Laureus Sport for Good Foundation

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Lessons Learnt So Far Projects and
Partnerships Pippa Satchwell International
Development Manager
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What is Laureus?

• Laureus Sports Awards
• Laureus World Sports Academy
• Laureus Sport for Good Foundation

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What is Laureus Sport for Good?
The ultimate social mission of Laureus Sport for
Good is to fund and promote the use of sport as a
tool for positive change

• Key objectives
• To use sport to bring about positive change
  through its partners' projects
• To promote the unique benefits of sports in a
  whole range of locations, cultures and social
  issues
• To build a Network that adds value to its
  partners and the sport for development movement

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Key Facts on Laureus

• Founded by its Patrons Richemont and Daimler and
  supported by its Global Partners IWC
  Schaffhausen, Mercedes-Benz and Vodafone
• The Foundation was founded in 2000
• Supports over 60 projects worldwide
• Network of nine subsidiary National Foundations
• Opportunity to use the Laureus Sports Academy as
  Ambassadors to the projects and the movement

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Strategy Key Points

• To add significant value to our partners and the
  sport for development movement
• To become a responsible and responsive partner
  focusing on
• Quality v Quantity
• Exemplar Projects
• Project replication
• To continue to invest in research ME
  (reflective learning)
• To increase the voice and influence of the
  Laureus World Sports Academy

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Summary of Recent Internal Review

• Revised process of project application funding
• Programme grants Strategic Partners
• 3-5 year partnerships more effective planning
• Organisational Assessment
• Organisational criteria scoring system
• Assessing and managing risk/capacity up front
• Reporting, monitoring capacity building
• Capturing the key learning impact ME
  capacity building etc
• Monitoring and mitigating risks
• Ensuring sustainability and an exit strategy

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Challenges for Laureus

• Building a more robust and credible assessment
  process
• Building consistency and minimum standards across
  the Laureus Network
• From Donor to Partner - developing stronger
  relationships with the projects and a greater
  understanding of their process, capacity and
  needs
• Building on existing expertise and knowledge and
  sharing good practice use of exemplar projects
• Understanding the impact of sport on development
  and what makes a project successful/effective
• Ensuring sustainability and decreasing dependence

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Organisational Criteria Categories

• Assessing the Quality of the Organisation/Programm
  e
• Core Principles
• Impact
• Local Context / Need
• Project Planning, Delivery Design
• Participation / Ownership
• Innovation Replication
• Partnerships
• Measuring Success
• Sustainability
• Organisational Capacity
• Financial Risk Assessment

• Laureus Fit
• Youth Participation
• Issue Area
• Organisational Credibility
• Potential to contribute to Laureus and the
  Network

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Building Strategic Partnerships

• To contribute to improving Sport Development
  practice and effective programming
• To build a network of key trainers and local
  experts to provide technical assistance and
  capacity building to other projects
• To establish a mentorship/training model with
  strategic partners to encourage quality delivery
  and income generation
• To increase the evidence base and credibility of
  using sport as a tool for social change as well
  as the understanding of the sufficient conditions
  required to make a project successful
• To build a network of different stakeholders
  including young leaders, trainers, coaches,
  academics and funders/corporates that encourages
  innovation, collaboration and continued learning

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Mathare Youth Sports Association (MYSA)

• To build a Centre of Excellence for sports and
  community leadership development
• Enhances the capacity and expertise within MYSA
• Offers opportunities for training and replication
• To capture 20 years of experience from MYSA and
  its leaders
• Developing a comprehensive training curriculum
  that offers a range of certified courses in key
  areas
• Capturing continued learning through the
  development of a more effective ME system
• A mentorship/training model established between
  MYSA and other partners
• In particular looking at areas of programme
  design, leadership, delivery and sustainability

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Key Challenges

• Working in isolation and lack of shared learning
• Sustainability different meaning to different
  stakeholders
• Reliance still on key individuals in
  organisations
• Being realistic about what you are trying to
  achieve
• Building genuine partnerships communication and
  constructive feedback
• Ensuring quality delivery on the ground
• What makes a good leader/facilitator?
• How are they selected? What training do they
  require? What training is sufficient?
• Being more open about challenges on the ground
  and an increased understanding of what doesnt
  work

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What next?

• Share expertise while maintaining intellectual
  capital
• Focus on organisational development
• Focus on leadership development and building
  good facilitators recognised accreditation in
  sports and community leadership
• Capitalise on existing expertise and building
  income generating opportunities

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What next?

• More research in the key areas both in external
  impact evaluation (promotion) ME capacity
  building (effective programming)
• Measuring and understanding the progression of
  participants
• Effective planning and on-going reflection -
  understanding what you are trying to achieve and
  how you are doing it
• More flexible funding

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Thank you for listening!