Collective Evaluation and Learning with Sport England
In 2021, Sport England launched a 10-year strategy called Uniting the Movement (UtM). It aims to transform lives and communities through sport and physical activity. Specifically, the strategy seeks to achieve four key outcomes:
- Increasing activity
- Decreasing inactivity
- Narrowing inequalities in sport and physical activity
- Improving the experience of children and young people
To achieve its ambitions, Sport England implemented a plan to provide long-term partnerships through a new investment model. In total, it has invested more than £550 million into 125 partners, in recognition of the important role these partners play in implementing UtM and influencing the sport and physical activity sector as a whole. The investment also acknowledges the strength of collaboration and the contribution working together as a system can make to tackling inequalities, supporting access to sport and physical activity and delivering opportunities to get active.
To help Sport England achieve its aims, as well as evaluate and learn about the changes contributing to the UtM outcomes, Sport England has commissioned a Collective Evaluation and Learning partner.
This is being delivered by a consortium of Ipsos UK, NPC (New Philanthropy Capital) and Sheffield Hallam’s Advanced Wellbeing Research Centre (AWRC) to work with Sport England to evaluate and learn from Sport England’s long-term partnership and investment.
In particular:
- Ipsos UK are leading the team and tracking and assessing the collective impact of this work.
- NPC are helping long-term partners improve their work – supporting them to continually review, reflect and change what they do and how they do it. Find out more here.
- Sheffield Hallam’s AWRC are the academic advisory partners for this work. Find our more here.
The work will run from 2023 to 2028 and involves a series of comprehensive workstreams focusing on process and impact evaluation, learning and knowledge exchange and capacity and capability building.
