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
Shaun
Last Name
Scanlon
Pronouns
He/Him
Email address
I would like to receive notifications and updates about Go London!, Ashoka, Ashoka Changemakers, and other Ashoka opportunities.
0
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
Waltham Forest Community Hub
Year that you started/ registered your organisation
2005
Initiative Title
placeholder
My initiative is designed for and delivered in London
1
Website URL(s) or Social Media Handles
https://www.wfchub.org, IG: @wfcommhub, X: @wfchub, YouTube: Walthamstow Online
Initiative Stage
Pilot-Stage (The first activities have happened, and you have proof of concept)
Sectors/Themes: What topic does your project most directly relate to?
Civic Engagement
Initiative Summary: Describe your initiative in one sentence
Building on the success of a pilot scheme, we will turn underused estate space in Waltham Forest into a community-owned MUGA that increases participation in sport, strengthens cohesion, and reduces anti-social behaviour, creating a model that can be replicated across London’s estates.
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 on estates like Aldriche Way face limited access to safe, structured spaces for sport, play, and social development. While official crime rates in the area are moderate, persistent anti-social behaviour (≈23 incidents per 1,000 residents, 8/10 severity) and low-level drug activity suppress resident use of communal spaces. Much of this goes unreported due to fear of retaliation, reducing confidence in public spaces and limiting youth engagement. At Aldriche Way, our Community Room attracts around 10 participants per weekly session, a significant number of local young people in an area of low engagement, while similar Waltham Forest estates also show high inactivity among children and young people (38% inactive), demonstrating a borough-wide need. We have a long-standing presence in the borough and on this estate, having developed the Community Room and established the Residents Association, which has helped build trust and understanding across different groups. Our work is informed by years of experience at Priory Court, where a Multi-Use Games Area (MUGA) became a platform for engagement, wellbeing, and community cohesion. The Council has expressed formal support for our work at Aldriche Way, recognising our track record in delivering inclusive, community-led sport and play initiatives and endorsing our approach to co-designing a MUGA with residents and young people. This matters to us because key project staff live in the borough and have been building trust in Aldriche Way over years. This project addresses systemic challenges faced both on the estate and across the borough, with the potential to increase activity, reduce incidents of ASB, and create lasting, resident-led improvements to public spaces.
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 combines co-design, structured activity, and resident-led stewardship to unlock the potential of Aldriche Way as a safe, accessible sports space. Our “aha moment” came at Priory Court Estate, where we discovered that the MUGA was far more than just a space for sport—it was the single most effective tool for engaging young people, building trust, and preventing anti-social behaviour. The MUGA provided a visible, structured, and safe environment where relationships could be built, mentoring delivered, and early intervention achieved. This insight fundamentally reshaped our approach: rather than focusing solely on programmes, we realised that creating and managing inclusive physical spaces could transform the dynamics of an entire estate. Building on that learning, the Council invited us to Aldriche Way to replicate and adapt this model. We are working with the Residents Association and young people to co-design a MUGA that meets local needs, combining accessible sport and play, structured facilitated sessions, and community stewardship. Safety is enhanced through lighting, visibility, durable materials, and trained staff, while stewardship ensures all residents—including families and those involved in anti-social behaviour—are engaged in shaping use and expectations. The Council has confirmed formal support for this approach, enabling access to the estate. This approach is designed to be scalable and learning will be codified into an open-source toolkit. The initiative is rooted in what we know actually works: physical spaces combined with trust, co-design, and consistent facilitation can drive sustained social change.
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?
Central to our initiative is placing young people and the wider community at the heart of the design, delivery, and stewardship of the MUGA. At Aldriche Way, we work closely with the Residents Association and young people of all ages to co-design the space, using workshops, open consultation sessions, and door-to-door engagement. This ensures that different age groups and social networks have a voice in shaping activities, facilities, and programming. All young people involved help decide the layout, activities, and facilitation approach, ensuring the MUGA is welcoming, inclusive, and relevant to their interests. This mirrors the successful Priory Court model, where youth-led input drove strong engagement, sustained attendance, and created a sense of ownership. We actively engage all residents, including families and those involved in anti-social behaviour. Instead of relying on enforcement—which can escalate tensions—we build trust, communication, and shared responsibility. Residents participate in guidance, decision-making, and optional training in safeguarding and conflict de-escalation. By involving everyone, we reduce exclusion, prevent conflicts, and create collective ownership, ensuring the MUGA remains accessible and valued by the entire community. This approach has already proven effective at the Aldriche Way Community Room, where engagement and co-design have prevented vandalism despite valuable equipment being present. Through this co-designed, resident-led approach, the MUGA becomes a community hub where young people, families, and residents collectively contribute to safety, inclusivity, and wellbeing.
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 delivers measurable social, behavioural, and community impacts through the creation of MUGA-led, resident-owned spaces. At Priory Court, structured MUGA sessions engaged 42 new young people each year, generating 607 attendances per year since 2021. These sessions were the cornerstone of a programme that reduced anti-social behaviour, provided early intervention, and improved relationships between young people, residents, and authorities. On average, each participant attended 14 sessions, demonstrating sustained engagement and the MUGA’s effectiveness as a trusted hub for youth development. Prior to COVID, this figure was greater, with an average of 36 sessions attended, and up to 2600 attendances annually. At Aldriche Way, we have already laid the groundwork through the Community Room and Residents Association, enabling us to extend these benefits to a core group of around 10 estate-based young people. As Aldriche Way has a smaller population than Priory Court, this represents a significant inroad in an area that has historically suffered from engagement challenges. We anticipate that the creation of a MUGA would result in a significant increase in engagement for residents of all ages and backgrounds. Beyond immediate attendance, the initiative strengthens community cohesion, youth wellbeing, and inclusivity, while providing a replicable model for other estates in Waltham Forest. Over time, we anticipate this will lead to measurable reductions in anti-social behaviour, improved mental and physical wellbeing for participants, and a stronger, more engaged community.
Innovation: What is different about your initiative compared to other solutions that are already out there? How is your approach original and innovative?
Our initiative reimagines how sports and play spaces are used in high-need communities by embedding engagement, design, and ownership into the space itself, rather than relying solely on top-down enforcement or standard facility provision. The theory of change is simple: when young people and residents co-create a space, participate in structured, accessible activities, and share stewardship, participation rises, anti-social behaviour decreases, and the wider community benefits—creating a sustainable, scalable model for change. At Priory Court we saw that the MUGA was not just a sports facility—it acted as the central platform through which young people were consistently engaged and community relationships strengthened. By shifting from accepted models of enforcement—such as policing or exclusion—to collective community ownership, we enable residents, including those historically involved in anti-social behaviour, to shape, use, and maintain the space safely. Traditional enforcement alone had limited effect; our approach works with, rather than against, residents to build trust, accountability, and shared responsibility. Innovation also lies in scalability and adaptability. The principles, lessons learned, and practical steps from Aldriche Way will be captured in a toolkit, enabling housing providers, councils, and voluntary sector partners to replicate the approach in other estates. Each site will be assessed and adapted to local context, with co-design, programming, and stewardship tailored to resident priorities. By combining space, structured activity, and community ownership, the model addresses the root causes of inactivity, exclusion, and anti-social behaviour while remaining flexible enough to work across multiple estates.
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?
Our initiative is designed for sustained impact and scalable growth. We provide structured facilitation for all MUGA sessions, ensuring multiple trained staff are present to manage safeguarding, de-escalation, and inclusive engagement. Community stewardship complements this: residents collectively take responsibility for the space, managing access, maintaining safety, and helping ensure it remains welcoming for all users. This approach has already been trialled at the Community Room in Aldriche Way, where shared ownership has prevented vandalism and maintained high-quality use despite challenging social dynamics. Over time, a target could be to train resident stewards, with a view to management of the MUGA falling completely within the estate. The Council, as estate owner, has formally indicated support, giving approval for MUGA development. We have strong relationships with housing providers Clarion and L&Q, who we anticipate will provide general support and advice where needed. Local business partners, including Aston Group, have provided in-kind support for setup and maintenance at the Community Room and would support this initiative similarly. Funding for ongoing operation—including programming, maintenance, and replication—will come from borough- and London-specific grants, for example Together We Play (Waltham Forest), the Mayor of London, and Trust for London. By documenting lessons, principles, and practical steps from Priory Court and Aldriche Way, we can enable the initiative to be easily replicated. Our aim is to share learning to achieve the greatest possible impact, scaling structured MUGA engagement, community stewardship, and youth participation across multiple estates in Waltham Forest and beyond.
Roles and Responsibilities: Describe how responsibilities are shared among your team or partners.
Responsibilities are shared to ensure safety, accessibility, and sustainability. WFCH leads delivery and training, residents provide local stewardship, the Council enables access, and business partners contribute practical support. This structure ensures the initiative is community-led, evidence-driven, and replicable. WFCH is responsible for the overall design, delivery, and oversight of the initiative: Programme leadership: planning and coordinating MUGA sessions, activities, and community consultations. Facilitation: ensuring sessions are staffed with multiple trained staff for safeguarding, de-escalation, and inclusive engagement. Toolkit: documenting lessons learned, practical guidance, and evidence to support replication across other estates. Partnership management: maintaining relationships with the Council, housing providers, and business partners. Residents: Helping manage day-to-day access and usage of the space. Participating in co-design and programming decisions, ensuring activities meet community needs. Reporting maintenance issues or conflicts and supporting safety. Supporting consultation sessions to ensure representation, including families and individuals involved in ASB. Council: Formal approval for WFCH to develop the MUGA. Advice and coordination with local teams. Support for identifying suitable locations for potential scaling. Signposting of suitable commissions and funding opportunities. Housing Provider anticipated contributions include: Providing guidance and general support regarding estate management. Advising on resident engagement and property considerations. Business Partners will provide in-kind support, including: Assistance with installation, maintenance, and repairs. Resources and practical support for Community Room and MUGA setup.
Upcoming Milestones: Please provide an overview of the milestones that are required for your initiative to come to fruition/to grow.
Community Engagement & Consultation (Months 1–3) Consultations with residents and the Residents Association through door-to-door visits, open sessions, and structured focus groups. The aim is to confirm community support, understand specific needs for the MUGA, and ensure that all residents have a voice in shaping the space. Design & Planning (Months 2–4) Drawing on consultation insights, staff and residents will co-design the MUGA layout and programming schedule. Decisions will be finalised to ensure safety, inclusivity, and long-term usability. Feedback informs how sessions will operate alongside open access to maintain a welcoming environment. Construction & Setup (Months 4–6) Physical development of the MUGA will be completed in partnership with contractors and supported by business partners. Residents will be involved where possible in practical setup, building ownership and familiarity with the space. Programme Delivery & Community Stewardship (Months 6–12) Structured, accessible sessions will begin alongside ongoing support from resident stewards. Residents will gradually take on responsibility for stewardship. Staff will continue to provide guidance, training, and safeguarding oversight. Monitoring, Evaluation, & Toolkit Development (Months 9–12) Tracking participation, engagement, and early impacts on ASB. Learning from the pilot will feed directly into the open-access toolkit, capturing practical guidance, co-design methods, and resident stewardship principles. Longer-Term Scaling (Post Month 12) Following evaluation, WFCH will identify sites in partnership with the Council, engaging housing providers and voluntary sector partners. Scaling will be guided by lessons learned, with a focus on sustaining community ownership, safe access, and inclusive participation.
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.
Participation in the 8-week capacity-building programme will require dedicated time from key WFCH staff. To ensure full engagement and maximise the value of the programme, we are requesting support to cover salary costs for relevant staff during this period. Staff Involved and Costs: Youth Services Manager – £32,024 per year, 28 hours/week → 8-week pro-rata cost: £4,933 Youth Engagement Officer – £25,000 per year, 28 hours/week → 8-week pro-rata cost: • Head of Service Delivery – £46,942 per year, 2 days of programme oversight → pro-rata cost: £361 CEO – £60,423 per year, 2 days of programme oversight → pro-rata cost: £465 Total Requested Support: £9,605 This funding will enable the Youth Services Manager and Youth Engagement Officer to participate fully in all aspects of the programme, including training, workshops, and reflection sessions, without impacting delivery of frontline services. The Head of Service Delivery and CEO will provide strategic oversight, attending two days each to guide integration of learning into organisational practice and ensure alignment with WFCH operations.
