SPORTING PROGRESS. A new strategy for the EFL Trust. The official charity of EFL

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1 SPORTING PROGRESS A new strategy for the EFL Trust The official charity of EFL

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3 A new season, a new name and a new strategy for our organisation. After nine remarkable years as The Football League Trust, using the power of sport to influence the lives of millions of people we look forward to the future with a renewed enthusiasm and purpose as the EFL Trust the Official Charity of the EFL. We remain committed to developing outstanding provision in sport, education, health and community engagement with the 72 clubs of the EFL that has real impact in communities across the country. FOREWORD FROM MIKE EVANS, EFL TRUST, DIRECTOR OF OPERATIONS We are privileged to work with the national network of EFL clubs and their charity based community trusts, each of which utilise the unique position they hold in the heart of their local community to deliver a huge range of outstanding projects for the betterment of their local community. Our role at the EFL Trust, as outlined in this document, is to support this network in a number of different ways, helping them to become best in class at what they do, through to ensuring their work is recognised at the highest levels within Government with the ultimate aim of enabling them to use the extraordinary power of sport to make a positive impact on society in as many areas as possible. We are delighted that the DCMS and Sport England have made recent strategy announcements that focus on the wider benefits of sport and physical activity, something the EFL Trust passionately believes in and has long campaigned for. We would like to thank all of our many stakeholders who have helped us to shape our strategy, in particular The PFA, The Premier League, The FA and EFL without whose support none of this would be possible. Supported by

4 ASPIRATION COMMUNITY CORE VALUES PROGRESS The EFL Trust is the official charity of the EFL (English Football League). One of the UK s largest and well respected sports charities, EFL Trust uses the power of sport, in particular football, to deliver a wide range of community initiatives focusing on raising aspirations and improving the quality of life for people within the communities of the EFL s 72 clubs. Launched at the start of the 2016/17 season, the inception of the EFL and the EFL Trust marks a new era in English football as The Football League is renamed for the first time since its creation in CREDIBILITY At the heart of the EFL family s new identity are four core values of aspiration, credibility, progress and most importantly community. These values acknowledge that the strength of the EFL brand lies in the diverse football experience it provides. Both the EFL and EFL Trust combine to offer high profile competitions, a fanbase of millions, a rich heritage, business innovation, leadership and governance, and a network of seventy two clubs and their community trusts uniting the local communities to which they are wedded.

5 With seventy two EFL club community trusts in its network the EFL Trust provides leadership, structure and a collective identity to programmes of varying size and structure. The EFL Trust and its network of EFL club community trusts tackles society s greater goals by inspiring people through powerful projects built upon a foundation of our four key themes: sport, education, health and community engagement. THE EFL TRUST NETWORK The community trust s network has a combined annual turnover of over 44 million, employing 2,500 members of staff, including teachers, coaches and professional health workers. Based in the heart of their communities the Trusts use their magnetism combined with their club badge and heritage to connect with people many other organisations struggle to engage.

6 TO PROMOTE A POSITIVE PERCEPTION OF THE EFL AND CLUB BRAND Positively communicating the brand narrative of A Football Experience for Everyone. Showcasing the brand values that underpin this narrative. Ensuring the visual identities of the EFL, Club and Community Trust are consistent and fit for purpose. Introducing innovative activities that position the EFL, Club and Community Trust as dynamic organisations. who break new ground for the benefit of its stakeholders. SHARED AIMS: EFL & EFL TRUST TO RETAIN AND SUPPORT A GROWING AUDIENCE FOR EFL AND CLUBS Focus on broadening the demographic of our fan base, especially children and young adults. Be innovative in reaching out to a broader section of the community. Provide increased opportunities for fans to engage with their Clubs and Community Trusts.

7 EFL EFL TRUST EFL Clubs 72 professional clubs EFL Club Trusts 72 community trusts HOW EFL CLUBS AND THEIR TRUSTS BENEFIT THEIR COMMUNITIES At the heart of their communities Positive about CSR for business and the community Using the power of the club badge to positively impact the community Promoting the club through sport, health, education and positive citizenship

8 SHARED AIMS: THE GOVERNMENT AND THE EFL TRUST In December 2015, the Government s publication of Sporting Future: A New Strategy for an Active Nation precipitated a detailed review of EFL Trust s current strategy and operations with a view to being relevant and fit for purpose in a new and challenging sports environment.

9 SPORTING comprehensive PROGRESS A new provision strategy for the EFL Trust This review has involved comprehensive consultations with key partners and stakeholders, the outcome of which is a new three year EFL Trust Strategy Sporting Progress detailed below. The strategy takes into account the five simple but fundamental outcomes that sit at the heart of the government strategy. In terms of the current context the existing provision from the EFL Trust and its EFL club community trusts in relation to these five outcomes is: PHYSICAL HEALTH Primary schools multi sports teaching, Move and Learn programme, healthy lifestyles curriculum support, Kid s Cup, Girls Cup and Futsal Cup for boys and girls, Female Football Development (FFD), pathways for participation and progression, Walking Football (for 50 years and over). MENTAL HEALTH A range of health awareness programmes for young people and adults to improve the participants well-being, communication skills and selfconfidence. INDIVIDUAL DEVELOPMENT Numeracy and literacy programmes in primary schools, persons with disabilities, clubs hosting Pupil Referral Units, volunteering opportunities, BTEC sports and leadership qualifications, Traineeships, Apprenticeships, and Employability courses, Community Coaching Foundation Degree and Open University Degree programmes. SOCIAL AND COMMUNITY DEVELOPMENT National Citizen Service (NCS), volunteering for social action and inter-generational projects, delivering sport and qualifications within the Youth and Criminal Justice systems, using sport as a tool to fight anti- social behaviour and crime at a local level. ECONOMIC DEVELOPMENT Workforce development within the community sports sector, local authorities, LEP and ESF commissioned programmes and projects with commercial partners.

10 A new strategy for the EFL Trust ( ) SPORTING PROGRESS This strategy aims to outline the drive and ambition of the EFL Trust and its network of EFL club community trusts and give coherence to the strategic direction of all of those organisations. It has been drafted through consultations with internal and external stakeholders and incorporates full consideration of the Government strategy Sporting Futures and the pursuit of a broader engagement in sport and physical activity.

11 EFL Trust Vision and Mission VISION EFL Trust recognised as a national leader in developing provision for sport, education, health and community engagement. MISSION To advise, support and resource the network of community trusts of EFL clubs in the development of their community provision and represent their best interests to key stakeholders. EFL Trust Values and Culture Our culture is one of: Quality, Advocacy, Collaboration, Integrity and Solidarity Our values are: COMMUNITY We believe that through supporting our network we can increase inclusivity and make a positive contribution to the communities of the EFL s 72 clubs and beyond. PROGRESS We believe that with increased partnership, learning and participation we can increase the sustainability of the EFL clubs as hubs of their communities. ASPIRATION EFL TRUST CULTURE AND VALUES We believe that using the power of football, EFL clubs and professional players as role models that we can raise aspirations in the 72 communities of the EFL clubs and help those communities realise their full potential. CREDIBILITY We will strive for the highest corporate standards in governance and gain approval from stakeholders through accountability, transparency and progress.

12 EFL Trust Strategic Areas and Objectives To fulfill our role as the official charity of EFL and our mission of advising, supporting and resourcing the 72 EFL club community trusts and representing their best interests on a national scale the following six strategic objectives will define our work programmes over the next three years: STAKEHOLDER RELATIONSHIPS To champion the work of EFL Trust and the 72 EFL club community trusts to stakeholders and other key decision makers. ORGANISATIONAL DEVELOPMENT To develop the capability of the 72 EFL club community trusts to the highest corporate standards. BUSINESS DEVELOPMENT To grow funded and other programmes through existing and new partnerships. MARKETING AND PROMOTION To promote and connect the work of the 72 EFL club community trusts to all relevant audiences. INSIGHT AND IMPACT To be evidence based in making decisions. PROGRAMME DELIVERY To resource and support the 72 EFL club community trusts in the delivery of their programmes.

13 To champion the work of the EFL Trust and the 72 EFL club community trusts to stakeholders and other key decision makers. THE OUTCOMES WE WANT TO SEE: A greater recognition of the work of EFL Trust and the 72 EFL club community trusts with EFL clubs, policy makers and funders. EFL Trust increasing its ability to deliver on its plans through collaboration and partnerships. THE STRATEGIES WE ARE GOING TO USE: Produce a three year Strategic Plan with an annual review. Promote the work of EFL Trust and the 72 EFL club community trusts at every opportunity. WHAT WE ARE GOING TO DO Demonstrate the value of what the 72 EFL club community trusts do. Seek national and regional platforms to outline our strategy and progress. Provide and deliver staff and trustee training. Organise regular meetings and a National Conference for the 72 EFL club community trusts. STAKEHOLDER RELATIONSHIPS

14 To develop the capability of EFL Trust and the 72 EFL club community trusts to the highest corporate standards. ORGANISATIONAL DEVELOPMENT THE OUTCOMES WE WANT TO SEE: EFL Trust and the 72 EFL club community trusts regarded as widely trusted, transparent and accountable organisations. A culture of continuous improvement in EFL Trust and its 72 EFL club community trusts. THE STRATEGIES WE ARE GOING TO USE Provide services that are relevant to the 72 EFL club community trusts. Improve governance and financial procedures. WHAT WE ARE GOING TO DO Manage and develop an annual governance audit for EFL Trust and its 72 EFL club community trusts. Increase the financial independence of EFL Trust and its 72 EFL clubs and their club community trusts. Provide and deliver staff, trustee and managers training. Support the production of strategic plans for the 72 EFL club community trusts. Continuously review performance, policies and procedures.

15 To grow funded and other programmes through existing and new partnerships. THE OUTCOMES WE WANT TO SEE: To increase the sustainability of the EFL Trust and its 72 EFL club community trusts. Ensure the EFL Trust and its 72 EFL community trusts are proactive in their communities and regions. THE STRATEGIES WE ARE GOING TO USE Seek more new business opportunities that align with our Vision and Mission. Provide support for the 72 EFL club community trusts in developing new business in their community. BUSINESS DEVELOPMENT WHAT WE ARE GOING TO DO Meet our revenue targets for each of the next three years. Generate new programmes for the 72 EFL club community trusts. Develop the future workforce of the 72 EFL club community trusts and the wider sports industry. Develop our 72 EFL club community trusts capacity to work with strategic partners.

16 To promote and connect the work of EFL Trust and the 72 EFL club community trusts to all relevant audiences. THE OUTCOMES WE WANT TO SEE: An EFL Trust marketing and brand strategy that is shared by the 72 EFL club community trusts and stakeholders. EFL Trust providing a national media platform for all Trusts to utilise. THE STRATEGIES WE ARE GOING TO USE Align our activity with that of the 72 EFL club community trusts and stakeholders. MARKETING AND PROMOTION WHAT WE ARE GOING TO DO Develop a bespoke approach that reflects our vision, mission and target audiences. Define our brand values and messages. Determine and utilise our unique selling points. Utilise EFL Trust social media as a hub for all 72 EFL clubs community trust activity. Increase the positive media profile of EFL clubs community trust engagement in their communities.

17 To be evidence based in making decisions THE OUTCOMES WE WANT TO SEE: Programme design and delivery informed through research of current practice. EFL Trust and the 72 EFL club community trusts with the capacity to measure the impact of its activities. THE STRATEGIES WE ARE GOING TO USE Collate up to date information on all programmes being delivered in the 72 EFL club community trusts. Gather feedback on 72 EFL club community trusts ability to deliver on its plans. INSIGHT AND IMPACT WHAT WE ARE GOING TO DO Identify the data requirements of projects at the inception of contracts. Strengthen reporting functions for existing EFL Trust projects. Develop methods to measure the social impact of EFL Trust and the 72 EFL club community trusts.

18 To resource and support the 72 EFL club community trusts in the delivery of their programmes. THE OUTCOMES WE WANT TO SEE: Pathways for participation and progression that meet community needs. Inclusive and quality delivery across the 72 EFL club community trusts. THE STRATEGIES WE ARE GOING TO USE Draw on government, European and discretionary funding to meet the identified needs of our Trust s communities. Develop robust self-assessment and improvement processes to enhance the participants experience on all programmes. PROGRAMME DELIVERY WHAT WE ARE GOING TO DO Establish programmes which enhance employment opportunities, encourage community engagement and support Government priorities. Encourage innovation and share best practice throughout the 72 EFL club community trusts.

19 In an environment where transparency and accountability are paramount, and scarce resources mean we have to make every action count, it is important that we monitor and evaluate our progress and communicate it to all internal and external stakeholders. The evidence of sport s impact on physical and mental health, building social capital, educational attainment, employability and economic growth is well established. The Government Strategy has clearly referenced this positive influence in society, and has also emphasised that social impact will be at the heart of measuring sport s contribution in the future. MEASURING OUR PROGRESS EFL Trust will use key performance indicators and annual targets to measure its progress against The Outcomes We Want To See detailed in its Strategy. For those outcomes that are less tangible such as those specified in the Government Strategy - mental wellbeing, individual development and social and community development, we will take guidance from Sport England s work on the best way to include measures of subjective wellbeing, perceived self-efficacy and levels of social trust.

20 NATIONAL DELIVERY, LOCAL IMPACT OUR 72 EFL CLUB COMMUNITY TRUSTS Supported efltrust.com