Partnershipst - Marketing Lacrosse Partnershipst Lacrosse...

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Marketing Lacrosse Partnerships t Lacrosse has always understood that the development of the sport relies on creating partnerships with a wide range of people and agencies. Lacrosse at local level has specialised in developing partnerships with schools, sport clubs, local authorities and local sponsors. Lacrosse has also enjoyed successful partnerships with major companies such as Warrior, Gait, Reebok and Nike By 2011 Lacrosse will Clubs Identify 100 clubs to work in partnership with the ayll and its development programme, involving 700 schools and sports colleges, to develop participation. Identify and work in partnership with colleges and universities, in targeted areas, to develop lacrosse. County Sports Partnerships Identify and work in partnership with 22 identifi ed County Sports Partnerships from 2005 to 2009. Local and community agencies Identify and work in partnership with local authorities to deliver the local and regional participation plans. Identify and work in partnership with deliverers of services to priority groups. The ELA will extend its work in socially deprived areas using the examples of good practice from the development programmes work with local agencies. Amongst the areas lacrosse is currently working in are Oldham MBC, Manchester City Council, Luton MBC, Rochdale MBC, Salford City Council and Sheffi eld City Council. Identify organisations with sporting programmes (youth workers, prison service, Guides and Scouts associations), especially local authority-approved provision, to extend access to lacrosse participation. Cross Agency Identify National Governing Bodies of sport to work with to create new pathways into lacrosse, such as the English and Wales Cricket Board on the use of facilities and development, and the Football Association’s Community Programme use of lacrosse as an alternative sport. Re-engagement Identify and work in partnership with local agencies and lacrosse clubs on re-engagement strategies aimed at individuals who have ceased playing sport or who have never played sport to become involved in lacrosse. The ELA needs to enhance its staffing structure, in order to achieve the Key Performance Indicators outlined in the WSP. Lacrosse has a small and dedicated professional staff supported by a highly competent volunteer workforce. Lacrosse, via its use of professional instigation and quality voluntary support, has organised and managed a large, localised delivery programme for the development of the sport. From 2000 – 2004 the number of professional ELA development offi cers managed by the ELA increased, as seen in Table 1, with further increases identifi ed.
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Marketing Lacrosse Table 1 2000 2001 2002 2003 2004 2005 2006 2007 2008 AYLL professional Development officers 42 49 62 59 65 69 74 86 100 From 2000 – 2004 the AYLL maintained the same levels of centralized staffing while maintaining the quality of the program, therefore providing excellent value for money. Lacrosse will increase its ability to deliver its WSP by expanding its centralized staff, thus
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Partnershipst - Marketing Lacrosse Partnershipst Lacrosse...

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