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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
Increasing community
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
knowledge oflocal people
Increasing community
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
knowledge oflocal people
Increasing community
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
cohesion and social acvity
cohesion and social acvity
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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