2

Contents























WELCOME 3
ACCOMPLISHMENTS 4
VISION, MISSION & VALUES 5
MOVING FORWARD 6 - 7
NEW PROJECTS
8
FINANCIAL OVERVIEW
9
NEXT STEPS
10
APPENDIX 1: COMPANY FORM
11
APPENDIX 2: SNAPSHOT ANALYSIS
12
APPENDIX 3: CURRENT FUNDED PROGRAM
13
APPENDIX 4: CASH FLOW PROJECTIONS
14
15
DEVELOPING OUR CORE PROGRAM

3

Welcome




Here at the Jack Kane Centre, we dont just want to roll along. We want to move with the times,
know who we are, recognise and acknowledge our achievements, identify our strengths and potential
threats and share common understanding about where we are heading.
The Jack Kane Centre Business Plan will develop over the
three years from 2014-2017. We are looking forward to
the challenges and opportunites presented for growth,
development and expansion. Leading with credibility and
staying true to our vision and mission is at the heart of
what we do. The intent of our Business Plan is to ensure
our people are taking the practcal steps to achieving our
vision and mission. The plan identes opportunites to
make a dierence in the lives of those we work with by:
Creatng excitng new projects and developments
Increasing income generatng actvity
Strengthening our capacity, service delivery and
reputaton

Jack Kane Community Centre Plan 2014 - 2017

The Jack Kane Community Centre is one of the largest
community centres in Edinburgh with over 19,000 people
coming through the doors each year. Our business focus is
to look for new and innovatve ways to contnue to meet
expectatons and demand. Ultmately, we aim to deliver a
quality, thriving community centre and build a reputaton
as an innovatve provider of youth and community work.
Delivering our business plan will be supported by the
following key priorites:
Involvement & Partcipaton
Service Improvement
Funding & Income Generaton
Talent, Innovaton & Creatvity
The next three years for the Jack Kane Centre are about Innovaton, Creatvity and Talent. We want to
make what we do beter and build on our reputaton as a leading provider of youth and community
work. We believe in people, everyone who is part of the centre; young people, adults, volunteers, sta
and partners have a role to play. Working together not only gives us a united determinaton, but a
combined talent to create change, to innovate and to re-invent the way we approach things.
Addressing key priorites will provide a framework for all our work. All our actons, actvites and achievements will be
supported through our Planning Cycle:
4
Accomplishments

People, Leadership & Partners

our people to become leaders, experts and champions

2005


2006


2007


2008


2009


2009


2010


2011


2012


2013

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

Job shadowing, mentoring and volunteering

to aquire new skills, knowledge and personal
development
Increase volunteering opportunities to include
skilled roles
Develop a leadership programme and increase
opportunities for people to become leaders,
experts and champions
We plan to focus on the following key actions to help support
people, leadership and partners:
We know success and achievement are a result of people,
leadership and partners. Everything we do and want to do in
the future depends on these relationships.
Maintaining efective partnerships and ensuring community
needs are understood is paramount. It is important to us that
we encourage the development of leadership qualities and
positive working relationships with people and partners.
Creating a culture where people can develop new skills, be
leaders and contribute to their own, and the centres success,
is a key direction over the next three years. It is essential that
young people, adults, volunteers, staf and partners are given
opportunities, support and training to become leaders and
champions in their area.
Featured as a model of good practice
in Edinburgh Community Safety
Partnership Publication
Ofcial Campsite for G8 summit &
the centres 30th Anniversary
Refurbishment of the centre and
upgrade of faciilities
Early Intervention Project received
model of excellence in the
Community Learning &
Development Review
Featured as a model of good practice
in the Robertson Trust website
Participated in a cultural exchange
with Europe. Young people & their
families hosted students
Provided ongoing volunteer
positions for 20 local people
1130 individual children & young
people engaged in services
Early Intervention Project received
model of excellence in the HMIE
Over 2000 local people attended
Annual Summer Community Bash
Our achievements and successes make us proud!
Right at the beginning of this business plan we said that the
next three years are about Innovation, Creativity and Talent.
By strongly investing in people, we will approach the years
ahead with confdence and vigour.

5

Vision, Mission & Values



To be the best at what we do


to be the best at what we do





Our goal is to ensure everyone involved with the Jack Kane Community Centre are conciously aware of
our purpose, directon and driving forces. What we are planning to accomplish over the next three
years will be expressed in the words, actons and behaviours of all our people.

Strategic Priorities
Beliefs
Children, young people and adults are the
experts and champions in creating change
and vibrant communities.
Children, young people and adults are
powerful agents of change and should be
provided with opportunities to thrive and
develop their talents and skills.
Mission
To provide educational, social and
innovative programs that improve the
quality of life, health, wellbeing and
economic opportunities of children,
youth, families and communities.
Values
Celebrating the talents of our people
Supporting people to take part in
decision making
Creative thinking & originality
Developing leadership qualities
Working with and learning
from communities
Being open & sharing what we learn
Supporting the right of people to
make their own choices
Involvement & Participation
Service Improvement
Funding & Income Generation
Talent, Innovation & Creativity
Vision
Thriving People,
Vibrant Communities
We passionately believe in the positve inuence partcipaton and involvement can have on the
individual and community development.
Communicatng core elements with consistency, cohesion and clarity is vital if we are to lead with
credibility and stay true to our vision and mission. Reectng a clear message of the who, what and why
we exist will be demonstrated in all our work.
To approach the future with condence, we will ensure all our people can actvely demonstrate their
understanding and commitment to our vision, mission, values and strategic priorites.
Guiding principles
Creativity
Innovation
Talent
Determination
Inclusion
Achievement
Communication
Teamwork
Partnership
.
.
.
.
.
.
.
.
.
.
.

6

Moving Forward


Develop 4 new strands of work -

Intercultural Project, Health and




Increased number of centre users and volunteers


New projects and programmes created

Skilled volunteers with leadership and
accreditaton optons available
Broader range of partnerships established


Increased access to healthier opportunites
Reducton in health inequalites
Wellbeing Initatves, Social Enterprise Caf and Gardening Project
Involvement &
Partcipaton
>
>
>>>
>
Develop a Community Consultaton Plan with a three ter
strategy: wider community, centre users and stakeholders
Develop new volunteering opportunites in skilled roles
whereby employability is increased
Create more social and family actvites
Community consultaton feedback received,
reviewed and implemented
Actons
Outcomes
Outcomes
Goals
Clear and eectve governance structure
All sta, volunteers, centre users and partners
are aware of mission, vision, values and future
directon
Improved communicaton between sta,
volunteers, centre users, partners and the
community
Increased trac to our website and social media
Stronger relatonships with our partners
Upgrade idented areas in line with community
needs/aspiratons
Review and refresh governance structure and approach to planning
Operatonal and acton plans are in place to drive practce
Review and update of communicaton processes
Marketng and communicaton plan to include website revamp and
social media strategy completed
Forge and cultvate new and existng partnerships to enhance, support
and promote our work
Consider optons for physical regeneraton of the centre; agree through
community consultaton the purpose and devise a nancial projecton and
fundraising campaign to raise the required expenditure
>>>
Service
Improvement
Develop a highly skilled management team that delivers a strategic approach to
growth and development
Ensure everyone who is part of the organisaton has a clear understanding of
Vision, Mission, Values and strategic priorites
Co-ordinated approach to all projects, programmes, actvites, promoton and publicity
>
>
Goals, Actions & Outcomes
Increase user involvement and community partcipaton in actvites and programmes
Improve community cohesion, health and wellbeing
Foster relatonships and broaden partners at a regional, natonal and internatonal level
Build the leadership and employability skills of young people, adults and volunteers
Goals
Develop core work programme
Expand core work program
Actons
>
7
Moving Forward







More proactve co-ordinated approach to
funding on an annual basis


Increased understanding of funding opportunites
available

Funding secured for new projects


Relatonships with corporate partners
Funding & Income
Generaton
>
>>>
Increased income through new funding streams,
fundraising actvites and external lets
Actons
Goals
Outcomes
Outcomes
Goals
Increased motvaton and inspiraton among our
people and partners
New ways of doing things and a renewed approach
Feedback provided from all our people and
partners on new ideas and innovaton
Increased celebraton and acknowledgement of
peoples talents and achievements
Innovatve training provided
Creatvity and Innovaton Group formed to look at original and
unique approaches to youth and community work
Space and tme for ideas to be discussed, tossed around, shared and
tried out
Seek creatve partners for collaboratve projects such as skill swap
sessions
Develop training and volunteering opportunites to motvate and
inspire our people and partners
>>>
Talent, Innovaton
& Creatvity
Foster, nourish and celebrate talent
Build creatve capacity and promote a culture of creatve thinking
Strive for originality and dierence to build reputaton as leaders of innovatve
youth and community work
>
>
>
Secure our core annual funding from City of Edinburgh Council
Identfy additonal funding to develop new and excitng projects and actvites
Investgate opportunites for social enterprise intatves, to include the Caf and
Gardening Projects
Increase income generaton through external lets
>
>
Establish a steering group to co-ordinate funding opportunites
and develop yearly acton plan
Develop a funding calendar to identfy and support the
completon of funding applicatons
Initate commercial partnerships focusing on the corporate
responsibility giving agenda
Develop our knowledge and understanding of funding sources
available
Identfy and implement yearly fundraising opportunites
Identfy useful social enterprise methods
Actons
Goals, Actions & Outcomes
8
Key Areas of
work
Addressed

Year 1 Year 2 Year 3

Developing strong links to
to natonal MVP strategy

Increasing local peoples
partcipaton in educatonal
actvites and local aairs

Building skills and expertse
of local people
Promote and develop
positve culture










MVP facilitators as well as
trainees to implement 30
sessions to wider learning
community
Take part in 1 wider MVP
residental alongside
nominated schools
Implement and evaluate
5 training sessions for
sta within the wider
learning community
Carry out 20 sessions on
positve relatonships
within community based
learning environments
Toolkit work and present
yearly ndings





Employ 2 youth
trainees
Recruit and train 8
youth facilitators
Implement 1
residental for MVP
team
Implement and
evaluate 10 MVP
training sessions
Carry out 20 sessions
on positve
relatonships within
community learning
environments
Launch toolkit at
natonal Violence
Reducton event






















Contnue to
implement
35 street based
sessions
10 street based
sessions within other
geographical
community
20 sessions on
intergeneratonal
relatonships within
the community
Launch 3 yearly
publicatons at a
community safety
event



Increasing community
cohesion and social actvity
Building skills and
knowledge of local people
Safer neighbourhoods
Increase health and
well-being









Recruit 18 hour
development worker
& 2 youth volunteers
Train street based
team in detached
and outreach work
Implement 35 street
based sessions
Produce a community
safety publicaton
Hold a street based
session for power
brokers








Contnue to implement
35 street based sessions
10 street based sessions
within other geographical
community
Carry out 1 wider training
on street based work to
volunteers and interested
community members
Incorporate a residental
which explores
community changes
Produce a community
safety publicaton






















Developing Our Core Program
Cultivating Innovation

Mentors in
Violence
Prevention
Oot
N
Aboot
Priorities
Employ a 21 hour
development worker
Employ 2 youth
trainees
Recruit and train new
cohort of 8 youth
peer facilitators
Develop MVP
curriculum for
training
Implement one
residental for MVP
team
Implement and
evaluate 10 MVP
training sessions
Toolkit work
Agents
for
Change
Increasing community
cohesion and social actvity

Building skills and
knowledge of local people
Increase health and well
being
Promote positve
relatonships
Recruit and train 21
hour development
worker
Consult and design
appropriate
curriculum
Roll out an 8 week
community
programme within
5 local primary schools
Produce a Agents for
Change booklet for
each partcipatng
child
Extensive evaluaton
of project with
recommendatons
Contnue with developed
programme within the
original cohort of 5
nominated schools
Roll Agents for Change
programme to a further 3
schools within the
academic year
Produce an Agents for
Change booklet for each
partcipatng child
Extensive evaluaton of
project with
recommendatons
Contnue with
programme with 1st
and 2nd year cohort of
nominated schools
Incorporatng the
programme in to
another school
Produce an Agents for
Change booklet for
each partcipatng child
Produce a toolkit
which will be delivered
to an area wide event
9
Key Areas of
work
Addressed

Year 1 Year 2 Year 3

Developing strong links to

other places

Increasing local peoples
partcipaton in educatonal
actvites and local aairs


Building the skills and
knowledge of local people


Registraton with
SALTO YOUTH

Funding idented
and secured
Sta partcipate in
relevant training

Partnership agency
for youth exchange
idented
group work

programme with
young people

Sending Youth
Exchange x 1
Exchange with partner
agency x 1
Review of Year 1,
including funding
consideratons

Host Youth
Exchange x 1

Exchange with
partner agency x 1

Review of Year 2,
including funding
Evaluate process and
report on

the development of

intercultural work
area wide


Increasing community


Building skills and
knowledge of local people

Health & Wellbeing

Partnership agencies
Taster sessions
delivered
of engaging communites
initatve rolled out with
idented target groups

Explore the role of policy
on development and
maintaining approaches

Explore/develop peer
mentoring &
volunteering/
community

researchers scheme
to look at health

issues in the

community and

Explore how this


Responding to local
economic needs

Building skills and
knowledge of local people

Increasing community



Research & feasibility
study
Steering group

established

Recruitment of

caf coordinator


Volunteers contracts
roles/responsibilites
in place
Recruitment of

volunteers

Launch of community
caf

Training for young people
in hospitality industry
provided
Healthy Living Award
applied



Outreach/Delivery
service provided
Employment
people
Increasing local peoples

Building skills and
knowledge of local people
Increasing community

Research & funding
Gardening Steering
Group established
Recruitment of
community garden
volunteers
Design & establishment
of community garden
Joint partnership with
local schools to
encourage young people
to plant and grow


New Projects
Inspiring Innovation

Intercultural
Project
Health
&
Wellbeing
Social
Enterprise
Caf
Gardening
Project
Establishment of
sensory garden as
an income generated
actvity
Accreditaton
opportunites in place
opportunites for local
Funding idented
cohesion and social actvity
cohesion and social actvity
partcipaton in educatonal
actvites and local aairs
idented
cohesion and social actvity
consultaton
Funding idented
idented
Health & Wellbeing
Identfy eectve models
in healthier alternatves
potental local
solutons
actvity is sustained
European Citzenship
European Citzenship
group work programme
with young people
Partcipate in Youth
Partcipate in Youth
consideratons
recommendatons for
Priorities
10
Financial Overview

51,779
Financial Overview



Our goal is to have robust fnancial
management to optimise our budget,
attract new funds and ensure we are
aligning resources to our priorities.

The Jack Kane Community Centre received grant

funding of 73,543 from City of Edinburgh Council
for 2013-2014. This money was used for what is
considered the centres core program. Additonal
funding of 50,501 was sought to compliment core
services and provide opportunity for innovatve and
valued projects.
Raising the funds we require is a challenge within an
ever changing funding environment. The overall
reducton in local government funding over the last
few years has been a concern. The next three years
we will identfy and secure other sources of funding.
Opportunites to secure additonal funding will be
actvely pursued. Out proven track record of
securing funding, combined with our new funding
strategy will maximise our chances of success.
Potental new funding includes:
Big Lotery Communites & Families Fund
Big Lotery Young Start
Tudor Trust
Gannochy Trust
Children in Need
Henry Smith Charitable Trust
The Community Space Fund
The Britsh Youth Council
People Postcode Lotery
Working target of 257,559 for the following 3 years.
Cash ow projectons in Appendix 5 & 6 show
additonal funding required for new and contnuing
projects.
Year Core Work
Development
Work
1 58,598 43,018
2 60,851 29,268
3 63,488 32,336
73,543
9,750
6,000
6,400
2,500
2,121
26,777
Income
CEC Grant Aid CEC EIP Holiday Prog
Robertson Trust - The Crib HOT - A Team
Neighbourhood Part'ship CEC - Children and Families
Centre Generated
73,568 10,872
6,000
6,400
2,500
2,121
28,008
Expenditure
CEC Grant Aid CEC EIP Holiday Prog
Robertson Trust - The Crib HOT - A Team
Neighbourhood Part'ship CEC - Children and Families
Centre Generated
Income & Expenditure
Future Funding
Financial Summary of 3 Year Plan
Our goal is to have robust nancial
management to optmise our budget,
atract new funds and ensure we are
aligning resources to our priorites.
11
Next Steps

each target and milestone.

Challenges 2014/15
Undertake a market research and feasibility
analysis for a Community Caf. This research
Develop a longer term funding plan to address
Service Improvement
Develop four new strands of work:
Intercultural Project
Community Caf
Gardening Project
Secure funding to pilot our Community Caf and
Gardening Project
corporate giving
Targets & Milestones 2014/15
Funding Steering Group and Funding Plan
established
Gardening Project Steering Group established
Feasibility Study and Project Plan for Community
Caf completed
Community Caf Steering Group established
Pilot Community Caf
Intercultural Project Steering Group established
Fundraising strategy to provide upgrade
to the centre in place
campaign to raise the required expenditure
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
Thriving People, Vibrant Communities
>
> Community Consultation Subgroup established
12
Appendix 1

Company Form



Community Learning & Development
Children & Families Department
Services for Communites
Health Opportunites Team
Cluster Primary Schools
Cluster High Schools
Edinburgh Leisure
Police Scotland: Violence Reducton Unit
Castle Project
Aberlour
Castlerock Housing Associaton
Local Businesses
Craigmillar/Portobello Neighbourhood
Partnership
NHS
Canmore Housing Associaton
Castleview Community Centre
Management Commitee
Craigmillar Adventure Project (CAPRO)
Craigmillar Community Library
Cashback For Communites
Portobello Community Centre
Hunters Hall Housing Co-Op/
Niddrie Community Youth Group
Magdalene Community Centre
KITS (Kids In The Street)
Venchie Children & Young
Peoples Project
Scotsh Borders: Community
Learning & Development
Britsh Council
Lyra Theatre
Community Renewal
Youth Link Scotland
Portobello Library
The Thistle Foundaton
Craigmillar/Portobello
Community Council
Police Scotland
Scotsh Fire &
Rescue Service
St Teresa Youth Group
Edinburgh University
Britsh Youth Council
Partners
The Jack Kane Centre is a unincorporated body with charitable status and governed by a Management Commitee. The company's
nancial controls and procedures adhere strictly to the requirements of employment law, the charity regulator OSCR, SORP
comprehensive framework of recommended practce for charity accountng and reportng and the City of Edinburgh Council
funding code of conduct and best values.
Organisation Structure
The Management Commitee meet every month and consist of four oce bearers and eleven members, ve of which are young
people. All members are local people or have a local connecton. Senior Management are also present, alongside two local elected
members of Edinburgh City Council. Key responsibilites of the Management Commitee include: providing and decision making of
strategic directon to the organisaton; overseeing current programmes and funding agreements; monitoring and reviewing
policies and procedures; overseeing employees requirements/legislaton; development of new initatves; fundraising and securing
the future sustainability of the organisaton.
- OSCR, Ofce of the Scottish Charity Regulator
- SORP, Statement of Recommended Practice
13
Appendix 2

.



Market Snapshot Analysis






Community Caf Garden Project
Next Steps:
Detailed market research and feasibility analysis
Submission of funding applicatons
Pilot Initatve
Community gardens have potental to promote
community spirit and healthy lifestyles. They can
provide a key educatonal space for learning about
healthy eatng and growing techniques. The Jack
Kane Centre is surrounded by land which could
potentally provide space for a community garden.
Space combined with the skill and talent of our
sta and volunteers is the startng point for the
development of an inclusive partcipaton project
that atracts people of all ages, backgrounds and
interests. Transforming green spaces can:
Promote social acton
Involve people of all ages

Improve community condence and urban

Engage new volunteers in dierent actvites
Improve employability skills for young people
Provide access to new funders and sources of

Target Market:
Local community
Centre users
Sports wing centre users

Next Steps:
There is potental for the Jack Kane Community Centre
to develop their large kitchen space into a sucessful
Community Caf/Healthy Living Learning Environment.
The increasing popularity of the centre, the growing
interest in food, potental to grow our own produce,
healthy living, and the benet of being situated next to
Edinburgh Leisures sports facility puts us in an excellent
positon to:
Have a strong potental community customer base
Create a unique, innovatve approach that will
dierentate from other projects and atract funding
Establish the Jack Kane Centre as a community hub
for eatng fresh, eatng well & eatng local
Use social enterprise methods
Target Market:
Local community
Centre users
Sports wing centre users
Oce/local workers in the area nearby professional
building
Create an environment that oers accredited
learning/volunteering opportunites for local people;
a mult-purpose project that will positon itself as an
educatonal resource for schools and further
educaton
.
.
.
.
.
spaces
income
.
.
.
.
.
Detailed project plan and cost projecton
Submission of funding applicatons
Linking with organisatons to learn from their
experience
.
14
Appendix 3
Current Funded Program


Older Peoples Events: The Jack Kane Community centre strives to bring new and rewarding experiences to all
age groups. The centre oers a diverse range of actvites for older people which includes lunch clubs,
tea dances, socialising events and gentle exercise. All actvites encourage fun, laughter and friendship.
The Crib/Open All Hours: A unique partnership with Edinburgh Leisure allows young people 12 years and over
the opportunity to have fun, excitement and learn new things through sport and health. The emphasis is on
providing an alternatve Friday evening for young people and to encourage healthy lifestyle choices.
OOTNABOOT: Detached youth work project providing a street based service to engage with young people in
their own territory. The street becomes an informal setng for issue based discussion and learning. Our mobile
team ventures to places that are out of reach from normal youth work establishments and seeks young people
who are ofen hard to reach in the hope of developing positve relatonships.
Girls Group: This single gendered group provides an opportunity for young females to come together in an
environment to look at what it is like to be a female in todays world. Discussion, research and acton by these
young females has raised important gender issues to a wider audience to contribute towards creatng social
change.
426: A service oered to children within the local community with a focus on being happy, healthy and safe.
Children come to play, learn and socialise in a safe space. Key achievements have included children working
towards planning and implementng a week long residental in the Highlands of Scotland. The lead up to the
residental provided lots of new learning and the children taking an actve role in ensuring the excursion was
safe and a wonderful experience for all those involved.
MVP: Mentors in Violence Preventon is a partnership with a host of organisatons including City of Edinburgh
Council Community Learning and Development and Police Scotlands violence group. A dedicated group of
young people are given the opportunity to partcipate in a leadership programme to motvate both sexes to
play a central role in addressing gender violence and sexual harassment.
FU12: This childrens group oers a unique drop in service for under 12s. The focus is to look at community
safety issues using arts and drama techniques to highlight their thoughts, concerns and issues in the
development of their community. This informal space provides an opportunity to socialise and explore
relatonships and address any community safety concerns and issues.
Early Interventon Project: Agents for Change programme operates in the cluster Primary schools of Portobello
and Craigmillar. Children are recruited as special agents for an intensive 8 week programme which explores the
changing nature of communites.
Holiday Provision: Bringing people together for fun, excitement, laughter and new opportunites is what our
holiday actvites programme is all about. The programme looks to incorporate new learning experiences to
challenge young people, children and adults. The provision also hosts the annual Summer Bash which atracts
over 2000 people.
Smooth Moves: Transiton from Primary to Secondary High school can be both excitng and frightening at the
same tme. The centre oers a transiton group to allow children the space to share their thoughts and feelings
about moving to High School with older young people from the area actng as peer mentors.

Jac
2
Fa
ck Kane
208 Niddrie
Tel:
acebook: jac
Registered S

Commu
e Mains Roa
EH16 4ND
0131 657
ck kane Tw
Scottish Char
unity Cen
ad, Edinburg
D
1595
itter: @jkm
rity sc020762
ntre
gh
mc3