Overview of the benefits that can be gained through the work of Carrington House
The foundation of the work is drawn from sporting, social, and economic objectives contained in social policy papers including the Marmot Review – Fair Society, Healthy Lives, which investigates health outcomes and social inequality. The Sporting Future policy document, A New Strategy for an Active Nation developed objectives highlighted by the DCMS in conjunction with the Cabinet Office stating that the government will support physical activity initiatives that contribute to healthier communities.
‘At the heart of this new strategy sit
five simple but fundamental outcomes:
- physical health
- mental health
- individual development
- social and community development
- economic development
It is these outcomes that will define who we fund, what we fund and where our priorities lie in future.’
‘In delivering this Strategy we will change sport funding so it is no longer merely about
how many people take part, but rather how sport can have a meaningful and
measurable impact on improving people’s lives ‘
It has been government policy since the production of the Game Plan in 2002, which introduced a strategic direction leading to the successful delivery of the 2012 London Olympics, to utilise the benefits derived from sports participation.
Subsequent policy has focused more and more on the impact that physical activity has on the health and wellbeing of the nation with Sporting Future providing an evolving strategic direction.
Research by the Cabinet Office and the Department of Work and Pensions estimates the ‘notional benefits value’ accorded to volunteers, to be in the order of £70bn per year, which is equivalent to around five per cent of UK GDP.
CSO volunteers contribute significantly to this figure through a number of different themes; with the value to the local community enhanced when physical health and wellbeing is included. Not only do CSOs contribute to health and wellbeing but they also impact positively on Social Cohesion, Crime, Economic Growth and potentially, Employment and Education.
This is an internationally adopted approach as illustrated in the following statements:
The Australian policy paper (Australian Sports Commission, 2015) promotes the importance of sports participation for physical and mental health and underpins the wider case for sports participation:
‘ Sport also helps to build our confidence and self-esteem, and reduces our crime rates. It helps us to deliver stronger communities, bridges cultural boundaries and ……… Sport improves our academic lives and creates an environment where all are equal ‘.
The most recent policy document, Canadian Sport Policy 2012, recognises the positive impacts of sport on individuals, communities and societies. The policy suggests that sport can be a powerful agent of social change contributing to social objectives including: education and skill development; improved health and wellbeing; increased civic social engagement and cohesion.
The Canadian policy goal is for sport to be used as a tool for social and economic development, reflecting the stated outcomes of: A Sporting Future – the UK model.
“When investors ignore their own social responsibility and fail to recognise the powerful connection between company strategy, social purpose, and economic value, they are eroding the[ir] impact ………… as a vehicle for advancing society”.
What we offer
Carrington House provides an elegant solution to addressing social challenges in an innovative way by generating a scalable format that will satisfy the requirements of community, business partners and social investors.
A social enterprise accelerator programme (Coaching Communities) would underpin a sophisticated public-private partnership, generating the sustainable growth needed to develop community organisations while enhancing the business sector’s capacity to help deliver mutually beneficial Social Impact through Prof. Michael Porter’s (Harvard Business School) concept of Shared Value.
The purpose of this innovative approach to the development of community focuses on the social impact generated, by a sustainable health and wellbeing hub, operating as a social enterprise.
This strategic direction would continue to deliver the social benefits created, in line with the collective objectives of a strategic community partnership.
The by-product of this approach is that a CSO, combined with enhanced business sector and academic support, can collectively generate social and economic value. It also illustrates how a public private partnership can effectively address the social needs at the heart of community.
If you want to grow your organisation in a planned way, rather than relying on chasing grants each year then give us a call!