of Social Impact Strategies 20 2.6. Common Goal 22 CASE STUDIES Scoring for the Future 44 More Space for Sport 46 Playing for a Common Future 48 Fedex Field in a Box™ 50 Nissan Employability Programme 52 Premier League International Development Fund 54 Spiel dich frei! 56 WHO WE ARE 1.1. Our Field 06 1.2. About streetfootballworld 08 1.3. Vision, Mission and Strategy 09 WHO WE ARE 1.1. FOOTBALL CAN CHANGE THE WORLD Football is the most popular sport on the planet, with Football is a catalyst for social change an estimated 4 billion fans worldwide. In addition, 265 million players are actively playing football, representing It empowers young people to transform their 4% of the world’s population. communities. Hundreds of organisations across the world are using football to improve life in their communities. They FOOTBALL 4 BILLION FANS have proven that football can be an effective tool in addressing a number of social challenges. On the pitch, these organisations teach disadvantaged young people CRICKET 2.5 BILLION FANS about fair play, inclusion and respect – lessons directly transferable to life in general. Off the pitch, they leverage FIELD HOCKEY 2 BILLION FANS the universal passion for football to get their participants into social development programmes. All over the world, the game is used to drive progress towards the achieve- TENNIS 1 BILLION FANS ment of the following Global Goals: €50 BILLION Football is also the most profitable sport in the world. The European market alone has an estimated value of €25.5 billion, while the world’s football industry is estimated at over €50 billion. Football is a uniting and mobilising force It embodies the meaning of team play and has the potential to mobilise half of the world’s population. €25.5 BILLION Football is the largest social phenomenon on earth and reaches every corner of the world. From the favelas €19.9 BILLION of Brazil to the stadiums of Europe, football has the ability €15.7 BILLION to connect and bring people together. €11.6 BILLION With this unparalleled influence and cross-cultural popularity as well as easy accessibility to the game itself comes an extraordinary opportunity to mobilise football fans towards improving the world we live in. 2004/05 2008/09 2012/13 2016/17 estimated European market value estimated global market value 6 7 WHO WE ARE 1.2. ABOUT STREETFOOTBALLWORLD 1.3. VISION, MISSION & STRATEGIC APPROACH Our work started in 2002, driven by the belief that football can be an effective tool to transform our societies. When we started, we knew that there were community organi- VISION sations using football to catalyse change in their societies. We based our action on the belief that, to achieve global To change the world through football. change, we needed to connect the dots, we needed to form a team, and we needed to act as a collective. We created the streetfootballworld network to identi- fy, connect and empower community organisations with proven sustainable social impact in their communities, and enable them to do more. Our network currently MISSION consists of 127 network members that, together, reach nearly 2 million people in 85 countries. To maximise the power of football, for good. For over 15 years, we have been implementing social impact strategies in cooperation with our network mem- bers and a wide range of partners – from FIFA and UEFA In order to do so, we want to create a sustainable and to sponsors, governments and private partners, who resilient ecosystem for the field of football for good. By believe in the quality standards that underpin the work of sustainable, we understand that football for good is an our network. economically viable solution with income-generating We want to maximise the power of football for mechanisms, global recognition and measurable value good. That is why we also work to develop, incubate and to the people and the planet. By resilient, we understand impulse social enterprises – such as Common Goal or the that the football for good field has developed an inner third half – that can contribute to advancing and leverag- resistance and flexibility to respond to crises and doesn’t ing the field of football for good, make it sustainable and depend on volatile funding trends. amplify its global impact. STRATEGIC APPROACH To achieve our mission, we work in four strategic areas: 1. Building a trust-based social impact network 2. Offering best-in-class quality implementation STREETFOOTBALLWORLD NETWORK 2018 3. Developing systemic and scaling solutions for the field 4. Developing a shared vision for the field of football for good OUR CONTRIBUTION TO THE 2030 AGENDA FOR SUSTAINABLE DEVELOPMENT In 2015, for the first time representatives from all layers of society came together to align behind a shared vision of how a better world should look, and put together an action plan to achieve it: the 2030 Sustainable Develop- ment Agenda. Our contribution to the 2030 Agenda is multifold: • We work to amplify the impact of football as a cata- lyst to tackle social change. • We work to connect the world of football and coor- dinate collective action to support the Sustainable Development Agenda. Headquarters 127 85 1.9M • We use football as the universal language to unite the Active countries in 2018 NETWORK MEMBERS COUNTRIES PEOPLE EMPOWERED global community to overcome the greatest challeng- es of our times. 8 9 OUR SOLUTION 2.1. The Problem We Address 12 2.2. Our Solution 12 2.3. Our Impact Logic 14 2.4. Network Development 16 2.5. Implementation of Social Impact Strategies 20 2.6. Common Goal 22 OUR SOLUTION 2.1. THE PROBLEM WE ADDRESS WHAT WE HAVE DONE WHAT’S NEXT All over the world, community organisations are using football as an efficient catalyst to drive social change. In BUILDING A TRUST-BASED FROM A SOCIAL IMPACT NETWORK SOCIAL IMPACT NETWORK TO A GLOBAL ASSOCIATION 2002, those were still isolated initiatives. Despite proven 1 success, they had none to very few opportunities to ex- change, to access sustainable resources and to scale. • Our network includes 127 high-impact football for • Scale implementation capacity exponentially Football for good was in its infancy and it lacked a good partners in over 85 countries working towards a • Establish a viable football for good industry with shared vision and quality standards that would enable shared vision impact as a guiding principle everyone involved to understand where and how football • Our network has a collective impact of nearly 2 Million • Integrate football for good best-practice into the for good impact-driven initiatives are implemented and young people per year football-for-profit industry built. And, of course, the field of football for good lacked • We have collectively raised and invested mechanisms that could guarantee sustainable resources €1 Billion in football for good over the past 10 years for these organisations. Through our journey, we have worked to grow and develop the field of football for good always with the same challenge in mind: how can we maximise the power OFFERING BEST-IN-CLASS DEVELOPING AN INCLUSIVE AND COLLABORATION OPPORTUNITIES TRANSPARENT QUALITY SEAL of football for social transformation? 2 In parallel, the world around us has also changed. The digital world as we know it today was still in its • Our quality implementation criteria has been adopt- • Implement a transparent impact measurement early development and football was a phenomenon ex- ed by football governing bodies and recognised by framework reporting progress towards the perienced mainly on mainstream TV and in stadiums. In national and international institutions Global Goals parallel to new technologies being developed, the football • We have implemented the long-lasting social legacies • Apply a quality management standard across the industry had just began its exponential growth. of FIFA World Cup and EURO Championships imple- whole football for good ecosystem Following the recent launch of the Millenium Devel- mented since 2006 opment Goals (2000-2015), the sustainable development of our planet was emerging as a topic on the global agen- da. But there was not yet a sense of urgency with regards to addressing global challenges. DEVELOPING SYSTEMIC EMBEDDING 1% GIVING AT THE CORE & SCALING SOLUTIONS OF THE FOOTBALL INDUSTRY 3 2.2. OUR SOLUTION • We have incubated and launched Common Goal, the • Install 1% as a regulated standard across football industry’s first ever social impact movement the industry As we advanced through our journey and the context • We have developed a systemic solution that links foot- • Unlock €500 Million/year for impact-driven changed, our opportunities and ambition have grown: ball industry revenues and the sustainable develop- investments from uniting the field of football for good to uniting the ment of our planet world of football; from driving resources to the field to • We have succeeded in installing the 1% pledge as a creating systemic mechanisms that can guarantee re- mechanism to facilitate social impact investment sources; and from supporting local initiatives to creating a shared vision on how football can change the world we live in. Our approach is multifold. In order to achieve our DEVELOPING A SHARED VISION MOBILISING AND INSPIRING FOOTBALL mission, we work in four strategic areas: 1) Building a 4 FOR THE FIELD, BASED ON TEAMPLAY FANS TO BE PART OF THE CHANGE trust-based a social impact netwrok, 2) Offering best-in- class collaboration opportunities, 3) Developing systemic • We are a growing team of already 70+ professional • Provide a vehicle to enable mass contribution and scaling solutions, 4) Developing a shared vision footballers uniting to transform the football industry towards the UN Global Goals for the field.