Young Brent Survey

ingeniousgroup

Young Brent Survey

Needs Challenges Opportunities

Connect Collaborate Succeed

Young Brent

Foundation

With Support From


Authors &

Researchers

Jean Collingwood

Jacques Strum

Nicolas Boireau

Paul Milner

Ingenious Group

Acknowledgement & Thanks

The Goldsmiths’ Company

Monica Kaur, Senior Engagement Officer, Old Oak

and Park Royal Development Corporation

Richard Hay and Bola Olatunde, Chief Executive’s

Department, Brent Council

Panagiotis Chatzimichail, Policy Officer, Youth for

Exchange and Understanding International,

European WYRED 2000 Project

Young Brent Foundation Members

Brent’s Voluntary Sector


1

CONTENTS

Old Oak and Park Royal Development Corporation (OPDC)

Young Brent Foundation

Ingenious Group Research

Executive Summary Needs, Challenges, Opportunities

Key Recommendations

Part one: Young Brent Foundation Members Survey

Part two: Young Brent Foundation Members Workshop

Part three: Results Others VSO in Brent Community

Part four: Young People's Focus Group - Brent Council

Useful Information

Young Brent Foundation Members Directory

Brent Crime Hotspot Map

2

3

4

5-9

10

11-24

25-30

31-41

42-44

45

46

47


2

OPDC

Old Oak and Park Royal Development Corporation (OPDC) and the Old Oak and Park

Royal Opportunity Area.

OPDC is a Mayoral Development Corporation established in April 2015 to oversee,

coordinate and drive forward regeneration and development of the Old Oak and Park Royal

Opportunity Area. OPDC is the Local Planning Authority for the Old Oak and Park Royal

boundary and part of their responsibilities include the production of a Local Plan for areas

within Brent, Ealing and Hammersmith & Fulham.

OPDC has been in existence for two-and-a-half years and the draft Local Plan represents a

huge step forward for the Corporation in beginning to shape the area.

Old Oak and Park Royal is the UK’s largest regeneration project and most successful

industrial location. It can provide unparalleled opportunities for the UK, London and local

communities. The area is set to be transformed into one of London’s key destinations,

better connected than anywhere else in the UK, with the HS2/Crossrail super-hub station

due to open in 2026. This transformation brings with it significant opportunities to deliver

much needed homes and jobs that can support London’s growth. New communities will

grow up supported by a full range of infrastructure and services. However, the area needs

to not only be a place to live and work, but one to visit and enjoy, time and again.

In November 2015, the Mayor adopted the Old Oak and Park Royal Opportunity Area

Planning Framework (OAPF), which sets out a clear strategy for the redevelopment of the

area around the planned Old Oak Common Station, whilst also outlining the need to

protect and intensify Park Royal as a key cog in London’s economy.

The Local Plan will help to set those key parameters to allow a great new place to develop

and change over time. The many pieces of work the planning team has progressed will

ensure that the approach we take across Old Oak and Park Royal is the right one and that it

delivers best practice, an innovative and sustainable approach.


3

Young Brent Foundation

The Young Brent Foundation (YBF) began in 2016 as a Young People’s Foundation set up by

John Lyon’s Charity to address local needs, against a backdrop of wide-ranging reductions

and structural changes to the funding landscape.

YBF was developed from the roots up as a community-led membership organisation, with a

shared vision and the aim of sharing skills, local know-how and resources across Brent’s

voluntary youth sector.

AkeyfoundingaimofYBFwastocreateasuccessfulpartnershipmodelthatwouldcreate

astrongunitedvoicebyunitingafragmentedanddiversevoluntaryyouthsector.Itequips

members with the training, resources and financial support they need to increase overall

capacity and develop a more sustainable future to benefit young people.

As an umbrella charity, it aims to access and disseminate a wider range of funding channels

to support its members in a way that individually smaller organisations and groups could

not do alone. YBF supports its members through a wide range of practical tools and

targeted initiatives, including Impact Monitoring, Mentoring and Skill Sharing, a Small Grant

Fund, Venue Bank, Quality Marks and Standards and Consortia Development.

YBF's primary goal is to work with its members and other local stakeholders to utilise and

maximise local know-how, sector-wide expertise and people power in order to develop

greater sector-wide capacity. By doing so, it aims to meet its parallel goal - to attract and

secure large-scale funding and inward investment into the Borough that will benefit Brent's

young people.

As a membership-led organisation, it is free to join. It is also fully inclusive and open to any

group or individual who is working for the social benefit of young people in Brent.

YBF encourages its members, partners and other stakeholders to connect, collaborate and

ultimately succeed through both targeted programmes and interventions.

Today, YBF has more than 100 members that are voluntary sector partners. Combined,

they deliver an average annual turnover of approx. £81 million a year.


4

Ingenious Group Research

Ingenious Group (IG) is a multi-award-winning Charity Management and Communications

firm that works exclusively to achieve social impact in the not-for-profit sector.

Its journey began in 1998 when a group of like-minded charity management leaders

developed a collaborative talent pool and network with a shared commitment to smart

working project management. Their aim was to make expert support accessible to

worthwhile projects and organisations. IG’s pioneering framework closely matches the

skills, personal/social interests and passions of their not-for-profit professionals, and then

assigns and matches them to organisations where they can deliver social impact. For the

last 18 years, the group's satellite network has remained at its core and has enabled us to

deliver expertise and support that is both affordable and accessible to some of Britain’s

most worthwhile, challenging causes.

IG’s vision is to achieve greater collaboration between all of the sectors for the common

social good, and to see a world where all good causes can access an expert service that is

affordable, regardless of an organisation’s size, income or status.

IG researchers use traditional marketing techniques, data, stakeholder research and

analysis, as well as the science of social anthropology. This helps us to better understand

social groups and the wider community so that we can support accurate segmentation,

adoption and ultimately engagement for either social impact or improvement.

Anthropology uses the comparative studies of different cultures and makes cross-cultural

comparisons. It also examines, interprets, analyses and compares the results of

ethnography - the data gathered. This allows us to compare and contrast different societies

and cultures. We augment our data and research within this context, commentary and

analysis, which helps us to anticipate social trends, identify risks and provide a better

forecast of future changes.

This intelligence and science is applied to both understanding and predicting the likely

responses of stakeholders to risk and rewards mixes, and to improving the design of

behavioural change or engagement programmes to maximise adoption.


5

Executive Summary

This report provides the results of a sector-wide survey, which identified the key needs,

challenges and opportunities of voluntary sector organisations supporting young people in

Brent.

The research was commissioned by Young Brent Foundation, with support from The

Goldsmith’s Company and Old Oak Park Developments.

The aim of the research and survey was to enable Young Brent Foundation (YBF), as a

relatively new umbrella membership charity at the time, to identify the key issues and

needs of its membership – largely local Voluntary Sector Organisations – supporting young

people aged 0 -25 and their families in Brent. YBF aims to do this by profiling and mapping

the key findings and members' end-to-end needs, to enable YBF to focus and direct its

support to the key areas of greatest need to improve overall impact.

Alongside this, the research contrasts the needs of YBF members against other local VSOs

working with young people in Brent who are not members of YBF. The research also takes

into account secondary research carried out by Brent Council on the needs of young

people living in Brent.

Methods Process and Methodology

Research key groups:

Young People – secondary research, Brent Council; conducted in March 2017.

Young Brent Foundation members – via surveys and a PRA workshop; April to June 2017.

Other Voluntary Sector Organisations – (non YBF members) via surveys; May to June 2017.

The research was conducted out over a four-month period overall, designed as a snapshot

in time that compared and contrasted the unique needs of YBF’s members against those of

other youth sector organisations operating in Brent and working with young people in the

same period and geographical locations. The research aimed to uncover the key issues that

impact on the services delivered to Brent’s young people.

Methodology and Limitations

Telephone surveys and online surveys were used as they offered greater uptake and

participation; however, self-reported data by its nature cannot be independently verified.

Some respondents generated a large amount of free text data in their responses, which

provided significant insight into the nature of their needs. This could not be analysed into

meaningful data as such, but it was included within sections of our report to provide added

value and a greater degree of detail and context to key findings.

Four topics featured prominently in the outcomes of the survey with all three groups.

Space

Lack of community signposting

Funding

Violence and gangs


Executive Summary

6

About Brent

Young Brent Foundation members operate in a dynamic and unique local environment – one

that consistently attracts new investment, new business, new visitors and new young residents.

However, this also brings a unique set of opportunities and challenges.

Young, diverse and densely populated

Brent has a population of 317,264 and is the most densely populated outer London borough,

with a population density of 74.1 persons/ha. It is also predominately young – in 2014, 35.1% of

Brent’s population was aged between 20 and 39. Nearly a fifth of the borough’s population was

under 19 when they arrived in the UK – the highest in England and Wales.

Brent is also ethnically diverse, with 65.0% of its population from black, Asian and minority

ethnic (BAME) backgrounds.

Language and cultural barriers and diversity

A2011schoolcensusfoundthat149languageswerespokeninBrentandshowedthatEnglish

was the main language in only 57% of Brent households. This was the second lowest rate for

any borough in England and Wales. This means there is a large proportion of households

where no one is able to speak English.

Compounding language barriers and cultural diversity, a key challenge for YBF members is one

of constant change to overall service user demographics. This is because many younger, lowerincome

families move from inner to outer London to find affordable housing. This creates an

ever-changing turnover of young people and their families moving in and out of the borough.

Brent is an area of social deprivation and has the highest proportion of housing benefit claims

by private tenants in the country as a percentage of all households, according to the Financial

Times. Brent is also ranked third in an NCB Poor Beginnings report, 'Health inequalities among

young children across England' (National Children’s Bureau report, 2015).

Rising child poverty, lack of language skills and lack of community spaces for your people,

combined with a fragmented voluntary sector and infrastructure, creates multiple challenges.

Obesity

In Brent, 13.4% of children in reception (4 to 5-year-olds) are obese. Brent is also the joint

fourth worst borough in London for levels of child poverty. Save the Children report that 11,000

children are impoverished. The median household income in Brent is currently the third lowest

in London. One in every three children in the borough is living in poverty, and this increases to

50% in our most deprived wards.

Employment

Most of the employment opportunities for young people in the borough are either in the

construction industry, which is booming locally or in small and medium-sized enterprises. This

creates a unique dynamic and entrepreneurial environment. Many YBF members create

accessible routes to employment skills and training opportunities. Members like UltraKids also

deliver innovative and entrepreneurial micro-business training both in schools and online.


Executive Summary

7

YBF members, through providing better routes to training and employment along with

innovative health interventions, enable young people and their families to live healthier lives

and reduce health inequalities.

Many YBF members working at grass roots levels to tackle disadvantage have had to adapt in

recent years, as they face significant reductions in the proportion of funding that comes from

grants and other funding.

YBF members and Brent’s voluntary sector overall is proud of its historic ability to welcome and

support people from different communities.

Arts Performing

Dance

Out of School

Childcare

Disability

Overseas Support

Clubs Groups

Faith Based/Religion

Educators /Schools

Carers

Family Support/parenting

Sports (all)

Crime/Prevention

Health/Mental & Wellbeing

Tuition

Community Support

Mentoring

Training Skills

Drama

Music

Volunteering

Funding YBF members

Young Brent Foundation members surveyed were mostly well-established charitable

organisations. Members greatest daily challenge was generating income, finding

funding sources to meet their core running costs and balancing tight budgets. Most

members considered that their funding was too short-term and so closely targeted on

programmes and outcomes, to carry out specific pieces of work and interventions. But

members commented in free text data sections that their funding did not allow them

to progress beyond short-term goals, so there was not sufficient funding to build

capacity to grow, meet new needs or to sustain or build further relationships with

young people beyond the basics.

Some members stated that their funding was too restricted and, in some cases, ended

too early in the intervention cycle. Members reported during the workshop sessions

that often their breakthrough moments with young people came along at the same

point of their funding ending, which limited the long-term impact and progress that

could be made.


Executive Summary

8

While the average YBF members reached on average 100 young people a month, some

members operating in some areas of Brent struggled to keep up with demands for their

services. Many had waiting lists, with more young people needing their services than they were

able to offer.

81% Members

Reach 100

Young People

amonth

60%

Are Charitable

Organisations

YBF

MEMBER

Needs Challenges

&opportunities

Survey

1/3

Quality

Standards

86%

1+ Years

old

Employs 6Staff

&manage

11 volunteers

Quality and Impact

Building capacity and becoming commission ready was seen as a key challenge to some

members.

Many YBF members fully understand the need for becoming commission ready, with just over

athirdofmembersworkingtowardsattainingatleastoneleveloftheLondonYouthQuality

Mark.

Measuring impact varied widely among YBF members, with many organisations using usercentric

evaluation based on listening to and responding to feedback forms as performance

indicators, relying on before and after outcomes, etc. Some members relied on hard outcomes,

including the numbers of young people getting into employment, coming off and staying off

benefits. None of the respondents reported using theory-based evaluation including Theory of

Change or how or why activities are thought to work or not work and lead to impact.

Voluntary Sector Organisations outcomes

Voluntary sector organisations surveyed, i.e., organisations that were not YBF members at the

time of the survey, had needs that were markedly different to YBF members. Turnovers were

relatively modest, with half with incomes of £10,000 or less, with a third of incomes of VSOs

surveyed coming from contract income. Funding advice was featured as a key need of this

group.

Many VSO organisations groups were more traditional, youth-focused organisations like

Brownies, Scouts, etc. Many were managed by a parent and/or head office, which meant many

of the general management functions carried out by YBF members – like governance, longterm

planning and financial management – did not feature in their daily needs or functions.


Executive Summary

9

Voluntary Sector Organisations outcomes

66% VSO had no contract income

86% VSO had the same or growing needs

29% VSO were reducing services

14% VSO were at risk of closure

Zero % VSO were growing or expanding services

50% VSO had mission drift-funding incompatible with objects

Many VSOs had scaled down their operations and were showing signs of decline, with none

expanding their services. When asked about their daily needs, 40% saw face-to-face advice and

consultation as their greatest need (see page33)..

Summary of key topics raised by all groups surveyed.

Space

Lack of affordable space for service delivery was a key issue affecting YBF members, while

other VSOs felt that there was a lack of space generally for young people to go to receive

face-to-face services or socialise with peers. Young people’s feedback also saw space as a

prominent issue. They wanted more outdoor and unstructured time-out spaces where

they could let off steam, be noisy or get exercise in a sport to get away from their homes

and computers.

.

Lack of signposting

YBF members in the workshop outcomes identified poor signposting as an area of

weakness and VSOs raised postcode barriers. Both groups raised poorly joined up service

provision. The YBF Directory of Members was cited by both groups as an important

milestone and step towards addressing local needs of young people and their families.

Gangs and violence

Rising gang violence and crime were prominent outcomes of great concern across the

entire Brent community and were raised by all groups surveyed, including young people

themselves. Rising crime with YBF members was closely linked with lack of spaces within

the borough and the closure of several youth community places (see pages 24 and 41).

YBF members also raised concerns that rising violence affected the daily running of their

services. Fear of gangs and travel in known gang territories prevented some parents and

young people taking up services, There was fear for staff safety, with added costs to add

security to ensure staff were safe and supported. Both YBF members and other VSOs

thought more action from the community overall was needed to address rising crime.

There was also a clear linkage made by all groups of rising crime linked to areas of social

deprivation. It is clear from the map of YBF members on page 46, and on the map of

gangs and crime on page 47, that both are operating side by side. YBF members are

operating in areas of greatest need and public benefit.


Executive Summary

10

Key Recommendations

The following details our recommendations from the key findings within the report.

Funding

It is recommended that further study is carried out in order to gain a deeper

understanding of YBF members’ funding sources. This could include a breakdown of

members' income from key sources, including contracts, charitable grants, commercial

income, etc., and a study of the appropriateness of the methods being employed by

members to generate income. This would assist with forecasting the best way to

support capacity building and the targeted design of best-fit fundraising support.

VSO Funding – contract readiness

The report and findings suggest there is a substantive need for investment and

resources to help VSOs increase their overall capacity so that more VSOs can increase

their contract income by becoming contract ready.

Mission Drift

While Mission Drift featured in the outcomes of VSO group research, further research is

highly recommended across the sector in Brent to further explore both its cause and

effects.

Further work in this area would enable YBF and others in the community to deliver

valuable benefits towards a mutually beneficial goal: increasing overall impact.

Research could identify areas of key gaps in provision. Grant makers and

commissioners with funding to invest in key work streams and identified needs that

are not currently being met. This could also examine areas of overlap, excess and map

provision.

In light of these findings, seek to address the overall balance across Brent, by

improving compatibility and moving towards better meeting both parties needs. By

addressing this issue, reduce duplication of effort, and the scale of needs that are not

being met and a negative drain on a valuable resource. A key feature of Mission Drift.

Quality Standards

Further work is recommended in order to investigate and track quality standards. The

level of progression and attainment by YBF members, particularly the timescales of the

members’ journeys from a starting point to becoming contract ready, needs to be

looked at.

Impact Measurement

The impact measurement responses showed a mixed approach on how members

measure impact. It is recommended that further work is carried out across

membership to explore and develop best practice models, that can be tailored and

integrated into the existing needs of members work while delivering meaningful

benefit, a deeper understanding and confidence of using Theory of Change and other

recognised models.


YOUNG BRENT FOUNDATION

MEMBERS

SURVEY


Header Part oneTextYBF Members Survey

121

Question 1. What best describes your organisational structure?

Findings : 58% of Young Brent Foundation Delivery Partner Members were Charitable

Companies or Charitable Incorporated Organisations (CIO).


Part one

YBF Members Survey

13

Question 2. How Long has your organisation been operating in Brent?

Key Findings:

14% were new or under a year old

27% (just over a quarter) of members had been operating for one to three years

33% of members were established for 10 or more years.

86% of all members were established for longer than a year.

This suggests that YBF members were well-established in the community overall.


Part one

YBF Members Survey

14

Question 3. Please state how many staff and volunteers deliver your service each year?

6

Staff

11

Volunteers

Staff & Volunteers of member organisations

The overall results showed that on average Young Brent Foundation

members employed 6 staff with 11 volunteers to deliver their work.

The size and scale of the staff employed, compared to the number of

volunteers varied, with some organisations employing no staff and

others employing 30 staff.

The number of volunteers also varied and ranged from none to 42

volunteers per organisation.

The volunteer to staff ratio suggested that members, on average,

generate double their economic benefit into the Brent community.


Part one

YBF Members Survey

15

Question 4. How many young people does your organisation support in an average month?

Findings:

81% of YBF members supported 100 or less young people each month.

Just over a third (37%) supported 50-100 young people a month.

11% reached more than 500 young people.


Part one

YBF Members Survey

16

Question 5. Please rank your organisations greatest challenges?

Findings

Overall, the results showed there was a wide range of daily management challenges.

Income generation and the balancing of budgets were considered to be the greatest

challenge by the members surveyed.

Responses to space suggested that space for delivery was considered to be more of a

challenge than finding venue space.

The recruitment of volunteers was less of a challenge than managing them.

Key Recommendation: Itisrecommendedthatfurtherstudybecarriedoutin

order to gain a deeper understanding of YBF members’ funding sources. This

could include a breakdown of member income from key sources, including

contracts, charitable grants, commercial income etc. and a study of the

appropriateness of the methods being employed by members to generate

income. This would assist with forecasting the best way to support capacity

building and the targeted design of best-fit fundraising support.


Part one

YBF Members Survey

17

Question 6. What quality standards do you have or are you working towards?

Just over a third (35.7%) had or were working towards the London Youth Quality Mark,

while 21.43% were working towards Approved Provider Standards.

Alowernumber(28%)ofmemberswereworkingthroughtheirNCVOmembership.The

NCVO supports organisations with a number of quality standards, including Approved

Provider Standards (APS), Investing in Volunteers (IiV), Investing in Volunteers for Employers

(IiVE), PQASSO self-assessment and accreditation Volunteer Centre Quality Accreditation

(VCQA) standards.

Interestingly, members who selected "other" accounting (42.89%) provided details in Free

Data Text. This showed that approx. 50% of this group were working towards standards

that directly related to their area of work. For example, FA Charter Standard Accreditation

(Football) or Arts-related Standards. The other half of the same group who selected "other"

stated that they either welcomed or "knew of standards”. This suggests that they were not

actively working towards any standards at the time of the survey.

Key Recommendation: Furtherworkisrecommendedinordertoinvestigateand

track Quality Standards, as well as the level of progression and attainment by YBF

members, particularly the timescales of the members’ journeys from none to

becoming contract ready.


Part one

YBF Members Survey

18

Question 7. Please explain how you currently go about measuring impact?


We collect verbal and written

feedback around key indicators

and outcomes regularly, formally every

quarter. Weneedtoadaptbetter

methods for this. Key issues: lack of

affordable sports, arts and community

provision for disadvantaged children and

young people. Lack of physical activity

and longer-term physical and mental

health implications.



Case studies and questionnaires

quarterly. Providing services at a cost young

people can afford.



For the past 20 years, we have

completed an annual monitoring

and evaluation exercise. This we

do to ensure that we stay focused on


Participation surveys at the end of a

project. Managingprioritiesand

school/college work, access to opportunities,

traveling late and personal safety. We address

these by supporting young people to manage

projects/coaching, voucher reward system,

reimburse travel fares, etc.


our mission and that our programmes

remain relevant. We also do periodic

reports (every 6 weeks) and report

back to our board of trustees.



Our database, outcome star,

regular surveys and 1-to-1

feedback capture individual

progress made against set

targets. Let it gained skills,

employment, sustainability, improved

health and well-being, reduced

criminal activity and social

involvement/action, among others

(different projects have different

measures).


Part one

YBF Members Survey

19

Question 7. Continued - Measuring Impact


Evaluation forms and a carers star which gets

looked at periodically through the young carers time

with us to see if there have been improvements in

different areas in their We are rolling out the use of

lives.” “ Rosenberg's Scale.



We

measure our impact based on tangible outcomes,

mainly employment. Weworkwiththeyoungpeople

we train for a minimum 6 months after training completion to

support them with further employment opportunities or

training. 98% of our graduates are placed on a minimum 4

weeks work placement at one of the partner companies and

82% are still working in the TV and media industry a year after

completion.


Measuring



We

will evaluate the work every quarter, using an

evaluation framework that makes clear what aims

and objectives were, the differences we hope our project is

making (i.e. the anticipated outcomes) and the criteria we will

use to check we have made these differences (i.e. people

undertaking work experience placements, people

entering into sustained employment,

people coming off of benefits and onto reasonable

levels of pays combined with tax credits). Staff will also monitor

the changes in the young people, for monthly reports and

supervisions with Senior Management, ensuring appropriate

activities are being undertaken to enable the outcomes to be

achieved. We will also use feedback forms,

discussions with the young people and the Users’ Group to

monitor how the young people themselves feel they are

developing.


our impact is through verbal

feedback, evaluation forms. Inourfitness

activities, this is done on a weekly basis, in our creative

activities, it is done at the end of a session/event.


Part one

YBF Members Survey

20

Question 7. Continued - Measuring Impact


We follow the numbers of participants to

funders and use Young people evaluation and


Application

feedback aligning activities to funding criteria.


Registers


to measure session attendance Collecting

demographic information Questionnaires

Pictures and video Written reports &Statistics

Key issues Mental health Family breakdown Negative Peer

pressure Lack of positive activities 7 days a week Housing

pressure Inflexible and inadequate education.

forms, register, interest forms, pictures and

video where possible, evaluation forms, case studies.



Other Responses


As they are underachieving we offering on-going academic

support - For those out of education, employment and

training (NEET ) we offer intensive information, advice and

guidance.



The key issues for our young people is developing their

self-confidence and sense of independence. Youth

nowadays can lack the positive energy and motivation

which they require in order to tackle issues later in life. The

scouting experience seeks to give them to groundwork

towards approaching any challenge and adversity with a

sense of calm and confidence.


Key Recommendation

The impact measurement responses, showed a mixed approach on how

members measure impact. It is recommended that further work is

carried out across membership to explore and develop best practice

models, that can be tailored and integrated into the existing needs of

members work, while delivering meaningful benefit, a deeper

understanding and confidence of using Theory of Change and other

recognised models.


Part one

YBF Members Survey

21

Question 8. What is your annual turnover this year?

£86,000

The figure above is the average turnover across Young Brent

Foundation member organisations who responded in Q8.

Turnovers ranged from the lowest at £2,000 per annum to as high as

£500,000 per member organisation. One respondent submitted an

annual turnover sum of £1.5 million; however, this was not used in

any calculations as it would have falsely inflated the overall average

turnover across the respondents.


Part one

YBF Members Survey

22



Question 9. Please describe what you see as your greatest challenges over

the next 12 months?


Capacity

FUNDINGSecuring sizeable

grants/contracts -Capacity-regardinghumanresourcesand

venues There are opportunities to increase provision and build

capacity but it is difficult to access when you are a rather new charity

and limited resources.


Securing consistent SPACE,

funding and managing governance. Key

opportunities exploring wellbeing, education

and heritage projects.




Funding and resources - increasing awareness,

Ability to facilitate growing numbers. Resources needed to

address these issues would be money and staff. Our

numbers grow but our funding doesn’t.

to deliver is our greatest challenge. Meeting demand

and need of services. Organisational structure. Funding for

core costs vs projects. Ourstrengthsarethatwearerootedin

the community - Led by, delivered and understanding of local people.

Insight and local knowledge. Untapped potential of young people,

staff and volunteers. Highly skilled staff and trustees.


Retaining


We will need affordable spaces to deliver. Weareworkingin

partnership with other organisation's to deliver projects to their young

people however need the flexibility to deliver in spaces at the times and

dates needed to develop our business. We need spaces that are suitable for

delivering training and dance.

STAFF Challenges retaining

volunteers with a team working attitude

and time to develop themselves and deliver

services locally.


staff Managing growth

Diversification of income Becoming

commission ready.





Part one

YBF Members Survey

23

Question 10. What big things keep you up at night?

Funding


Short-term funding does not enable any organisations to build up and sustain

relationships with young people. The emphasis is on targeted youth work. Building trust

and relationships is a long-term strategy.



Our lack of funding impacts our ability to deliver more quality in programmes. Our

lack of dedicated volunteers sometimes makes it difficult to meet the required

ratios from a safety perspective.



Securing core funding is my biggest concern. My ongoing concern up to the

formation of YBF was poor partnership working relationships in Brent and the

insular working practices of many young organisations working with young people. I

believe this is a key factor as to why so many young people find themselves

isolated. The other being poverty in the community and fear of gangs. The

closure of so many community resources over the past 3 years and cuts to

schools has had a negative effect not only on young people but the whole

community.



Lack of funding for necessary activities, reduction of youth funding. Increases

in crime/anti-social activities, Brexit, rise of anti-immigrant feelings,

economy worsening.



I’m concerned that we are sometimes unable to make an impact on young people

from the red tape of institutions and gaining access to funding. I’malso

concerned that education establishments do not have records of integrated

approaches with the community to benefit their pupils.



There are very few youth service initiatives for young people that are broadly

known in the borough. I think it all needs to be pulled together and also that there

is a variety and way for community groups to work in closer proximity. (possibly

having a central hub).



The way the VCS works together needs to improve including how information

gets out to families. Poor regards for the VCS needs to change. We need to find

ways of securing long-term resources to support the desired outcomes for the

community.


Lack of coherence


Part one

YBF Members Survey

24

Question 10. What big things keep you up at night?

On Space


The club will struggle to continue until it finds a way to obtain affordable

facilities.



Not enough time and space to do everything- Not having enough money toprovide

an excellent service- justtoomanyyoungpeopleoutthere with no support or not

knowing how to access services.


Brent has a lack of local youth Clubs -18 gangs in Brent – high number of

NEET- highnumbersofpermanent exclusions.


We need more youth spaces, a central hub.”




The rising levels of youth violence and apathy.”


Misrepresentation and under-representation of young people from challenging

backgrounds.



Growing poverty in the community and fear of gangs. The

closure of so many community resources over the past 3 years has

also had a very negative impact on not just young people but the whole

community. ThisIbelievewillbecompounded by the cuts about to impact

on schools.


Rising violence gangs and crime


Y0UNG BRENT FOUNDATION MEMBERS

WORKSHOP


Part two

Members Workshop Outcomes

26

Introduction

The results of this section of the report provided the outcomes of a workshop that was

attended by Young Brent Foundation members on April 6th 2017 at the offices of Bang

Edutainment in Brent.

The members represented a wide range of membership categories, including

Young Carers, Sport, Music, Crime Prevention, Route to Employment, Enrichment and

Dance.

Methodology

AParticipatoryRapidAppraisal(PRA)modelwasusedtoconducttheworkshopsession.

This is a recognised model that uses rapid momentum and teamwork to support the

transfer of local knowledge.

The structure that was used to transfer local front-line knowledge offered several benefits.

PRA allowed us to focus on what members considered to be the essential needs,

challenges and opportunities, rather than focusing on data that was taken from previous

online/telephone research.

PRA provided the following advantages:

Community/User Participation

Greater rapid transfer of local know-how provided an important context and ensured that

user values were included in research outcomes.

Teamwork

PRA captured informal reactions that arose from brainstorming etc. By including YBF

members as local people with a local perspective, we were able to achieve balance as a

group, so we could factor in things like area conditions, traditional norms and social

structures, socio-economic, cultural differences and age groups etc.

It provided sufficient information utilisation at speed. Some types of data are not

comparable on a like-for-like basis. PRA allowed for a quick buy in to gather exactly what

was needed without the need for long-winded alternative routes that can produce

outcomes which may not be comparable or valid.

Flexible / Reliable: PRA was valid and reliable as it used at least three different sources of

input and data to investigate the same topic.


Part two

Members Workshop Outcomes

27

Question 1. What local young people projects do you consider a successes and failures.

The outcome largely suggested that sports, Arts and activity-focused projects were seen

as being more successful. Many of those selected were entrepreneurial interventions

that members felt were generally better attended. This was a factor in why they were

ultimately considered to be a greater success. Projects that were considered failures

were largely the more traditional activities. The results reflected the members’

perceptions of success.

Success

The Roundwood Centre

Mama Youth Project

Bang Edutainment

Seth Stonebridge Boxing

Yes Limited

Mohogany Carnival Arts

TOKYNGTON

Tricycle Theatre

SYV

Teth

Brent Young Carers

Yellow Pavillion

St Michael's Youth Project

Addaction

Jason Roberts Foundation

Stonebridge Hub

Horn Stars

Unity Centre

Making The Leap

Brent Music Services

Failures

Scouts, Brownies

Traditional interventions in general

Connexions

Brent Youth Services

Stonebridge Adventure Playground

Navigation

Bridge Park Sports Complex


Part two

Members Workshop

28

Using PRA, the group identified key strengths and areas of

weakness, they felt were affecting young people across the Brent Community.

+

Strengths

Resilience

Wide spread multi-cultural respect

for diversity

Good schools

Kids with real talent

Readily accessible

First 12 pro football

Wembley Stadium

Lack of sign posting

Navigation tools

Poor joining up/access for the entire community

overall lack of places for people to go

Strong community offer, but lack of joined up ability

to access them

Poor logistics

_ Weakness

Lack of spaces – to deliver

&foryoungpeopletobesafeandpositive

No central hub for young people to access


Part two

Members Workshop

29

Members were asked if they were to receive extra funding (than expected)

what it would be spent on?

Improve quality


We would create more jobs to increase the size and

resilience so that they could create more jobs for young people.


We

would create better intervention longer delivery times inject some

manpower into our Services no waiting for 16 weeks plus. End to end

delivery is hugely important 10 weeks is too short we are just making a

breakthrough when our delivery ends with young people this is not

enough time to make lasting benefits.



More staff more opening hours


Take on a fundraising person as raising funds is a

number one priority to survive and to fund

more staff to run the service and expand

opening times.



Empower residents to create a stronger community.”

SPACE


Create a carers drop-in centre south to north of the borough open

on Saturdays provide laptops for home-working and more advice

work create chill out zones for young carers who often miss out on vital

services because they are unable to leave the people they care for.


Take umbrage Park and open it 365 days expand its opening. Using an

orchestra structure to engage in discipline young people in informal

engagement by choice.



Part two

Members Workshop

30

YBF members told us about why they live and work in Brent.


Born in Kilburn for three years, lived in north-west and came to Brent aged 10. I’ve seen the

changes in Brent, and see real value, mutual respect and diversity, and a true love between

cultures. I believe Brent has a strong mutual respect agenda on the street, that underpins the

whole community. I believe Brent has a lot of talented youth, that use sport as their route, as they

are inspired by Wembley Stadium. I want to see a place that is safe of gangs, were disadvantaged

youths achieve their full potential and where success is the norm, and where difference is

valued.


“ Ilivehereforyoungpeopletoimproveschoolsandemployment. ”

“ Ibecameinvolvedinyouthworkfromalotofsportinmybackground.Frommyownfamilyand

personal experience in Willesden, I became concerned and saw there was gaps in accessing

affordable sports and leisure activities. I’ve been in working in the sector in sport for 20 years and

believe that sport is a key route to young engagement and development.


BRENT

Voluntary Sector Survey


Part three

Voluntary Sector Survey

32

Introduction

This section of the Report details the results of a survey that was carried out over an eightweek

period, from May to June 2017.

The results shown are from 89 VSOs across the Borough of Brent who deliver services and

support to young people. This group was drawn from a larger directory of 300 VSOs that

work across Brent with the support of Brent Council.

YBF members that had been listed in the Brent Directory were eliminated from any

participation in the VSO targeted survey.

The purpose of researching a different group, with similar aims and work profiles as the

YBF members in the same geographical location and timescale, was to enable us to

compare and contrast the findings, including their shared needs, challenges and

opportunities, where possible.

Method

The survey was carried out via a telephone and online survey.

Many of the respondents to the VSO survey represented the traditional youth service

community that was working with young people in Brent. This group included Scouts,

Brownies and other VSOs that deliver sport, education, family support and youth-centred

activities.


Part three

Voluntary Sector Survey

33

Question 1. What kind of support does your organisation most often need?

40% of VSOs said their greatest needs were consultation and advice

20% of VSOs needed support with contracts and tendering, suggesting they were the most

likely to work towards contract readiness

Many of the standard management functions were not selected overall. This may have been

due to the nature of their make up, as some VSOs were managed by larger parent

organisations


Part three

Voluntary Sector Survey

34

Question 2. Please state your organisations annual turnover?

Half (50%) of the VSOs surveyed had turnovers of less than £10,000 a year

17% turned over £100,000 or less a year

Approx. one third (33%) had turnovers of £250,000 a year

This suggests they had relatively modest turnovers, with no single VSO turning over more

than £250,000 a year


Part three

Voluntary Sector Survey

35

Question 3. What percentage of your income comes from contracts?

Well over half (66%) of the organisations surveyed had no income from

contracts.

Approx. one third (33%) had some contract income.

Key Recommendation: These findings suggest there is a substantive need for

investment and resources to help VSOs increase their overall capacity so that they

can increase their contract income by becoming contract ready.


Part three

Voluntary Sector Survey

36

Question 4. Which best describes your organisations needs for young people services?

29% had needs which had grown compared to 29% who had needs that were unchanged.

28% who selected "other" in the free text data option had specified that it was difficult or

"hard to work out" as "some areas like the after-school club have shrunk, but weekends

and holidays have grown."

14% – the smallest proportion – said their service users had shrinking needs.

Conclusion:

This suggested that significantly more needs were growing than were actually being met.


Part three

Voluntary Sector Survey

37

Question 5. Which of the following best describes your organisations service status.

57% were maintaining services

29% were reducing services

14% considered their organisation's services to be at risk of closure

None of them were expanding their services

Conclusion:

This suggests there is a downward trend and decline in services, with 43% of VSOs either

reducing their services or considering them to be at risk of closure.


Part three

Voluntary Sector Survey

38

Question 6.

The following question was asked: If you think about the core goals – which your

organisation was set up to address – compared to the actual activities that you currently do

to purely generate income from activity that is outside your core objectives, to what extent

do you feel more or less able to reconcile your funder’s needs with those of your

organisation's core objectives?

The aim of this question was to examine the extent of any Mission Drift within a VSO. The

extent to which the funding outputs of VSOs are compatible with their core is set out in

their Charitable Objectives and/or organisation’s Terms of Reference.

The results clearly showed that half (50%) felt they could not reconcile their funding

activities and outputs with those of their organisation's main purpose.

Key Recommendation.

Further investigation is recommended in order to identify the causes of this shortfall

and how best to address it. This could examine gaps and overlaps, as well as the

extent to which funding streams currently fit with existing needs. A prime focus of

this work could be to address the key factors for both organisations and funders that

need to change to improve the compatibility of any negative features of mission drift.


Part three

Voluntary Sector Survey

39

Question 7. Please select any of the following options you were aware of before today?


Part three

Voluntary Sector Survey

40

Question 8. When you think about community assets and young people and their needs,

what or who, do you consider to be Brent's greatest community asset?

25% of VSOs were unable to name a community asset

25% of VSOs considered Brent's young people – both collectively and individually – as being

Brent's greatest asset

Some added in the free text data sections that Brent's young people were

exceptional, e.g. "mega talented and just in need of support"

50% of VSOs considered a wide range of open outdoor spaces, including parks and playgrounds

as being Brent's greatest community assets. Some mentioned this in relation to the loss of

playgrounds


Part three

Voluntary Sector Survey

41

Question 9. What do you feel are the key barriers facing young people in Brent

that are preventing them from reaching their full potential?

Space "Not enough places for young people to meet."

"Good quality face-to-face provision that offers them places to go

and socialise with peers, and become involved in positive things to

do.”

Funding "Lack of funding, spending too much time fundraising for

small amounts that are incredibly admin heavy, parents struggling to

cope; meanwhile, young people are getting into trouble through lack

of provision."

"Red tape fundraising that drains us at one end and takes us down

empty alleys."

Lack of community signposting & coherence "Poor signposting."

"Not joined up."

"Postcode barriers! The voluntary sector, with the involvement of

schools, identify the disaffected and provide a positive multicultural

approach using the parks. Expose them to different outside

experiences, through museums and music, and then do something

with those experiences."

"Lack of signposting."

Rising violence and gangs

"Gang crime."

"Youth Clubs located in safe places."

"Gangs affect us all and seem to be on the increase, more action is

needed by all.”


BRENT

Young People Research

Brent Council


Part four

Young People Focus Group

43

Introduction

The results of this section provide detail about the outcomes of a focus group that was conducted

by Brent Council on 29th March 2017 at Rubio in London.

The purpose of this focus group was to inform and provide a user voice on the future delivery

model of local authority youth provision in Brent, as well as provide input into this.

The notes from this focus group session are shown below. This represented young people’s voices

verbatim. They have been categorised under key headings for ease of reference.

Space


Create more public spaces for teenagers to hangout.

I’d love to have football pitches and Brent Council organises football tournaments to bring

people together.

It would be nice to have a space where young people could go chill and relax.

Iwouldliketoseeaplacewe can go instead of roaming around and getting into

trouble.

Iwouldliketoseemore public spaces being upgraded e.g. basketball courts,

football fields etc.

Somewhere people can do art together.

To be honest, Iamhappywithwhatwehavealready,but I’ll love to see more open parks

Aspacewhereteenscanbeteens.

Brent: need more jobs, need more green spaces, need more tourist sites.

Aspacewherewe don’t have to do anything – just chill. Whereteenscanhangout.

More areas for people to hang out and communicate together other than online/at home.

We need more playgrounds like football pitches and basketball courts.

Teenage space –whereyoucanbeloudwithoutbeingtoldoff.


Part four

Young People Focus Group

44

Young people focus group continued.

Views on activities


IthinkthatBrentlacksinafter school community activities, Isaythis,asthemajority

of activities are narrow or unheard.

Iwouldenjoymoresocial clubs and chess, computer science as a way to broaden the

types of clubs.

A free football pitch that we can use during the day.

Pool tables, arcade games, tuck shop, no fees, no mandatory activities,

art wall, drama, studio, dance, activities options.


YOUNG BRENT FOUNDATION

Useful Information


46

Young Brent Foundation Members Directory

YBF members are largely Voluntary Sector Organisations who deliver a wide range of young

people services, to one or more locations in the Brent community.

Arts Performing

Dance

Out of School

Childcare

Disability

Overseas Support

Clubs Groups

Faith Based/Religion

Educators /Schools

Carers

Family Support/parenting

Sports (all)

Crime/Prevention

Health/Mental & Wellbeing

Tuition

Community Support

Mentoring

Training Skills

Drama

Music

Volunteering


47

Brent Crime Hotspots

Gangs

Drugs

Alcohol

Sex Crime

Gang Territories

Source: Safer Brent Partnership Report 2017

Daniel Birmingham Head of Gangs Metropolitan Police Unit

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