Sport Unites and the Major Events Engagement Fund the COVID-19

Sport Unites and the Major Events Engagement Fund

The COVID-19 Pandemic’s Impact on London’s Community Sport Sector and its Response

Author: Graham Spacey, Damian Hatton & Kelly Crawshaw inFocus Consulting Ltd October 2020

Contents

CONTENTS 1 ACRONYMS 2 EXECUTIVE SUMMARY 3 INTRODUCTION 6 WHAT DOES IT MEAN FOR THE COMMUNITY SPORT SECTOR IN LONDON TO BE RESILIENT? 7 REPORT STRUCTURE 8 SECTION 1: THE IMPACT OF COVID-19 9 1.1 THE IMPACT ON SPORTING EVENTS 10 1.2 THE IMPACT ON COMMUNITY SPORT 10 1.2.1 Sport England 12 1.2.2 The Sport for Development Coalition (SFDC) 13 1.2.3 Street Games 14 1.2.4 Sported 14 1.3 SUMMARY 15 SECTION 2: ‘COPING’ – THE RESPONSE TO COVID-19 16 2.1 THE RESPONSE OF THE MAYOR OF LONDON’S COMMUNITY SPORT TEAM 16 2.1.1 Sport for Social Integration 17 2.1.2 Active Londoners 17 2.1.3 Young London Fund 17 2.1.4 Thought Leadership 18 2.2 GRANTEE EMERGENCY RESPONSE 19 2.3 INITIAL RESPONSE 20 SECTION 3: ‘ADAPTING’ – RETURNING TO DELIVERY 24 3.1 LEARNING AND SHARING DURING COVID-19 24 3.1.1 Monitoring and evaluation 24 3.1.2 Guidance 24 3.1.3 Creating a Learning Community 25 3.1.4 Socially Distanced Sport 25 3.2 MOVING FORWARD, TOWARDS TRANSFORMATION 27 3.3 RETURNING TO DELIVERY 27 SECTION 4: ‘BUILDING BACK BETTER’ – TRANSFORMING COMMUNITY SPORT IN LONDON 32 4.1 A LONG-TERM VISION AND COLLECTIVE APPROACH FOR COMMUNITY SPORT IN LONDON 34

1 Contents

4.2 BUILDING BACK TOGETHER 35 SECTION 5: SHARED MEASUREMENT 37 5.1 SCALING OUT 37 5.2 SCALING UP 38 5.3 DEVELOPING A SHARED MEASUREMENT SYSTEM 38 5.3.1 Phase 1: Design 39 5.3.2 Phase 2: Develop 42 5.3.3 Phase 3: Deploy 43 5.4 USING SHARED MEASUREMENT AS A STEPPINGSTONE TOWARDS COLLECTIVE ACTION AND IMPACT 44 CONCLUSION 45 The Impact of COVID-19 45 ‘Coping’ - the Response to COVID-19 45 ‘Adapting’ – Returning to Delivery 45 Building Back Better – Transforming Community Sport in London 46 Shared Measurement 46 RECOMMENDATIONS 47 Strategic approach of the GLA community sport team 47 Redesigning sector activities for accessibility and returning to delivery 47 New considerations for safeguarding 48 Collaborative funding strategy for community sport in London 48 Encouraging a sharing learning environment 48 Expanding Impact measurement and management (IMM) training 48 Developing a shared measurement system 49 REFERENCES 50

Acronyms GLA Greater London Authority IMM Impact Measurement Management LCRF London Community Response Fund M&E Monitoring and Evaluation MEEF Major Events Engagement Fund MEL Monitoring, Evaluation and Learning SfSI Sport for Social Integration SFDC Sport for development Coalition ToC Theory of Change YLF Young Londoners Fund

Executive Summary

Introduction outcomes (94%) and concerns about the This report on the Sport Unites investment wellbeing and safety of participants (29%). programme and Major Events Engagement Fund • Organisations are anxious about their service (MEEF) was commissioned in light of the COVID- now and in the future. 19 pandemic to ensure the impact and the • Londoners have been less active and have had challenges faced by the community sport sector are less opportunities to be active. captured, as well as the learnings garnered by the • Organisations are concerned that participants sector in responding and adapting to the crisis over will be nervous of the risks of returning to sport. the first six months. This is with a view to ensuring • Public areas are busy and with limited facilities the sector is capable of first ‘bouncing back’ to pre- open, including toilets during lockdown. covid-19 levels of implementation and progress, • Some organisations have reported that young whilst also considering how the sector can ‘build people were being approached by gangs as they back better’ to ensure a more resilient and equitable exercised in public spaces. future for community sport in the future. • Community sport leaders reported more than twice the anxiety levels of the previous year at The Impact of COVID-19 the start of the pandemic. COVID-19 caused all major sporting events hosted • 59% of organisations are concerned about in London to be cancelled or postponed to dates in participants maintaining their wellbeing. 2021. Six major sporting events with GLA funded • Many are without technology and / or have no community engagement activities attached were affordable internet access. cancelled, postponed, or adapted to be held online. • Many organisations are concerned that they are The community sport sector responded by initially unable to meet their targets / outcomes. going into ‘survival’ mode as office buildings and facilities were closed and staff furloughed. ‘Coping’ – the Response to COVID-19

Several organisations including Sport England, the The Mayor of London was a signatory of the London Sport for Development Coalition, Street Games, Funders joint statement pledging to offer support to Sported and the Mayor of London’s Community civil society groups affect by COVID-19. This Sport team conducted research on the impact of included contributing £7.6 million to-date to the COVID-19 on the sector. This included an online London Community Response Fund (LCRF). survey with 262 responses; risk forms from 57 Adaptions were made for new Stronger grantees outlining the issues and risks they faced Communities, Model City, London Together, Active and any adaptions that needed to be made to their Londoners, and YLF Summer Activities grant GLA funded programmes. The research found: streams. A series of talks were set up with London • 46.3% of organisations had accessed the Sport entitled ‘Talking COVID’ to support the sector Coronavirus Job Retention Scheme with 35% with up to date practical information, informed placing over half of all staff on furlough. advice, and guidance. 677 individuals attended. • 10% of organisations reported that they had to make redundancies. Sport Unites grantees reported their responses to • 40.9% of organisations accessed financial the pandemic via risk forms with the majority (88%) support from various government assistance moving sessions online and keeping in regular schemes or a COVID19 response fund grant contact with participants (56%). Half (50%) stated from a funding body. that they had collaborated with other organisations. • 59.1% reported that they did not receive any Case studies highlighted how traditional sport emergency funding. organisations adapted to support the community • 16 key risks were highlighted by organisations and how community centred organisations utilised via the risk forms with the most reported being sport and physical activity networks to: the inability to deliver activities and thus achieve 3

• Provide delivery services for food, medicine, and • A strong network of organisations with good essential supplies to those at risk and unable to relationships meant it was possible to establish travel or isolating at home. the necessary means to work collaboratively • Establish food banks, often in collaboration with and respond within a short space of time. other community organisations. • Schools offer a safe venue for community sport • Provide services and equipment to those at risk at any time, regardless of a lockdown. and for key / NHS workers. • Provide mental health and befriending services. ‘Building Back Better’ – Transforming • Develop resources for participants at home to Community Sport in London maintain their physical and mental health. The inherent dynamics of both the social sector and community sport present both challenges and ‘Adapting’ – Returning to Delivery opportunities for significant change to occur. If the The crisis demonstrated the sector’s over reliance sector is to be successful at delivering positive on traditional data collection methods. Some outcomes at sufficient scale that have a meaningful organisations focused attention onto impact impact at a London wide level, it needs to develop measurement and management, knowing that systems and structures that help to align everyone’s evidencing their impact will be vital in securing individual efforts. The community sport sector must future funding. The Sports Unites Learning look for new ways to work together to tackle change Community was launched to share best practice and establish its role as a powerful asset for from organisations and learn from failure as well as catalysing social transformation, in the post COVID success. A dedicated webinar on how to conduct era. A collective approach to building resilience and impact measurement management during COVID- ‘building back better’ together, starting with a 19 was held and a series of meetings with the wider shared measurement initiative, is proposed. Whilst community sport sector were conducted during the the results can be fruitful, it will demand an ‘Insight Fortnight’. increasingly well-coordinated, cross sector ‘systemic’ response from a broad coalition of The GLA, Comic Relief and inFocus put together London stakeholders, if it is to generate both the guidance revealing the different approaches scale and breadth of impact upon social issues London Together grantees were taking in returning experienced by Londoners. to delivery. The guide provides tips on how to move out of lock-down, how to consider government Shared Measurement restrictions and associated guidance and how to As public sector funding is set to come under huge take a ‘hybrid’ approach, combining both online and strain following the pandemic and its subsequent face to face activities. The GLA funded a pilot to fall out, funders and social innovators need better deliver socially distanced sport in Hackney. A toolkit ways of assessing the relative success of for practitioners and a case study were produced. community sport initiatives to embed themselves in The key findings / learnings were: their community more effectively or to scale up, if • The number of days engaged in physical activity appropriate and desired. Shared measurement can increased by the end of the project. result in improved efficiencies and effectiveness for • All participants reported feeling safe during the the community sport sector. It will help to improve sessions. Observations showed how everyone standards in relation to impact measurement and maintained safe distances from others and management; create savings in terms of costs and good hygiene. By the end of the pilot, no unsafe time; reduce duplication in reporting efforts; allow physical contact between participants was beneficiaries to be tracked through multiple observed. services and interventions; and encourages • The life satisfaction and wellbeing of organisations to think about collective impact and participants increased from pre-project to post- social change. The GLA can take a leading role in project. The pilot had a positive impact on the the design, development, and deployment of a feelings of loneliness. shared measurement approach.

Conclusions • The recommendations from the Socially Research conducted by the GLA and others, Distanced Sport Pilot can be built upon further. collectively demonstrates an array of responses to • The GLA can lobby government to support the the pandemic but networking and collaboration – community sport sector further. both formal and informal – have been highly New considerations for safeguarding to reflect: beneficial throughout this whole period. Through • The use of unregulated spaces such as parks their grassroots, place-based connections and and recreation grounds to socialise and exercise understanding of the issues within their (crime and personal safety / hygiene). communities, coupled with the trust and esteem • The use of digital platforms and social media for they have built up with those they serve, community those home alone (personal safety) and young sport sector organisations provide valuable people left unsupervised online (grooming). services. They are adaptable to the mechanism Simplified, aligned and collaborative funding they deliver through and can help those that are not mechanisms, systems, and processes for the able to access other, mainstream systems of community sport sector should be further explored. support. They collaborate with other organisations The GLA can look at actively engaging with the and find new ways of delivering essential services corporate / private sector for corporate social and get things done. Whilst there has been a sense responsibility partnerships and to support social of ‘solidarity in a crisis’, many are seeing the enterprises and creating sustainable business benefits of working in different ways and looking to models. how they can apply some of what they have been doing to their work – regardless of COVID-19. The GLA should consider taking full ownership of and expanding the ‘Sport Unites Learning The hope is this report starts a dialogue for how Community’. The Learning community can act as: those involved with the community sport sector • A membership platform that incorporates any in London can best utilise this important asset London community sport organisation. to create transformational change and a better • A showcase for research, impact, and advocacy future for Londoners. for the sector.

• A platform for ‘sharing’ events. Recommendations The GLA community sport team should alter their The GLA should also consider the utilisation of strategic approach to: different influential champions to help to advocate • Provide support, training, and funding for for and support the wider community sport sector. organisations to return to delivery. • Review, update and merge the common theory Expanding Impact measurement and management (IMM) training to incorporate all of change for both Sport Unites and the Major London community sport sector organisations will Events Engagement Fund (MEEF). build capacity to evidence impact. Completion of • Direct funding to test new models and ways of the IMM training can also be a requirement / working that provide insight for the wider sector. consideration for those applying for GLA funding.

Sector activities should be redesigned for The GLA should coordinate a pan London coalition accessibility and return to delivery: of organisations to create a framework for shared • Grantees risk assessment in place outlining measurement and management practices to alternative provisions. determine the success of London wide community • Technology to enhance activities, including the sport efforts and inform decision making processes. use of digital platforms for online sessions. An important early step in the process will be to • Hybrid approaches for online and live sessions reach out to all actors to both advise of the should be considered. intentions towards shared measurement, outlining • Training for the workforce and beneficiaries in the main drivers and enlisting their future support technology and digital platforms. and ‘buy-in’ to the process.

Introduction

This report on the Sport Unites investment identification and personal growth / progress of programme and Major Events Engagement Fund individuals within sport in terms of sporting (MEEF) was commissioned in light of the COVID- technique / ability and soft skills such as leadership 19 pandemic to ensure the impact and the and communication (Keane, 2020). For all, it has challenges faced by the community sport sector are meant a serious re-think into how to deliver captured, as well as the learnings garnered by the meaningful activities for beneficiaries given the sector in responding and adapting to the crisis over restrictions in place and the changing landscape of the first six months. This is with a view to ensuring social issues for Londoners as a consequence of the sector is capable of first ‘bouncing back’ to pre- COVID-19, as well as the changing policy COVID-19 levels of implementation and progress, landscape and likely availability of future resources whilst also considering how the sector can ‘build for the sector. Following an increase in back better’ to ensure a more resilient and equitable collaboration between organisations and a focus on future for community sport in the future. new ways of working and supporting others, there is now a growing desire within London’s community The Mayor of London’s ‘Sport Unites’ investment sport sector to think about reform and how the fund focuses on utilising sport and physical activity sector can re-establish itself and ‘build back better’. to tackle the key issues of inactivity; mental health; social isolation; social mixing and serious youth The contribution that sport and physical activity has violence. Alongside this, funds were being granted within society is often taken for granted and with for activities that helped build the capacity for the limited opportunities to train, play, or compete in community sport sector workforce to better address sport or even take daily exercise has led to many these issues. The MEEF programme is aligned to reflecting on what is truly important. It also provides the Mayor’s sport strategy and seeks to support an opportunity for those responsible for the high quality projects that do more than enhance the governance of sport and physical activity to review experience for those with affinity to sport. It tests and reform the systems that support its and explores different approaches that use the implementation. In an address to the United staging of a major sports event to: encourage those Nations, Dr. Mohanned Arabiat from Generations not engaged with sport to take part in local for Peace called the COVID-19 pandemic a ‘stress opportunities; support them to address key social test’ which showed up ‘glaring deficiencies in many issues in their community; and encourages the of our systems at international, national, sub- development of habitual, regular participation. national, community and household level’. Many are now advocating for the governance of elite sport The crisis has affected everyone from individuals, at the global level to use COVID-19 as a catalyst for small community interest groups and charities to reform and transformation including democratic pan-London / national networks, governing bodies, processes and transparency in leadership and and local authorities. Many have reflected on the decision making; validated and accountable value of community sport within communities as a institutions; and for institutions to review their resource in a time of crisis and non-crisis. purpose and priorities (Sugden and Sugden, 2020). Community sport in London generally serves There is a call to reconceptualise sport as several functions: Sport for all – in terms providing consisting of several dimensions with differing a range of activities for everyone to encourage outcomes (sport for development and peace, sport participation and tackle inactivity; Sport for for all, sport development and elite sport provision) development and peace – the intentional use of along one single continuum – interlinked and sport towards specific social / health / economic working together (Keane, 2020). Similarly, outcomes for targeted populations and reflections and reform should be considered at local communities; and sport development – talent

and regional levels to ensure governance and there are different elements, which make up systems are targeted, equitable, efficient, resilience: Coping, adaptive and transformative: supportive, and resilient. The Major Event Coping capacity is needed to address ongoing Engagement Fund is an attempt to bring elite sport shocks, reduce vulnerability, and prevent inequality provision in line with local community needs with from becoming entrenched. It creates sufficient programmes designed to encourage participation in stability for planned adaptive and transformative sport and to address certain ‘development’ issues changes. This includes the ability of organisations linked to the Sport Unites investment programme. to respond to local needs during a crisis such as The Department of Culture, Media and Sport setting up a food bank or utilising and coordinating (DCMS) Select Committee are seeking views on volunteers to deliver food and medicine to those in sport within communities and wish to identify most need. ‘specific actions the government can take to Adaptive capacity is required to adjust to ongoing guarantee the future survival of the community change and uncertainty, given that systems do not sports sector’ (UK Parliament 2020). It is actively remain stable for long. The ability to change looking into governance of community sport, delivery systems and activities to ensure that funding and how the elite sector can support participants are still benefiting from achieving the grassroots sport. Sport England and UK Sport are intended outcomes of a project / programme of also undergoing a joint review of their Code for work. For example, having online delivery, Sports Governance which will ‘focus on areas that providing equipment to do activity at home or in an can help promote diversity’ (Sport England 2020) isolated, safe space, or adapting activities so they and use insight and learning of current best practice can continue within social distance restrictions. to inform the new code. Transformative capacity should consider new risks and challenges that transformative changes may cause, respond to the immediate needs, alongside pursuing longer-term objectives. This includes learning and sharing what coping strategies and adaptions have been successful and recognising what could be adopted to enhance future practice.

What does it mean for the community sport sector in London to be resilient?

Resilience of the community sport system in London is the ‘capacity’ it must anticipate, cope, adapt and transform in the face of shocks and stresses and continue to function effectively. These capacities are highly contextual and will differ between stakeholders and programming areas

/priorities. Resilience is understood as the ‘capacity Figure 1: Elements of Resilience of individuals, families, communities, organisations, and institutions existing in their different political, social, economic, health and environmental contexts’ (Seaman et al. 2014). It recognises that

Report Structure community sport sector and the GLA intended to ensure multiple voices are able to share their good This report is divided into five sections. The first practices and insights into how to deliver social outlines COVID-19’s impact on the community sport outcomes through sport and physical activity in the sector with a short academic literature review and context of COVID-19. It ends by highlighting evidence gathered from Sported’s Community example case studies of organisations adapting to Pulse research, GLA project risk analysis forms the crisis. completed by Sport Unites and MEEF grantees, and interviews with grantees. Bearing in mind the The fourth section looks at how London’s second Sport Unites status report which outlined community sport sector can be more resilient, the activities and results achieved prior to the robust, and prepared in a crisis, as well as being national lockdown, this section endeavours to give sustainable and accessible, shifting focus to how an estimation of the effect on funded work and the we can see COVID-19 as an opportunity for resilience of different parts of the sector to transformation, with a narrow window in which to withstand the shocks and stresses introduced. respond proactively. It outlines some of the challenges that currently exist for the sector and a The second section looks at the initial ‘coping’ vision for what the future might look like, and how response of both the community sport sector and the sector might ‘build back better’, utilising existing the GLA’s sport team to the pandemic. It explores theory to support potential new ways of working, how the GLA has responded via emergency funding and exploring the sorts of conditions that need to be and leadership in terms of how the sector can start put in place to reduce the drivers of risk and to adapt and transform itself to the new conditions vulnerability of the sector, and greater resilience in faced, to avert the further reinforcement of social the future. and health inequalities. It also highlights example case studies of how traditional sport organisations The final section concludes the report by proposing have adapted to support the community and how a strategic framework for action towards shared community centre organisations are utilising measurement. It provides a set of action oriented networks developed through sport and physical recommendations that move towards greater levels activity. of inter-agency collaboration and agreement, a common monitoring and evaluation framework and The third section focuses on how the sector is ensured grass-roots agency, providing a pan- adapting for social restrictions and return to play London framework that encourages the GLA measures. It provides some indication towards how Community Sport team to play a prominent role that the sector might build upon these successes ensures the effective use of sport for social further, but also go even further to transform the outcomes and can serve as a model for other cities. sector in future to be more resilient. It highlights the It poses questions and offers recommendations to key findings from learnings from the socially act as a catalyst for discussion on the future of distanced sport pilot project and the Insight community sport in London. Fortnight – a series of five meetings between the

Section 1: The Impact of COVID-19

Historically, sport has been seen ‘as an impacting positively on the resources of other indispensable building block of the good society’ institutes such as the NHS and Police, it also has (Malik 2020) and contributes to ‘identity, pride, significant impact on the lives of individuals and hope’ (Malik, 2020) and ultimately a sense of communities. belonging. It acts ‘as a crucial buttress for our physical and mental health, gives us something to Discovered in 2019, COVID-19 is a severe acute identify with, and links us to a wider community or respiratory syndrome coronavirus type 2 (SARS- commonwealth; either face-to-face interaction or in CoV-2) which is highly infectious through human online abstraction’ (Sugden & Sugden 2020, p158). interaction. Its transmission has no regard for It is recognised at the highest global level as ‘an geography and the pandemic has a global reach important enabler of sustainable development’ with (Parnell et al. 2020, p1). The crisis has led to a ‘growing contribution to the realization of lockdowns, curfews, and social restrictions globally development and peace in its promotion of and has meant the curtailment of sport and physical tolerance and respect’ (United Nations 2020, p2). activity at both elite and grassroots levels. In the Engagement with sport and physical activity – be it United Kingdom, mass gatherings began to be participating or spectating, live or online – is often a curtailed and, on the 23rd March 2020, the country common denominator for starting conversations went into ‘lockdown’. Businesses were closed and with and / or socialising with others. except for essential services, people were told to stay at home and have no social contact with Over a three year period, Sport England looked at anyone. In England, people were allowed outdoors evidence on the contribution of community sport to exercise individually but could not participate in and physical activity to five outcome areas identified any organised physical activity or sport. Across the in the Government’s strategy ‘Sporting Future’: country, those not classed as essential workers physical wellbeing, mental wellbeing, individual either worked from home, became home school development, social and community development, teachers, were furloughed or made redundant from and economic development (Sheffield Hallam their jobs and spent their times in their homes, away University, 2020). The aim was to determine the from others and following guidance given out by extent of the contribution of community sport and government. Scholars have pointed out the physical activity to the outcomes and to quantify its repercussions of this are yet to be fully understood social and economic impact. The research revealed and that ‘this disruption has been uneven, unequal that the combined social and economic value of and frankly at times, unjust (Evans et al. 2020, p2). taking part (participating and volunteering) in The pandemic has proven to be ‘a “stress-test” for community sport and physical activity in England in all human systems, which is showing-up glaring 2017/18 was £85.5bn. When broken down, this deficiencies in many of our systems at international, included significant contributions of £42 billion to national, sub-national, community and household the mental wellbeing of people; and social and level’ (UNODC 2020) and for grass roots community development (including fewer crime community sport and physical activity programmes, incidents) that equated to £20 billion. When these lockdown meant the complete halt to almost all figure are offset by the £21.85 billion cost of activities. engagement and providing sport and physical activity opportunities, it meant for every £1 spent on Emerging from the lockdown, it has become clear community sport and physical activity, a return on that the ‘key issues’ are now more acute for those investment (ROI) of £3.91 was created for already at-risk and now a reality for many more individuals and society in 2017/18. This people. For some organisations this represents a demonstrates that not only does investment in new challenge as their activities and expertise to social community sport and physical activity is date has been focused on tackling specific issues. economically viable in terms of ROI and The last status report for Phase 1 of the Sport

Unites investment programmes covered the period The impact on MEEF-related projects was greater from March 2018 to the end of March 2020 and was as major events were postponed or cancelled along written as the global Covid-19 pandemic was with their associated community engagement emerging. It acknowledged that widespread events. Six major sporting events with GLA funded changes in the programmatic context across community engagement activities were scheduled London were taking place which had curtailed the to run in 2020. The London Winter Wander in vast majority of Sport Unites grantee activities. The February 2020 had already been cancelled report was therefore a cumulative reflection of the because of Storm Dennis. Only IOC European 225 grants Sport Unites grants and their work Olympic Boxing qualifiers were held, albeit behind carried out across London since its’ inception and closed doors with no spectators and before the up to the outbreak of the pandemic. It demonstrated announcement that the Tokyo 2020 Summer that considerable progress had been made by Olympic Games were postponed until 2021. The grantees with 80% of the 34,528 unique participants others were the UEFA Men’s European Football benefiting from one of Sport Unites intended Championships (EURO 2020); the FINA World outcomes. Diving Championships; the Major League Baseball (MLB) London Series; and the Street League

1.1 The Impact on Sporting Events Skateboarding World Championships.

It had already been proven that mass gatherings 1.2 The Impact on Community Sport such as music festivals, religious assemblies and sporting events contribute to the spread of The community sport sector responded to infectious diseases and many governments moved government restrictions but for many this meant quickly to ban large events (Memish et al. 2019). It going into ‘survival’ mode. Office buildings and was soon deemed that any form of social contact facilities were locked up and many worked from had unacceptable levels of risk in terms of home attempting to engage with participants ‘from transmission of the virus onto others. In February a distance’ – online or via the telephone. Staff were 2020, the World Health Organisation (WHO) issued furloughed and almost all had no choice but to guidance to governments around mass gatherings suspend all activity. Below we outline the findings in the context of the COVID-19 outbreak. It from the research conducted by the Mayor of recognised that large events create many smaller London’s Community Sport team and summaries of gatherings and events where participants are not the research conducted by other organisations. registered, cannot be/are not screened, and may These independent studies not only help to validate have travelled from infected areas. One of the key the GLA findings but allow us to better understand contributors to disease transmission is travel (Tian the true extent of the effect of COVID-19 so far. The et al., 2020) and London was due to host several end of the section ends with a summary which matches of UEFA’s Euro 2020 tournament at brings together the findings and conclusions of all Wembley Stadium. This would have seen research onto the impact of COVID -19 on the thousands of fans from across Europe and the community sport sector in London. world descend on London. Several other major events, each with a plethora of community engagement events under the Mayor of London’s Major Event Engagement Fund (MEEF) were also scheduled across 2020. The hosting of any sporting competition or mass event in any UK city ‘would have been beyond irresponsible given the heightened risk of spreading the COVID-19. Especially as these mega events already place The Mayor of London’s Community Sport team great burdens of the public services of the host conducted their own research. Organisations – cities’ (Parnell et al. 2020, p4). many of which are past or present recipients of GLA

funding – were asked to respond to an online financial commitments (peaking as a concern for survey which had 262 responses. Existing Sport 55% of organisations in week 3-4 of the crisis). The Unites grantees were asked to complete a ‘Risk need for emergency grants and support for funding Form’ to outline the issues and risks they faced and was cited as the biggest support need by Sported any adaptions that needed to be made to their GLA and Street Games. funded programmes in terms of the level of impact the crisis may have on their output targets and Figure 2 demonstrates the 16 key risks intended outcomes. inFocus received risk forms organisations highlighted once COVID-19 from 48 organisations in March/April 2020, with restrictions were put in place (in March/April and another 9 completing forms in June/July 2020 with June/July). In both March/April and June/July, 94% the prolonged lockdown restrictions and continued of organisations reported that they were unable to closure of facilities in place. At this point, seven deliver their sessions/activities, with many organisations also revised their original risk forms. specifically noting the lockdown being the main factor. London Youth reported that “the 20 A total of 46.3% of organisations responding to the community youth organisations on the programme survey stated they had either applied for, or are unable to re-start/complete delivery of the received, the Coronavirus Job Retention Scheme various activity elements of the programme before (furlough) for their staff with 35% of organisations official project end date (based on official placing over half of their staff on furlough. Almost all government guidance/projected timeframes of organisations had managed to retain their staff but COVID-19)”. Due to face-to-face sessions not 10% reported that they had to make redundancies. taking place, 13% of organisations in March/April Unfortunately, one organisation – Consonant, reported that they were worried about the receiving funding from the GLA and Comic Relief to regression of impact on participants as the amount support refugees and asylum seekers in Tottenham of support is reduced – however, this did reduce to and Westminster – closed as a direct result of 6% in June/July. The Bromley by Bow Centre significant financial difficulties exacerbated by the highlighted that “users who’ve become more pandemic. Fortunately, some services have been socially and physically active and confident on this transferred to other organisations, but it has meant programme lose the positive benefits and the end of the London Together Project experiences that they’ve gained” and Skyway (Consonant, 2020). It is unclear, however, how Charity reported that they were worried that many organisations will be able to continue once participants would start to be involved in criminal the furlough scheme ends. activities and not follow social isolation advice.

Significant numbers also accessed government In addition to weekly activities, 23% of assistance including the business rates holiday organisations in March/April reported that they were scheme (31.1%), deferred VAT payments (18.4%); unable to deliver training for staff and volunteers. HMRC Time To Pay scheme (9.2%) or had taken Most responses highlighted that their training for out a government backed small business loan or volunteers and external practitioners had been grant (33.3%). In terms of other coronavirus-related cancelled. Catalyst Housing reported that “planned financial support, 35.1% of organisations reported training sessions for Catalyst colleagues, GP that they had received a COVID19 response fund surgery and community providers in April 2020 has grant including Sport England’s Community been cancelled.” The risk forms also emphasised Emergency Fund, the Charities Aid Foundation that non-sport related training for young people was Coronavirus Emergency funder the London also impacted. One example was given by Snow Community response Fund. The majority (59.1%) Camp, who stated that all the apprenticeship work reported that they did not receive any emergency placements were postponed due to the disruption to funding. This is in line with Sported’s findings which the snow sports industry. Consequently, “young stated that the second biggest challenge reported people’s qualifications and accreditation (will be) by its members. after maintaining the wellbeing of delayed.” The percentage of organisations that participants, was maintaining the immediate reported they were unable to deliver training did

reduce to 13% by June/June, however it was Great Britain also highlighted that there would be an evident that this has been a key issue for groups. impact “on overall KPIs long term, dependent on length of health crisis.” This created further anxiety Almost one quarter (23%) of organisations in as organisations felt they could not prove their March/April stated that there were issues with trying impact on beneficiaries and would be held to conduct impact measurement for their project. accountable. Although the figure reduced to 19% in One example of this came from Fulham FC the forms received in June/July, this issue also Foundation, who were “unable to track the impact impact on the data inFocus receives in its of how many people we’re continuing to engage evaluation of Phase One of the Sport Unites with through online content.” Special Olympics investment programme.

94% Inability to deliver activities 94% 29% Wellbeing / safeguarding of participants and staff 25% 23% Unable to deliver staff/volunteer training 13% 23% Impact measurement / management 19% 17% Not able to build / strengthen relationships / reputation 0% 17% Facilities closed 19% 15% Loss of funding / income 19% 13% Regression of previous impact 6% 13% Partnerships effected 13% 10% Equipment/skills to conduct online sessions 6% 10% Staffing issues 6% 8% Unable to reach targets 19% 6% Recruitment of volunteers/staff 6% 6% Recruitment of new particiants 13% 4% Communication with participants 13% 4% Following gov guidelines 6%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

March/April June/July

Figure 2: Risks / issues identified by grantees

1.2.1 Sport England greatest concern. Stark was the ‘disparity between Sport England conducted research into how the reality on the ground and the debate/rhetoric at COVID-19 affected people’s lives and impacted national level’ including the contradictions and communities. It used qualitative methods to collect limited consideration of the practicalities for people statements and stories from a range of such as being advised to avoid using public organisations at varying levels working in the transport. community sport sector across England, including Common purpose: the crisis has bought about London to see what the key issues, challenges and shared challenges and needs, creating a role for the inequalities were. Several themes emerged: community sport sector to come together at a local level to support each other and the wider

community.

Making connectivity and trust count: Community Widening inequalities and impact on wellbeing: placement matters. Community sport programs This was the most common issue raised and of embedded in and trusted by the community are

placed well for connectivity, working flexibly, 1.2.2 The Sport for Development Coalition responding quickly, and collaborating effectively. (SFDC) Daily life: how people spend their time has The SFDC is a growing movement of charities, changed and may not be the same again. Whilst governing bodies, funders, and delivery some of this is seen as positive e.g. working from organisations using sport and physical activity as home means less time commuting and enables tools for intervention when generating positive parents to spend more time with their family, there social outcomes across the UK. In September has been an increase in domestic violence and 2020, the SFDC published a report entitled ‘Impact people developing mental health issues. of Covid-19 on the Sport for Development sector’ Clarity of message: people are appreciating and and outlined the effects of the pandemic: against understanding the importance of regular physical the Department of Culture, Media and Sport activity to their physical and mental health but there (DCMS) outcomes*; on differing demographic are concerns that guidance and messaging are not groups; and on organisations. always consistent and detracts from this progress. Digital divide: social divides have been amplified The report concluded the biggest detriment to and has increased the need to ensure multiple mental wellbeing and social and community methods of inclusion are taken by organisations so connections, and that the COVID-19 pandemic has those within digital poverty are not left behind. had ‘a profound effect’ on some of the ‘most Financial sustainability: there are large gaps in vulnerable members of our society’ with funding to local authority providers because of disproportional effects on certain demographics additional costs and lower expected incomes due to with fatal consequences. Whilst organisations had the pandemic and associated restrictions. There is moved to respond to the crisis in innovative ways, a call from funders – both public and private – to many have had significant disruption in terms of look at operating models and determine how they delivery, finances, and staffing. SFDC has passed can work collaboratively. on all its findings to evidence sessions held by a DCMS committee to ensure a voice from The final theme focuses on what recovery means to stakeholders was included in decisions to support the community sport sector. There is a need for the sector. The full report can be found HERE. common purpose and the sector feels it is ’time to *DCMS outcomes: mental wellbeing; social and community make a major shift in how we think and how we live development; individual development; physical wellbeing; and our lives.’ It discusses how the crisis has given the economic development. sector an opportunity to do things differently rather than simply repair and return to the status quo. The report calls on a reflective process focused on behaviours that support collaboration and change, builds resilience, and develops and supports the leadership needed at all levels. The full report can be found HERE.

1.2.3 Street Games 1.2.4 Sported Street Games is a sport for development charity Sported is a charity focused on the sport for that focuses on ‘doorstep’ sport to address the development sector which supports over 3,000 issues faced by the poorest in society. As well as community and youth groups as member its own projects, it acts as a supporting network to organisations across the UK. In March 2020, over 900 community organisations across the UK. Sported launched phase one of a nationwide survey Street games conducted research on the of its members entitled Community Pulse, focusing experience of the coronavirus lockdown in low on the emergency response to the pandemic. income areas of England and Wales. It surveyed, Later, in phase two, the questions were revised to interviewed, and held round table focus groups with include those looking at recovery. A total of 780 248 young people involved in member organisations responded to the survey across organisations, Street Games projects and living in phase one and two. In addition, Sported held two low-income areas, including areas of London. It focus groups to garner qualitative data to help highlighted that physical activity levels in lockdown understand the impact of COVID-19 amongst its had decreased for 68% of young people. Access to members. Knowledge of funding opportunities and their normal activity opportunities were severely receiving emergency funding were named as the restricted at best and for many this lack of access top two means of support required for the meant they were not getting the additional benefits organisations. There was also a need for support in that come with being involved in organised sport for delivering online activities, either to deliver their development activities. It highlighted how many own sessions or be able to signpost users to others low-income families do not have basic resources taking place. In regard to how organisations are such as footballs and do not have access to the adapting, Sported found that some groups reported internet. It cited negative impacts on mental health, having staff and volunteers focusing on supporting wellbeing, family breakdown, financial pressures on COVID-19 relief as well as focusing on adapting families and a lack of structure for young people their sessions to be able to deliver them in leading to poor behaviour in some and a lack of alternative ways including moving them online and ‘mojo’ or purpose in others. The full report can be creating off-line resources. The Community Pulse found HERE. report concluded that support from other organisations and networks is vital to support serving communities in the best way and that there are concerns that organisations who do not have strong bid-writing skills, missing out on grant funding. It also highlighted that there were serious challenges in understanding how social distancing requirements can be practically implemented. You can read the latest results from across the UK (5th June 2020) HERE.

1.3 Summary and domestic violence has become more apparent in homes across the capital. From all reports it is evident that organisations are • Maintaining positive wellbeing is now a real anxious not only about their service in the present concern as many have been isolated indoors time, but also in the future. Sported found that 1 in away from families and friends, prohibited from 4 organisations were not sure that they would still conducting their normal schedules and exist in six months’ time (Sported 2020, p11), while relationships. Community sport leaders reported the GLA found that 48.5% of organisations thought more than twice the anxiety levels of the their organisation/business would not last 12 previous year at the start of the pandemic at the months. 45% of organisations from the survey were end of March (Community Pulse, 2020, p2) and still focused on maintaining immediate financial that 59% were initially concerned about commitments six weeks into lockdown (Sported participants maintaining their wellbeing. 2020, p12). This was also highlighted by Sport Managing mental health for those with certain Unites grantees in the risk forms where in June/July conditions was already difficult and the almost one fifth (19%) were concerned about the curtailment of services and support have meant loss of funding / income. Common findings include: many struggling to maintain the practices and

routines that worked for them. • Londoners have been less active, and have had less opportunities to be active as gyms and pools • Parents and guardians have found themselves have closed and access to sport and leisure being the English, Maths and PE teacher as facilities and public parks has been curtailed. education moved to being done remotely. With During lockdown, Londoners have been cooped many families without or having to share a up in small flats without access to an outdoor computer, tablet or smart phone between space. parents and children for work / study, the crisis highlighted the limitations in access to modern • Public areas are busy and with limited facilities communication structures. This in turn limited open, including toilets during lockdown. Many who could access online support and services reported that this was causing sanitary issues in offered by the community sport sector. some public places – particularly in parks where people were utilising the space for exercise. • Many organisations are concerned that they are unable to meet their targets and expected • Many organisations are concerned that outcomes either as a direct result of lockdown participants, particularly the vulnerable, will be and lower participation or because they have nervous of the risks of returning to sport and been prohibited in measuring their impact. physical activity and the sector is working hard Some are worried that this will affect future to mitigate these risks and ensure safety and funding. Many are seeking new and innovative allay fears. ways of collecting data remotely and are • Some organisations have reported that young seeking, or investing in, training and new people were being approached by gangs as they technology to do this. exercised and played with those in their ‘bubbles’

Section 2: ‘Coping’ – the Response to COVID-19

This section first outlines what the GLA’s civil society groups affect by COVID-19. This Community Sport team has done to respond in included contributing £7.6 million to-date to the terms of emergency funding, leadership and London Community Response Fund (LCRF). support to help the sector adapt and begin to transform itself to the new conditions faced, and to Prior to the pandemic, the team reviewed its avert the further reinforcement of social and health activities to prepare for a lockdown. For the first two inequalities. It then reports on the reaction of the weeks, the team met twice daily online to prioritise sector to the pandemic in terms of its initial, work and action tasks, allowing half the team to emergency response ending with example case focus on the immediate needs of grantees / daily studies of how traditional sport organisations have crisis response and for the other half to liaise with adapted to support the community and how key organisations across the city to coordinate community centred organisations are utilising approaches. The team joined the GLA’s wider networks developed through sport and physical mission for recovery plans that focused on civil activity. The project case studies demonstrate how society with a focus on young and vulnerable both formal and informal networks have aided people. The team were able to move its focus onto collaboration between different organisations and the long-term planning of how to better manage allowed the community sport sector to respond grants, allocate funding effectively, and look to how quickly to support their participants and other in to ensure the long-term stability of the sector. their localities including the most vulnerable in Existing focus groups set up to discuss the planning society. These case studies are taken from of Phase 2 of Sport Unites had an implicit organisations that have received GLA funding for consideration of recovery on all new plans moving one or more of their projects or programmes prior forward. to COVID-19 and submitted reports during the For the Community Sport team, the main priority crisis. Not all examples are of the intended project was to determine how the grantees were coping work that was GLA funded but all were made and what they were doing and how they could be possible because of the flexible response by the supported through existing grants and so the Risk Mayor of London’s Community Sport team or their Form was developed. There has been a concerted involvement in wider GLA funded programmes. effort to work closely with other teams across the Data was gathered from a combination of interviews GLA and this has meant other departments have with key informants, project reports, statements utilised similar approaches to working and from Learning Community events/activities, and supporting their grantees. Every grantee received a submitted risk forms. call explaining the GLA’s stance and offered the

opportunity to complete a risk form which enabled 2.1 The Response of the Mayor of them to propose changes to their programmes and London’s Community Sport Team how their funding would be used. The position taken was that the GLA would be flexible on funding, for The Community Sport team sits within the Team example to extend funding agreements to allow London and Community Sport Unit and is part of the funding to be redirected for workforce support not wider Community and Skills Directorate within the previously covered and / or for activities to change GLA. It is responsible for delivering the community to provide COVID support for participants and sport elements of the Mayor’s sport and physical communities. The forms and telephone activity strategy ‘Sport for All of Us’. This includes conversations meant that the team were armed with the delivery of the community sport investment the information they needed to answer make programme ‘Sport Unites’ and community elements decisions and ensured a dialogue was in place of MEEF. The Mayor was a signatory of the London between grantee and funder. All risk forms were Funders joint statement pledging to offer support to

agreed, and grantees were able to adapt quickly to London Together: new application forms have respond because of this approach. been simplified and reflect the issues surrounding COVID and interviews have been moved online. The team also reviewed its existing grant streams to ensure their strategic function could accommodate COVID-related issues. In all new funding streams, grant application forms and processes were adapted to incorporate COVID-19 related issues. These included altered funding amounts, longer delivery times and specific questions on the precautions in place and managing the risks of COVID-19 which had more prominence in the scoring process. Online Question and Answer sessions are to be run to explain the 2.1.2 Active Londoners grant streams to help ensure that organisations are Grants: as previously, the Active Londoners fund is prepared for the adjusted application process. to focus on tackling inactivity levels and supporting

people with their mental health and wellbeing. This 2.1.1 Sport for Social Integration is still the case but there is now a greater emphasis Stronger Communities: as part of the Mayor’s on funding projects that focus more on supporting Sport Unites programme, the GLA launched the those with mental health issues due to current need final round of funding of the Stronger Communities (some kind of reference here?) and the team are Fund in August 2020 for projects taking place working closely with Thrive LDN – a citywide between October 2020-February 2021. The focus movement to improve the mental health and of the fund centred on using sport and physical wellbeing of all Londoners – and the GLA Health activity to tackle the increased rates of loneliness team to assess the mental health aspects of and social isolation that have spiked during COVID- applications. Further details can be found HERE. 19 because of the continued lockdown and social distancing measures. The total amount of funding 2.1.3 Young London Fund an organisation could receive increased to £10,000 Summer Activities: the fund is distributed in and over a four-month period. The team expect to partnership with the GLA’s Violence Reduction fund around 20 projects but at the time of writing, Team and the process is managed by the London 254 application had been received – a 69% Community Response Fund (LCRF). The LCRF is increase on the 150 in the last round of applications. a group of 60 funders working together to provide Further details can be found HERE. coordinated funding to support groups responding

to the needs of communities in the capital affected by COVID-19. It is a new model for funding collaboration and leveraging more funding for the sector and has the aim of making it easier for organisations to apply. Applicants use one form which is seen by multiple funders which ultimately increases the chances of being funded. The delivery period for summer activities has been extended to include the autumn and winter of 2020.

Model City: in association with the Laureus Sport Further details can be found HERE. for Good Foundation, the Capacity Building grants have been adapted to have a COVID-19 response focus.

2.1.4 Thought Leadership • Disability, Inclusion and Resuming Physical Talking COVID-19 Webinar Series: in response to Activity - focus on the experiences of disabled the COVID-19 crisis, London Sport and the Mayor people during the covid-19 lockdown and the of London's Community Sport Team created series importance for the physical activity sector in of eight interactive webinars from April to August addressing accessibility and inclusion in its 2020. The series aimed to support London's plans for resumption of physical activity. community physical activity and sport sector with up to date practical information, informed advice, “A really useful webinar, thank you. Lots of guidance, and inspiration during the covid-19 focus on solutions and resources and vital to lockdown. The webinars covered the following keep learning together as we adapt to our themes: current circumstances” • Finance and funding – practical advice and summary of what funding is immediately Dr Chris Whitaker, Sport England

available to those working in grassroot sport.

• Social Distance Sport Pilot - focus on the how “Thank you London Sport and Mayor of sport can adapt to social distancing, and the London – a very clear and constructive early findings from a new socially distanced webinar to support small businesses. Hoping sport pilot launched by the Mayor of London in all those delivering community sport manage the London Borough of Hackney. to get through these testing times!” A total of 677 individuals from a range of Centric Sports Management organisations including grassroot clubs and

national governing bodies attended the session with

• Active at Home – explores how grassroots sport an average of 130 registering for each of the organisations can support people to keep webinars. 27% attended two or more sessions. people active during lockdown at home. The webinar series can be viewed on the London Sport events website page HERE.

“Thanks to all involved, really useful. I think this topic will be an area that keeps evolving as time goes on so helpful for the links & organisations that are supporting”

Ashley Hosier, Youth Sport Trust

• Leadership in Times of Crisis – a focus on leadership in times of change and crisis and how the community sport sector can adapt and respond. • Mental Health - explores the challenges around mental health during the covid-19 lockdown, and what it means for physical activity and sport.

• Children and Young People - focus on Children and Young People during the covid-19

lockdown. • Diversity, Race and Representation - focus on

Diversity, Race and Representation in Grassroots Sport.

2.2 Grantee Emergency Response have access to a smart phone or other means of getting online. Despite the structural difficulties, many organisations have been quick to adapt their The experience of organisations moving their activities and to remain in contact with participants services online has been contrasting. The GLA to engage and support them through the crisis. survey found that 27% of organisations reported Community sport organisations across London having slightly more or significantly more demand responded in very different ways. Some furloughed than usual. One explanation of this could be due to staff, some moved activities online, and some staff and volunteers planning how to move their changed their role to support the community by services online, in addition to maintaining the setting up food banks or services for essential engagement of their participants. On the other workers and/or the vulnerable in their localities. hand, 59.9% of organisations stated that they faced These localised networks have either developed significantly or slightly less demand on their service because of sport or where existing community than usual due to COVID-19. This could be due to networks have utilised sport and physical activity to 25% of organisations (March/April) having to support and inspire others. This section gives an postpone events / activities. In addition to moving outline of how the sector has coped in the early activities/sessions online, 25% of organisations in stages of the COVID-19 ‘shock’. Below we outline March/April noted that they were or planning to start the analysis of the risk forms submitted to the providing online training for staff, volunteers, and in community sport team by grantees and then some cases, conducting non-active training and highlight some project case studies as examples of workshops for participants. One example of this the types of work undertaken which include came from Fight for Peace International that stated, providing / delivering food and medicine; and “we will be sending out educational resources to telephone and welfare support for participants and young people, via our online platform, and via the wider community. individual mentors.” This increased to 50% in the June/July reporting demonstrating how On the Risk Forms, organisations were asked how organisations had already adapted and progressed they will try to overcome the risks / issues they within a short period. reported. These are displayed in Figure 3. Although 94% of organisations reported that they were In a similar way to online activities, some unable to deliver activities, 77% in March/April and organisations reported that there were factors 88% in June/July stated that they had, or were which hindered them being able to conduct training planning to move their activities online (similarly to online. The main barrier was the lack of resources the finding by Sported in their Community Pulse both of organisation staff and the participants report). One example of this came from London themselves in terms of capabilities and access to Sports Trust who stated “we have cancelled weekly technology. Alongside running online activities and sessions but now we are providing online exercises training, 56% of organisations reported in June/July for parents & carers to do their home. We are also that they were continuing to communicate with putting together a pack of games for families to play participants regularly. A variety of communication with their SEND children.” It is evident, however, avenues were reported and included phone calls, that there have been many factors which have online communication software such as Zoom, and influenced an organisations ability to conduct online social media including WhatsApp and Facebook sessions, the main one being technology. 13% of Messenger. organisations reported in June/July that they have Another response for 27% of organisations in provided technological support for their March/April was to work with partners and participants, and 13% stated that they have/will be collaborate with other organisations which seeking to provide equipment. The Islington increased to 50% by June/July risk. The most Bangladesh Association stated they will be common reason for collaborating was to be able to providing their participants with tablets if they do not continue to deliver activities to participants, and to

try to recruit new participants. For example, is noted by some within the project case studies that Catalyst Housing highlighted, “we will look to work follow as a key factor in maintaining support for, and with community partners to provide more sustained recruiting new participants and that the support for those individuals/families such as our relationships that have formed will likely be befriending service”. This increase in collaboration formalised and maintained post COVID.

77% Online sessions (sport and non-sport) 88% 52% Regular communication with participants (social… 56% 27% Collaboration with other organisations 50% 25% Online staff / volunteer training 50% 25% Extending project end date/ Postponing activities 19% Supporting staff / volunteers 23% 21% Online impact measurement 25% 21% Mental health support for participants 19% 10% Providing equipment/goods to participants 13% 8% Support participants with using technology 13% 8% Actively recuriting new participants 13% 4% Adapted face-to-face sessions 19% Funding / fundraising activities 4% 4% Actively recruiting staff / volunteers 25% 4% Updating safeguarding procedures 13% 2% Furloughed staff 6% Communicating with parents / carers 2% 2% Following government coronavirus guidelines 19% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

March/April June/July

Figure 3: Grantee responses to COVID-19 related risks / issues

2.3 Initial Response The COVID-19 lockdown meant almost all organisations had to cease delivering face to face activities. During the initial phase of lockdown, many organisations responded to the immediate needs of its participants and the wider community by changing the nature of its work (albeit temporarily) and utilising staff to assist others and support those most at risk of the negative impact of the virus and social distancing restrictions on their lives. The following project case studies outline some examples of what the sector has done in terms of responding to the emergency.

“Over the years we’ve proved that positive micro “We provide food every week. We have partnered interactions contribute to our local communities with restaurants and a health shop. They are being more healthy, confident and resilient.” preparing meals for us to go along with the food basket with the essential items.” David Pitcher, CEO, Wheely Tots Natasha Simpson, Community Lead – BADU

BADU Community CIC uses sport to educate. Wheely Tots is a charity based in the borough of empower and uplift young people and their families Haringey that focuses on improving community in the local community. They focus on delivering development and social integration through the physical education lessons, after school sport and medium of cycling. It provides bikes for toddlers, support for the transition young people go through children, and adults, and runs online and offline during critical stages of their lives in the borough of sessions. Wheely Tots was funded by the GLA in Hackney. BADU has run annual GLA funded YLF 2018 via the London Family Fund with the belief Summer Activities for young people during school that all children, families, and communities should holidays and is involved in several programmes run be healthy confident and resilient is best achieved by other organisations such as London Youth’s by supporting families from different backgrounds. Active Talent programme focused on developing The CEO is also a member of the steering group of youth leadership. The organisation established a the GLA / Laureus Sport for Good funded Model food bank, soup kitchen and a mental health and City Coalition in Haringey. Wheely Tots run community support helpline. The ‘One several programmes including the ‘Your Bike Community’ initiative was set up to ensure what is Project’ in Broadwater Farm and Northumberland delivered by the organisation provides activities and Park estates for young people that trains them in services needed by the community and that they ride leadership, bike mechanics, marketing, social include community members in their design and media and provides opportunities for employment. delivery. Adaptions focused on assisting those In response to the COVID-19 pandemic, skills and disproportionately affected by COVID-19. A ‘no resources were diverted to help key / NHS workers questions asked’ philosophy was put in place to and those most in need. Online consultations were build trust with those seeking support. This meant run with expert mechanics and cycle instructors to support could be targeted, personalised, and offer support with bike issues and a mobile accessed by those with an unsettled immigration maintenance / repair service was developed. The status, no recourse to public funds or with bike loan service from the ‘kit library’ was extended difficulties speaking English. This included many of to provide bikes for NHS / key workers and for the families of its regular participants. Participants families to get out of their homes and be active were also encouraged to be involved with both the and/or learn how to ride during lockdown. All referral process and in buying and sorting out food services are offered free to key / NHS workers. A parcels. A combination of trust and an extensive partnership was formed with the Felix Project to network within their community led to over 150 create a weekly foodbank for the residents of families a week being supported with food and Broadwater Farm with food distributed by local supplies during lockdown. residents, for local residents.

“We will be continuing to offer befriending calls “We weren’t actively promoting free food or the and expand this programme to support individuals soup kitchen, but the demand was very significant at the highest risk of loneliness in our local very, very quickly. communities. We have used our experiences to create and develop staff training and guidance in Emma Pajarillga, Walking and Cycling Co-ordinator – The Hornbeam Centre this area and we will continue to reflect on best practice with the support of our partners.”

Laura Everton, Health Development Officer, Fulham FC Foundation

Credit: Anne Redelinghuys

The Hornbeam Centre in Waltham Forest engages Fulham FC Foundation is the charitable arm of with residents to enable and empower them to live Fulham Football Club. The Foundation uses sport more sustainable lifestyles with a specific focus on to tackle community challenges. Via the Active ethical, healthy, affordable, sustainable food, waste Londoners Fund, the GLA funded ‘Active Minds’ reduction and conserving resources. They project provides sporting reminiscence and encourage residents to cycle and walk more for physical activity sessions to support older people both health and sustainable transportation reasons. aged 50+ who are at risk of / who have, dementia, The centre ran a series of GLA funded cycling mental health issues and who may be socially activities via the Stronger Communities and Active isolated / lonely. It uses imagery, memorabilia, Londoners initiative, including collaborating with quizzes, and games alongside physical activity to Cycle Sisters which predominantly targeted allow participants to share memories and Muslim women to decrease in activity levels and get knowledge, connecting with their past and others. them mixing socially with others. The cycling COVID-19 meant that all sessions were suspended programme utilised council-owned bikes that are as participants had to self-isolate as per now being used by key workers. In response to the government guidance. Lockdown restrictions outbreak of COVID-19, the centre paused its meant that the project partners were unable to regular activities and adapted by acting as a food remain functioning and many furloughed staff. For distribution hub for Waltham Forest, providing those with internet access, the team were able to takeaway meals via the community café and email materials and work alongside Age UK distributing groceries to food stalls and individuals. Hammersmith and Fulham to run online There was already a network of volunteers in place socialisation sessions. Staff were repurposed to collecting and distributing surplus food from local contact all participants via telephone and check in businesses and a call was placed out for more with them regularly. The team expanded this to volunteers to join to help deliver hot meals and telephone befriending by reaching out to Fulham essential items to those isolating at home. The FC season ticket holders over the age of 70 and to project was entitled ‘The Hornbeam’s Good Deeds those referred through a new partnership with the on Bikes’ and continued post lockdown. A total of South Fulham Primary Care Network. In total 1,400 110 volunteers were recruited with a significant individuals were contacted and offered support and number of them participants on some of the cycling 200 received regular contact and support. projects with access to their own bicycles.

“Our programme coordinator has and will continue “We made 355 calls to Southall residents which to contact service users on a daily and regular resulted in 181 people engaging in the project basis to keep them informed of and support them during the crisis.” to join our opportunities and also provide Nicola Wheeler, Head of Community Investment, Catalyst information on other services that are available Housing aimed at supporting their mental wellbeing whilst living with current Covid19 restrictions.”

Colin King, Sport and Physical Activity team, Bromley By Bow Centre

Catalyst is a housing association with 34,000 homes in London and the home counties. As part The Bromley by Bow Centre is a charity that of their commitment to community and social combines an extensive neighbourhood hub with a purpose, the association is delivering a 12-month medical practice and a community research project GLA ‘Active Londoners’ funded social prescribing in Tower Hamlets. Via the Active Londoners fund, project to increase levels of physical activity for the centre ran a GLA funded programme called those who are physically inactive, socially isolated ‘Active Health 4 All’. and/or suffering from poor mental health.

The aim of their project was to support residents Developed from a pilot for those living on the aged 18 years and above living with a mental health Havelock Estate, it is now offering support for a condition using community-based sport and wider audience of residents in Southall, Ealing. accredited sports training. The ambition being to Entitled ‘Physical Activity Southall’, the project create a lasting change in people's lifestyles, works closely with GP surgeries and community mental and physical health that will see them groups to map out opportunities in the encouraged and supported to become more neighbourhood. In response to COVID-19, Catalyst physically and socially active within their moved its resources into identifying online activities communities on a long-term basis. for the social prescribing project; to provide the social prescribing project digitally; online training for Throughout COVID-19 restrictions, the centre has colleagues, GP surgery and community providers had to minimise its face to face delivery in line with on social prescribing; and making regular welfare government guidance whilst continuing to provide calls to Southall residents. The telephone outreach services and support to Tower Hamlets residents of service included a referral pathway to a Community all ages. The centre posted resources and advice Link Worker to provide more sustained support for on ‘looking after your health and wellbeing’, those individuals/families in need – including a including offline resources for those who did not befriending service. have access to internet access for online sessions/guidance. Centre staff contacted service users daily to inform them of the services on offer, including adapted ‘Active Health 4 All’ sessions.

Section 3: ‘Adapting’ – Returning to Delivery

This section outlines the learning and sharing Amongst the issues of delivery were challenges activities held to support the community sport sector surrounding the monitoring and evaluation of to plan and prepare for returning to delivery activities and services and the sharing of learning including the London Together Guidance for the with others. The crisis demonstrated the sector’s community sport sector and the Insight Fortnight – over reliance on traditional methods such as paper- a series of meetings hosted by inFocus between the based surveys which relied on the data collector community sport sector and the GLA intended to being present at the same time as the participant ensure multiple voices are able to share their good and on seminars and meetings for its practices and insights into how to deliver social dissemination. Some organisations focused their outcomes through sport and physical activity in the attention onto impact measurement and context of Covid-19 and what this may mean for the management, knowing that evidencing their impact transformation of the sector. The key findings and will be vital in securing future funding and sharing guidance / learning produced from the Mayor of their insight into doing things well will help make the London’s socially distanced sport pilot project is sector stronger and more resilient. then detailed providing practical guidance for the sector on how to deliver whilst maintaining social 3.1.1 Monitoring and evaluation distance restrictions. The crisis forced the sector to re-evaluate and to

As with the previous section, it ends on how the think differently about how data is collected, stored, community sport sector is returning to delivery with accessed, and processed. It has led to many example project case studies of how Sport Unites designing new and creative approaches, utilising and MEEF grantees are adapting in order to social media and digital technology to collect, store, continue to deliver core activities with social and analyse data. Some organisations have restrictions and return to play measures in place. invested in established systems such as Upshot, The project case studies provide some indication others in training and some in utilising social media, towards how organisations might build upon messaging services such as WhatsApp or remote successes further, and how to further transform the communication platforms like Zoom to garner sector in the future to be more resilient, robust, and feedback, run polls, and run focus groups. prepared in a crisis whilst remaining sustainable and accessible. These case studies are taken from 3.1.2 Guidance organisations that have received GLA funding for London Together is a £3 million Sport Unites one or more of their projects or programmes prior partnership financed equally by the Mayor of to COVID-19 and submitted reports during the London and Comic Relief that invests in sport for crisis. Not all examples are of the intended project change approaches that aim to improve social work that was GLA funded but all were made integration in London. As the learning partner to the possible because of the flexible response by the partnership, inFocus put together a guide revealing Mayor of London’s Community Sport team or their the different approaches grantees were taking in involvement in wider GLA funded programmes. returning to delivery. It outlined the initial response Data was gathered from a combination of interviews to the emergency of grantees and then how they with key informants, project reports, statements were returning to delivery and the methods they from Learning Community events/activities, and were taking to enable activities to occur. This submitted risk forms. included switching to online / remote delivery of adapted activities, running social activities, self-

directed activities that can be done independently 3.1 Learning and Sharing during at home; and continuing to support participants COVID-19 offline via mentoring and one to one support where applicable / necessary. The guide provides tips for

organisations on how to move out of lock-down and take a ‘hybrid’ approach, combining both online and face to face activities to recognise the changing needs of individuals and take into account government restrictions and associated guidance. You can view the guide HERE.

At the start of September 2020, the Insight Fortnight

was held. The event was a series of five meetings hosted by inFocus and focused on good practice on 3.1.3 Creating a Learning Community delivering social outcomes through sport and inFocus launched its online Learning Community physical activity. The timing of the event meant the hosted by LinkedIn which focuses on garnering best issues of COVID-19 were implicit in all the practice from organisations to share and learn from discussions. A total of 92% of those surveyed failure as well as success. As part of associated stated they ‘took away’ something from the activities, the Good Practice Survey was launched, meetings that was useful and could be used / a dedicated webinar on how to conduct impact applied within their own work. The Insight Fortnight measurement management during COVID-19 was meetings can be viewed HERE. held, and held a series of meetings with the wider community sport sector were conducted during the 3.1.4 Socially Distanced Sport ‘Insight Fortnight’. In June / July 2020, the Mayor of London’s Community Sport team funded a pilot project to "Insights have come thick and fast, with great deliver socially distanced sport in Hackney. Funded tips on how to ensure lasting impact through through the Sport Unites community investment the Mayor’s Sport Unites investment fund. programme, the pilot was delivered by two locally The GLA team are also listening hard to experienced and trusted community organisations incorporate the collective wisdom of the group into the next phase of the programme. who had access to the target beneficiary group of We are really excited about the next three young people – BADU Sports and Salaam Peace. webinars in the series still to come!" The participants were children aged 8-12 who took

Connect Sport Newsletter part in football, and young people aged 15-18 who

either took part in netball, basketball, or football sessions. 67% of participants were male, and 33% On 29 April 2020 inFocus held a webinar entitled were female. The group were from a diverse range ‘Community Sport M&E Challenges and Strategies of ethnicities, with 78% coming from Black, Asian in the Time of COVID-19’ with guest speakers and Ethnic Minority (BAME) communities. A case Andrew Staples (London Youth), Tom Burstow study of the pilot project was compiled by inFocus (Sported) and Daniel Stracey (London Sport). This and can be viewed HERE. led to an article calling on the community sector to discuss how to ‘Build Back Better’ which was posted on social media and within the LinkedIn Learning Community and can be viewed HERE.

• Schools offer a safe venue for community sport at any time, regardless of a lockdown. Existing partnerships with the local schools involved meant that facilities were available and accessible, but many school facilities are not utilised to their full capacity and could be used by community sport providers. Other venues owned by local authorities, the church and housing associations are often overlooked, and systems could be put in place to support the opening of facilities and for providers to partner with community sport sector organisations.

“This project is leading the way for return to play in #London. You don’t often see government taking risks like this. Well done @BaduSports & @salaampeaceSP for navigating the ever-shifting guidance.

The key findings / learnings were: @LondonSport will share what’s been learned to help others do the same.” • The average number of days participants engaged in physical activity increased by the Lorna Leech, London Sport (via twitter)

end of the project for both age groups.

• All participants reported that they always or inFocus, produced a toolkit for sport and physical often felt safe during the sessions. From activity practitioners which is hosted on both the observations, everyone was following the rules Mayor of London and the London Sport website and and maintaining safe distances from others, shared amongst several networks including those avoiding contact, and maintaining good signed up to the Connect Sport newsletter. The hygiene. By the end of the pilot, no unsafe toolkit focuses on providing key information and physical contact between participants was guidance to deliver socially distanced sport observed. More research is needed to see how sessions where it is possible to do so. A dedicated formal sport can affect participant’s conduct in webinar was held as part of the London Sport informal settings. ‘Talking COVID’ series and has been shared with • The average reported wellbeing of participants national governing bodies. The toolkit can be increased from pre-project to post-project. The viewed HERE. reported life satisfaction level increased significantly with both the younger and older At the time of writing plans were in place for MEEF participants from the start to end of the project. funded projects that incorporated face to face The pilot had a positive impact on the feelings activities for the public with social restrictions and of loneliness the younger participants were COVID-19 mitigations in place. Street Games are experiencing. planning to run a programme of activities linked to • A strong network of organisations with good the Skateboarding World Championships including relationships meant it was possible to establish activation events and training of coaches. Baseball the necessary means to work collaboratively / Softball UK (BSUK) are planning to run a softball and respond within a short space of time. It is league across communities in London despite the suggested that grassroot networks should be MLB London Series not happening.

established and supported so that community sport organisations are in a better position to collaborate and respond to a crisis in the future.

3.2 Moving Forward, Towards provision and adapted socially distant ‘live’ Transformation activities, the sector has moved towards collaboration and formalising partnerships to: Sporting groups and networks have always been a • target participants via referrals from others; natural point of call for people. The research • extend new and essential services to others; conducted by others and the GLA and project case • pool human resources; studies collectively demonstrate an array of • share space/facilities; and responses to the pandemics but networking and • harmonise impact measurement systems. collaboration– both formal and informal have been highly beneficial throughout this whole period. The opportunity to share with others in a common There are traditional sport organisations changing situation and going through common problems and how they work to support those in need through challenges has really highlighted the value of non-sport activities such as food and medicine collaboration. There is an opportunity for those provision/delivery or befriending services. The governing community sport and/or managing community sport sector has been able to adapt networks at a macro level focus attention on quickly and respond to the crisis by giving supporting and growing this collaboration. emergency support to those in need including those from across the wider community/locality as well as 3.3 Returning to Delivery their own users. Non-sport community organisations have done the same but have utilised During the COVID-19 lockdown, some found ways their own and others sport and physical activity of delivering activities online or remotely and as networks to create a strong volunteer workforce to restrictions were eased, many began returning to help deliver essential services and ensure those at face to face delivery with strict protocols and return risk are adequately supported. to play measures in place. The following project case studies outline some examples of how the Through their grassroots, place-based connections sector has adapted their core activities; the benefit and understanding of the issues within their they are seeing from this and how the crisis has communities, coupled with the trust and esteem informed their future planning. they have built up with those they serve, community sport sector organisations provide valuable services. They are adaptable to the mechanism they deliver through and can help those that are not able to access other, mainstream systems of support. They collaborate with other organisations and find new ways of delivering essential services and get things done. Collectively, the grassroots of the sector have been able to adapt services to COVID-19 and build a volunteer base to: • provide essential services to keyworkers e.g. Photo Credit: Ernest Simons bike repair / bike loan services; • foodbanks / soup kitchens; • food / medicine delivery services; and • offer wellbeing/mental health support and befriending services.

Whilst there has been a sense of ‘solidarity in a crisis’, many are seeing the benefits of working in different ways and looking to how they can apply some of what they have been doing to their work – regardless of COVID-19. In addition to online

“For a lot of the membership the facts and figures “Since lockdown, we have had more regular were quite startling as they weren’t aware of the contact via phone calls, text messages and Online lack of diversity as if they’re in a gym they see sessions. We have become a closer group. We everybody but they don’t think ‘I don’t see a black are aware that for many of our participants, they coach educator, I rarely see an Asian official’ – may not want to go out to take part in any physical they don’t think about these things so it was useful activities or are not able to due to barriers such as to highlight these issues.” lack of accessible transport. We intend to continue to offer online as well as offline sessions Bevis Allen – Project Coordinator, England Boxing in the future.” Husnara Zaman, Intosport Coordinator, Disability Lambeth

The Intosport project at Disability Lambeth was funded by the GLA ‘Active Londoners’ fund and England Boxing received GLA ‘MEEF’ funding to designed to expand referral partnerships, build run engagement activities surrounding the IOC capacity to deliver services, and to attract people European Olympic Boxing Qualifiers being with mental health difficulties to the programme. hosted at the Copperbox Arena in London’s The focus of the programme is to help improve the Olympic Park. The programme of activities was wellbeing and activity levels of people with a variety cancelled because of the COVID-19 restrictions, of disabilities. One of the biggest barriers to including its mass participation world record participation found prior to COVID-19 was the lack attempt. The activities are set to proceed when the of appropriate transport options to venues to take qualifying event occurs for the postponed Tokyo part in physical activity. Many participants were also Summer Games in 2021. England Boxing were able nervous of returning to live sessions as lockdown to move its ‘Activation Days’ online in the form of eased. The project found that participation went up workshops delivered via Zoom. These focused on when sessions were put online, and participants mental health (in association with the charity, were attending more sessions as a significant MIND) and racism (in association with KO barrier had been removed. The additional support DISCRIMINATION) within the context of boxing. and training put in place around using technology One core learning form the project was the meant that participants were now more confident in feedback from many of those attending stating that checking emails and using services like Zoom. the activation days were a great way of training Staff also felt that their knowledge of how to run coaches and officials in mental health and online sessions had improved and that they discrimination and that they could form part of the improved their systems to have some pre-recorded coach education and continuing professional sessions, to use a tripod to ensure stability and development programmes at England Boxing. ease of viewing and to plan in advance. This

included risk assessing planned sessions to ensure the safety of everyone in their homes doing physical

activity and implementing the Intosport Zoom Procedure

“I think the actual content and the topics were very “In collaboration with the academies, we adapted appropriate and relevant to the kids. I think it was our plans and used zoom to ensure the young a chance for them to reflect on their experience of players could continue learning, fulfil their the last couple of months and a chance to share commitments to deliver a community project and some ideas and express themselves a little bit in support other young people during lockdown.” quite a safe and open environment.” Bev Amaechi, CEO, Player Voice Community Leader, Arsenal Community Foundation

Big Ideas creates and supports projects which bring communities and cultures together. It received

GLA ‘MEEF’ funding to run the ‘No Barriers 2020’ Football Unites is a GLA / matched funded project which was designed to engage school partnership between Player Voice and the children across London in the UEFA Men’s academies of Crystal Palace F.C. and West Ham European Football Championships (EURO 2020). United F.C. The pilot engaged young academy The project was also conducted across the players in planning, delivering, and evaluating a Republic of Ireland. No Barriers 2020 had been community participation project in partnership with piloted successfully and was launching to schools their chosen community partner and following an when COVID-19 restrictions were put in place. Big academy-wide ballot focussed on an issue that the Ideas refocused the project to become ‘No Barriers young players felt is heavily impacting their local at Home’ which saw a resource pack being made community. The project was to be ‘player-led’ with. available to both primary and secondary teachers players forming 'Leadership Groups' who and students online and to community groups. The spearheaded activities in their clubs. With the onset online resources for students and teachers of COVID-19, plans changed, and activities moved consisted of 12 Host City Worksheets and 12 online. West Ham partnered with Britannia Village Champion Cards available to either download or Primary School and focused on transition, view on the Big Ideas website, along with 12 resilience, having ambition and setting goals. They supporting videos for young people working at produced two videos and ran zoom calls with two home independently. All digital resources were classes of Year 6 pupils to offer encouragement available in both English and Irish language. The and advice about moving to secondary school and programme was cross-curricular with activities for dealing with new situations and the pandemic. Geography, History, Literacy, Art, and Maths; as Crystal Palace chose to work with ‘Your City Says well as raising awareness of key social issues such No’ (YCSN) which supports parents and young as mental health, citizenship, discrimination, and people who are at risk or affected by violent crime. isolation. Young people were able to upload and The group produced a video to assist topic see their work featured alongside submissions by discussions and contributed to three online Zoom other children from London and its twin project in sessions led by YCSN with young people from the the Republic of Ireland, with the aim of reducing ‘Preventing Knife Crime’ (PKC) project in Croydon. feelings of isolation many were experiencing during Themes included wellbeing, goal setting, stop and lockdown. The project focus was tweaked slightly search, grooming, county lines, the effects of drugs but largely remained true to the original ethos of and first aid for catastrophic bleeds. A football tackling fundamental issues of integration and tournament was then held on the 29 August 2020 cohesion through stories from the football field in a with FA social distancing measures / transmission relevant and accessible context. mitigations in place.

“MATP@Home became our new way of working “Our embedded, relationships-based approach as we had to re-evaluate how we delivered as it meant we had strong existing relationships across became apparent our support had to be directed to a young person’s life. Practitioners have been families and carers during the lockdown months.” able to support, motivate and encourage young people to appreciate the value of learning, through Helen Derby, MATP National Manager, Special Olympics’ a mixture of school-based target-setting as well as exciting projects linked to young people’s passions. We were pleased to be able to reach 499 young people – 93% of the total cohort.”

James Reeves, Grants and Community Manager, Football Beyond Borders

Special Olympics Great Britain provides sports coaching and athletic competitions for people of all abilities and disabilities. The GLA ‘Active Londoners’ funded Motor Activity Training Programme (MATP) was created to enable people with profound and multiple learning disabilities (PMLD) and complex needs residing in London to Football Beyond Borders (FBB) supports young take part in meaningful physical activity within their people who are passionate about football but are own community. The project sought to create disengaged at school. Through the joint Comic improvements in motor skills, social skills, physical Relief / GLA ‘London Together’ fund, ‘Every Ends’, fitness, and functional ability ultimately improving aimed at developing mutual trust, and improving the health and mental wellbeing. Many individuals with social and emotional competencies of young people complex needs are not traditionally involved in sport whilst reducing prejudices. Football is used as a and are underrepresented due to the complexity of catalyst for developing long term, trusting their needs. COVID-19 limited access and created relationships between young people, their peers, a further barrier to participation. From consultations and practitioners with the aim of reducing school with partners it was apparent that many individuals, exclusions. ‘Every Ends’ integrates young men from families, carers, and organisations were exhausted, different FBB programmes and mutually stressed, and anxious with the uncertainty of what antagonistic postcodes within a safe space for was to come. In many cases support had ceased additional social and emotional support. In for families and individuals stopped accessing response to COVID-19, social media was utilised community services and schools due to closures. for communication; therapeutically trained The programme was adapted to be done remotely practitioners developed a flexible approach for and called MATP@Home with carers and family young people to engage with 1:1 therapy in non- members supporting participants with activities at clinical settings; and to maintain routine and home. Virtual training, mentoring and 1:1 support consistency for participants, the ‘Virtual School was offered. Learning was shared with non- Day’ was created after a five-day design sprint with traditional partners, including families who needed stakeholders, partners, and schools. It consists of support and guidance and organisations outside of passion projects chosen by participants, group London. Moving activities online has allowed the sessions, and independent learning and wellbeing engagement of more individuals with PMLD to activities. These were supported by calls from experience and benefit from the MATP. trained therapists to discuss wellbeing and concerns.

were held and stored at partner offices which were “Because of Covid-19, our approach had to be closed during lockdown, it was impossible to amended. Instead, we fast tracked our plans to expand our use of our monitoring and evaluation evaluate the Champion Girls project as initially platform, Upshot and created online surveys. This planned. As Active talent launched in January meant that we lost our baseline/endpoint 2020, recruitment of participants by the partner approach, but in the circumstances, it was a case organisations had only just started which posed an of needs must. These were rolled out throughout opportunity to change how the baseline survey May, the last month of the [Champion Girls] could be conducted. project. We were able to supplement these surveys with additional qualitative and quantitative The project teams liaised and moved all output and approaches that were undertaken at different survey data collection onto Upshot - an online delivery milestones.” platform for measuring impact developed by the John Jones, Sports development Manager, London Youth Football Foundation. It motivated and trained its

partners to use the system and then supplemented their data collection with online focus groups and interviews to ensure a full picture could emerge and to mitigate the loss of the baseline data for Champion Girls. Active Talent is also using similar methods, circumnavigating the barriers. It has found the response from partners to be very positive and has allowed continual access to data rather than waiting until the end of a project to

receive data or o reply on a third party to upload London Youth focuses on improving the lives of results onto a central data base. young people in the capital city. Its supports and builds the capacity of a network of 650 youth Online training events in different aspects of focused organisations utilising sport, outdoor monitoring and evaluation have been established learning, employability, arts, culture, and youth for members. These include developing a theory of social action to support, develop and challenge change for a project or organisation, planning young people. The GLA funded Champions Girl evaluations, and developing data collection tools.

(Active Londoners) and Active Talent (Workforce) projects both started before the COVID-19 pandemic. Champion Girls was nearing completion, but the pandemic meant that final activities had to be cancelled and end point data could not be gathered in the planned way. Active Talent brings together 15 organisations delivering a 12-month staged programme providing training, development, and activation opportunities for at- risk 16- 24-year olds with leadership potential in the London Youth are testing new ways of sharing community sport workforce. results, findings, and learnings with different Both projects relied on an approach underpinned by populations and have recently appointed MEL a paper based ‘Activity Questionnaire Booklet’ that consultants Shepherd and Moyes to support this was issued to each participant and included work. It has disseminated its findings on Champion baseline/end point questions focused on the key Girls via a dedicated webpage and short video outcomes as well some additional end point rather than a paper-based report. You can view the questions to gauge additional learning. As booklets dedicated webpage for Champion Girls HERE.

Section 4: ‘Building Back Better’ – Transforming Community Sport in London

Reflecting upon both the second Sport Unites can be sustained over long periods of time. A Impact Status Report (pre-COVID-19) issued in generational change approach as demonstrated in March 2020 (which summed up the impact of the Figure 4 and adapted from Lederach (2005, p139) programme over the first two years), as well as the is key to the sustainability of longer-term impact and subsequent impact upon and response of the is stronger when multiple actors work together. In community sport sector in London to the pandemic the current context of 2020, the ‘crisis intervention’ (outlined in the previous sections of this report), it is is the community sport sector’s response to the increasingly clear that community sport does and COVID-19 pandemic, as well as to the other issues should play a significant role in addressing a broad that are potentially now having an even greater range of complex social issues facing London. To impact upon Londoner’s such as low inactivity ‘build back better’ the recovery process needs to levels, mental health issues, social isolation, high not only move the sector from its current response knife crime and overcoming tensions between to the crisis and back to ‘normality’, but also different ethnic communities. encourage the formation of a shared agenda across key institutes and actors, that moves the sector This collective approach, however, will demand an towards a more constructive, progressive and increasingly well-coordinated, cross sector sustainable position. If the sector is to be successful ‘systemic’ response from a broad coalition of at delivering positive outcomes at sufficient scale London stakeholders, if it is to generate both the that have a meaningful impact at a London wide scale and breadth of impact upon social issues level, it needs to develop systems and structures experienced by Londoners. This of course is not a that help to align everyone’s individual efforts. new insight, and efforts have been underway for Lockdown measures are isolating organisations many years to develop a more connected and and individuals and are taxing people’s emotional coordinated sports sector, however there are a capital around crisis response. A coordinated plan number of reasons why a ‘system wide’ coalition can help to alleviate this if the sector can move approach in the post-COVID-19 context, now towards enhancing partner synergies and develop appears to be more relevant than ever. joined up interventions that targets key issues that

Figure 4: Generational change

Changing breadth and scope of social issues outside of its own ‘community sport system’ affecting Londoners boundaries. For example, the challenge of As the Mayor of London governs for all Londoners, overcoming competing agendas for resources, as it has been important for the GLA to create and well as often competing messages between ‘sports deliver a Sport Unites programme that speaks development’ and ‘sport for development’. equitably to the broad range of social issues faced Community sport has the proven potential to play by Londoners, as well as the diverse population an important role across a broad social bases that exist across many different boroughs. development agenda, but in attempting to address An important and increasingly recognised feature of this diversity of social issues, it opens itself up to a community sport is its’ potential to be used in an level of complexity that is beyond the scope of any intentional way, to work upon and address many single sector to address alone. different diverse issues and populations, reinforcing A cross-sector approach involving close other established developmental approaches, at collaboration with, for example, the health sector, relative low cost, thereby lending itself well to this education sector, criminal justice sector is vital for kind of broad-based policy intervention. However, two inter-connected reasons. First, community each one of these developmental issues being sport needs to take advantage of the service currently addressed by Sport Unites are large in capacities and skills of these other sectors to deliver scale and complex in their aetiology, requiring an social development results more effectively and array of diverse cross-sector actors to work sustainably, and secondly, it needs to gain non- together to create locally adopted and sustainable sport sector recognition of its’ true value solutions that can operate at ‘scale’, to meet the proposition, to increase available resources and growing needs of Londoners. Whilst Sport Unites expand its’ role in future. These are mutually has already established a successful track record of reinforcing reasons to further adopt a cross sector delivering social outcomes across its portfolio of approach at a pan-London coalition level, allowing individual interventions, the pandemic has likely other sectors to ‘see’ and experience the impact, as reversed at least some of the social development full partners in co-creating the impact through sport, gains (e.g. increasing levels of social isolation and that will strikes at the heart of Sport Unites vision. additional strains on mental health and wellbeing) and potentially further widened the gap between the Need to create a ‘bigger bang’ for ‘the buck’ supply of relevant services and the actual needs of Diminishing resources because of the economic all Londoners, particularly those from more socially and social impact of COVID-19 have already led to disadvantaged neighbourhoods. huge demands upon the public purse, meaning competition for funds will be much greater now and Currently we are experiencing a time when even into the future. For example, the final round of the greater barriers to access now exist which are Stronger Communities fund received 254 exaggerated by the deteriorating social-economic applications requesting £1,746,799. In conditions that are likely to be faced for a long time comparison, the three previous rounds combined to come. For community sport to genuinely create amassed 135 applications requesting a total of meaningful impact at a pan-London population level £590,623. Sport will also be competing against on multiple complex social issues, it will need to other perceived priorities such as tackling food harness all its’ collective assets and efforts. Actions poverty, homelessness, and domestic abuse. It can will need to align in the same direction, and its’ be surmised that approaches demonstrating the collective vigilance utilised to better see all the potential for significant cross-cutting social returns available resources and solutions. The GLA from any public investment will be better candidates community sport team will need to re-think how it for future investment. These should be leveraged can more effectively position itself to leverage its’ further by deliberate approaches to enhance strategic position amongst other London and efficiencies on a ‘systemic’ level and thereby national stakeholders to support this. potentially translate ‘fewer inputs into more Cross-sector involvement is needed to catalyse outcomes’. The key challenge will be to clearly and sustain results demonstrate the overall social return from Community sport, and by extension the Sport community sport investment in London, or in other Unites programme, has always faced a complex words the ‘bang’ for the ‘buck’. This includes challenge around partnerships and collaboration, ensuring that evidence is produced to inform the

sector of the social return on investment, as with the Collective Visibility work of Sport England outlined in Section One. It is commonplace to bemoan the lack of funding/ resources and solutions to address social Further unite the community sport sector in development problems within all sectors. It is no London different within the community sport sector. The community sport sector in London has However, the problem is not necessarily a lack of benefitted from many different organisations efforts, resources and solutions, but the inability to over many years to bring it together in solidarity. For accurately see the resources and solutions that are example, community sport partnerships have already available across the sector. This power of spanned many years, spearheaded now through this point was well illustrated when funders London Sport and the GLA, along with others who responded during the pandemic and collaborated to have worked in ‘pockets of collaboration’ perhaps create the London Community response Fund united through a common funder, such as Sport (LCRF) - a single fund to simplify access to Unites, or a common methodology, such as emergency funding and enhance visibility and Laureus model city. However, we should be aware awareness of the resources available, that provided that the current crisis could serve to further a lifeline to organisations most in need. fragment the community sport sector in London. As can be seen from the previous sections of this When each community sport organisation operates report, there are significant operational challenges and views opportunities through an entirely experienced by organisations in delivering independent lens, it is easy for many of the community sport safely and reaching beneficiaries available opportunities for growth and development effectively, and this has led to a greater need for to be concealed from their view. A more collective sharing of experiences through rapid dissemination approach, where independent agendas become of information and new learning across the sector, aligned and transformed into shared agendas, will which has been embraced by many organisations. sharpen the whole community sport sector’s The steep learning curve that began in March 2020 collective vision. By developing a shared (and is likely to continue for some time) has understanding of the problems that sport can provided a strong impetus for collaboration across address and an appropriately framed common the sector, saving both time and money to all agenda, we are likely to increase the likelihood that participating organisations to reach and find new communities and organisations will see relevant solutions. However, an equal and opposing force, is opportunities as they emerge, causing previously likely to also arise during this time of crisis and invisible solutions and resources to emerge. The scarcity of resources. Overall competition for limited ongoing vigilance of multiple organisations with a funds is likely to increase, which can drive more shared intention operating under some rules for individualistic thinking and a focus upon one’s own interaction, will likely empower all stakeholders internal short term agendas, as opposed to more together—flexibly and quickly—to see and act on collective action and working towards joint goals, emerging opportunities. that requires by definition a more enlightened level of self-interest, and a more long term and externally 4.1 A long-term vision and collective focused mindset. approach for Community Sport in The GLA team will no doubt face these opposing London pressures themselves, as well as amongst other Community Sport stakeholders in London, if it The current pandemic has created a natural break pursues a more joined up coalition approach to in the ‘business as usual’ approach to delivering delivering its strategy in future. It will require strong community sport in London, and therefore an leadership with the right mindset, to ensure that opportunity to both step back and re-think how collaborative efforts are accelerated, short termism things are being done. Often out of any crisis, new and introspection is countered, and ultimately what innovations and ways of working emerge and is going to be most helpful to the community sport COVID-19 experience to date has been no sector and Londoners in the long term, is prioritised different, with the emergence of home working, and pushed forward. digital transformation of services, new perspectives on home / work life balances, being a few to

mention. Many organisations within the community This vision is of a London wide coalition of sport workforce have had their role extended to partners, gathered together from within and supporting beneficiaries above and beyond the outside of the community sport sector (i.e. cross traditional skillset and therefore, there is a danger sector) involved in collective action at different that the opportunities presented can be off-set by levels (local neighbourhood / borough / pan- the emotional strain on people’s creativity and London) to more effectively support the ability to respond to changing levels of crisis and widespread diffusion of the community sport transition response. approach to development and intervention. It will convene, coordinate and align new and existing It is also a feature that during times of crisis people partners and networks to clarify the ‘key outputs’ often pull closer together, and the finer qualities of and results to be achieved. This will inform decision both individuals and organisations emerge under making; strengthen systems and processes the stress and strain of challenge and adversity. To through the raising and alignment of funding to this end we have seen greater levels of flexibility, meet local needs; and produce insight to strengthen cooperation and sharing of knowledge and the community sport delivery field. This resources across the Community Sport sector in collaborative action is designed to affect large-scale recent months, both in London and further afield. system change. To achieve this systems level As we enter the ‘new norm’ created by the impact there needs to be a clear and consistent pandemic, we posit that now is an ideal time for focus from leaders to engage across the sector and Community Sport leaders to build upon this spirit of with other sectors, and actors to: togetherness and start asking more visionary questions (Patscheke et al. 2014) like:

What if funders, local and regional government, grassroots community sport organisations and groups, sport networks and coalitions, sports industry, and sport’s governing bodies worked together to identify and apply the best strategies for improving the lives and well-being of Londoners through sport and physical activity? What if these strategies addressed all the key elements of both increasing levels of sport and physical activity whilst also achieving many important social development outcomes, ensuring that change is comprehensive and lasting? Figure 5: A Model for Building back Together (John Kania and Mark What if community sport ‘bounced back’ from Kramer, 2014)

COVID-19 better and more resilient than before, to Advocate – speak with a common voice / clear become a success story, rising out of the pandemic message and support the widespread adoption of to create more health improvements, more agreed principles and quality standards across prosperous and integrated communities, better existing provision and support a policy shift towards education and employment prospects, and a more greater support for the adoption of community sport tolerant and safer London? for development approach at the grassroots.

These questions are posed to paint a powerful Convene – bring partners together to help align the picture of optimism borne out of the conditions interests of all other relevant cross government and London now faces, that London’s Community inter-governmental departments (e.g. health, sport sector leaders could rally around to help education, transport, crime / antisocial behaviour kick-start a more coordinated and effective units, community cohesion department etc.) with response to the challenges faced by Londoners. the mutual interests of the community sport sector.

Strengthen – build the capacity and capabilities of the workforce to provide high quality and 4.2 Building Back Together sustainable community sport programmes

being that currently, no single organisation is either There currently exists a diverse and strong array of resourced or geared towards effectively addressing actors across London that have an active stake and the challenge of providing ‘backbone support’ to this involvement in the community sport sector. There kind of effort. What is therefore needed right now is are existing network and partnership efforts that a practical entry point for Community Sport already go a long way to encourage community Leaders in the short term to rally around, as an sport actors to work together. These include the important and pivotal step towards this longer-term Commonwealth working internationally, the Sport vision for community sport in London. for Development Coalition working nationally, and various actors working locally. Alignment of these Based upon a combination of factors, including entities and others, alongside the engagement of work that is already underway, existing appetite and new cross-sector partners, is the next stage in the current need, we propose shared measurement to development of the community sport sector in be a practical entry point for collaboration, which London, in pursuit of greater social impact. would serve to simultaneously address a number of strategic goals for a number of key partners across Examples around the world of successful collective London. This also presents an opportunity for the action and impact networks show that these kinds Mayor of London to champion this first step, as a of transformations take time and considerable natural extension to the GLA’s ‘Thought effort, requiring a focus upon establishing the right Leadership’ role. The initial goals of a shared conditions for a coalition to thrive. These conditions measurement approach across a pan-London (Stanford Social Innovation Review, 2011) include: Coalition of partners could include: Common agenda – All participants share a vision • the production of a framework for shared for change that includes a common understanding measurement and management practices; of the problems and a joined-up approach to solving • the establishment of an accessible learning the problems through agreed-upon actions; community environment, open to all; Shared measurement – All organisations agree on • creation of simplified, aligned, and collaborative the way’s success will be measured and reported, funding mechanisms, systems, and processes with a short list of common indicators identified and that align to these practices; and used for learning and improvement; • development of a platform to showcase impact Mutually reinforcing activities – A diverse set of and advocate for the sector. stakeholders, typically across sectors, coordinate a set of differentiated activities through a mutually In forming this apparatus, the coalition can reinforcing plan of action; strengthen and expand existing initiatives. This Continuous communication – All players engage might include working with the London Community in frequent and structured open communication to Response Fund (LCRF) as a funding mechanism; build trust, assure mutual objectives, and create expanding the online ‘Sport Unites Learning common motivation; and Community’ for sharing good practice, research and Backbone support – An independent entity new ideas with the sector and wider public; and dedicated to the initiative that provides ongoing widening access to training for organisations in support and guides the collective vision and impact measurement management (IMM), already strategy. It supports aligned activities, establishes accessed by Sport Unites grantees. shared measurement practices, builds public will, advances policy, and mobilises resources. In the next section we will outline what we mean by shared measurement; why it is important; how it will In painting this picture of collective action and help community sport organisations to better framing the conditions that need to be established, achieve their strategic goals; what efforts are we are simultaneously presented both a compelling already underway that represent a great starting vision for change alongside a daunting logistical point; and the practical steps to establishing a and resource challenge to realise it. The issue shared measurement approach across London.

Section 5: Shared Measurement

Shared Measurement involves organisations who We describe the sustainable growth and are working on similar issues, developing a development of the sector in London, through the common understanding of what to measure and lens of two inter-related processes- ‘scaling out’ and developing tools that can be used by charities, ‘scaling up’. By introducing shared measurement community groups, social enterprises and funders practices across London, both processes will be working towards similar goals. Shared facilitated and enabled, ensuring the sector uses measurement is both a product and process: evidence-based decision making to sustainably • Product - any tool that can be used by more grow the impact of sport in London. than one organisation/ entity to measure

impact. 5.1 Scaling Out • Process - mapping out a sector-wide theory of change as a theoretical framework for the A key goal of those delivering on the ground, should change process community sport will drive. The be to develop and ‘mature’ their programmes over process involves the active engagement and time to be more effective and efficient at achieving collaboration of stakeholders and creates a their social goals and sustaining results long term. common understanding of the community sport Figure 6 outlines the stages of programme sector’s shared outcomes across London. development which are currently used in the assessment of Sport Unites grantee case studies to If successful, shared measurement will result in frame the results from an intervention. Shared improved efficiencies and effectiveness for the measurement, IMM and learning practices community sport sector. It will help to improve embedded at the outset will serve each stage of the standards in relation to impact measurement and process. Initial project design can therefore be management (which in turn will increase the based upon the right assumptions from existing consistency and comparability of data and results); knowledge of what works; and shared measures save individual organisations the cost and time of can be used to benchmark effectiveness, developing their own tools; reduce duplication in demonstrate value for money and provide new reporting efforts; allow beneficiaries to be tracked insights into what is effective. Being intentional through multiple different services and about the maturation process not only ensures that interventions; and will encourage organisations to they are in the best position possible to do more for think about how the sector can work together to (or better by) their existing beneficiaries, but it also achieve social change. acts as an important forerunner to some in ‘scaling

Organisations will begin to understand what works, up’ (if ‘scaling up’ is their goal). what their role and contribution is within the wider sector, and how their work links to that of similar organisations. This will make it easier to learn from one another, understand what works best for different social issues and crucially what leads to the best outcomes for Londoners. Comparable and robust data on impact will also allow the coalition to benchmark the results of organisations working in a thematic field to understand what interventions are required to address different social issues. Finally, it will also ensure a robust evidence base is being built concerning what works and how it works, that Figure 6: Stages of Project Development can be used by multiple audiences including practitioners, funders, and policy makers.

5.2 Scaling up social objectives; shortlists potential approaches, organisations and models for further investigation; ‘Scaling Up’ is the process of supporting strong assess the available evidence of those shortlisted organisations, delivering cost-effective solutions to organisations; filters down further to a final list of proactively develop a strategy and clear route to proven, cost effective approaches for ‘scaling up’. affecting more beneficiaries and/or covering a larger geographic area and appropriately ‘gearing Having an independent body develop the shared up’ for their growth journey ahead. Nesta’s report measurement approach, ensures that measures do ‘In and Out of Sync’ identified that scalable social not favour any one particular outcome or activity. innovations often are: Effective IMM and learning processes alongside • Relevant beyond their initial context this will help the finer detail of what worked and the • Relatively simple extent the approach is valued. Decisions can • Clearly better than the alternatives therefore be evidence-based which therefore • Do not rely solely on the talents of specific makes the ‘scaling out’ / maturation of interventions individuals an important forerunner to ‘scaling up’.

Not all programmes should or need to ‘scale up’, as their local focus may indeed be what makes them effective. For others, ‘scaling up’ will be an important route to achieving their long-term mission. However, ‘scaling up’ a community sport programme, to new locations or to address more beneficiaries, that is not ready, or cannot reliably prove their approach is effective, is at best a waste of precious social resources, and at worst, of active Figure 7: Scanning and scaling harm to organisations and participants. Knowing what, when and how to scale up is key as a ‘one 5.3 Developing a Shared Measurement size fits all’ approach is a recipe for failure. Some System interventions are more impactful when they are targeted to a small population’s needs and context Figure 8 outlines three phases to develop a shared and these interventions can still contribute and measurement system. This is modified from provide insight that might be used with groups. ‘Breakthroughs in Shared Measurement and Social Impact’ (Kramer et al. 2009) and the important The most important capability for an organisation is considerations for success in London are outlined to understand what impact (both positive and further below. These draw upon the prior negative) its’ work has upon its’ beneficiaries. In experience of inFocus and available research. terms of scaling up, a key question suggested by Bradach (2003) is whether there is ‘enough substantive evidence of success to justify replication’. What constitutes ‘enough’ depends upon context (e.g. expanding ten sites to 100 needs more burden of proof than opening a second).

Deciding what to scale up from a funder perspective, should be based upon a thorough process and analysis of information provided by a community sport delivery agency. Brookes et al. (2010) outlined the process in Figure 7, whereby a funder/ network organisation scans the field (or its own portfolio of projects) for organisations that meet Figure 8: Development Phases for Shared Measurement

5.3.1 Phase 1: Design number of key assets, actors and experiences that could be consulted, involved and even integrated to Creating a shared vision for the system that avoid any ‘reinventing the wheel’ or unnecessary speaks to different actor’s strategic goals ‘treading on people’s toes’ who already have work There are several steps involved in developing a in motion in similar or related areas. Prior to shared measurement system across a group of COVID-19, the community sport team at the GLA actors, and therefore considerable effort and time were already beginning to work in a more will need to be invested. This first step is so connected way and harnessing the strengths of important in the process as it addresses the need working with and within networks. Many of the to establish rational ‘buy-in’ and full commitment to networks listed below should be approached and the process from key actors. Table 1 frames the could be open to a commitment to using data to set kind of strategic capabilities and goals that could be the agenda and improve collective impact. achieved, from the perspective of the three main roles being played within the community sport The London Community Response Fund (LCRF) sector in London- funder; network or sector body; was set up as a response to the COVID-19 crisis. and delivery agency. Funders across London have come together to coordinate funding to support groups responding to Community the needs of the London’s communities. The single Sport Strategic capability /goal addressed application point for charities and community sector role groups enables organisations to access funding Identify the most effective solutions to from multiple funders in a fast and efficient way. It fund and innovative approaches to further research from across London has been designed based on insights from groups Develop clear benchmarks against working with Londoners, to ensure that it is flexible which grantees/ network members can and responds to needs as they emerge. The fund assess their own progress and further Funder; covers multiple sectors and the GLA are working improve (‘scaling out’) Network or with the platform to distribute funding, including the Develop the evidence base for Sector Body advocacy efforts and make the case YLF Summer Activity grants. It is scoping future based on overall impact of the sector phases of the programme including considering a Make informed, objective decisions ‘rolling fund’ based on the LCRF model. about ‘scaling up’ initiatives. Simplify reporting for grantees and The Sport for Development Coalition is a delivery agencies in general. movement of UK charities, governing bodies, Gain the ability to mature community funders and delivery organisations who utilise sport sport projects / programmes (‘scale out’) to achieve greater impact, based and physical activity as effective tools for on wider visibility of available evidence intervention when generating positive social Delivery and learning about what works. outcomes. It aims to provide evidence of this and Agency Make strategic decisions about what, advocate for the sector to funders and government. where, when, and how to ‘scale up’ In 2015, it published an outcomes and initiatives in a sustainable way. Simplify the reporting process back to measurement framework for sport for development multiple funders. work, funded by Sport England. The lessons learnt Table 1: Strategic capabilities and goals of a coalition (including the need to properly resource any similar

work), and the application of the framework can View of current state of knowledge, data, and inform a shared measurement approach systems in place It is pertinent to understand what already exists Laureus Sport for Good is a network of grantee within the context of the wider community sport partners that uses sport as a tool to help children sector that makes the building of a shared and young people overcome violence, measurement system, a viable long-term discrimination, and disadvantage in their lives. It is proposition. Beyond the urgency of need for a new supported by a worldwide charitable infrastructure. way of working, that could further galvanise the The GLA are in a partnership with the Laureus London community sport sector to act, there are a

Sport for Good Foundation and Nike in a project build from, with localised ‘backbone support’ called Model City London which is aimed at already in place. improving social integration through sport and empowering local people to drive the change they There have also been several prior / ongoing want to see in their community. Its’ aim is to attempts to develop a shared measurement system empower local communities to tackle self-identified for community sport, which have taken place at local issues. The programme has started with three different levels within the community sport pilot coalitions in Barking, Haringey, and Hounslow ecosystem. Sport England, in cooperation with the which utilise the scaffold approach where a coalition UK sport for development coalition, developed a of local stakeholders and organisations identify the toolkit in 2015 for measuring outcomes across the key issues that need addressing in their local area. sport for development sector. In 2018 Sport They develop their own strategies, vision, and England funded an England wide mapping outcomes; issue grants to member organisations to exercise of the data being collected at the begin work on tackling identified issues; and grassroots community sport sector level and the monitor and evaluate the results of their work. The DCMS commissioned a deep research into the Model city approach operates outside of normal ‘Social Impacts of Sport’ with a view to mapping key power structures. It is a good example of how a indicators and models of action. Internationally in coalition can operate at a local level – a collective 2018, the Commonwealth Secretariat began and approach to decision making and shared action by continues to elaborate a model indicator toolkit for building things together (i.e. the ‘scaffold’ approach, countries to utilise in measuring the contribution of as opposed to ‘the drop’ which simply drops in a sport and physical activity within countries/ regions, preformed solution). to the sustainable development goals (SDGs). These and other various efforts amongst grant- makers have evolved with each iteration and have raised the awareness amongst the sector of the importance and value of impact measurement. They have in turn informed the development of shared measurement toolkits by funders across their grantee portfolios, including Laureus Sport for Good Foundation (2015) and the GLA’s Sport Unites and MEEF investment programmes (2019). There are no doubt others. What is yet to occur is The GLA have entered mutually beneficial one global open access measurement framework partnerships around funding with other for London that can be shared by every organisations including with the UK charity, Comic organisation, network, and funding body that is Relief with the London Together programme designed around London’s specific needs and which is aligned to Comic Relief’s commitment to challenges and can feed into local, regional, fund sport for change approaches. The London national, and international reporting measures. Together programme is helping the two organisations better understand where and how the One could describe the community sport sector in intentional use of sport and physical activity is London as a hotbed for collective action and impact appropriate and its role in strengthening initiatives, including shared measurement. From communities and reducing isolation. these experiences, it is clear there is a good track record of collaboration and a strong interest in the There are already many established relationships, ambition for a shared measurement system. No working practices and funded projects and one organisation is likely to accept a system programmes with several community sport network imposed upon them, and the process of agreeing a organisations including London Sport, Sported, set of shared measures will be a challenge. London Youth and Street Games. These represent a history and culture of collaboration to

Governance and leadership for structured and sense of ownership of the approach and continues supported participation from diverse to promote its’ use. This organisation will likely stakeholders need to also provide ongoing support and Including a diverse range of stakeholders in the development of the tool(s). development of a shared measurement approach is key. From practitioners/ delivery agencies using the It is also worth noting that most of the shared tools with beneficiaries, to funders using it to measurement approaches found in the research monitor the impact of a grant, to sector bodies using literature ensured that design and development the results to better advocate for change. Figure 9 were led by those working in the sector, and in outlines a potential governance structure to general, they allowed outcomes to be fed into a tool coordinate participation in shared measurement at through a ‘bottom-up’ process – allowing two levels- a London Wide Shared Measurement practitioners and front-line organisations to specify Working Group (SMWG) and Local borough/ the outcomes important to them, rather than neighbourhood SMWG’s. It outlines a cross section imposing pre-selected outcomes on the sector. of different types of organisational representation, Most then supplemented these through reviews of recognising that diversity will be important to the academic literature, or consultation with funders successful development and adoption. and commissioners. Allowing those working in the field to specify outcomes important to them first was The effort, however, will require several committed key to success. So, it is likely that a balance will individuals or organisations to initially ‘kick start’ need to be struck between taking a bottom-up and champion the initiative, before engaging a approach and using validated work already done wider audience, actors, and others in a more and maintaining some overall coherency around structured way. In many approaches reviewed from outcomes. the literature, the development of shared measurement was led by an organisation perceived Finally, initial human resource and financial support to be independent by the sector. This meant it was from funders is also crucial to allow a shared better able to balance the demands of charities and measurement approach to get off the ground. All funders and promote use of the approach following the approaches reviewed within the literature had its development. In most cases, development was received committed funding for several years to led either by a sector body, an academic institution, develop and pilot their tools. The majority had a think tank or consultancy, or a national charity on funding from several different sources which behalf of a local network of charities. In successful increased the projects’ stability. cases, the independent leader tends to have a

Figure 9: Governance Structure for Shared Measurement Working groups (SMWG)

Identification of evidence gap, metrics, and data can make this contribution more significant. This collection approach. could lead to thinking about two tiers of shared The process of developing any measurement metrics: framework, forces those tasked with the job to Level 1: A small suite of indicators that are consider and define the main mechanisms by which conceptually very clear, have an existing or change will be brought about, that can in some way proposed pan-London data measurement source be attributed back to the various efforts of the sector identified i.e. an established measurement (in this case). This initial step also supports the methodology and standard that is already or could identification of any evidence gaps which shared be put in place. These would need to be measurement might serve to plug, for example in disaggregated appropriately to be most useful. how certain activities might lead to long term outcomes. For community sport, the boundaries of Level 2: A set of context / theme or outcome where community sport starts / ends in its effects specific indicators that could be collected at the can be blurry. What will be helpful early on, is to sub-regional/borough/ local level, used to guide the place some boundaries around what we mean by measurement efforts of a broad range of different the ‘community sport sector’ in London, which stakeholders gathered together to work towards a includes a clear understanding of what aspects of specific sub-theme such as improving mental health programming and results are included, which are of Londoners. These indicators would be more common and where are there points of difference, based on context, aligned to pan-London across the various stakeholders and actors development priorities and collected by both delivering frontline. This will enable the group to quantitative and qualitative methods at this level. speak with a common voice and drive consistently in the same direction. Given the diversity of social Most outcome areas included in any shared issues and audiences overall being targeted, a set measurement approach will need to be relevant to of common goals might also be useful in due all stakeholders. Involving a diverse range of course, to frame the success and progress of the stakeholders and making sure that outcomes reflect community sports sector in London, that captures on-the-ground experiences of front-line the main drivers of social impact through/ across all practitioners will go some way to achieving this. the different development ‘pathways’ being However, before any outcome is finalised, addressed. developers need to ensure consensus among different stakeholders that outcomes are In line with experiences at the global Sport for meaningful. development level, a common indicator is decreasing physical inactivity levels. This is Finally, it is essential that the tools used in shared based upon the ‘sport for all’ model promoting the measurement are robust and stand up to external regular participation in sport and / or physical scrutiny. We will need to follow best practice when activity by all members and sections of society. developing tools wherever feasible, but a good This was borne out from a threat interestingly starting point for these efforts will be to review all described by The World Health Organisation the various existing toolkits and tools developed (WHO) in 2012 as a worldwide ‘pandemic’. This within the London / sport for development context, metric serves as a starting point to all sport / over recent years. physical activity programmes seeking personal and 5.3.2 Phase 2: Develop social outcomes as the physicality of these projects is the starting point or motivating factor for Development of toolkits, data collection tools beneficiaries. The community building and and web-based platform socialising opportunities sport and physical activity There are a range of toolkits, data collection tools creates is key to positive feelings of belonging and and web-based platform already developed and in connectedness and provides openings to tackle, use by different organisations. Assuming these mental health and wellbeing and serious youth organisations buy-in to the shared measurement violence etc. and to engage and align with other project, they will represent the starting point, for the cross sector agendas to which Community Sport development process. 42

Creating a simple and easy-to-use tool is essential It is also important to consider at what point the and is often the most difficult aspect in our tools and measurement process is incorporated into experience to get right. This is where working with a relevant technology platform, to aid both ease of MEL experts who have engaged in previous efforts use and access, but also to allow organisations to will be a great source of support. It will be important easily compare results. The more mature shared to overcome the challenge of ensuring the shared measurement approaches available in the framework, tools and system is complex enough to literature, all developed some sort of software or be relevant to the many different activities of online platform to enable users to access the tool, different organisations, but also simple and although this would be a downstream step to straightforward enough to use in practice. complete the shared measurement system development.

Resourcing of data collection, management, and synthesis across the community sport system (individual orgs to collective) Committed funding for several years to support the scaling up of and ongoing refinement of an approach will be important, as well as the management and synthesis of data collected. Most of the approaches in the literature had received multi-year funding to support development, pilot, and rollout. That said, there would be no reason NPS’s ‘Blueprint for shared measurement’ outlined why a more iterative approach to funding couldn’t two issues to address to make a tool accessible: be taken i.e. done in stages, with additional funding First, tools must be easy for front-line staff to use, to develop things like online platforms sort on a and able to integrate into their day-to-day work. project basis, the only risk being that the Second, tools must be accessible to service-users. momentum and stability of the project could be They must avoid jargon and use simple language undermined. However, without initial investment to where possible. Phrasing questions in the language kick-start key components of Phases 1 and 2 the of the service user is essential. A degree of project may fail to produce sufficient progress in a flexibility in the shared measurement tools also timely fashion, to keep all partners on board. emerged through the literature review, as a consistent theme, where striking a balance between standardisation and flexibility is seen as a big 5.3.3 Phase 3: Deploy challenge, which for the most part was dealt with by The need to continually refine tools and respond to allowing organisations flexibility in choosing feedback from the sector will be key to ensuring any outcomes, but limiting the measures/ metrics in system developed is flexible and evolving, including place once outcomes had been chosen. a periodic revision of outcomes, indicators, and tools for their relevance. There will be a need for continuous refinement of the system as the environment is constantly changing, considering limitations because of COVID-19, as a good example.

Ongoing training and infrastructure support Key to successful deployment of a shared measurement system will be the accompanying training and support to target users, in terms of general capacity (skills and understanding) of

impact measurement and management processes, • Improving programme quality across the as well as specific guidance on the integration and community through the identification and application of the shared measurement tools integration of good practice into programme developed. This could take several forms in terms design. of online and live training, production of easily • Increasing the validity and credibility of the field accessible manuals and guides, 1:1 support of common interest and supporting efforts to surgeries for more in-depth consulting support. scale up the field and attract new partners.

• Coordinating and improving access to the Improve system based on a pilot, review, evidence base for the community and enabling refinement and ongoing evaluation of usability practitioners to benchmark efforts effectively. and impact (enabling effects against actors’ A learning community can act as the main forum strategic goals) through which wider stakeholders can participate, The final stage of introducing a shared and a shared measurement system can be first measurement system, will be to ensure a developed, tested and deployed, ultimately serving continuous learning loop is embedded, where tools also to share and disseminate any learning and can be piloted, reviewed and refined through good practices that emerge. ongoing formative evaluation, to ensure the needs of all stakeholders are being adequately met. 5.4 Using shared measurement as a steppingstone towards collective action Learning Community forums and continuous and impact improvement As can be seen from the activities above, the A Learning Community (or Community of Practice) process of developing a shared measurement brings together organisations to exchange approach, will also put many of the building blocks knowledge, share methods and results and map out in place towards the development of a common both commonalities and differences in approaches. agenda (i.e. a shared vision for change that The notion that we use of ‘community’ in this includes a common understanding of the problems context, does not refer to any specific location or and a joined-up approach to solving the problems form of association, rather it is metaphorical. A through agreed-upon actions). The development of Learning Community is characterised by a shared a common agenda will then lead to mutually area of practice, mutual learning and the reinforcing activities which will be informed by the exploration of different ideas and perspectives by results of evaluation (using the shared its’ members. The aim of a Learning Community is measurement framework) and the subsequent to improve the quality of programme delivery by learning discovered. Depending on the will of the identifying and disseminating good practice, based partners and the success of the coalition, over time, upon strong MEL practices, shared measurement a formal backbone organisation could be set up to and research that objectively identifies the most support the more efficient running of coalition effective methodologies in the field. activities. A backbone organisation is defined as an From the experience of running learning entity with staff and a particular set of skills to serve communities, inFocus have found several benefits as the coordinating body for partner organisations to running a learning community: and agencies working directly at all levels and those • Building the knowledge and understanding outside the coalition. Over time, evaluation of across the community of one another’s work. project outcomes will become routine and based This helps to avoid practitioners (particularly upon a common footing and will determine what new entrants) ‘reinventing the wheel’. works and what can be scaled up to maximise impact.

Conclusion

The Impact of COVID-19 many organisations responded to the immediate The first section outlined the impact of COVID-19 needs of its participants and the wider community on the community sport sector. It found: by changing the nature of its work (albeit • Londoners have been less active and have temporarily) and utilising staff to assist others and significantly less opportunities to be active support those most at risk of the negative impact of because of the COVID-19 pandemic – the virus and social distancing restrictions on their particularly during lockdown measures. Public lives. It highlighted example case studies of how areas are busy and with limited facilities open. traditional sport organisations have adapted to Many organisations are concerned that support the community and how community centre participants will be nervous of the risks of organisations are utilising networks developed returning to sport and physical activity and the through sport and physical activity. These included: sector is working hard to mitigate these risks • Providing delivery services for food, medicine, and ensure safety and allay fears. and essential supplies to those at risk and • Maintaining wellbeing is a real concern as unable to travel or isolating at home. organisations report increasing levels of anxiety • Establishing food banks, often in collaboration from their beneficiaries – double compared to with other community organisations. last year. Managing mental health for those • Providing services and equipment to those at with certain conditions was already difficult and risk and at home or for key / NHS workers to the curtailment of services and support have ensure they were able to continue to work. meant many struggling to maintain the practices • Mental health and befriending services – online and routines that worked for them. and via telephone to support those struggling • Some organisations have reported that young with the crisis. people were being approached by gangs as • Development of resources for participants at they exercised and played in public areas. home to maintain their physical and mental Reports from young people of domestic health. violence at home has become more frequent. • The crisis highlighted the limitations in access ‘Adapting’ – Returning to Delivery to modern communication structures and the Section 3 focused upon how the sector adapted for internet. This has limited who has access to social restrictions and return to play measures. online support and services offered by the Some found ways of delivering activities online or community sport sector. remotely and as restrictions were eased, many • It is evident that organisations are anxious began returning to face to face delivery with strict about their ability to deliver during the crisis and protocols and return to play measures in place. It to meet their commitments in terms of outputs highlighted example case studies which provide an and outcomes. indication towards how the sector might build upon these successes further, but also transform the • Many community sport sector organisations sector in future to be more resilient. These included: fear they may not survive the pandemic and will cease to exist. Many are relying on government • Moving practical sessions online so participants support schemes such as furlough. can exercise in their own homes and still receive support, guidance, and motivation from ‘Coping’ - the Response to COVID-19 organisation staff. Some organisations have The second section outlined the initial ‘coping’ moved to a hybrid model, so people can choose emergency response of both the community sport to attend in person, or join sessions online. sector and the GLA’s sport team to the pandemic. • Many developed innovative online webinars, The COVID-19 lockdown meant almost all seminars and information giving sessions which organisations had to cease delivering face to face bought people together, gave valuable activities. During the initial phase of lockdown,

guidance on key issues and were often done in The section concludes by proposing a long-term collaboration with other organisations. vision for a collective approach to ‘building back • Creating online social forums, usually after together’ and proposes a shared measurement ‘official’ sessions, so that participants can initiative as being a practical entry point for socialise with each other and maintain / build collaboration. The premise being that it will serve relationships. This also contributed greatly to to simultaneously address several strategic goals, supporting people with their mental health and for several key partners across London, including combatting feelings of loneliness and isolation. the GLA. • Non-traditional avenues of communication such as social media were utilised to support Shared Measurement The final section concluded the report by outlining a participants – especially young people with strategic framework for action towards shared maintaining contact with their peers and role measurement. As public sector funding is set to models. These helped with project and group come under huge strain following the pandemic and work that could be done from home and helped its subsequent fall out, funders and social young people keep routines and a sense of innovators need better ways of assessing the connection. relative success of community sport initiatives to • Socially distanced sport guidance was embed themselves in their community more developed to help guide organisations on their effectively or scale up, if appropriate and desired. return to delivery. There should be a healthy scepticism towards those • Many are seeking new and innovative ways of that cannot demonstrate the positive impact of their collecting data remotely and are seeking, or work. Community sport initiatives who want to thrive investing in, training, new technology and in future, will need to be willing to test, measure, approaches to monitoring and evaluation. evidence and continually improve their work, whilst Building Back Better – Transforming engaging within a much wider partnership context Community Sport in London to realise their ambitions in sustainable and Section Four looked at how the London community effective ways. sport sector can be more resilient, robust, and The hope of this report is to start a real dialogue prepared in a crisis, as well as being sustainable for how those involved with the community and accessible. As we now enter into a new era sport sector in London can best utilise this where everything is affected by the COVID-19 important asset to create transformational pandemic, we must stand up and recognise the change and a better future for Londoners. significant gaps in progress still to be made across many social development areas in London, where the potential exists for sport to play a significant change agent role. We are now equipped with the technology to support new models of interaction that can mobilise action, we understand better than ever the inherent dynamics of both the social sector and community sport, that present both challenge and opportunities for significant change to occur, so we must now strive to move beyond the status quo. The community sport sector must look for new ways to work together to tackle change and establish its role as a powerful asset for catalysing social transformation, in the post COVID era. Credit: Wheely Tots

Recommendations

This section outlines the key recommendations Redesigning sector activities for accessibility from all findings across all sections of this report. and returning to delivery Directed at the GLA’s community sport team and All grantees should have a risk assessment in the wider community sport sector, they seek to place outlining alternative provisions in case of transform into being more resilient, robust, efficient, further lockdown measures or restrictions. This will and effective. The recommendations below are ensure consistent delivery and continued work inter-connected and when implemented, are towards achieving intended outcomes. designed to support each other. Best practices in introducing and leveraging Strategic approach of the GLA community technology such as the use of digital engagement sport team to allow for wider access to community sport The findings from this report indicate that immediate activities, regardless of social distance measures, efforts by the GLA should move to providing need to be highlighted and disseminated to the support, training and / or funding for sector. There is now a new reality of access and organisations to return to delivery. Emphasis / solutions including a hybrid approach where people priority should be given to those supporting can access and join sessions either in person or Londoners with their mental health, wellbeing and online regardless of COVID-19 restrictions in place. / or reducing loneliness and isolation. Many Support for the sector could come in the form of training on how to use different technologies organisations are beginning to tackle these issues and platforms to build the capacity of the in addition to maintaining their original aims and workforce to deliver activities virtually and objectives either through adaptions of work or remotely. The use of digital delivery should be completely new activities and these issues have framed within the now apparent divide between been exaggerated because of COVID-19. those that do, and do not have access to technology and / or affordable internet. The GLA should work In the medium term, moving into Phase Two of with other departments and organisations to Sport Unites, the GLA should review and update advocate for accessible and affordable the common theory of change for both Sport technology and for the development of Unites and MEEF and consider merging the two London’s internet infrastructure / provision. and streamlining. Considering expected The recommendations that emerged from the budgetary cuts, recovering priorities and the shifting Socially Distanced Sport Pilot can be built upon corporate and political agendas, the GLA’s further. These include encouraging and community sport team’s role could be as a leader in supporting schools and other facility providers supporting the maturation process of programmes to work in partnership with community sport and initiatives that have the potential to achieve organisations; and to help build stronger local social outcomes. Funding can be directed to test networks between organisations and new models and ways of working. This has already stakeholders so they are better able to react and begun in Phase One of Sport Unites and MEEF respond to a crisis and meet the immediate needs related work. Examples include providing of the communities they serve. opportunities to make the sport media industry In collaboration with other leading sport more diverse with BCOMS / Brent Youth organisations such as Sport England, Youth Sports Foundation; player advocacy and leadership in Trust and UK Active, the GLA can actively lobby Football Academies with Player Voice; government and advocate on behalf of the technological developments to support open data community sport sector for further support and for social prescribing with London Sport; and the to remain open and functioning whilst social development of place-based coalitions like Model distance measures are in place. This may mean City. agreeing the extent activities can take place at different levels of social restriction and lockdown.

New considerations for safeguarding Encouraging a sharing learning environment With the closure of facilities and the cessation of The GLA should initiate an accessible learning many activities, Londoners took to using community environment where insight from the unregulated spaces such as parks and recreation grassroots is shared, and good practice promoted grounds to socialise and exercise. Some to help build the capacity of the sector to better community sport organisations have also begun deliver outcomes. The GLA should consider using these areas to return to delivering their taking full ownership and expanding the ‘Sport activities whilst their regular facilities remain closed. Unites Learning Community’ to: This has posed new issues around the safety of • To act as a membership platform that young and at-risk people using these spaces as incorporates any organisation working within new issues around sanitation, maintaining personal hygiene and gang recruitment are emerging. In the community sport sector and not just current addition, the use of new digital platforms, grantees. technology and remote delivery have revealed new • To showcase research, impact, and advocate risks for participants. Without coaches / instructors for the sector through the hosting of branded in the same room, no dynamic risk assessment can events (online and live) such as ‘Thought take place. Participants need to be guided Leadership’. through safety precautions and adaptions of • To host ‘sharing’ events for grassroot their own homes to participate in online organisations such as the ‘Insight Fortnight’ sessions safely. There are also dangers around which double as another avenue of young people using digital platforms without communication between funder and grantee. supervision from parents, guardians, or • To utilise the many different influential organisation staff. As the use of digital platforms champions such as the Mayor of London increase, systems and protocols need to be in himself, Sadiq Khan, Laureus ambassadors, place to ensure the online safety of everyone. Comic Relief celebrities and many highly Collaborative funding strategy for community respected practitioners and facilitators based sport in London across London to help to advocate for, and Simplified, aligned and collaborative funding support the wider community sport sector. mechanisms, systems, and processes for the community sport sector should be further Expanding Impact measurement and explored and investigated (e.g. the LCRF). management (IMM) training These can be linked to any pan London coalition The capacity of the community sport sector in developed to ensure that impact measurement is terms of impact measurement and management directly linked to funding priorities and expectations. needs to be built if any shared measurement system is to be effective. Currently organisations The GLA should also look at actively engage with have varying capabilities, understanding and the corporate / private sector to link those wishing to invest via corporate social practices of IMM. Whilst some are very good at responsibility initiatives with the community evidencing the impact of their work, training in IMM sport sector. This can include major events will help raise the overall standard of the sector. hosted in London required to sponsor associated The existing, online training to appointed Sport community activities and events but also Unites and MEEF grantees could be extended to encouraging a longer-term commitment from the wider community sport sector. Any shared governing bodies and sponsors – especially for measurement processes developed could be easily reoccurring events. New elite sporting incorporated into the training. Presently, grantees infrastructure should have requirements for are offered the training after they have been collaboration with and use by community sport awarded funding and have designed their activities. partners to ensure that facilities are accessible By extending this offer to the wider community sport and used appropriately. These are a few sector, those applying for funding can ensure that examples of how elite sport can contribute to their activity’s aim, objectives and target intended collective impact and other initiatives participants align to the wider, common theory of should be explored. change (be it Sport Unites, MEEF or pan London)

and contribute to collective impact. Completion of • Concentrating on outcomes that galvanize the IMM training can also be a requirement / people around longer-term aspirations that are consideration for those applying for GLA harder or more complex to achieve alone. funding. • Ensuring the end goal reinforces the reality that complex social challenges need interconnected Developing a shared measurement system solutions. A collective and coordinated approach to • Clarifying the roles and responsibilities of developing a shared measurement approach organisations and the means of communication across the London community sport sector, and accountability. represents a tangible entry point for leaders within • Developing a comprehensive action plan for 3- the sector to begin to ‘Build Back Better Together’ 5 years with associated costs to help develop and create a more sustainable and resilient sports the idea into reality. sector for the future. The GLA should coordinate a pan London coalition of organisations to An important early step in the process will be to create a framework for shared measurement reach out to all actors to both advise of the and management practices to determine the intentions towards shared measurement, success of London wide community sport outlining the main drivers and enlisting their future efforts and inform decision making processes. support and ‘buy-in’ to the process. This ‘early The immediate steps to a shared measurement warning’ of intent, will be important to avoid less- system include: clear messages emerging unofficially, which can • Identifying the different strengths / capacities of make people suspicious of motivations and drive a organisations, and the synergies they have more competitive mindset. This does not mean that between them to demonstrate the potential everyone needs to be fully engaged in the process efficiency and power of working together. from the outset, but more that awareness is raised • Focusing on the design stage of the shared by a committed group of early actors. measurement system and looking at the key tasks in the short, medium, and longer term.

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