Wellness on Wheels - The legacy networkGrowing communities from inside out

Foreword

As portfolio holder for Sport and Leisure I’m acutely aware of the County Durham’s significanthealth challenges, and that promoting a healthy heart and weight are key to improving ourcounty’s heath.

I’m therefore delighted to see the impact of our Wellness on Wheels (WOW) programme inencouraging an active lifestyle.

I have no doubt that each of the 35 different communities across County Durham now visitedby the WOW Truck have been inspired to be more active. Indeed the county now has legacywell-being hubs in communities, led and developed by newly inspired local volunteers.

Whilst WOW is a programme led and coordinated by Durham County Council, it’s importantto say that over the years it has benefitted from the generosity of many. Everyone should beproud of WOW’s achievements and above all the programme’s success is about the energyand investment made on a regular basis by stronger and more empowered communities.

The story of the WOW Truck follows and we hope this inspires your continued support.

Maria Plews - Portfolio Holder, Culture and Sport

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Wellness on Wheels executive summary

Introduction

The Theory

The Model Close Up

l Strategic Approach

l The growing footprints of well-being hubs

l Being inclusive

l Wellness On Wheels Truck

l Growing a well-being hub

l Sustainability

Measuring Success

Real People, Real Change

l Meet Trevor

l Meet Alfred

Growing the asset based approach

Learning Points

The asset based model of provision

Next Steps

WOW... and thank you

content

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Wellness on Wheels executive summary

l Wellness on Wheels (WOW) is an award-winning mobile fitness andlifestyle resource

l Our commitment to WOW is in recognition of the county’schallenging health inequalities, and the real need to reach out tothose who would not otherwise engage in sport and physical activity

l The programme is increasing levels of long term participation,providing a wide-range of health benefits

l As a consequence of WOW truck visits, a county wide network oflegacy ‘well-being hubs’ has been developed

16 ‘well-being hubs’

400 hoursper week ofvolunteer ledservices

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l Locally cultivated programmes of activities are being deliveredto help increase physical activity levels in the community

l The unique ‘well-being hubs’ are led by the community for thecommunity, which grows confidence and strength to helpcommunities help themselves

l The model has proven itself to be a sustainable and successfulapproach to increasing physical activity

l Independent evaluation has shown a £7.11 return to health forevery £1.00 invested

l The expertise of Culture and Sport and the commitment of thecommunities will help to shape, develop and deliver asuccessful physical activity programme in County Durham inthe years to come

290 regularvolunteerstrained andsupported

4500 uniqueparticipantsannually

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Introduction

Wellness on Wheels (WOW) is a unique 45ft long truck, which has a range of inclusive fitness equipment, accompanied by a qualifiedCulture and Sport community action team. The WOW Truck visitscommunities around the county to inspire an active and healthylifestyle. The WOW Truck stays in each community for nine weeks. It’sa unique vehicle, which attracts attention of even the most unenthused.However, in many ways, what is more important is what happens whenWOW moves on!

Over the past 8 years we’ve learnt that the large scale WOW Truck is a powerfulcatalyst for a more significant process of change in communities. The model ofdevelopment appears to achieve all the good things that the theory of ‘assetbased’ development celebrates.

The engagement by the community team is both meaningful and empowering.Initial support in the community allows people to identify their own assets and workcollaboratively to develop them.

“...what is moreimportant,is whathappenswhen WOWmoves on!”

400 hours of volunteer ledactivity, offering opportunities4-7 days a week.

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The outcomes have been staggering with new ‘well-being hubs’ being managed by commitedregular volunteers, to deliver a broad range of activities and programmes across the county.

Whilst each well-being hub has some commonality (largely through some type of active indoorgym), they exist in varying guises, developed by the community and for the community. Increasinglythe community menu includes walking groups, a book exchange and even a community allotment,all emerging from the same flourishing hub with even more opportunities to follow.

Quantitative and qualitative feedback, illustrates that the process itself has not only led to more localpeople being active, but to increased well-being through strengthening control, knowledge and selfesteem, providing skills for both life and work.

This brochure illustrates the theory and story to date, of WOW and the emerging well-beingnetwork. It aims to outline the overall model of support and the team’s next steps to create theconditions in County Durham for well-being to thrive.

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290activevolunteers

The theory

The Public Health white paper, ‘Healthy Lives, Healthy People’1 setsout a new approach to improving health through greater emphasison well-being and prevention, building people’s self esteem,confidence and resilience, ‘shifting power to local communities’ andtackling the wider determinants of health.

All too easily communities can be seen as problemareas and people as passive recipients ofservices. Community spirit and networks dissolve and the poor healthremains.

An asset based approach provides adifferent story of a place, that is apositive and outcome focused picturethat values what works well and wherehealth and well-being is thriving. Itidentifies the skills, strengths andcapacity of communites. The communitypride and spirit is therefore higher andpeople are engaged in solutions that aremore sustainable, with the use of outsidesupport where it is needed most.

By acknowledging how individuals and communitiesare currently contributing to health outcomes, their role as co-producers of health and well-being and active participants istruly enabled. Engagement is meaningful and empowering, ratherthan tokenistic and consultative. People identify their own assetsand work collaboratively to develop them.

‘Communitieshave never beenbuilt upon theirdeficiencies.Buildingcommunities hasalways dependedupon mobilisingthe capacities andassets of peopleand place’2

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The asset approach is not a new concept – but it hasbecome ever more significant as we seek to tacklepersistent inequalities. Fundamental to the asset approachis a salutogenic3 focus on health and wellbeing and thefactors that enable and protect health, rather than an illnessand individual risk factors of disease (pathogenic).

We believe the WOW Truck and its model of communitydeveloped well-being hubs, builds exactly on this concept.The model provides initial help and support to communitiesto help stimulate and create the right conditions acrosscommunities that promote well-being and enable people to‘live well’.

Good well-being is a goal in itself, but is also a determinantof life expectancy, which in County Durham remains belownational average.

So what is an asset?A health asset can be defined as any factor (or resource)which enhances the ability of individuals, communities andpopulations to maintain and sustain health and well-being.These assets can operate at a level of the individual, familyor community as protective (and/or promoting) factors tobuffer against life’s stresses4.

1 Department of Health (2010) Healthy Lives, Healthy People: Our Strategy for Public Health in England, London: HMG.

2 Kretzman and McKnight (1993) Building Communities from the inside out3 Antonovsky’s definition of health as wellness rather than illness (pathogenic)4 NHS NW (2010) - Living well across communities: Prioritising well-being.

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Over 200,000 people livewithin a 15 minute walktime of the well-being hubs

The model close up

A strategic approachOver the years, the WOW Truck has visited a range of communities, butpredominantly those which are beyond a 5 minute drive time from the traditionalsport and leisure centres, positioned in the larger main settlements.

The WOW Truck was initially an innovation of the former Wear Valley District Council(with £300,000 funding from Sport England), and helped to address the isolationsometimes experienced by residents within more rural areas of the county.

Since this time, the map opposite, illustrates the 35 locations visited by WOW todate, varying from smaller villages to towns. It also shows the current well-beinghubs left as a legacy and the planned locations for 2013/14 WOW Truck visits(vision hubs). The map also identifies the main hubs, and other recognisedprovision.

The visited locations and current well-being hubs represent many of the county’smost deprived wards and communities, which indicates WOW is reaching some ofour most at risk communities for health deprivation.

The growing footprint of well-being hubs

Our localities based sports development teams arethere to develop local opportunities in sport andphysical activity in the following areas:

1 Durham Dales

2 Durham and Chester-le-Street

3 Easington

4 Sedgefield

5 Derwentside (managed by Leisure Works)

Main hubs

l Vision hubs

l Other recognised provision

Community hubs

l WOW visits

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Seaham

WingateCrook

Billy Row

Willington

Great LumleySacriston

Pity Me

Sherburn

BowburnCoxhoe

Stanley

Burnhopefield

Pelton

Bishop Auckland

StanhopeTow Law

WolsinghamSt John’s Chapel

Middleton in Teesdale1

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Staindrop

Cockfield Evenwood

EtherleyWitton Park

Hunwick

ShottonWheatley Hill

Dipton

Esh WinningBrandon

Bearpark

Witton Gilbert

Barnard Castle

WestRainton

Shildon

SedgefieldChilton

CornforthFishburnSpennymoor

Escomb

North

Newton Aycliffe

Lanchester

Consett

Murton

Easington Colliery3 PeterleeBlackhall

Durham

South Hetton

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Figure

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93% of WOW Truck usersare highly satisfied

Being inclusivePrior to any planned WOW Truck visit, a series of community focused meetings are held to agreethe location and approach for the truck. The team liaise with a range of local organisations andresidents, primarily through engaging the relevant Community Sports Network, Health Networkand Area Action Partnership. Together these represent key stakeholders who are often able tocomment on behalf of their wider community, including representatives from community safety,schools, parish councils, community associations and sports clubs.

This initial process, before any further plans are developed, helps to ensure that any decision tolocate the WOW Truck in a community is one which is welcomed and supported. Locating thetruck safely and suitably, risk assessing the site and the marketing for the resource, is then aprocess with which the Culture and Sport Community Action Team engages local stakeholders.Community representatives may also visit the Truck at its previous location, to help understandits scale and approach.

Working at least six weeks in advance, it is not unusual for local ward councillors, communitywardens, schools and others, to help promote the resource through their local newsletters andword-of-mouth. Combined with local leaflet drops and press coverage, the initial attendancesand ‘drop-ins’ to the WOW Truck which are generally well attended.

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Wellness On Wheels TruckThe WOW Truck remains within a community for nine weeks(although this may occasionally vary), during which time itoffers over 50 hours a week of direct opportunities, toencourage residents to receive a health check and consider amore active lifestyle. During any one visit, many residents maycall by to investigate the inside of the truck. Over 400 residentsare targeted per location, to be more fully engaged in exerciseduring the period and to help change their lifestyle.

During the visit, the community action team engage and listento residents to help to establish the things and people thatmake it ‘tick’ and ‘excel’. A brief questionnaire is used to helpthe process, and generally understand the aspirations of thecommunity to improve the well-being of their community.

Ideas are offered and solutions discussed as to how we mightall work together to develop something which builds upon thelocal factors. Generally the discussion occurs with a smallemerging group of community ‘movers and shakers’ or ‘earlyconverters’ who are invited to meet. These are often the peoplewho possess some authority or peer respect within thecommunity; a ward councillor, a local vicar and a schoolteacher; an enthusiastic retiree or a local caretaker. Experienceshows that the greater the eclectic mix of residents engaged inearly discussions, the better. It’s all about active involvement.

At this stage, our role is often more about channelling theenthusiasm into one place and to support the ideas andopportunities that such an approach provides. It’s not aboutdoing everything for the community, but holding a few handsand gently steering it to reach the agreed and desired aims, toimprove local wellbeing.

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Barbara Sewell, Chair ofBearpark CommunityCentre, was keen tohighlight the need togenerate local enthusiasmfor physical activity:

“We were pleased to havethe opportunity to havethe WOW Truck visit thevillage as at the timethere was no provisionavailable locally. Werecognised the benefitsthat having a localresource would bring inthe short term, and couldsee the potential ofbuilding localcommitment to taking onresponsibility for thecreation of a sustainablelegacy gym.”

Growing a well-being hubDuring week 4 to 5 of a WOW Truck visit, acommunity meeting is arranged, and the CommunityAction Team share the achievements from othercommunities, and explain how they have taken the legacywell-being hubs forward. The meeting covers roles andresponsibilities of any such development, whilst not shyingaway from the fact, that such an approach relies on time andcommitment from community members to achieve success.

The meeting seeks to establish a small working group, with anaction plan of tasks, normally to include:l A venue for the well-being hub and lease issuesl Feasibility and business planl Choosing equipment and designsl Programme of activities and pricesl Normal and emergency operating proceduresl Volunteer training, uniform and DBS

(disclosure information) checksl Marketing and promotionl The launch event

The action plan may take up to 6 months to be fully completed,but the process itself and how the volunteers work together, isvital to help build confidence and strength.

It’s really important that the community feels excitedabout their new development. The opening days oflegacy gyms are always a fabulous showcase, with allthe volunteers and committee members present towelcome their communities and VIP’s.

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Malcolm recognised thebenefit of using the localenthusiasm and interest inthe WOW Truck:

“Initially about 13volunteers showed aninterest in developing alocal legacy gym andformed a committee. Thisgroup took on theresponsibility of fundraising and ultimately haveprovided the core of localresidents who ensure that itis open for business.”

SustainabilityThis approach is not a way of getting communities to provide publicservices that are being cut. It is a way of valuing contributions ofeveryone involved, acknowledging and building what people valuemost and ensuring that public services are shaped and targetedwhere they are most needed.

Sustainability is therefore very much at the heart of the model. Oneof the most critical parts of the process is the support andguidance we offer to the early enthusiasts who want to ‘make ithappen’. The initial investment is when a community needs it most.The nine week (this may occasionally vary) visit from WOW,combined with the community development support for a period of6 months, can be seen as a ‘start up’ package. It’s a relatively longprocess of support to establishing a well-being hub, however it isnot a sprint race, we are in this for the long haul.

Once the well-being hub is established, with volunteers trained andthe community feeling confident and in control, the CommunityAction Team gradually move into the background. We don’tdisappear overnight; we understand that it’s a journey in whichsmall hic-ups can seem insurmountable. However, equally the setbacks can also be met with increased creativity, resilience and apositive response from the community itself.

As months and years pass, we still remain a helping hand, a phonecall away and be the provider of intermittent training, mentorshipand perhaps occasionally an opportunity for something new. Since2007 when the first hub emerged, all have succeeded in meetingtheir targets within their business plans, with just one which hasclosed due to too few volunteers or community resilience. We havelearnt to extend and add additional community developmentsupport to those that need it.

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67% ofresidentsengagedthroughWOWremainactive atsix months

Exceeded our retentiontargets for thecardio vasculardisease groupby 50%

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Measuring Success

Changing the Physical Activity Landscape (CPAL)programme was a large scale county-wide investment of £4.5 Mby NHS County Durham and Darlington Primary Care Trust(PCT) between April 2010 and March 2013.

The programme placed particular emphasis on encouragingadults aged 40-74 years of age, with an estimated or actual riskof CVD greater than 20% to increase their levels of physicalactivity and consequently reduce their CVD risk. Theprogramme had a clear focus on just three groups ofparticipants: l the CVD groupl their associated family membersl a smaller other group (allowing projects to identify local

priorities outside the CVD groups and family audience).

Culture and Sport have benefitted from part investment in theWOW Truck and legacy gym model, which has helped us toreach more communities. In particularly, it has helped pilotsome additional community development capacity, which hasbeen a significant help to the asset based approach. It has alsopart-funded some capital costs.

The funding stream required us to recruit and retain individuals,and see an improvement in physical activity levels in at least58% of the participants 6 months later. In addition, it required usto apply an established health sector tool (the Stanford 7-day recall) to track usage and improvement amongst ourbeneficiaries, which was consistent with all the other projects.

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Group

CVD group recruited

CVD group increasing activity at six months

Family group recruited

Family group increasing activity as six months

Other group recruited

Other group increasing activity at six months

Total recruited

Total increasing activity at six monthsInformation correct at time of print (August 2013)

OriginalProgramme

Target

3300

1914

1500

870

1000

580

5800

3364 (58%)

ProgrammeStretchTarget

7369

4576

1994

1212

4735

2987

14908

8775

WOW Project‘Stretch’Target

805

466

570

330

1010

586

2385

1383 (58%)

WOWActual

1034

697

449

308

1239

809

2722

1814 (67%)

Against the key measures the independentevaluation (supported by Helmepark Ltd) hasillustrated that the WOW approach to improving well-being is incredibly positive. We have outstretchedour original targets and also been a high performer againstthe overall programme performance as detailed in Table 1.

Table 1

2,722 clients recruited;largest single contributor to the CPAL’s overall targets

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Table 2

Measuring Success

In addition to the above attendances, we can confirm that the original legacy gyms have alsocontinued to contribute, through recruiting and retaining beneficiaries with over 2,500 additionalparticipants in 2012/13.

The consistent application of measurement tools required by CPAL under Helmepark’s watchfuleye, has also led to the establishment of an economic model to illustrate the impact of theprogrammes on track.

The model looks at a range of economic outcomes linked solely to CVD. It reallocates family andother group members (as CVD risk, in the absence of other factors, is most closely determinedby age group). Based upon the catchment areas visited with CPAL funding, this model indicatesthe WOW Truck programme has achieved:

This individual project has provided almost double the return offered bythe overall programme, illustrating its success in tackling actual andestimated CVD risk.

In addition this model does not include many additional returns; the well-being hubs developed in the last two years operate 400 hours weekly,providing 21,000 volunteer hours. Volunteers have also received trainingand support; enhancing self-esteem and well-being.

In addition to the quantitative analysis after the CPAL programme, DCChas commissioned some additional qualitative reviews of the WOW Truckand well-being hubs, to evidence the wider impacts and to helpunderstand where we can improve and to celebrate success.

£7.11return forevery £1investedin CVDgroups.

l £2.271m return on investment to the NHS and the community

l £4.00 health return for every £1 NHS invested on average

l £4.69-£7.11 return for every £1 invested in CVD groups

l £2.97-£4.50 return for every £1 invested in over 40’s

l £1.09-£1.65 return for every £1 invested in under 40’s

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Trevor is a County Durham resident who is seeingthe long-term benefits of using WOW as a catalystto re-engage with physical activity.

Trevor had been a keen rugby player until heretired from the game at the age of 38. Work andfamily commitments began to take precedenceand Trevor was restricted to an occasional trip tothe park, in terms of being physically active.

This started to have significant repercussions forhis health. A blood test at his GP surgery revealedthat he was in danger of being diagnosed withtype 2 diabetes and was consulted with in relationto the need for medication. The thought of havingto take insulin for the rest of his life was a wakeupcall and motivated him to give seriousconsideration to how he could get back to beingmore physically active and healthier.

Thankfully, Trevor saw the WOW Truck wasadvertised in his local village and made acommitment to himself to give it a go. He bookedan induction and the instructors worked out aprogramme for him which he has continued overthe past 18 months. Having been a rugby player,he enjoyed working with weights and began toappreciate the feeling of being fit again. Trevorcomments: “I even found myself running betweenplaces rather than walking, just because I could.”

Trevor used the weight machines, treadmill andexercise bike several times a week. Trevor feels theaffordability, the local proximity and the chance toget back into a routine are all key factors whichmotivated him to use the WOW Truck. Staff arefriendly and approachable and he finds hisfamiliarity with the equipment helps.

The system of having a personal key whichrecords his level of exercise is very useful as itenables him to see his progress, to set timechallenges and monitor his performance.

Trevor feels his self confidence has increased ashe has become fitter and he is happy that he hastaken control of his health. He likes knowing thathis health has improved and that he does not needto take as much medication as previously.

He feels happy to be more active with the childrenand feels all the family benefit from him being lessstressed and anxious. The time to concentrate onhis own health has benefits for all the family. Havingbeen fit in the past, he appreciates the return tofitness. He has recently joined a gym and will beable to exercise regularly; he will use the WOWTruck when it returns. He has also encouraged hissons to attend – they are a little young however, buthe hopes he is instilling positive habits in them.

Real People, Real ChangeMeet Trevor: Benefits for all the family

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Alfred’s story should be an inspiration to us all. Aged 79 years young, Alfred is a regular user of thelegacy gym in Middleton-in-Teesdale and an active volunteer encouraging and enabling other localresidents to benefit as he has done. 18 months ago his GP recommended that he start to exerciseto help lose weight and manage his type 2 diabetes.

When the legacy gym opened in Middleton-in-Teesdale, Alfred was its first member. Although hehas found exercising hard work he has enjoyed it and feels immeasurably better, losing 5 stones inweight and he no longer needs diabetes medication.

Alfred also mentioned that since being widowed, he had started to feel like a prisoner in his ownhome and his GP also believed that becoming more physically active would relieve his feeling ofisolation and sadness. This has definitely been the case and having started to use the legacy gym,Alfred now volunteers by showing other local residents how to use the equipment. This has all beenan important trigger to Alfred feeling that he has got his life back.

Alfred believes that without the WOW Truck being a catalyst to the establishment of the legacy gym,the local community would not now be benefitting physically and emotionally. He is at pains toexplain that it has changed his life completely. Physically, people don’t recognise him and sociallyhe is confident and happy. “What price is that?” he concludes.

The WOW Truck has taken exercise to the people. Barriers of time, cost and opportunity have beenaddressed. The state-of-the-art equipment and a warm and friendly environment created byknowledgeable staff is resulting in more and more residents being able to engage in physicalactivity, becoming fitter and healthier. The innovative use and impact of the WOW Truck, as acatalyst for empowering local communities, cannot be underestimated. Through partnershipworking with local residents and other organisations, a growing footprint of local physical activityopportunities is being established.

Real People, Real ChangeMeet Alfred: An inspiration to us all

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One leader from the WittonGilbert walking groupcommented:

“Without the Wellness onWheels Truck visiting theCommunity Centre andgenerating local interestand enthusiasm, thiswalking group wouldnever have got off theground and our liveswould have been lessrich as a result.”

Delivering a multi-award winningprogramme acrossthe county

Growing the asset based approach – leading by example.

Once an asset based approach has taken hold, there appears a criticalmass, which means new ideas emerge and opportunities presented aremore easily adopted by the community.

Part of Culture and Sports leadership role is to support individuals,communities and agencies best placed to improve the well-being hubsfurther, to bring to the network and scales of economy together.

One example of this has been the partnership work with The Ramblers. The Ramblers benefitted by being supported with Durham County Council(DCC) administration and infrastructure, but most importantly from contactson the ground. DCC has been able to ‘match make’ The Ramblers with anumber of the county’s well-being legacy gyms. The result has been anumber of new walking groups. A match made in movement!

Each well-being hub now has an emerging menu of opportunities to improveactivity levels within the community. Some are based upon the creativity andenthusiasm of the members of the new well-being hub, whilst others on theirability to seize opportunities, presented by other agencies (Refer to figure 2 -Asset Based Model of Provision, page 23).

The oldest well-being hub is now six years old, and in the time since 2005,The WOW Truck and its resultant legacy set ups has been awardedprestigious awards including:l Sports Industry Award (2006)l Shine Awards for Public Service Delivery (2008)l County Durham Sport and Physical Activity Awards for Contribution tophysical activity in:

l 2010 - Trainers, Coundonl 2011 - Fit and healthy gyml 2012 - Middleton-in-Teesdale

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Learning Points

l The model of development is proving to be incrediblysuccessful. Culture and Sport are committed to itscontinued development within resources available.

l The asset based approach recognises the need to supportgrowth rather than ‘spoon feed’ a set solution. However,there is clearly a need to recognise the value of consistentcommunity development resource, as the initial catalyst forchange and to ensure a ‘phone a friend’ and mentorshipprogramme remains.

l Culture and Sport are strong local leaders and have shownsuccess in connecting smaller agencies to support a localsolution.

Return oninvestment tohealth for clientswith CVD risk is£7.11 to every£1 invested

4,500regularparticipantsat legacywell-beinghubs

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l 93% of beneficiaries and partners are highly satisfied.

l The CPAL programme has provided a robust assessment of theprogramme. This has illustrated that the programme is makingoutstanding impact on tackling CVD in communities.

l The return on investment model shows significant return tohealth investment (Table 2).

l Impact shows that the Culture and Sports local and tailoredmarketing within communities, linked to the wider local marketingfrom the service is highly successful. Maximum scales ofeconomy and synergy in the marketing of a range of relatedservices is useful and affordable.

l The project is supported by additional mainstream Culture andSport expertise, connected programmes and funding. Theadditional funding from the NHS has benefitted from currentleadership, investment and commitment.

l Channelling resource into a single system and network hasshown that NHS investment has received scales of economy andhas a greater impact.

l The insistence of communites developing robust business planshelps ensure the maintenance, replacement and operations aresecured for the long term.

Figure 2 (page 23) illustrates Culture and Sports’

view of the emerging asset based model.

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Referralsand HealthChecks

LearningInformationCulture

AquaticsPhysicalActivity

PlaySport

Main Hubs(Leisure Centres,Libraries andCulture)

Process of inspiring

Asset Based

2225

Well-being Hubs(Community locations)

Figure

2

Runninggroups

Healthchecks

Walkinggroups

Cyclinggroups

Newlegacygym

Exerciseclasses

community involvement

Model of Provision

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90%satisfactionrates ofpartnerorganisations

Next steps - 2013/14 focus

l Develop a new partnership well-being brand to enhance thepromotion and development of the full network and a symbol ofquality assured well-being services and support.

l Establish a further 4 new well-being hubs developed by thecommunity, for the community, in line with the vision map (Figure 1).

l Prioritise support for the implementation of a more robust datamonitoring system across the full well-being legacy network.

l Explore opportunities in connecting ideas and skills from the widerspectrum of Culture and Sport, eg. increased adult learningopportunities.

l Commit to enhanced network training and mentorship programmes.

l Three new ‘Big Challenge’ events, for the well-being network to planand deliver alongside other providers county-wide.

l Continue to celebrate locally and nationally the success of WOW inchanging the physical activity landscape.

WOW... and thank you!

The WOW Truck programme and network of legacy well-being hubshas been to date highly successful. This could not be possiblewithout the support of the following agencies and people:

l Durham County Council

l Sport England

l Big Lottery

l Inclusive Fitness Initiative

l Technogym

l Wear Valley Sport Action Zone

l Durham Dales Primary Care Trust

l One North East

l Everyday Sport

l County Durham and Darlington Primary Care Trust

l County Durham Sport

l Local elected Members

l Anyone involved in establishing and the management of

WOW Truck visits and well-being hubs.

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Wellnesson

wheels

The legacy networkGrowing communities from inside out