United Nations经济和社会事务部 可持续发展

STREETS MULTI-SPORT COMMUNITY PARTNERSHIP HUBS (SMCPH) Sports – Training – Recruitment – Education – Employment – Technology - Sustainability Using concepts of Sports Diplomacy and principles of Human Resource Development for sustainable communities.

SPORTS MANAGEMENT CONSULTANCY LTD (
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    Description
    Intro

    Since 2018, Sports Management Consultancy has created, designed, developed, delivered and analysed the Streets Multisport Community Partnerships Model (SMCPM), to provide sporting and personal development opportunities to the disadvantaged and disabled young people. STREETS hubs are set up in strategic locations to act as platform and/or gateway for collaborations that interconnect to form wider networks that foster sustainable social, economic, and environmental development in troubled regions. Each hub has 9 key Grassroot focus areas that create the foundation and 6 frameworks that act as pillars that are managed by a community-led multi-functional sports trust for local governance.

    Implementation of the Project/Activity

    Each hub has 9 key Grassroot focus areas: 1. Year-round indoor and outdoor multi-sports STREETS hub establishment is followed up by coach and participant recruitment resulting in 24 coaches. Using concepts of Sports Diplomacy to develop community led collaborations and concepts of HRD for a holistic, personal and professional development of members for social cohesion in society. 2.Community Consultation and review. A scoping exercise using surveys, questionnaires, polls and demographic statistics to capture for monitoring and evaluation purposes. 3. Enlightenment – Acceleration for SDGs implementation. 4. Beneficiary, Stakeholder and Partner Relations. A community STREETS infotainment website which acts as a gateway for knowledge exchange, trade, public health or informational portal. 5. Is a multifunctional community hub located in an educational setting that provides services based on community needs and requirements uncovered in stage 2 and acts as learning and development hub. 6. Diversity and Inclusion strategy for tackling racism, rising inequality, disparities of opportunity, wealth and Power, gender equality. 7. Making sure safeguarding and welfare for protection of the most vulnerable and the wider community. 8. Quality, monitoring and evaluation software to conduct indicator-based and data-driven measuring and monitoring. 9.Local Governance board in each hub local authority ward consists of a local councilor, sports coaches, Police Community Support Officers, Social Worker and any key stakeholder from CBOs. Over 3 years, the LT have funded £195K into Luton for community Cricket programmes. England & Wales Cricket Board have invested £114K for outdoor infrastructure development. Other funders and donors have donated £45K Home Office, Sports England, SEMLEP, Beds Police/Crimebeat/VERU.

    Results/Outputs/Impacts

    The year-round impact of sports activities is evident from the crime trends for juvenile crimes. Luton Crime Trends * https://crimerate.co.uk/ Crime Rate Per 1,000 Residents Crime 2017 2018 2019 2020 Trend Anti-Social Behaviour 38 31 21 23 Safer Bicycle Theft 1.2 1.7 1.0 1.2 Safer Burglary 12 12 9 5 Safer Criminal Damage and Arson 10 10 9 8 Safer Other Theft 9 10 10 6 Safer Possession of Weapons 0.84 1.1 1.4 0.80 Safer Robbery (inc. mugging) 1.9 1.8 1.9 1.2 Safer Shoplifting 7 6 6 3.6 Safer Theft From the Person 1.5 1.9 1.6 1.1 Safer Vehicle Crime 10 14 12 8 Safer (pre Covid) survey participants said: • 94% they felt more included • 93% they were able to make new friends • 91% their confidence had improved • 87% felt more optimistic about the future 1. Luton’s First Female South Asian Coach and girl into county cricket, 3 female only hubs and team. 2. 24 coaches and volunteers delivered 491 sessions in cricket alone. 3. Social Cohesion 4. 1st Afghan Refugee Team 5. From HTR to Police Cadet 6. 30 grassroot cricketers selected for County 7. 3 Citizenship wards

    Enabling factors and constraints

    Multi-sport, Cricket Charities, educational and commercial collaborative partnerships: Community social, mental and health wellbeing workshops for social Cohesion Social Media & BBC coverage/documentary: Awareness ECB -Financial resources for sports at faith centers: Relationship Building

    Sustainability and replicability

    STREETS CASE STUDY FRAMEWORKS https://1drv.ms/b/s!AhJVtZ1lZWGigt8OWwBSxyXOe8zhNA 1. Collaborative partnerships with multi-academy trusts work on a win-win basis. SH partners provide coach/mentors free to the school to support challenging pupils and in return the school provide sports facilities for free. 2. TSLT Cricket Academy provides a qualification equivalent to 3 A Levels, coaching qualification and work experience by volunteering 20-hours at hubs. It creates sustainability as it provides a constant stream of role models and mentors for the Alumni programme. 3. Referral scheme, monthly deals from local businesses. Each referral that ends with a purchase, 20% is donated to the Sports Trust to use across the hubs. 4. Asset’s transfer on short lease for sustainable hubs. 5. Replicability at Peshawar Refugee Camp proposal submitted to BC. A partnership with Uni of London, Uni of Swansea, and International Cultural relations. 6. MPs of both Dewsbury and Huddersfield launching hubs in 2021.

    COVID-19 Impact

    From 481 sessions in one year to no sessions and due to funds shortage parks were not ready for cricket resulting in distress. Online hubs and mainstream social media applications and platforms were initiated. A south Asian Muslim female coach volunteered and engaged women and girls through online lessons during the Pandemic. She then started a YouTube channel, then Instagram and TikTok and in just 9 months she has a collective following of 50K. She has pledged to promote the programme to secure funding and donors using this medium. COVID Video 1: https://www.youtube.com/watch?v=qf1v0tgUd-k&t= COVID Video 2: https://www.youtube.com/watch?v=6ohHlL0URlU

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    Timeline
    04 January 2018 (start date)
    19 December 2029 (date of completion)
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