MD2426 Team London and Community Sport Work Programme 2019/20

Type of decision: 
Mayoral decision
Date signed: 
01 March 2019
Decision by: 
Sadiq Khan, Mayor of London

Executive summary

The GLA Team London & Sport Unit’s budget for 2019/20 is £9,541,000. Of that, this MD is asking for approval of expenditure of up to:

• £488,000 for projects that are continuing from previous years, but which have not already been approved for 2019/20; and
• £403,000 for projects that are new and being initiated for the first time.

The balance of the team’s budget has been subject to separate, previous approvals (these are noted throughout this decision form where they relate to the new approvals being sought).

This expenditure will enable the Team London and Sport Unit to continue to support the Mayor’s ambitions of improving social integration, social mobility and community engagement for Londoners.


That the Mayor:

1. Approves expenditure in 2019/20 of up to £931,000 for the Team London and Sport Work Programme funded as follows:

(a) £841,000 from the GLA Team London budget;
(b) £50,000 from the GLA Sport budget; and
(c) £40,000 from external funding, if secured; and

2. Delegates to officers authority to:

(a) Seek, receive and spend the external funding noted at decision 1(c) above, as a contribution towards expenses related to the Team London 2019/20 Major Events and Visitor Welcome workstrands (without the need for a further decision form); and
(b) Approve detailed expenditure plans (via director or assistant director decision form(s), as relevant) for relevant new programmes/projects, once full details have been worked up (relevant projects/programmes are flagged within the body of the decision form).

Part 1: Non-confidential facts and advice

Introduction and background

Team London and Sport is the unit within the GLA which includes the Mayor of London’s volunteering programme for London and Sport activities.

The GLA’s work in sport has two distinct strands: supporting major sporting events hosted in London, to help maximise their economic and social benefits to the city; and community sport – supporting those ‘on the ground’ in London in their use of sport and physical activity for improved health and wellbeing amongst Londoners, and for fairer, better connected, more inclusive communities.

The Sport Team’s work has a dual focus: Major Events and Sport Unites. Major Events are not included in the scope of this MD and will be covered in separate Decisions.

Team London

Team London’s work will focus on using volunteering to contribute towards reducing barriers to social mobility, improving social integration and effective community engagement. The overarching objectives are to support and promote active citizenship social integration, social mobility and community engagement for Londoners. The team also supports the resilience of the voluntary sector. All our initiatives focus on convening the public sector, private sector and civil society for the good of London’s communities, and ensuring that life skills are shared and developed through volunteering.

To date, Team London has a database of 126,970 volunteers, works with 3500 charities, has engaged with over 36,500 young people and over 2,100 schools. To date the Sport Team has invested £25 million in a range of sports projects across London. This has leveraged more than £35 million of external investment from other organisations.

The Team London programme helps deliver the Mayor’s priorities to work with communities and civil society groups across London to encourage active participation in community and civic life, supporting Londoners of all ages to volunteer and take action to improve London. The team is building strong partnerships between the public, private and third sectors, enabling Londoners to have access to the skills needed both personally and within the economy and contributing to the corporate social responsibility and philanthropy objectives of London’s businesses.

Team London is a delivery agent for the Careers and Enterprise Company in the London Enterprise Advisor Network and has matched funding from the #Iwill/Step Up to Serve campaign administered by the National Lottery. It also works in partnership with supporting businesses and voluntary and community sector organisations across London including London Plus, London Funders and other key civil society partners.

Much of the work in 19/20 will continue to build on the success of previous years. Programmes such as Team London Ambassadors will continue to support Londoners and visitors alike. Our Team London Young Ambassadors will continue connecting young Londoners with their communities through social action, and young Londoners will again be supported through #Iwill/Thrive London grants which provide funding to organisations who deliver Youth Social Actions projects which target mental health for young Londoners.

Sport Unites

For Sport Unites, we will provide funding and support for individuals and organisations across London that use, or wish to use, sport and physical activity as a means of (i) improving social integration and (ii) increasing participation in terms of both quantity and quality of experience, to enhance Londoners’ physical and mental health and wellbeing.

We will also invest in workstreams of ‘enabling’ activity to provide additional support to initiatives funded under the other themes of Sport Unites, to include: training and support for the paid and volunteer community sport workforce; investment in ‘sport tech’ to help address physical challenges to activity in London in innovative ways; providing guidance and leadership to the sector in sport for social integration, helping all those involved learn from what works, and what doesn’t; and conducting robust monitoring and evaluation, as well as building the capacity of those we fund to improve their capability and confidence in providing evidence of their impact.

The Sport Team’s work contributes to Mayoral priorities in addressing five key strategic social issues that may form a challenge and a barrier to those Londoners or groups of Londoners most in need of our programmes. These are inactivity, mental health, serious youth violence, social isolation, and social mixing. In tackling these issues the team works closely with external partners such as London Sport, Comic Relief, and Laureus Sport for Good, and with GLA colleagues such as Team London; and ensures that its efforts and direction align closely with other GLA statutory strategies for which the Mayor is responsible – such as health inequalities, transport, planning, environment, culture, housing, and economic development policy – to ensure that the Mayor has a cohesive approach to tackling London’s problems and improving Londoners’ lives.

Supporting existing programmes and developing new programmes

In order to ensure success in future years we must also evolve, develop and introduce programmes. Because these projects are new, the detailed expenditure and delivery plans will be set out in an ADD/DD for approval by the AD/ED (subject to the Mayor agreeing the delegation).

This MD seeks approval for total expenditure in 2019/20 of up to £931,000 at a net cost to the GLA of £891,000 (provided that £40,000 of external funding can be secured). Expenditure exceeding £891,000 will only be committed/incurred if such external funding is secured.

Objectives and expected outcomes

Note projects with full approvals are not referenced in the tables that follow to ensure focus on expenditure that is yet to be approved.  However, where additional expenditure is being requested, past approvals and the total expenditure level are referenced for completeness.


The programme funding will contribute to the following:


Social Mobility

Social Integration

Community Engagement

IMPROVING  SOCIAL MOBILITY: Using volunteering to tackle barriers that prevent Londoners from achieving their potential


IMPROVING SOCIAL INTEGRATION: Unifying Londoners in and across communities through volunteering

EFFECTIVE COMMUNITY ENGAGEMENT: Working with civil society to create more opportunities for Londoners


Unlocking the potential of business through Employer Supported Volunteering



2.3       The context, outcomes and allocation of funding is detailed in the table below:




Improving social mobility


  • Volunteering has been proven to support the development of life and work-related skills such as leadership, teamwork and communication which can all contribute to helping Londoners achieve their potential.
  • Team London will deliver volunteering programmes to enable Londoners to reach their potential through education, employment or training as well as increasing their connections with business.


Our projects target

  • Young people.
  • Disconnected Londoners –  those who are for many different reasons not engaging and are disconnected from civil society and the world of work.
  • Under-represented groups – those people who have the desire to participate equally and actively in society but currently face barriers that prevent their participation.


The impact of our work

  • Volunteering experiences that develop personal, professional and social skills and deliver education, employment and training outcomes.
  • An increase in volunteers’ understanding of the world of work/career opportunities, choices, positive role models and pathways into employment.
  • Greater representation of young people, disconnected and under-represented Londoners across GLA volunteering programmes.


Specific projects for which expenditure approval is being sought

  • HeadStart Action, an annual and recently expanded volunteering programme which uses a place-based approach, working with community partners to connect young people who are at risk of becoming not in education, training or employment (NEET) with employers and with local social action opportunities.
  • Team London Young Ambassadors, (TLYA) three year programme, now in its second year, connects young Londoners with their communities through social action. Since the programme began in 2013, 430,000 young people in 2,000 schools have started volunteering projects on issues they care about. These include LGBTQ+, bullying, mental health, food poverty and homelessness. The programme is delivered by WE Charity and matched funded by #Iwill/Step up to Serve.


Funding decision for existing programmes requested via this MD

  •  Expenditure of up to £7,000 in respect of HeadStart Action operational expenses, including an advisory board and HeadStart events.

Expenditure of up to £20,000 to continue our Third Sector Capacity Building, which will increase the capacity of small youth organisations working with young people in locations with high identified need to enable them to be better placed to apply for future rounds of TL/YLF funding. This expenditure is specifically focused on working with  third sector organisations who are already working with pre-NEET young people to expand their ability to work specifically with local employers. The HeadStart action programme works in a schools based setting using social action and employee links in a way that is distinctive from YLF funded programmes. Our observation from round 1 is that many organisations are extremely skilled at working with young people but do not understand business engagement. This expenditure will enable some testing of how to change this.


Funding decision for new programmes requested via this MD

  • A delegation to the Assistant Director Team London and Sport to approve expenditure up to £36,000 for a new Employability pilot programme for hard-to-reach groups. A pilot programme based on the HeadStart Action/2Work models, adapted to reach groups that TL has not yet worked with to provide employability support, e.g. female ex-offenders, 16-18 year old homeless people, refugees. Using social action and volunteering to improve employability is an approach that still is not widely used across London or the GLA and will work with different cohorts from those engaged with in other GLA funded programmes. We will liaise with the Skills team to ensure that learning is shared and that no duplication occurs.
  • A delegation to the Assistant Director Team London and Sport to approve expenditure up to £52,000 for our Youth and Schools programme, to develop a new pilot initiative which builds on our understanding of youth social action and identifies legacy opportunities for the Team London Young Ambassador programme.


Approvals already in place

  • Expenditure of £122,500 for HeadStart Action in 19/20 was approved under cover of MD2265 and ADD2171.
  • An additional HeadStart Action programme (a further cohort of participants) was approved under cover of MD2665 to run in 19/20 (and a third for 20/21) based on the successful implementation of the pilot programme, with a total expenditure of £200,000 per year.
  • MD2111 approved spend of £25,000 in 19/20 for the monitoring and evaluation of our work with under-represented groups.


Total funding decision under this MD: £115,000


Demonstrating improvements in social integration



  • Volunteering can unite individuals and communities together towards a shared goal. It promotes the interaction of individuals from different backgrounds both geographically and demographically.
  • Team London will work to unify Londoners within and across communities through the power of volunteering and social action.


Our projects target

  • All Londoners - creating a culture of volunteering by making access to volunteering easier, more accessible and an established part of what being a Londoner is about.
  • Civil society - working at the grassroots with civil society to help organisations offer more volunteering roles to their local community.
  • Community - establishing a sense of pride in the community and the city – unifying Londoners towards common causes, making them proud of their contribution.





The impact of our work

  • Increased number of Londoners from varied backgrounds and boroughs involved in volunteering and social action.
  • Increased pride in the city and the community.
  • People more socially aware and integrated.
  • Increased number of Londoners who consider themselves to be an active citizen.


Specific projects/programmes for which expenditure approval is being sought

  • Team London Ambassadors and Major Event Volunteering, programmes that support Londoners of all backgrounds to volunteer by supporting visitors to London either during peak tourist season or at major events in the city.


Funding decisions for existing programmes requested via this MD

  • Expenditure of up to £20,000 from the Visitor Welcome budget to deliver the annual London Ambassador programme. This expenditure will contribute to operational expenses including delivery of a recruitment, selection and training programme and the Team London Ambassador Pods.
  • A delegation to the Assistant Director of Team London to receive and spend up to £40,000* external funding (without the need for a further decision form), as a contribution towards expenses related to the Team London 2018-19 Major Events and Visitor Welcome workstrands – noting this is subject to confirmation of external funding.  This funding will be spent equally on the two workstrands, contributing towards the presence of Team London Ambassadors at locations and events such as Gatwick, The Big Half and the London Marathon and their associated volunteer expenses.  Agreements will be entered into with partners to govern the receipt of this funding.


Approvals already in place

  • Visitor Welcome and Major Events already have approval for expenditure of £225,000, under cover of MD2188 (approving spend over the 18/19 – 20/21 financial years) and DD2316 (approving spend over the 19/20 – 21/22 financial years).


Total funding decision under this MD: £60,000 (*subject to £40,000 external funding being secured - expenditure exceeding £20,000 will only be committed/incurred if such external funding is secured)



Effective Community Engagement



  • Team London will work with civil society to create more opportunities for Londoners to volunteer and to be supported by volunteers.  We will do this by:


    • Building new, sustainable relationships between public sector, private sector and civil society;
    • Providing a platform for the voice of civil society – ensuring grassroots organisations are connected with the GLA; and
    • Championing best practice across the sectors – to enable efficiencies in learning and development.


The impact of our work

  • An increased number of cross-sector partnerships that focus on the resilience of civil society;
  • Grassroots organisations will have clearer communication routes with the GLA; and
  • Greater reward, recognition and publicity of interventions that are working in London’s civil society.


Specific projects/programmes for which expenditure approval is being sought


Building new sustainable relationships

  • Awareness work to raise the profile of Team London, including expenditure on volunteer tracking, media, and events.
  • Team London website: to fund the development of the GLA’s volunteering portal that brings together potential volunteers and volunteering opportunities.
  • A package of interventions, including through grant funding awards, to support civil society by increasing the capacity of the third sector and helping organisations and individuals that support this sector to develop their skills.
  • Bringing together the third sector with business and the community and in particular facilitating Employer Supported Volunteering.
  • Developing an implementation plan responding to recommendations set out in the GLA-commissioned philanthropy review.
  • Delivering the #Iwill/Thrive London grants to provide funding to organisations who deliver Youth Social Actions projects which target mental health for young Londoners. This is joint funded between the GLA and the Big Lottery Fund and 19/20 will be our second year of delivering this three year programme.

Championing Best Practice

  • As part of the reward and recognition workstream, delivering the Mayor’s annual awards for volunteering to recognise the dedication of Londoners across the capital; developing, in partnership, a new platform and approach for reward and recognition for volunteering in London and assessing if we should commission/roll out on a larger scale.
  • Through Team London small grants, delivering a small grant fund to grassroots organisations supporting Londoners to volunteer, matching themes to key Mayoral priorities.


Funding decisions for existing programmes requested via this MD

  • Expenditure of £92,000 for the continuation of Team London awareness activity, including expenditure on volunteer tracking, media, and events.
  • Expenditure of up to £100,000 on a one off project to design and deliver phase two of the new Team London microsite. This phase two development can only be scoped, designed and delivered pending several months use of the new site. This is needed to highlight any required changes or improvements.
  • Expenditure of up to £53,000 on annual small projects to increase the capacity of civil society.
  • Expenditure of up to £100,000 on the delivery of the annual Team London Small Grant programme to support small charities in London to increase their volunteering offer.
  • Expenditure of up to £14,000 to facilitate the running of a grant summit for our three year #Iwill/Thrive London grant programme, of which we are in year two.
  • Expenditure of up to £25,000 to support the reward and recognition of London’s volunteers through the annual Team London Awards 2018.


Funding decision for new programmes requested via this MD

  • Expenditure of up to £219,000 to support the reward and recognition workstream.  This will include new programmes of support to the voluntary and community sector including work with volunteer centres, support for the sector to improve diversity of volunteering and a range of opportunities and support for development and recognition of Civil Society Leaders. Expenditure approval for this programme is subject to the Executive Director agreeing the detail of the programme under delegation through a director decision form.
  • A delegation to the Executive Director for Communities and Intelligence to approve detailed expenditure plans, via a director decision form, of up to £103,000 which will be used to fund new programme expenses and a dedicated role to support the activation of the recommendations made in the GLA-commissioned philanthropy review.



Approvals already in place

  • The receipt and expenditure of up to £214,000 and expenditure of up to £128,000 GLA funding (£100,000 of which has been provided to Team London from the Health team) was approved in 17/18 under cover of MD2171 to fund the three year #Iwill/Thrive London grant programme.
  • Expenditure of £122,000 was approved under cover of MD2171 (to fund the three year Young London Inspired grant programme) and MD2295 (the Team London 18/19 work plan, approving the TL small grants programme and associated programme expenditure) for grant payments which are already awarded to recipients through funding agreements.
  • Expenditure of £240,000 for the Team London website was approved under cover of MD2124 in 17/18, and MD2295 and MD2414 in 18/19.



Total funding decision under this MD: £706,000


Community Sport



The Sport Team will work with London’s sport sector and others to deliver the Mayor’s strategy for sport and physical activity in London – Sport for All of Us – which sets out the Mayor’s policies for using sport to help tackle London’s social integration and inactivity challenges. We will do this by:

  • Using sport to encourage improved social integration across London. This will include supporting and empowering local communities to enhance social inclusion and resolve community issues.
  • Improving the physical and mental health and wellbeing of Londoners by providing opportunities for them to be physically active.
  • Developing and supporting the community sport workforce in London (both paid and volunteer).
  • Investing in initiatives that support education, sport and cultural activities with a focus on disadvantaged and vulnerable young people aged 10-21.


While an MD was approved for the Sport Unites programme (MD2244), delegating authority for all expenditure (£5.8m) to the Executive Director, approval is required for expenditure detailed in this Mayoral Decision for the elements listed below. It should also be noted that this follows the publication of the statutory sport strategy and the Mayor’s additional commitments to community sport under the Sport Unites programme. As such, this MD will focus solely on the addition components of the programme, as follows:


  • A new commitment to projects related to Serious Youth Violence (SYV), which will include:
  • investing in initiatives that use sport as a tool to reduce serious youth offending and knife crime amongst young people.
  • delivering a strategic Sport Reducing Crime steering group in London.


The impact of our work


The overall impact of Sport Unites includes:

  • A more socially integrated London.
  • Improvement in the physical and mental health of Londoners.
  • A stronger and better developed community sports workforce.
  • Enhanced education, sport and cultural activities which focus on supporting disadvantaged and vulnerable young people aged 10-21.


The refreshed focus will include:

  • Reducing rates of serious youth offending and knife crime in young people across London.


Specific projects/programmes for which expenditure approval is being sought


Building new sustainable relationships

  • Awareness work to raise the profile of sport in reducing SYV.
  • Facilitating conversations on reducing SYV across London, including forming wider-sector, academic and research partnerships through the creation of a Sport Reducing Crime steering group.


Reducing serious youth violence

  • Delivering a Sport and Serious Youth Violence Campaign.
  • Investing in initiatives that focus on reducing SYV.


Championing best practice

  • Input into London Violence Reduction Unit from a community sport perspective. 
  • Input into and support of the work of the GLA’s community engagement team.
  • Support to the GLA’s external affairs team in collection of data related to young people (e.g. OurLDNSummer Campaign).



  • Materials to support organisations to learn about Sport Unites.
  • Promotional materials encouraging organisations to access available funding.


Communications Campaigns/Outreach

  • Commissioning outreach communications through partners to reach new audiences through campaigns.
  • Boost promotion of available funding and projects.



  • Delivering workshop and engagement events with stakeholders.


Funding decisions requested via this MD


  • Expenditure of up to £50,000 for the continued support of the Community Sport Serious Youth Violence initiatives. 


Approvals already in place

  • The receipt and expenditure of up to £5.8m over 3 financial years for the Sport Unites programme has been approved under cover of MD2244.
  • The receipt and expenditure of up to £3m for the Young Londoner’s Fund has been approved under cover of MD2265 over 3 financial years.



Total funding decision under this MD:  £50,000


Equality comments

Under Section 149 of the Equality Act 2010, as a public authority, the GLA must have ‘due regard’ of the need to:

• Eliminate unlawful discrimination, harassment and victimisation; and

• Advance equality of opportunity and foster good relations between people who have a protected characteristic and those who do not.

Equal opportunities are enshrined within Team London and Sport’s programmes. Team London and Sport volunteering projects aim to ensure that all Londoners can access volunteering opportunities and indeed by doing so support other Londoners equally throughout the city.

Our projects particularly promote equal life chances; reducing barriers to social mobility, demonstrating improvements in social integration and effective community engagement. This will involve working with young people, under-represented and disconnected Londoners to connect them, through volunteering, with education, training and the world of work.

We have commissioned research to look at the barriers and challenges involved in getting Londoners to participate in volunteering. This is to support our work on Reward and Recognition and ensure that we structure our volunteering and social action programmes in a way that is as appealing and accessible as possible.

The programme will specifically target young people with protected characteristics including race and sexual orientation. A key goal of this programme is to advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it. In particular it will target young Londoners from more diverse and deprived backgrounds who might experience significant barriers to participating in social action and volunteering, look at how to overcome these barriers and motivate and reward young people in ways that support them to grow.

Our work also embraces London’s diversity by connecting Londoners from a variety of demographical and geographical backgrounds together in support of commons causes. In addition we recognise volunteers from every area in London through our Awards ceremony.

Team London has targeted itself with growing the numbers of volunteers aged 59+ in the capital, and with enabling young people from diverse and deprived background to become involved in volunteering and social action.

The Team London programme will provide flexibility to those who have specific needs such as a disability or special educational needs, by ensuring that any content and delivery is adapted to meet different needs and where required, support equipment will be made available. Physical access to learning will be considered and arrangements will be made where required.

Other considerations
  1. Key risks and issues



Mitigating Action

Risk Rating

Delays in undertaking any of the activities listed above (due to not having budgets or agreements in place) are likely to lead to an interruption in service provision that may have a negative reputational impact on the Mayor.

The timelines and expected costs for all activities have been reviewed. Team London and Community Sport maintains a programme plan and risk register to flag any issues and monitor risks and mitigations.




The Visitor Welcome programme requires planning permission to use the different sites in London for the pods, it is assumed that this will come through as we are using mainly the same sites as last year.

We can deploy the programme without the pods if absolutely necessary.



Safeguarding – many of the TL programmes work with delivery partners who work with vulnerable young people and adults – potential for safeguarding issues.

Ensure that in due diligence and organisational vetting there is sufficient consideration of safeguarding requirements, follow advice from GLA safeguarding lead on the correct protocols to follow.


Insufficient or inappropriate resources to enable delivery of wider programme, resulting in programme failure.

These programmes are evolved from current work areas and as such resources are in place within the Team London team with consideration of resource needs and how to work with other teams and external partners to delivery our aims and objectives a part of our ongoing work methodology. The consideration of resourcing for the delivery of the Community Sport programme has been a focus over the last six months, as it has been a concern. We are now in the process of designing a more appropriate resourcing structure to ensure that delivery of the programme can take place as planned.



Project slippage and subsequent budget reprofiling

In discussions with finance and regular project management meetings; project implementation plan prepared for ongoing monitoring.


Lack of understanding of what ‘social integration’ is causes confusion, and risks impacting on project quality against social integration funding criteria


Working with grant management partners to develop a strategy and action plan to communicate to the sector and allow us to listen to views, concerns and ideas; working with internal GLA teams to clarify understanding of social integration and its application in the sports context; hosting workshops and tutorials to support deliverers.




  1. Links to Mayoral strategies and priorities


The Team London and Sport 2019/20 work programme contributes to the implementation and delivery of multiple statutory and non-statutory strategies. More details as is as follows:


  • Working with communities and civil society groups across London to encourage active participation in community and civic life.  That means supporting Londoners of all ages to volunteer and to take action to improve our city, this links to the recommendations in the Culture Strategy and the Sport Strategy;


  • Encouraging more Londoners to get involved in volunteering for, and connecting with, others in their community, supporting the aims and objectives of the Social Integration Strategy and the Equality, Diversity and Inclusion strategy;


  • Building strong partnerships between the private sector, public and voluntary agencies;


  • Pro-business: supporting CSR and philanthropy objectives in London;


  • Inspiring young people to foster valuable life skills by becoming active citizens in their local area, and bringing communities together in a way that is now more important than ever, building on the recommendations in the Skills Strategy;


  • Supporting #LondonIsOpen; welcoming tourists, enhancing major events;


  • Ensure that Londoners can access opportunities equally, including the knowledge and skills to participate in civic society and progress in education and in work including careers education and increased employer encounters;


  • Aligning with the Economic Development Strategy by helping to improve the health of Londoners, in particular by providing increased opportunities for low-income Londoners, and helping prepare young people for employment through community sports initiatives and the work of youth organisations;


  • Helping reduce health inequalities by working with Sport Unites in all aspects of programme delivery, working with Healthy Schools London; taking actions to support children achieve and maintain a healthy weight, with focused support for communities with high childhood obesity rates; and supporting initiatives to help people engage with each other, build skills, create new networks and take part in locally led activity, linking to the Health Inequalities strategy;


  • Providing non-medical, community-based activities that people could be referred to for improved health and wellbeing (social prescribing); and


  • Working with community organisations, the grassroots sport sector, London Sport and other strategic partners to ensure that diversity, inclusion and social integration are important principles of the new sport programme and strategy.


  1. Impact Assessments and consultations


We consult relevant groups and stakeholders when undertaking any new programmes e.g. the SkillUP programme researched through the Foundation for Social Improvement the development requirements of small charities in order to influence workshops and modules offered which would be of most use and relevance to the small charity sector.


There is an established Advisory Board for Team London to ensure we have the voice of all relevant parties shaping the future of the programme to ensure it is relevant, efficient and delivering the best volunteering-related outcomes for Londoners.


The Mayor’s strategy for sport was subject to a three month consultation exercise with stakeholder organisations and the public. The Sport Team also commissioned a series of independently facilitated workshops to consult community organisations about key issues raised in the draft strategy and our plans to address them. More than 100 organisations responded, and the strategy was revised in light of their comments.


It is a key principle of the Sport Unites programme that local communities will be empowered to shape and influence investment decisions and priorities. The programme works with a wide range of people, groups and organisations, often in partnership; and offers different types and sizes of grants, including those which help organisations build capacity by developing their workforce; easy-to-access small grants to support local grassroots providers, and larger ones for longer projects. All grants are subject to robust assessment, with monitoring and evaluation conducted at all levels from project to programme. A key outcome for the programme will be understanding what works, what doesn’t, and why – to help shape investment decisions as we go along and in the future.

Financial comments

Approval is being sought for expenditure of up to £931,000 on the Team London and Sports Work Programme for 2019-20, and receipt of £40,000 in external income to support this programme.

The net cost to the GLA is £891,000. Of this amount, £841,000 will be funded from Team London’s budget for 2019-20, and the balance of £50,000 for the Community Sport work, will be funded from the Sport Unites Programme budget for 2019-20.

Activity table



Planned date


Submit MD for expenditure for agreed work programme

February 2019


Deliver HeadStart Action cohort two, phase 1

February 2019


Sport Unites 19/20 delivery

March 2020


Philanthropy review development

March 2019


Deliver phase 2 of Team London Young Ambassadors programme

March 2020


Deliver third sector support programme

March 2020


Deliver Small Grants programme

September 2019


Deliver Team London Ambassador Programme

September 2019

Share this page