Magic Bus Sport for Development Programme through Experiential Learning.
Project Street Address
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Project Province/State
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Project Country
Sport
Soccer
Year the initative began (yyyy)
2001
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Which of these barriers is the primary focus of your work?
Sport is trivialized
Which of the principles is the primary focus of your work?
Social cohesion
If you believe some other barrier or principle should be included in the mosaic, please describe it and how it would affect the positioning of your initiative in the mosaic:
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Name Your Project
Magic Bus Sport for Development Programme through Experiential Learning.
Describe Your Idea
What is your signature innovation, your new idea, in one sentence?
Empower the peers and youths to take ownership of their community and deliver Sport for Development programme and thus encourage positive changes.
Describe your innovation. What makes your idea unique and different than others doing work in the field?
From its inception in 1999 Magic Bus believed very strongly in the power of sport and outdoor learning and the need to offer children and youth adult role models who care for them and gave them the space to be a child.
Youth sport leadership is not widely known or practised in India. Magic Bus is one of the exceptions.
Over the last 8 years Magic Bus has developed a powerful methodology for using sport and play as a way of instilling personal and social values in children and youth, furthering their overall development
Magic Bus' first voyager programme was started this year for the youths who have graduated through our age based programme. Voyager Programme was conceived where a mentor/facilitator would act as a catalyst between a person and his/her aspirations, queries and confusion. While the voyager starts assuming new roles in life, the mentor attempts to guide him/her through this.
As a sport-in-development organisation Magic Bus provides wide-ranging opportunities for young people to take part in sport and to develop a sense of physical and social efficacy. However, among the general participants particular young people emerge who have special commitment and a certain leadership potential. Over the years Magic Bus has identified 30 such youths. Beginning this year Magic Bus has started a peer leader programme for these youths. This programme in addition to enabling these young people to develop further their sense of self-efficacy and self-esteem will also develop leadership and mentoring skills. In turn, this will produce relevant role models for the general participants in Magic Bus thereby increasing the effectiveness
What are the existing barriers, the biggest problem, your innovation is hoping to address/change?
Millions of children across India live in some of the most alarming conditions in the world. The pressures for survival are so intense that children have taken adult responsibilities of fending for themselves and their families. Many of the NGOs provide basic primary needs, health facilities and education for children and therefore channel their limited funds towards these priorities. Hence, the need to play, which is closest to a child’s heart and crucial in his/her formative years, is neglected.
Delivery Model: How do you implement your innovation and apply it to the challenge/problem you are addressing?
Magic Bus is developing an age specific and need-based curricula to enable scalability of the programme. The curriculum addresses vital sport and developmental skills of children.
The sport for development curriculum will aim at promoting child's right to play so that children start voicing their own issues at state, national and international levels, promote Gender equality, community taking more ownership of their own issues and programme and bridging the social divide.
Every child in the Magic Bus Programme gets a weekly sport session for 2 hours, a daytrip and a 3 days camp in a year.
Our Mentor to child ratio is 1:10, which helps in giving proper attention to all the children in a group.
How do you plan to grow your innovation?
The Magic Bus programme will become socially sustainable through empowering people in existing environments to deliver the Magic Bus curriculum:NGO teachers, Youth in communities, Peer leaders in Government Institutions, Government trained sport teachers in schools.
Magic Bus will grow and expand its outreach through a scaleable model of the programme by developing:An age-specific and need-based sports and development curricula for young people, a monitoring and evaluation tool for effective programme delivery and sustainable organizational development, a train the trainer course delivered at the Magic Bus Sport for Development Academy (to be built in 2009), capacities building models for revenue generation to create financial sustainability in all new projects, identifying and developing social change makers in youths.
Provide one sentence describing your impact/intended impact.
Empowering children and youth to discover and develop through sport
What impact has your innovation had to date/or what is your intended impact? Exactly who are the beneficiaries?
Magic Bus participants include street children, pavement dwellers’ children, slum dwellers’ children; children of migrant labourers and children of commercial sex workers’.
Magic Bus has the expertise of providing Sport for Development programmes to the children and youth from other NGO’s, Government run institutions, state schools and directly in the communities. Over the last 8 years Magic Bus has worked with over 40 NGOs. The first voyager group has emerged from the NGOs. The direct intervention programme in 2 of Mumbai’s largest and deprived slum areas has been highly successful. The scalability of Magic Bus “sport for development” programme looks very positive due to the emergence of peer leaders from this intervention.
The programme module is to have a cascading effect within the communities.
How many people have you served directly?
Over 18000 Children and youth in the past nine years
How many people have you served indirectly?
Many tens of thousands of children have been impacted by our train the trainer programme.
Please list any other measures reflective of the impact of your innovation?
Skills are assessed through tests in the beginning of the programme year and the children are given points. Same tests are utilised end of the year to assess the progress. It has been seen that as the skills develop children gain more confidence and take ownership.
9 to 10 youths from the programme have started sport for development in their communities. training of youths from other cities or communties in Magic Bus academy who will then deliver the programme in their communities.
What are the main barriers to creating or achieving your impact?
Community acceptance
Regularity in attending sessions
Lack of proper space
Play/Sports is not considered essential
Creating gender equity particiaption
This Entry is about (Issues)
How is your initiative financed (or how do you expect your initiative will be financed)?
Central to the success and implementation of Magic Bus’s plans, is creating financial sustainability. Magic Bus funding generation is broad-based and we focus on building internal mechanisms to create sustainability for the organisation. We get our financial support through Corporate partnerships, events, instituitionalised funding and revenue projects.
If known, provide information on your finances and organization.
Programme budget US$ 625,000
Revenue Generated for Programme US$625,000
Full time staff- 100
Part time - 5
Volunteer staff- 200
What is the potential demand for your innovation?
2.5 million children dwelling on the streets in slum in mumbai, estimated to 30 million at a national level
The potential demand of the innovation is National and International at present.
What are the main barriers to financial sustainability?
The main barriers to financial sustainability are:
Locally financially sustain the programmes at scale is a challenge. It is our vision that the local communities will own and pay, their own programmes
What is the origin of this innovation? Tell us your story.
Matthew Spacie , who was a member of a local rugby club took the initiative to encourage some youths from the nearby Streets and slums to form a team with a commitment to train them on a regular basis . Through sport he saw their lives transform.
In addition to the rugby, three times in a month, 50 children from 2 different ngo’s would go camping. This was the first time in their lives the children got an opportunity to come out of their surroundings and live overnight outside their homes. The youths from the rugby team would volunteer on each camp, creating the peer mentoring roots that exist today.
Soon after inception, Matthew hired a core group of individuals who have for the past 9 years have tried to creat an understanding of using sport as a development tool development
Please provide a personal bio. Note this may be used in Changemakers marketing material.
Matthew Spacie MBE, Founder and CEO: Matthew is 40 years of age and a UK citizen with “Person of Indian Origin” status in India. Following his graduation and a number of management positions in the UK, he was posted to India ten years later working as the Chief Operating Officer for Cox & Kings, then India’s largest travel company and later a founder of Cleartrip, South Asia’s largest online travel company. In February 1999 Matthew initiated Magic Bus working with children from the Akanksha Foundation. Having played international rugby for India, he used this as his platform to start the Magic Bus sport for development programme. Matthew’s experience at the helm of commercial organizations has given him extensive leadership and organizational skills required at Magic Bus.
How did you hear about this contest and what is your main incentive to participate? (this is confidential)
Kalpana of Ashoka
Affiliation (please list all that apply)
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