Harnessing the power and platform of sport on society - including that of the organisation, its sport, its athletes and events.
So much of sport’s role is to power positive change for people, and we know this is increasingly important to athletes, fans and brands. It is vital that this is connected to an organisation’s strategy and purpose, athletes and major events (where appropriate), and the wider sport. To drive this, social impact activity should be outcome-led, informed by the needs of the communities that it serves and monitored and evaluated to enable continued learning and development, as well as being proportionate and sufficiently resourced.
- The level of understanding of the role of the organisation and its sport in addressing social issues and contributing to positive change.
- The level of clarity of approach to social impact being taken by the organisation to harness its assets and the outcomes it is seeking to achieve, including the logic underpinning this and the ability to tell a compelling story of impact.
- The connectivity of any social impact activity with the organisational strategy, its athletes, any major events being hosted in the UK, and key stakeholders within the sport.
- The extent to which the organisation is able to identify proportionate and sufficient resource (staffing and financial) to deliver against its intended social impact objectives/outcomes.
- The extent to which the organisation is able to identify and form effective partnerships (commercial and otherwise) that support them in driving positive change.
- The extent to which the activity being undertaken is monitored and evaluated, how learnings are identified and any resultant adaptations.