This challenge is currently closed but if you would like to discuss a potential solution, we are still open to conversations. We ran a launch event covering the detail of the challenge, which is available on YouTube.
Support is fully funded by the UK Government through the UK Shared Prosperity Fund. Tees Valley Innovation Challenge is delivered by Edge Innovation Ltd and Health Innovation North East and North Cumbria on behalf of the Tees Valley Mayor and Combined Authority, and the Tees Valley Business Board.
Middlesbrough Football Club prides itself on creating excellent match day experiences for fans and encouraging an inclusive, community spirit within football. Part of this effort exists through the family zone, where family fun activities meet football. Football can present a fantastic opportunity for fans to connect with their children and spark an early passion for sport. However, both the build-up to the game and the match time can represent a long time for young fans to focus, especially when being a fan means sticking with it through frustrating moments and poor weather. The family zone provides a solution to this challenge, providing a safe, age appropriate and most of all fun way for young fans to get invested in the game.
Families:
Keeping children engaged – It can be difficult catering to the needs of young fans, while still being able to enjoy the game. Young fans need to be fed, rested and entertained to properly engage with the sport.
Keeping pre-teens engaged – As fans transition into their teen years, they are more likely to have a solid grasp on the game but less likely to engage with what the family zone has to offer. The family zone needs to cater to these fans, until they are ready to transition into the other stands.
Fans engaging with each other – MFC would like to encourage more of a community offer and a chance for fans to connect. However, young fans can be shy and sometimes need a push to talk to each other.
The environment - While significant investment has gone into keeping the family zone up to date (with introductions such as the gaming zone) some fans may still see the area modernising.
Families:
Keeping children engaged – More opportunities for families to connect and bond through fun, interactive activities that foster a shared love of the club.
Keeping pre-teens engaged – effort engaging with fans to understand what appeals to this audience leading to a transitionary offer that appeals more to teens and bridges the gap between the activities being the main attraction to the football being the main attraction.
Fans engaging with each other – creation of a community atmosphere within the family zone, whereby fans and staff are able to develop personal relationships and feel a part of something bigger than just the game.
The environment – A modern and vibrant fan zone environment that makes excellent use of the space available and inspires a sense of pride in the club.
Staff:
Staff Capacity – there has been difficulty recruiting staff, particularly those highly invested in the role, leading to the staff working at the stadium delivering more with fewer resources. MFC also focuses on efficient delivery, not overspending on staff costs and any additional investment needs to be commercially justifiable.
Low confidence – Young staff have low confidence in engaging with fans, both in developing relationships and managing misuse of the family zone.
Low commitment – Young staff also are deterred by the long and irregular hours and may see alternative employment with more attractive pay as being more appealing
Staff:
Creative delivery approaches – More organised and creative approaches to the delivery of activities within the family zone. This could include the utilisation of external resources or delivery partners who are incentivised to deliver at minimal delivery cost to the club (e.g. in-kind support)
Growth and development opportunities – More opportunities for staff to grow professionally at the club, developing new skills through the family zone.
Pride in their work – Staff achieving career development and seeing first-hand the human impact of their work on families and driving more pride and involvement in the club.
Diversity of activities – the club currently offer a wide range of activities within the family zone, including player engagement, themed events and competitions, a sensory room, a gaming area, a food and drinks offer, educational offers, giveaways and more.
Suitability of activities for pre-teens: There is a question about the attractiveness of some of the activities on offer to young fans as they get older, namely as they enter their pre-teens. This is particularly important as the fans are more likely to be converted to full-paying fans in the following years (i.e. 15+).
Manual effort, hours and cost – Offering such a diverse programme of activities requires a huge amount of effort which represents staff time and cost.
Space limitations – The family zone exists in a narrow space limiting the breadth of activities that can be delivered. Expansion efforts into other areas of the club have been halted due to the proximity to rowdy fans and inappropriate language.
Clarity of communication and awareness – The main way fans will find out about what is on offer at the family zone is by reading the match day information, meaning some families will not be incentivised to attend if they do not engage with this communication channel.
Diversity of activities – A thoroughly thought out and organised programme of activities including a balance of shared family activities, interactive sporting activities and player engagement, seasonal activities, digital activities and games. Activities should facilitate fans and staff to effectively communicate and engage with each other.
Suitability of activities to pre-teens: A programme that caters to the diverse needs and interests of fans at all ages – from babe in arms to teen years.
New resources - Potential to bring in external resources through partnerships, sponsorships and commercial revenue allows more engaging activities without relying on stretched existing resources.
Creative uses of space – Making better use of the narrow space, more segregation between bar, queuing and activity areas, making better use of outdoor spaces.
Higher awareness of what is on offer – Accessible communications creating more awareness of the exciting activities on offer ahead of the match day, incentivising and inspiring fans to attend, even for example for midweek games in the winter months.
Club reputation – The public perception of football and the club.
Retention and conversion - loss of families from the club between seasons or when they are no longer eligible for the family zone.
Inclusivity – Despite the club’s focus on inclusivity, football as a sport is not always seen as inclusive to the diverse communities that make up Middlesbrough.
Social good – The club has an ambition to support local access to education, employment.
Sponsorships – The family zone has previously engaged with a wide range of sponsors including large food and drinks and sports brand - the current sponsorship is with Everyone Active (sports and leisure centres).
Club reputation – Standing out from the crowd, a leader beyond the pitch, a family first club that other clubs want to emulate.
Retention and conversion – An exceptional match day experience leading to long term investment in the club and conversion from family zone ticket holders to season ticket holders in other stands.
Inclusivity – Proactive engagement and celebration of fans with diverse cultural backgrounds.
Social good – offering more education opportunities for children at the club, creating an environment for people to feel supported and creating more local employment opportunities.
Sponsorships – More sponsorships and partnerships being attracted to the family zone and the club, offering in kind support and resources. Particular focus on family orientated brands, toys and leisure and aligned with Everyone Active partnership.
To access this support, you must be a small or medium-sized business based in Tees Valley (Darlington, Hartlepool, Middlesbrough, Redcar & Cleveland, or Stockton-On-Tees).
Support is fully funded by the UK Government through the UK Shared Prosperity Fund.
Tees Valley Innovation Challenge is delivered by Edge Innovation Ltd and Health Innovation North East and North Cumbria on behalf of the Tees Valley Mayor and Combined Authority, and the Tees Valley Business Board.
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