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2023-03-31-annual-report

M A Y 2 0 2 3

St. Peters Immaculata Youth Centre Annual Evaluation & Action Plan

Delivering on the needs of young people in the Lower Falls 2023

A G E N D A & T A B L E O F C O N T E N T S

Table of Contents

1 Introduction 2 Approach, Scope & Objectives 3 Current State Assessment 4 Needs and Barriers Assessment

5 Future State Development Model and Action Plan 6 Appendix

2

Approach, Scope, and Objectives

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A P P R O A C H , S C O P E , & O B J E C T I V E S

Project Goals and Objectives

01 Assess the capacity, governance, workforce development, operations, programmes, and sustainability of St. peters Immaculata
Youth Centtre
02 Undertake an evaluation of the barriers faced by young people operating in the Lower Falls
03 Undertake a needs analysis of the capacity, governance and programme potential for the Youth Centre for the next three years
04 Create a model that enhances and supports the development of an effective, efficient and economical organisation
05 Develop an action plan for the Youth Centre for 2023 to 2026

4

A P P R O A C H , S C O P E , & O B J E C T I V E S

Project Timeline and Approach

Scope Project Current State and
Needs Assessment		 Create Action Plan and
Model		 Finalize Deliverable
Timing T-2 Weeks
Feb 20 - Mar 3		 P R
O J
E C
T
S T
A R
T –
Marc
h 6		 Weeks 1-5
Mar 6 – April 7th		 Weeks 6-8
April 10th – April 28th		 Week 9
May 1st – May 5
Objective Identify key needs and deliverables,
outlined in engagement letter		 Gather context through research, surveys,
and interviews to understand current
state and organizational needs		 Develop future-looking models and actions
plans to operationalize		 Finalize solutions and deliverables
I dentify Key
Needs
Draft Engagement
Letter
Send Data
Request		 Identify
Opportunities
Create
Project Plan
Conduct Interviews		 Develop Action
Plans
Define Success
Build Solutions
Collect
Feedback
Iterate on
Solution
Celebrate!
!!
Team
Activities		 •
Understand and assess scope of
project
•
Identify key deliverables and outputs
•
Draft and finalize engagement letter		 •
Develop project plan and approach
•
Conduct stakeholder interviews to
understand strengths, weaknesses,
opportunities to solve for
•
Review and analyze received data,
materials, and interview outputs		 •
Develop solutions and deliverables
•
Define progress, ongoing tracking
mechanisms, and success criteria
•
Build recommended path forward
•
Review solutions, outputs, and
deliverables with key stakeholders		 •
Incorporate feedback into deliverables
•
Provide a high-quality deliverable, meeting
the goals of the project
Client
Activities		 •
Collaborate with teams to level-set on
client background and needs
•
Sign finalized engagement letter
•
Share any requested data and
materials for context		 •
Regularly meet with team for overall
project management and status updates
•
Identify key stakeholders to interview
•
Provide feedback on project plan		 •
Regularly meet with team for overall
project management and status updates
•
Provide feedback and input on drafted
deliverables		 •
Regularly meet with team for overall
project management and status updates
•
Provide feedback and input on drafted
deliverables

5

A P P R O A C H , S C O P E , & O B J E C T I V E S

Assessment Methodology

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Project Meetings & Stakeholder
Background Research Stakeholder Survey
Discussions
✓ 10+ project meetings and The Deloitte team conducted in-depth ✓ A comprehensive survey was designed
collaborative sessions with St. Peters research into the following areas: in consultation with stakeholder
and Youth Work Alliance leadership (YWA and St. Peters),
✓ Historical and community context
aligned with key project goals
✓ 3 stakeholder meetings assessing
✓ Government policy
current state, needs, opportunities, ✓ 58 stakeholders completed of
barriers, and future state ✓ Funding mechanisms questionnaires, with a 44% response
rate
✓ Government Agencies: 1 meeting ✓ Relevant youth work policy in
with relevant NI agencies Northern Ireland ✓ Survey was socialized in 2 stakeholder
meetings, with the opportunity for
questions and feedback from parents
and external organisations
CATEGORIES
INPUT DETAILS
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A P P R O A C H , S C O P E , & O B J E C T I V E S

Benefits will exist for all Stakeholder Groups

The proposed capacity-building model will benefit all stakeholders involved with youth organizations.

1 2 3 Youth Organisations Government Future Groups (Specialized groups) ✓ St. Peters Immaculata YC ✓[Department of Education ] ✓ LGBTQ + organizations ✓ Partner groups including Holy Family, Holy ✓[Education Authority ] ✓ Parents Trinity and Towsend Street YC’s ✓[Education Authority Youth Services ] ✓ ✓ Other NI voluntary sector organizations ✓ ✓[Department of Justice ] groups ✓[Police ] ✓ ✓[Tackling Paramilitarism] ✓[Department of Community ] ✓[Executive Office (First Minister) ] ✓[Good Relations Office]

✓ LGBTQ + organizations

✓ Parents

✓ Immigrant community and outreach groups

✓ Disabled and neurodiverse stakeholder groups

✓ Emergent community organizations

7

Current State Assessment

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C U R R E N T S T A T E A S S E S S M E N T

St. Peters Immaculata YC Current State Assessment

The following assessment areas were identified by the Deloitte team to evaluate St. Peters Immaculata YC for the purposes of this project. These domains were assessed using surveys, research, and stakeholder interviews.

Key Domains for Evaluation

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PROGRAMMES AND MEASURING IMPACT
FINANCIAL STRUCTURE POLICY FRAMEWORKS
SERVICES AND REPORTING
PROFESSIONAL AND
GOVERNANCE AND COMMUNITY
WORKFORCE SUSTAINABILITY
ADMINISTRATION OUTREACH
DEVELOPMENT
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B R I A N G I B S O N

Chairs Report

This year has been tough for the organisation as we have had to make significant changes to our programme of offer. The centre’s reduction to four nights open access and the reduction in salaries had meant that to maintain healthy ratios we are now limiting the numbers of young people to 40 per night. This is the first time in the history of Youth Services that we are refusing young people. The financial implications of a reduction in core funding has limited the leverage we as an organisation can facilitate with the serious limitations being placed on the leadership of the organisation for the year ahead.

However, the 22/23 year continued to see the children and young people benefit from our programme of offer. The continued investment in staff capacity building and training has provided many benefits in the creation of expertise for dealing with some of the challenges our young people present with. Staff are completing PhD’s, Masters, Safeguarding, Tackling Adversity, etc all ensuring that the team are of the highest quality in knowledge, skills and talents.

Governance is the foundational responsibility of the Management Committee and with the help of Youth Work Alliance we undertook a total review of all our policies and procedures and made changes to Safeguarding, Health & Safety and including addendum to the Exclusion Policy. We continue to work with the Education Authority and Department of Education to replace the building and are excited to have completed all the requirements to make this happen in the very near future.

We must also thank the many individuals and organisations who support our work including the Education Authority, Children in Need, Ireland Funds, Community Foundation, RTE Childrens Appeal, Garfield Weston, Irish Youth Foundation, Live Here Love Here, National Lottery, Coca Cola, Dept of Foreign Affairs and TBUC for their ongoing support of our organisation.

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G E R R Y E A R L Y

Treasurers Report

The last year has been a difficult year as the Youth Centre has struggled with the impacts of the covid lockdowns. We have not seen our income recover as the abilities of young people to make the door payments has significantly reduce. This income has been used to cover costs associated with the building that other grants do not allow. As a result we have had to eat into our reserves to cover essential maintenance and repairs required to sustain health & safety requirements of the building. The changes in the Education Authorities Funding Scheme has seen a significant reduction in our grant aid to tackle some of the existing, new and emerging needs of our young people has had a significant impact on the abilities of the youth centre to sustain the number of projects, the numbers of children we can work with and the scope of the interventions that can take place have all been impacted by the EA cuts. We have lost the Peripatetic Project, Drug & Alcohol Specification and the SPARK Programme, all of which we very effective in meeting the needs of our young people. The fiscal impacts resulted in a significant reduction in staff, overheads and programme costs. The results is that the centre will only operate four nights per week and can only cater for 40 young people per session.

The financial implications on the Centre as a result the cuts means that we wont have sufficient running costs for the year ahead and foresee a shortfall of some £11,000. The loss will require some additional fundraising in a very difficult financial environment. In these dark times we must also recognise the many organisations who continue to support our work continue to be the life blood of the service provision we offer to the young people. Without the good faith of these grant givers the youth centre would not be as effective as it is.

The year past has been demanding on our organisation we have had to tighten our belts and limit much of the services we offer and post covid this has been a struggle for us all, not particularly the staff team who continue to be committed and dedicated to meeting the needs of the young people. The next few years will require a further tightening of the finances and will mean that our young people will get less services and opportunities. The staff team are already working on the core programme elements that cannot be further restricted. The Centre will continue to provide even in these tough times no matter how restricted our funding situation becomes. (Gerry Early, Treasurer)

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Y E A R 2 2 / 2 3

Organisational Outputs

Human and Capital Resources

Governance, Management & Oversight

Overview of the building, programme and staff related issues

Overview of the key outputs related to the governance of the organisation

Staff Development and

Capacity Building

Overview of the knowledge, skills and abilities of the staff to deliver the highest quality youth services

Meeting Needs and Programme of Offer

Understanding the needs and connecting the programme with meeting these needs

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C U R R E N T S T A T E A S S E S S M E N T

Primary Programmes and Services Provided to Youth

St. Peters Immaculata YC respondents provided information on primary programmes and areas of impact in relevant needs of young people.

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Educagon including Youth Work 8
Building and Conflict Resolugon 7
l Educagon, Sports, and Exercise 6
Volunteerism 5
force Development and Training 5
mmunity Outreach and Inclusion 5
Family Services 4
Environment and Sustainability 4
Food Security and Aid 3
Health Services 3
Counseling and Mental Health 2
LGBTQ+ 1
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materials

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C U R R E N T S T A T E A S S E S S M E N T

Community and Youth Engagement Strategies

Stakeholder respondents provided information regarding community and youth engagement strategies utilized currently. This both unveils strengths in practice and areas for expansion.

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5
4 4
3
2
1 1 1
0 0
Community Events and AcgvigesSchool Outreach Surveys Street outreach Email Campaign Sports Door-to-door campaignMarkegng campaignPhone banking or outreach Other
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C U R R E N T S T A T E A S S E S S M E N T

St. Peters Immaculata YC faces multiple challenges

While young people in St. Peters IYC benefit from a robust culture of dedicated staff and volunteers, the current funding landscape, governance structures, need for professional development, and capacity of the organization limits the impact of programmes in improving outcomes for young people.

Funding & Diversification

Sustainability

Programme Management and Evaluation

Professional & Workforce Development

Governance & Administration

15

Needs &

Barriers Assessment

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N E E D S & B A R R I E R S A S S E S S M E N T

Key Capacity-building Activities

Respondents were asked to rank the following areas of capacity-building and support based on criticality to increase organization's impact or sustainability. 1 is the highest and 8 the lowest (Based on survey respondents). The results underline key needs for organizational capacity-building for the focus of the future state development model and recommended workforce development trainings.

Highest

Lowest

Funding and Financial Planning Programmes and Services Measuring Impact and Programme Evaluation Professionalism and Workforce Development Administration and Governance Long-term Planning and Strategy Youth and Community Engagement and Outreach Human Resources

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N E E D S A N D B A R R I E R S A S S E S S M E N T

Needs Assessment

Research and stakeholder engagement has demonstrated an array of capacity-building needs for PUL youth organizations, ranging from funding diversification to professional development and program management best practices.

S t a k e h o l d e r N e e d s

B a r r i e r s

and Planning

Programme Management and Evaluation

Professionalism and

Governance and

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Future State

Development Model and Action Plan

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F U T U R E S T A T E

Future State Model for St. Peters Immaculata YC

The proposed model provides a concrete set of long-term capacity-building, governance, sustainability, and workforce development goals for St. Peters Immaculata YC to strive towards to build impact and stability.

PROPOSED FUTURE STATE

Financial Stability Sustainability Program Professionalism Governance and Governance and Governance and Stakeholder
and Planning Management and and Workforce Administration Engagement
Evaluation
• Sustainable fundraising • Long-term funding • SMART goals and • Professionalized • Professionalized • Effective community,
approach strategy enhancing metrics tied to both workforce matching management and youth, and governmental
•
•
•		 Long-term funding plan
(3-5 years)
Diverse funding streams
Decreased reliance on		 • stability and
sustainability of SPIYC
Community and
stakeholder buy-in		 • government reporting
needs and organization
goals
Qualitative and		 • organizational scale and
programmatic needs
Career tracks and
certifications identified		 • leadership structure
Established strategic
plan with clear
organizational		 • stakeholder plan in place
Strategic engagement
with community
members focused on
government funding: achieved via cogent quantitative data and implemented outcomes creating investment and
• 30 % reduction in outreach plan and assessment in place • Increased employee • Inter-organizational bottom-up input
government funding for activities • Longitudinal tracking of retention through collaboration center • Youth engagement and
high dependence • Staff Retention youth participants and career opportunities developed and participation increased in
organizations • New build of the youth individual outcomes and growth functional line with_Priorities for_
centre • Increased control of • Involvement of _Youth_policies
programme agenda professional community
members

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F U T U R E S T A T E

St. Peters Immaculata YC Development Model

There are five key elements that provide an opportunity for St. Peters Immaculata YC to build capacity and increase impact with young people.

Financial Strategy and Funding Inter-organization Professional Development Programme Management and Diversification collaboration center Evaluation

Institute Workforce and Professional Development Training Implement financial planning and Develop an inter-organization procurement best practices to promote collaboration center to unite the sustainability community, foster collaboration and reduce competition

Financial Strategy and Funding
Diversification		 Inter-organization
collaboration center		 Professional Development
Institute Workforce and Professional
Dlt Tii		 Programme Management and
Evaluation
mplement financial planning and Develop an inter-organization eveopmen ranng Create management and evaluation plan to
procurement best practices to promote collaboration center to unite the increase impact
sustainability community, foster collaboration and
Via… reduce competition
✓Long-term (3-5 year) financial plans ✓Community events shared across ✓Certifications and career development ✓Effective programmatic goals and
✓Procuring diversified funding sources goals and locations ✓Program management metrics
✓Funding platforms (e.g., Donor’s ✓Resource Hub ✓Program evaluation ✓Data and reporting plan
Choose, GoFundMe) ✓Shared coordination and leadership ✓Financial planning and procurement ✓Measuring success using qualitative
✓Corporate partnerships on key needs and issues ✓Stakeholder engagement and and quantitative data
✓Grant writing ✓Leverage collective power to influence outreach ✓Managerial best practices
community and policy makers ✓Leadership training
✓Enhance MIS questions

Threaded throughout the development model are recommended stakeholder engagement activities, aligned with the Priorities for Youth policy structure. Adoption will result in increased youth engagement and participation across the community.

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F U T U R E S T A T E

Inter-organization Collaboration Center Highlights

The collaboration center will increase opportunities to unite the community, foster collaboration, leverage policy influence, and reduce competition.

Increased Resource Sharing and Collaboration

The collaboration center will serve as a resource hub , providing increased access to professional development trainings, grant writing tips and tricks, and programmatic and evaluation materials & resources. It will also provide the ability to discuss issues and brainstorm solutions with peers face-to-face , decreasing competition and enhancing collaboration.

Community Engagement and Impact

The center will allow for increased community events shared across goals and locations , improving community building and outreach. Additionally, a suggested democratized structure will allow participation and influence from all partner youth organizations of any size and development level , generating increased youth and community involvement and input.

Leadership and Political Leverage

The center will foster and shared coordination and leadership on key needs and issues, increasing leverage in engaging with policy makers (such as the Education Authority).

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F U T U R E S T A T E

Targeted Training to Build Capacity

A series of training areas have been identified for implementation with St. Peters Immaculata YC and partner groups. These trainings will build the capacity, sustainability, and governance of all partner groups.

Programme Management

Leadership & Management

Administration & Governance

1 – Evidence-driven Decision Making Develop processes for making the best decisions possible using all available evidence

2– Managing Effective Programmes Monitor and manage programs that deliver on the organizational mission

1 – Organizational Leadership Lead the organization into the future and motivate

2 – Creating a Strategic 3-5 Year Plan Determine the organization’s long-term focus and create change

1 – Staff Retention

Implement training and performance-based Incentives

2 – Human Resources

Creating effective teams, organizations, and staff satisfaction and retention

Programme Evaluation

Community Engagement

Financial Planning

1 – Program Evaluation & Reporting Plan

Build and evaluate accurate metrics, outcomes, and data

2 – Measuring Programmatic Progress Measure impact and long-term outcomes with youth

1 – Engaging with Youth & Families Community input, youth engagement, stakeholder buy-in

2 – Advocacy with Policy Makers Influence relevant policies and officials

1 – Grant Writing

Improve processes and skills for crafting fundraising proposals

2 – Financial Planning & Budgets

Develop a financial vision and build sustainability

3 – Diversified Funding Structure

Government funding, corporation sponsorships, corporation partnerships, donation campaigns

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F U T U R E S T A T E

High-level Action Plan

~~Strategic Plan and Leadership Development~~ ~~(6 – 12 months)~~

Organizational Assessment (3 – 6 months)

Assess individual organization needs

Develop strategic plan for next 2-5 years

Create staff development and retention process

Update programme management, evaluation, metrics, and reporting processes

Implement initial leadership and administration training programme with a focus on

~~Funding Diversification and Staff Development~~ ~~(1 – 3 years)~~

Implement community and youth outreach programmes

Create and implement InterOrganization Collaboration Center

Diversify funding sources and composition

  - Share key resources, funding, training, and outreach strategies

Implement staff development plan

Organizational Sustainability (4 + years)

Develop Year One goals for

Foundation for the transformation

Diversify funding sources and composition

Utilize cross-organization resources

Develop and share training tools

25

Appendix

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26

A P P E N D I X

Additional Documentation

The following documents were sent following the presentation to support the deliverable recommendations:

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Management Committee Members

Chair Brian Gibson Secretary Nicola McKee Treasurer Fr. Brian Watters Members Mairead Weir Eamon Feerick Youth Reps Sophie Nellis McFarlane Tony Walsh EA Rep Pauline Smart Accountants DNT Chartered Accountants

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