My initiative is designed for and delivered in London
Yes
I am 18 years of age or above, by the application deadline.
Yes
My organisation is a registered UK entity and has a London-based address.
Yes
My organisation is a non-profit (e.g. school, university, or local authority) — not a for-profit, which can only join as a partner.
Yes
If there is a for-profit organisation as a partner in my initiative, they work on a cost-recovery basis only.
Yes
My solution is implemented at scale, or if not, I have a clear business plan, a minimum viable solution (prototype, pilot, or proof of concept), evidence of access to a lease for the space you are leveraging, and evidence of work or impact in London within your coalition.
Yes
I am aware that, if I am submitting more than one application to a Challenge run by Ashoka and Go! London, only one of them is able to progress through the stages.
Yes
Are you an employee (and their children and grandchildren) of Ashoka or any of its respective affiliates and participating advertising and promotion agencies?
No
I have read and accepted the Challenge Terms & Conditions.
Yes
First Name
Ash
Last Name
Rahman
Pronouns
He/Him
Email address
I would like to receive notifications and updates about Go London!, Ashoka, Ashoka Changemakers, and other Ashoka opportunities.
1
Are you an Ashoka Fellow?
No
Are you applying from an organization founded by an Ashoka Fellow?
No
If you are applying from an organization founded by an Ashoka Fellow, please specify the name and organisation of the fellow below.
Lead Organisation Name
Pro Touch SA CIC
Year that you started/ registered your organisation
2006
Initiative Title
“Active Spaces for All: Reimagining Sport & Play in Camden & Westminster”
My initiative is designed for and delivered in London
1
Website URL(s) or Social Media Handles
https://www.protouchsa.co.uk plus @protouchsa = Facebook, X, SnapChat, TikTok, LinkedIn
Initiative Stage
Established (You’ve successfully passed early phases and have a plan for the future. Your venture has been in existence for 6 years and above)
Sectors/Themes: What topic does your project most directly relate to?
Children & Youth
Initiative Summary: Describe your initiative in one sentence
Pro Touch SA CIC proposes Active Spaces for All — a community-co-designed initiative that transforms under-utilised and structurally barred outdoor and indoor spaces into welcoming, inclusive, and youth-centred environments for sport and physical activity across Camden and Westminster (London). Our approach combines youth co-design, strategic partnerships with landowners (councils, schools), and targeted accessibility enhancements to ensure the spaces meet the aspirations of young people facing inequality in physical activity access. Impact: more equitable access to safe spaces, higher participation from disadvantaged young people, stronger community relationships, and sustainable shared-use frameworks.
The Problem: What problem are you helping to solve and who will benefit the most from your solution? How close are you to the problem and/or community impacted?
Young people in Camden, Westminster and neighbouring boroughs face unequal access to safe, inclusive and culturally relevant spaces for sport and play. This disproportionately affects those from low-income households, BAME communities and young people with SEND. Despite living in inner London, many young people do not have consistent access to spaces where they can move freely, feel welcome and simply “play”. Local parks and sports facilities are often over-subscribed, under-resourced, or prioritised for formal, fee-paying clubs. Informal spaces on housing estates or school grounds are frequently locked after hours, poorly maintained or not designed with inclusion in mind. For families facing financial hardship, the rising costs of club membership, travel and equipment create further barriers. The result is that the young people who would benefit most from regular physical activity are the least able to access it. Through over two decades of grassroots delivery, Pro Touch SA CIC works directly with hundreds of children and young people every week. We see first-hand that demand far outweighs available, affordable hours for informal sport. Sessions fill instantly. Waiting lists grow. Young people tell us they want safe places to be active close to home, especially girls and SEND participants who often feel excluded from traditional settings. We are deeply embedded in the community — founded by local residents and staffed by coaches who grew up in these boroughs. Many of our team share the lived experiences of the young people we serve. Solving this problem matters because access to safe play is not a luxury; it is fundamental to physical health, mental wellbeing, social connection and positive life pathways.
Your approach: How are you/ will you addressing the problem outlined above? How does your solution unlock or reimagine access to spaces for sport and physical activity? What role do landowners, local authorities, or other decision-making stakeholders play in your approach? We'd love to know about the origin of your idea, and what was your "aha" moment" that led you to take action?
Our approach is to unlock and reimagine under-used spaces by shifting from a “hire and deliver” model to a co-designed, shared-access model rooted in community voice and partnership. Our idea was sparked by a simple but powerful “aha” moment: while our sessions were oversubscribed with long waiting lists, we could physically see locked school playgrounds, empty estate courts and under-used parks sitting idle nearby. The issue was not always a lack of space — it was a lack of coordination, trust, and inclusive design. We address this by working at three levels: 1. Youth Co-Design & Activation Through Youth Advisory Panels (ages 8–25), young people shape how spaces should look, feel and function. They influence programming (e.g. girls-only sessions, SEND-friendly formats, informal street sport), layout ideas, and community rules to ensure spaces feel safe and welcoming. 2. Partnership & Shared-Use Agreements We collaborate with landowners, schools, housing associations, parks teams and local authorities to unlock spaces outside traditional hours. Rather than competing for slots, we build relationships and formal shared-use frameworks that reduce risk concerns and demonstrate community benefit. Local authorities play a critical role in brokering access, aligning with health and inequality strategies, and supporting sustainable agreements. 3. Community-Led Design & Stewardship We host workshops with families and residents to ensure cultural relevance, gender inclusion and disability access are embedded from the start. Our trained volunteer coaches and young referees act as on-site activators and mentors, increasing safety, ownership and long-term viability. By strengthening trust between communities and decision-makers, we remove structural barriers —
Collaboration with young people and the community: In what ways does your initiative engage young people and community members closest to the problem? What role do they play in building the solution you deliver?
Young people and community members are not just participants in our initiative — they are co-creators and leaders within it. We engage those closest to the problem through structured and informal mechanisms. Our *Youth Advisory Panels (ages 8–25) meet regularly to shape decisions about location, timing, format and rules of engagement for sessions. For example, young people have directly influenced the introduction of girls-only spaces, flexible “turn up and play” formats instead of rigid league structures, and quieter adapted sessions for SEND participants. Before activating any space, we run community listening workshops with young people, parents, carers and local residents. These sessions explore safety concerns, cultural preferences, accessibility needs and barriers such as cost or transport. Feedback has led to practical changes such as adjusting session times around prayer and school hours, simplifying registration processes, and ensuring female coaches are present to encourage girls’ participation. Young people also play delivery roles. We train local teenagers as peer mentors, referees and junior coaches, providing accredited qualifications in safeguarding and first aid. They help design session formats, support younger participants, and act as ambassadors within their estates and schools. This peer-led model increases trust, relatability and sustained engagement. Parents and residents contribute through volunteering and informal stewardship of spaces, helping to maintain positive relationships with landowners and neighbours. By embedding lived experience at every stage — design, activation and evaluation — we ensure the solution reflects real community needs rather than assumptions. This builds ownership, relevance and long-term sustainability
Potential for/Evidence of Impact: How do you imagine your initiative will make a difference in unlocking spaces for and access to physical activity and sport so far? If you have already implemented it, what difference have you made so far? What is the impact your initiative has had , and or what impact do you envision having in the future?
Our initiative has already begun to demonstrate tangible impact in unlocking spaces and increasing access to sport and physical activity for young people in Camden, Westminster and neighbouring boroughs. Through our work with under‑utilised schoolyards, estate courts, and local parks, we have transformed idle spaces into vibrant hubs of activity. Over the past year, *more than 1500 young people* aged 7–25 have participated in free, youth-led sessions, including informal football, street sport, and SEND-friendly play, with participation growing week-on-week. By co-designing spaces with young people and local residents, we have increased *inclusive participation*, particularly among girls, SEND participants, and children from low-income and BAME backgrounds. Youth Advisory Panels have guided programming decisions, resulting in sessions that feel safe, culturally relevant, and flexible to meet community needs. Peer mentors and trained young referees have not only supported delivery but developed leadership and employability skills, creating a ripple effect that strengthens local networks and community cohesion. Our approach also provides a *credible, measurable path to longer-term impact*: * Short-term outputs: 3 pilot sites activated, 500+ participants engaged, 20+ trained youth mentors. * Medium-term outcomes: Sustained use of previously idle spaces, increased informal play opportunities, stronger partnerships with local authorities and landowners. * Long-term impact: Development of a replicable toolkit for shared-use agreements and community-led space activation, increased physical activity and wellbeing, reduced social isolation, and strengthened life skills among young people.
Innovation: What is different about your initiative compared to other solutions that are already out there? How is your approach original and innovative?
What sets our initiative apart is that it does not simply provide scheduled sports sessions in existing facilities — it reimagines spaces, structures, and power dynamics to make sport and play truly accessible to those who are often excluded. While many programmes focus on formal clubs or after-school activities, our approach unlocks under-used, overlooked spaces — such as school playgrounds after hours, estate courts, and quiet corners of local parks — transforming them into *community-owned hubs* shaped by the young people themselves. Our innovation lies in *co-design and shared ownership*. Youth Advisory Panels, peer mentors, parents, and local residents are involved in every stage, from planning and design to activation and evaluation. This is not tokenistic consultation; young people literally guide how spaces are used, which activities run, and what adaptations are necessary to make them inclusive for girls, SEND participants, and BAME communities. We also *bridge structural gaps* that prevent access. By negotiating shared-use agreements with landowners, councils, and housing associations, we ensure that spaces are safe, affordable, and consistently available — tackling barriers like cost, restrictive opening hours, and under-prioritisation of informal play. Additionally, our model combines *youth-led activation with skill development*, training young referees, peer mentors, and junior coaches to manage sessions themselves. This not only ensures sessions are relevant and relatable, but also develops leadership, employability, and social cohesion within the community — an innovation in creating *social impact alongside physical activity*. In essence, our approach is original because it addresses the root problem — lack of accessible, inclusive spaces.
Viability and Scalability: How are you setting your initiative up for success, and what is your plan to ensure operational sustainability of your solution and its impact? What are your ideas for scaling your initiative to the next level?
We are setting our initiative up for success by combining *proven delivery experience, strong community partnerships, and a clear operational framework*. Pro Touch SA CIC has over 20 years of experience delivering sport and play programmes across Camden, Westminster, and neighbouring boroughs, giving us deep insight into what works for young people and communities. We have established relationships with schools, housing estates, local authorities, and parks management, which allows us to secure access to under-used spaces and co-create sustainable shared-use agreements. Operationally, we embed sustainability from the start: youth co-design ensures that spaces and sessions meet actual community needs, increasing long-term engagement; training young referees, peer mentors, and junior coaches builds local capacity to run sessions with minimal ongoing staffing costs; and our volunteer network supports delivery while fostering community ownership. We track participation, wellbeing outcomes, and community feedback to continuously refine our approach, ensuring resources are used efficiently and impact is maximised. To scale our initiative, we plan to develop a *replicable toolkit and framework* for activating under-used spaces, including guidance on shared-use agreements, youth co-design methods, inclusive programming, and volunteer training. This will allow other boroughs and organisations to adopt the model, extending access to physical activity for more young people. We also aim to expand the number of spaces and participants within Camden and Westminster, leveraging partnerships with additional schools, housing associations, and council sites. Further funding, in-kind support from local authorities, and collaboration with health and wellbeing programmes groups.
Roles and Responsibilities: Describe how responsibilities are shared among your team or partners.
Our initiative is delivered through a *collaborative, clearly defined team structure* that balances expertise, lived experience, and community engagement. *Pro Touch SA CIC Leadership & Core Team* – Led by our founders Ash Rahman, Christian Franco, Mus Turay and the core team oversees strategic planning, partnership management, funding, and monitoring impact. They coordinate with local authorities and landowners to secure space access and shared-use agreements, ensuring compliance and long-term sustainability. *Youth Advisory Panels (ages 8–25) – These young people co-design sessions, influence space adaptations, and provide ongoing feedback on programming. They act as ambassadors for the initiative, helping recruit peers and maintain a voice of lived experience at every stage. *Volunteer Coaches & Peer Mentors – Our trained coaches deliver the sports and play sessions, while peer mentors support younger participants, manage informal play, and help lead youth-led activities. Many of these mentors are local young people who have gone through Pro Touch programmes themselves, creating relatable role models. *Local Authority & Landowner Partners – Schools, housing associations, and parks management teams provide access to spaces, advise on safety and operational compliance, and help facilitate scheduling. Their input is crucial in unlocking under-used areas and ensuring sessions integrate with wider community planning. *Parents and Community Members – They support session delivery, outreach, and informal stewardship of spaces, ensuring community buy-in, safety, and cultural relevance. Each partner has *distinct, complementary responsibilities*, but all contribute to a shared vision: creating inclusive, accessible, youth-centred spaces. This distributed model ensures sustainability, accountability, and community ownership, while empowering young people to play an active role in shaping and running the initiative.
Upcoming Milestones: Please provide an overview of the milestones that are required for your initiative to come to fruition/to grow.
Our initiative will progress through *three key phases*, each with defined milestones to ensure successful delivery and growth: Phase 1 – Planning & Partnership Development (Months 1–3) * Identify under-used spaces across Camden and Westminster through community mapping and consultations. * Formalise shared-use agreements with schools, housing associations, and parks management. * Recruit and onboard Youth Advisory Panel members and community volunteers. * Conduct initial community workshops to co-design session formats and space adaptations. Phase 2 – Activation & Early Delivery (Months 4–9) * Implement the first pilot sessions in three selected sites, delivering inclusive sport and play programmes for 500+ young people. * Train young peer mentors and trainee coaches to support session delivery and develop leadership skills. * Monitor participation, gather feedback from young people, parents, and partners, and adjust programming accordingly. * Promote sessions through local networks to ensure equitable access, particularly for girls, SEND participants, and BAME communities. Phase 3 – Evaluation, Iteration & Scaling (Months 10–18) * Conduct a formal evaluation of participation, wellbeing outcomes, and space usage. * Refine delivery model based on evidence and community feedback. * Expand to additional spaces within the boroughs and increase participant numbers to 1,500+ young people annually. * Develop a replicable toolkit for shared-use agreements, youth co-design, and community-led activation to enable replication in other London boroughs. These milestones provide a *clear roadmap from concept to scale*, embedding youth voice, community ownership, and operational sustainability while maximising long-term impact and inclusivity.
Capacity-Building Participation and Support Funding: If you were to make it as a finalist, you will be required to participate in an 8-week capacity building programme. If funding/ cost is a barrier to your participation, we may be able to offer up to 10,000 GBP of grant money available to support you. Please break down below, if it is the case, what costs you would incur and you would need covered. (Please note that there are restrictions on how the grant money may be used; please refer to the T&Cs for further details.
If selected as a finalist, participation in the 8-week capacity-building programme would require funding to *cover additional staff time, travel, and community engagement costs* to ensure full and effective participation. Specifically, costs include: * Staff Time & Backfill: £4,500 – To cover the time of key team members (project lead, operations manager, and youth engagement coordinator) attending sessions, workshops, and mentoring calls, while maintaining delivery of ongoing community programmes. * Travel & Transport: £1,500 – Travel within London for team members and occasional young people or volunteers attending sessions. * Community Engagement & Materials: £2,000 – Costs for hosting workshops, producing co-design materials, and providing refreshments or small incentives for young participants. * Administrative & Miscellaneous: £2,000 – Additional administrative support, printing, and communications needed to integrate learnings from the programme and maintain regular stakeholder updates. This totals £10,000, which would ensure the Pro Touch SA CIC team can fully participate in the capacity-building programme without disrupting our ongoing community delivery. Access to this support would enable us to apply the programme learnings directly to scale our initiative, strengthen partnerships, and enhance our impact for young people and communities.
