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Chameleon WM CIC
Proposal for Services - Leisure and Training
This document outlines the plans for the development of the Pit Stop Youth Hub, an iconic, 21st Century youth facility, located in Burslem or Tunstall. The aim of this facility is to engage and inspire young people, aged 8-19 (up to 25 for young people with disabilities) from across Stoke on Trent by offering access to high quality gaming, video editing equipment, a music studio, arts, leisure and recreational activities and targeted support programmes aimed at changing the lives of its members including the most vulnerable and disadvantaged. This will be done through training in employability, career development and motivational training to help those young people who suffer with issues such as anxiety, depression or isolation. Through our work, over the years we are coming across a rising number of young people who suffer from anxiety and depression. This is currently stopping them from joining the work force, or makes it difficult for them to
hold down a regular job. With the help from our partners this is one of the
issues we aim to address.
Figure 1 - A few of the young people we worked with at the Fenton pilot Mobile IT Youth Club 2015
Figure 2 - Fenton pilot Mobile IT Youth Club 2015
The Pit Stop Youth Hub
The vision for the Pit Stop Youth Hub is ‘a world class facility at the heart of the town centre which will allow young people to express themselves and participate in positive activities’. A dynamic and fun environment will be created.
Where youth develop and lead the programs and activities offered, become engaged in their interests and community, and seek involvement in self‐determining their own life path. The project has been identified and driven by local community need and in recognition of decades of under investment in youth provision at a local and national level.
Chameleon WM CIC (Youth Hub) is pleased to submit this proposal for services to support the Young People of the City in achieving its goals for improved customer satisfaction by providing high tech youth club services, life skills and employment training sessions. This will be done in a new and innovative way, and provide work for apprentices, at a number of levels within the project. We have partnered with local job centres, training providers and employers. We will also be working closely with schools both primary and secondary from across the city. We are committed to improving the lives of the young people and provide them with a place to socialise and learn.
The Pit Stop Youth Hub will consist of nine zones:
For more information, visit our website at www.chameleonwmcic.com
Chameleon WM CIC has been guided by the vision and values developed through the youth consultation after hosting a number of community working group sessions, involving youth from local schools and youth organisations, including care homes for adults with learning disabilities:
The Pit Stop Youth Hub will offer a universal service providing a wide range of positive, constructive and enjoyable activities to help young people make better use of their leisure time, alongside a range of targeted information, advice and guidance services to help young people deal with the challenges they will face throughout their lives.
Figure 3 - BME Youth Awards - Run by young people, for young people with us!
The Pit Stop Youth Hub will have a strategic impact and help to achieve a number of key local and national indicators relating to children and young people, focused around education, employability, crime, health and well-being. The project will have a significant impact upon the following national and local Government policy areas:
The Pit Stop Youth Hub has also taken into consideration the key aims and priorities outlined within Council’s Children and Young People’s Plan; and will play a significant role in supporting the local authority to achieve key performance targets contained within the plan.
The youth are the future of the city; help them make a difference.
The project has been driven by local need for the facility and we have chosen to locate The Pit Stop Youth Hub in Burslem or Tunstall because of the high levels of deprivation (Map 1) in the area, although the building will be open to young people from across the city. All of Stoke on Trent’s Lower Super Output Areas (LSOA) are within the bottom 3% most deprived in the country. (Source: Index of Multiple Deprivation 2015).
The Pit Stop Youth Hub will be used by young people drawn from across the city, giving them unprecedented access to state of the art gaming, artistic, recreational, learning and leisure facilities. The Pit Stop Youth Hub will employ a rich staffing resource with skills in employability, enterprise, targeted support and community engagement designed to raise the aspirations of young people.
The Pit Stop Youth Hub will create 4 new posts and 2 apprentice posts, from full time senior management roles through to sessional workers, coaches and operations teams; some key posts include: General Managers, Administration and Finance Manager, Centre Staff, Youth Engagement Officer. The wider economic benefits will be felt by the local area and increased trade to local businesses surrounding the facility.
The timescale for the construction and development phase of the Pit Stop Youth Hub is 10 months, with a pre and post launch phase either side of this.
The vision of the Children and Young People’s plan is: “To enable children, young people and families to access services quickly in order to be secure, healthy, have fun and achieve their full potential.” The Pit Stop Youth Hub will assist the Council in delivering the vision by offering comprehensive, accessible, affordable, exciting and high quality youth provision that allows young people to enjoy new experiences and activities that will develop their interests, skills and social networks in a safe environment, which encourages them to adopt lifelong positive behaviours and improve their overall health and well-being; and enables them to achieve their full potential.
A key aspect of the Sustainable Communities Plan focuses on the “Life Chances for Children and Young People” and narrowing the socio-economic disparities between young people from the most deprived parts of the city and those from less disadvantaged areas. The Pit Stop Youth Hub will play a key role in helping to eliminate disparities around employment, health and life expectancy by giving the most vulnerable young people the same advantages as their peers. The Pit Stop Youth Hub will deliver a diverse range of leisure, recreational and developmental activities that will offer new opportunities and experiences, many focused around gaming, art and music that will allow young people to learn, develop their personal and career interests; and become active, contributing citizens who are able to make a difference in their local community.
The Pit Stop Youth Zone will also complement the mission and work of our partner, in creating Safer Stronger Communities, as the building and activities will offer a positive alternative option for the most disengaged and vulnerable young people.
Figure 4 - Map 1
Our case study of a young person we have worded with: Andrew Gaunt Andrew was living at the YMCA, unemployed, feeling lost and isolated, due to not having any qualifications and unsure of what the future held for him. With the creative job hunting training Chameleon WM CIC provided, Andrew was able to develop himself first with one to one and group motivational training sessions. These sessions helped him to learn how to set goals and work towards them.
As his confidence built he was supported by Chameleon with his CV and application writing skills, then on to interview techniques, which was one of his biggest fears. He was then tasked to set some goals and develop a plan. Chameleon was able to provide him with volunteering opportunities at the Burslem Festival to help to build his confidence. While volunteering at this event he was seen by a local business and offered work experience then sessional work through Chameleons business contacts.
Chameleon also helped him to develop new friends and contacts, this was done through attending group events and activities such as wall climbing at The Kilnworx and airsoft events. These would also help him to build his confidence. 1-2-1 sessions were held with his mentor Jay Gardiner, and together they worked on improving Andrew's employment prospects. Andrew secured a job with McDonalds and now lives in his own flat.
Andrew says: "It has been a brilliant experience, I was able to develop new skills, and work out what i wanted to do with my life and they have helped me to learn a lot about myself. Thank you"
Our research has found that YOUTH centres have been forced to close and others have had their funding slashed as part of cost-cutting plans. Stoke-on-Trent City Council reviewed all ten of its youth centres, and those with the highest costs and fewest users were closed down and sold off for other purposes.
The measure, which forms part of a £24 million savings plan, which saved the council almost £400,000, with the loss of about nine jobs. With the second part to the proposal see the last three youth centres in the city at Milton, Meir and Moorpark receive reduced funding to save a further £255,000 and cut six jobs.
With the closure of most of the council run youth centres in the city. Leading to the youth worker team being cut from; 114 youth workers down to only 14 to cover the whole of the city. Councillor Debra Gratton, cabinet member for children's services, said the decision to include youth centres in the cuts plan reflects the scale of the savings needed.
She said: "The proposal is, in effect, the removal of youth centres, although we would be keeping the three mobile youth vans. Our youth workers have done some sterling work to support a lot of young people and have reduced anti-social behaviour.
Tom Simpson, manager of the Bentilee Volunteers and secretary of the Goldenhill Residents Association, said: "It's a catch 22 situation. I know the council has got to make cuts to make ends meet, but at the end of the day there needs to be something for the young people of the area to do.” "There have been problems with anti-social behaviour in the area and the young people need to be occupied.” "If there are more voluntary groups out there it might be an area to look at.”
Mr Rawlinson, from Shelton, added: "The youth centre provides a vital service. It keeps kids off the streets who would otherwise be hanging around street corners potentially getting into trouble.”
"The council should really do all it can to keep youth centres open, but I don't envy the task it has to slash its budgets."
Stoke on Trent has gone down to only three youth centre across the city, giving young people nowhere to go and occupy their time when out of education.
We have run youth projects for the last five years. Committee members have been working with young people for the last twenty years.
Further, Committee members work in training and employment law. Where they have helped young people into employment, after providing employability training.
Today young people expect to be able to be able to attend a youth space that is safe and relevant to their needs. A space that will support them in their development and understanding of their local community. While providing them with leisure facilities that enables them to grow.
Value to Community:
1) Reduced anti-social behaviour.
2) Enhance the quality of life for members of the community.
3) Provide a place where parents, know that their children are safe and well supervised, by staff that havebeen enhanced DBS checked.
4) Regenerate the building that will be used, from an empty shop to a fully utilised community space.
5) increase the foot fall in the town, by bringing young people from across the city to use the space.
6) Provide employment for local people.
Value to the young people:
1) Provide a social space that will allow them to meet with other young people of different cultures.
2) Provide young people with mentors and support with issues that affect them.
3) Provide a wide range of training and life skills.
4) Provide a safe environment for them to interact with positive role models.
5) Give them the opportunity to experience new social activities, which may increase their own personal aspirations.
6) Provide apprenticeship places to local young people.
7) Provide work experience for young people on a traineeship.
We will provide different sessions to children, young people and adults of different ages, as outlined below;
We will also provide targeted training sessions to groups during the daytime, sessions such as;
Within 3 months after launch, we intend to:
1) Increase the number of young people’s membership per month from 0 to 150
2) Increase the number of young people attending the Hub to 0 - 500 per month
3) Employ our first apprentice
Within 6 months after launch, we intend to:
1) Increase the number of young people’s membership per month from 150 to 300
2) Increase the number of young people attend the Hub to 500 - 1200 per month
3) Have 100 more questionnaires completed by local young people
Within 9 months after launch, we intend to:
1) Increase the number of young people’s memberships per month from 300 to 450
2) Employ our second apprentice
3) Have 100 more questionnaires completed by local parents
Within 12 months after launch, we intend to:
1) Increase the number of young people’s membership per month from 450 to 600
2) Increase the number of young people attend the Hub to 1800 - 2500 per month
3) Have 100 more questionnaires completed by young people from across the city
Figure 6 - Young People Performing at the Chameleon WM CiC's Job Fest
A Music Festival and Jobs Fair all-in-one 2015
At the moment there are no competitors that are offering the described service. This is due to the nature of the technology being new on the market. However, this is expected to change rapidly as soon as others see the success and potential of our Hub. In time the price of the technology will also reduce and allow greater access by the general public.
Our core strengths are that of our extensive experience of working with young people in Stoke on Trent over the last 15 years. Our contact with youth groups, schools and the local authority. Also our ability to involve young people in the marketing and development of the Hub. We have the relationships with the young people that allows them to have a voice, we have the links with local businesses, and we now have the technology and man power to manage the project easily and effectively.
1) We have found some newly established technology, we are bringing these together with some of the most popular technologies in an environment that is positive and inviting. So by doing this we will build what will be a rapidly common and expected service.
2) The growing penetration of broadband internet, combined with the improved gaming technology (iPads and smart phones). We will be able to use these to motivate young people to lead their own learning and raise their self-esteem and aspirations.
The result is that this form of proven technology will drive the development of our young people, while giving them a number of transferrable skills, that can demonstrably improve their life path.
There are significant system considerations when deploying the Youth Hub. We must ensure that we either have a partner that can perform up to our expected load, or we must manage these ourselves.
We will need to deploy this gently to ensure we do not overly stress the staffing team with the expected rise in demand, especially once the word gets out amongst the schools and youth groups.
We will design the Youth Hub so that it can be used as a training vehicle for apprentices, who will once completed be able to transfer to new sites across the city. This will enable us to build a self-sustainable service, which will be able to develop is work force and grow its availability and effectiveness.
While the development cost is expected to be high, in the region of around £263.601.21 for one years startup and running cost. The Pit Stop Youth Hub will need £133,301 which also includes the first years rent and business rates, this is to cover the fixed start-up cost of setup. The operational cost may be manageable running at around £166,049.86 per year. A more detailed estimate will be presented with a monthly breakdown and start-up costs, on request.
1) The first factor that is critical to our success is the ability to bring in the latest technology, and provide enough to handle the demand from the community.
2) The ability to purchase the latest games and updates. As well as having the ability to provide high speed internet that will allow the systems to run fast and smoothly.
3) We need to determine the best way to market our service to young people and the wider community.
4) This project will need to constantly consult with young people about the services that we offer, and what the needs are of the young people and others that attend.
We recommend that we proceed to the fund raising phase as we have determined that we have design a cost-effective user experience, with high technology. From there we will then move on to the deployment strategy.
Who will we work with?
o Safer City Partnership
o Residents' associations
o Community groups
o Voluntary sector
o Schools and colleges
o Teenage pregnancy prevention team
o Education welfare officers
o Youth offending teams
o Family support team
o Drugs team
o Careers service
o Local Matters
Figure 7 - A couple young people from the YMCA at a consultation session
If you are able to support this project in any way or would like to discuss it further, contact Jay on 07902 229 600 or email email@example.com
If we are unsuccessful in reaching our first target, any monies raised will be used as match funding. This will prolong the time it will take to get the project up and running.
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