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
Elysia
Last Name
Barrick
Pronouns
She/Her
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.
London Borough of Waltham Forest
Lead Organisation Name
London Borough of Waltham Forest
Year that you started/ registered your organisation
1965
Initiative Title
Never in a Million Years
My initiative is designed for and delivered in London
1
Website URL(s) or Social Media Handles
https://www.walthamforest.gov.uk/never-million-years
Initiative Stage
Growth (You’ve moved past the very first activities; working towards the next level of expansion.)
Sectors/Themes: What topic does your project most directly relate to?
Health & Fitness
Initiative Summary: Describe your initiative in one sentence
Our strategy to address inactivity 'A Million More Days' supported by our marketing campaign 'Never in a Million Years' aims to support and encourage our inactive residents to move more and take up more physical activity, with a focus on creative solutions like integrating exercise into daily activity or encouraging utilisation of non-traditional spaces for physical activity.
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?
Waltham Forest has a strong physical activity offer, but it is not enjoyed equally across the borough. Socioeconomic factors such as ethnicity, age, income and gender lead to a life‑expectancy gap of up to 7.6 years between areas. Increasing activity levels among the least active residents could generate up to one million additional days of healthy life‑expectancy, highlighting the scale of potential impact. By taking a targeted approach, we can identify the demographic groups with the highest inactivity rates and address the barriers they face. These include financial pressures, limited time, cultural barriers, or simply not knowing what opportunities exist. Removing these barriers remains central to our work. A major part of this mission is expanding free, accessible sports opportunities for young people, especially in non‑conventional community spaces. Many young people are inactive not because of a lack of interest, but because traditional sports centres feel intimidating, unfamiliar or unwelcoming. As the Council, we are in a unique position as the landowner for many buildings and open spaces across the borough. This allows us to reimagine how these spaces can be used for informal, low‑pressure, community‑led activity that meets young people where they are. Solving this issue matters deeply. Increasing activity levels improves healthy life‑expectancy, but also reduces pressure on local health and social care services. Physical activity is a vital preventative tool, and creating more inclusive, community‑based opportunities, particularly for underserved young people—supports individual wellbeing, strengthens community resilience, and helps reduce long‑standing inequalities in access to physical activity.
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?
Financial obstacles are one of the most common barriers we hear from the community. By expanding our programme of free activities, we can ensure that the cost of the sessions themselves is accessible. However, this requires significant resources for things like venue hire and instructors. As a result, creative solutions for unlocking spaces for physical activity are required, as are non-traditional forms of exercise, to encourage people to access physical activity in ways that don't require significant investment. Libraries for example are spaces known to the community especially young people, often a point of access for the community and an excellent way to promote activities. By holding sessions in libraries, we can increase visibility for activities, gain access to hard-to-reach demographics, and utilise a council-owned non-traditional space in the process. Similarly, allotments and gardening clubs can be a great space for physical activity but in a way that isn't too daunting for young people without experience in competitive sports. With increased funding, we would also be able to tackle cost-based barriers with more active intervention, like discounted gym memberships for target cohorts. We have been consistently co-designing this mission with a wide range of stakeholders to ensure that our solutions are informed by a variety of perspectives, and that delivery is shared by lots of partners. We have strong links with the voluntary sector, other council departments, local sports clubs, the NHS, among many others. As such, we are able to break down structural barriers through collaboration with organisations that work with our target cohorts and inform them of the benefits of and opportunities for physical activity.
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?
A key pillar of our approach is co-creation with young people, placing them at the heart of every stage of the programme. It has been invaluable to work directly with young people, with youth advisors helping to shape and write this bid. They have also delivered targeted workshops to understand what young people want, ensuring meaningful involvement in decision-making from design through to delivery. We will partner with a Waltham Forest-based youth-led creative agency to produce promotional materials and videos, ensuring messaging is authentic and relevant. Alongside this, we are creating pathways for young people to gain coaching experience and access employment and volunteering opportunities—an urgent local need. This builds on our success with roller-skating sessions, where participants have progressed into paid roles. Our free girls’ basketball sessions will also create opportunities for female coaches, supported by England Basketball’s London Coaches programme. By working closely with young people and the wider community, we ensure our offer reflects lived experience, strengthens local connections, and creates sustainable opportunities. The Million More Days mission aligns with a wider council commitment to reimagining spaces for young people’s wellbeing, including removing “no ball games” signs to improve access to play and activity. Behaviour change is another key pillar, often rooted in cultural factors. Through outreach with local clubs, we co-create programmes tailored to community needs while empowering young people to shape activities. This creates an environment of shared commitment, where different council teams and partners are aligned behind the same goal, strengthening long-term participation through youth-led, community-driven design.
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 is demonstrating how unlocking non‑traditional and underused spaces can significantly increase access to physical activity for young people. A key success has been bringing partners together to think differently about space, working collectively to identify and activate locations that better meet young people’s needs. For example, our regeneration team is exploring opportunities to use spaces such as Church Lane Car Park and church grounds, alongside activations in Walthamstow Town Square, parks and libraries. We have seen clear demand through early delivery. Library‑based roller‑skating sessions engaged over 150 young people in their first eight weeks, many of whom had never joined structured activity before. Free tennis sessions on underused park courts have also involved more than 200 young people over the past year, demonstrating demand and the value of familiar, low‑pressure spaces. Through feedback, young people told us they want opportunities to try new and non‑traditional sports. In response, we will pilot activities such as archery, golf and yoga, alongside youth‑led festivals and activation events to encourage wider participation. Other sessions suggested from young people were hockey, boxing and gym training. We also plan to introduce library‑based equipment hire, reducing cost barriers and enabling informal activity. We are seeing early behavioural change, with young people reporting increased confidence, social connection and a stronger sense of belonging. Parents and youth workers have also shared positive feedback on improved mood and routine‑building. Our model is flexible, low‑cost and scalable, with strong partnerships creating a clear path to long‑term impact: healthier habits, safer spaces and greater access to physical activity.
Innovation: What is different about your initiative compared to other solutions that are already out there? How is your approach original and innovative?
This initiative is innovative because it puts young people at the heart of decision‑making, with their insight guiding where, how and what we deliver. It reimagines local spaces by mobilising key partners to unlock underused sites across the borough, combining youth leadership with cross‑council collaboration to create a more flexible, inclusive and responsive model of accessing sport in Waltham Forest. It also redefines what a “sports space” can be. Rather than relying on traditional facilities that can feel intimidating or inaccessible, we transform everyday places—libraries, community centres, estates, unused facilities and small park spaces—into welcoming hubs for movement. This challenges assumptions about where sport should happen and opens participation to young people least likely to engage. Our collaborative approach is central to this innovation. We co‑design with young people, council teams, landowners such as Tesco car park, church and faith groups and community partners to create activity shaped by lived experience. Delivering sessions in familiar, culturally comfortable places removes barriers linked to cost, confidence and travel. A key shift in our model is bringing activity to young people, rather than expecting them to enter formal sports environments. By using low‑pressure, local spaces, participation becomes more natural and accessible, particularly for those who are inactive or disengaged. Our flexible, place‑based model can be scaled and adapted across different borough areas. Each site responds to local need, allowing rapid testing and refinement of ideas. Through creative use of space and genuine co‑design, we are building a more inclusive, youth‑centred culture of activity that supports long‑term behaviour change and community wellbeing.
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 positioned for success through strong partnerships, clear community demand and a flexible, cost‑effective delivery model. By activating non‑conventional spaces across the borough, we avoid large capital costs and focus resources on staffing, equipment and coordination. As the local authority, we can use a wide range of buildings and open spaces to offer free sports opportunities in places young people already feel comfortable. We have a proven track record delivering successful programmes for young people, demonstrating clear need and enthusiasm for informal activity. This gives us confidence that expanding into underused spaces will reach young people who may not engage in traditional sports settings. Working with council teams such as regeneration, youth services and housing enables us to identify suitable sites and align with wider priorities for young people. Using estates, unused retail units, libraries and other community assets helps engage inactive young people while bringing underutilised spaces back into community use. To ensure sustainability, we are developing a replicable framework including session templates, volunteer pathways and engagement strategies shaped by young people. With further funding, we will expand free sessions, reach more neighbourhoods and introduce new activities based on youth feedback. Strong partnerships with sports clubs and community organisations will support long‑term delivery and align with wider borough priorities. Our long‑term goal is to embed this model into the borough’s permanent offer, creating a free and accessible pathway into physical activity for all young people.
Roles and Responsibilities: Describe how responsibilities are shared among your team or partners.
We, as the lead applicant, will oversee the project and coordinate its delivery, ensuring a consistent, high‑quality and safe programme across all sites. As a local authority, we are well placed to unlock and activate spaces, manage logistics, and align delivery with wider borough priorities for young people. Key council teams play a vital role in delivery. The Regeneration team will support the activation of town centres and spaces across the four towns, while Facilities Management will enable access to unused buildings. The Parks team will support youth‑led projects in green spaces, and the Libraries team will host regular weekly activities and pilot equipment hire schemes. Our Youth, Community Safety and ASB teams will engage young people directly, ensuring activities are inclusive, safe and targeted to those most in need. Central to this project is our Young Advisors group, who will play a leading role in shaping delivery. They will co‑design sessions, help programme activities, and lead the development of youth‑focused sports festivals and activation events across the borough. Their insight will guide decisions on locations, activities and formats, ensuring the offer is relevant, engaging and accessible. They will also act as ambassadors for the programme, supporting outreach and encouraging wider participation from their peers. Education partners, such as Connaught School, will provide access to facilities for after‑school delivery, extending reach into local communities. Lee Valley Regional Park Authority will open up larger venues and specialist facilities to broaden opportunities. Community organisations including Ebony Ink CIC, WF Flames Basketball Club, Waltham Forest Community Hub, WimX Tennis, Worth Unlimited, Salaam Peace, Leyton Orient Trust and Togetherness Space will co‑design and deliver sessions, bringing trusted relationships and local insight. National Governing Bodies such as the LTA and England Basketball will support workforce development and create employment pathways in sport, such as the London Coaches programme. Young people are embedded throughout delivery. Through partnerships with LB Creative Group, a youth‑led agency, they will lead on marketing, social media and content creation, ensuring communications are authentic and engaging. This shared model ensures clear responsibilities, strong youth leadership, and a collaborative approach that maximises resources, strengthens partnerships and delivers sustainable impact.
Upcoming Milestones: Please provide an overview of the milestones that are required for your initiative to come to fruition/to grow.
We have already demonstrated early success through programmes such as roller skating in libraries and free park‑based tennis sessions, engaging a strong mix of active and inactive young people. Building on this momentum, the next phase will follow a clear set of milestones to increase scale, reach and impact. Our first milestone is to expand delivery to a minimum of 15 free weekly sessions across the borough. These will take place in a mix of non‑traditional and existing spaces including libraries, parks, youth hubs, estates and council facilities. The programme will include girls‑only sessions, low‑intensity and mindful activities focused on mental wellbeing such as yoga and Pilates, as well as adapted and sensory‑friendly sessions for SEND young people—an area strongly requested and prioritised by young people. Alongside this, we will work with libraries to establish a regular programme of sessions and pilot an equipment hire scheme, similar to book hire. We will also open existing facilities such as 3G pitches at Salisbury Hall, Jubilee Sports Ground, Drapers Field and Feel Good Too between 3–5pm for free informal use for young people. We will also introduce boxing sessions as part of the offer, responding to strong demand from young people for structured, disciplined activities that build confidence, resilience and fitness. These sessions will provide a positive outlet and pathway into coaching and training opportunities. In parallel, we will design and launch a “try it out” sports programme, shaped by young people, offering access to activities they have not previously experienced. These sessions will initially be delivered through youth hubs and then scaled borough‑wide based on demand. Another key milestone is working with a youth‑led creative agency to design and promote the programme. Young people will lead on branding, content creation and social media campaigns to ensure all messaging is relevant and engaging. This will include producing short‑form content, such as one‑minute promotional videos showcasing young people being active across the borough. This approach will help build visibility, create excitement and generate a strong sense of identity around youth sport, encouraging wider participation and helping to sustain engagement over time. A key milestone is the development of a programme of youth‑led festivals—large‑scale activation events designed specifically for young people. These will include activities such as 3v3 basketball, football competitions, cycling tasters, athletics events and roller skating, alongside music, silent discos and wellbeing support. Festivals will also provide opportunities for local partners, youth clubs, colleges and organisations such as the NHS to promote their services, including job fairs, CV support and health initiatives, creating a holistic offer for young people. Another milestone is to activate at least six new locations that have not previously hosted youth sport. Potential sites include Church Lane Car Park, church grounds, locations in South Leytonstone, Tesco Car Park in Highams Park, and schools such as Connaught, George Tomlinson Primary, Mission Grove as well as the Waltham Forest Town Hall. This will demonstrate how underused spaces can be transformed into regular activity hubs. Roller skating has emerged as a particularly popular activity. To build on this demand, we will introduce car‑free activation days and deliver free skate repair workshops at venues such as Hale End Library and the Pastures Centre. These sessions will address the lack of affordable repair options locally and provide an opportunity to gather feedback on wider programme delivery. Workforce development is another key milestone. In partnership with organisations such as the LTA and England Basketball, we will create employment pathways for young people, supporting them to gain coaching qualifications and progress into paid roles. We will also explore opportunities to employ young people directly within the programme, including event planning, session delivery support and administration (e.g. registers), particularly through the delivery of youth‑led festivals. In addition, we are committed to supporting young entrepreneurs across the borough. We will actively encourage and work with young people who want to set up their own initiatives, collectives or sports clubs, helping them to develop ideas that increase opportunities for their peers to be active. We are aware of further funding opportunities, such as the GLA Young Entrepreneurs programme, and will support young people to access these pathways, build sustainable projects and contribute to a more diverse, youth‑led physical activity offer across Waltham Forest. Throughout delivery, we will gather feedback from young people through workshops, surveys and ongoing co‑design, ensuring the programme remains relevant and responsive. Based on participation data and insights, we will scale successful activities into new locations, prioritising areas with higher inactivity levels. By the end of the initial phase, we will have established a sustainable, replicable model that activates a wide range of spaces, provides consistent free opportunities, and creates clear pathways for participation and employment, setting the foundation for long‑term borough‑wide growth.
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 be invaluable. However, we would require financial support to cover costs associated with staffing, travel, and programme coordination during this period. Estimated costs include: • Staff time to attend sessions and complete programme requirements • Travel expenses for staff to attend workshops and meetings • Backfilling operational capacity to ensure ongoing delivery of free youth sessions This amount is yet to be determined based on the commitment required during the 8 week building programme.
Now that you've explored what it truly means to put young people at the centre, how are you designing your initiative so that young people are genuine co-leaders and co-creators of the initiative?
Putting young people at the centre of this initiative means a shift from consultation to shared ownership. We are embedding co‑creation structurally through our Young Advisors group, who will act as co‑leaders rather than participants. They are already shaping this project and will continue to make decisions on activity types, locations, branding and delivery models. It has been eye‑opening to work in this way. We have deliberately stepped back and allowed young people to lead the creative process, including designing and delivering workshops to gather the views of their peers. The ideas and feedback have been incredibly insightful, often highlighting opportunities and approaches we had not previously considered. This has reinforced the importance of involving young people at every stage of the project. In practice, this means young people will design session plans, lead on programming festivals and activation events, and influence how spaces are used across the borough. Through partnerships such as LB Creative Group, they will also take ownership of how the programme is communicated, creating content and campaigns that reflect their voices and lived experiences. We are also creating paid and voluntary roles for young people within delivery, including coaching, event planning and peer outreach. This ensures they are not just beneficiaries, but part of the workforce shaping and sustaining the programme. Ongoing feedback loops through workshops, check‑ins and co‑design sessions will allow delivery to evolve in real time. In addition, we want to actively work with and support young entrepreneurs, encouraging those who are interested in setting up their own initiatives or businesses within Waltham Forest. By providing opportunities, exposure and pathways, we will help young people develop their ideas into sustainable offers that further increase opportunities for their peers to be active. We recognise this is a cultural shift for us as a local authority. It means trusting young people, sharing decision‑making power, and being open to new ideas. By genuinely placing young people at the forefront, we believe this is how we will change the culture in the borough and achieve the greatest possible impact.
What partnerships and collaborations are most critical to delivering and sustaining your initiative and how are you building/ plan to build them?
Our initiative relies on a network of strategic partnerships that are critical to both delivery and long‑term sustainability, all aligned around a shared goal of improving access to physical activity for young people by unlocking spaces across the borough. At the core is the local authority, which provides leadership, coordination and access to a wide range of spaces. Cross‑council collaboration is essential—Regeneration teams help activate town centres and high‑footfall areas, Facilities Management unlocks underused buildings, Parks teams support outdoor delivery, and Libraries provide trusted, accessible venues for regular programming and equipment hire. Youth, Community Safety and ASB teams ensure we are reaching and supporting the young people most in need, adding legitimacy and safeguarding to delivery. Community organisations and grassroots groups are equally critical, including Ebony Ink CIC, WF Flames Basketball Club, Waltham Forest Community Hub, WimX Tennis, Worth Unlimited, Leyton Orient Trust, Salaam Peace and the Togetherness Space. We will prioritise working with trusted partners who already have strong relationships with young people, understand the challenges they face, and are motivated to drive positive change within their communities. Their involvement ensures our programme is grounded in local need, culturally relevant, and able to reach those who may not engage with traditional services. We are also building strong relationships with education providers such as Connaught School, enabling access to facilities for after‑school provision, and with Lee Valley Regional Park Authority to open up larger or specialist spaces. National Governing Bodies such as the LTA play a key role in creating structured pathways into sport, particularly through coaching qualifications and employment opportunities. A unique and critical partnership is with young people themselves. Through our Young Advisors group and youth‑led organisations like LB Creative Group, young people are co‑leaders—shaping delivery, leading engagement, and creating content that resonates with their peers. This ensures authenticity, relevance and stronger engagement across communities. These partnerships are structured around shared outcomes: increasing participation, reducing barriers, activating spaces and creating opportunities for young people. By combining the reach and infrastructure of the council with the trust of community organisations and the voice of young people, we are building a connected system that can deliver at scale while remaining locally responsive.
What are you measuring, how are you measuring it, and what does the data tell you so far (quantitative and qualitative)?
We will measure both participation and impact to understand how effectively we are increasing access to physical activity and driving behaviour change among young people, building on the approaches we already have in place. We are currently tracking attendance across our sessions and collecting demographic data such as age, gender and local area, which allows us to understand who is engaging and identify gaps in participation. Alongside this, we have already been gathering qualitative insight through youth engagement across Waltham Forest, capturing young people’s views, motivations and barriers to sport. This includes StreetBase patrols, which have engaged 269 young people across four locations, and youth-led workshops, which engaged 54 young people aged 7–17, giving us a strong foundation of both quantitative and qualitative data. This existing data already shows clear patterns: young people want more accessible, affordable and local opportunities; participation is strongly influenced by friends, welcoming environments and trusted adults; and key barriers include cost, confidence, lack of awareness and poor facilities. It also highlights demand for activities such as football, basketball, combat sports and skating, and a preference for delivery in parks, schools and community spaces rather than only formal venues. Quantitatively, for our initiative we will track attendance across all sessions using booking systems such as Bookwhen, which allows us to accurately capture participant numbers and monitor engagement over time. This system also enables us to collect key demographic data, including postcode (to help identify areas of deprivation), age range, gender and any disabilities. This ensures we can evidence who we are reaching and whether we are successfully engaging priority groups. We will monitor delivery against our target of 15 weekly sessions, the number of activated spaces, and how many young people progress into volunteering, training or employment opportunities. We will also track engagement with new initiatives such as equipment hire schemes, recording usage, frequency and repeat participation. Qualitative insight will be central to our approach. We will gather feedback through workshops, surveys and informal conversations, many led by our Young Advisors to ensure they are youth‑friendly and accessible. We will also carry out structured mid‑point reviews to assess progress, reflect on learning and adapt delivery in real time with partners and participants. To strengthen this, we will adopt approaches such as Streetbase patrols, enabling young people to gather feedback directly from their peers in community settings. This will help us understand how aware young people are of local opportunities, whether sessions feel relevant, and how we can better engage those not currently participating. We will also embed feedback opportunities directly into delivery, including dedicated workshops such as roller skate repair sessions and sessions at Space 4 All youth hubs. These will provide safe, informal environments for young people to share their views on how sessions are running, whether they feel more confident using community spaces, and if they are more likely to be active in new or previously unused locations. We will also capture case studies and feedback to evidence changes in confidence, social connection and attitudes towards physical activity. Regular monitoring, combined with both quantitative and qualitative data, will ensure we are continuously learning, adapting and scaling what works—keeping us on track to deliver meaningful, long‑term impact. We have been thinking about innovative, real-time feedback methods to ensure young people can share their views quickly and easily after sessions. For example, QR codes will be available at sessions for participants to scan and provide immediate feedback. This will allow us to continuously improve delivery based on lived experience, while also capturing authentic quotes and insights that can be used for both evaluation and promotion. We want to gather visual feedback through filmed content at sessions, working in partnership with Cotch TV, a Waltham Forest youth-led digital broadcasting platform. This will enable us to capture young people’s experiences in their own words, providing both qualitative insight into engagement and a powerful way to showcase the programme through youth-created content shared across platforms such as TikTok and other social media channels. In addition, we will monitor engagement across our social media channels as an indicator of interest and reach. By analysing metrics such as views, likes, shares and comments on different activities, we will be able to understand what resonates most with young people and use this insight to shape and refine our offer moving forward.
Long-term impact: what lasting systems change are you seeking to create and how will you know when it has happened?
Our long‑term vision is to create a borough where young people feel safe, heard and supported to lead active, healthy lives. This means shifting not just participation levels, but the systems, spaces and culture that shape how young people access physical activity. Through the Million More Days strategy we are working towards a system where barriers to participation such as cost, confidence, access and relevance are removed. In three years success will mean that free, accessible opportunities are embedded across the borough in both traditional and non‑traditional spaces, with libraries, parks, estates and town centres routinely used for youth activity. Spaces that were previously underused or restricted will be recognised as vital community assets for young people. A key systems change is the role of young people themselves. We want to see a culture where young people are not just participants but decision‑makers, leaders and employees within sport and physical activity. This includes sustained pathways into coaching, event delivery and creative industries, improving employment opportunities, skills development and social inclusion. We also aim to create a more connected and responsive local system, where council teams, community organisations, national governing bodies and local partners are aligned around a shared goal of supporting young people to be active. Strong partnerships will ensure this work continues beyond initial funding, with a collective responsibility to maintain and grow opportunities. We will know this change has happened when participation becomes the norm rather than the exception, particularly for those from underrepresented backgrounds; when young people feel a sense of ownership over local spaces; and when access to physical activity is no longer dependent on income, background or confidence. If the initiative were to end, its legacy would live on through activated spaces, strong partnerships, and a confident youth workforce, creating a lasting culture where being active is expected, accessible and owned by young people.
Is there anything else you'd like to share with us that you were not able to share in previous questions?
This application was written by Elysia, Benjamin, Dylan (LBWF Sports & Leisure Team), Sol and Sidra (WF Young Advisors), Ellie (LBWF Parks), Jenny and Kehinde (LBWF Regeneration), Roni (LBWF Youth Engagement team) and Alex (LBWF Facilities Management team) Here is an example of the Cotch TV's work https://www.instagram.com/reels/DR9ckZyjgta/ https://www.instagram.com/cotchtv/ Thank you for this opportunity.
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