Innovation. Inspiration. Impact
OUR
BUSINESS
PLAN
2013–2016
1
YOUNG
PEOPLE
ARE AT
THE
HEART
…OF
EVERYTHING
WE DO.
2
Youthscape bring much-needed
innovation to twenty-first century
youth work, together with a passionate
and highly skilled team. If we are
to make a lasting difference to the
most deprived young people in our
society, it will be through the work
of organisations of this quality and
impact.
— PROF. LES EBDON
DIRECTOR OF THE OFFICE FOR FAIR ACCESS
Youthscape fills the gaps in our school.
They work with our most difficult
students and they almost always get
through to them. We regard them as
indispensable to our school community.
— HEAD TEACHER, 2011
This is where we feel like we can be
ourselves. They understand what it’s
like to be in care. The group helped us be
honest about what we were feeling. It’s
the first time we talked about stuff to
anyone.
— STACEY & SAMIRA, AGED 14
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4
Contents
1. Introduction6
2. Executive Summary7
3. Background to the Organisation8-9
4. Our Aims 10
5. Context for our work12-13
6. Financial Plan14-17
7. Programme Development & Growth 2013-2014 22-24
8. Summary of Core Business Objectives
25
10. Sustainability26-33
11. Facilities34-42
12. Leadership44-47
13. Partnerships48-50
14. Risk Identification and Management
52-53
AppendicesSustainability Milestones54
Analysis of income from external hire of facilities 56-57
Increased income to projects from Bute Mills
58-59
Organisational chart60
Photographs of Bute Mills61-63
Endorsements and partnerships64
Projects websites and online presence65
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1: Introduction
This Business Plan sets out how we intend to grow and develop as an organisation over the next three years.
Its purpose is to give our staff and volunteers, our Board and our stakeholders complete clarity about what we want
to achieve. We believe that this shared understanding is a critical step towards achieving our goals. It is a living and
dynamic document, which is regularly reviewed and adapted to meet new circumstances.
In being clear about our goals, we also want to acknowledge our faith-based identity and ethos. Youthscape is a
Christian organisation for young people and those who work with them. Our faith is central to who we are, what we
want to achieve and how we will go about doing it. We constantly seek to hold the balance between the clarity of
this identity and our genuine openness as an organisation to those of different faiths and none. We expect to work
alongside many others with different traditions and beliefs and believe it is a privilege to do so.
Like any growing organisation, we have developed significantly over our two decades of history. For much of this time
we have focused on work in Luton. It is only more recently that we have developed additional national projects. These
local roots are a vital part of who we are today and give authenticity and authority to what we do more widely. We will
continue to invest considerable time and resources into our Luton ministry for this reason.
From these roots has grown a national organisation. Our UK-wide projects are growing quickly and we expect this
to continue over the coming three years, supported by the increase in demand for training and resources among
churches.
The purchase and development of Bute Mills is a unique opportunity for Youthscape to achieve this vision to be a
national centre of excellence in youth work. It provides the context for the development of new innovative projects
that will serve some of the most disadvantaged young people in our country, and the facilities to be able to share our
work and practice with thousands of youth workers across the UK.
We are confident that the next three years will be our most exciting and fruitful yet.
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2: Executive Summary
Youthscape has made a difference to the lives of thousands of young people over the course of the last twenty years. It
has grown from small beginnings to become a leading youth work organisation in the UK, well respected and known
for its innovative approaches. Sections 3, 4 and 5 of this Plan outline our history, our aims as an organisation, and the
context in which we find ourselves working in the UK.
We now face a critical point in our development. The need to make an impact with young people in the UK is greater
than ever, and the demand for our services outstrips our capacity. There are many opportunities to develop and
expand our work both locally and nationally. Section 7 of this Plan briefly outlines how we will meet this demand in the
coming year through our different projects and programmes.
Our rapid growth has also created organisational and financial challenges that need to be addressed and this is
the principle focus of this Business Plan. Dealing with these issues and building a strong organisation will form the
foundation on which our work with young people can thrive and continue to make an impact. Sections 7, 8, 9 and 10
detail the four core business objectives we have identified and lays out how we will meet the challenges we face.
Chief among these is the need to grow a sustainable organisation that has diverse income streams and sufficient
reserves. Our overall target is to grow our non-grant income from 30% to 50% in the next three years, and to build up
our reserves to £350,000.
Our planned move to Bute Mills in 2014 will transform our ability to deliver work directly to young people and train
and resource others to do the same. The campaign to raise the necessary funds is well underway and we expect to take
possession of the freehold by the end of 2013, with the new facility open by September 2014. This plan outlines the
detailed strategy we have to achieve this outcome in Section 8.
We also recognise that developing our senior leadership and partnerships with other organisations are critical to our
success and growth. We have clear goals in both these areas contained in Sections 9 and 10.
As Youthscape continues to serve young people in the UK, we are aware that our growth and development brings
new risks as well as opportunities. We must carefully analyse these risks and take whatever steps we can to reduce or
remove them. Section 11 outlines our Risk Management Strategy.
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3: Background to the organisation
Our pioneer work with young people began as a local project in 1993.
It was known then as The Luton Churches Education Trust (LCET) with Chris, as the only member of staff, working with
young people in Luton, Bedfordshire.
Over the following twenty years, our project has grown from these small beginnings into a very significant nationwide
organisation, still connected to its deep roots in a single place, but now working with thousands of young people and
youth workers across the UK.
In 1993, as the project launched, it was enthusiastically supported by local businesses, parents and over 45 churches
in Luton. Within two years it had received a grant from the Church Urban Fund and extended its work to a deprived
housing estate where there had been significant unrest with young people rioting over the course of one summer.
By the late 1990’s the project was working across nine secondary schools and had developed a much-imitated lifeskills programme aimed at young people at risk of exclusion. The impressive results of this work attracted wider grant
funding and interest in an approach that combined detached youth work with therapeutic programmes and a school
mentoring project.
In 2000 the project moved from its original offices into a larger and more central building where it would develop new
arts-based programmes and continue to expand its staff team. Specialist youth workers were recruited to develop
specific programmes for young people in care and for those who were self harming. National press reports and an
increasing number of opportunities to address conferences and events increased the profile of the organisation across
the UK.
The driving force throughout this growth has always been the belief that young people can make real changes to their
lives and rediscover their ambition and self-confidence, provided they are given the opportunity and tools to do this.
A relatively short piece of work can often unlock this potential and give a young person the ability to strike out on a
different and better path for their life.
By 2005, the organisation had a staff team of 15 and was increasingly working widely across the UK. A small team were
seconded to develop schoolswork.co.uk: the first of what would become a series of national projects. The success of
the work locally began to be disseminated both through the publication of resources and training programmes.
In the last seven years, the expansion of the national work has increased rapidly, with five major national projects now
launched, working with thousands of young people, youth workers, social workers and teachers. The unique strength
continues to be that these broader UK-wide projects remain rooted in ongoing work in Luton, where new approaches
and programmes can be tested and developed. We call this approach ‘deep and wide’. Twenty five paid staff and over
30 volunteers work together with a Senior Leadership Team and Board of Trustees. The organisation does much of its
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face to face work with young people at no cost, but is funded by grant-making trusts (Children in Need, Comic Relief
and many others), businesses (Lloyds TSB, KPMG, Vauxhall), the provision of training and consultancy and through the
sale of high quality resources and materials.
In 2012, the organisation re-branded and became ‘Youthscape’, a name that makes reference to the need to help young
people build the social, emotional and spiritual landscape in which they can achieve their potential.
As demand for training has grown, Youthscape has developed an annual conference which draws together the latest
research and best practice in youth work not only in the UK but across the world. Over 1,300 youth workers and
professionals attended the third Youthwork Summit in Birmingham in May 2013 which drew together speakers from
Ireland, Egypt and the US alongside academics, politicians and practitioners from the UK.
Youthscape now wants to build on what has already been achieved and develop an organisation that grows in its
ability to make a real difference to young people across the UK. Our commitment is to remain focused on the best
possible outcomes for those young people who are disadvantaged or marginalised and to equip others who are
working with them.
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4: Our Aim
Youthscape exists to give young people the best social, emotional and spiritual landscape on which to built their lives.
Our different projects and programmes focus on specific issues that often prevent this from happening, either through
direct work with young people or training and resourcing others to do the same. There are, of course, detailed outputs
and outcomes set for these projects and programmes, but we also share four aims that define more broadly what we
want to achieve in the next three years.
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YOUNG
PEOPLE
ARE AT
THE
HEART
…OF
EVERYTHING
WE DO.
11
5: Context for our work
Youthscape operates in three distinct contexts. In each of these, we face different conditions and, in some cases,
competitors.
Direct work with young people in the Luton area
Training and services for organisations, local authorities and education
5.1 Direct work with young people in the Luton area
There are approximately 20,000 young people aged 11 to 19 in Luton, with a small increase in the population predicted
over the next three years. There are thirteen secondary schools, a Sixth Form College, an FE College, and two further
specialist education centres working with young people with emotional and behavioural difficulties.
Youthscape’s relationship with all of these institutions is strong, building on sustained contact and our reputation from
the past twenty years of work. There is increasing demand for our work, especially with young people whose poor
behaviour or attainment is linked to factors outside of education.
This increase in demand has also been fuelled by the current economic climate and reduction in funding, resulting in
schools increasingly looking to the voluntary sector to provide input into their pastoral programmes.
There are few, if any, other organisations offering this kind of work with young people in Luton. A Bedfordshire charity
provides some similar programmes across the county, but does not work in Luton itself. Some local churches provide
recreational activities for young people and work in partnership with us.
In conclusion, we expect to see increasing demand for our work in Luton, with the acquisition of Bute Mills bringing
additional capacity and the opportunity to create new programmes.
5.2 Training and services for non-church organisations, local authorities and the
education sector
Some of Youthscape’s projects have proved particularly suited to a wider market, especially the work of selfharm.co.uk
and Romance Academy. Schools, Local Authorities and other voluntary organisations are among those who need
support and training in the areas where we specialise.
Selfharm.co.uk, for example, is the only national project working with young people who self harm. As a consequence
of their expertise, the staff have been in heavy demand by the media (BBC Radio 1, ITV Good Morning and Channel
4’s Embarrassing Bodies in the last twelve months). This has been helpful in creating wider awareness of the project
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and the training and resources we offer. Demand for training has consequently increased in the last twelve months,
especially from schools. Organisations like The Samaritans have also developed agreements with us to provide training
to its volunteers across the UK.
We expect this market for our services to continue to grow rapidly over the next three years and provide a substantial
source of income. Whilst there are other charities working with young people and mental health or sex and
relationships (eg. Young Minds), training is not a significant part of their services and so competitors are few.
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6: Financial Plan
6.1 Summary
Our financial plan is built on the need to not only develop and expand our work with young people, but also create a
secure and sustainable organisation that can continue to make a difference for many years to come.
To that end, we have set three key targets that are the focus of our financial plan for the coming three years:
1. To increase income in order for us to meet the demand for our work and make the greatest possible impact
on the young people we exist to serve - specifically, for our income to rise to £1.2 million by 2016.
2. To diversify the sources of our income to ensure we are not over dependent on grants - specifically to raise
the proportion of non-grant income from one third to one half of total income by 2016.
3. To increase our level of reserves to provide better security for the organisation in case of unforeseen
challenges - specifically to increase reserves from £120,000 to £350,000 by 2016.
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6.2 Profit & Loss 2013-2016
Income
2013/14
(£)
2014/15
(£)
2015/16
(£)
Grants
642,040
645,000
630,000
Donations
115,140
130,000
145,000
Training
122,535
170,000
207,000
Gifts / Payments for local services
30,150
32,000
75,000
Memberships
15,600
25,000
35,000
Resource Sales
19,374
35,000
55,000
Consultancy Income
3,000
8,000
15,000
Other income
6,200
41,500
46,000
Total income
954,039
1,086,500
1,208,000
Expenditure
2013/14
(£)
2014/15
(£)
2015/16
(£)
Staff Costs
620,167
723,874
792,828
Programme costs
76,725
82,561
91,689
Training costs
43,138
54,299
64,384
Website Development
33,860
35,553
37,331
Marketing
20,767
23,805
24,995
Fundraising
10,320
10,836
12,078
Legal & Finance Costs
5,532
6,809
7,149
Building & utility costs
54,229
56,620
59,118
Cost of goods sold
12,592
22,748
35,747
Total expenditure
877,330
1,017,105
1,125,319
Surplus / (Deficit)
76,709
69,395
82,681
Total Reserves
197,617
267,012
349,694
Note that this Profit & Loss account does not include existing and projected funds raised for the purchase and
refurbishment of Bute Mills - this is being accounted for separately in order provide to clarity in reporting the profit
and loss of the organisation’s ongoing work.
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6.3 Notes on Profit & Loss in the next 12 months
6.3.1 Income – 2013/14 is set to be a year of significant income growth
In the coming financial year, our budgeted income is set to increase to just over £950k. This is an increase of circa
£320k on the prior year. This has been distorted by the timing of approximately £90k of grants (as explained below).
6.3.2 Grants – ‘real’ growth £130k
Grants are set to grow by just over £220k this year, however, a significant amount of this expected growth has arisen
as a result of timing differences. Grants of just over £90k in respect of three staff posts were originally expected to be
received in 2012/13. Due to delays in filling these positions, the grant income will actually now be received in 2013/14.
6.3.3 Donations – 7% like for like growth
Donations have been projected to grow by £12k, almost half of this increase is due to the impact of including one
of our projects for a full year. (Romance Academy became a part of Youthscape during the last financial year). The
remaining £6.5k is a target of 7% growth in donations (by comparison this year we have seen a 13% growth in
donations in our core business)
6.3.4 Training income – huge growth area with current bookings seeing growth of 130%
Our training income is an area where we are seeing massive growth. Selharm.co.uk has seen training income rise from
£11.5k in 2011/12 to £28k in 2012/13, a rise of 143%. The projection for next year is to grow this even further to £70k.
Based on the current run rate for bookings this year, we are already set to achieve £60k and so this target should be
within reach. Schoolswork.co.uk piloted a voluntary work in educational settings qualification last year, this is being
rolled out this year and so over the period of the plan we expect to receive a significant increase in income from this.
(The pilot generated income of £5k, we expect this to double this year and to have doubled again by the end of the
three year plan). Romance Academy is another project which provides training. This year we will not only benefit from
the project being with us for a full year, but also with the new strategic plan for Romance Academy more training is
envisaged, these two factors should drive another £12k in training income.
6.3.5 Gifts / Payments for services – 2 new projects and additional contributions for chaplaincy work in 2013/14
We are looking to expand this area, predominantly by two new programmes that Romance Academy are looking
to launch into schools. Our existing local work is expecting an additional £5k income as we review the suggested
contribution that schools make to our work. Contributions for our chaplaincy work are now being given, not just
contributions towards our therapeutic work.
6.3.6 Memberships / licences – maintain existing levels of income
This is an area that we are looking to maintain rather than grow in 2013/14. This will be a period of consolidation for
Amaze, one of our newer projects, before embarking on new growth for 2014/15
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6.3.7 Sales – set to increase by 46% (£6k)
Our resource sales are currently £13k. We are looking to increase this by £6k during the year. This will be achieved via 3
key areas. The first is through the extra training. We sell about 10% of our resources currently as a result of the training
we provide and so the increase in training should drive further resource sales. Secondly we are launching some new
products, with 3 currently in development, but with others also likely to be launched which will enhance our existing
range of 18 products. Finally work is underway to launch an online Youthscape shop where all our projects’ resources
will be available.
After substantial growth in 2013/14, we then anticipate smaller, sustained and more measured growth across the
following two years.
6.3.8 Expenditure – expected to be 92% of income
Expenditure is due to increase next year by just under £200k. This reflects the extra costs due to the activities being
developed and expanded and also for the additional posts that the grant income covers. Over the next 3 years
expenditure is set to be around 92% of income, with staff costs accounting for approximately 65% of income.
Some of the expenditure in the budget is for specific activities / posts that are covered via grant applications. If those
applications are not successful that new activity will not be undertaken.
6.3.9 Surplus
We are planning to deliver a surplus of just under £80k next year so that we can build our reserves.
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6.3.10 Planned increase in income
The graph below shows the expected increase in income between 2012/13 and 2013/14.
The green items represent those areas where money has already been secured or is almost certain to be achieved. The
orange blocks show those that are likely to be achieved and the red areas are those which are more risky. (Please note
the blocks on the orange and red grants are to indicate the individual small grants [circa £10k] applied for)
The certain and most likely increases would deliver enough income to cover our budgeted costs (including those that
Increase in income (£k)
won’t happen should a grant relating to these costs not be secured).
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6.4 Projected Three Year Growth in Income
Total Income 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 2013/14 2014/15 2015/16 Total Income 6.5 Projected Three Year Growth in Reserves
Total Reserves 400,000 300,000 200,000 100,000 0 2013/14 2014/15 2015/16 Total Reserves The year on year increase in reserves is anticipated to be in the region of £70,000 to £80,000. Initially this will be heavily
driven by each project contributing a percentage of their income to reserves to ensure we have adequate running cost
cover / contingency. As rental income grows, this will contribute to reserves, allowing the percentage given by the
projects to reduce and be used directly in their work with young people.
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6.6 Projected Three Year Diversification of Income
2013/14 Income Trusts & grants Dona-ons Gi0s / Payments for local services Membership /Licence Fees Consultancy Income Training income Other income Sales 2014/15 Income Trusts & grants Dona-ons Gi0s / Payments for local services Membership /Licence Fees Consultancy Income Training income Other income Sales 2015/16 Income Trusts & grants Dona-ons Gi0s / Payments for local services Membership /Licence Fees Consultancy Income Training income Other income Sales 20
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7: Programme Development
& Growth 2013-2014
Youthscape is made up of different teams, each tackling a different area of social or emotional need for young people.
This allows us to develop expertise in the complex issues that young people face. Many approaches and programmes
are piloted locally and then developed into training, resources and consultancy to be shared nationally. Each
programme area has its own staff team and a strategy working twelve months ahead in detail and three years ahead in
outline.
7. 1 LCET
Our Luton-based project working directly with young people across the town in schools and colleges, in churches, and
across the wider community. The re-engagement team supports young people to overcome specific issues, like low
self worth or being in care, and to develop the life skills and aspirations to achieve their potential. Small therapeutic
group programmes, mentoring, art and media projects and outward bound activities are all used to help achieve an
impact. The chaplaincy team supports young people in deepening Christian and spiritual understanding and personal
values. The legal requirement for schools to support young people’s spiritual development means that this work is
in high demand. The work within the curriculum, including RE lessons and school assemblies - as well as developing
special interactive projects like ‘The Box’ which are displayed around a school. Both these teams are supported by the
Youth Centre, providing the context for young people to develop relational and social skills.
Key activities include ‘Survival School’ and ‘Compass’, working with young people struggling in education; and ‘The
Box’ and ‘Grow’, developing spiritual awareness.
Key milestones include the piloting and launch of the ‘Think Tank’ project in January 2014 and the development of
an associated GCSE qualification. Alongside this, is the development of our partnership strategy with local churches
through joint employment of staff and shared activities.
7.2 Youthwork Summit
A national annual event for Christian youth workers from every denomination and context. Started in 2010, it has
grown from 500 delegates to 1,300 in 2013. The aim is to introduce new ideas and approaches to those working in the
field - with contributors drawn from academic research, the media, business and practitioners across Europe. The event
is now the largest gathering of church-based youth workers in the UK.
Key activities, alongside the event itself, include an online library of previous talks and material, together with a
growing online community where issues and practice and discussed and explored.
Key milestones include the continuing increase in delegate numbers to reach 2,500 in 2016. Alongside this is the
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development and launch of YWS Nano in 2014: locally run smaller events that will take place throughout the UK each
Autumn. Also, the launch of YWS Live in May 2014, live streaming of the main event on the web to an international
audience.
7.3 AMAZE
A national programme offering training and resources for churches to develop a coherent and effective strategy in
their youth work in four critical areas: strategy and vision, training and development, policy and practice, and finance
and fundraising.
Key activities take place through the website, offering a variety of subscription packages to the online resources.
Training packages are offered to organisations and denominations alongside a rolling calendar of conferences and
events.
Key milestones for the coming year are the expansion of the number of subscription memberships by 50% by August
2014, through partnerships with other organisations that introduce us to new markets and opportunities. In addition,
the development of training contracts with two denominations (United Reformed, Baptist) and one larger youth
organisation (YFC) and the introduction of a consultancy service using a network of experienced youth workers across
the UK in June 2014.
7.4 Romance Academy
Romance Academy is a nation-wide sex and relationships education initiative run by youth workers licensed to use our
material. The unique 14-week intervention project addresses the underlying causes of risky youth behaviour, such as
poor self-esteem, low aspirations and lack of positive family life, by promoting the value of stable relationships.
Key activities include training youth workers and licensing them to use the programmes, supporting parents with a
programme of information and advice (LTAS).
Key milestones are the expansion of the number of youth workers trained by 50% by the end of the year, by the
targeting of new markets and regions, especially Scotland and Northern Ireland, and the expansion of the number
of LTAS training event for parents by 100%. In addition, we aim to negotiate partnerships with CVM and Care for the
Family by the end of the year.
7.5 Selfharm.co.uk
The project works directly with young people who self-harm through its website and online presence, and also trains
youth workers and other professionals to support with young people who may be harming. The project often responds
to requests for interviews by national radio and television
Key activities include three online resources - a main website offering advice and support directly to young people, a
training website for professionals and the new Alumina programme website. Sales of resources include training dvd’s,
printed materials and other resources.
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Key milestones are, most significantly, the launch in November 2013 of Alumina, an online therapeutic programme
for young people - becoming the first mental health programme to be run in this way in the UK. Alongside this, the
development of the training and consultancy programme including the launch of a new website and booking system
in November 2013 - with the aim of doubling income from training by the end of the year. The project is also creating
and distributing a new film about self-harm to be released in early 2014 and is leading the partnership with the NSPCC
and Youthnet to run National Self-Harm Awareness Day in March 2014.
7.6 Schoolswork.co.uk
A UK-wide programme that is training and resourcing youth workers to provide services in their local schools and
colleges. The web-based resources and guidance is used widely by more than 6,000 youth workers each year, and
supported with training events and conferences, as well as practical resources for sale. The last four years have seen the
ground-breaking development of a formal qualification in voluntary work in educational settings, in conjunction with
Pearson EdExcel.
Key activities include online training and support through two websites, the sale of educational resources and the
development of the Level 3 Certificate in ‘Voluntary Work in Educational Settings’.
Key milestones include the formal launch of the Enable course in 3 training centres across the UK, and the
development of a further 10 centres to open later in 2014. Following this, the creation of a Diploma course in
association with Pearson Edexcel to launch in September 2014. In addition the project is working on the launch of a
new programme to train church ministers in how to contribute to the curriculum and pastoral care within schools with
ten initial events by August 2014.
7.7 New programmes
New projects are programmes in development and we expect to continue to grow the scale and reach of our work
substantially in the coming three years. Currently, in development, is a proposal to offer consultancy to churches
seeking to launch or develop their youth work, and new online and printed resource YWLab that will highlight best
practice and innovation.
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8: Summary of
Business Objectives
Youthscape is a growing charity, with a twenty-year history of innovative work. But there are important challenges to
be faced to ensure our work continues to develop and that the organisation remains financially sustainable. We have
identified four core business objectives for development. Fulfilling these objectives will provide the best foundation on
which to develop our projects and programmes serving young people and achieve our aims.
1. Sustainability
Youthscape needs to diversify its revenues streams and develop sufficient reserves to ensure long term stability.
2. Facilities
Youthscape needs to be located in premises that are fit for purpose and provide the right context for growth - Bute
Mills.
3. Leadership
The Board and senior leadership team of Youthscape need the right skills and experience to deliver our existing
strategy, deal effectively with challenges and develop the right future goals.
4. Partnerships
Youthscape needs to develop its existing strong links with other organisations into more intentional partnerships that
benefit our work and help us achieve our aims.
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Youthscape needs to
diversify its revenue
streams and develop
sufficient reserves
to ensure long term
stability
26
9: Sustainability
9.1 Current Financial Position
This section outlines out financial position as at July 2013 - and will be updated every six months to ensure this
business plan always contains the most relevant information. Note that the figures outlined here do not include
income for the purchase and refurbishment of Bute Mills, which is accounted for separately.
9.1.1 Income
At the beginning of the new financial year 2013-2014, Youthscape finds itself in a stable and secure financial position,
despite the wider economic climate which continues to impact charitable organisations just as much as the business
community. Forecast revenue in Youthscape was £630k in 2012/13 with expenditure slightly above this. Within
Youthscape the largest project in terms of income is LCET (48%) followed by selfharm.co.uk (30%). The largest source
of income are grants (67%) which support all our projects.
9.1.2 Expenditure
The majority of our expenditure is staff costs, approximately 70%. Building and utilities account for 6%, and
the majority of the remaining costs are costs incurred in delivering our programmes, running training or in the
development of online services.
9.1.3 Reserves and Cash
We currently have cash of approximately £270k, of which £138.5k relates to the coming financial year. Total reserves
are tracking at £120k. The level of unrestricted funds throughout 2012/13 has given cover of approximately 2 month’s
running costs. The cash balance currently is circa £270,000 of which £138,500 is specifically to cover 5 positions next
year. The balance of £134,500 will cover just over 2 months of the remaining running costs in Youthscape. Reserves are
currently tracking at approximately £120,000.
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9.2 Diversification of Income
9.2.1 Summary
Over its twenty year history, Youthscape has a track record of successfully increasing income to meet growing
expenditure as the organisation has developed from a single member of staff to one of over twenty-five with an annual
turnover that has increased each year.
We are proud that the organisation has never needed to borrow money to meet commitments. We attribute this to
a combination of careful fiscal management, strong local financial support from churches and individuals, and the
impact of our work with young people that has attracted consistent grant funding.
However, the proportion of our income received from grants is a challenge that needs to be faced in the next three
years to build on this strong foundation and ensure that Youthscape continues to thrive. Whilst we expect to be
successful in applying for grants, it can make us vulnerable when a particular grant period finishes, especially where
large sums are involved. One example is the Edith Winnifred Hall Trust, which has funded our work in Luton for the last
eight years - first at £50,000 a year and more recently at £150,000 a year. This represents 64% of income towards our
local work and 82% of income to the organisation as a whole. The Trust is winding down and plans to spend its capital
down by 2016.
In 2012-13 forecast income to the charity was divided as follows:
Grants (restricted)40.1%
Grants (unrestricted)27.0%
Donations (unrestricted)16.4%
Payment / Gifts for services
1.8%
Training8.9%
Memberships / Licence fees
2.6%
Consultancy0.2%
Sales 2.1%
Other1.0%
A total of 22.9% of income is therefore from sources other than grants. Our aim is to increase this to approximately half
our income (47.8%) over the course of the next three years.
We have already begun to diversify our income through other sources, including the development and sale of
resources (both physical and online), training programmes and membership subscriptions. Now we need to develop
this further, building on our strengths and seizing new opportunities. For example:
- We are in a strong position to increase income from training, especially with the facilities Bute Mills will provide for
conferences and events, and the growing demand for this work.
- Our production of resources for sale is still in its infancy, but we have both the creative ideas to do much more and
a growing market through our increased profile, and we are recruiting a new post in our senior team to lead this
initiative.
28
- Our subscription-based services are under-developed and independent from each other, so there is strong potential
to develop a more compelling combined package that can also benefit from our growing profile.
- Our plans for Bute Mills include the provision of consultancy to churches who are developing youth projects, using
the expertise of our existing staff, and creating a new income stream.
Our targets are based on extensive research and analysis and we believe they are realistic and achievable. They will also
put the organisation on a much more solid footing to continue to grow and make more of an impact in serving young
people. A full overview of these targets can be found in Appendix 1.
100% Grants 90% Dona6ons 80% 70% Training 60% Gi:s/payments for local services 50% Sales 40% Memberships 30% 20% Consultancy 10% 0% 2012-­‐2013 Other income 2013-­‐2014 2014-­‐2015 2015-­‐2016 Diversification of income in Youthscape 2013-2016
9.2.2 Payment / Gifts for services - increase from 1.8% to 6.2% in three years
Financial Year
Total Youthscape income %
Income £
2012-13
1.8
11,543
2013-14
3.2
30,150
2014-15
2.9
32,000
2015-16
6.2
75,000
Increase over 3 years %
148.8
This is potentially the most challenging area to develop immediately, on the basis that many of our previous contracts
29
have been with the Local Authority in Luton to deliver services directly to young people in the local area. The current
economic climate and reduction in local government budgets has reduced this at present and this is unlikely to
change in the next two years. However we have made a conservative estimate that we will be able to secure a small
number of contracts in this time, from our knowledge that some local services are being outsourced in the coming
year. More importantly, schools are increasingly responsible for funds that might previously have been held by the
Local Authority, and we expect that our capacity to be paid for some of our direct services will increase, especially in
the third year.
9.2.3 Training - increase from 8.9% to 17.1% in three years
Financial Year
Total Youthscape income %
Income £
2012-13
8.9
55,875
2013-14
12.8
122,535
2014-15
15.6
170,000
2015-16
17.1
207,000
Increase over 3 years %
68.9
Training is provided by Romance Academy, AMAZE, selfharm.co.uk and schoolswork.co.uk with demand increasing
for all three projects. Bute Mills will give us the facilities to develop a rolling training programme throughout the year,
holding conferences, training days and longer term courses. It also enables us to advertise training across the projects
to broaden our customer base. The recruitment of regional trainers in 2012-13 puts us in a strong position to further
expand this source of income in the coming three years.
9.2.4 Consultancy - increase from 0.2% to 1.2% in three years
Financial Year
Total Youthscape income %
Income £
2012-13
0.2
960
2013-14
0.3
3,000
2014-15
0.7
8,000
2015-16
1.2
15,000
Increase over 3 years %
400
This is a new and potentially important source of income for AMAZE, providing in-depth support to churches to
develop their youth work strategy, appoint staff and monitor and evaluate their impact. Our reputation already means
we receive many requests for this kind of work, although we have yet to develop it. In the coming three years we want
to use the skills of our staff to offer consultancy services and develop models based on our existing partnership the USbased ‘Youth Ministry Architects’ who are well advanced in this kind of work.
30
9.2.5 Memberships / Licence Fees - increase from 2.6% to 2.9% in three years
Financial Year
Total Youthscape income %
Income £
2012-13
2.6
16,040
2013-14
1.6
15,600
2014-15
2.3
25,000
2015-16
2.9
35,000
Increase over 3 years %
124.4
Annual subscriptions form the basis of income for AMAZE and we see it as having huge potential for expansion,
especially where we can link to partner organisations who have an existing customer base and offer complimentary
services. Our plan is to grow income from this source significantly over the next three years. We also believe there is
great potential to combine existing and independent memberships into a single package to make them even more
attractive.
9.2.6 Sales - increase from 2.1% to 4.6% in three years
Financial Year
Total Youthscape income %
Income £
2012-13
2.1
13,232
2013-14
2.0
19,374
2014-15
3.2
35,000
2015-16
4.6
55,000
Increase over 3 years %
183.9
Our development of resources for sale is only in its earliest stages, but already showing itself to be a vital new source
of income. In 2012-13 we offered 18 products for sale across the projects but we plan to increase this substantially in
the coming three years. We will do this by developing some of our existing internal resources into products that can be
offered for sale, but also by developing new products from scratch. We currently have three products being prepared
for release in 2014 and a further six which are in the early stages of development. We are recruiting a new post in our
senior team to lead this initiative.
9.2.7 Donations - 12.1% to 12.0% in three years
Financial Year
Total Youthscape income %
Income £
2012-13
16.4
102,699
2013-14
12.1
115,140
2014-15
12.0
130,000
2015-16
12.0
145,000
Increase over 3 years %
25.9
Donations, particularly from Luton-based churches and individuals, formed the bedrock of income in the early years of
the organisation. Whilst the percentage of total income from donations will remain broadly the same in coming years,
31
this does represent an increase, because the overall income to Youthscape is also set to increase. We will achieve this
through the new profile of the organisation gained by Bute Mills, and by the development of individual donors across
the UK, representing Youthscape’s increasing national impact.
9.3 Development of Reserves
9.3.1 Definitions
For the purposes of this business plan, reserves can be understood as income that becomes available to Youthscape
and is to be expended at the discretion of the Board of Trustees in furtherance of any of the charity’s objectives
(‘general purpose’ income), but which is not yet spent, committed or designated.
This excludes the following:
- Permanent endowment
- Expendable endowment
- Restricted funds
- Designated funds
- Income funds that could only be realised by disposing of fixed assets held for the charity’s use.
The Board of Trustees and the senior team have agreed that developing an appropriate level of reserves is required in
order to:
- Meet contractual liabilities should the charity have to close. This includes redundancy pay, amounts due to creditors
and commitments under leases.
- To meet unexpected costs like breakdown of essential office machinery, staff cover re illness, maternity leave, parental
leave, and legal costs defending the charities interest.
- To replace equipment as it wears out.
- To ensure that the charity can continue to provide a stable and quality service to those who need them. Within
this context to minimise recruitment, staff training, staff induction and marketing costs by avoiding the need for
redundancies caused by financial crisis.
- To provide working capital when funding is paid in arrears and place the charity in a position where it could bid for
funding which can be paid up to 12 months in arrears.
9.3.2 Future target
In 2012-13, the charity maintained an average of £120,000 cash available. Our plan is to increase the reserves sum to
£350,000 in the next three years. This approximates to over 3 months running costs. The Board of Trustees believes that
reserves should be at least at this level to ensure the charity can run efficiently and meet the needs of the beneficiaries.
Our plan to increase reserves in the next three years focuses on three strategies:
- The development of legacy giving. A partnership with Machins solicitors is already agreed and new paperwork has
been prepared to promote legacy giving.
32
- The assignment of a percentage of income from each project towards reserves.
- Income from the hire of Bute Mills, once running costs are met from the Endowment Fund, to be used to increase
reserves. An analysis of the expected income from this source can be found in Appendix 2.
9.4 Establishment of Endowment Fund
The Endowment Fund is the third and final stage in our strategy for developing sustainability. The aim is to create a
fund that will produce annual interest sufficient to meet the running costs of Bute Mills. To this end, our intention is to
reach a total of £1 million, producing - with current investment returns - an income of between £30,000 and £50,000.
Income from letting the facilities at Bute Mills to external hirers will meet the running costs of the building whilst the
fund is being developed. Our aim is to reach £1 million by August 2017 so income from lettings will gradually be able
to be diverted into the direct work of the charity.
We do not believe that developing the fund is a realistic option until we have secured the building and have completed
- or are close to doing so - the refurbishment. This means we will not begin focused fundraising towards it until the
latter half of 2014.
Our target for raising the fund is as follows (our financial year runs from September 1st)
2013-14
£0
2014-15
£400,000
2015-16
£300,000
2016-17
£300,000
We expect that some grant making Trusts who have supported the purchase of the building may also want to
contribute to the Endowment Fund - in fact, we have already been approached by one substantial funder to this effect.
There is also the benefit of a development scheme run from Central Government that allows the local Community
Foundation to contribute 50% to any monies given to the Fund. This means that our target for 2014-15 is actually
£266,000, with an additional £133,000 being granted from the Foundation. If we exceed these targets, the amount of
additional funding we receive increases accordingly. The scheme is currently only in place until March 2015 but may be
extended.
33
Youthscape needs to
be located in premises
that are fit for
purpose and provide
the right context for
growth - Bute Mills.
34
10: Facilities
10.1 Summary of Present Accommodation
After thirteen years, our present rented premises are no longer fit for our work. We have outgrown them and, more
importantly, the kind of work we need to do cannot be done in such limited space. Our increased staff team now
occupies more than half the floor area originally used for direct work with young people. The re-engagement team
need informal classroom space that does not exist. The neighbouring building is currently being converted into flats
and we are told by the planning authorities we will have to curtail our activities as a result. Our existing small hall does
not have the capacity we need to run our training programmes.
Finding suitable accommodation for our work is a critical need that we cannot afford to ignore. As a consequence,
following twelve months of research and analysis, the Board and senior team made a decision in November 2012
to look for alternative premises. It quickly became apparent that Bute Mills not only met the criteria for facilities and
location, but also presented a unique opportunity to purchase a landmark building that would be the right context for
our work to thrive in the coming decades.
10.2 Rationale for freehold vs. leasehold
As part of the review carried out by the Board in November 2012, the need for a freehold purchase - as opposed to
leasehold - was researched in depth. It was agreed that a freehold purchase should only be pursued if there were
compelling reasons to do so. The conclusion that this was indeed the case was made for the following reasons:
10.2.1 Security of tenure
The loss of Youthscape’s premises would have a catastrophic impact on our work. Our building is much more than an
office base for staff - it is the context for much of our work with young people, requiring specialised facilities and space
that would not be easily found elsewhere in the town. A leasehold purchase would make the organisation vulnerable
in the long term to losing this capacity. A freehold purchase would ensure that the organisation was always able to
deliver its work to young people.
10.2.2 Freedom to develop the internal layout of a building
Whereas most buildings available in Luton are adapted for offices, Youthscape’s work requires cafe facilities, informal
meeting spaces and a unique internal layout. Landlords are generally unwilling to allow substantial internal
development of this nature, as it may limit their ability to rent the premises in the future.
Any building used by Youthscape will - as noted above - require substantial internal reworking and adaptation. A
leasehold premises would necessitate the same costs internally, but would not create any long term asset for the
organisation. Freehold purchase, in contrast, enables Youthscape to invest in a building it owns, increasing it’s value.
35
10.2.3 Raising funds for internal development
Many grant-making Trusts will not make grants for capital work on a leasehold property, substantially limiting
Youthscape’s ability to raise the necessary funds.
10.2.4 Long term sustainability
The long term sustainability and security of the charity is a high priority to the Board and senior leadership team. We
want to ensure that the work we are doing continues and develops for many decades to come and benefits many
more thousands of young people. By investing in a freehold asset, the Board believes it is helping create a sustainable
organisation with assets that can benefit its work for many years to come.
10.3 Rationale for purchase of Bute Mills
In November 2012, the Board of Trustees made the decision to launch the Bute Mills Youth Development Project: a
campaign to raise the necessary funds for the purchase and refurbishment of Bute Mills and for an Endowment Fund to
cover ongoing running costs. This campaign is currently underway and our target is to complete the move to Bute Mills
by April 2014.
The decision of the Board followed twelve months of research and discussion by the Board and Senior Leadership
Team which clarified the need to seek different premises for the work of the charity and identified Bute Mills as the first
choice for this move. Photographs of the Mill can be found in Appendix 5.
In summary, the rationale for seeking alternative premises was:
10.3.1 Development of our work with young people
Our work with young people has evolved over the past thirteen years and now requires different facilities and space
that is not possible in our current premises. For example, we undertake substantial direct work with young people
during the school day at our building. The Compass and Survival School projects work with students at risk of
disengagement from education and include educational programmes for groups within the building. This requires
space for classroom work, small groups and informal activities - all of which must be of the right size and design
to allow work with students who have significant behavioural challenges. The existing building does not have any
classroom space or enough rooms for small group work.
Our therapeutic work with young people facing specific issues, like being in care, requires space for small group
programmes running for 8 to 10 at a time. The existing building does not have suitable space for this kind of activity.
Our cafe and recreational work with young people is a vital space to build relationships and trust with young people.
The existing cafe is too small for the number of young people we are working with, and does not have enough space
for the recreational activities we want to run.
10.3.2 Development of training and CPD
Over the last six years, Youthscape has developed a range of training programmes for youth workers and other
36
professionals, including accredited courses in conjunction with Pearson Education. Some courses are run at venues
around the UK or ‘in-house’ for an organisation or school - however, there is significant demand from individuals and
smaller organisations to attend these courses centrally. The small hall within the existing building is not large enough
for these purposes and does not have the necessary facilities for these programmes. There is also no disabled access to
the existing building. The potential expansion of these courses could provide significant income to the charity to fund
our wider direct work with young people.
Growth in staff team and volunteers
Over the past thirteen years, Youthscape’s staff team has tripled in size, meaning that the amount of space required
for offices and other staff activities has grown from 15% to 45%. For example, the top floor of the existing building
has now been transferred from facilities for direct youth work into office and staff meeting space. This is inhibiting the
planned developments we want to make in our work with young people. Alongside this, facilities for staff parking and
storage are now a critical concern.
10.3.3 Impact of neighbouring developments
The neighbouring building to the current premises is currently undergoing a refurbishment into six residential flats.
The party walls, shared entrance and combined parking will mean that it is inevitable our activities will impinge on the
residents. Having sought advice from the Planning Department of Luton Borough Council, we have been advised that
residents will have the right to expect minimum disruption and noise from us and that some of our activities may have
to be curtailed.
10.3.4 Organisational growth
Youthscape has grown considerably over the past thirteen years - in the scope of its work, staff team and annual
turnover. We expect this growth to continue in the coming decade as we develop and expand our training
programmes and introduce new programmes working direct with young people. The current premises are already at
full capacity and therefore will inhibit this planned growth.
10.4 Campaign Strategy to raise funds for purchase of Bute Mills
The fundraising campaign will build on the existing network of supporters of Youthscape that has been created
and developed over the last two decades. The Campaign is not a broad-based public appeal, but rather a selective
recruitment of supporters from among individuals, groups, churches, and businesses both local in Luton and national.
In addition, a substantial programme of applications to trusts and foundations will be critical.
The campaign target is £2.5 million. This amount would enable the Board to proceed with the purchase of the Mills
building and the commissioning of the necessary works prior to occupation. This total comprises £1.5 million required
for the purchase and refurbishment of the building and the provision of an Endowment Fund of £1 million which
would provide the necessary annual funds to cover the basic running costs of the building and its maintenance.
The amount set aside for refurbishment is a maximum and it is hoped and expected that this will be significantly
reduced through gifts in kind from relevant companies.
37
10.4.1 Gifts
If this demanding but achievable target is to be reached then some substantial gifts/grants will need to be sought from
major Donors including Trusts and Foundations. The proposed target of £2.5 million is achievable for the following
reasons:
- The history and quality of the present activities of Youthscape
- The relationship that has been created over the last two decades with funders
- The support and commitment of the Board
- The support and commitment of all the Youthscape staff
- The quality of the Leadership of Youthscape
- The suitability of the Bute Mills for Youthscape’s future development
10.4.2 Scale of Giving
No. of Gifts
Gift Value £
Total Value £
Total Cumulative £
1
300,000
300,000
300,000
2
250,000
500,000
800,000
2
200,000
400,000
1,200,000
4
150,000
600,000
1,800,000
4
100,000
400,000
2,200,000
4
50,000
200,000
2,400,000
4
10,000
40,000
2,440,000
25
1,000
25,000
2,465,000
50
500
25,000
2,490,000
100
100
10,000
2,500,000
196 Gifts
2,500,000
Gifts of all sizes will be most welcome whether above or below those detailed in the grid shown above. It is
nevertheless vital that the Campaign focuses on achieving gifts in the range shown above if the target of £2.5 million is
to be reached within the time scale of the Campaign.
It should also be noted that it is essential for the success of the Campaign that the high level gifts are achieved. It is
obvious that they represent an important element of the fundraising target. The identification of potential givers
capable of making gifts in this range is an important part of the work of the Campaign Executive Committee and
members of the fundraising teams.
38
10.4.3 The Fundraising Method
A number of information events have been planned during the Campaign to inform as many people as possible and to
present a strong case for support. Those who attend these events are contacted personally to elicit their support and
a personal pledge. Fundraising experience shows that the ‘personal approach’ or person-to-person strategy results in
more gifts, at higher levels, than could be achieved by indirect means, such as letters. It is also a fact that givers who are
more fully informed about the purpose of the Appeal are more likely to become generous donors.
This personal approach will not only help to achieve the fundraising target but it will also increase the number of
people with an on-going interest in the Youthscape and its youth programmes.
10.4.4 Fundraising Teams
The Campaign target has been divided into six areas, each a different potential source of funds. Each area has a
fundraising team and target to achieve as follows:
Team
Team Members
(No.)
Gifts (No.)
Target £
Youth
10
100
£10,000
Staff & Board
3
27
£40,000
Local Businesses
10
51
£140,000
Churches &
Individuals
5
14
£80,000
Major Gifts
4
9
£430,000
Trust &
Foundations
2
10
£1,800,000
The enlistment of team members who are willing to give their time and financial support is one of the important key
principles to a successful campaign. To achieve the number and level of gifts in the Scale of Giving proposed for this
campaign, over 40 influential and committed people have been enlisted.
Each team member has been invited to make his or her own gift to the campaign. Following their training and
induction, team members have become more confident in approaching people or organisations known personally to
them and asking for their financial support to the Campaign.
A Chair has been appointed to each of team. They will be key people on the Campaign Executive Committee and will
report on the progress of their respective teams. The Executive meetings will also provide an opportunity to raise any
issues that might affect the achievement of their team’s target.
39
10.4.5 The Campaign Executive Committee
The overall management of the Campaign is vested in the Campaign Executive Committee. The Executive co-ordinates
the Campaign and provide the leadership necessary to achieve the target. The Committee meets formally once per
month.
The Campaign Executive Committee comprises the following:
- The Chairman - Chris Curtis
- The Local Business Team Chair - Chris Barnes
- The Churches and Individuals Team Chair - Lynsey Johnston
- The Youth Team Chair - Janusz Urbanczyk & Layla Field
- The Staff and Board Chair - Ruth Bennett
- The Campaign Administrator - Mel Quinn
10.4.6 Additional Teams
Project Team- The purpose of this team is to negotiate the purchase of the building and any necessary works and
equipment to make it fit for purpose. It will also be responsible for an efficient relocation of Youthscape.
Endowment Team - The purpose of this team is to take responsibility for the creating of an Endowment Fund and the
day to day management of the investments.
The Team leaders of these two teams attend the Executive Meetings when necessary. They will report to the Executive
monthly and be directly responsible to the Trustees.
10.4.7 Legacies
Prospective givers will be offered the opportunity to make a bequest instead of or in addition to a cash gift or pledge.
The implications of Inheritance Tax will be set out in the guide to tax effective giving provided for members of the
fundraising team.
10.4.8 Tax Effective Giving
As a registered charity, Youthscape is able to reclaim the tax paid on all gifts, large or small, either one-off or paid
by regular instalments. Furthermore, through these means, gifts of securities can be made tax effectively, incurring
income tax benefits and capital gains tax relief.
A Guide to Tax Effective Giving will be prepared as part of the range of campaign promotional material.
10.4.9 Timing
A major fundraising campaign will only succeed if the people who join the fundraising teams can be assured that their
involvement will be for a defined period and for a specific task.
The Campaign for The Bute Mills Youth Development Project unfolds in the following two phases:
40
The Planning Phase: October 2012 to January 2013
The Asking Phase: February 2013 to January 2017
Asking Phase step one - £1.5 million by May 2014
Asking Phase step two - £2.5 million by January 2017
10.4.10 Dedicated Gifts
Prospective givers will be offered the opportunity to associate their gifts to the Campaign with a specific part of the
Bute Mills Project. This would be a matter of choice for the donor and a range of prospective ‘dedications’ will be made
available for consideration.
Dedicated Gifts will enable individuals to give in memory of a loved one or to recognise some significant event in their
lives. The value of the gift would not necessarily match the cost of the project or certain parts or phases of it. However,
generous gifts could be given a higher profile within the Mills e.g. a plaque placed within the reception area or the
Endowment could be named as at Peterborough Cathedral e.g. The Hastings Choir Endowment Fund.
10.4.11 Information Events
Information Events are being held throughout the Campaign. The aim of these events is to provide a social
environment during which we would inform targeted groups of people about the Campaign. A PowerPoint
presentation will provide details of the Project, the Campaign, and include plans and photographs to illustrate
highlights of the Project.
These events provide an important prelude to securing the active financial support of the guests in person- to-person
follow up visits by a member of the fundraising team.
It is very important that the people who are invited and encouraged to attend at least one these events, should
include, amongst others, those who are already part of the life of Youthscape, either at its core or its fringe.
10.4.12 Success
Ultimately the responsibility for this great endeavour rests with those individuals who value the important role
Youthscape plays in the life of young people, which inevitably will also have a positive impact on the wider
community.
10.5 Progress of Campaign
By August 2013, £515,450 had been raised towards the Bute Mills Campaign. In addition contact has been made with
a other grant-making Trusts where we are currently presenting a case for support, or have made a formal submission.
Many of these Trusts have personal links wither with Luton / Bedfordshire or with someone linked with Youthscape (for
example, a Patron or Board member). Whilst support cannot be guaranteed therefore, there is reasonable probability
that a good proportion of these applications will prove fruitful.
In addition, several key companies and organisations have agreed to support the Campaign by providing services
41
pro bono or at a substantial discount. Most significant of these is the support of HOK, the third largest architectural
company in the world, who have agreed to design the interior refurbishment of the building once purchased. Research
and development for this is already underway, with consultations being carried out with young people, staff and other
beneficiaries.
42
YOUNG
PEOPLE
ARE AT
THE
HEART
…OF
EVERYTHING
WE DO.
43
The Board and senior
leadership team of
Youthscape need
the right skills and
experience to deliver
our existing strategy,
deal effectively with
challenges and develop
the right future goals.
44
11: Leadership
11.1 Summary of Present Situation
Youthscape has grown from a single member of staff in 1993 to a current team of 25 paid staff and over 30 volunteers.
Each of the projects and programmes has its own staff team, supported by Youthscape’s core staff who provide
administrative, financial and HR services.
The organisation has a Senior Leadership Team (SLT), led by the Chief Executive, which takes responsibility for
developing and delivering the strategy, and ensuring that we make the greatest positive impact in the lives of young
people. The SLT works closely together at all times and meets formally once a month.
Overseeing the organisation as a whole is a Board of Trustees, representing beneficiaries of the charity’s work and
bringing key skills and experience to the organisation. The Board is currently made up of 8 Trustees with plans to
recruit four additional members in the coming two years. It meets 4/5 times a year.
A full organisational chart can be found in Appendix 4.
11.2 Leadership Challenges
We recognise that the transition from a locally-focused charity, to one working nationally, creates fresh challenges for
the organisation’s leadership. New skills and experience will be required and we will therefore need to have a clear
plan to develop these within the organisation - both through the development of existing staff and through external
recruitment.
These new challenges to be faced include:
- A larger and more complex financial arrangement, with additional revenue streams.
- Increased numbers of staff and volunteers, with the need to ensure the organisation keeps its ethos and values.
- New opportunities and markets to be explored, requiring understanding and experience in these fields.
- Increased emphasis on marketing and communications, now working at a national level.
- Opportunities to partner with other significant national organisations informally and through more formal
agreements and contracts
11.3 Senior Leadership Team Development
Our plan for the coming three years is to strengthen our leadership team by developing existing staff and recruiting
new senior staff with the additional skills and experience we require.
A leadership development programme is already in place for the senior team, including mentoring and coaching
programmes, individual development plans and leadership development days. It is vital to continue and expand this
45
programme in the coming three years. We also plan to develop the paths for promotion and personal development
within the organisation in order to give opportunities for existing staff to move into leadership and management
roles. We will do this through a partnership with the University of Bedfordshire’s ‘Innovative Management Programme’,
through our training and development programme, and through expanding the staff coaching and mentoring project.
Staff training and development is an essential component to this process. We already structure this in four ways:
1. Personal development plans: Each member of staff has a personal development plan reviewed annually as part of
their appraisal. This plan outlines their current and future training and development needs and how they will be met. It
is reviewed with their line manager regularly.
2. Personal coaching: Each member of staff is offered the opportunity to have a coach assigned to work with them from
outside the organisation. Normally this is related to the skills and abilities required by them for their work.
3. Individual training: All staff have a personal budget for training that can be used for external courses and
programmes as agreed with their line manager.
4. Corporate training programme: All staff are required to attend four or more training sessions a year, choosing from
a wide range of courses available. In 2013-14, there are 22 courses on offer ranging from an overview of adolescent
mental health needs to practical design skills.
5. Corporate retreat programme. Youthscape holds six retreats a year, three of which are residential. These are
opportunities for more reflective practice and take place off-site.
11.3 Staff Leadership Team Recruitment
Our plans include adding new roles to our senior team, beginning with the appointment of a Director of Creative
Development in September 2013. This role will specifically oversee the diversification of our income streams by
working with Youthscape projects to develop and increase their training, consultancy and sales.
In addition we have identified several other areas where senior team leadership would add significant value to the
organisation and our aim is to fund and recruit for these posts over the coming two years. They include:
- Business management (COO)
- Partnership Development
- Marketing and Communications
11.4 Board Development
We recognise that our widening range of work means that we would benefit from additional skills on our Board of
Trustees, particularly in finance, product development and marketing and in providing training programmes.
Over the next two years we will recruit four additional Board members, and also introducing more formal
representation from young people. In doing so we will adhere to four guiding principles:
46
- The Board’s skills, experience and influence need to support the agreed vision and aims of Youthscape.
- The Board’s membership needs to reflect both the strong local heart and the broader UK wide scope of the work.
- The Board’s membership needs to include representation from young people (not as legal Trustees) and other ‘users’
and ‘beneficiaries’ of Youthscape.
- The Board needs to be more representative of gender and ethnicity as well as include a wider age range.
We have completed an exercise cross matching existing and desired skills, experience and insight to our aims and have
identified specific profiles that will meet our needs. These profiles will be used to help us recruit the additional Board
members.
Year 1:
- Recruitment of two new Board members
- Moving of Board meetings to Saturdays to allow membership from a wider geographical area
- Young people’s focus group set up to feed into Board meetings
Year 2:
- Evolution of Board working groups to better focus on key organisational issues
- Recruitment of two three new Board members
- Revise and expand Board training and development programme.
47
Youthscape needs to
develop its existing
strong links with
other organisations
into more intentional
partnerships that
benefit our work and
help us achieve our
aims.
48
12: Partnerships
12.1 Summary of Present Situation
Youthscape has excellent relations with many other organisations in our sector and beyond. We are widely known and
respected, especially through our national areas of work like selfharm.co.uk and schoolswork.co.uk.
Where it is beneficial, we have developed more specific partnerships in the last five years that include:
- The Salvation Army, providing training across the UK on self-harm and launching the National Charter for Church
Youth Workers.
- The NSPCC (Childline) working with us to launch National Self-Harm Awareness Day since 2010, now a major media
awareness event each March.
- Youthnet also working with us ton National Self-Harm Awareness Day and a new online referral service for selfharmers.
- Pearson Edexcel, developing and launching a new qualification for those working with young people - a Level 3
Certificate and Diploma in ‘Voluntary Work in Educational Settings’ branded as ‘Enable’.
- Youthwork magazine and Urban Saints in developing and delivering The Youthwork Summit each year, and the
annual National Christian Youth Work Awards.
- The Institute for Children, Youth and Mission (CYM) in the development and delivery of the Enable programme
Enable.
12.2 Plans to develop present and new partnerships
The benefits of our existing partnerships have shown us the value and impact of working in collaboration with others.
Our plan for the next three years is to build on what has already been achieved, deepening existing partnerships and
seeking new ones. Our intention is twofold:
- to make our resources and training available to a wider market, so increasing our impact and income.
- to benefit from expertise in other organisations we do not have ourselves, enabling us to expand the range and type
of resources for sale and training we offer.
We have identified key existing partnerships which will help us achieve these aims:
- The Salvation Army, where the proposal is to build on the existing programmes and contracts by developing a
regional training hub at Bute Mills.
49
- The Institute for Children, Youth and Mission (CYM), who we plan to work closely with to develop further
accredited training, adding value to the training we already provide.
- RE Today, where we have good links but also great potential to use their network and publications to promote
resources for sale.
- Youthwork magazine, who remain the most prominent publication for Christian youth work in the UK and therefore
offer great profile for our training and resources.
Urban Saints, where there is significant potential to deliver resources and training to their 1000+ member groups.
50
YOUNG
PEOPLE
ARE AT
THE
HEART
…OF
EVERYTHING
WE DO.
51
13: Risk Identification & Management
The next three years will bring many opportunities to Youthscape, but also risks and challenges. We regard it as vital to
identify these risks and, where possible, mitigate against them.
13.1 Purchase of Bute Mills
The Campaign Plan sets out the budget and costs of raising the necessary funds which has been set at £22,000 over
the course of 18 months. The terms of the Campaign’s first pledge of £300,000 from the Edith Winnifred Hall Trust
includes payment of Campaign costs. Should the Campaign fail or need to be cancelled, any expenditure made would
be paid for from this donation and the remainder returned to donors if required. We therefore assess that the financial
risks of the Campaign itself are low.
The need to raise funds for the ongoing work of the charity remains undiminished through the Campaign and
therefore there is some risk that funding for the Campaign might sabotage these income sources. This eventuality
is mitigated by the fact that many of the funding sources for the existing work are from grant-making Trusts that
fund revenue work with young people rather than capital projects. However, to ensure that there is no possibility of
overlap, the fundraising team for Youthscape’s ongoing work is collaborating closely with the Campaign Team, meeting
regularly to ensure that there is a balanced approach.
The Campaign will involve considerable investment of time from key staff over a lengthy period. Specifically the Chief
Executive and Chair of the Board will be closely involved in the day to day running of the Campaign. There is a risk that
this additional role will adversely impinge on their other responsibilities.
To mitigate this risk, the follow actions have been taken:
- The Board of Trustees has set up a special working group to focus on the day to day work of Youthscape during the
Campaign and ensure that all strategic, financial and legal objectives are being met. This group is being led by the
Board’s Vice Chair, enabling the Chair to focus on the Campaign.
- The Chief Executive is working closely with the Senior Leadership Team to take on additional responsibilities that
increase his capacity to work on the Campaign.
13.2 Additional costs of Bute Mills
The increased size and use of Bute Mills will create additional ongoing running costs which will need to be met if the
move to this new building is to be successful in the long term. Working with Robert John Associates and Max Fordham
Engineering Consultants, we have carried out an initial survey to identify these costs, which we have projected to be
£32,800 a year, including rates, utilities and maintenance costs. A substantial part of this is for capital maintenance
52
costs (eg roof repairs) and are not included in the running costs for the first three years on the basis that the initial
refurbishment of the building will negate any need for capital maintenance.
The Board are concerned that these additional costs of the building do not create an ongoing burden on the
organisation and impact it’s financial stability. To that end, they have incorporated an Endowment Fund into the
Campaign which will produce income specifically to pay for the building costs. The Endowment Fund has been set at
£1 million. Current interest and investment rates would mean this would create an annual income of approximately
between £30,000 and £50,000 which would offset the costs of the building as identified. The Endowment Fund is
therefore a critical component of the Campaign and the organisation’s long term success.
In the first three years of operation, whilst funding for the Endowment Fund is being sought, these costs will be met
through the external hire of some of the facilities within Bute Mills. A detailed analysis of the local market for external
hire is contained in the Appendix and is conservatively estimated to be £19,500 per year.
Once the running costs of the building can be met through income from the Endowment Fund, this income will be
used to increase the level of reserves held by the organisation.
13.3 Incapacity of staff
Youthscape’s staff are, of course, a critical component to the success of the organisation. In particular, the experience
and skills of the senior team are an important asset that cannot be easily or quickly replaced.
To mitigate against the risk of senior staff either leaving the organisation or suffering prolonged illness or absence, we
have taken the following action:
- The Chief Executive and senior team will have ‘key person insurance’ from 2013 onwards, to compensate that business
for financial losses that would arise from the death or extended incapacity of an important member of the charity.
- The expansion of the senior team through two additional posts in 2013-14 will ensure there is the capacity and skills
available to continue to deliver services.
53
Appendix 1: Sustainability
Milestones
£
44.8%
%
215,000
430,000
£
12.0%
19.8%
39.6%
%
75,000
145,000
200,000
430,000
£
6.2%
12.0%
16.6%
35.6%
%
44,850
29,860
(15,000)
2,960
£
124.4%
148.8%
25.9%
-7.0%
0.7%
%
Increase
427,040
22.5%
130,000
2.9%
19,400
Year 3
Trusts & grants restricted
215,000
12.1%
32,000
2.9%
Year 2
Trusts & grants unrestricted
115,140
3.2%
35,000
Year 1
Donations
30,150
2.3%
Income source
Payment / Gifts for services
25,000
68.9%
1.6%
84,465
641.9%
15,600
17.1%
39,800
183.9%
Membership / Licence Fees
207,000
3.8%
35,626
26.6%
400.0%
15.6%
46,000
4.6%
253,961
12,000
170,000
3.8%
55,000
100.0%
1.2%
12.8%
41,500
3.2%
1,208,000
47.8%
15,000
122,535
0.6%
35,000
100.0%
578,000
0.7%
Training
6,200
2.0%
1,086,500
40.6%
8,000
Other
19,374
100.0%
441,500
0.3%
Sales
954,039
32.7%
3,000
Total Income
311,999
Consultancy
Total Income excl grants
54
YOUNG
PEOPLE
ARE AT
THE
HEART
…OF
EVERYTHING
WE DO.
55
Appendix 2: Analysis of income
from external hire of facilities
Our training suite and larger meeting facilities will be available to hire to outside organisations and will provide
additional income to the organisation. In February 2013 we carried out a comparative study with other facilities
available for hire within the town centre.
Venue
Type of Space
Capacity
Extra Facilities for Hire
Cost
The Hat Factory
Studio-Multiple Options
90
n/a
£20/hour +VAT
The Hat Factory
Gallery/Exhibition space
200
Lighting/Plinths/
Display Cases
£115/week +VAT
The Hat Factory
Meeting Room
12
PA
£8.50/hour +VAT
Spectrum Facilities
Meeting Room
35
AV/Catering
£100/half day £150/day
Spectrum Facilities
Conference Room- theatre
style seating
175
AV/Catering
£150/half day £250/day
True Vine Conference Centre
Auditorium- theatre style
seating
280
PA/AV
£55/hour inc VAT
True Vine Conference Centre
Meeting Room
20
Catering
£20/hour inc VAT
Carnival Arts Centre
Meeting Room/Cafe
80?
Use of cafe facilities
£70/hour +VAT
From this research we conclude
- there are currently four other facilities available for hire, but none of these are within close proximity of the key
transport hubs of the Busway, Railway Station and Airport Shuttle.
- demand is reported to be strong for these existing facilities, despite the current economic downturn, and occupancy
varies between 40% and 60%.
Bute Mills will have four distinct advantages against competing facilities:
1. Proximity to transport hubs within the town:
Luton Busway - 20 metres
Luton railway station - 40 metres
Airport shuttle - 35 metres
Town centre shopping mall - 50 metres
Car Park (up to 400 vehicles) - 5 metres
2. Proximity to planned hotel facilities - 50 metres
3. Modern facilities in a historic building setting
56
4. Existing links between Youthscape and potential hirers (schools, colleges, voluntary organisations, churches and
youth organisations).
Based on the enhanced facilities at Bute Mills and the rates offered by alternative venues, we have developed an initial
hire charge table, allowing us to make a judgement as to the income that might be generated from these facilities.
Bute Mills venue
Type of Space
Capacity
Extra Facilities for Hire
Cost
Cafe and informal meeting
area
Flexible seating and tables
50
Audio
£60/half day £100/day
Main conference suite - first
floor
Conference Room- with
break out space OR
Exhibition space
120
Audio, lighting
£90/half day £150/day
Meeting space - second floor
Meeting room
30
Audio, lighting
£15 per hour
Meeting space - second floor
Meeting Room
30
Audio, lighting
£15 per hour
We have also calculated the availability of these spaces for external hire, including evenings and weekends for 50
weeks of the year.
Bute Mills venue
Cost
% available for
external hire per
week
Weekly income
based on 40%
occupancy
Annual income
based on 50
weeks
Cafe and informal meeting
area
£60/half day £100/day
30
£160
£8,000
Main conference suite - first
floor
£90/half day £150/day
50
£180
£9,000
Meeting space - second floor
£15 per hour
30
£105
£5,250
Meeting space - second floor
£15 per hour
30
£105
£5,250
On this basis, we conclude that we can expect revenue of up to £27,500 per annum from external hirings.
Administration of bookings and marketing
3 hours a week @ £9 per hour - £1,350
Caretaking
10 hours a week @ £9 per hour - £4,500
Additional insurance£600 annually
Total annual cost£6,450
Total annual income from hiring
£27,500
Annual income generated£21,050
57
Appendix 3: Increased income to
projects from Bute Mills
Bute Mills will give us the opportunity both to enhance and expand our work including:
- a 2,000 st ft training suite including large meeting facilities for up to 150.
- a 2,200 sq ft learning and development area for therapeutic work with young people.
- a 1,800 sq ft larger and up-to-date cafe and recreational area for young people.
In addition, Bute Mills offers us a substantially increased area for staff offices, meetings and other work.
We have developed detailed analysis of the impact of the building on our work, shown in the table overleaf. The table
outlines the additional capacity that would accrue to different Youthscape projects, as a result of the extra space and
facilities available at Bute Mills.
This increase in capacity is from 14% to as much as 30% for projects, and also has the potential benefit of enabling
us to develop additional income - estimated between 5% and 28% across the projects. Looking at the current annual
budget for Youthscape for 2012-2013, this would equate to an additional £100,000 in total. Whilst this impact will
clearly build over a period of years, it does illustrate the financial benefits of moving to Bute Mills may be considerable.
58
Youthscape
Project
Use of current
facilities
Additional
use gained by
move to Bute
Mills
Impact on
beneficiaries
% increase
in Project
capacity
% increase in
Project income
LCET
- Office
facilities
- Staff
meetings
- Staff training
- Cafe & drop in
Centre
- Compass
programme
- Small group
work
- Reengagement
programmes
- Spiritual
development
programmes
- Capacity
for intern
programme
- Improved
facilities for
cafe & drop in
- Space for
Compass
programme
expansion
- Work space
for skills
development
18%
5%
Romance
Academy
- Office
facilities
- Staff
meetings
- Staff training
- Capacity
for training
programme
- Development
of local
pilot RA
programmes
to test new
material
- Increase in
number of
trained youth
workers
- Improved
materials
available
20%
15%
schoolswork.
co.uk
- Office
facilities
- Staff
meetings
- Staff training
- Enable course
- Capacity
for on-going
Enable
programme
- Training and
conference
programme
- New course
development
and training
programme
14%
11%
selfharm.co.uk
- Office
facilities
- Staff
meetings
- Staff training
- Self-harm
training
programme
- Art
programme
- Expansion
of training
programme
- Development
of pilot
material
- Capacity for
online support
centre
- More
professionals
trained in
self-harm
awareness
- Development
of new
material
- Launch of
online support
26%
11%
AMAZE
- Office
facilities
- Staff
meetings
- Staff training
- Development
of national
training centre
- Expansion of
online support
- New training
programme
launched
23%
28%
YWS
- Office
facilities
- Development
of YWS Nano
programme
- Increase
in training
and event
programmes
30%
12%
59
Appendix 4: Organisational chart
Board of Trustees
Winnie Kinninmonth
Andrew Beale, Chair
Rev Chris Adams
Chris Barnes
Alison Bagg, Vice-Chair
Christine Boyd
Mike Bacon
John Good
Senior Leadership Team
Martin Saunders, Director of Creative Development
Chris Curtis, CEO
Rachel Welch, selfharm.co.uk Director
Ruth Bennett, Head of HR and Operations
Lynsey Johnston, LCET Director
Karen Hornett, Head of Finance
Amy Stock, schoolswork.co.uk Director
Jason Royce, Romance Academy Director
Projects
Wayne Parsons, LCET Assistant Director
Staff worker
Alex Drew, LCET Assistant Director
Administrator
Ros Fleming, Re-engagement Worker (self-harm)
Helen Carter, Re-engagement Worker (care)
Gill Briggs, Re-engagement Worker (anger/ADHD)
Matt Rebecca, Chaplaincy Worker
Jon White, Chaplaincy Worker
Staff worker
Neil O’Hara, Administrator
Staff worker
Jackie Brooks, Youth Centre Coordinator
Laura Haddow, Training Development
Shaun Parker, Web Development
Staff Worker
Administration and Support
Becky Stoneman, PA to CEO
Database Manager
Nicki Summerson, Finance Officer
Fundraising Manager
60
Appendix 5: Bute Mill Photographs
Luton Railway
Station and
Busway with
link to Luton
Airport
Planned plaza,
shopping and hotel
Town Centre and
Shopping Mall
61
Bute Mills
Ground Floor
First Floor
Second Floor
62
Third Floor
Fourth Floor
Fifth Floor
63
Appendix 6: Endorsements and
partnerships
Youthscape deliver for young people who
need help the most. Twenty years of experience
show in the quality and depth of their work.
— GAVIN SHUKER MP
The KPMG Foundation is supportive of the work
Youthscape undertake with vulnerable youth in Luton and
in particular fund their work with children in care. The
issues faced by these children are profound and complex
and Youthscape is effective in supporting these children
through their professionalism, innovation and obvious care
for the young people they serve.
— JO CLUNIE,
DIRECTOR, KPMG FOUNDATION
PRESENT FUNDERS OF OUR WORK INCLUDE —
64
Appendix 7: Project websites
and online presence
youthscape.co.uk
lcet.org
schoolswork.co.uk
enableschoolswork.co.uk
imagineschoolswork.co.uk
selfharm.co.uk
alumina.selfharm.co.uk
training.selfharm.co.uk
amaze.org.uk
romanceacademy.org
65
66

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