The foundation directs profits from the commercial organisation into local community projects either run directly or through delivery partners.
WHY believes in the value of engaging young people through the power of sport. The Why Foundation delivers grassroots support across a wide range of activities, focussing on those groups which are often marginalised by existing provision.
Creative Rooms is the WHY Foundation project which enables young people to gain some experience in, or start a career in, a variety of creative industries. This project enables participants to take advantage of the links with the WHY organisation, particularly for digital marketing roles, and xWhyz as part of the talent pathway programme.
RESET is the campaigning arm of the organisation. In lots of areas of life, society has unconsciously developed and evolved into a position which wouldn’t have been deemed acceptable had it been planned out ahead of time. This current situation then becomes the norm and is accepted as such without question. By focussing on what is truly important, and having a clear plan of action, the Why Foundation aims to Reset aspects of society that have become deleterious in our communities.
There is a clear process, involving 9 distinct stages, through which The WHY Foundation constantly moves. It is a circular process as the organisation needs to continually engage with the community to assess the impacts of actions taken, and to identify new opportunities.
Engage: Connection with stakeholders to identify local priorities for community development, together with potential solutions and improvements.
Prioritise: The engagement phase should start to identify priority areas within the local community, though this should not act as an exclusion for projects outside priority areas.
Project Concepts: At this point a variety of different projects which could fulfil the objectives of the priority areas are identified.
Mapping: A key part of The WHY Foundation process is the mapping of available resources, including financial, human, physical and organisational.
Gap analysis: Assessing need against resources identifies gaps that the current societal structure does not cover.
Capacity build: The key to effective resource allocation is to prevent duplication wherever possible. Only when clear gaps have been identified, will resources be expended on increasing capacity, in whatever form, in society.
Project design: Project design starts at the prioritisation stage and may well loop back through the gap analysis and capacity build.
Deliver: This is the phase where the project is taking place, guided by a clear plan and a coherent set of social benefit objectives.
Review: At set points within the project (milestones) project performance will be assessed against the objectives, and, where relevant, adjustments will be made to the delivery process.
At the end of the project, a Social Impact Statement will be produced, normally in an infographic style as below, as well as a Project Review Report, which details the “good, the bad, and what you would do differently next time”.
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