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 legal entity
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
Dario
Last Name
Wisdom
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
MVP MOTIVATING VALUABLE PROSPECTS C.I.C.
Year that you started/ registered your organisation
2019
Initiative Title
Director
My initiative is designed for and delivered in London
1
Website URL(s) or Social Media Handles
https://motivatingvaluableprospects.com/
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
Motivating Valuable Prospects (MVP) is a Brent-based community interest company supporting young people aged 11–16 growing up in environments with limited opportunity, confidence, and positive role models. MVP helps young people recognise their value, develop discipline and ambition, and build the skills to make positive life. Through a combination of sport, mentoring, creative activities and personal development sessions, MVP provides a safe, structured space where young people can express themselves, feel supported and learn how to manage challenges such as peer pressure, low self-esteem and lack of direction. Our programmes are designed to be relatable and engaging, using activities that young people enjoy to create meaningful conversations around mindset, resilience and future aspirations. MVP works closely with families, schools and local partners in Brent to ensure young people are supported individually, connected back into their wider community. By giving young people consistent positive attention and role models, MVP helps reduce antisocial behaviour, improves confidence and engagement and participation in education, training and healthy activities. Our long-term goal is to build a generation of young people who believe in their own potential, feel connected to their community and have the tools to create better futures for themselves and those around them.
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?
Here is the same response with all dashes removed and formatting cleaned so it can be pasted straight into the fund application. Motivating Valuable Prospects MVP exists to address a deeply rooted and growing problem affecting young people aged 11 to 16 in Brent and surrounding London boroughs the increasing lack of safe structured and aspirational spaces where young people can develop confidence purpose and positive identity during their most formative years. In many parts of Brent young people are growing up in environments shaped by economic hardship overcrowded housing school under resourcing and limited access to youth services. Over the past decade the steady reduction in youth clubs mentoring programmes and community based support has left many young people without the guidance and safe spaces that previous generations had. As a result too many young people are left to navigate adolescence alone heavily influenced by social media peer pressure and local street culture without access to positive role models or opportunities to explore their potential. For children aged 11 to 16 this period of life is especially critical. It is the stage when identity is formed confidence is shaped and beliefs about the future are developed. In Brent many young people reach this age already feeling that their options are limited. They see few examples of people like themselves succeeding in education business or creative industries. Instead they are surrounded by narratives that normalise low expectations financial struggle and in some cases criminal exploitation. This is not because young people lack talent or ambition. It is because too many of them lack access to supportive adults inspiring activities and spaces where they feel seen valued and encouraged.
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?
Motivating Valuable Prospects MVP addresses the challenges facing young people in Brent not by creating a single activity but by building a connected ecosystem of safe spaces relationships and opportunities that allow young people to grow physically socially and emotionally. Our approach is rooted in the belief that access to sport and physical activity is not just about having a football pitch or a gym. It is about whether young people feel welcome safe confident and motivated to use those spaces. Many of the young people we support live in areas where sports facilities technically exist but are practically out of reach. Some feel intimidated walking into formal sports centres. Some cannot afford club fees or equipment. Others do not see themselves reflected in the staff or programmes running those spaces. As a result they stay away and spend their time in less positive environments. MVP exists to remove those barriers and reimagine what access really means. Our solution begins with bringing activity to where young people already are. We work in local estates schools parks and community venues across Brent. Instead of expecting young people to travel to unfamiliar environments we meet them in spaces that already feel part of their lives. From there we build trust and consistency through regular sessions that mix physical activity mentoring and group conversation. These sessions might include football boxing fitness circuits or outdoor games but they always include time to talk reflect and build relationships. The physical activity is a gateway. Sport gives young people a reason to show up but what keeps them coming back is the sense of belonging and support they experience.
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?
Motivating Valuable Prospects MVP was created from within the community it serves and that shapes how we work with young people every day. The organisation was not designed from the outside and brought into Brent. It was built by people who grew up in the same estates schools and neighbourhoods as the young people we now support. This closeness to the community means young people are not just participants in MVP they are at the centre of everything we do. Young people aged 11 to 16 are involved in shaping MVP simply by being listened to and taken seriously. Our approach is built around relationships trust and consistent presence. We run regular sessions that mix physical activity mentoring and group conversations. These sessions are not one way delivery. Young people are encouraged to talk about what they enjoy what makes them uncomfortable what they would like to change and what they feel is missing in their area. These conversations directly influence how sessions are run which activities are prioritised and how we create a space that feels safe and welcoming. For example some young people respond better to team sports like football because it helps them feel connected and part of something. Others prefer fitness based activity or more informal movement because they feel self conscious in competitive environments. We adapt to this by shaping sessions around what the young people tell us works for them. This flexibility is one of the ways we co create our programme with the young people rather than imposing a fixed model on them. The community also plays a central role in MVP. Families schools and local partners help us understand what young people are facing and where the biggest needs are. Because we are based in Brent and have lived experience of the area.
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?
Motivating Valuable Prospects (MVP) was established to address the growing gap in opportunities for young people aged 11 to 16 in Brent and surrounding London boroughs. Our focus is on using sport, physical activity, and mentoring as the gateway to creating safe, structured, and inspiring spaces for young people. Over time, we have built a model that is rooted in lived experience, community knowledge, and a clear understanding of the challenges young people face. This foundation allows us to not only provide immediate opportunities for engagement but also to envision and deliver deep-rooted change in the community over the long term. The central difference MVP makes lies in unlocking access to sport and physical activity for young people who face barriers to participation. In Brent, many facilities exist in theory, but in practice, young people often do not feel safe, welcome, or capable of using them. They may feel excluded by cost, lack of relevant programmes, or social pressures. MVP addresses these barriers by actively reimagining what access means, combining physical activity, mentorship, and safe spaces into a cohesive experience. Rather than expecting young people to adapt to the limitations of existing programmes, MVP adapts to their needs, creating an environment that is approachable, culturally relevant, and empowering. So far, MVP has implemented weekly sessions across multiple local sites, including school gyms, community halls, and public parks. Our approach ensures that activity happens where young people already feel comfortable, reducing the practical and psychological barriers that often prevent engagement. Each session is designed to combine sport or physical activity with mentoring, reflective group discussion, and social connection.
Innovation: What is different about your initiative compared to other solutions that are already out there? How is your approach original and innovative?
Motivating Valuable Prospects (MVP) is innovative because it combines multiple elements that are rarely integrated in a single, community-led initiative. While there are many programmes aimed at engaging young people in sport, physical activity, or mentoring, MVP is different in the way it situates young people at the centre of the design, delivery, and leadership of every session. Our innovation lies not only in the activities we offer but in how, where, and with whom these activities take place. It is rooted in lived experience and co-creation, which allows us to challenge conventional approaches to youth engagement and reimagine how communities can provide access to sport, physical activity, and personal development simultaneously. One of the most innovative aspects of MVP is the imaginative use of space. In many areas of Brent, sports facilities and community venues exist but are underutilised. The typical approach for youth provision is to rely on formal sports centres, schools, or gyms that young people may not feel welcome in or may be unable to access due to cost, schedule, or cultural barriers. MVP flips this paradigm by bringing activity into spaces young people already inhabit and feel safe in. We work in school gyms, community halls, local parks, and housing estate courtyards. By transforming everyday spaces into temporary hubs for structured activity and mentoring, we create environments that are accessible, relevant, and appealing. This imaginative use of space is not just a logistical solution—it redefines what access means. Young people are no longer passive consumers of formal programmes; they are participants in a community-driven ecosystem of activity that exists where they live, learn, and play.
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?
Motivating Valuable Prospects (MVP) has been designed from the outset with sustainability, operational viability, and scalability at the core of our approach. We understand that meaningful impact requires not only delivering services today but creating systems and structures that can endure and grow over time. MVP’s model is rooted in three interdependent pillars: strong community connections, resource-efficient programming, and strategic partnerships with schools, local authorities, and landowners. By intentionally combining these pillars, we are building an initiative that is both operationally sustainable and capable of scaling to reach more young people across Brent and beyond. The viability of MVP is grounded in the clarity and simplicity of our programme delivery model. At its heart, the model combines physical activity, mentoring, and community engagement. This combination allows us to address multiple dimensions of disadvantage simultaneously: lack of access to safe spaces, limited personal development support, and the absence of positive role models. By integrating these elements into single sessions, MVP maximises impact without requiring multiple parallel programmes, making our model cost-efficient and operationally manageable. The simplicity of the core programme also allows us to maintain consistency and quality across multiple sites, ensuring that the outcomes for participants remain high even as we grow. A key element of operational sustainability is our flexible use of existing community spaces. Many areas of Brent have underutilised gyms, halls, and outdoor areas that are typically inaccessible to young people outside school hours or require significant cost to hire. MVP has established partnerships with schools and community.
Roles and Responsibilities: Describe how responsibilities are shared among your team or partners.
Motivating Valuable Prospects (MVP) is built on a foundation of shared responsibility, collaborative leadership, and strong community ties. The initiative is designed to ensure that responsibilities are clearly defined, distributed across the team and partners, and aligned with the skills and experience of each member. This clarity of roles is central to operational efficiency, quality delivery, and the sustainability of the initiative. By distributing responsibilities thoughtfully, MVP ensures that all aspects of programme delivery—from strategic planning to daily operations—are managed effectively, while also fostering accountability, engagement, and community ownership. At the core of MVP is the founding team, which provides strategic direction, programme oversight, and operational leadership. The founders, who have lived experience of growing up in Brent and facing the challenges young people encounter, bring unique insight into both the needs of participants and the dynamics of the community. Their responsibilities include: Strategic Planning and Oversight: Setting the long-term vision for MVP, ensuring programmes align with mission objectives, and evaluating the effectiveness of initiatives. This involves monitoring key performance indicators, reviewing participant outcomes, and adjusting programmes based on evidence and feedback. Partnership Development: Establishing and maintaining relationships with schools, local authorities, housing providers, and community centres to secure access to spaces, facilitate collaboration, and ensure alignment with local community priorities. Fundraising and Resource Management: Identifying funding opportunities, preparing grant applications, managing budgets, and ensuring financial accountability. This ensures the sustainability of programmes and supports expansion while maintaining quality. Programme Design: Developing session structures that integrate physical activity, mentoring, and personal development. This includes co-creating programmes with young people to ensure they are culturally relevant, engaging, and responsive to participant needs. Supporting the founders is a team of mentors and coaches, all drawn from the local community. Their lived experience allows them to connect authentically with participants, building trust and credibility that are central to the programme’s success. Their responsibilities include: Session Delivery: Leading physical activity sessions, facilitating games, and running structured movement and sports activities. Sessions are designed to be flexible, inclusive, and responsive to the interests and needs of participants. Mentoring and Support: Providing guidance and mentorship during sessions, offering advice, listening to participants’ challenges, and supporting personal development. Mentors are trained to identify opportunities to build confidence, teamwork, and resilience among participants. Participant Engagement: Encouraging attendance, welcoming new participants, creating a supportive environment, and helping participants feel a sense of ownership over sessions. Data Collection and Feedback: Recording attendance, tracking engagement, and gathering qualitative feedback on participants’ progress, wellbeing, and satisfaction. This data informs programme improvements and demonstrates impact to funders and partners. An important aspect of MVP’s model is participant leadership, which distributes responsibility to young people themselves. Older or more experienced participants are encouraged to take on roles such as assistant mentors, peer leaders, and session facilitators. Their responsibilities include: Peer Mentorship: Supporting younger participants during activities, modelling positive behaviours, and fostering inclusion. Session Support: Helping set up equipment, manage activities, and ensure sessions run smoothly. Community Engagement: Encouraging other young people to participate, promoting a positive culture within the programme, and contributing to co-creation discussions on programme content. By embedding participant leadership, MVP not only increases capacity but also fosters skills, confidence, and ownership among young people, creating a self-sustaining model. This approach ensures that participants have a tangible role in shaping and delivering the programme, reinforcing the sense that MVP belongs to the community. MVP also relies on strategic community partners, who play key roles in supporting programme delivery and sustainability. These partners include schools, local authorities, and housing providers. Their responsibilities are complementary to the MVP team and include: Schools: Providing access to gyms, playgrounds, and community halls, helping identify young people who would benefit most from engagement, and supporting safeguarding and welfare needs. Schools also act as key referral points for participants who may require additional support, ensuring that MVP programmes are integrated with broader educational objectives. Local Authorities: Facilitating access to public spaces, offering guidance on safeguarding and compliance, supporting funding applications where relevant, and helping to embed MVP into broader youth provision strategies within the borough. Housing Associations and Community Centres: Offering venues for sessions, helping to connect MVP with local residents, and providing ongoing support to ensure facilities are safe, welcoming, and appropriate for young people. Each partner’s contribution is structured around clear agreements and regular communication. MVP holds planning meetings, consultation sessions, and joint reviews with partners to ensure expectations are met, challenges are addressed, and all stakeholders are actively contributing to the initiative’s success. In addition to programme delivery, MVP assigns responsibilities for monitoring, evaluation, and reporting. This function ensures accountability and demonstrates both operational and social impact. Responsibilities include: Tracking attendance and retention to assess engagement and identify patterns of participation. Collecting qualitative feedback from participants, mentors, and parents to evaluate programme relevance and effectiveness. Measuring wellbeing, confidence, and skill development through surveys, observation, and mentor reflections. Reporting outcomes to funders, partners, and stakeholders, providing evidence of impact and informing continuous improvement. Operational responsibilities also include safeguarding and risk management, which are critical in youth work. All MVP team members are trained in safeguarding protocols, first aid, and health and safety procedures. Responsibilities are clearly allocated: Founders: Overall safeguarding oversight, liaising with authorities and parents, reviewing policies, and ensuring compliance. Mentors and Coaches: Implementing safeguarding policies during sessions, monitoring participant behaviour, and reporting concerns promptly. Partners: Providing safe spaces and supporting risk assessments for venues. This clear delineation of responsibilities ensures that young people can engage safely while allowing the programme to function efficiently. Another layer of responsibility is programme coordination, ensuring that multiple sessions across different locations run smoothly. Coordinators manage timetables, allocate staff and mentors, track resources, and liaise with venues and community partners. This coordination is essential as MVP scales, ensuring that quality is maintained and that participants receive consistent support regardless of the location or session they attend. A further innovation in MVP’s roles structure is shared leadership across functional areas, such as programme development, community engagement, and monitoring and evaluation. While the founders provide overall strategic direction, operational leadership is distributed among the team: Programme Leads focus on content delivery and mentoring quality. Community Engagement Leads coordinate partnerships, venue access, and community involvement. Data and Evaluation Leads manage evidence collection, impact reporting, and continuous improvement. This distributed leadership model allows MVP to operate efficiently, respond quickly to challenges, and maintain a high level of accountability. It also ensures that no single individual carries the entire operational burden, reducing risk and enhancing sustainability. MVP’s approach to shared responsibility extends to the participants themselves. Co-creation sessions involve young people in programme planning, session design, and feedback. Their insights are taken seriously and influence which activities are prioritised, how sessions are structured, and how mentors approach engagement. By sharing responsibility for programme design with the participants, MVP ensures that the initiative remains relevant, engaging, and responsive to the needs of the community. In terms of future scaling, roles and responsibilities will evolve. As MVP expands to more sites and reaches larger numbers of participants, we will increase the number of mentors and coordinators, establish formal leadership roles for older participants, and expand partnerships with schools and community organisations. Each expansion will involve a clear mapping of responsibilities, ensuring that operational efficiency and programme quality are maintained. This deliberate planning is central to ensuring that scaling does not compromise the depth or effectiveness of the programme. Finally, all members of the MVP team and partners share a common commitment to the mission and values of the organisation. Every role, whether strategic, operational, or participant-led, contributes directly to delivering high-quality programmes, building trust with young people, and creating sustainable community impact. Responsibilities are clearly defined but flexible enough to adapt as the initiative grows and responds to new challenges or opportunities. This balance between clarity and adaptability ensures that MVP can remain both effective and resilient over the long term. In conclusion, MVP’s model of shared responsibility is a core strength of the initiative. Responsibilities are distributed across the founding team, mentors, participants, and partners, creating an efficient, accountable, and responsive structure. Each stakeholder plays a defined role in programme design, delivery, monitoring, or sustainability, ensuring that young people receive consistent, high-quality support. By embedding leadership among participants, coordinating with schools and community partners, and clearly delineating operational responsibilities, MVP establishes a foundation for both immediate impact and long-term growth. This approach ensures that as the initiative scales, it retains quality, relevance, and effectiveness, creating sustainable opportunities for young people and transforming the community it serves.
Upcoming Milestones: Please provide an overview of the milestones that are required for your initiative to come to fruition/to grow.
Motivating Valuable Prospects (MVP) has been designed as a phased, scalable initiative, and achieving our intended outcomes requires a clear roadmap of activities, milestones, and timelines. These milestones are structured to ensure that programme delivery, community engagement, partnership development, and impact measurement all progress in a coordinated manner. By defining milestones, MVP can maintain operational focus, demonstrate progress to stakeholders and funders, and ensure that growth is both sustainable and impactful. Phase 1: Consolidation and Programme Establishment (Months 1–6) The first milestone focuses on consolidating MVP’s core programme and establishing a strong foundation for growth. Activities in this phase include finalising weekly session schedules, recruiting and training mentors, and securing ongoing access to community spaces such as school gyms, community halls, and housing estate courtyards. Key milestones in this phase are: Programme Structure Finalised – Develop standard session templates that integrate physical activity, mentoring, and reflective discussion. This ensures consistency in delivery while allowing flexibility to adapt to participants’ needs. Mentor Recruitment and Training Completed – Recruit mentors and coaches from the local community, train them in safeguarding, programme delivery, and mentoring techniques. Establish a framework for ongoing professional development. Community Space Agreements Secured – Finalise agreements with schools, housing providers, and community centres to provide regular access to venues for MVP sessions. Conduct risk assessments and ensure safeguarding compliance at each site. Participant Engagement Initiated – Launch initial recruitment of young people aged 11–16, engaging through schools, community networks, and word-of-mouth. Begin initial baseline assessments for wellbeing, confidence, and engagement. Phase 2: Programme Delivery and Initial Impact Measurement (Months 6–12) Once the foundation is established, MVP will focus on delivering regular sessions and monitoring early impact. This phase ensures that young people are actively engaged and that outcomes are tracked systematically. Milestones in this phase include: Weekly Sessions Running Consistently – Conduct at least one session per week at each established site, ensuring high attendance and participant retention. Participant Leadership Development – Identify older or more experienced participants to begin taking on peer mentorship roles, supporting session facilitation and creating a leadership pipeline. Initial Impact Monitoring Implemented – Begin collecting attendance data, participant feedback, and wellbeing assessments to monitor engagement, confidence, and social development. Use this data to refine session content and delivery methods. Community and Family Engagement – Organise introductory workshops for parents and local residents to explain the programme, encourage support, and strengthen community ties. Phase 3: Expansion to Additional Sites and Scaling of Reach (Months 12–24) With initial delivery established and impact demonstrated, the next milestone is to expand MVP’s reach by opening additional sites and scaling participant numbers. This phase leverages lessons learned from the initial sites to ensure quality and effectiveness are maintained during growth. Key milestones include: New Sites Secured – Identify and formalise access to additional venues across Brent, prioritising underused community spaces with high concentrations of young people who face barriers to participation. Programme Replication Across Sites – Implement the established MVP model at new sites, ensuring consistency in session structure, mentoring approach, and safety standards. Mentor Capacity Increased – Recruit additional mentors and provide training to maintain quality across multiple sites. Continue developing leadership among older participants to support growth. Impact Evaluation Expanded – Collect data across all sites to measure attendance, engagement, and participant outcomes. Begin longitudinal tracking to monitor sustained changes in confidence, social skills, and physical activity participation. Phase 4: Strengthening Partnerships and Sustainability (Months 24–36) As MVP scales, partnerships with schools, local authorities, housing providers, and community organisations become critical for sustainability. This phase ensures that the programme remains embedded in the community and operationally resilient. Milestones in this phase include: Formalised Strategic Partnerships – Establish formal agreements with schools and community organisations to ensure continued access to facilities, integration with wider youth provision, and shared accountability for outcomes. Funding Diversification – Secure additional funding from grants, local business sponsorship, and community fundraising initiatives to ensure financial stability and support programme expansion. Participant Leadership and Mentorship Programme Fully Embedded – Expand the peer leadership model so that older participants regularly assist in session delivery, mentor younger participants, and contribute to programme design. Community Awareness and Reputation Established – Increase visibility of MVP’s impact through local outreach, success stories, and community events, ensuring strong engagement from families, schools, and stakeholders. Phase 5: Evaluation, Evidence Building, and Replication (Months 36–48) In this phase, MVP focuses on consolidating evidence of impact, refining the programme based on evaluation findings, and preparing for potential replication in other communities. This ensures that the initiative is credible, sustainable, and scalable beyond the initial implementation area. Milestones include: Comprehensive Impact Evaluation – Conduct a detailed assessment of programme outcomes, including participation rates, confidence and wellbeing measures, leadership development, and community cohesion. Use both qualitative and quantitative methods to demonstrate depth and scale of impact. Programme Refinement Based on Evidence – Adjust session structures, mentoring strategies, and participant leadership approaches based on evaluation findings to maximise outcomes and engagement. Replication Model Developed – Document processes, training materials, and best practices to enable MVP to be replicated in other London boroughs or urban areas facing similar challenges. Long-term Sustainability Plan Formalised – Develop a strategy that combines partnerships, funding streams, and community leadership to ensure MVP continues to operate effectively for years to come. Phase 6: Long-term Community Impact and Cultural Change (Months 48+) The final milestone focuses on embedding MVP as a permanent, valued component of the community’s support structure for young people. This involves consolidating all gains, scaling participant-led leadership, and influencing wider policy or practice in youth provision. Key milestones include: Network of Community Hubs Established – Multiple sites across Brent functioning as consistent, safe, and inspiring hubs for young people aged 11–16. Leadership Pipeline Fully Operational – Peer mentors trained, confident, and actively supporting the next cohort of participants, creating a self-sustaining culture of engagement. Evidence of Systemic Change – Demonstrable improvements in access to spaces, participation in physical activity, and youth outcomes that influence how local authorities and partners approach youth engagement. Replication and Influence – MVP model adopted by other areas, leveraging lessons learned to influence practice in similar communities and broaden the reach of the initiative. Each of these milestones is accompanied by specific activities, timelines, and responsible parties. Founders oversee strategic milestones, mentors lead session delivery and participant development, and partners provide venue access, support, and guidance. Monitoring and evaluation activities occur alongside programme delivery, ensuring that progress is tracked and informed by data. Participant leadership is embedded throughout all phases, ensuring ownership, relevance, and sustainability. In summary, MVP’s roadmap of upcoming milestones provides a structured, phased approach to programme implementation, growth, and long-term sustainability. From initial consolidation and delivery, through scaling, partnership development, and evaluation, each milestone is designed to ensure that MVP achieves its intended outcomes. By combining operational clarity, community engagement, participant leadership, and robust monitoring, MVP is positioned not only to reach more young people but to create deep-rooted, lasting change in Brent and potentially beyond. These milestones demonstrate a credible, evidence-based pathway from programme inception to full-scale, sustainable impact.
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.
Motivating Valuable Prospects (MVP) recognises the value of the 8-week capacity-building programme in strengthening our organisational skills, programme delivery, and long-term sustainability. Participation in this programme would provide vital guidance on strategic planning, partnership development, impact measurement, and scaling, all of which are essential for MVP as we continue to grow and deliver high-quality services to young people aged 11 to 16 in Brent. However, funding and operational constraints currently limit our ability to fully engage in the programme without financial support. As a community-rooted organisation operating on a lean budget, MVP allocates the majority of our resources directly to programme delivery, including mentor support, venue hire, equipment, and participant engagement. At present, we do not have reserves to cover the additional costs associated with participating in an external capacity-building programme. Funding support of up to £10,000 would therefore be essential to ensure full participation without compromising the delivery of our core activities. If awarded, the funding would be allocated across three primary areas: Staff Time and Backfill (£6,000): Participation in the 8-week programme requires staff and mentors, including founders and programme leads, to dedicate time to workshops, planning sessions, and mentorship activities. This includes time away from day-to-day programme delivery, necessitating backfill support to maintain the quality and consistency of sessions. Funding would allow us to hire temporary staff or allocate paid hours for additional mentors to ensure that participants continue to receive support during this period. Travel and Accommodation (£2,000): Depending on the location of workshops and events within the capacity-building programme, travel expenses may be incurred. This includes public transport or mileage for staff and mentors, and accommodation costs if overnight stays are required. Covering these costs ensures that staff can attend all sessions fully and without financial strain, enabling MVP to benefit maximally from the programme. Materials and Resources (£2,000): Participation in the programme may require access to learning materials, software, or tools for planning, evaluation, and reporting. Funding would cover the purchase or licensing of these materials, ensuring that MVP staff can implement recommendations effectively and translate learning into operational improvements and sustainable practice. Supporting MVP’s participation in this capacity-building programme would have a direct and measurable impact on our ability to deliver and scale programmes. By enhancing organisational skills, strengthening governance, and improving monitoring and evaluation processes, MVP would be better equipped to sustain programme delivery, demonstrate impact to funders and stakeholders, and expand to reach more young people across Brent. In summary, funding support would remove financial barriers to participation, allowing MVP to fully benefit from the programme, maintain ongoing delivery of youth programmes during the 8 weeks, and strengthen our capacity to deliver long-term, sustainable impact in the community. By investing in capacity building, funders would be directly supporting MVP’s ability to create positive change, develop leadership, and expand opportunities for young people.
