**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 **2B** international Copyright © 2023 Deloitte Development LLC. All rights reserved. 3 **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 **----- Start of picture text -----**
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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6 **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 **2B** international Copyright © 2023 Deloitte Development LLC. All rights reserved. 8 **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** **----- Start of picture text -----**
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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9 **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. 10 **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) 11 **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 - ✓[Replacement of Intruder Alarm] - ✓[22 grants managed] - ✓[68 safeguarding reports] - ✓[Replacement of Fire Alarm System] - ✓[6 Management Committee Meetings] ✓[Recruitment of one new adult ] ✓[4 Finance Meetings] volunteer - ✓[Lost nine paid staff] - ✓[Two new Committee Members] - ✓[Annual Report produced] - ✓[Lost twelve peer educators] - ✓[Annual Improvement Plan Produced] - ✓[Capital rebuild suspended by EA] - ✓[Annual Safeguarding Report Produced] - ✓[Loss of SPARK Programme] - ✓[Loss of Drugs Programme] - ✓[Loss of Summer Programme] - ✓[Loss of Peripatetic Programme] - ✓[Loss of TBUC Programme] ## **Staff Development and** ## **Capacity Building** Overview of the knowledge, skills and abilities of the staff to deliver the highest quality youth services - ✓[One staff completed yr1 media course] - ✓[One staff completed yr2 PhD] - ✓[One staff completed yr2 Msc ] Childhood Trauma - ✓[2 staff completing Youth Wrok Degree] - ✓[One staff completed level 4 Centre ] - Based Work - ✓[14 staff complete Level 2 Playwork ] - ✓[12 volunteers completed Level 2 ] volunteering ## **Meeting Needs and Programme of Offer** Understanding the needs and connecting the programme with meeting these needs - ✓[7928 sessions of youth work delivered ] by staff - ✓[34,557 different engagement with ] 8367 young people - ✓[208 detached session delivered] - ✓[106 sessions of complimentary ] therapies - ✓[109 sessions of counselling] - ✓[67 different programs delivered] ✓[Two youth conferences delivered] ✓[16 residentials facilitated] ✓[146 OCN qualifaction secured] 12 **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. **----- Start of picture text -----**
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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* **Link to full survey results has been sent as part of the deliverable** **materials** 13 **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. **----- Start of picture text -----**
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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14 **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** - • - Overall dependence on government SPIYC currently has some resources funding sources, leading to in place that will help support instability organizational sustainability - Unstable funding and policy structures undermine staffing, operational, and programmatic sustainability - Government budgets are year-toyear, undermining long-term financial planning - Limited funding has created a competitive environment between organizations - Common areas for improvement include low employee retention and difficulty finding staff - Recent reduction in youth organization funding is negative impacting professional relationships - Underappreciation is a common sentiment perceived by youth workers felt especially by the EA - SPIYC offers a range of programmes, ranging in scale and impact (See survey results) - Reliance on part-time staff and volunteers with limited full-time staff compliment - Training, professional skills, and career opportunities are limited due to EA constraints - Political constraints and reporting structures focus programmes on limited activities, inputs, and shortterm metrics rather than impactful outcome-based metrics and longitudinal tracking of youth outcomes - Staffing and retention process of youth workers does not promote career development - Low female youth worker percentage - SPIYC are in an early stage of percentage • - development in the institution and Limited funding options and limited implementation of program staff dedicated to special needs and management and programme mental health model • Changes in funding have stifled - Changes in funding have stifled programme of offer - Leadership and staffing gaps and low employee retention present a challenge to overall governance and administration - Management structures and longterm, strategic planning are limited in scope and development - SPIYC experience little influence in government policies, programmatic guidelines, and reporting requirements 15 ## Needs & ## Barriers Assessment **2B** international Copyright © 2023 Deloitte Development LLC. All rights reserved. 16 **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 17 **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** - Development of a short and long-term fundraising plan that - **Financial Stability** aims for stable and diversified revenue stream ## **and Planning** - Develop sponsorships with the mission-aligned organizations proposals highlighting the value and benefits of partnership - Lack of diverse funding with high dependency on volatile government funding - • Competitive funding landscape amongst organizations and shrinking funding pool coupled with increasing funding demand - Competitiveness of the funding scheme is negatively impacting relationships - Increase recruitment and enhance retention of youth workers - Develop training programmes for staff and volunteers to match - **Sustainability** skills with current state realities and build organization capacity - Build community and youth buy-in and participation in SPIYC - The condition of the building negatively impacts the programme of offer - High staff burnout with limited funding to cover necessary hours worked and limited staff retention - • Low cross-organization and community participation with low understanding and recognition of youth work - • External realities such as COVID-19 impacts, community challenges (poverty, crime, etc.), and youth education gaps **Programme Management and Evaluation** - Develop SMART outcomes, metrics, and measurement - Develop evidence-based programming that creates measurable impact with youth - Enhance long-term programmatic strategies tied to long-term impact and sustainable funding - Limited programme management and targeting, goal setting, and evaluation in early-stage organizations - • Government funding structures, policies, and reporting requirements define and constrain inputs and outcomes ## **Professionalism and** - Professional development for staff and leadership to build - **Workforce** human resources, planning, programme management, and financial acumen skills - Limited financial, community, and professional capacity to develop and institute relevant professional development - Resistance to resource sharing amongst youth organizations - Certification programs and career tracks for youth workers to grow in professionalism and career opportunities ## **Governance and** - Increase community and youth engagement in government - **Administration** programs, policies, and impact measurement - Leadership, management, and human resources best practices - Increased independence and programmatic decision making by individual organizations’ administration - Organizational reliance on short-term Education Authority funding threatens governance and operating model - Resource availability is limited to increase capacity - • Government policies and funding systems limit the ability of youth organizations to accrue independence and build effective operational structures 18 ## Future State ## Development Model and Action Plan **2B** international Copyright © 2023 Deloitte Development LLC. All rights reserved. 19 **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|||||| 20 **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._ 21 sr:p SAFEGUARDING 8.IlY TRANSITION Q.NY TRANSITION 114114iAcuLATA s you SON TRANSITION th& EOJcatl*fd Attabfft&* & Skus ST. PETER. IMMACUL YOUTH CEN Nsu R&atI¢*45￿5 ACJ POWER OF ONE MENTORING MODEL plè 22 **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). 23 **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 24 **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** - Incorporate funding diversification, governance and administration goals, and programme management and evaluation targets ## **Create staff development and retention process** - Include targeted trainings for all levels of staff, with focus on programme implementation, evaluation, and impact, sustainability, governance **Update programme management, evaluation, metrics, and reporting processes** - Align management, metrics, and evaluation with organizational priorities and mission - Financial - Leadership - Programmatic - Professional development ## **Implement initial leadership and administration training programme with a focus on** - Staffing - Leadership ## ~~**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 - Increase stakeholder buy-in, participation, support, policy leverage, and funding opportunities - Target a reduction in government funding - Build a funding portfolio with diverse partners **Implement staff development plan** - Financial stability - Long-term planning ## **Organizational Sustainability** _**(4 + years)**_ ## **Develop Year One goals for** - Planning - Leadership - Administration _**Foundation for the transformation**_ ## **Diversify funding sources and composition** - 30% reduction in dependence on government funding - Build a portfolio with diverse partners ## **Utilize cross-organization resources** - Leverage cross-organization resource sharing with the assistance and - coordination of St. Peters, including grant writing and funding talent pools ## **Develop and share training tools** - To build cross-organizational capacity and long-term sustainability - Identify stable, long-term funding partners 25 ## Appendix **2B** international Copyright © 2023 Deloitte Development LLC. All rights reserved. 26 **A P P E N D I X** ## Additional Documentation The following documents were sent following the presentation to support the deliverable recommendations: - 1) Survey results - 2) Current State and Needs Assessment results (Deck) - 3) Delivery Plan 2023/24 - 3) Target monitor - 4) EA Engagement Framework - 5) EA Detached Engagement Framework 27 ## 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 **2B** international Copyright © 2023 Deloitte Development LLC. All rights reserved. 28