Supporting youth in low-income neighbourhoods stay active through sport

It has been developed in partnership with StreetGames to help councils to better understand the value Locally Trusted Organisations (LTOs) make to support children and young people from low-income neighbourhoods to be active through sport at a hyperlocal level. It explores the role of LTOs and identifies ways in which councils and LTOs can work together to better support each other and the communities they serve. 

In 2020 Adrian Chiles, Charlie Webster and Brendon Batson OBE launched a Commission on sport and low-income neighbourhoods to examine how and why neighbourhood organisations use sport to mitigate against the health and social inequalities that disproportionately impact on children and young people in disadvantaged areas across England and Wales. StreetGames acted as the Secretariat to the Commission.

The Commission shone a light on the importance of community-led sport provision and the positive role local neighbourhood community organisations play in supporting low-income areas to become happier, better networked, enriched and more active places to live. 

The final report highlighted children and young people growing up in low-income neighbourhoods have lower rates of participation in sport and physical activity. Of this demographic: 

• Seventy-two per cent do not attain the Chief Medical Officer’s physical activity guidelines of one hour a day of enhanced physical activity.
• Only 16 per cent are members of a sports club. 
• Just 14 per cent visit leisure centres.

It identified that the under-representation of low-income young people in the sports system is not due to personal choice but rather, a structural inadequacy in the sports system which results in the exclusion of low-income young people. Traditional sports provision is less accessible to low-income families because of the geography of opportunities, and the cost of sports clubs and gyms which also tend to market themselves to people in their own image. In addition, young people tend to prefer sociable sports which often require an organiser, kit, indoor space or marked-up outdoor space. In other words, sociable sports need organisation and resources which the sports system does not supply.

The report explored the important and significant impact Locally Trusted Organisations(LTOs) make in local communities to support children and young people to be active. It found that LTOs: 

• Enhance their neighbourhood by filling gaps created by the absence of the officially recognised sports system 
• give young people the chance to enjoy sport and physical activity in a safe, trusted environment in their own neighbourhoods.
• Reach young people who may not normally participate in sport, ensuring health and wellbeing benefits reach the most vulnerable and those who may be put off formal, competitive sport.
• Provide positive role models and inspiration - staff or volunteers often have lived experiences of the issues faced by young people.
• Provide positive pathways helping young people to gain skills and confidence. E.g. carrying out roles with responsibility in the LTO enabling access to education and training opportunities.
• Support families by providing accessible play provision and childcare, reducing pressure on household budgets, and enabling parents to work - this is particularly important during school holidays.
• Have an in-depth understanding of the local area meaning they can tailor provision to what communities need and want – as opposed to what commissioners or funders may think is important.
• Often provide support that is greater than the contract and is more of a ‘holistic’ service to communities e.g. supporting young people outside of sessions and provide value for money by leveraging in other resources, such as donations, volunteering, and other community support.

Despite the excellent work of LTOs they face significant challenges including:

• Operating in a near-permanent state of financial precarity, where coaches and volunteers must redirect their time towards lengthy grant-writing processes and fundraising activities instead of being able to focus on supporting the young people who rely upon them.
• insufficient funding and the short-term nature of current funding models reduces their impact and ability to plan for the long-term; the impact from COVID-19 and the cost-of-living crisis is putting LTOs at increased risk of financial failure.
• Overly prescriptive or ‘top down’ stipulations from funders can result in only allowing certain ages or people from particular postcodes to attend or limiting the amount of time people can attend for; this runs counter to the approach that works best for young people in disadvantaged communities which is long-term, inclusive support in a consistent, safe place and co-produced with the community.

The commission made several recommendations to funders, governing bodies and policy makers, including to “recognise, articulate, and advocate the power of LTOs to reactivate and change narratives around neighbourhoods.” This guide aims to support councils to better understand the role and contribution of LTOs and how councils and LTOs can work together to better support children and young people. 

Put simply - All over the country, in all weathers, all year round, LTOs provide access to sporting activities after-school, in the evenings and during the school holidays. They make use of the assets in the neighbourhood, delivering sporting activity in car parks and scout huts, in churches, community and school halls, and grass pitches, parks and floodlit games areas. These activities aim to appeal to a broad cross-section, not just the naturally sporty, to give all young people somewhere to go, something to do, and someone to trust. Without them, neighbourhoods would be poorer and more isolated places.

• LTOs have deep roots in the local community. They are often operated by local people, for local people who are long-term members of their communities with trusted and established relationships with local families, enabling them to operate in disadvantaged neighbourhoods and reach people other organisations may struggle to engage.
• LTOs take a place-based approach. They are quick to respond and highly flexible, adapting how they work and their activities to suit the needs of the local communities, as was the case during the national lockdowns during the pandemic when many LTOs became the quiet frontline in the fight to support local communities and vulnerable families. Their local knowledge and strong relationships with residents and partner organisations, mean they are the first place people turned to for help. This was also highlighted by the Chiles Webster Batson Commission which found that “the best schemes … are locally grown, that fit the local need, that react to what happens at a local level and they come from there and they grow from there”.
• LTOs are inclusive. Commonly these organisations are flexible about who can take part, unlike many statutory or commissioned services. Their open-door nature, flexible, fun and friends-centred approach, alongside geographically local delivery i.e. participants do not have to travel very far, means they are good at attracting hard to reach groups.
• LTOs use insight tools, such as Seven Youth Segments and research, to better understand the motivators, barriers, and associated emotions that young people experience in relation to sport – from those who play sport to release stress to those who would love to do more, but anxiety and self-confidence holds them back - programmes are designed to overcome these barriers. They are particularly adept at activating young people who other providers consider hard to reach, with approximately 70 per cent of participants using LTOs not involved with any other sports provider, apart from in school or college.[1]
• LTOs are well connected to other community organisations and local networks. This means they often know exactly what other provision and support exists. This enables them to connect with other local stakeholders to enhance all-round provision. It also facilitates connections for local people to access other specific local resources and support on offer through signposting and introductions. When local problems arise, they make the right connections with other local (statutory) services, to take a holistic approach to resolving the issue or situation.  
• LTOs operate on small and limited budgets. They often operate hand to mouth with limited equipment and facilities. Of the LTOs within the StreetGames network, 40 per cent have an annual budget of less than £100,000. The negative impact of the pandemic on fund raising, and the subsequent cost of living crisis has deepened the short to medium term risk for LTOs. 

Research conducted with a wide variety of LTOs has identified several fundamental qualities that allow these organisations to build the level of local trust that they enjoy. These are: 

1. Personal qualities of founders and leaders who frequently demonstrate sheer commitment and passion to continue no matter what. They are ‘the glue’ that binds together all the separate parts of the organisation and often the community. 
2. Time becoming ‘embedded’ is generally a slow process, requiring persistence and patience.
3. Being accessible/familiar so that participants feel the organisation is run by people like them, or at least people they know
4. Being consistent - and always doing what you say you will do
Understanding needs of community to provide activities which suit the needs of the people who live locally
5. Good quality equipment and coaching who make the environment appealing and signalling you value participants
6. Encourage respect and good behaviour including openness, fairness and equal opportunities for all.

The unique qualities LTOs possess can make them highly effective as delivery partners for councils. Their hyper local focus and track record within communities means they are highly trusted, often far more so than councils. 

In underserved communities in particular, many residents’ interactions with council services can feel distant and bureaucratic, if not hostile. LTOs can provide valuable reach into communities and act as a gateway by signposting individuals to relevant council services and breaking down these perceptions. 

LTOs can support councils in the following ways: 

• Provide reach and engagement within the communities that may be historically more wary of engaging with council services. LTOs are a friendly and trusted focal point for their neighbourhoods, offering inclusive support for the whole community without stigma; they have access into communities which more formal local government structures can find difficult.
• LTOs proximity to their local communities gives them greater insight into local needs and challenges enabling them to quickly alert ward councillors, council officers, and partner organisations with a balanced view from the ground.
• The 1000 Voices Research highlighted, that 72 per cent of disadvantaged young people said that they enjoy taking part in sporting activity and 75 per cent want to do more; LTOs have the trust of their local neighbourhoods as well as the right knowledge, skills and life experience to build the right sport and physical activity offer to appeal to children and young people from low income neighbourhoods, which is more likely to have good uptake.
• Over a third of disadvantaged young people say the cost-of-living crisis has negatively impacted how much they take part in physical activity; additionally low-income households report only having £3.75 per week to pay for sporting activity compared to over £12.67 for an average income household. LTOs offer low-income young people the opportunity to be active on their doorstep, overcoming barriers such as membership and travel costs to get to where opportunities are located.
• Increased uptake of sport and physical activity improves individual outcomes and deliver on a range of local priorities; LTO delivered activities expose young people to positive role models, volunteering opportunities and pathways into training and employment, while preventative activities through sport supports community cohesion, reduces crime and antisocial behaviour.
• The social return on investment (SROI) from mainstream sport is £3.91 for every pound invested (Sheffied Hallam University, 2020) but investing in sport for development can create even greater social returns, depending on the policy priority. For example, evidence from the Birmingham Holiday Activities and Food programme evaluation shows the estimated SROI is £90m or £2,787.79 per child from an £8 million investment (Northumbria University, 2023). Evaluation of the Youth Social Prescribing Pilot programme, showed a return on investment of £5.04 for every £1 spent, compared with an average SROI of £2.30 for adult schemes (University of East London, 2020).
• Sport for development interventions have been shown to demonstrate clear social value. For example, data captured from over 1,500 participants attending sport for development sessions across 50 different organisations was analysed by State of Life on behalf of the Sport for Development Coalition, using UK government’s Treasury Green Book guidance around wellbeing measurement (WELLBY[2]) found that for every one person attending a Sport for development programme for at least 6 months is worth approximately £2,500 per year.
• Supports councils to deliver on national priorities. For example, the Government’s ambition to get more children and young people active, improve their mental wellbeing and expand access to sport.
• Support councils to deliver their goals. For example, programmes such as the Youth Justice Sport Fund provided funding to LTOs to support young people who are at risk of falling into the criminal justice system, an approach which could be of real value for council community safety strategies (see case studies).

How to identify and engage with your LTOs

The relationships between councils and LTOs varies geographically and by approach. In some areas, councils have integrated LTOs into programme delivery. 

Birmingham City Council integrated LTOs through its holiday programme, Bring it on Brum. This has had hugely positive outcomes (see case study). In many authorities, however, LTOs remain an untapped and often under-supported resource. 

The first step to developing a relationship with your LTOs is to identify them - comprehensively mapping i.e. what and where your LTOs operate is a good place to start. While many councils may often lack the necessary information, it maybe common knowledge to Ward Councillors, and those officers within councils that coordinate third sector networks.

There are several ways councils can support their LTOs including: 

• Ensure commissioning opportunities are simple and proportionate to the contract value and complexity of the programme - this will avoid LTOs from being excluded from applying.
• Nurture and invest in the capacity of LTOs through training and development initiatives.
• Offering in-kind support can be just as valuable as financial support. For example, offering a venue for activity sessions or office space at a reduced rate, or providing training can help to build the capacity of LTOs and may unlock greater external funding or other opportunities.
• Have an idea of the ways LTOs can contribute to supporting and delivering your council’s objectives to improve health, wellbeing and wider outcomes in underserved communities but ensure conversations are two way and LTOs are able to share valuable knowledge and insights into what works and what does not work.
   

Tackling holiday hunger and inactivity - Case Study: Birmingham City Council - Bring it on Brum.
Tackling mental health issues through social prescribing for children and young people (including a new Social Prescribing Toolkit for young people) - Case Study: Luton Borough Council – Life Hacks Wrap.
Reducing anti-social behaviour and crime - Case Study: Youth Justice Sport Fund.  

StreetGames is one of the UK’s leading ‘sport for development’ charities. It is a system partner to Sport England and a national partner to Sport Wales. As a national charity, StreetGames works to transform the lives of children and young people from low-income, underserved communities through sport and physical activity. 

It operates a network of over 1600 LTOs, spread across 308 different local authorities across England and Wales. StreetGames supports LTOs to deliver a version of sport that removes barriers and meets the needs of young people from low-income backgrounds. Doorstep sport is provided at the right time, in the right place, in the right style, at the right price (very often free) and by the right people – trusted local adults who invest in improving life chances through sport.

StreetGames represents and gives a voice to LTOs and the children and young people they support at national, regional, and often local level. As a network weaver, StreetGames supports LTOs to translate national and local government policy priorities such as getting more young people active, levelling-up and safeguarding, into local implementation. providing critical insight to improve LTO reach and outcomes through evidence-based best practice. It builds partnerships and collaborations with key organisations and institutions, including Police and Crime Commissioners, Integrated Care Partnerships, and partners across the sport sector such as Active Partnerships, acting as a conduit between high level policy and hyper-local delivery. 

National expert organisations

In addition to StreetGames there are several national expert organisations that exist to support LTOs in deprived and underserved areas, including Sported. 

StreetGames, Sported and other sport for development organisations, such as Dallaglio Rugby Works, Greenhouse Sports and Sport Works are all members of the Sport for Development Coalition. The Coalition advocates for the contribution sport and physical activity in the UK makes to building a healthier, more equitable and sustainable future through the #OpenGoal framework. 
 

Open Goal Framework

The #OpenGoal Framework is a Shared Advocacy Framework, co-designed by members of the Sport for Development Coalition network, to showcase the contribution of sport and physical activity in the UK to building a healthier, more equitable and sustainable future. The framework provides both national and local decision and policymakers, with an overview of how sport for development organisations can support local authorities to help tackle inequalities in disadvantaged communities and improve health and wellbeing through:

• Closing the gap in education and development. 
• Increased employability and skills. 
• Reduced crime and anti-social behaviour. 
• Stronger communities and social cohesion.

The Coalition has also published a series of policy guides that explain how these critical areas can be enhanced through sport and physical activity participation.
 

Policy making for wellbeing

What Works Centre for Wellbeing The UK’s independent body for wellbeing evidence, policy, and practical tools. 

Handbook for Wellbeing Policymaking in the UK, Paul Frijters and Christian Krekel, 2020.

Thank you to all the people who contributed to the making of this publication:

Abraham Moss Warriors
Back of the Moss Community Centre, Greater Manchester
Birmingham City Council
Cllr Peter Golds, LGA Culture, Tourism and Sport Board
Glen Watson, Streetgames
Luton Borough Council
Mark Balcar, Streetgames
Pitch2Progress
Samantha Ramanah, Adviser, Local Government Association