SportBoard - Communication & Dissemination Plan - Deliverable 4.1

Ref. Ares(2022)6993988 - 10/10/2022

COMMUNICATION & DISSEMINATION PLAN Deliverable 4.1

SUMMARY 4

INTRODUCTION

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1. DISSEMINATION & COMMUNICATION STRATEGY 1.1 Dissemination and communication aim and objectives 1.2 Targets and channels 1.3 Dissemination and communication channels and tools 1.3.1 Project Logo 1.3.2 Project Website 1.3.3 Social networking communication tools 1.3.4 Project leaflet 1.3.5 e- Newsletters 1.3.6 Project Rollup 1.3.7 Standardized templates 1.3.8 Pubblications 1.3.9 Pictures

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2. EVENTS

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3. ROLE OF THE CONSORTIUM PARTNER

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4. INTERNAL COMMUNICATION 4.1 Emails and Whatsapp 4.2 Collaborative platform 4.3 Project Matrix 4.4 Meetings

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5. GDPR

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6. SUSTAINABILITY

INTRODUCTION SportBoard is an intersectoral project initiative, aiming to improve good governance of grassroots sport organizations and governing bodies by proposing a holistic approach towards monitoring and managing ethics behaviour of child and young athletes. It combines theoretical knowledge and practical experience of five entities: •

effective enforcement. The project activities were focused on the development of Codes of Ethic and digital tools for registration of its implementation via an innovative App. After the project ended some project partners (SCC and Anderlini) came up with the idea to go further with the development of innovative mechanisms of monitoring and managing athletes’ ethics behaviour in sport for providing good governance in sport. In this regard, the SportBoard initiative will directly contribute to the Sport sector specific priority “Improving good governance in sport”.

Sant Cugat Creix (SCC), non-for-profit association that joins grassroots sports organizations (Spain), Sport club Anderlini (Anderlini), grassroots sports organization (Italy), Municipality of Modena (Modena), sports governing body (Italy), Faculty of Psychology and Education and Sports Sciences of University of Ramon Llull University (URL), (Spain) Think tank “Sport and citizenship” (S&C), (France).

Project partners understand good governance in sport in accordance with the definition, given by EC Expert Group on good governance (2013): “The framework and culture within which a sports body sets policy, delivers its strategic objectives, engages with stakeholders, monitors performance, evaluates and manages risk and reports to its constituents on its activities and progress including the delivery of effective, sustainable and proportionate sports policy and regulation”.

The project is a follow-up initiative of successful implementation of Erasmus Plus Sport Collaborative Partnership “Ethics for Sport” (E4S)1 that was aimed at development of innovative mechanisms to promote Codes of Ethics in grassroots sports and ensure its

The SportBoard project intends to develop and test a holistic approach towards good governance for grassroots sport organizations and governing bodies based on monitoring, evaluation and management of athletes’ ethics behaviour. Good governance will be ba-

• • • • •

sed on a systemic work of definition of ethics behaviour indicators, their registration, monitoring and management for providing efficient self-regulation of grass-roots sport organizations. SportBoard behaviour indicators will be organised around at least the 6 following categories of behaviour: (1) harassment & bullying; (2) discrimination, whether it be based on origin, colour, gender, religion, disability or sexual orientation; (3) doping; (4) abuse, including sexual abuse; and (5) violence, (6) match fixing.

These categories of behaviours were chosen on one hand because they can be significant barriers for sport as a positive social practice and a tool for community cohesion2 and on the hand sport practice itself can contribute to combat these types of behaviours by enforcing positive values and managing ethical behavior.

SportBoard holistic approach revolves around two pillars that sustain the logic of the project.

The first pillar is the monitoring of ethical / non-ethical behaviours in the field of sport, and the second one is its management and the elaboration of recommendations for providing good governance.

As stated by the Council of Europe in the Guidelines on sport integrity, “only recently has

there been a trend to widen the scope of sport integrity to include the good governance of sports organisations” despite good governance being a “pivotal issue without which no other integrity issue will be properly solved”.

SportBoard contributes to the priority on promoting integrity and values in sport in different ways: • One one hand, the project helps to promote the positive values of sport through the monitoring and management of ethical / non-ethical athletes’ behaviours.

• On the other hand, it focuses on improving good governance by providing sport governing bodies with recommendations as well as genuine and accurate data on ethics in sport, so that they can tailor their policies to the real needs of sport organisations in the field.

SportBoard has been structured in 4 different WPs, namely: • WP1 - Project Management (SANT CUGAT CREIX) • WP2 - Design of pilot programme methodology and digital tools (URL) • WP3 - Implementation and evaluation of pilot programme (MODENA) • WP4 - Communication and dissemination (ANDERLINI)

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1. DISSEMINATION & COMMUNICATION STRATEGY 1.1 Dissemination and communication aim and objectives This Plan will detail an Audience / Message matrix, identifying to whom the partnership will address a communication and which message or information will be sent. In addition, it will identify the relevant communication channels to be used in each case (website, newsletter, emailing, events, social networks, etc.) and set realistic indicators to be achieved.

It is highly important for the overall success of the project that the internal and external communication strategies are in place. With regard to the external one, for example, there will be a specific emphasis given on how to utilize effective communication avenues to reach out to key target groups and promote their engagement in the project. This is of special importance in terms of engaging vulnerable girls who until today limited participation in sport activities and their families. The plan will define the strategy to be used in each territory to best approach the target groups and engage them in the programme, building upon the local needs assessment results. In this regard, a specific awareness campaign will be addressed to the girls in risk of exclusion and their families.

1.2 Targets and channels A preliminary list of communication and disse-

mination target groups follows: All staff / members from the 2 project multisport clubs: • Coaches • Managers and directors • Athletes • Families & relatives from athletes • Other European clubs & federations & sporting organisations • Research community working in the field of ethical behavior in sport (universities, research Centres, individual experts, etc.)

• Other EU projects tackling injury prevention topic • EU Policy makers (EU, national & local level) • The EU sporting community, in general terms

For communicating and disseminating of the project flow and results the Partners will use two types of channels (online and offline).

ON-LINE CHANNELS • Permanent on-line information through the project and PPs’ websites, including all public Deliverables produced during the project, available for downloading (e.g. the Pilot Programme, SportBoard digital platform) • Dissemination through the project social media: Twitter, LinkedIn, Instagram, Facebook • Presentation of information on the activities and project progress in the form of

•

e-newsletters (5 in total).

Three awareness raising webinars on the project topics.

OFF-LINE CHANNELS • Two Conferences on the project results (Interim and Final) and webinars on the project topics, • Participation at other EU funded project events related to promotion of cancer-preventive PA (at least 3).

• Promotion of the project in external events in local, regional, national, EU and international scope.

The Methodology proposed is a coherent and realistic combination of activities (Tasks) to fulfil a set of project objectives agreed by the project

partners for achieving the project results. The project activities have been classified under 4 different WPs, each coordinated by a particular project partner in charge of supervising the correct implementation and good quality of the Deliverables.

A set of preparatory activities (WP2) will be organised during the first fourteen months of the project. This preparatory work and knowledge will lead to design of the core Deliverables: SportBoard Pilot Programme and Digital Platform. The Pilot Programme will be implemented within WP3. Crosscutting WP1 and WP4 will provide efficient project management procedures and dissemination activities. Intercorrelation between the WPs are presented in the Pert Chart.

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TARGET GROUPS

CHANNELS

• Coaches

Website, Social media, Events

• Athletes

Website, Social media, Events

• Families & relatives from athletes

Website, Social media, Press, Events

• Other European clubs & federations & sporting organisations

Website, Social media, E-newsletters, Press, Events

• Research community working in the field of ethical behavior in sport (universities, research Centres, individual experts, etc.)

Website, E-newsletters, Press, Online magazines/journals, Erasmus+ results platform, Events

• Other EU projects tackling injury prevention topic

Website, E-newsletters, Press, Online magazines/journals, Erasmus+ results platform

• The EU sporting community, in general terms

Website, E-newsletters, Press, Events, Social media

1.3 Dissemination and communication channels and tools Transversally to all dissemination outputs and activities, the Project Coordinator will create

the project identity. The project identity will be a visual representation of the project’s values and messages. The overall aim is to ensure common graphic/visual contents that are easily identifiable and in line with Erasmus Plus

Communication provisions, to share information and engage target stakeholders. It is meant for the project to be recognizable, to audiences and partners alike.

The project identity will be described in Project Image Guidebook and consist of: • A project logo, including shapes, colors, etc., • A PPT, Word and Excel templates, • Roll-up design The project partners are aware of the rules for EU project funding and committed to meeting all the requirements necessary to benefit from the funds and ensure the visibility of Erasmus+ funding if selected.

As the project is funded by the European Union, the PPs commit to mention the origin of the funds and to make them visible on any support related to the project. Any communication or publication related to the Project, including at conferences, seminars or in any information or promotional materials (such as brochures, leaflets, posters, presentations, etc.) must indicate that the project has received funding from the Union and must display the European Union emblem. When displayed in association with another logo, the European Union emblem must have appropriate prominence: (Include the EU logos and/or the link where to access the logos).

author(s) only and do not necessarily reflect those of the European Union or European Education and Culture Executive Agency (EACEA).

Neither the European Union nor the granting authority can be held responsible for them.”

+Info: https://ec.europa.eu/regional_policy/en/information/logos_downloadcenter/

1.3.1 Project Logo The SportBoard logo expresses its institutional nature, also embodying the strategic goal of reaching multiple levels of stakeholders: athletes, clubs, sports federations, public administrations, national governments and the European Union.

The colors present in the arcs of the pictogram therefore identify the three macro levels: proximity, local, international.

The Disclaimers should include the following sentence: “Co-funded by the European Union. Views and opinions expressed are however those of the

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+

The acronym

The pictogram

Font Arabic Font 2013

Font Avenir

ABCDEFGHIJKLMNOPQR S T U V W X Y Z 1234567890 !”$&/ ()=?

ABCDEFGHIJKLMNOPQRS TUVWXYZabcdefghijklmno p q r s t u v w x y z 1234567890 !”$%&/ ()=?

Arabic Font 2013 is the primary font chosen for the SportBoard logo. It is used for the official logo only.

Avenir Book is the font of choice for all SportBoard written documents.

Avenir Black is the font chosen for the titles of all written documents of the SportBoard Project.

BLUE #203e5d

LIGHT BLUE #10a9d8

YELLOW #ffed00

YELLOW #eb8b0b

GREEN #95c11e

GREEN #dadad9

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1.3.2 Project Website SportBoard Website will be running from the M6-M8 of the project, serving as a primary source of the project overall aim and objectives, activities and achieved results. According to the progress of the project, the content of the website will be continuously extended and updated.

1.3.3 Social networking communication tools The SportBoard project will actively use various social networks and online communication channels to increase the impact and generate straight communication channels to allow interactions with the audience thought different tools depending on the communicative objective. Social networks are a powerful tool to achieve a multiplier promotional effect on communication activities, that is why the Project profiles will be constantly updated to show SportBoard as an active and interesting project.

The official accounts of the project: FACEBOOK PAGE - EU SportBoard INSTAGRAM - EUSportBoard LINKEDIN - EU SportBoard TWITTER - EU-SportBoard The presence of the project on social media is fundamental to accomplish the objectives, it will be used as a relevant tool to reach third parties, the research community and to interact with the general public. The availability

of new project results will be communicated informing about its progress and its effect on robotics industry, disseminating the project outcomes and creating a scientific hub interested in collaborating with the project. It will be crucial to reach a high level of followers to have a real impact. The content will be generated by Anderlini with the collaboration of other consortium members. The consortium members will also publish the relevant information in their social networks. This communication channel is expected to be rather efficient in communicating project evolvements and stabilizing strong presence.

1.3.4 Project Leaflet To facilitate and explain key target stakeholders the key objectives and benefits of the SportBoard Project, Anderlini is designing the 1st project leaflet. This dissemination material will be distributed in different events and each partner will have their hard-copy leaflets. In addition, project leaflets are also available on the electronic version (e.g. PDF file) and can be downloaded from the project website. The main purpose of the leaflet was to create an attractive and informative tool introducing the project to the target groups in different countries and regions.

The 2 nd project leaflet will aim mainly at disseminating project results and will invite relevant stakeholders for a more active participation in the remaining project activities. 2 nd leaflet is expected to be prepared during the 2nd year of the project implementation.

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1.3.5 e- Newsletters

1.3.7 Standardized templates

e-Newsletter will be a short but visually appealing electronic informative material prepared twice a year. It will be available in the project website as well as it is expected to be published in all consortium partners’ official websites. In addition, all partners must actively distribute the material to all relevant (direct and indirect) stakeholders. Newsletter can contain information about the project activities and outputs, announcements, edited versions of press releases, conferences and meetings reports, information about upcoming events, etc.

Regular newsletters will be sent approximately every six months to all stakeholders and target group members from the contact list.

For meetings and different events, as well as for reports or other project deliverables a set of standardized templates have been created.

Throughout the project duration, SportBoard consortium will used Power Point, Word and ‘list of participants’ and badges templates designed at the beginning of the project. This ensures consistency in the visibility Scout receives and makes sure that key information on the project and its partners are shared (logos, who we are, etc.).

In total 5 Newsletters will be published.

1.3.8 Publications At least one publication in top specialized journals and scientific dissemination articles in general media, to share the project outputs and conclusions.

1.3.6 Project Rollup Project roll-up banner is expected to enhance project visibility and establish a visual branding of the project. The content of the roll-up is clear and easily understandable by the target end users. This tool was designed and distributed to all consortium partners, so they can print as a co-financing expense and use it at different events, meetings, conferences and as a background image for interviews to promote the SportBoard Project to its fullest potential.

1.3.9 Pictures Photographs are crucial for the project’s communication, as it allows to communicate and explains its achievements through imagery.

Each partner is in charge of: • Photograph each session • Store a selection of photos

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TIPS ON SOCIAL MEDIA! Know Who Your Audience Don’t Just Share Your ConIs tent You’re going to have a tough time connecting with followers if you don’t have a good understanding of who your audience is. Otherwise, they may not care about the content you’re posting and they may not connect with the voice you’re using. Figure out who your audience is by developing your buyer personas and this will help you to more effectively build relationships on social media.

While you should use your social channels to share new content when you’ve published it, be sure to share other things as well. For example, share content from other sites that you think your followers will like or find helpful.

Share posts from your followers that you like.

This shows your followers that you’re not just using social media as a promotional tool.

Know Which Social Media Always Respond Because social media is very public, always Platforms to Use Different people use different social media platforms. For example, if you’re trying to reach seniors over the age of 60, then Snapchat is probably not your best bet. Figure out what social channels your audience is using so that you don’t end up wasting your resources on the wrong platform.

respond to questions or concerns posted by your followers. You should especially address negative comments (as long as they aren’t purposefully inflammatory). Remember, social media is a PR tool as well, which means everyone is watching how you handle irate or unhappy customers.

Be Active

Schedule your content in advance

You should try to post on a daily basis, whether it’s posting links to new content, posting questions to your followers or simply responding to comments. The more active you are, the more engaged your audience will be with your brand. If you’re not active, then people will eventually just forget about you.

Don’t be a Last Minute Melvin. Coming up with content right before you need to post it is a recipe for burnout.

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Having a social media strategy in place will ensure that your social media efforts are more fruitful, and are working to support your project goals.

Putting a strategy together includes outlining your project goals, so that you can work backwards to create posts which reinforce them. You’ll also want to outline some social media goals (and track them) so you have something to work towards, and to validate that the work you are doing is paying off.

We will use Postpickr to plan, organize and track all the content shared on social media platforms.

TIPS ON (Instagram, SOCIAL MEDIA! Twitter, LinkedIn) 1. Look for originality and creavity: images that we are going to upload will be related to the NGO, its sector, its geographical environment, its workers, its partners, etc. We have to look for the creave point of view of the photos. Use design and creavity.

2. Show the human side of the NGO: the daily rounes of the organisaon, its offices, its workers and volunteers. All these reasons might be interesng to upload a photo content. It will help the public to perceive the brand as more human and will increase loyalty. Another good thing to do is uploading pictures with or from your partners. They will like being promoted into your account.

3. Share: to create your community, follow other users, comment on pictures from other accounts, like pictures, etc. You can also tag users and it will help you to reach out your audiences. In the end, set up a dialogue with your community.

4. Upload, upload, upload: it’s not necessary to upload one image every day, but it’s very important to upload a couple of creave pictures every week. We need to be acve and constant.

5. Don’t spam! promong your own acvies is good, but only talking about your acvies and/ or products it’s resome. Upload pictures that helps the user idenfy your organizaon with the values you want to promote: solidarity, human rights, diversity, etc...

6. Use hashtags: you can use over 30 hashtags. Your community manager should idenfy the more useful hashtags that will increase the interacon with your profile and your organisaon.

7. Promote parcipaon: many organisaons design quizzes and contests on Instagram asking their users to upload a picture with certain features and, normally, using a specific hashtag, offering a prize for the best picture. This will help to promote your profile and make it more visible for other users.

8. Upload videos: Creavity is a value, so on your videos you can show your organisaon’S daily rounes, give a Christmas message , etc.

9. Make instagram stories with some useful informaons or ps.

10. Making gis to your followers (promo materials and etc) 11. Engage your followers with asking quesons or some games 12. Measure your communicaon results. As all the social networks, you must measure your results and engagements. There are free services that will analyse data such as: popular posts, new followers, stascs of likes, etc. There are several tools that might be used.

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2. EVENTS Rolling out awareness raising activities (webinars and conferences) on the importance of collaboration between grassroots sport organizations and sport governing bodies for monitoring and management of ethical athletes behaviours, improvement of good governance and integrity in sport.

The project partners plan to organize two webinars in English with at least 30 participants for each one: one webinar will be organized at the beginning of the project (in the period of M6-M8) to present the project for the EU sport community and to find stakeholders interested in the project implementation. The second webinar will be organized in the middle of the project (in the period of M13-M15) to promote the SportBoard digital platform.

The project partners will organize two International Conferences: Interim SportBoard International Conference (Modena) - This first International Conference (E4.1.) will be organized before the 1st Round of the Pilot Programme implementation. Thus, it will be a great occasion to introduce all the project outcomes until that time, mainly Pilot Programme Methodology together with the

developed digital platform. The Conference will be aligned as well with the second Steering Committee meeting with the participation of all partners.

Final International Conference (Brussels) - This event (E4.2.) will take place in Brussels during the last month of the project (along with the final Steering Committee meeting); it will be an international forum gathering specialists on the project topic and key European stakeholders, including policy makers at EU level. SportBoard will share the main findings and present the recommendations to improve good governance in sport by monitoring and management of athletes’ ethical behaviours. To this end, EU, national and local policy makers will be invited to the Forum, together with grassroots sports organizations and governing bodies. SportBoard will activate partners’ networks to gather an audience of specialists. Additionally, it will seek synergies with other EU funded projects tackling the project topic, Hence, the International Forum will be an ideal platform to capitalize outputs and results from other European projects.

Name

Type

Area

Location

Total

SC meetings

Internal meetings

The SC meeting brings together Sant Cugat, Modena, all partners to discuss and share Brussels the findings of the preparatory phase, to discuss the Sport Board Pilot Programme and digital platform. In addition to that, the meeting allows to coordinate other project technical, financial and administrative matters.

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Target groups’ NEEDs analysis

Focus groups

Focus groups for sport coaches, Sant Cugat, Modena administrators, PE teachers and young athletes’ parents will be implemented by URL experts.

The focus groups are of utmost importance for the PREPARATION PHASE of the project, undertaking the NEEDs analysis of the project target groups (T2.1.)

66 people

SportBoard kickoff training

Training activity

The implementation of the Pilot Sant Cugat, Modena Programme will be launched by kickoff trainings for sports coaches, physical education teachers, sport clubs administrative staff, parents and representatives of public authorities. During the kick-off trainings the Pilot Programme implementation will be launched and the project target groups will learn how to use the project digital tools. The training will be provided by the Modena and Sant Cugat staff.

60 peole

Interim International Conference

Conference

Main topics: - good governance in sport, - athletes’ ethical behaviours, - digitalization of sport, - cooperation between grassroots sport organizations and governing bodies, - project results

Modena

40 (30 local participants, 10 international participants)

Final International Conference

Conference

Main topics: - good governance in sport, - athletes’ ethical behaviours, - digitalization of sport, - cooperation between grassroots sport organizations and governing bodies, - project results

Brussels

60 (40 local participants, 20 international participants)

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3. ROLE OF THE CONSORTIUM PARTNER The consortium partners are expected to use all relevant channels and tools to disseminate the project’s activities and events within their academic and professional networks, creating conditions for the long-term exploitation of the outputs and results at the local, national, regional and international level.

Partners are expected to implement the planned dissemination and communication activities through diversified communication channels, selected according to the specific dissemination and publicity objectives and the addressed target group/stakeholder. Each project partner is responsible for the dissemination to national, regional and local audiences.

Partners will report to the project coordinator on a regular basis the activities they have implemented, including the achievement of the key performance indicators of Scout Project partner should used for all their reports and presentation, the standardized templates and make sure that the EU and all consortium partners’ logos (including project logo) are sufficiently visible to the audience.

Partner institutions must use in all events organized at their home institutions/countries a project rollup to be printed as a co-financing cost. Any event, meeting or dissemination activity at each partner institutions must be documented with photos, videos, lists of participants, agenda, etc. accordingly. For any dissemination material prepared and distributed by partners, a disclaimer excluding the EU from any responsibility must be included.

4. INTERNAL COMMUNICATION The coordinator will organise and ensure the communication between the different partners.

It will support and maintain effective communication among partners, including gathering information, receiving and providing feedback, day-to-day problem solving and contingency planning, maintaining communication via collaborative online platform.

From a practical point of view, internal communication will be implemented through the following means.

4.1 Emails and Whatsapp The coordinator will regularly send communications to all those involved in project activities through emails and Whatsapp massages.

4.2 Collaborative platform In order to ensure effective communication and cooperation amongst partners, a virtual collaborative platform will be set up on Google Drive. This virtual area will facilitate the implementation of the project thanks to the following features it offers: - shared documents that allow simultaneous joint elaboration, - a shared calendar with reminders, that can set outputs and activities within a time frame.

and project phases, in order to clearly identify short, mid, and long-term project tasks.

4.4 Meetings Communication will also be supported by regular virtual meetings, or alternatively, conference phone calls. In between presential meetings, they guarantee continuous communication.

4.3 Project Matrix A project matrix is a work-in-progress document that shows all relevant information for the project management at a glance. It helps monitoring the project and evaluating its results. It musts include all activities and responsibilities of partners, define milestones and deadlines in a timeline, list quality gateways, as well as project risks. It must contain all sub-activities

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5. GDPR The General Data Protection Regulation applies whenever a person can be identified from the data you hold. It can be personal information (name, surname, date of birth, etc.) as well as a picture. All the data you collect must respect the GDPR. The steps below may help you to make you more compliant to the new regulation in working with personal data: 1. Get explicit consent from participants before filling, sharing or storing their data. A disclaimer is not tnough, they need to take an action such as ticking a box, explicitly declaring their consent.

2. Have a privacy policy on your website. You must have a place on your website where you list consent, storage duration, usage etc. of the photos. Be transparent, tell people what you are doing with their photos.

3. GDPR rightly takes data of children very seriously. If you are taking photographs of children, you should obtain parental consent.

4. Data storage duration. You need to inform your stakeholders how long you will be storing their personal data – and that includes photos.

5. Sharing. If you are asked not to share a participant’s image or details, you have no choice but to agree.

6. Right to delete. If an individual asks you to delete all of their information and the photos you took of them – you must comply.

7. Storage and access. You need to make sure your computer and hard drives are encrypted, and that external hard drives are stored in a locked space. Google Drive and Dropbox are OK. 8. Who has access to the data? It must only be available to those who need it in order to do their work, and no one else should have access.

In addition to above measures, make sure to check the national legislation where your project operates, to ensure you are compliant with the national law.

6. SUSTAINABILITY By sustainability we understand the capacity of the project to continue its existence and functioning beyond the end of the funding. The sustainability will be ensured by the following ways: 1. Ensured dissemination of the project results among the EU Sport Community thanks to the developed networking capacity of S&C and Associated Partner ACES who are working with a wide range of grassroots sport organizations and governing bodies.

2. Open access to the project digital tools.

SportBoard digital platform A under Open Access Licenses and can be easily accessed and used.

4. Low cost for adjusting project results to other EU regions. Pilot Programme and SportBoard digital platform will be translated to EN, ES and IT and the tools will be ready for further use. In addition to that ICT Strategies for further development of the SportBoard digital platform (D3.3.) will be developed for facilitation of the further use of the platform.

The project is a great opportunity for capitalization and further development of the Erasmus Plus project E4S that was already mentioned in the proposal. In addition to that, the project partners plan to use its results for one more proposal after the SportBoard project ends. It will allow to transfer the knowledge and tools, developed within SportBoard to EU scope and propose an universal tool for improving sport governance by monitoring and management of athletes’ ethics behaviour and strengthen sport integrity.

3. Including monitoring activities and SportBoard digital tools in the regular Agenda of the project sport clubs (SCC, Anderliny) and municipality of Modena. The partners are motivated to continue implementation of the project due to the fact that they are in line with their Agenda and Strategies.

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Co-funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or European Education and Culture Executive Agency (EACEA). Neither the European Union nor the granting authority can be held responsible for them.