MD2591 Team London and Community Sport 2020-21

Type of decision: 
Mayoral decision
Code: 
MD2591
Date signed: 
11 March 2020
Decision by: 
Sadiq Khan, Mayor of London

Executive summary

The GLA Team London & Community Sport Unit’s budget for 2020/21 is £4,782,000. Of that, this MD is asking for approval of expenditure of up to:

• £1,343,000 for projects that are continuing from previous years, but which have not already been approved for 2020/21 via decision forms; and
• £306,000 in 2020/21 for new projects.

The balance of the team’s 2020/21 budget has been subject to separate, previous approvals (these are noted throughout this decision form where they relate to the new approvals being sought). In addition, this MD is asking for approval of expenditure in future years to support a three-year external match funding bid and allow for multi-year commissioning in a limited number of projects, as follows:

• £831,000 for spend in years subsequent to 2020/21, consisting of £434,000 (£251,000 GLA and £183,000 external funding) in 21/22 and £397,000 (£215,000 GLA and £182,000 external funding) in 22/23.

This expenditure will enable the Team London & Community Sport Unit to continue supporting the Mayor’s ambitions of improving social integration, social mobility and community engagement for Londoners.

Decision

That the Mayor:

1. Approves expenditure in 2020/21 of up to £1,649,000 (including £450,000 sourced from the Young Londoners Fund) for the Team London & Community Sport work programme (as detailed in section 2.3) and funded as follows:

(a) £706,000 from the GLA Team London budget and £833,000 from the GLA Community Sport budget; and

(b) the receipt and expenditure of £110,000 for reimbursement of expenses for the Major events programme(s), and of additional grant funding from National Lottery Community Fund (NLCF) for the Young London Inspired (YLI) programme (2.3.2 and 2.3.3), if secured; and

Approves expenditure (and receipt of external funding) in future years as follows:

(c) the receipt of £183,000 of grant funding from NLCF and expenditure of £434,000 for the YLI and Community Sport programme in 2021/22; and

(d) the receipt of £182,000 of grant funding from NLCF and expenditure of £397,000 for the YLI and Community Sport programme in 2022/23.

2. Delegates to applicable officers authority to approve detailed expenditure plans (via Director or Assistant Director decision form(s), as relevant) for new programmes/projects detailed in sections 2.3.1 and 2.3.3, once full details have been developed (the relevant projects/programmes are noted within the body of the decision form).

Part 1: Non-confidential facts and advice

Introduction and background

Team London & Community Sport is the unit within the GLA which delivers the Mayor’s community sport, volunteering and social action programmes.

The Team London & Community Sport unit has two main programmes of work: Team London, which focuses on volunteering and social action to support and promote active citizenship, social integration, social mobility and community engagement for Londoners; and Community Sport – supporting sport and physical activity for improved health and wellbeing amongst Londoners, and for fairer, better connected, more inclusive communities, using the power of sport to improve social integration.

Team London

Team London’s work will continue to focus on using volunteering and social action to support and promote active citizenship, social integration, social mobility and community engagement for Londoners. The programme also supports the resilience of the London voluntary and community sector.

To date, Team London has engaged 122,000 volunteers, 50,000 young people and over 2,100 schools, and currently works with 4,911 charities.

The Team London programme helps deliver the Mayor’s priorities to work with communities and civil society groups across London to encourage active participation in community and civic life, supporting Londoners of all ages to volunteer and take action to improve London. The team is building strong partnerships between the public, private and voluntary sectors, enabling Londoners to have access to the skills they need and contributing to the corporate social responsibility objectives of London’s businesses. The team has a focus on reducing the barriers to volunteering and social action, ensuring that all Londoners can benefit from the wellbeing, employability and social integration benefits of participation. Volunteering and social action are key enablers in multiple mayoral strategies including Equality, Diversity and Inclusion, Health Inequalities and Social Integration.

Team London is the London delivery agent for the Careers and Enterprise Company in the London Enterprise Advisor Network. Team London has also secured matched funding from the #Iwill/Step Up to Serve campaign administered by the National Lottery to deliver youth social action programmes.

Much of the work in 20/21 will continue to build on the success of previous years. Programmes such as Team London Ambassadors will continue to support British visitors to London and overseas tourists alike. The Team London Young Ambassadors will continue connecting young Londoners with their communities through social action. Delivery of grant funded projects relating to the original programme (2017-20) of #Iwill/Thrive London grants will continue and reach completion this year.
Community Sport – Sport Unites

The Community Sport programme is focused on delivering the aims and objectives of the Mayor’s statutory strategy, Sport for All of Us. This strategy for sport and physical activity is primarily delivered via the Sport Unites programme. Sport Unites will provide funding and support for individuals and organisations across London that use, or wish to use, sport and physical activity as a means of (i) improving social integration and (ii) increasing participation in sport to enhance Londoners’ physical and mental health and wellbeing. The Community Sport programme also contributes to mayoral strategies including Health Inequalities and Social Integration.

Sport Unites also funds ‘enabling’ activity to provide additional support to initiatives funded under the other themes of Sport Unites, to include: training and support for the paid and volunteer community sport workforce; investment in ‘sport tech’ to help address physical barriers to physical activity in London in innovative ways; providing guidance and leadership to the sector on sport for social integration, helping all those involved learn from what works, and what does not; and conducting robust monitoring and evaluation, as well as building the capacity of those we fund to improve their capability and confidence in providing evidence of their impact.

The Community Sport work programme contributes to Mayoral priorities in addressing five key strategic social issues: physical inactivity, mental health, serious youth violence, social isolation, and social mixing. In tackling these issues the GLA works closely with external partners such as London Sport, Comic Relief, and Laureus Sport for Good.

Approvals sought

This MD seeks approval for total expenditure as follows;

a) in 2020/21 of up to £1,649,000 at a net cost to the GLA of £1,539,000 (provided that £110,000 of external funding can be secured). Expenditure exceeding £1,539,000 will only be committed/incurred if such external funding is secured;

b) in 2021/22 of up to £434,000 at a net cost to the GLA of £251,000 (provided that £183,000 of external funding can be secured - expenditure exceeding £251,000 will only be committed/incurred if such external funding is secured); and

c) in 2022/23 of up to £397,000 at a net cost to the GLA of £215,000 (provided that £182,000 of external funding can be secured - expenditure exceeding £215,000 will only be committed/incurred if such external funding is secured).

Approval for expenditure in 21/22 and 22/23 is being sought in this MD to support a three-year application for external match funding.

In some areas where work programmes are still developing, detailed expenditure and delivery plans will be set out in an Assistant Director Decision/Director Decision for approval by the Assistant Director/Executive Director. Details of all delegated decisions being requested, totalling £186,000 in this financial year are set out in the detail of Table 2.3 onwards.

Projects with existing approvals are not referenced in the sections that follow. However, where additional expenditure is being requested, past approvals and the total expenditure level are referenced for completeness.

Objectives and expected outcomes
  1. The programme funding will contribute to the following:

Social Mobility

Social Integration

Community Engagement

IMPROVING  SOCIAL MOBILITY: Using volunteering to tackle barriers that prevent Londoners from achieving their potential

 

IMPROVING SOCIAL INTEGRATION: Unifying Londoners in and across communities through volunteering

EFFECTIVE COMMUNITY ENGAGEMENT: Working with civil society to create more opportunities for Londoners

 

Unlocking the potential of business through Employer Supported Volunteering (ESV)

 

 

    1. The context, outcomes and allocation of funding is detailed in the table below:

Programme Objectives

      1. Team London: Improving social mobility

Context

  • Volunteering has been proven to support the development of life and work-related skills such as leadership, teamwork and communication which can all contribute to helping Londoners achieve their potential.
  • Team London will deliver volunteering programmes to enable Londoners to reach their potential through education, employment or training as well as increasing their connections with their communities and with business.

 

These projects target

  • Young people, particularly vulnerable young Londoners.
  • Disconnected Londoners – those who are for many different reasons not engaging and are disconnected from communities, civil society and the world of work.
  • Under-represented groups – those who have the desire to participate equally and actively in society but currently face barriers that prevent or limit their participation.

 

The impact of this work

  • Volunteering experiences that develop personal, professional and social skills and deliver education, employment and training outcomes.
  • An increase in volunteers’ understanding of the world of work/career opportunities, choices, positive role models and pathways into employment.
  • Greater representation of young people, disconnected and under-represented Londoners across GLA volunteering programmes.

 

Specific projects for which expenditure approval is being sought

 

  • Youth and community projects working with young people using social action and volunteering to improve employability and skills such as communication and confidence as well as their feelings of connectedness with their communities.
  • In 20/21 the Team London Young Ambassadors programme will begin its third phase. This school volunteering programme connects young Londoners with their communities through social action by creating volunteering projects on issues they care about. These include projects related to LGBTQ+, bullying, mental health, food poverty and homelessness. Details of MD2533 are given below in the section approvals already in place.

 

Funding decision for existing programmes requested via this MD

 

  • Expenditure of up to £43,000 to support the social mobility of young Londoners, exploring the extension of HeadStart Action methodology through youth and community projects. Expenditure approval for this programme is subject to the Assistant Director/Executive Director agreeing the detail of the programme under delegation through an assistant/director decision form(s).

 

  • Expenditure of £15,000 from the Youth (Schools) budget to aid in delivery of the Team London Young Ambassadors programme. This expenditure will contribute to operational expenses, including the delivery of events for young people at City Hall.

 

 

Approvals already in place

 

  • The Team London Young Ambassador programme has £130,000 approved under cover of MD2533 (approving expenditure of £694,000 between 2020 and 2023, at a net cost to the GLA of £347,000).

 

Total funding decision under this MD: £58,000

 

2.3.2 Team London: Improving social integration

 

Context

  • Volunteering can bring individuals and communities together towards a shared goal. It promotes the interaction of individuals from different backgrounds.
  • Team London will work to bring Londoners together within and across communities through the power of volunteering and social action.

 

These projects target

  • All Londoners - creating a culture of volunteering by making access to volunteering easier, more accessible and an established part of what being a Londoner is about.
  • Civil society - working at the grassroots with civil society to help organisations offer more volunteering roles to their local community.

 

The impact of this work

  • Increased number of Londoners from varied backgrounds and boroughs involved in volunteering and social action.
  • People more socially aware and integrated.
  • Increased number of Londoners who consider themselves to be an active citizen.

 

Specific projects/programmes for which expenditure approval is being sought

  • Team London Ambassadors and Major Event Volunteering, programmes that support Londoners of all backgrounds to volunteer, welcoming and supporting visitors to London either during peak tourist season or at major events in the city.

 

Funding decisions for existing programmes requested via this MD

  • Approval to receive and spend up to £40,000* external grant and/or sponsorship funding (without the need for a further decision form), as a contribution towards expenses related to the Team London 2020-21 Major Events and Visitor Welcome projects – noting this is subject to confirmation of external funding.  This funding will be spent on the volunteer expenses of these two projects, contributing towards the presence of Team London Ambassadors and Major Events volunteers at locations and events such as Gatwick, The Big Half and the London Marathon and the associated volunteer expenses.  Agreements will be entered into with the relevant external partners to govern the receipt of this funding.

 

Approvals already in place

  • Visitor Welcome and Major Events is already approved for expenditure of £245,000, under cover of MD2188 (approving spend over the 18/19 – 20/21 financial years) and DD2316 (approving spend over the 19/20 – 21/22 financial years).

 

Total funding decision under this MD: £40,000 (*subject to £40,000 external funding being secured)

 

 

2.3.3 Team London: Effective Community Engagement

 

Context

  • Team London will work with civil society to create more opportunities for Londoners to volunteer and for civil society organisations to be supported by volunteers.  We will do this by:

 

    • Building new, sustainable relationships between public sector, private sector and civil society;
    • Championing best practice across the sectors – to encourage learning and development including volunteer management and support so that volunteering opportunities are as accessible as possible to Londoners.

 

The impact of this work

  • An increased number of cross-sector partnerships that focus on the resilience of civil society.
  • Grassroots organisations will have clearer communication routes with the GLA.
  • Greater reward, recognition and publicity for interventions that are working in London’s civil society.
  • Increased awareness of accessible volunteering and good practice in volunteering through research and testing different approaches to involving Londoners.

 

Specific projects/programmes for which expenditure approval is being sought

Building new sustainable relationships

  • Awareness raising work to raise the profile of Team London, including expenditure on volunteer tracking, media, and events.
  • Team London website: to fund a further phase of development for GLA’s volunteering portal that brings together potential volunteers and volunteering opportunities.
  • A package of interventions, including through grant funding awards, to support civil society by increasing the capacity of the voluntary sector and helping organisations and individuals that support this sector to develop their skills.
  • Bringing together the third sector with business and the community, and facilitating Employer Supported Volunteering (ESV).
  • Continuing the implementation plan responding to recommendations set out in the GLA-commissioned philanthropy review.
  • Completing delivery of the 2017-2020 stage of the #Iwill grant match funded grant programme, Young London Inspired.
  • Delivering the next phase of the Young London Inspired Programme to stimulate collaboration between voluntary sector organisations to embed youth volunteering and social action projects which target mental health for vulnerable young Londoners.

 

Championing Best Practice

  • Delivering the Mayor’s annual awards for volunteering to recognise the dedication of Londoners across the capital,  and investing in research and pilots to identify and stimulate good practice in volunteering.    
  • Testing and developing new models of GLA support for capacity building in the voluntary and community sector by working in partnership with the GLA Communities and Social Policy Unit and with experts in the field.  
  • Through Team London small grants, delivering a small grant fund to grassroots organisations supporting Londoners to volunteer, matching themes to key Mayoral priorities.

 

Funding decisions for existing programmes requested via this MD

  • Expenditure of £60,000 for the continuation of Team London awareness activity, including expenditure on volunteer tracking, promotion and events.
  • Expenditure of up to £45,000 on a new phase of development for the Team London website. This phase will focus on the fixing of bugs and the enhancement and improvement of site features following user testing.
  • Expenditure of up to £66,000 on annual small projects to increase the capacity of civil society.
  • Expenditure of up to £45,000 to award in grant funding to organisations to test different approaches to involving volunteers including work on recognition, promotion and messaging.
  • Expenditure of up to £109,000 on the delivery of the annual Team London Small Grant programme to support small charities in London to increase their volunteering offer. In 2020/21 this will be focused on supporting volunteering involving organisations who are working to tackle food poverty.
  • Expenditure of up to £25,000 to support the reward and recognition of London’s volunteers through the annual Mayor’s volunteering awards 2020.
  • Expenditure of up to £12,000 to facilitate the running of a learning and best practice sharing event for the three year #Iwill/Thrive London grant programme, which completes delivery this year.
  • Expenditure of up to £50,000 to support philanthropy and giving in London. This support may take the form of research, scoping, expert advice, grant funding and stakeholder events.

 

Funding decision for new programmes requested via this MD

  • Expenditure of up to £872,000 for the next phase of the Young London Inspired programme, including grant funding to resource voluntary sector organisation collaboration and evaluation of the delivery model. This includes GLA expenditure of up to £63,000 in 2020-21, £179,000 in 2021/22 and £195,000 in 2022/23, totalling £437,000. We also request approval for the receipt and expenditure of up to £435,000 of external income (consisting of £70,000 in 20/21, £183,000 in 21/22 and £182,000 in 22/23) in additional matched funding from #Iwill, (administered by the National Lotteries Community Fund), should the bid for additional matched funding be successful.
  • Expenditure of up to £143,000 to support the reward and recognition of London volunteers.  This will include research and capacity building. Final approval for this programme is subject to the Assistant Director/Executive Director agreeing the detail of the programme under delegation through an assistant/director decision form(s).
  • Expenditure of up to £30,000 towards developing the GLA Employer Supported Volunteering offer. Activities include staff activation events, promotion and recognition materials and building on current work to explore attainment of the Investing in Volunteers (IiV) for Employers Quality accreditation.

 

Approvals already in place

 

  • Expenditure of up to £30,000 for the Specialist Civil Society Infrastructure Programme (Civil Society Roots) which will provide targeted support and resources to specialist equalities-focused civil society organisations, as approved under cover of MD2546.

 

 

Total funding decision under this MD: £1,457,000 (subject to £435,000 external funding being secured)

 

 

 

 

 

2.3.4 Community Sport

 

Context

 

  • The Community Sport Team will continue to work with London’s sport and non-sport sector to deliver the Mayor’s strategy for sport and physical activity in London, Sport for All of Us. This sets out the Mayor’s policies for using sport to help tackle London’s social integration and physical inactivity challenges It will do this by:

 

  • Using sport and physical activity to encourage improved social mixing across London – this includes supporting and empowering local communities to build trust, reduce social isolation and resolve community issues.
  • Improving the physical and mental health and wellbeing of Londoners by providing local, affordable and accessible opportunities for participation.
  • Training, developing, recognising and rewarding the community sport workforce in London (both paid and volunteer, traditional and non-traditional).
  • Investing in sport and physical activity-based projects that support at-risk, disadvantaged and vulnerable young people into opportunities for personal development, training, education and employment.

 

  • Sport Unites is the Mayor’s £8.8m, three-year community sport investment programme approved under cover of MD2244 (£5.8m) and MD2265 (£3m as part of the Young Londoners Fund). The Major Sports Events Engagement Fund (MEEF), with expenditure of up to £905,000 between 2018 and 2021 approved under cover of MD2353, aligns with the objectives of Sport Unites. This MD will focus on additional components of the Community Sport programmes not already approved under cover of these Decisions.

 

 

The impact of this work

 

  • The overall impact of Sport Unites will include:

 

  • London is a more socially integrated and active city.
  • Improved physical and mental health and wellbeing of Londoners.
  • A broader, more diverse community sports workforce that is better supported to deliver effective sport for social outcomes in London.
  • More and better opportunities for at-risk, disadvantaged and vulnerable young people to access personal development, training, education and employment through engagement in sport and physical activity.

 

  • Additional impacts from funding approved through this MD will include:

 

  • Reduced physical inactivity rates and improved mental well-being of Londoners participating in Active Londoners activities.
  • Help to reduce rates of serious youth offending and knife crime in young people across London.
  • Community sport organisations working with young people affected by Serious Youth Violence are appropriately trained and supported in trauma-informed practice.
  • Major sports events hosted in the capital have associated community engagement events that better inspire, involve and benefit Londoners’ health, wellbeing, relationships and experiences, based on best practice informed by robust impact measurement and embedded learning.

 

Summary of the specific projects/programmes for which expenditure approval is being sought

 

Active Londoners round two

  • Active Londoners is ‘theme 2’ of Sport Unites which contributes to the Mayor’s priorities of reducing physical inactivity and improving the mental health of Londoners. A second round of Active Londoners grant funding will provide further opportunities for Londoners to take part in sport and physical activity in their local area. This will include investing in initiatives which:

 

  • Provide more affordable, local participation opportunities for Londoners, especially in places where need and demand outstrip supply;
  • Are based in geographical areas with higher levels of inactivity; or working with an inactive target population;
  • Improve Londoners’ mental health and well-being through sport; and broaden their understanding of mental health challenges; and
  • Encourage long-term behavioural change and sustained and sustainable incorporation of physical activity as a key part of the routine of currently inactive Londoners.

 

  • Active Londoners funding will be distributed through a range of grant sizes.
  • The aim is to award circa. 16 grants up to £5,000, circa. 6 grants of between £5,000 and £25,000, and circa. 2 grants of between £25,000 and £75,000, but the split of grant sizes may change once the applications are assessed.  

 

Reducing serious youth violence

  • A new programme of 2020 summer holiday activities will help to address the issue of Serious Youth Violence (SYV) in London, and will include:
  • Investing in initiatives that use sport as a tool to reduce serious youth offending and knife crime amongst young people.
  • Supporting grantees with a training and capacity-building programme to develop trauma informed practice. 

 

Championing best practice

  • Designing and delivering bespoke programme and project evaluation methods to measure the impact of investment in community sport engagement initiatives linked to major sporting events.
  • Working with and for the community sport sector, and with key partners and stakeholders, to improve the reach and quality of sport for social change initiatives in London for Londoners.
  • Support and capacity-building for grantees, enabling them to improve their capability and confidence in monitoring, evaluating, and reporting on the impact of their community sport projects and programmes.
  • Creating a unified impact framework for all Mayoral-supported sporting activity, enabling the sharing of best practice with other cities, building on London’s current reputation as a thought leader and model host city of sporting events and which will include;
    • Provision of monitoring and evaluation services for projects delivered under the MEEF programme, with the aim of;
  • providing robust evidence of the programme’s achievements and impact, and its alignment with Sport Unites’ strategic aims and outcomes; and
  • supporting grantees and the GLA with a range of scalable learning activities and resources, such as interactive workshops and webinars, to build a strong learning and evidence base, and inform best practice in the delivery of community engagement initiatives associated with major sports events hosted in London.   
     

 

Funding decisions requested via this MD

 

  • Expenditure of up to £375,000 for Active Londoners Round 2 comprising of grant funding of £340,000 in grants to community sport organisations to increase the physical activity levels of Londoners; and £35,000 to pay for external services to manage and administer the Active Londoners Fund on behalf of the GLA. Note administration costs will range from 8-10 per cent of the grant pot depending on the number of applications received. The split of costs is anticipated as being in the region of £333,000 in 20/21 and £42,000 in 21/22.  

   

  • Expenditure of up to £450,000 (sourced from the £25m allocated to build on the Young Londoners Fund) for a programme of 2020 summer holiday activity, training and capacity-building for up 45 sport and physical activity projects addressing the issue of serious youth violence.
     
  • Expenditure of up to £100,000 over three years (£50,000 in 20/21, £30,000 in 21/22 and £20,000 in 22/23) towards major events engagement, including the provision of monitoring and evaluation for the Major Sports Engagement Fund and increased capacity building support, such as additional grants for community sport and non-sport organisations engaged in Model City London.

 

Approvals already in place

 

  • Expenditure of up to £905k for MEEF projects and programmes between 2018 and 2021 approved under cover of MD2353.

 

  • Expenditure of up to £3m for the Sport Unites Serious Youth Violence programme approved under cover of MD2265 as part of the £45m Young Londoners Fund.

 

  • Expenditure of up for £5.8m for the Sport Unites programme approved under cover of MD2244. This included the delegated authority for the approval of Active Londoners funding of up to £1.25m. Expenditure of up to £875,000 was approved under DD2266 to deliver the first round of Active Londoners. (The remaining £375,000 to be approved within this decision.) 

 

 

Total funding decision under this MD:  £925,000

 

 

Equality comments

Under Section 149 of the Equality Act 2010, as a public authority, the GLA must have ‘due regard’ of the need to:

• Eliminate unlawful discrimination, harassment and victimisation; and

• Advance equality of opportunity and foster good relations between people who have a protected characteristic and those who do not.

Equal opportunities are enshrined within Team London and Community Sport’s programmes. Team London and Community Sport’s projects aim to ensure that all Londoners can access volunteering, sport and physical activity opportunities and indeed by doing so support other Londoners equally throughout the city.

These projects particularly promote equal life chances, reducing barriers to social mobility and demonstrating improvements in social integration and effective community engagement. This will involve working with young people and under-represented and disconnected Londoners to connect them, through volunteering, sport and physical activity initiatives, with education, training and the world of work.

Team London has commissioned research to look at the barriers and challenges involved in getting Londoners to participate in volunteering. This is to support work on Reward and Recognition and to ensure that volunteering and social action programmes are structured in a way that is as appealing and accessible as possible. The Survey Of Londoners showed that volunteering and social action participation improves social integration, and so increasing accessibility of programmes will improve rates of social integration experienced by volunteers.

Programmes such as Young London Inspired or Team London Young Ambassadors will specifically target young people with protected characteristics. A key goal of these programmes is to advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it. In particular they will target young Londoners from more diverse and deprived backgrounds who might experience significant barriers to participating in social action and volunteering, look at how to overcome these barriers and motivate and reward young people in ways that support them to grow.

The work also embraces London’s diversity and fosters good relations by connecting Londoners from a variety of backgrounds together in support of commons causes.

Team London has tasked itself with growing the numbers of volunteers from multiple backgrounds and communities in the capital, and with enabling young people from diverse and deprived backgrounds and protected characteristics to become involved in volunteering and social action.

Team London and Community Sport programmes will provide flexibility to those who have specific needs such as a disability or special educational needs, by ensuring that any content and delivery is adapted to meet different needs and where required, support equipment will be made available. Physical access to learning will be considered and arrangements will be made where required.

Other considerations

Key Risks and Issues

 

Risk

Mitigating Action

Risk Rating

RAG: Red/Amber/Green

Overlap between the capacity building work of teams in the GLA.

Working closely with Communities and Social Policy, Education and Youth, the Health teams, and the VRU to ensure that work complements the work of other teams. A shared plan will be developed, with subsequent collaboration where areas of work overlap.

G

Collaboration work in the next phase of YLI does not reach a sustainable model of volunteering for young people.

The collaborative work will be supported by the GLA lead on the programme who will be responsible for sharing the learning from Young London Inspired (YLI) and Team London / Thrive Grants and facilitating partnerships to apply learning to their own context. Capacity building support for partnerships has also been budgeted for. Funding to implement the volunteering programme in the boroughs is contingent on groups forming a partnership solution. Potential match funding will be used to build on this learning and evidence-based approach.

G

Collaboration and the model for the Third Sector Support Programme is ineffective.

Request for Proposals clearly state that delivery partners are required to work in collaboration. Projects/programmes will seek to offer capacity building support to enable collaboration. Clear guidance about impact measurement and capturing learning from the pilots will be included to ensure that the ability to assess the effectiveness of the programme.

A

Pressures on GLA’s Technology Group means Team London site development work may be deprioritised over the next year.

The team will work with the Digital team to devise a proposed timeline of work for the year to ensure it is factored into the GLA Technology Group’s own timeline of work across the GLA’s digital products. This should mean that, if unplanned work occurs, the Technology team can reschedule Team London work accordingly.

G

Lack of capacity and/or understanding of M&E processes amongst MEEF grantees to conduct and report effective data capture and analysis, leading to compromised evidence of programme impact and lack of alignment with Sport Unites outcomes.

The team will work closely with InFocus, the Sport Unites M&E services provider, and grantees (and event owners where appropriate) to ensure that MEEF projects are supported in their planning, set-up and reporting processes with access to optimal learning and capacity-building benefits aligned with the Sport Unites M&E framework.

A

UEFA Euro 2020 is running for four weeks ahead of the Team London Ambassador programme in 2020. There is a risk that the scale and demands of the Euro project could have a negative impact on the Ambassador and Major Events programme including their ability to attract enough volunteers.

Detailed resource planning has been completed, including allocating contingency capacity at peak times. There has been a review of (and minor changes to) ‘Business As Usual’ deployment dates to minimise overlap and clear and early communications to volunteers have been developed to minimise potential confusion.

G

Safeguarding – many programmes work with delivery partners who work with vulnerable young people and adults – potential for safeguarding issues.

Ensure that in due diligence and organisational vetting there is sufficient consideration of safeguarding requirements, follow advice from GLA safeguarding lead on the correct protocols to follow.

G

Insufficient or inappropriate resources to enable delivery of wider programme, resulting in programme failure.

These programmes are evolved from current work areas and as such resources are in place within the Team London team with consideration of resource needs and how to work with other teams and external partners to deliver aims and objectives a part of ongoing work methodology.

 

G

 

Links to Mayoral strategies and priorities

The Team London and Community Sport 2020/21 work programme contributes to the implementation and delivery of multiple statutory and non-statutory strategies. The work can be categorised at a high level as follows:

 

Participation and building of relationships between Londoners

 

  • Working with communities and civil society groups across London to encourage active participation in community and civic life.  That means supporting Londoners of all ages to volunteer and to take action to improve the city, this links to the recommendations in the Culture Strategy and the Sport and Physical activity Strategy;

 

  • Encouraging more Londoners to get involved in volunteering for, and connecting with, others in their community, supporting the aims and objectives of the Social Integration strategy, the Equality, Diversity and Inclusion strategy and the Health Inequality Strategy;

 

  • Inspiring young people to foster valuable life skills by becoming active citizens in their local area, and bringing communities together in a way that is now more important than ever, building on the recommendations in the Skills Strategy;

 

  • Supporting #LondonIsOpen; welcoming tourists, enhancing major events.

 

Equality of Opportunity

 

  • Aligning with the Economic Development Strategy and Local Industrial Strategy for London by helping to improve the health of Londoners, building strong partnerships between the private sector, public and voluntary agencies; pro-business: supporting Corporate Social Responsibility and philanthropy objectives in London;

 

  • Providing increased opportunities for low-income Londoners, and helping prepare young people for employment through community sports initiatives and the work of youth organisations as well as by using business volunteers to improve young Londoners opportunities to engage with the job market and the world of work;

 

  • Helping reduce health inequalities by working with Sport Unites in all aspects of programme delivery, working with Healthy Schools London; taking actions to support children achieve and maintain a healthy weight, with focused support for communities with high childhood obesity rates; and supporting initiatives to help people engage with each other, build skills, create new networks and take part in locally led activity, linking to the Health Inequalities Strategy;

 

  • Providing non-medical, community-based activities that people could be referred to for improved health and wellbeing (social prescribing); and

 

  • Working with community organisations, the grassroots sport sector, London Sport and other strategic partners to ensure that diversity, inclusion and social integration are important principles of the new sport programme and strategy.

 

Impact Assessments and consultations

 

Relevant groups and stakeholders are consulted when undertaking any new programmes e.g. holding a stakeholder engagement event with 50 sector representatives in January 2019 and another event for over 50 sector representatives in February 2020 to inform the development of volunteers’ week grants and capacity building offer. The team also work closely with London Plus, the Council for Voluntary Sector Directors network and the Volunteer Centre Network to test ideas and ensure that the needs of the sector are met.

 

There is an established Advisory Board for Team London to ensure that the voice of all relevant parties is involved in shaping the future of the programme to ensure it is relevant, efficient and delivering the best volunteering-related outcomes for Londoners. There is currently a review of membership and role with stakeholders taking place in order to ensure it remains as relevant as possible. This includes consideration of how community sport stakeholders can get more directly involved and the most appropriate ways of doing this.

 

The Mayor’s strategy for sport was subject to a three month consultation exercise with stakeholder organisations and the public. The Sport Team also commissioned a series of independently facilitated workshops to consult community organisations about key issues raised in the draft strategy and plans to address them. More than 100 organisations responded, and the strategy was revised in light of their comments.

 

It is a key principle of the Sport Unites programme that local communities will be empowered to shape and influence investment decisions and priorities. The programme works with a wide range of people, groups and organisations, often in partnership. It offers different types and sizes of grants, including those which help organisations build capacity by developing their workforce; easy-to-access small grants to support local grassroots providers, and larger ones for longer projects. All grants are subject to robust assessment, with monitoring and evaluation conducted at all levels from project to programme. A key outcome for the programme will be understanding what works, what doesn’t, and why – to help shape investment decisions (both current and future).

 

Conflict of interest

 

Due consideration has been given to any conflict of interest (that may arise) and none have been found to exist.

Financial comments

Approval is being sought for expenditure of up to £2.005m on the Team London and Community Sport work programme covering three financial years. The profile for this expenditure is as follows; £1.539m in 2020-21, £0.251m in 2021-22, and £0.215m in 2022-23.

 

​​​​​​​The £2.005m will be funded from the Team London and Community Sport Unit budget (including £450,000 sourced from the £25m allocated to build on the Young Londoners Fund) as per the profile. Further breakdown is in the below table (please note that no Social Integration line is included due to the approval of this category of GLA expenditure under cover of existing decisions).

 

 

 

2020-21

£

2021-22

£

2022-23

£

Total

£

Team London: Social Mobility

                 58,000

   

                 58,000

Team London: Community Engagement

               648,000

           179,000

           195,000

           1,022,000

Community Sport

               833,000

             72,000

             20,000

           925,000

Total

           1,539,000

           251,000

           215,000

           2,005,000

 

​​​​​​​Approval is also being sought for receipt and expenditure of £0.475m in external funding and match funding grant. The profile for this income and related expenditure is as follows; £0.110m in 2020-21, £0.183m in 2021-22, and £0.182m in 2022-23. Further breakdown is in the below table.

 

 

2020-21

£

2021-22

£

2022-23

£

Total

£

Team London: Social Integration

            40,000

   

40,000

Team London: Community Engagement

  70,000

          183,000

182,000

435,000

Total

110,000

183,000

182,000

475,000

 

​​​​​​​​​​​​​​Future year’s budgets are indicative and still subject to the GLA’s annual budget setting process.

Activity table

Activity

Timeline

Begin monitoring and evaluation of MEEF projects

April 2020

Deliver summer sports activity

July - Sept 2020

Deliver annual Team London Small Grants programme focusing on volunteer involving organisations working on food poverty

September 2020

Begin scoping of geographical areas for YLI phase 2

September 2020

Deliver Team London Young Ambassadors programme

July - September 2020

Start delivery of Phase 3 of Team London Ambassador programme

September 2020 onwards

Mayor of London’s Volunteering Awards

October 2020

Deliver Third Sector training offer

January 2021

Convene market warming events for YLI Phase 2

February 2021

Complete new phase of Team London website

March 2021

Create evaluation framework and complete year 1 monitoring and evaluation of MEEF projects

March 2021


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