Business Plan 2014 - 2017

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Contents

WELCOME 3

ACCOMPLISHMENTS 4

VISION, MISSION & VALUES 5

MOVING FORWARD 6 - 7

NEW PROJECTS

8

FINANCIAL OVERVIEW

9

NEXT STEPS

10

APPENDIX 1: COMPANY FORM

11

APPENDIX 2: SNAPSHOT ANALYSIS

12

APPENDIX 3: CURRENT FUNDED PROGRAM

13

APPENDIX 4: CASH FLOW PROJECTIONS

14

15

DEVELOPING OUR CORE PROGRAM

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Welcome

Here at the Jack Kane Centre, we dont just want to roll along. We want to move with the times,

know who we are, recognise and acknowledge our achievements, identify our strengths and potential

threats and share common understanding about where we are heading.

The Jack Kane Centre Business Plan will develop over thethree years from 2014-2017. We are looking forward tothe challenges and opportunies presented for growth,development and expansion. Leading with credibility andstaying true to our vision and mission is at the heart ofwhat we do. The intent of our Business Plan is to ensureour people are taking the praccal steps to achieving our

vision and mission. The plan idenfies opportunies tomake a difference in the lives of those we work with by:

Creang excing new projects and developments

Increasing income generang acvity

Strengthening our capacity, service delivery andreputaon

Jack Kane Community Centre Plan 2014 - 2017

The Jack Kane Community Centre is one of the largestcommunity centres in Edinburgh with over 19,000 peoplecoming through the doors each year. Our business focus isto look for new and innovave ways to connue to meetexpectaons and demand. Ulmately, we aim to deliver aquality, thriving community centre and build a reputaonas an innovave provider of youth and community work.

Delivering our business plan will be supported by thefollowing key priories:

Involvement & Parcipaon

Service Improvement

Funding & Income Generaon

Talent, Innovaon & Creavity

The next three years for the Jack Kane Centre are about Innovaon, Creavity and Talent. We want to

make what we do beerand build on our reputaon as a leading provider of youth and community

work. We believe in people, everyone who is part of the centre; young people, adults, volunteers, staff

and partners have a role to play. Working togethernot only gives us a united determinaon, but a

combined talent to create change, to innovate and to re-invent the way we approach things.

Addressing key priories will provide a framework for all our work. All our acons, acvies and achievements will be

supported through our Planning Cycle:

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Accomplishments

People, Leadership & Partners

our people to become leaders, experts and champions

2005

2006

2007

2008

2009

2009

2010

2011

2012

2013

There is no better investment for any community organisation that its people and partners.We want to encourage a renewed energy and creativity.

Job shadowing, mentoring and volunteering

to aquire new skills, knowledge and personal

development

Increase volunteering opportunities to include

skilled roles

Develop a leadership programme and increaseopportunities for people to become leaders,

experts and champions

We plan to focus on the following key actions to help support

people, leadership and partners:

We know success and achievement are a result of people,

leadership and partners. Everything we do and want to do in

the future depends on these relationships.

Maintaining effective partnerships and ensuring community

needs are understood is paramount. It is important to us that

we encourage the development of leadership qualities and

positive working relationships with people and partners.

Creating a culture where people can develop new skills, be

leaders and contribute to their own, and the centres success,

is a key direction over the next three years. It is essential that

young people, adults, volunteers, staff and partners are given

opportunities, support and training to become leaders and

champions in their area.

Featured as a model of good practice

in Edinburgh Community Safety

Partnership Publication

Official Campsite for G8 summit &

the centres 30th Anniversary

Refurbishment of the centre andupgrade of faciilities

Early Intervention Project received

model of excellence in the

Community Learning &

Development Review

Featured as a model of good practice

in the Robertson Trust website

Participated in a cultural exchange

with Europe. Young people & their

families hosted students

Provided ongoing volunteer

positions for 20 local people

1130 individual children & young

people engaged in services

Early Intervention Project received

model of excellence in the HMIE

Over 2000 local people attended

Annual Summer Community Bash

Our achievements and successes make us proud!

Right at the beginning of this business plan we said that the

next three years are aboutInnovation, Creativity and Talent.

By strongly investing in people, we will approach the years

ahead with confidence and vigour.

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Vision, Mission & ValuesTo be the best at what we do

Our goal is to ensure everyone involved with the Jack Kane Community Centre are conciously aware of

our purpose, direcon and driving forces. What we are planning to accomplish over the next three

years will be expressed in the words, acons and behaviours of all our people.

Strategic Priorities

Beliefs

Children, young people and adults are the

experts and champions in creating change

and vibrant communities.

Children, young people and adults are

powerful agents of change and should be

provided with opportunities to thrive and

develop their talents and skills.

Mission

To provide educational, social and

innovative programs that improve the

quality of life, health, wellbeing and

economic opportunities of children,

youth, families and communities.

Values

Celebrating the talents of our people

Supporting people to take part in

decision making

Creative thinking & originality

Developing leadership qualities

Working with and learning

from communities

Being open & sharing what we learn

Supporting the right of people to

make their own choices

Involvement & Participation

Service Improvement

Funding & Income Generation

Talent, Innovation & Creativity

Vision

Thriving People,Vibrant Communities

We passionately believe in the posive influence parcipaon and involvement can have on theindividual and community development.

Communicang core elements with consistency, cohesion and clarity is vital if we are to lead withcredibility and stay true to our vision and mission. Reflecng a clear message of the who, what and whywe exist will be demonstrated in all our work.

To approach the future with confidence, we will ensure all our people can acvely demonstrate theirunderstanding and commitment to our vision, mission, values and strategic priories.

Guiding principles

Creativity

Innovation

Talent

DeterminationInclusion

Achievement

Communication

Teamwork

Partnership

..

.

.

. .

...

..

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Moving Forward

Develop 4 new strands of work -

Intercultural Project, Health and

Increased number of centre users and volunteers

New projects and programmes created

Skilled volunteers with leadership and

accreditaon opons available

Broader range of partnerships established

Increased access to healthier opportunies

Reducon in health inequalies

Wellbeing Iniaves, Social Enterprise Caf and Gardening Project

Involvement &

Parcipaon

>>

>>>

>

Develop a Community Consultaon Plan with a three erstrategy: wider community, centre users and stakeholders

Develop new volunteering opportunies in skilled roleswhereby employability is increased

Create more social and family acvies

Community consultaon feedback received,

reviewed and implemented

Acons Outcomes

Outcomes

Goals

Clear and effecve governance structure

All staff, volunteers, centre users and partnersare aware of mission, vision, values and future

direcon

Improved communicaon between staff,volunteers, centre users, partners and the

community

Increased traffic to our website and social media

Stronger relaonships with our partners

Upgrade idenfied areas in line with communityneeds/aspiraons

Review and refresh governance structure and approach to planning

Operaonal and acon plans are in place to drive pracce

Review and update of communicaon processes

Markeng and communicaon plan to include website revamp andsocial media strategy completed

Forge and culvate new and exisng partnerships to enhance, supportand promote our work

Consider opons for physical regeneraon of the centre; agree throughcommunity consultaon the purpose and devise a financial projecon andfundraising campaign to raise the required expenditure

>>>

ServiceImprovement

Develop a highly skilled management team that delivers a strategic approach togrowth and development

Ensure everyone who is part of the organisaon has a clear understanding ofVision, Mission, Values and strategic priories

Co-ordinated approach to all projects, programmes, acvies, promoon and publicity

>>

Goals, Actions & Outcomes

Increase user involvement and community parcipaon in acvies and programmes

Improve community cohesion, health and wellbeing

Foster relaonships and broaden partners at a regional, naonal and internaonal level

Build the leadership and employability skills of young people, adults and volunteers

Goals

Develop core work programme

Expand core work program

Acons

>

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Moving Forward

More proacve co-ordinated approach to

funding on an annual basis

Increased understanding of funding opportunies

available

Funding secured for new projects

Relaonships with corporate partners

Funding & IncomeGeneraon

>

>>>

Increased income through new funding streams,fundraising acvies and external lets

Acons

Goals

Outcomes

Outcomes

Goals

Increased movaon and inspiraon among ourpeople and partners

New ways of doing things and a renewed approach

Feedback provided from all our people andpartners on new ideas and innovaon

Increased celebraon and acknowledgement ofpeoples talents and achievements

Innovave training provided

Creavity and Innovaon Group formed to look at original andunique approaches to youth and community work

Space and me for ideas to be discussed, tossed around, shared andtried out

Seek creave partners for collaborave projects such as skill swapsessions

Develop training and volunteering opportunies to movate andinspire our people and partners

>>>

Talent, Innovaon& Creavity

Foster, nourish and celebrate talent

Build creave capacity and promote a culture of creave thinking

Strive for originality and difference to build reputaon as leaders of innovaveyouth and community work

>>>

Secure our core annual funding from City of Edinburgh Council

Idenfy addional funding to develop new and excing projects and acvies

Invesgate opportunies for social enterprise inaves, to include the Caf andGardening Projects

Increase income generaon through external lets

>

>

Establish a steering group to co-ordinate funding opportuniesand develop yearly acon plan

Develop a funding calendar to idenfy and support thecompleon of funding applicaons

Iniate commercial partnerships focusing on the corporateresponsibility giving agenda

Develop our knowledge and understanding of funding sourcesavailable

Idenfy and implement yearly fundraising opportunies

Idenfy useful social enterprise methods

Acons

Goals, Actions & Outcomes

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Key Areas of

work Addressed Year 1 Year 2 Year 3

Developing strong links toto naonal MVP strategy

Increasing local peoplesparcipaon in educaonalacvies and local affairs

Building skills and experseof local people

Promote and developposive culture

MVP facilitators as well astrainees to implement 30sessions to wider learningcommunity

Take part in 1 wider MVPresidenal alongsidenominated schools

Implement and evaluate5 training sessions forstaff within the widerlearning community

Carry out 20 sessions onposive relaonshipswithin community basedlearning environments

Toolkit work and presentyearly findings

Employ 2 youthtrainees

Recruit and train 8youth facilitators

Implement 1residenal for MVPteam

Implement andevaluate 10 MVPtraining sessions

Carry out 20 sessionson posiverelaonships withincommunity learningenvironments

Launch toolkit atnaonal ViolenceReducon event

Connue toimplement35 street basedsessions

10 street basedsessions within othergeographicalcommunity

20 sessions onintergeneraonalrelaonships withinthe community

Launch 3 yearlypublicaons at acommunity safetyevent

Increasing communitycohesion and social acvity

Building skills andknowledge of local people

Safer neighbourhoods

Increase health andwell-being

Recruit 18 hourdevelopment worker& 2 youth volunteers

Train street based

team in detachedand outreach work

Implement 35 streetbased sessions

Produce a communitysafety publicaon

Hold a street basedsession for powerbrokers

Connue to implement35 street based sessions

10 street based sessionswithin other geographical

community

Carry out 1 wider trainingon street based work tovolunteers and interestedcommunity members

Incorporate a residenalwhich explorescommunity changes

Produce a communitysafety publicaon

Developing Our Core ProgramCultivating Innovation

Mentors in

Violence

Prevention

Oot

N

Aboot

Priorities

Employ a 21 hourdevelopment worker

Employ 2 youthtrainees

Recruit and train newcohort of 8 youthpeer facilitators

Develop MVPcurriculum fortraining

Implement oneresidenal for MVPteam

Implement andevaluate 10 MVPtraining sessions

Toolkit work

Agents

for

Change

Increasing community

cohesion and social acvity

Building skills andknowledge of local people

Increase health and wellbeing

Promote posiverelaonships

Recruit and train 21

hour developmentworker

Consult and designappropriatecurriculum

Roll out an 8 weekcommunityprogramme within5 local primary schools

Produce a Agents forChange booklet foreach parcipang

child

Extensive evaluaonof project withrecommendaons

Connue with developedprogramme within theoriginal cohort of 5nominated schools

Roll Agents for Changeprogramme to a further 3schools within theacademic year

Produce an Agents forChange booklet for eachparcipang child

Extensive evaluaon ofproject withrecommendaons

Connue withprogramme with 1stand 2nd year cohort ofnominated schools

Incorporang theprogramme in toanother school

Produce an Agents forChange booklet foreach parcipang child

Produce a toolkitwhich will be deliveredto an area wide event

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Key Areas of

work Addressed Year 1 Year 2 Year 3

Developing strong links to

other places

Increasing local peoples

parcipaon in educaonal

acvies and local affairs

Building the skills and

knowledge of local people

Registraon with

SALTOYOUTH

Funding idenfied

andsecured

Staff parcipate in

relevant training

Partnership agency

for youth exchange

idenfied

group work

programme with

young people

Sending Youth

Exchange x 1

Exchange with partner

agency x 1

Review ofYear 1,

including funding

consideraons

Host Youth

Exchange x 1

Exchange withpartner agency x 1

Review ofYear 2,

including funding

Evaluate process and

report on

the development of

intercultural workarea wide


Building skills and

knowledge oflocal people

Health & Wellbeing

Partnership agencies

Taster sessions

delivered

ofengaging communies

iniave rolled out with

idenfied target groups

Explore the role ofpolicyon development and

maintaining approaches

Explore/develop peer

mentoring &volunteering/

communityresearchers scheme

to look at health

issues in thecommunity and

Explore how this

Responding to local

economic needs

Building skills and



Research &feasibility

study

Steering group

established

Recruitment of

caf coordinator

Volunteers contractsroles/responsibilies

in place

Recruitment ofvolunteers

Launch ofcommunity

caf

Training foryoung people

in hospitality industry

provided

Healthy Living Award

applied

Outreach/Delivery

service provided

Employment

people

Increasing local peoples

Building skills and



Research &funding

Gardening Steering

Groupestablished

Recruitment ofcommunity garden

volunteers

Design & establishment

ofcommunity garden

Joint partnership with

local schools to

encourage young peopleto plant andgrow

New ProjectsInspiring Innovation

Intercultural

Project

Health

&

Wellbeing

Social

Enterprise

Caf

Gardening

Project

Establishment of

sensory garden as

an income generated

acvity

Accreditaonopportunies in place opportunies for local

Funding idenfied



parcipaon in educaonal

acvies and local affairs

idenfied

cohesion and social acvity consultaon

Funding idenfied

idenfiedHealth & Wellbeing

Idenfy effecve models

in healthier alternaves

potenal localsoluons

acvity is sustained

European CizenshipEuropean Cizenship

group work programme

with young people

Parcipate in YouthParcipate in Youth

consideraons

recommendaons for

Priorities

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Financial OverviewFinancial Overview

Our goal is to have robust financial

management to optimise our budget,

attract new funds and ensure we are

aligning resources to our priorities.

The Jack Kane Community Centre received grant

funding of 73,543 from City of Edinburgh Council

for 2013-2014. This money was used for what is

considered the centres core program. Addional

funding of 50,501 was sought to compliment core

services and provide opportunity for innovave and

valued projects.

Raising the funds we require is a challenge within an

ever changing funding environment. The overall

reducon in local government funding over the lastfew years has been a concern. The next three years

we will idenfy and secure other sources of funding.

Opportunies to secure addional funding will be

acvely pursued. Out proven track record of

securing funding, combined with our new funding

strategy will maximise our chances of success.

Potenal new funding includes:

Big Loery Communies & Families Fund

Big Loery Young Start

Tudor Trust

Gannochy Trust

Children in Need

Henry Smith Charitable Trust

The Community Space Fund

The Brish Youth Council

People Postcode Loery

Working target of 257,559 for the following 3 years.

Cash flow projecons in Appendix 5 & 6 show

addional funding required for new and connuing

projects.

Year Core WorkDevelopment

Work

1 58,598 43,018

2 60,851 29,268

3 63,488 32,336

73,5439,750

6,000

6,400

2,500

2,121

26,777

Income

CEC Grant Aid CEC EIP Holiday Prog

Robertson Trust - The Crib HOT - A Team

Neighbourhood Part'ship CEC - Children and Families

Centre Generated

73,56810,872

6,000

6,400

2,500

2,121

28,008

Expenditure

CEC Grant Aid CEC EIP Holiday Prog

Robertson Trust - The Crib HOT - A Team

Neighbourhood Part'ship CEC - Children and Families

Centre Generated

Income & Expenditure

Future Funding

Financial Summary of 3 Year Plan

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Next Steps

each target and milestone.

Challenges 2014/15

Undertake a market research and feasibility

analysis for a Community Caf. This research

Develop a longer term funding plan to address

Service Improvement

Develop four new strands of work:

Intercultural Project

Community Caf

Gardening Project

Secure funding to pilot our Community Caf and

Gardening Project

corporate giving

Targets & Milestones 2014/15

Funding Steering Group and Funding Plan

established

Gardening Project Steering Group established

Feasibility Study and Project Plan for Community

Caf completed

Community Caf Steering Group established

Pilot Community Caf

Intercultural Project Steering Group established

Fundraising strategy to provide upgrade

to the centre in place

campaign to raise the required expenditure

>

>

>

>

>

>

>

>

>

>

>

>

>

>

>

>

Thriving People, Vibrant Communities

>

> Community Consultation Subgroup established

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Appendix 1Company Form

Community Learning & Development

Children & Families Department

Services for Communies

Health Opportunies Team

Cluster Primary Schools

Cluster High Schools

Edinburgh Leisure

Police Scotland: Violence Reducon Unit

Castle Project

Aberlour

Castlerock Housing AssociaonLocal Businesses

Craigmillar/Portobello Neighbourhood

Partnership

NHS

Canmore Housing Associaon

Castleview Community Centre

Management Commiee

Craigmillar Adventure Project (CAPRO)

Craigmillar Community Library

Cashback For Communies

Portobello Community Centre

Hunters Hall Housing Co-Op/

Niddrie Community Youth Group

Magdalene Community Centre

KITS (Kids In The Street)

Venchie Children & Young

Peoples Project

Scosh Borders: Community

Learning & Development

Brish Council

Lyra Theatre

Community Renewal

Youth Link Scotland

Portobello Library

The Thistle Foundaon

Craigmillar/Portobello

Community Council

Police Scotland

Scosh Fire &

Rescue Service

St Teresa Youth Group

Edinburgh UniversityBrish Youth Council

Partners

The Jack Kane Centre is a unincorporated body with charitable status and governed by a Management Commiee. The company's

financial controls and procedures adhere strictly to the requirements of employment law, the charity regulator OSCR, SORPcomprehensive framework of recommended pracce for charity accounng and reporng and the City of Edinburgh Council

funding code of conduct and best values.

Organisation StructureThe Management Commiee meet every month and consist of four office bearers and eleven members, five of which are young

people. All members are local people or have a local connecon. Senior Management are also present, alongside two local elected

members of Edinburgh City Council. Key responsibilites of the Management Commiee include: providing and decision making of

strategic direcon to the organisaon; overseeing current programmes and funding agreements; monitoring and reviewing

policies and procedures; overseeing employees requirements/legislaon; development of new iniaves; fundraising and securing

the future sustainability of the organisaon.

- OSCR, Office of the Scottish Charity Regulator

- SORP, Statement of Recommended Practice

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Appendix 2

.

Market Snapshot Analysis

Community Caf Garden Project

Next Steps:

Detailed market research and feasibility analysisSubmission of funding applicaonsPilot Iniave

Community gardens have potenal to promotecommunity spirit and healthy lifestyles. They canprovide a key educaonal space for learning abouthealthy eang and growing techniques. The JackKane Centre is surrounded by land which couldpotenally provide space for a community garden.Space combined with the skill and talent of ourstaff and volunteers is the starng point for thedevelopment of an inclusive parcipaon projectthat aracts people of all ages, backgrounds and

interests. Transforming green spaces can:

Promote social acon

Involve people of all ages

Improve community confidence and urban

Engage new volunteers in different acvies

Improve employability skills for young people

Provide access to new funders and sources of

Target Market:

Local communityCentre usersSports wing centre usersNext Steps:

There is potenal for the Jack Kane Community Centreto develop their large kitchen space into a sucessfulCommunity Caf/Healthy Living Learning Environment.The increasing popularity of the centre, the growinginterest in food, potenal to grow our own produce,healthy living, and the benefit of being situated next toEdinburgh Leisures sports facility puts us in an excellentposion to:

Have a strong potenal community customer base

Create a unique, innovave approach that willdifferenate from other projects and aract funding

Establish the Jack Kane Centre as a community hubfor eang fresh, eang well & eang local

Use social enterprise methods

Target Market:

Local communityCentre usersSports wing centre usersOffice/local workers in the area nearby professionalbuilding

Create an environment that offers accreditedlearning/volunteering opportunies for local people;a mul-purpose project that will posion itself as aneducaonal resource for schools and furthereducaon

.

.

.

.

.

spaces

income

.

.

.

.

.

Detailed project plan and cost projecon

Submission of funding applicaonsLinking with organisaons to learn from theirexperience

.

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Appendix 3Current Funded Program

Older Peoples Events:The Jack Kane Community centre strives to bring new and rewarding experiences to allage groups. The centre offers a diverse range of acvies for older people which includes lunch clubs,tea dances, socialising events and gentle exercise. All acvies encourage fun, laughter and friendship.

The Crib/Open All Hours: A unique partnership with Edinburgh Leisure allows young people 12 years and overthe opportunity to have fun, excitement and learn new things through sport and health. The emphasis is onproviding an alternave Friday evening for young people and to encourage healthy lifestyle choices.

OOTNABOOT: Detached youth work project providing a street based service to engage with young people intheir own territory. The street becomes an informal seng for issue based discussion and learning. Our mobileteam ventures to places that are out of reach from normal youth work establishments and seeks young peoplewho are oen hard to reach in the hope of developing posive relaonships.

Girls Group: This single gendered group provides an opportunity for young females to come together in anenvironment to look at what it is like to be a female in todays world. Discussion, research and acon by theseyoung females has raised important gender issues to a wider audience to contribute towards creang socialchange.

426: A service offered to children within the local community with a focus on being happy, healthy and safe.Children come to play, learn and socialise in a safe space. Key achievements have included children workingtowards planning and implemenng a week long residenal in the Highlands of Scotland. The lead up to theresidenal provided lots of new learning and the children taking an acve role in ensuring the excursion wassafe and a wonderful experience for all those involved.

MVP: Mentors in Violence Prevenon is a partnership with a host of organisaons including City of EdinburghCouncil Community Learning and Development and Police Scotlands violence group. A dedicated group ofyoung people are given the opportunity to parcipate in a leadership programme to movate both sexes toplay a central role in addressing gender violence and sexual harassment.

FU12:This childrens group offers a unique drop in service for under 12s. The focus is to look at communitysafety issues using arts and drama techniques to highlight their thoughts, concerns and issues in the

development of their community. This informal space provides an opportunity to socialise and explorerelaonships and address any community safety concerns and issues.

Early Intervenon Project:Agents for Change programme operates in the cluster Primary schools of Portobelloand Craigmillar. Children are recruited as special agents for an intensive 8 week programme which explores thechanging nature of communies.

Holiday Provision:Bringing people together for fun, excitement, laughter and new opportunies is what ourholiday acvies programme is all about. The programme looks to incorporate new learning experiences tochallenge young people, children and adults. The provision also hosts the annual Summer Bash which aractsover 2000 people.

Smooth Moves: Transion from Primary to Secondary High school can be both excing and frightening at thesame me. The centre offers a transion group to allow children the space to share their thoughts and feelingsabout moving to High School with older young people from the area acng as peer mentors.

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Documents

Business Plan 2014 - 2017