Review of Voluntary Sector Organisations
(Community Learning and Development)
YMCA Scotland
11 August 2009
Contents
Page
1. Introduction
1
2. Context and background
1
3. Key strengths and good practice
2
4. How well did YMCA Scotland meet the needs of its
stakeholders?
5. How effective was YMCA Scotland in key aspects of
management?
2
4
6. How effective was the leadership of YMCA Scotland?
5
7. What is YMCA Scotland’s capacity to improve?
5
8. Main points for action
6
9. What happens next?
6
Appendix 1: Quality indicators used to evaluate YMCA Scotland
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1.
Introduction
In January 2009, the Scottish Government (SG) commissioned HM Inspectorate of
Education (HMIE) to undertake a review of YMCA Scotland. HMIE and SG agreed
the quality and performance indicators to be used in the review from the framework
of indicators within the HMIE publication How Good Is Our Community Learning and
Development?2 (HGIOCLD?2).
The fieldwork for the review took place between 1 and 3 June 2009.
HM inspectors visited YMCA Scotland headquarters in Edinburgh and interviewed a
range of stakeholders including young people, volunteers and paid staff, committee
members and partner organisations. Telephone interviews were conducted with a
number of members of local YMCAs from across Scotland. HM inspectors analysed
questionnaire responses from 13 stakeholders including local associations.
2.
Context and background
YMCA Scotland is a Christian based youth organisation which provides support to
34 local YMCAs across Scotland. The local associations operate as autonomous
bodies and employ their own staff directly. The primary focus of services delivered
by the YMCA movement is youth work with 13-25 year olds. This includes
supporting young people through key transitions in school and on to work, further
education and training. Local associations vary considerably in the size and in the
range of services delivered. Some larger YMCAs are voluntary sector providers of
youth housing and support services. A diverse range of services is provided by local
YMCAs. This includes street work, drop-in provision, refugee and asylum seeker
support, drug and alcohol support services, personal development, social and
recreational provision and mentoring programmes.
In recent years, YMCA Scotland has withdrawn from direct service delivery of youth
work programmes to focus more fully on building the capacity of local associations,
raising quality standards and providing strategic leadership. This change resulted in
a reduction in the number of staff employed directly. YMCA Scotland now employs
seven members of staff at its base in Edinburgh.
Most local YMCAs report that the support, advice and leadership offered by YMCA
Scotland is invaluable. Others, including some of the larger associations, are
focused on developing their own plans and priorities to address local needs and do
not view the national organisation’s role as essential to support their work. YMCA
Scotland faces significant challenges in meeting the diverse needs of the full range of
organisations and in developing a coherent agreed set of priorities within the wider
YMCA movement. Almost half of the local associations actively participate in the
annual assembly which elects a national council to set priorities, plan and oversee
the work of YMCA Scotland.
At a national level YMCA Scotland has taken an active part in contributing to current
policy and practice development in youth work and works closely with Youthlink
Scotland. The General Secretary was a representative on the Youth Work in
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Schools Strategy Group and chairs a voluntary sector officers’ group. The
organisation has extensive international links within the worldwide YMCA movement
and has provided support to local YMCA associations undertaking international visits
and exchanges.
3.
Key strengths and good practice
•
Highly committed staff and committee members.
•
Effective partnerships at local and national level.
•
Strong engagement with, and contribution to, national policy and practice
development.
•
Commitment to improving services.
Working Towards Excellence
Working Towards Excellence is a self-assessment tool developed by YMCA
Scotland for use by local associations. Trained volunteer assessors work as peer
reviewers with local associations to assess performance against ten agreed
principles. The application of this tool has had a positive impact on the capacity of
local associations to plan for improvement.
By visiting www.hmie.gov.uk you can find out more about this example of good
practice.
4.
How well does YMCA Scotland meet the needs of its stakeholders?
How well does YMCA Scotland impact on young people?
Local YMCA associations are delivering a wide range of successful projects focusing
on issues such as health and wellbeing, anti-social behaviour, violence, mental
health, prevention and early intervention. Young people involved in local YMCA
associations are developing confidence and skills and are active in their
communities. Young people demonstrate a long term commitment to their local
associations. Many can identify the difference their involvement had made in their
lives. They report wider benefits such as improved communication skills, greater
respect for other people, improved employment opportunities and enhanced health
and wellbeing. Some young people have progressed to become volunteer leaders in
their local YMCA and are involved in local and national decision making within the
YMCA movement and beyond. Some have become involved in the Scottish Youth
Parliament. Denny & Dunipace YMCA operates observer status at their
management committee where young people can observe the board before deciding
to join. Young people are included in their local YMCAs and their views are used to
help shape programme development. There is a need to improve the use of
2
accreditation and certification to recognise and celebrate young people’s
achievements.
YMCA Scotland needs to improve how it monitors and evaluates the outcomes for
young people involved in both local associations and in the national organisation. A
lack of data and performance information hinders the development of an analysis of
outcomes overall. There is no clear reporting on performance to the wider
movement. The organisation’s annual report does not include an analysis of
performance against key priorities and it is difficult for stakeholders to obtain clear
information on the value added to local development by YMCA Scotland.
How well does YMCA Scotland impact on staff and volunteers?
Paid staff and volunteers are highly motivated and committed to the purpose of the
organisation. Staff morale is high. The team works effectively and is well supported.
Staff feel valued and turnover is low. A high number of staff and volunteers have
given many years service. The General Secretary is seen as approachable,
supportive and effective as a manager and leader. Staff benefit from a
comprehensive monthly support and supervision system. An effective annual
appraisal system helps staff to assess performance. A new employee checklist with
clear allocation of responsibilities has been put in place at the national office. A
regular programme of meetings with the General Secretary and bi-annual retreat
events provide protected time for staff discussion. National YMCA staff are
supported to identify work-related training and development opportunities within an
agreed budget limit. A member of staff has recently returned from participating in a
youth work conference in Germany. All staff actively contribute to a 2020 visioning
exercise participating alongside local association members. However, there is no
consistent induction material provided by YMCA Scotland for new staff or volunteers
in local associations. There is a lack of equalities training for staff, board members
and local associations. The organisation would benefit from putting in place a more
systematic approach to staff training and development across the movement as a
whole. Local associations would appreciate more opportunities for networking
support so that staff and volunteers can share practice and improve their
understanding of developments within the wider movement.
How well did YMCA Scotland impact on communities?
Locally managed YMCA associations make a positive impact on their communities.
They actively engage in developing and delivering a broad range of quality services
in response to local needs. These included preparation for employment, work with
disaffected S1/2 pupils, diversionary activity, internet security and child care and
young people’s health drop-in provision. High numbers of young people benefit from
YMCA provision. Peebles Youth Trust have developed a highly effective volunteer
based inclusion project. At a national level the YMCA plays an influential role in
decision making and is engaged in productive networks. The YMCA is a full and
active member within Youthlink Scotland and is represented on the Youth Work In
Schools Strategy Group. The National Secretary chairs the Voluntary Sector Chief
Officers Group (VOCOG). Links to Scottish Government led policy development in
youth work are strong and this brings wider benefits to the YMCA movement as a
whole. Local associations are provided with information on current priorities. The
3
majority of local associations are engaged in effective partnership working with a
range of community partners. YMCA Scotland has developed positive partnerships
with the Association of Directors of Social Work and Strathclyde Police Violence
Reduction Unit. Two new YMCAs have been established in rural areas within the
past year. The YMCA quality review process is valued by local associations.
Drawing on quality review evidence, YMCA Scotland has recently developed an
online progressive governance support resource. This provides local board
members with access to a comprehensive toolkit resource. There is no specific
single document available which clearly communicates the role and function of the
national YMCA to both existing and new members. The level of engagement by local
associations with the National YMCA is variable. There is limited capacity to respond
to the full range of needs expressed by local associations. Support is often reactive
and focused on addressing specific difficulties. There is too much reliance on the
General Secretary as the key source of information and practice.
5.
How effective was YMCA Scotland in key aspects of management?
Inclusion, equality and fairness
YMCA Scotland promotes a Christian ethos and requires that some of the staff posts
within the national organisation are restricted to those who share the Christian ethos.
Local associations vary in their interpretation and application of this approach. The
national organisation promotes a strong message that their purpose is to work to
meet the needs of those from all faiths or none. Local YMCAs work with a range of
young people in a variety of settings and there is a strong focus on meeting the
needs of young people who are at risk of exclusion. Young people feel included in
their local YMCAs and view the organisation as open and welcoming to all those who
want to participate. There are good examples of young people with disabilities,
young people from minority ethnic or faith groups engaging in local YMCA
associations. No data is available on diversity within the organisation as a whole. It
is therefore difficult for YMCA Scotland to assess the relative strengths and
weaknesses of their work to promote inclusion, equality and fairness. There is a
need to collect data to improve understanding of who is engaging in YMCA led
activity and for identifying barriers to participation. Local association board members
would benefit from training on equalities. A clearer strategy is needed for improving
diversity and equalities in the movement.
Participation of service users and other stakeholders
YMCA Scotland is currently engaged in a “2020” visioning exercise to consult and
engage with stakeholders on the organisation’s long term direction and priorities.
Considerable efforts are being made to involve staff, volunteers, young people and
partners in this review process. The national organisation regularly consults on key
aspects of development and youth work policy issues with the wider movement and
other stakeholders. Local associations are encouraged to participate in the National
Council and those represented on the Programme Committee welcome the
opportunity to influence plans. At local association level young people report that
they influence plans and programmes. A Youth Actually network has been
developed recently to establish a means for strengthening the voice of young people
4
at national level. This is at an early stage. The organisation has not yet been able to
achieve a consistent level of engagement in development and decision making by
local associations. YMCA Scotland is actively seeking to improve this by reviewing
governance arrangements.
Operational planning
YMCA Scotland provides monitoring reports on progress against plans and priorities
set out in grant funding agreements. The Working Toward Excellence
self-assessment system is having a positive impact on the ability of local associations
to plan for improvement. A Positively Board development programme has recently
been created to provide support to strengthen the ability of local associations and
others to plan and manage services. This programme has generated interest from a
wider group of stakeholders in the voluntary sector. The organisation recognises the
need to improve planning and in particular strengthen the connection between
strategy and delivery. The 2020 visioning exercise currently underway is one means
of bringing about this improvement. At present, plans are not sufficiently specific,
timeframed or measurable. Team and individual staff work plans need to link more
specifically strategic objectives. Performance information is not sufficient over all.
There is a need for YMCA Scotland to establish more systematic procedures for
planning, evaluation and performance management and reporting.
6.
How effective is the leadership of YMCA Scotland?
The General Secretary, President and Chairperson are well informed on national
youth work priorities. They demonstrate strong and effective leadership and enjoy
the respect of partner organisations and stakeholders. The General Secretary’s
involvement in significant national policy initiatives in youth work brings wider benefits
to the organisation. Evaluation of risk is effective and robust arrangements have
been put in place by the Resources Committee to address a pension deficit and
ensure the organisation’s financial stability. Accountability of the General Secretary
to the management board through the Chairperson has recently been made more
effective through regular monthly meetings. Staff within YMCA Scotland are heavily
reliant on the leadership of the General Secretary. There is a need to be clearer
about how the priorities of the organisation are established at both national
headquarters level and across the wider Scottish movement. Plans to improve
governance and accountability within the organisation are currently being developed.
7.
What is YMCA’s capacity to improve?
YMCA Scotland has a good capacity to improve. The organisation has successfully
managed a significant change process in recent years and is in the process of
revising its strategic priorities through a wide consultation process. There is a need
to build on progress made through clarifying the priorities and performance of the
national organisation against the wider development of the YMCA movement.
Evaluation of work undertaken by YMCA Scotland and work undertaken and led
through local associations needs to be made distinct. This will help to clarify the
added value brought to the wider movement by the national organisation.
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8.
Main points for action
YMCA Scotland should take action to address the following main points for action.
•
Seek ways to increase the proportion of local associations engaged with
national developments.
•
Gather and analyse quantitative data on performance at YMCA Scotland and
across the wider YMCA movement.
•
Ensure that planning is improved through developing specific, timeframed and
measurable plans and targets.
•
Build on progress made in strengthening self-evaluation, management and
planning across the YMCA movement.
9.
What happens next?
HMIE will take no further action in relation to this positive report. Colleagues in the
Scottish Government will continue to monitor progress in relation to their grant
funding.
6
Appendix 1:
Quality indicators used to evaluate YMCA Scotland
HM Inspectors use performance measures and quality indicators when making
judgements in their reviews of national voluntary organisations. The quality
indicators used were selected from those published in June 2006 in the publication
HGIOCLD?2. This publication is available on the website www.hmie.gov.uk.
1.1 Improvements in performance
2.1 Impact on participants
3.1 Impact on staff and volunteers
4.1 Impact on the community
5.9 Inclusion equality and fairness
6.2 Participation of service users/stakeholders
6.3 Operational Planning
9.2 Developing leadership and direction
Peter Hamilton
Managing Inspector
HMIE
7
satisfactory
very good
very good
good
good
good
satisfactory
good
To find out more about inspections or get an electronic copy of this report go
to www.hmie.gov.uk. Please contact the Business Management and
Communications Team (BMCT) if you wish to enquire about our arrangements for
translated or other appropriate versions.
If you wish to comment about any of our inspections, contact us
at HMIEenquiries@hmie.gsi.gov.uk or alternatively you should write in the first
instance to BMCT, HM Inspectorate of Education, Denholm House, Almondvale
Business Park, Almondvale Way, Livingston EH54 6GA.
Our complaints procedure is available from our website www.hmie.gov.uk or
alternatively you can write to our Complaints Manager, at the address above or by
telephoning 01506 600259.
If you are not satisfied with the action we have taken at the end of our complaints
procedure, you can raise your complaint with the Scottish Public Services
Ombudsman (SPSO). The SPSO is fully independent and has powers to investigate
complaints about Government departments and agencies. You should write to
SPSO, Freepost EH641, Edinburgh EH3 0BR. You can also telephone 0800 377
7330, fax 0800 377 7331 or e-mail: ask@spso.org.uk. More information about the
Ombudsman’s office can be obtained from the website at www.spso.org.uk.
This report uses the following word scale to make clear judgements made by
inspectors.
excellent
very good
good
satisfactory
weak
unsatisfactory
outstanding, sector leading
major strengths
important strengths with some areas for improvement
strengths just outweigh weaknesses
important weaknesses
major weaknesses
Crown Copyright 2009
HM Inspectorate of Education