INVITATION TO TENDER
Title: JU:MP Social Marketing
Deadline for receipt of tender proposals: 12th May 2021
JU:MP, the Bradford Local Delivery Pilot (LDP) is a pilot programme led by Active Bradford that aims to test and learn what helps children and families to be active. The pilot is one of 12 Sport England LDPs across England https://www.sportengland.org/our-work/local-delivery-pilots-community-of- learning/, and has received £5 million of National Lottery funding, through Sport England to deliver and evaluate the programme. Born in Bradford, a research programme hosted at Bradford Teaching Hospitals NHS Foundation Trust, are leading the pilot on behalf of Active Bradford.
JU:MP aims to improve the health and wellbeing of children aged 5 – 14 and their families, through physical activity across a disadvantaged, ethnically diverse area of North Bradford. The aim is to pilot a whole systems approach to increasing children’s physical activity by working with local families, communities, schools and organisations, and by making improvements to the environment (e.g. parks and green space). JU:MP aims to energise, inspire and support children and families to enjoy being active and to make this easier for them to do. This can be through providing families with the knowledge and skills to help them move more through walking, cycling and playing out, or through creating sustainable opportunities for organised sports and active recreation.
Outcomes
The ambition of our pilot is to use physical activity as a vehicle to achieve three outcomes that the Bradford District Plan of 2016 set out as priorities for the District.
1. Better Health (improved physical and mental wellbeing) 2. Better Skills (improved academic and social skills) 3. Safe, clean and active communities (reduced crime, improved social mixing and inclusivity)
The pilot’s objective is to increase the numbers of children achieving 60 minutes of moderate to vigorous physical activity (MVPA) per day at a population level, and thus improve outcomes for children and young people aged 5-14 years. The pilot will work across a defined area of North
Bradford; Eccleshill and Windhill; Fairweather Green, Heaton Toller, Manningham and City; Allerton and Bolton and Undercliffe. This area has high levels of deprivation and an ethnically diverse population of 140,000, of which 27,000 are children and young people.
Sport England have tasked the Local Delivery Pilots with creating sustainable changes to tackle inactivity and JU:MP is taking a behaviour change approach to achieve this. This approach involves building the capability and motivation of children and families to be active and creating sustainable opportunities to be active in the local area. JU:MP is also encouraging children and families to do simple things to be active for themselves like walking to the shops, going to the park or playing active games together.
Our approach is to work in partnership with local organisations and communities, taking an asset- based, collaborative approach and focussing on solutions.
The Neighbourhood Approach
Over the last two years, the JU:MP Pathfinder Phase has tested a whole systems approach to increasing children’s physical activity levels by working at a neighbourhood level with families, communities, schools and organisations, and by making improvements to the environment. JU:MP Neighbourhoods are hyper-local areas identified as having a recipe for success, including engaged community and faith organisations, 4 - 6 schools and local green space with potential to be developed as an active, playful environment. The learning from the last two years has formed the basis for the Accelerator Phase, which will run from 2021/22 - 2023/24. In each neighbourhood, a JU:MP Coordinator will establish a JU:MP Neighbourhood Action Group to co-design an action plan, with support from the JU:MP core team and based on the overarching JU:MP workstreams. A map of the neighbourhoods can be found in Appendix 1.
The JU:MP Accelerator Phase plan has 15 workstreams which have been identified through evaluation of the Pathfinder Phase and wider research into what works. Workstreams are primarily focussed at a neighbourhood level, with 6 overarching workstreams that will be delivered across the all 8 JU:MP neighbourhoods by the core JU:MP team, wider commissioned organisations and providers. The JU:MP programme map showing the whole system can be found in Appendix 2 and detail on the 15 workstreams is in Appendix 3.
The social marketing runs throughout the programme to inspire, energise and support our children, families and communities to be active. It is a key element in linking up and integrating the whole system working.
Social marketing JU:MP’s social marketing has been developed and delivered by Magpie (Behaviour Change Marketing Agency) from May 2019 - April 2021. The purpose of the social marketing is to influence behaviour to improve physical activity levels in children and young people and their families. The approach aims to benefit individuals and communities for the greater social good, and specifically to deliver the JU:MP programme in a way that is effective, efficient, equitable and above all, sustainable.
There is solid evidence that social marketing has a positive impact on a range of health interventions across various conditions, including ethnic minority and low socio-economic groups (Jeff French, 2017).
It aims to create a social movement to inspire, educate, and energise children and families to be active. The Accelerator Phase of JU:MP will comprise of four campaign strands, underpinned by a strong workforce development social marketing training plan, to encourage children and families to be more active together including:
1. Join the JU:MP Movement 2. Find your passion/fun 3. Outdoor Play - whatever the weather (JU:MP Outdoors) 4. Reducing sedentary screen time – including JU:MP@Home ------5. Underpinned by the workforce development social marketing training plan
1. Join the JU:MP Movement This is a campaign to support in motivating and encouraging children and their family members to meet moderate-to-vigorous physical activity (MPVA) national guidelines.
JU:MP are serious about getting children moving, playing and having lots of FUN. But we can’t do this without a strong community of supporters to join us by championing active play every day!
In the first 18 months of the JU:MP Movement (October 2019 to March 2021), the social marketing target was to engage with the ‘innovators’ and ‘early adopters’ in our behaviour change adoption curve (based on Rogers ‘Diffusion of innovation’ seen below).
This represents 16% of the target population of 20,790 children and young people. A target of 3,336 children engaged in movement and play.
Successes so far In the first 18 months, JU:MP now have 3,343 children (surpassing our original target) engaged with JU:MP. This is based upon 1,807 families having joined the JU:MP Movement with an average of 1.85* children per household.
Other key deliverables:
The delivery of 9 JU:MP fun days in JU:MP schools (to motivate families to ‘join the JU:MP Movement’ and reduce the barriers and provide opportunities for ‘children and families to be active together’). Due to the COVID-19 pandemic, delivery of these was paused on 18th March 2020.
200 JU:MP stars were recruited in schools (children ambassadors for JU:MP), surpassing our target of 150. 3,200 school trail cards were completed (including activities in the school hall and outdoors), surpassing our target of 3,000.
JU:MP@Home (Sedentary screen time) This is a campaign to support in to motivating and encouraging children and their family members to meet moderate-to-vigorous physical activity (MPVA) national guidelines. Created during the first lockdown in April 2020, JU:MP@Home provides ideas through various online and offline resources, to help people to be happy, healthy and sleep better, whilst being at home all day.
Join Us: Move. Play with these fun, simple indoor activities to keep your children entertained. Keep having fun with #JUMPAtHome.
Successes so far
A physical JU:MP@Home activity calendar (with 30 tailored activities) and a letter sent to over 50,000 families in North Bradford (including the LDP area), but also serving the wider Bradford area, to include vulnerable families, refugees and asylum seekers, surpassing our original target. 927 join ups to the movement (within the LDP) from the JU:MP@Home online page visits and 3,081 views of videos from https://jumpathome.org/ (including video views through social media). Magpie also collected various lived experiences/testimonials from families who have engaged with JU:MP@Home.
JU:MP Outdoors (Outdoor play - whatever the weather) This is a campaign to support in to motivating and encouraging children and their family members in meeting moderate-to-vigorous physical activity (MPVA) national guidelines though outdoor play. Created in December 2020, JU:MP Outdoors provides ideas through various online and offline resources, to help people to be happy, healthy and sleep better, by moving and playing outdoors.
We can help you to bring outdoor play to your children and your family. When you join the JU:MP Movement we can support you to find ideas, events and activities. This means you and your children can play outdoors in easy and fun ways!
We hope you enjoy these ‘top tips’ for playing outdoors from some of our lovely parents in the Bradford community, because #OutdoorPlayMatters
Successes so far Sent over 800 JU:MP Outdoors play packs. In December 2020, Magpie launched a mini winter outdoor advertising and social media campaign #OutdoorPlayMatters (on bus shelters and kiosks), co-created with JU:MP families, using visuals of children and their parents out and about around Bradford, highlighting where they can play for free. So far, 100 join ups to the movement (within the LDP) from JU:MP Outdoors online page visits and 650 views of videos (including video views through social media). Magpie have collected various lived experiences/testimonials from families who have engaged with JU:MP Outdoors.
The social marketing approach has been evaluated by the JU:MP team and proven to be SMART, feasible and acceptable.
Further information: https://www.activebradford.com/jump
Section 1: Specification
1.1 Requirements
We are looking for an organisation with: A creative, innovative approach to social marketing. A successful track record of taking a behaviour change approach to drive a social movement. Track record of successfully delivering social marketing in disadvantaged and ethnically diverse communities.
Track record of providing high-level strategic direction and support for organisations around their social marketing. The ability to provide account and campaign management for JU:MP. A commitment to the local Bradford community to maintain a legacy from JU:MP that benefits local children and families’ health and wellbeing. Strong relationships with the local community and partners in Bradford is desirable, though not essential.
Length of the contract: 14 Months Approx. June/July 2021 – August/September 2022.
1.2 The services to be delivered: Provide high-level strategic direction and support for the JU:MP team around social marketing. Provide a dedicated full-time account and campaign manager for the JU:MP programme. Maintain, scale up and roll out existing campaigns. Develop two new sub-campaigns including co-creation, design, delivery and evaluation. Develop and deliver social marketing workforce training for organisations to contribute to the JU:MP campaign and sustain beyond the lifetime of the programme. Provide general design support for the JU:MP communications manager.
Maintain, scale up and roll out existing campaigns In the JU:MP Accelerator Phase starting June 2021, the social marketing will continue to support children and families to be active in the three Pioneer neighbourhoods and will scale up throughout five further Accelerator neighbourhoods. The following sub-campaigns will be maintained and rolled out:
Join the JU:MP Movement Join Us: Move. Play. is a campaign to support in motivating and encouraging children and their family members in meeting moderate-to-vigorous physical activity (MPVA) national guidelines. The campaign will promote sign up to the JU:MP campaign at 40- 50 fun days in schools and community settings, delivered primarily by the wider JU:MP team with support from the social marketing provider.
JU:MP@Home (Reducing sedentary screen time) This is a campaign to support in to motivating and encouraging children and their family members to be active at home. JU:MP@Home provides ideas through various online and offline resources.
JU:MP Outdoors (Outdoor play - whatever the weather) This campaign supports in motivating and encouraging children and their family members to meet moderate-to-vigorous physical activity (MPVA) national guidelines through outdoor activity plus gain the health benefits of outdoor play. JU:MP Outdoors provides ideas through various online and offline resources, to help people to be happy, healthy and sleep better, by moving and playing outdoors.
Two new campaigns are to be developed and delivered as part of an annual cycle of campaigns, including co-creation, design, delivery and evaluation.
Find your passion/fun This campaign will support in motivating and encouraging children and their family members to meet moderate-to-vigorous physical activity (MPVA) national guidelines through promoting engagement in sports and active recreation, e.g. sport, dance, running. The campaign will highlight and promote local sports and active recreation opportunities, as well as building motivation in children to find a passion for a sport or physical activity.
Reducing sedentary screen time This is a campaign to reduce sedentariness in children and their family members, with a particular focus on reducing sedentary screen time. This could include educating on the risks of excessive screen time and/or setting a limit on screen time.
Workforce development training This social marketing phase also needs to build strong foundations via a solid social marketing workforce development training plan, that will encourage the JU:MP workforce and wider organisations to take ownership and become true campaigners for the programme. By galvanising local influencers, it will provide the tools and training for JU:MP campaigners to continue long after JU:MPs foundations have been laid. The strong foundations are knowledge, tools and resources:
Knowledge Marketing training across the JU:MP workforce and eight neighbourhood action groups will be developed to amplify the campaign and embed and sustain it going forwards. This will include training and upskilling young people and families to become true campaigners at the heart of the social movement using various promotional techniques such as social media and key brand messages.
Tools Marketing toolkits across the JU:MP workforce and five neighbourhood action groups will be developed to amplify the campaign and embed and sustain it going forwards. These will include key brand messages, how to guides, promotional marketing materials and what it means to be a true JU:MP campaigner.
Resources Following a transition period, the three JU:MP websites (two existing and one NEW) will be passed onto a partner(s) for continued maintenance to ensure embedding and sustainability going forwards. 1. Existing: Join: Us. Move, Play. website 2. Existing: JU:MP@Home microsite
Design support for the JU:MP communications manager Provide 20 days support for the JU:MP communications manager to produce 8 – 12 pieces of supporting design.
Audiences to engage through the JU:MP social marketing and communications are:
Children aged 5 – 14 years and their families within JU:MP’s eight neighbourhoods Sport and physical activity providers Organisations operating within Bradford (faith settings, community centres, statutory agencies, businesses) JU:MP schools Active Bradford members/directors and JU:MP board Councillors and strategic leads
Research
Research is integral to the pilot and you will be part of a world-leading research programme. Your team will be expected to work closely with the research team to evaluate the impact of your work as part of the whole system approach to increasing levels of physical activity.
1.4 Values ● Collaborative working is at the heart of the JU:MP Pioneer Neighbourhood; doing with, not for or to communities.
● Take a behaviour change approach, focusing on the capability, opportunity and motivation of children and families to be active.
● Community engagement and co-design are principles that will run throughout the programme.
● Taking a test and learn approach, being open to taking risks and being innovative.
Procurement and Project Timetable
Event Date/Time
Tender Notice posted 19th April 2021
Tender response deadline 12 noon, 12th May 2021
Clarification (if applicable) 14th May 2021
Interviews (if required) 25th May 2021 (tbc)
Decision made 25th May 2021
Anticipated start date of contract 7th June 2021
Start date for delivery As soon as possible.
Procurement Procedure
Bradford Teaching Hospitals NHS Foundation Trust (BTHFT) is leading the tender process and will manage and oversee the contract once awarded on behalf of Active Bradford.
Bidders should raise any queries they have about the requirements by email to [email protected]. These should have the subject “JU:MP Invitation to Tender Social Marketing Query”. We will publish all questions raised (without disclosing the source of the enquiry) and all responses to bidders on our website, unless we consider the information to be commercially sensitive. Our view on the issue of commercial sensitivity shall be final, the bidder raising the question will be asked to withdraw it if it does not agree with this assessment.
We reserve the right to carry out clarifications if necessary; these may be carried out via email or by inviting bidders to attend a clarification meeting. In order to ensure that both BTHFT’s and bidders’ resources are used appropriately; we will only invite bidders to attend an interview and present proposals if deemed necessary. You are responsible for all your expenses when attending such meetings. BTHFT reserves the right to vary all dates in this Invitation to Tender, to request bidders to attend an interview, to terminate this procurement process and/or decide not to award a contract.
Duration of Contract
14 Months - From approximately June/July 2021 – August/September 2022.
Service Levels
You must propose Service Levels in your tender response for agreement with BTHFT. You will be required to comply with the SLAs above and any others suggested and agreed with BTHFT as part of the contract.
Escalation Procedures
In the event of a major problem, a list of contacts will be required to manage any problem to a successful conclusion.
Account Management
In performing the services required under this contract, the supplier will report to Jan Burkhardt; JU:MP Programme Director.
Please specify in your proposal the named individual who will be responsible for the account management of this contract on behalf of your organisation.
Management Reporting/Review Meetings
Management and reporting is to be agreed in liaison with the successful bidder.
Contract Value
£160,000 to £170,000, inclusive of VAT.
Payment Structure and Billing Requirements
Payments to be made in quarterly instalments on achievement of agreed milestones.
Evaluation Criteria
You are required to respond to ALL of the criteria below. To assist our evaluation of your tender submission, please ensure you clearly cross-refer your responses to the assigned numbers.
(a) Quality Criteria
80% of the marks will be allocated to your response to the Quality Questions (table 1 below). Each question will be scored using the methodology below.
Your overall score for each question will be calculated by multiplying the quality score you receive with the weighting for that question, set out below. This score will then be divided by the total maximum available score for the Quality Criteria (325) and multiplied by 80% to get your final score for that question.
Example: assume Bidder A scores 3 for Question 1: the formula is 10 x 15 = 150, 150 ÷ 325 x 80 = 37%
20% of the marks will be available for your Price Proposal. The methodology for scoring price is set out further below.
Your responses should be supported by evidence/previous successful implementation of proposed solutions for meeting our requirements. Please note – Though criteria are numbered, this does not relate to any order of importance.
Table 1
Criteria Weighting
Question 1 Outline your previous relevant experience of providing similar services 15 including the following information in respect of each example relied on:
Organisation Name Length of contract Value of contract Reference contact details
Please provide two references who we may contact to verify the information provided.
Question 2 Outline your approach to service delivery and detail how you will 30 meet all our requirements in section 1 above.
Question 3 Project management and delivery specifically: 10
Explain your methodology for contract implementation and why this approach is feasible and effective based on your previous relevant
experience.
Your response must include:
A detailed project plan demonstrating your ability to meet our mobilisation timescales. Include details of the marketing assets to be provided including costings how you will meet our required service levels and any additional services your proposals for maintaining quality and providing management and reporting information
Question 4 Demonstrate the quality and technical skills of the team members, 10
including managerial staff who you propose to undertake this contract if successful and explain how those members will have the skills and availability to provide the service to a high standard.
Your response should outline your reporting structure.
Scoring Methodology
No response or partial response and poor evidence provided in support of 0 Poor it. Does not give BTHFT confidence in the ability of the Bidder to deliver the Contract.
Response is supported by a weak standard of evidence in several areas 1 Weak giving rise to concern about the ability of the Bidder to deliver the Contract.
Response is supported by a satisfactory standard of evidence in most 2 Satisfactory areas but a few areas lacking detail/evidence giving rise to some concerns about the ability of the Bidder to deliver the Contract.
Response is comprehensive and supported by a good standard of 3 Good evidence. Gives BTHFT confidence in the ability of the Bidder to deliver the contract. Meets the Fund’s requirements.
Response is comprehensive and supported by a high standard of evidence. Gives BTHFT a high level of confidence in the ability of the 4 Very good Bidder to deliver the contract. Exceeds BTHFT’s requirements in some respects.
Response is very comprehensive and supported by a very high standard of evidence. Gives BTHFT a very high level of confidence of the ability of the 5 Excellent Bidder to deliver the contract. Exceeds BTHFT’s requirements in most respects.
(b) Price Criteria
20 marks will be awarded to the lowest priced bid and the remaining bidders will be allocated scores based on their deviation from this figure. Your total costs figure including VAT and expenses in the schedule of charges below will be used to score this question.
For example, if the lowest price is £100 and the second lowest price is £125 then the lowest priced bidder gets 20 (full marks) for price and the second placed bidder gets 15 marks and so on. (25/100 x 20 = 5 marks; 20 – 5 = 15 marks)
The bidder with the highest score when the quality and price marks are added up will be the preferred bidder.
Schedule of Charges
If VAT is chargeable on the services to be provided, this will be taken into account in the overall cost of this procurement contract.
Bidders shall complete the schedule of charges below estimating the number of days of planning, design, photography etc plus wider costs such as materials, travel and subsistence costs etc associated with their bid. The total fixed price will be inclusive of VAT and inclusive of expenses and all costs to be incurred.
Service costings/budget Quantity Unit costs Total
[Add budget headers; Staff costs, expenses, venue costs, etc.]
Sub-total
VAT
Total Price including VAT and expenses (this figure will be used to calculate your price score)
Notes:
1. BTHFT reserves the right to reject abnormally low tenders.
2. The Bidder’s total costs must not exceed £170,000 inclusive of VAT and all expenses. Bidders whose costs exceed this amount will be excluded from further consideration in the tender process.
3. You should not submit additional assumptions with your pricing submission. If you submit assumptions, you will be asked to withdraw them. Failure to withdraw them will lead to your exclusion from further participation in this competition.
SECTION 2: INSTRUCTIONS TO TENDERERS
Please submit your tender offer in accordance with all of the instructions, requirements and specifications set out in the enclosed documentation.
You must treat these documents and any further information provided by BTHFT as confidential at all times, and only disclose them if necessary to prepare a compliant response to the tender.
Nothing in the enclosed documentation or appendixes, or any other communication made between BTHFT and any other party, can be considered a contract or agreement at this stage.
Compliance
BTHFT reserves the right to disqualify or reduce the evaluation score of any tenderers who do not fully comply with the requirements in the tender documentation, in particular the closing time and date.
BTHFT reserves the right to evaluate proposals on a variety of criteria. The tender with the lowest price will not automatically be accepted.
Validity of offer
You must offer your tender for acceptance for 60 days from the deadline for tender submission.
Please note that by submitting a tender response for consideration, you are confirming that, as an officer for the company/organisation that you represent, you have read and understood the tender documents and that your offer to BTHFT is open for acceptance for 60 days from the tender closing date.
Tendering
Your submission should not exceed 3,000 words including charts and diagrams
If we need to amend any tender documents before the closing date, we will write to you with any changes. If we extend the deadline for tender responses, we will advise you.
The tender is subject to Sport England funding receiving final agreement and sign off.
BTHFT reserves the right, in its absolute discretion, to cancel or suspend this tender process at any time and for any reason. If we need to do this, we will notify you in writing as soon as is reasonably practical.
BTHFT is not responsible, and will not pay for any expenses or losses you incur during, but not limited to, the tender preparation, site visits, post-tender negotiations or interviews.
Return of Tender
You must complete and submit your tender response/proposal electronically to [email protected] by the tender response deadline of 12th May.
The email submitted must include the subject Invite to Tender – JU:MP Social Marketing. If you are experiencing any problems submitting your document by email, please call mobile number: 07855 115024 for further assistance.
We will only accept responses submitted via email. We will not accept any responses submitted by any other method. Any tender delivered after the closing date and time for any reason will be discounted. BTHFT is not responsible if all or part of your tender is not received.
Appendix 1
Appendix 2
Appendix 3
Accelerator Phase Workstreams 2020 – 2024
Workstream Description
1 Strategic Active Bradford (AB) Board and JU:MP Programme Director influence and advocate for the importance of PA (PA) Influencing widely across partnerships Sustain the Physical Activity Strategic Development group bringing Living Well (LW) and AB together to collaborate to drive action around PA systems change. Align the JU:MP programme to ensure it supports and enhances existing programmes, strategies and plans. Influence senior leaders, including the Health and Wellbeing board to strengthen PA in policy and practice. Demonstrate proof of concept of PA whole systems working.
2 Communicating Facilitate behaviour change in local organisations by building the skills, confidence and motivation to develop with Partners effective communication around children's PA. Development of a joined up “whats on” city-wide PA search platform. Gaining buy in to open data standards across all partners in Bradford. Regular communications and updates on JU:MP to key organisations and strategic stakeholders. Agile use of social media to engage key stakeholders. Development of the AB website and communications to broaden the organisations involved in the promotion of PA messaging.
3 Social Marketing Create a social movement to inspire, educate, and energise children and families (C&F) to be active. Join Us: Move. Play strands: 1. Join the JU:MP movement 2. Children and families are active - promoting local activities and JU:MP website to families 3. JU:MP Outdoors 4. Reducing sedentary screen time - Raising awareness of the benefits of limiting screen 5. Find your Passion/Fun JU:MP School Fun Days across all 50 schools to encourage families to join the movement. TBC
4 Workforce Develop and deliver training for JU:MP providers to increase knowledge, skills and confidence to increase C&F’s PA Development using a behaviour change approach. Deliver training to develop the knowledge, skills and confidence of the wider children’s workforce to increase PA in C&Fs.
5 JU:MP@Home Develop and promote inclusive resources to encourage C&Fs to be active in the home environment. Develop further and promote the JU:MP@Home website with new activities and ideas shared by local C&Fs. Provide physical resources where needed to address digital exclusion.
6 The JU:MP Digital Digital engagement in PA and wider JU:MP programme, particularly targeting 10 – 13 year olds. Using App gamification and behaviour change approaches. Digital platform which both drives PA engagement while simultaneously capturing data on the reach of the JU:MP programmes and associated health benefits.
7 Neighbourhood Establish JU:MP Neighbourhood Action Groups to codesign an action plan built on JU:MP framework through Action Plans collaborative workshop process. Neighbourhood action groups identify and prioritise changes to improve local neighbourhoods for PA, e.g Diversionary PA, community litter picks, etc. Community Engagement Managers (CEMs) and JU:MP Connectors support neighbourhood steering groups and engage with wider partners to enact their local action plans. Progress is regularly reviewed by the group.
8 Greenspace & Park Development of greenspace to improve the local environment for play and PA Developments At least 5 greenspace developments in Accelerator neighbourhoods. Community engagement in greenspace developments. Develop ‘Friends of’ groups for local parks and greenspaces.
9 JU:MP Connectors JU:MP Connector role in each neighbourhood taking an Asset-Based Community Development (ABCD) approach to increasing children’s PA. Build the skills, confidence and motivation of less active families to be active together and independently - “Teach a family to fish approach”. Family engagement in local greenspace, e.g. fun days, led walks, treasure trails. Support the delivery of the neighbourhood action plan. Form local groups of C&Fs to co-produce the neighbourhood action plans and green space development plans. The JU:MP Connectors represent C&Fs in the neighbourhood steering groups.
10 Creating Active Workshops with school leadership teams and CAS leads to enhance capability, opportunity and Schools (CAS) motivation to create systems change for PA. Support schools to plan for systems change; focus on whole-school, in-school policy and vision and integrating PA in strategic plans. Schools to map current resource and PA opportunities and create bespoke school plans to ensure all aspects of CAS Framework are covered. Provide resources (finance and equipment) and training to schools to meet the needs of individual schools and the collective JU:MP schools. School leaders’ active involvement in neighbourhood steering groups and delivery of action plans. Active Travel officers to support school active travel plans and deliver training .
11 Active Faith Settings Co-produce a toolkit to support local IRS leaders to create healthier and physically active settings. Workshops with IRS leaders to build capability, opportunity and motivation to create healthy, physically active Madrassa. Support local IRS and other faith settings to develop individual plans and provide resources (finance and equipment) to implement plans. Engage IRS and other faith settings in the community JU:MP programme.
12 Active Playful Parks Outdoor Adventure Play workers provide regular sessions to engage families in nature play areas and establish independent habits of play. Play Hubs (containers of play equipment within parks) delivered by playworkers, and volunteers in the long- term. Peel Park Cycling Hub - provision to hire bikes, ‘Dr Bike’ repair and maintenance, learn to ride cycle training, cycling events, and ride leader training. Provide wider support for cycling across JU:MP area. JU:MP Fun days in greenspace with PA games and trails, with incentives provided for completion of activity challenges. JU:MP Digital App engages C&F in parks and greenspaces. Action groups work on safer, cleaner parks, with actions including litter picks, ASB, and agreeing solutions around dogs in parks.
13 JU:MP Leads Engage and train local young people aged 16 – 25 years as JU:MP Leads to deliver and facilitate informal multi- sport/PAs. Training package of sports qualifications, personal development and leadership. Community Placements within schools, sports clubs, community centres and Youth Services. JU:MP Leads act as champions through social media and in community. Support their development as independent social entrepreneurs.
14 Sustainable Sport Support local providers to develop PA programmes that take an ABCD approach to creating sustainable changes and Physical in PA in C&Fs. Activity Develop organised sports/active recreation sessions or clubs with a small charge to participants, to create Programmes sustainable self-funded PA opportunities. Train and support local people and mentor JU:MP Leads to deliver sports/PA activity. Build the capability, confidence and motivation of families to be active independently and/or form social groups to be active together.
15 Active Travel Active Travel Consultant to provide expertise to support development of neighbourhood active travel plans (beyond school) and link to wider strategic active travel plans. and Streets Support development of active travel plans for community and faith/IRS organisations. Playful streets initiatives to animate streets with temporary designs and playful activities such as chalk walks and rain graffiti.