Published on January 14, 2009
Slide 1: Lessons Learnt So Far: Projects and Partnerships Pippa Satchwell International Development Manager What is Laureus? : What is Laureus? Laureus Sports Awards Laureus World Sports Academy Laureus Sport for Good Foundation What is Laureus Sport for Good? : What is Laureus Sport for Good? 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 “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 Facts on Laureus : 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 Strategy – Key Points : 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 & M&E (reflective learning) To increase the voice and influence of the Laureus World Sports Academy Summary of Recent Internal Review : 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 – M&E capacity building etc Monitoring and mitigating risks Ensuring sustainability and an exit strategy Challenges for Laureus : 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 Organisational Criteria Categories : Organisational Criteria Categories Assessing the Quality of the Organisation/Programme: 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 Building Strategic Partnerships : 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 Mathare Youth Sports Association (MYSA) : 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 M&E system A mentorship/training model established between MYSA and other partners In particular looking at areas of programme design, leadership, delivery and sustainability Key Challenges : 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 doesn’t work What next? : 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 What next? : What next? More research in the key areas – both in external impact evaluation (promotion) & M&E 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 Slide 14: Thank you for listening!