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Social Enterprise and Sport:

A Way Forward COVER

“The SE and Sport Initiative is always looking to help social enterprises connect with more people, sharing information and giving good advice. Diane Cameron (SE and Sport Co-ordinator) has always been very helpful, taking time to come and visit and has played a leading role in bringing social enterprise and sport together. Well done and thank you.” James Pegg, Broxburn United Sports Club

CONTENTS Introduction 4-5 CASE STUDIES

“We warmly commend the quality and value of the support of the advice offered through the SE and Sport Initiative, particularly with regard to the successful recent grant applications for our building extensions and new employee, and more generally in providing comparative information to suggest ways of improving the management of the Foundation’s affairs.” Bill Fearnley, Ladywood Leisure Centre

1. Atlantis Leisure 6 2. Broxburn United Sports Club 7 Social Enterprise and Sport - Position Paper

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3. Crags Community Sports Centre 10 4. MY Adventure 11 5. North Coast Leisure Centre 12 6. Newmilns Snow and Sports Complex (NSSC)

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7. Ladywood Leisure Centre 14

“As an enterprise with the major challenge of isolation, working with Diane Cameron and the SE and Sport Initiative has been invaluable for us. Through meetings, conferences and study visits we have been able to forge alliances and take advantage of opportunities previously unknown and unavailable to us.” Patrick Gray, North Coast Leisure Centre

8. Reach for the Sky Basketball

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1. Introduction and Summary

4. Impact of the Social Enterprise Initiative

These 8 case studies have been compiled by Senscot with support from the Robertson Trust & Sportscotland to provide a snapshot of the work and impact sports social enterprises are making across Scotland.

The 8 organisations featured in this document represent a range of social enterprises – from those still in the early stages of development e.g. MY Adventure & The Crags to other longer established enterprises such as Atlantis Leisure – now in its 20th year of operation.

They demonstrate that there are considerable benefits when sports social enterprises deliver tailored services within their local communities. In addition they may bring a beneficial economic impact and run highly cost efficient operations.

Each of these organisations has actively engaged with the initiative and has benefitted in a number of ways, including:

Some of the benefits identified include; engagement of children and young people into sport (Reach for the Sky); effective intervention with young people who are distant from the labour market (MY Adventure); sport, health and fitness opportunities tailored to the needs of the local community (Atlantis Leisure), activities for the elderly (North Coast Leisure).

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access to bespoke business development support

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advice, support and information regarding funding opportunities, legal matters, asset transfer etc

The organisations in this report represent the wide range of sports social enterprises from those in early stages to those who are long established. All but one of the organisations runs their own sports facilities either as owners or long term leaseholders.

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being signposted via a dedicated resource page, e-bulletins and social media attending SEN meetings and engaging and sharing information with peers

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access to one-to-one support via SE and Sport Co-ordinator

2. Background A study carried out by the Scottish Sports Association in 2010 identified there are over 10,000 sports clubs in Scotland. In order to bring the message and potential support to those sports clubs and organisations who may be interested in adopting the social enterprise model, discussions were held and the resultant partnership between Senscot, Sportscotland & the Robertson Trust was formed. The Initiative was launched in April 2010 with the aim of increasing the awareness of the social enterprise model within the sports sector and to provide advice and support to aspiring and established sports social enterprises. The key route to achieve the latter was the development of the Sports Social Enterprise Network (Sport SEN) with the appointment of a Social Enterprise and Sport Co-ordinator (SE and Sport Co-ordinator) to facilitate this. The post holder facilitates meetings and an annual conference, informs via regular e-bulletins, maintains a web resource and provides a first point of contact.

3. Policy context The Scottish Government is keen for social enterprises to be considered as potential delivery partners of local services. In many communities this has been in operation for a number of years in relation to sport as in the past local authorities have often had to make challenging decisions with regards their Leisure & Recreation assets. In addition, the Scottish Government Spending Review 2011, declared a shift to targeting investment in preventative approaches and promised a number of initiatives. In June 2011, the Sports Minister also announced a package of support for communities keen to explore the transfer of sports assets from local authorities (including the Community Ownership Fund). In June 2012, Scottish Government launched their consultation on the proposed Community Empowerment and Renewal Bill. A key element of this includes proposals aimed at enabling communities to be more involved in making decisions on local budgets and priorities, and extending to urban areas the ‘right to buy’ scheme, allowing communities to take on unused public sector assets.

5. Key learnings Some key findings have emerged during the work with the 8 organisations identified in these case studies as well as with other sports social enterprises in the 52-strong Sport SEN membership. These include: •

a single point of contact via the SE and Sport Co-ordinator enables queries to be dealt with in a focused manner

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development support is vital, often leading to an evaluation of priorities or timescales

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rate of growth for organisations varies greatly – and is often dependent on external factors outwith an organisation`s control

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initial funding at the development phase is critical to allow an organisation to move towards long term financial sustainability

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peer support and access to relevant resources are essential components for early stage growth

In a broader sense, the SE and Sport Initiative has helped to forge connections between like-minded, passionate individuals working in communities across Scotland. This has helped individual organisations: in addressing isolation; to share ideas and information; to develop new ideas and explore joint working opportunities; avoiding mistakes; and, critically, in developing a sense of empowerment. It has, in many ways, gone beyond its original remit – delivering wider benefits – and has nurtured a spirit of collaboration and sense of identity within the SE and sport community. One clear outcome has been an increased level of social capital that is evident at both a local and national level. These case studies are designed to give a flavour of not only the development and growth experienced by individual organisations but also the impact sports social enterprises can have on their local communities.

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Case Study 1: Atlantis Leisure

Case Study 2: Broxburn United Sports Club

Key contact Neil Matheson Address Dalriach Road, Oban, Argyll, PA34 5JE Website www.atlantisleisure.co.uk Legal status Co. Ltd by Guarantee with Charitable Status No. staff: 47 Volunteers 2 & 9 Volunteer Directors Turnover/Trading % £760K / 88% In the early 1990s Argyll and Bute Council accepted a bid from the newly formed Oban & Lorn Community Enterprise Ltd (OLCE) to lease the local swimming pool for a period of 21 years. The people behind OLCE were all local individuals with an interest in sport and had a range of business skills and contacts within the local community. They also had wide community support. In October 1992, the group, now trading as Atlantis Leisure, opened its doors for business. Within 12 months, it had more than doubled the previous year’s figures. The vision of the group had always been to build a complete sports centre incorporating the existing swimming facility and, in 1997, after a hugely successful local fundraising campaign and support from national funders, a massively improved facility was opened. Atlantis currently has over 4,000 user visits per week - accessing a wide range of activities including swimming, climbing, soft play, tennis, football, bowls, badminton, gym, dance classes, archery and an extensive range of fitness and exercise programmes. Atlantis Leisure’s Board has always recognised their wider role both in supporting rural communities unable to access their facility in Oban as well as other support organisations in the area. This has seen Atlantis working in partnership with local Education and Social Work Departments and Health Board as well as supporting many youth, elderly and health projects. Long term sustainability is key to running a large scale facility such as Atlantis Leisure Centre. To reduce running costs, new technologies have recently been incorporated including the installation of a new wood pellet biomass boiler and a poolside air to air heat pump. These plans

Key contact James Pegg Address Albyn Park, Albyn Road, Broxburn, EH52 5BY Website www.broxburnunited.org.uk Legal status Co. Ltd by Guarantee with Charitable Status No. staff: 2 Volunteers 95 & 7 Volunteer Directors Turnover/Trading % £74K / 78%

have been in the pipeline for a while now, with the challenge for all being in the raising of capital finance. As a social enterprise, Atlantis is firmly focused on ideas which will provide services to meet the needs of the community whilst at the same time, generating income for the centre. This has included a gym refurbishment and re-designation of space to accommodate a group cycle studio as well as installing new facilities. The organisation, always keen to support others, has become a role model for communities far and wide embarking on or indeed mid journey on the road to running sustainable sports social enterprises. This role has been recognised through regular support from the Robertson Trust. A unique feature of the Atlantis Leisure model is their sports development programme entitled Playsport, formed in 2003, to drive initiatives in sport at a grass roots level. Playsport seeks to increase opportunities for people in rural areas who do not get the opportunity to participate let alone compete in minority sports hence the programme seeks to address this. They see their participation in the Sports SEN as both raising the profile of sports social enterprises as well as raising the profile of Atlantis Leisure itself. Atlantis is also one of the founding members of the new federation of community pools.

Broxburn United Sports Club (BUSC) is the amalgamation of a number of youth football clubs and the local junior club, a realisation which took ten years to complete.

focus on building community and business links. By delivering a clear message around sponsorship and community engagement, local businesses are already responding positively.

A new pavilion and 3g artificial pitch, funded by Sportscotland, opened in 2010, are the manifest outcomes of their work and effort; along with the employment of a Development Manager. Behind this is the story of participation and community spirit.

The resultant relationships have also led to the club delivering health programmes within local schools working with the Community Health Partnership supported by sponsorship from Edinburgh Airport.

The facility has an annual footfall of over 50,000 supporting the passion of 27 teams, 24 of which are youth teams. The club has 600 registered players and a further 100 plus volunteers who make it work every week. The membership has grown by 20% in the past year. Within the pavilion is a cafe area, staffed by the teams who each take it in turn to cover the shifts. Coming together has provided a permanent home for the teams and a base for parents, coaches and players. It has reduced overheads and led to a sharing of a range of skills inherent in the volunteers and members. One initiative has been the establishment of a gift aid scheme which it is estimated will generate £15,000 per year in additional income which will be re-invested to support the development of the individual teams. The employment of a Development Manager, part funded by the Robertson Trust, has enabled a

As numbers and the range of activities have increased at the club, the local Community Police have reported a 20% fall in crime figures committed by young people in the area. With their ambition to become a true ‘community hub’, they are supporting the local boxing club to re-locate to a disused building on site with refurbishment currently underway. A clear outcome to date has been the marked increase in local involvement with more players and supporters becoming involved in the club. With a fabulous community facility which can be rented out, income generation from the cafe and outreach work, BUSC has created a strong foundation to develop an important community facility for the town. The Sports SEN has been of great benefit to BUSC in allowing them to connect with others and share information and advice with other members.

Social Enterprise and Sport Position Paper Introduction

Our contribution

Social Enterprises in the sports sector deliver on a number of agendas including increased participation in sport and physical activity, improved health and wellbeing, youth diversionary activities, empowerment of communities in addition to their contribution to the local economy.

The social enterprise and sport sector contributes by:

These organisations are run by people in the community who demonstrate a drive and passion to create something which welcomes and encourages local people, listens to their needs and strives to meet them. This drive is accompanied by a desire to ensure a long term legacy by best managing their facility.

Vision Our vision is of a dynamic and vibrant sports social enterprise sector that is part of the fabric of our communities in Scotland. Our ambition is to create a supportive environment in Scotland in which sports social enterprises are able to flourish. One where: 1. Sports social enterprises are recognised delivery partners in the sporting landscape of Scotland 2. Sports social enterprises are able to make the most of locally important assets and act as a catalyst for increased community cohesion 3. Sports social enterprises, embedded in their communities, play a central role in shaping local services where sport is the delivery tool 4. Social enterprise is the model of choice to build a stronger more sustainable community sport sector in Scotland

1. Delivering improved community focused sports facilities 2. Providing innovative solutions to health and wellbeing challenges 3. Offering youth diversionary activities within local communities 4. Using sport as a tool to engage those who are disadvantaged 5. Increasing long term sustainability of sports clubs 6. Promoting the development of social capital within communities The adoption of the social enterprise model can also contribute to Sportscotland’s world class sporting system by offering a template for the delivery of social impact and long term financial sustainability for community sports hubs and aspirational sports clubs.

Priorities For the sector to contribute most effectively it requires: 1. To establish direct lines of communication with local and national agencies 2. To increase awareness of and provide suitable levels of support to community organisations, sports clubs and community sports hubs keen to adopt the model 3. To develop increased understanding of the model amongst sports development professionals 4. To provide online and direct signposting to support established and aspiring sports social enterprises 5. To establish a representative body to lead in its development

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Case Study 3: Crags Community Sports Centre

Case Study 4: MY Adventure

Key contact Simon Turner Address 10 Bowmont Place Edinburgh, EH8 9RY Website: www.cragssports.com Legal status SCIO No. staff: 1 Volunteers 5 Volunteer Directors Turnover/Trading % Year 1

Key contact Jonny Kinross Address 67 Pennywell Road, Edinburgh, EH4 4NL Website: www.myadventure.org.uk Legal status Trading subsidiary of MYDG (Charity) No. staff: 5 staff (3 plus 2 trainees/subsidised placements) Volunteers 2 plus 9 Volunteer Directors Turnover/Trading % £75k / 45%

The Crags is a community sports centre in central Edinburgh with a fresh approach. In December 2010, the Centre was far from fresh as Edinburgh Leisure closed the doors and boarded up the windows. A year later, after a council procurement process was completed, a new charity and social enterprise was established with the challenge of turning the Centre into a sustainable community resource.

The Muirhouse Youth Development Group (MYDG) works with hard-to-reach, largely disaffected young people typically unresponsive to traditional youth work activities and interventions. MYDG recognised in 2010 that the likelihood of securing ongoing grant support for their activities with this cohort was increasingly problematic. Accordingly they concentrated their efforts on establishing a trading subsidiary – ‘MY Adventure’.

The procurement process was won by a joint Boroughmuir Blaze Basketball Club/ basketballscotland submission. Castle Rock Edinvar Housing Association then became the third partner in the formation of a new charitable organisation that re-opened the Centre in January 2012 (under a 25 year lease). Securing a home base has been the catalyst for the development of Boroughmuir Blaze. More than just a training venue, the Crags has provided a boost to the social connections within the club. Volunteer, player and coach numbers are up, playing standards are rising and the pathway expanded. Long-term self-sustainability is central to the Crags vision while funding support from the Lottery, City of Edinburgh Council and The Robertson Trust eased the initial harsh realities in establishing the enterprise. By targeting partnerships with clubs and groups on the fringe of the mainstream, a sustainable market position is emerging. Activities like aerial yoga, roller derby and basketball are thriving at the Centre while local schools and groups working with hard to reach young people

have become a regular feature in the critical day time period. Since the Crags re-opened it has hosted 653 hours of sport and physical activity in the first three months of operation; partnered with Active Schools and local sports clubs to create weekly after-school sessions in basketball, athletics, dance, cricket, fencing and taekwondo; and provided 158 hours of prioritised access to local schools for PE lessons. It has also begun forming a hub for community sports clubs through partnerships with local clubs/groups in basketball, volleyball, roller derby, korfball, aerial yoga and tang soo do (Korean martial art). This includes the implementation of a ‘key-holder’ approach that can significantly reduce staffing costs and hire rates for partners. It is also increasingly forging a growing relationship within the local community through a series of meetings with local groups, discussions with local residents and open events. Pre-start up, the organisation connected via the Sport SEN on various matters including legal structure and asset transfer.

Utilising skills that MYDG had developed in delivering outdoor activities, and diversionary youth work, MY Adventure aimed to generate sufficient income through contracted work to sustain the range of services and activities traditionally undertaken with young people. Local young people are engaged with MY Adventure which over time builds confidence through new skills, support and learning, and begins a pathway toward increased employability. Early attempts to develop the social enterprise proved challenging with the existing staff team already stretched delivering MYDG activities. Funds secured from the Robertson Trust to support a part-time Development Officer, freed up capacity allowing MYDG to concentrate on existing work; and skill up the other staff in preparation for the planned changes. It was this support that enabled MY Adventure to successfully apply for an award from the Enterprise Growth Fund and make this post into a full-time Manager of the Social Enterprise as well as employ a parttime Administrative Assistant. A further support to the fledgling MY Adventure

came when a young person was employed through the Future Jobs Fund in conjunction with Heart of Midlothian Education & Community Trust. This led to the new enterprise taking on 1 Community Job Post directly and more recently a Modern Apprenticeship Sports trainee and disabled trainee via the Wage Subsidy Scheme. Now able to offer a full service of activities, it was given a further boost when it was awarded provider status allowing them to contract with local secondary schools. A market for both families and corporate training days has also been identified and pursued. MY Adventure delivered activities to over 500 participants working with over 40 customers in its first year of trading and has trained and employed 9 young people as sports coaches and instructors. Private sponsorship has allowed MY Adventures to run an innovative programme called Northern Lights. The eight week programme with excluded young people includes an intensive residential component alongside a week’s sailing on the West coast. The new experiences in conjunction with skilled youth work tackles issues of self-esteem, confidence and isolation. MY Adventure is also the proud host of the Youth Work Games 2012 approved by the Olympic London 2012 Games Committee. The life-changing opportunities that MY Adventure and MYDG engender is evident in the transformational experience of one former user, who has been selected as a torchbearer for the 2012 Olympic Flame. Early in their journey MY Adventure benefited from some focused support from the Sport SEN to distinguish key priorities and timescales.

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Case Study 5: North Coast Leisure Centre

Key contact Patrick Gray Address Munro Place, Bettyhill, By Thurso, Caithness KW14 7SS Website N/A Legal status Co. Ltd by Guarantee with Charitable Status No. staff: 6 Volunteers 5 & 3 Volunteer Directors Turnover/Trading % £73K / 42% With a local population of only 1600 and a catchment area the size of greater London, the North Coast Leisure Centre (NCLC) covers 800 square mile geography from its Highland outpost in Bettyhill. The Centre consists of a swimming pool, sauna and fitness suite and delivery of outreach classes across the region – but that’s hardly doing it justice.

The community-owned Centre, established in 1996, aims “to improve the physical, mental and social health and well-being of the wider North coast community”. They seek to address this through its range of classes and opportunities for all the community. These include boxercise, zumba and Nordic Walking - all pretty strenuous activities - but they sit alongside more sedate armchair exercise classes, hydro therapy and swimming. The Centre is now an integral part of the local community, offering access to activities that build relationships, develop friendships and camaraderie and maintain physical and mental well-being. They see their future extending into schools, day centres and care – becoming a centre of excellence, providing vitality in its services and vital to the development of community. If you cannot come to them, they come to you, through their outreach and community sessions. Extensive training is undertaken with staff and partnerships developed across a wide range of services. The appointment of a Development Manager, supported by the Robertson Trust and Highland Leader, has enabled connections to be made with

outside agencies. As a result, service delivery opportunities and thus additional income streams are being negotiated with the Social Work department and the local NHS partnership. Other newly developed income streams include a health focused snack bar. Investment in inflatable Zorbs has attracted private parties from across the area to hire the only pool where it is possible to “walk on water”.

Case Study 6: Newmilns Snow & Sports Complex (NSSC) Key contact Bobby Pollock Address 35 High Street, Newmilns, Ayrshire, KA16 9EB Website www.skinewmilns.co.uk Legal status Co. Ltd by Guarantee with Charitable Status No. staff: 3 Volunteers 12 & 6 Volunteer Directors Turnover/Trading % £115K / 51% In 2004, following a campaign to save the local ski slope for community benefit, the Newmilns Snow & Sports Complex (NSSC) was established. The ‘slope’ was in a dilapidated state and required immediate investment to meet health and safety requirement. East Ayrshire Council agreed to undertake immediate remedial work, which would last around ten years. The Council has leased the slope to NSSC for 80 years.

With an ever ageing population and youngsters regularly leaving the area to seek employment, North Coast may be bucking the trend with young staff members seeing the Centre as a real opportunity in an innovative workplace. The Centre is adopting a “cradle to grave” approach to sport, exercise and healthy living and hopes to support the local community both within the facility and via outreach activities. It is a holistic example of community involvement and development, a genuine healthy hub serving the wide ranging needs of a rural community. NCLC`s membership of the Sport SEN has been invaluable in making connections with other sport-based social enterprises. Through attending meetings, conferences and study visits, they have been able to forge alliances that have brought them direct benefit - most notably through their study visit to Jesmond Pool in Newcastle.

The Council also intimated that they would agree to transfer the asset to NSSC should their plans to secure £1m to undertake substantial refurbishments prove successful. Eight years later new investment is required to upgrade and extend the complex. From the outset, NSSC wanted to encourage the widest possible participation and usage, they envisaged a range of activities – as opposed to a narrow market aimed at seasoned skiers only. NSSC knew that skiing specifically, and winter sports more generally, had no sex or age bias and could be enjoyed from first time users to long established participants. The key was accessibility. There are currently no annual fees - you pay when you use the facilities. This means a taster session or a family outing isn’t prohibitive. A Local Junior Snowsports Club has been established and a Mountain Bike Club has been set up associated with a purpose built free-ride track

By negotiating a complete activity and transport package with local bus operators, the Centre attracts groups from schools and community groups from across East Ayrshire. The issue of securing the asset, and the £1m of funds to re-surface the ski runs remained the main challenge for NSSC. Their perseverance finally paid off in March 2012 when a funding package (involving a series of funders including Sportscotland) was put together with work planned for the summer to allow re-opening in time for next season. One slope will become two; encouraging both beginners and more advanced ski enthusiasts to use the facilities. A range of other activities - some extreme, some relatively benign from snow-boarding to tubing and mountain biking are all possible. The health and social benefits are evident – with a vibrant, exciting community-owned asset providing fun and exercise for families and communities across East Ayrshire and beyond. NSSC has been an active member of the Sport SEN since its inception being both a member of the steering group and contributor to the Round Table.

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Case Study 7: Ladywood Leisure Centre

Case Study 8: Reach for the Sky Basketball

Key contact Tom McKenzie Address 14a Yarrow Court, Penicuik, Midlothian, EH26 8HD Website www.ladywoodleisurecentre.co.uk Legal status Co. Ltd by Guarantee with Charitable Status No. staff: 2.5 Volunteers 20 & 4 Volunteer Directors Turnover/Trading £102k / 74%

Key contact Graham Hunter Address Atrium Business Centre, North Caldeen Road, Coatbridge Website www.reachfortheskybasketball.com Legal status Co. Ltd by Guarantee with Charitable Status No. staff: 2 Volunteers 5 Turnover/Trading % N/A

The Penicuik Community Sports & Leisure Foundation (the Foundation) which runs the Ladywood Leisure Centre (LLC) was established as a charity and social enterprise in 2007, following public meetings held in response to the planned closure of the Centre.

Graham Hunter considers himself very fortunate to have found the sport of basketball in his formative years. Able to attend high school and college in the US and having played professionally in both Spain & UK, he was struck by the local community programmes undertaken and their local impact.

The Ladywood Centre operates under a lease from Midlothian Council. The Centre opens daily, is used by over 1800 people weekly for activities like zumba, cheer-leading, line-dancing and football. The Centre is also heavily used by the local high school and is home to a number of clubs including gymnastics, boxing, table tennis and break dancing. Its facilities are also used for badminton, basketball, volleyball and cricket as well as football on the all weather pitch. The Centre is a true community hub, playing host to a range of community groups and activities including childminding, senior citizens bowling, social/lunch clubs, sports therapists and smoking cessation groups. In addition, the Centre hosts several annual events including horticultural, wrestling and pet shows. Since taking over the Centre, LLC has managed to run the facility with only 1.5 employees and a team of 20 highly committed local volunteers - all involved from the outset. Despite this, the organisation was keen to increase its capacity both in terms of staffing and of the physical space - both of which would make a contribution to the long term financially sustainability.

A feasibility study highlighted the options available by physically extending the facility. It identified a three phase approach with phase one focusing on alleviating storage problems, thus freeing up existing areas for new uses. Phases two and three focused on extensions to provide new meeting, office and amenity space and a soft play area. In 2011, The Foundation successfully sought funding for phase one from Sportscotland and the Robertson Trust – with the latter also providing revenue funding for a Development Officer. The Development Officer will be playing a key role in helping to deliver the future plan by expanding the range of community partnerships, developing new income streams and deputising for the Centre Manager. Building work on the storage extension will be completed this summer. Maintaining the commitment, energy and enthusiasm of volunteers and board members is a challenge and securing the funds or creating the income streams to employ staff is vital to extend the services and fully realise Ladywood Leisure Centre’s mission statement “Run by Penicuik people for Penicuik people”. LLC has benefitted greatly from its involvement with the Sport SEN through support and advice received. Over the last 12 months, this support has been particularly relevant in light of LLC`s applications for the extension and the new Development Officer.

Many peers from his home town of Blantyre had taken very different life paths - some involving drugs and violence. Graham felt passionately about offering alternative life opportunities to local young people and was keen to play his part. In 2010, he established Reach for the Sky Basketball. ‘Reach for the Sky’ has now engaged with almost 9,000 young people of all ages and both sexes in South Lanarkshire - with in-school, after-school and outwith-school opportunities in an exciting and popular sport. Academies are now established in seven communities across South Lanarkshire, each with its own personalised, colour-coded merchandising. Whilst the focus is primarily on having fun and getting involved, there are league games on a Saturday morning and basketball camps during school holidays. Graham has received funding and advice from a number of sources including Firstport, Business Gateway and the Robertson Trust. However, ‘Reach for the Sky’ faces a challenge in ensuring long term sustainability. Keeping participation fees to a minimum means the ideal route is to develop Service Level Agreements or contracts with local authorities and other public agencies.

As well as enjoying the fun and competition, players, as they get older, are encouraged to develop skills in refereeing and coaching. Their response has been gratifying with territorial boundaries successfully crossed, friendships made, and health improved. Graham hopes this enthusiasm will enhance life and work opportunities, perhaps leading to future employment for today’s players within ‘Reach for the Sky’ and beyond. Keen to develop a street-version, Graham has secured funding from the Community Partnership Fund which is operated in conjunction with Strathclyde Police. The ‘streetball’ project aims to make the courts safe for local youngsters and also as a place to engage with other young people - in the hope of reducing levels of anti-social behaviour and make communities safer. ‘Reach for the Sky’ is currently in discussion with other local authorities in the west of Scotland with a view to extending its services to those areas. Through its membership of the Sport SEN, contacts have been made with SportScotland and ongoing support is being provided to assist with its longer term sustainability.

Contact: Neil Matheson, 01631 566 800 Dalriach Road, Oban, Argyll, PA34 5JE www.atlantisleisure.co.uk

Contact: Simon Turner, 0131 667 3334 10 Bowmont Place Edinburgh, EH8 9RY www.cragssports.com

Contact: Patrick Gray, 01641 521 400 Munro Place, Bettyhill, By Thurso, Caithness KW14 7SS

Contact: James Pegg, 01506 858 057 Albyn Park, Albyn Road, Broxburn, EH52 5BY www.broxburnunited.org.uk

Contact: Jonny Kinross, 0131 208 3321 67 Pennywell Road, Edinburgh, EH4 4NL www.myadventure.org.uk

Contact: Bobby Pollock, 01560 322 320 35 High Street, Newmilns, Ayrshire, KA16 9EB www.skinewmilns.co.uk

Ladywood Leisure Centre Contact: Tom McKenzie, 01968 678 473 14a Yarrow Court, Penicuik, Midlothian, EH26 8HD www.ladywoodleisurecentre.co.uk

Contact: Graham Hunter, 01236 702 041 Atrium Business Centre, North Caldeen Road, Coatbridge www.reachfortheskybasketball.com

Many thanks to all the above organisations for their co-operation in putting these case studies together

For more information contact Diane Cameron, SE and Sport Co-ordinator - [email protected] For a full list of sports social enterprises and access to our resource page - www.se-networks.net/sportsen

Booklet designed by Kibble Education and Care Centre - a social enterprise working with young people