Youth Theatre Arts Scotland by YTArtsScot

Business Plan 2015-2020

Page 1

Contents

Page 3

Executive Summary

Page 4

Our Mission, Our Background

Page 5

Timeline and Key Achievements, 2004-2014

Page 6

Our Vision and Values

Page 7

Our Aims, Our Objectives

Pages 8-12

Our Programme of Work, 2015-2020

Page 13

Strengths, Weaknesses, Opportunities and Threats

Pages 14-18

Demand

Pages 19-20 Delivery Pages 21-22

Financial Management and Funding Strategy

Pages 23

Budget

Page 2

Executive Summary In 2014 Youth Theatre Arts Scotland celebrated ten years of successful delivery and development, and looks forward to the next five years with confidence and ambition. Since 2004 we have grown a small, informal community into a confident, well-connected and farreaching network of practice. We have worked hard to unify and empower the sector through projects such as the National Festival of Youth Theatre (NFYT), ‘Interchange’ our professional development conference, our Membership Scheme and support services, the Annual Sector Review, and Youth Theatre Sector Symposium. The success of our projects has supported significant growth in the scale, diversity and potential for youth theatre arts in Scotland. We also know that our members are looking for deeper engagement with our work now to keep moving their practice forward. Increased investment is therefore required to help YTAS resource the support our network demands. Youth Theatre Arts Scotland has identified the need and opportunity to evolve our role and funding strategy beyond its current scale and reliance on project delivery. Between 2015-2020 YTAS will seek a higher level of additional funding alongside our main funder Creative Scotland. This will assure YTAS becomes less reliant from a single funder across numerous projects and that we remain focused on the evolution of youth theatre arts practice across the country. Ten years on Youth Theatre Arts Scotland now champions a thriving and diverse sector which is excited by the arrival of Time to Shine, Scotland’s National Youth Arts Strategy. Both our organisation and our sector are perfectly positioned to deliver against critical aspects of this strategy and we see it as a new opportunity for us to excel as a development organisation. We are committed to galvanising, supporting and strengthening our sector to ensure that higher quality experiences can be offered across the country and in turn, more young lives can be transformed through youth theatre. This is also why at this key moment for youth arts in Scotland YTAS believes the time is right to progress our business model to the framework required for the next ten years. We plan to increase the reach and impact YTAS can achieve by extending our existing ‘Youth Theatre Arts Projects and Services’ and ‘Training and Professional Development’ activities as well as strengthening the leadership role we have in providing ‘Information and Advocacy’ and ‘Sustaining Development’ for our sector and organisation. With our excellent track record, our new strategic direction and overwhelming sector support for the appointment of Kenny McGlashan as our new CEO, the future is full of potential both for Youth Theatre Arts Scotland and for the sector we lead and serve. The last ten years has demonstrated how we can work with our sector to create an infrastructure for support and success. The next ten years must sustain that impact and challenge us all to expect even greater levels of practice and innovation.

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Our Mission To transform lives through youth theatre by providing inspiring participatory opportunities for young people in Scotland and by connecting, supporting and training the professionals who work with them.

Our Background Youth Theatre Arts Scotland celebrates its 10th anniversary in 2014. In 2002 the Scottish Arts Council commissioned a Review of Youth Theatre which was published with a recommendation “…that a network of linked organisations is created to provide momentum and focus for the youth theatre sector”. In response to this recommendation the National Association of Scottish Theatre for Youth (NASTY) was set up by the Scottish Arts Council. In 2004 ‘NASTY’ was renamed Promote YT (Scotland) and became incorporated. In 2013, to communicate our area of work more clearly and immediately, our organisation changed its name to Youth Theatre Arts Scotland and rebranded with a new, more professional and dynamic visual identity. Over the past ten years we have played an instrumental role in building a vibrant and vital youth theatre sector for Scotland. We have worked hard to unify and empower this sector, driving and supporting its transformation from what was once a small, informal community into what is now a confident, wellconnected and far-reaching network of professionals. Since 2009 when we first introduced our membership scheme, we have seen a 313% increase in subscribers. We now represent 124 youth theatre organisations and freelance practitioners and through a multiplier effect, our work has a much wider impact – around 23,000 young people take part in youth theatre activity delivered by our members across Scotland every week. For the last decade the focus of our work has been informed through consultation with our sector. As youth theatre has evolved as a practice and an art form we have listened to the changing needs and aspirations of our members. We have identified and responded to gaps in provision and led the way in developing and delivering training designed to professionalise the sector, and participatory opportunities which aim to transform the lives of young people. Over this period we have also forged strong international partnerships and solidified our income streams. As a result, our output has increased and there is now a requirement to build our capacity both in terms of human and financial resources. We have learnt that our sector is now looking for a deeper engagement with our work and our new programme demonstrates how we intend to respond to meet this new demand.

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Timeline and key achievements (2004-2014) 2004 Promote YT (Scotland) is incorporated as a company limited by guarantee. 2005 Project funding is awarded by the Scottish Arts Council. Delivery of the first of 10 annual ‘Interchange’ professional development conferences. Delivery of the first of 10 annual National Festival of Youth Theatre events. 2006 Project funding is awarded by the Scottish Arts Council. Toonspeak Young People’s Theatre commissions us to review their youth theatre activity. 2007 Project funding is awarded by the Scottish Arts Council. 2008 2-year core ‘Flexible Funding’ is awarded by the Scottish Arts Council. 2009 Launch of our sector Membership Scheme. Initial membership reaches 30 subscribers 2010

An uplift in 2-year core ‘Flexible Funding’ is awarded by the Scottish Arts Council.

2011

Perth Youth Theatre commissions us to review their youth theatre activity. Delivery of the first of 3 annual Youth Theatre Sector Symposiums. ‘Interchange’ is replicated in Norway as a model of best practice. The National Festival of Youth Theatre becomes a deaf accessible event.

2012

An uplift in funding is awarded by Creative Scotland through the ‘PFP’ investment stream. Falkirk Community Trust commissions us to review their youth theatre activity. Co-founding and delivery of the first ‘RE:LOCATION’ International Youth Theatre Exchange project in Norway. 6 European countries participate.

2013

Launch of our new brand and company name, ‘Youth Theatre Arts Scotland’. Pilot of our first annual Youth Symposium. Our CEO is seconded to Creative Scotland to work on the implementation of Time to Shine.

2014

We celebrate the 10th anniversary of our organisation, ‘Interchange’ and the National Festival of Youth Theatre. We represent 124 members. Our board now has expertise drawn from individuals working at the National Theatre of Scotland, the Royal Conservatoire of Scotland, the Royal Lyceum Theatre, Impact Arts, the Scottish Government and Burness Paul LLP, as well as a number of directors drawn from the Youth Theatre sector.” Creative Scotland identifies us as strategic delivery organisation for CashBack for Creativity. We are a partner organisation for 3 of the new regional Youth Arts Hubs.

In 2014 we will: Host the ‘RE:LOCATION’ 2014 international youth theatre exchange project in Scotland. Launch ‘Chrysalis’ – a new high-profile youth theatre performance platform – in partnership with The Traverse Theatre and the Roundhouse, London. Launch new online resources for our sector, with digital development funding from Amb:IT:ion Scotland. Welcome Kenny McGlashan as our new CEO. Page 5

Our Vision That youth theatre in Scotland is the creative crucible where young people choose to come together and prepare for a positive future.

Our Values

Intelligence and Support The young people and professionals we support are a connected and reflective community. We advocate for their collective knowledge to assure the greatest impact in the work we do together.

Access and Participation We are passionate about sharing the work of our organisation and our community. We strive to find new and exciting ways to let people in and deepen their engagement.

Collaboration for Development We support a multi-age, multi-arts network from across Scotland; made up of young people and professionals engaging in multiple levels of provision and development together. Our motivation and talents grow from working together and sharing our achievements.

Excellence and Experimentation We celebrate and encourage ambition, innovation and progression, taking responsibility for improving pathways through our sector and striving for quality in all that we do.

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Our Aims  To strengthen Scotland’s youth theatre arts infrastructure  To lead and support a well-networked and proactive sector  To maintain and develop the collaborative, forward-looking nature of our regional, national and international activities  To target gaps in provision or practice with services that increase access, participation and ambition  To establish new activities which improve youth engagement and develop new audiences for youth theatre arts in Scotland  To inform and develop quality and progression frameworks for young people and professionals involved in youth theatre arts in Scotland.

Our Objectives Our objectives define the core areas of work we will focus on in our 3-year programme. They are:  Through Information and Advocacy we will support Scotland’s youth theatre arts sector by providing membership support, networking and information opportunities, targeted impact and capacity building services and a variety of research, resources and digital platforms.  Through Youth Theatre Arts Projects and Services we will deliver and develop our national partnership projects and establish new youth engagement and audience development initiatives for the sector.  Through Training and Professional Development we will support regional development, establish national progression and quality frameworks and evolve our national training projects.  We will target Developmental Sustainability for the organisation and network by growing and improving our income streams and fundraising potential, assuring we have efficient resources and processes to achieve impact, and addressing the sector’s local, cultural, financial and ecological responsibilities.

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Our Programme of Work 2015-2020

Year One (2015-2016)

'Strengthening Voices'

In year one we will maintain our established successful annual projects while laying the foundation for future years’ activity and development. We will focus new resources on strengthening information, advocacy and support services for our sector.

Continuing outputs will include:  Our Membership Scheme and sector support.  Our National Festival of Youth Theatre (NFYT).  Our ‘Interchange’ professional development conference.  Our Annual Sector Review.  Our Youth Theatre Sector Symposium.

NEW outputs will include: Ø The pilot of ‘Chrysalis’, a new high-profile platform for ambitious and provocative performance by young theatre makers. Ø A 5-year development plan for the National Festival of Youth Theatre. Ø A curated network of youth forums linked to our National Youth Symposium. Ø Partnership work with 3 regional Youth Arts Hubs. Ø Strategy reviews for our regional youth theatre arts development and international working. Ø A draft audience development plan for the sector. Ø A draft specialist consultancy plan created.

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Year Two (2016-2017)

'Building Stages'

In year two we will establish new activities, platforms and links to support and inspire our sector.

Continuing (and improved) outputs will include:  An increased membership.  Improved support services and a better-connected membership; through developments to our digital output, Youth Theatre Sector Symposium and ‘Interchange’ activity.  Deliver the first year of the National Festival of Youth Theatre development plan.  Our ‘Interchange’ professional development conference.  A new and more proactive Research, Resource and Digital Development Strategy to replace our previous Annual Sector Review.  Our Youth Theatre Sector Symposium and Youth Symposium.  The first ‘Chrysalis’ festival.

NEW outputs will include: Ø A pilot of peer-learning activity for young people at a regional level Ø Increased use of digital technology to extend and enhance young people’s experience; by celebrating innovative digital youth arts practice at home and abroad and supporting new ways to collaborate, network and build audiences Ø An online ‘toolbox’ of youth theatre practice-based resources Ø Evaluation of ‘Chrysalis’ Ø Highlighting innovative ways to engage new audiences. Ø Reviewing pathways into and out of youth theatre, mapping progression frameworks into training and employment. Ø Piloting new youth and professional mentoring supports across the sector.

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Year Three (2017-2018) ‘Stepping Up'

In year three we will concentrate on achieving further impact and reach by embedding the intelligence gained from year one and the experience gained from year two. We will also begin to target further pervasive issues and opportunities within the sector.

Continuing (and improved) outputs will include:  Increased membership.  Improved support services and a more connected membership.  The National Festival of Youth Theatre.  Extended reach and impact of ‘Interchange’, focussing on gaps in training and widening access.  Ongoing research, resource and digital development.  Sector Symposium and Youth Symposium.  ‘Chrysalis’ established as a leading performance platform for youth theatre

NEW outputs will include: Ø Publishing ‘Quality and Progression Frameworks’ for the advancement of the sector. Ø Informing developments to the planning and delivery of relevant qualifications in collaboration with FE and HE institutions, the SQA and arts education partners. Ø Establishing new strategic national and international partnerships. Ø Cementing a leadership role in youth arts in Scotland through consultation and peer review activity. Ø New income streams for the organisation secured through consultancy work and bespoke projects for youth arts organisations, local authorities, education providers and youth services. Ø Improved networking opportunities for 'off-stage' artists in youth theatre and how to support increased advocacy by the under 12s. Ø Establishing ‘Go See YT’ and ‘critical response’ activity. Ø New sector audience development strategy in collaboration with key stakeholders and audience development agencies.

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Year Four (2018-2019) ‘Taking the Lead'

In year four we will cement and celebrate our leading role both within and beyond our sector. We will progress onto a second phase of development and delivery using the new platforms that have been created, underpinned by the new funding strategy we have established.

Continuing (and improved) outputs will include:  Our Membership Scheme and sector support.  The National Festival of Youth Theatre.  An extension of the reach and impact of Interchange, our Youth Theatre Sector Symposium and Youth Symposium, by focusing on international networking opportunities.  An extension of the reach and impact of our Research, Resource and Digital Development Strategy, by focusing on developing quality and progression in the sector.  A peer review of ‘Chrysalis’ for future development.

NEW outputs will include: Ø New sectoral tracking procedures piloted with members to highlight participants who progress into further arts engagement, education, training or employment. Ø Established new frameworks for sector funders to target support at key gaps or barriers in our sector. Ø Supported international schemes of youth theatre arts development, delivery and production on behalf of our members. Ø Enhanced the public perception of advocacy by young people.

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Year Five (2019-2020) ‘Reaching Out'

In year five we will complete the strategic shift in funding, strategy and impact that we aim to make through our programme's objectives. We will also assure these improvements have been mainstreamed across our national network. We will then reach out nationally and internationally with our sustainable infrastructure, to get ready for the next 5 years development and support.

Continuing (and improved) outputs will include:  Increased membership and sector support.  The National Festival of Youth Theatre peer reviewed for future development.  Our ‘Interchange’ professional development conference.  Our Sector Symposium and Youth Symposium.  Ongoing research, resource and digital development, focussing on international collaboration.  Our ‘Chrysalis’ festival.

NEW outputs will include: Ø A review of our 5-year Business Plan alongside a sector review which captures the outputs, challenges, and successes of our members. Ø Piloted the management of targeted funds for the sector to address gaps and barriers in provision. Ø Strengthened our role as a leading youth arts development agency on an international networking stage. Ø Championed the values of youth theatre arts and their contribution to the personal, social, educational and creative development of Scotland’s young people. Ø Enhanced the public perception of performance by young people. Ø Developed new training pathways across the sector for youth participants, recent graduates and mid-career professionals, focussing on the provision of CPD bursaries.

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Strengths  We have no direct competitors  We are a national organisation with national reach  A track record of sustained, successful delivery and innovation  Strong local and national partnerships  Successful initiation and maintenance of international partnerships  Positive engagement and feedback from young people and sector professionals who have participated in our events  Sustaining positive relationships with key funders

Weaknesses  A very small staff team  We serve the needs of a growing and diverse sector, which requires us to respond to multiple priorities

Opportunities  We lead a strong and connected sector  The National Youth Arts Strategy  Regional Youth Arts Hubs  A new CEO  New Board composition  Future funding opportunities which align well with our core objectives  Digital development to serve digital natives (i.e. young people)

Threats  Over-reliance on single funder for both our development and delivery activities  Not all funders recognise our developmental and representational role, which can affect funding decisions  Our core team is very small and we are therefore highly reliant on retaining expertise  A changing economic and political climate which affect available budgets for funding - often at short notice Page 13

Demand We predict that demand for our work will increase between 2015 and 2020. This forecast is based on an assessment of:  Evidence of demand to date  Current trends  New factors which will increase demand

Evidence of demand for our work to date (2004-2014)

Ø Membership Numbers When our Membership Scheme was set up in 2009 it attracted 30 subscribers who largely represented youth theatres affiliated to larger organisations (i.e. theatres or Local Authorities). Over the subsequent five years membership has increased by 313% with an average annual increase of 18 members. We currently have 124 members who represent Scotland’s youth theatre sector as follows:

Associated Organisations 10%

Freelance Practitioners 44%

Youth Theatre Organisations 46%

Youth Theatre Organisation members now vary in size and scale from; the national performing company (Scottish Youth Theatre), youth theatres associated to larger organisations, independent youth theatre companies and independent voluntary youth theatres. Associated Organisation members also include; Local Authorities, higher education institutes, theatres and development agencies of other art forms. Page 14

Training Employment

Volunteer and internship opportunities provided

Freelance project staff trainers and workshop facilitators employed

Local Authority partnerships created

Additional strategic partnerships created

Funders who have awarded us grants

Local Authority areas represented in our membership

Digital Reach

Professionals who have attended our ‘Interchange’ professional development conference

Partnership s

2004 – 2014

Geographic Reach

Ø Participation Numbers and Impact of our Work in the Last 10 Years

650

Professionals who have attended our Youth Theatre Sector Symposium

220

All 32

Local Authority areas which have hosted our events

European countries committed as ‘RE:LOCATION’ partners

Subscribers to our e-newsletter

903

Subscribers to our social media outputs

3,110

Unique visits to our website each month

1,012

Current trends

The results of our Annual Survey of Youth Theatre in Scotland 2014 indicate that our sector is thriving. The data we collected revealed that:  Youth theatres are finding it increasingly challenging to meet the demand from young people to join.  More youth theatres are having their work reviewed in local and national press than in the past.  More youth theatre members are going on to study the creative industries in further or higher education than in the past.  The majority of youth theatres are seeing an increase in audience numbers.  More youth theatres are providing professional development opportunities for their staff than in the past.

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Whilst engaging our sector and delivering current development projects we have also observed:  An increasing number of graduates are choosing to work freelance and in different participatory settings, including youth theatre contexts.  An increasing number and diversity of youth workers who use drama in their work with young people are attending our events.  An increase in the number of performance opportunities in Scotland available to youth theatres has provided an increased motivation and support need from groups creating work.  We are able to communicate with a wider audience more creatively through social media than in the past.

New factors which will increase demand over the period 2015-2020

Ø The nine regional Youth Arts Hubs established by Creative Scotland Our Annual Survey of Youth Theatre in Scotland 2014 revealed that Time to Shine, the National Youth Arts Strategy, is widely considered to be the factor which has made Scotland’s youth theatre sector ‘feel different’ over 2013-14. Survey responders indicated that they felt the creation of the nine new regional Youth Arts Hubs would have a positive influence on our sector. They said: “The introduction of ‘Time to Shine’ has been influential, and the announcement of the Youth Arts Hubs has generated discussion about the role of youth theatre and youth arts in general, leading to organisations evaluating their own work and assessing how this can be improved upon.” “With ‘Time to Shine’ launching, and Youth Arts Hubs being set up, there feels like more communication between different youth theatres and between youth theatres and other youth arts organisations. It has felt, in part due to events organised by Youth Theatre Arts Scotland and Creative Scotland, that the discussion around this has opened up more potential partnerships and also more awareness of other organisations’ work.” We anticipate that regional engagement in the Youth Arts Hubs and the central co-ordination of these hubs by Creative Scotland will allow us to communicate with more organisations and individuals with a stake in youth arts than ever before. We predict that through the hubs our work will become more widely known and understood and that we will see an increase in our membership and impact as a result.

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Ø The launch of ‘Chrysalis’ – our new high-profile performance platform In March 2014 we carried out an important research and development phase of ‘Chrysalis’ in order to assess demand. The results highlighted the new level of provision, ambition and influence that the development is expected to have.

76% of survey responders agreed that Chrysalis will inspire and raise the aspirations of Scotland’s youth theatre sector.

71% of survey responders agreed that Chrysalis will positively enhance the public perception of creative work by young people.

68% of survey responders agreed that Chrysalis will attract new audiences to youth theatre by showcasing ambitious and provocative performance by young theatre-makers.

Ø The launch of our new website Having undergone a period of digital consultancy with funding from Amb:IT:ion Scotland, we are now in the process of building a new, fully responsive website which will act as a pioneering digital information resource for our sector. This new resource will increase our digital impact by widening our appeal and reach. Our refreshed online presence will offer improved and more comprehensive signposting for all professionals, young people and others who want to find out how to get involved in youth theatre (e.g. parents and carers). It will also extend the reach of our training and professional development services by offering the ability to download training materials and resources.

Ø Clearer strategic focus as a development agency for the sector Between 2015-2020 Youth Theatre Arts Scotland will strengthen its focus and impact by improving our 'information and advocacy' services and 'sustaining development' for our organisation and sector. As outlined through our vision, values, objectives and funding strategy this will support the scale, complexity, ambition and reach of activities we now support.

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Professionals who have engaged with our Training and Professional Development Services

1,000

Employment

600

Volunteer and internship opportunities provided

Freelance project staff trainers and workshop facilitators employed

150

Partne rships

Professionals who have engaged with our sector support, networking and information events and resources

By 2020

Local and national strategic partnerships (including funders) established and sustained

Geographic Reach

Training

Ø Projected Numbers and Impact of our Work in the Next 5 Years

Local Authority areas represented in our membership Local Authority areas which have hosted our events

European and international partnerships established and sustained

Subscribers to our e-newsletter Digital Reach

All 32

1,400

Subscribers to our social media outputs

10,000

Unique visits to our website each month

2,500

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Delivery Youth Theatre Arts Scotland is a company limited by guarantee and a registered Scottish charity (No. SC 035765) registered with the Office of the Scottish Charity Regulator (OSCR) and the Inland Revenue. Our work is supported and promoted by our patron, the Scottish actor Sam Heughan. Our organisasion is governed by a voluntary Board of Directors in accordance with our articles of association and Board policies set out in our Board Handbook. The Board meets quarterly with an additional annual strategic planning day and has delegated the day-to-day running of the organisation to the CEO. The Board aims to maintain a range of lay experience to balance membership within and out with Scotland’s cultural sector to ensure a good range of skills and experience is brought to bear at a strategic level. Each round of recruitment is preceded by a skills audit (the latest in 2013) to identify the needs of the company and recruit to meet our requirements. The Board also has a training policy to ensure all Board members are aware of their responsibilities and equipped to fulfill their duties as trustees. Conscious of the fragility of small organisations, we have invested time in creating a strong and supportive scrutiny framework. In 2014 we were selected as one of only ten organisations to take part in a Chair/CEO training day run by the Clore Leadership Programme in association with Arts & Business Scotland, who have also supported us in the recruitment of specialist financial skills to the board.

The current Board of Youth Theatre Arts Scotland comprises: Rachael Brown:

Business Development and Consultancy Director Impact Arts

Gillian Garrity:

Freelance Producer

Ken Gouge:

Director and Arts Consultant CAP Ltd

Gillian Gourlay:

Learning & Outreach Manager National Theatre of Scotland

Alan McMillan:

Partner Burness Paull LLP

Elspeth Hough:

Policy Analyst Scottish Government

Ben Jeffries (Chair):

Director of Communications & Customer Services Royal Lyceum Theatre

Ali de Souza:

Lecturer in Acting Royal Conservatoire of Scotland

Harry Warnock:

Director Henderson Warnock Page 19

Line management responsibility for the core staff team lies with the CEO. CPD opportunities are offered to staff on a regular basis and a staff training budget exists to support the development of skills and abilities. Three members of the core staff team have participated in the Federation of Scottish Theatre’s ‘Step Up’ mentoring scheme either as mentors or mentees. As outlined in our programme budget we are targeting some growth to staffing in the next five years to tackle the increased demands of the sector. These adjustments will also help address the identified weaknesses and threats to the organisation. Adjustments planned include an extension to the existing part-time Communication and Participation roles, along with a new Administration role. Subsequent increases after 2017 account for inflation and better alignment to industry benchmarks. In 2014 the Youth Theatre Arts Scotland core staff team will consist of: Kenny McGlashan:

CEO (full time)

Kenny studied Contemporary Theatre Practice at the Royal Conservatoire of Scotland. After graduating he worked as an actor, director and tutor across both arts and education in Scotland and internationally. Since 2005, Kenny has held management roles as Associate Director at Scottish Youth Theatre, Education Manager of Catherine Wheels Theatre Company and most recently Development Manager at the Royal Conservatoire of Scotland. He served on the Board of Youth Theatre Arts Scotland from 20082014 and will take up the post of CEO in July 2014. Helen Bain:

Projects Manager (full time)

Helen is a committed arts professional with 15 years’ experience working in arts, charitable and educational environments as an arts manager, fundraiser and teacher. She is passionate about engaging communities in cultural activity and joined Youth Theatre Arts Scotland in 2010. Claire Bloomfield:

Training & Participation Manager (part time)

Claire is an experienced theatre-maker and arts manager who has worked throughout Scotland in community, health, education and youth theatre contexts for organisations including: the National Theatre of Scotland, the Royal Conservatoire of Scotland, Fife College, and the Royal Lyceum Theatre. She spent six years as Artistic Director of Kinetic and in 2012 set up her own Fife-based youth theatre, Collision. She is also Director of Fife Youth Theatre and is one half of creative partnership Fishbowl. Claire joined Youth Theatre Arts Scotland in 2012. James Coutts:

Communications & Marketing Manager (part time)

James has developed many award-winning arts marketing campaigns, including the launch of the National Museum of Scotland in 2011. He has previously worked for Craft Scotland, the Scottish National Gallery of Modern Art, the Academy of St Martin in the Fields and the Royal Scottish National Orchestra. James joined Youth Theatre Arts Scotland in 2013. Karen Caillaud:

Freelance Bookkeeper (part time)

Karen has over 15 years’ experience working as a bookkeeper in both the private and public sector. She now runs her own Glasgow-based bookkeeping company, Keeping Account. Page 20

Financial Management Since 2008 Youth Theatre Arts Scotland has received core funding from Creative Scotland which has made up approximately 50% of our annual income. We have generated the remaining 50% through earned income streams including; membership fees, participation fees and consultancy work, and through funding support from sponsors, trusts and foundations, local authorities and individual donors. Our record of financial management over the past 10 years has been excellent. We have set and delivered balanced budgets, attracted significant external funding from a range of sources and gradually developed prudent reserves in line with our Board’s Reserves Policy. Finances are well managed by the CEO, supported by a freelance bookkeeper, and management accounts are presented to the Board quarterly in an addition to the annual approval of audited accounts. Our accounts are audited annually by McFadden Associates Limited and always filed in good time with Companies House, as are our annual reports to the Office of the Scottish Charity Registrar. Our Board skills audit and recruitment has ensured qualified and professionally experienced strategic oversight of finances and financial planning at Board Level. Our account keeping is specified in our articles of association and management accounts are presented and scrutinised at each Board meeting where financial risks are identified, tracked and managed. Our risk register is prepared for Board discussion quarterly and includes a financial risks section which is closely monitored and risks mitigated through cost management and expenditure scheduling where necessary. We hold an annual strategic planning day with the CEO and the Board where financial planning is discussed within the context of the organisation’s wider strategic ambitions.

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Funding Strategy Youth Theatre Arts Scotland has identified the need and opportunity to evolve the organisations’ role and funding strategy beyond its current scale and reliance on project delivery. The motivating factors for this shift can be seen in our SWOT analysis. At this key moment for youth arts in Scotland we believe the time is right to progress our business model to the framework required for the next ten years. YTAS organic growth during the last ten years served us well but we now require more structured growth and resourcing. As detailed in the ‘Demand’ section of the Business Plan there has been significant growth in scale, complexity and potential for youth theatre arts in Scotland. There is therefore the need for investment to provide the resource that will support our network effectively. Between 2015-2020 YTAS will seek a higher level of funding alongside our main funder Creative Scotland. This will reduce Creative Scotland’s contribution to YTAS overall income from 48% (in 13/14) to 28% (by 17/18) and assure we become less reliant from this single funder across numerous projects. Creative Scotland will continue to play a vital role for Youth Theatre Arts Scotland as Regular Funding will support our 'Information and Advocacy' and 'Development Sustainability’ objectives for the sector and organisation. These key areas would otherwise be unable to progress at the pace now required were it not for this dedicated support. This is because of the growing scale and attention that both our membership and national projects require, in contrast to the limited company resource. We would like to plan for Creative Scotland to continue to focus its support on YTAS 'Information and Advocacy' and 'Development Sustainability’ objectives into the future. This will assure we remain dedicated to the evolution of youth theatre arts practice across the country, whilst continuing to connect, inform and inspire tens of thousands of young people and professionals through our projects. To help YTAS achieve this desired shift in funding strategy we require increased investment from Creative Scotland to support the transition. Particularly in the first two years of this Business Plan so we can establish the processes, links and expertise to develop our capacity in this area. From experience we know that our project activity appeals to many funders, so our budget projections outline how we plan to establish the supplementary support for these outputs over three years, and then sustain our new funding model into 2020. By the end of 2017-18, when the Regular Funding period ends, YTAS will have assumed responsibility across all levels of development. By the end of 2019-20 we will have completed the full cycle of improvement, mainstreamed across our national network and be ready for the next 5 years improvement within the sector and organisation. Once established YTAS believes there could be benefits to sharing our funding development strategy as a model of best practice with our members and other youth arts agencies in the future.

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Youth Theatre Arts Scotland Budget 2015-2020 Income

Expenditure

Core / Information, Advocacy and Developmental Sustainability

Creative Scotland Funding

Core / Information, Advocacy and Developmental Sustainability

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

Final

Forecast

Budget

Final

Forecast

Budget

£105,000

£150,000

£135,000

Administration

£16,000

£22,000

£28,000

£29,000

£30,000

£31,000

£32,000

£3,000

£7,000

Building costs

£6,500

£5,847

£2,300

£5,000

£7,000

£7,500

Marketing and Communications – incl. C&MM salary

£20,900

£29,500

£32,500

£35,000

£36,000

£37,000

£25,900

£10,100

£10,000

Programme Salaries – CEO, PM, T&EM

£87,446

£99,000

£115,000

£125,000

£135,000

£137,000

£140,000

Sponsorship Sector Review / Research, Resource and Digital Development - Funding / Grants / Sponsorship Sector Review / Research, Resource and Digital Development - Partnership / In kind

£0

£2,000

£5,000

£0

£3,000

£5,000

£7,000

£8,000

Membership Scheme / Sector Support Sector Review / Research, Resource Development

£0

£2,000

£2,500

Sector / Youth Symposium - Funding / Grants / Sponsorship

£0

£3,500

£5,000

Sector / Youth Symposium - Partnership / In kind Business Development - Funding / Grants / Sponsorship

£0

£2,000

£0

£2,000

£5,000

Business Development - Partnership / In kind

£0

£2,000

£5,000

£139,747

£121,400

£184,500

£194,000

£190,000

£190,500

£192,000

Membership Fees Earned Income (Desk Rental / Consultancy / Misc) Other Grants / Funding

Total:

£4,000

£5,000

£6,000

£7,000

Youth Theatre Arts Projects and Services

and

Digital

Sector / Youth Symposium Core Contingency 5%

£6,500

£7,500

£8,500

£9,000

2019/20

£9,500

£300

£0

£5,000

£6,000

£6,500

£7,000

£2,274

£3,300

£8,000

£10,000

£1,586

£1,600

£4,000

£6,000

£6,532

£6,000

£10,000

£11,000

£12,000

£167,900

£210,000

£247,500

£253,500

Total: £141,538

£228,500 £243,000

Youth Theatre Arts Projects and Services 2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

Final

Forecast

Budget

Final

Forecast

Budget

£21,628

£23,000

£25,000

£4,241

£4,750

£5,000

£6,000

£7,000

NFYT – LA Grant

£9,832

£5,000

£10,000

£12,000

NFYT – Staff Expenses

£0

£500

£750

NFYT – Sponsorship

£11,700

£15,000

£14,000

£15,000

NFYT – Event Infrastructure

£24,414

£22,100

£23,000

£25,000

£27,000

£28,000

NFYT – Earned income / Participation

NFYT – Other Grants / Funding NFYT – Partnership / In kind Sub Total:

NFYT – Event Staff

£7,500

£3,500

£7,700

£8,000

£10,000

£15,000

£16,000

NFYT – Outreach

£2,233

£5,300

£5,000

£23,000

£20,000

NFYT – Access

£3,752

£4,300

£4,500

£5,000

£69,660

£73,700

£70,000

£72,000

£85,000

£88,000

NFYT – Marketing

£2,303

£2,100

£3,000

£5,000

£5,500

£23,000

£20,000

£2,260

£2,000

£3,000

£3,500

£62,203

£64,050

£64,000

£70,000

£73,250

£73,750

£75,250

NFYT – Venue NFYT – Contingency 5% Sub Total: Chrysalis – Earned income / Participation

£0

£4,000

£5,000

Chrysalis – Event Staff

Chrysalis – Funding / Grants

£0

£5,000

£8,000

£14,000

Chrysalis – Staff Expenses

Chrysalis – Sponsorship

£0

£5,000

£10,000

£15,000

Chrysalis – Event Infrastructure

£0

£20,000

Chrysalis – Marketing

£0

£5,000

£8,000

£0

£34,000

£43,000

£54,000

Chrysalis – Venue

£0

£12,000

£15,000

Chrysalis – Contingency 5%

£0

£150

£2,000

£2,500

£1,388

£2,650

£42,500

£53,500

£54,500

£55,000

£56,000 £4,000

Chrysalis – Partnership / In kind Sub Total:

£0

Sub Total: Re:Location / International – Earned income

£0

£250

£1,000

£250

£1,000

Re:Location / International – Funding / Grants

£0

£30,000

£2,000

£7,000

£35,000

£10,000

£35,000

Re:Location / International – Sponsorship

£0

£2,500

£10,000

£2,500

£10,000

Re:Location / International – Partnership / In kind Sub Total:

£0

£3,700

£2,000

£5,000

£15,000

£5,000

£15,000

£0

£33,700

£4,000

£14,750

£61,000

£17,750

£61,000

£0

£5,000

£8,000

£8,500

£0

£500

£1,000

£1,388

£2,500

£18,000

£19,000

£20,000

£21,000

Re:Location / International – Planning / Infrastructure

£0

£1,800

£1,000

£3,000

£4,000

£3,000

Re:Location / International – Staffing

£0

£3,050

£500

£2,000

£5,000

£2,000

Re:Location / International – Staff Travel / Expenses

£0

£2,200

£500

£1,000

£4,000

£1,000

£4,000

Re:Location / International – Participant Travel / Expenses

£0

£8,250

£0

£2,000

£10,000

£2,000

£10,000

Re:Location / International – Project Activity

£0

£8,700

£1,000

£4,000

£15,000

£4,000

£15,000

Re:Location / International – Marketing

£0

£2,000

£500

£1,500

£4,000

£1,500

£4,000

Re:Location / International – Venue

£0

£500

£15,000

£500

£15,000

£5,000

£0

£1,300

£250

£500

£5,000

£500

£5,000

£0

£27,300

£3,750

£14,500

£62,000

£14,500

£62,000

Youth Involvement – Planning / Infrastructure

£0

£4,000

£2,000

£2,500

Youth Involvement – Staffing

£0

£4,000

£6,000

£8,000

£4,000

£4,500

Youth Involvement – Staff Travel / Expenses

£0

£500

£1,500

£500

£750

£0

£4,000

£5,000

£2,000

£2,500

Re:Location / International – Contingency 5% Sub Total: Youth Involvement – Earned income

£0

£500

£1,000

Youth Involvement – Funding / Grants / Sponsorship

£0

£40,000

£45,000

£20,000

Youth Involvement – Partnership / In kind Audience Development – Funding / Grants / Sponsorship

£0

£5,000

£0

£2,500

£5,000

£2,500

Audience Development – Partnership / In kind Sub Total:

£0

£500

£2,500

£5,000

£2,500

£3,000

Audience Development – Planning / Infrastructure

£0

£45,500

£55,000

£60,500

£30,500

£31,500

Audience Development – Marketing

£0

£1,000

£2,000

£2,500

£0

£12,500

£19,500

£24,500

£14,500

£15,500

£16,750

£63,591

£106,500

£129,750

£162,500

£204,250

£158,750

£210,000

Youth Involvement – Project Activity

Sub Total: Total:

£2,000

£4,000

£69,660

£152,900

£163,000

£190,250

£230,500

£187,250

£234,500

2013/14 Final

2014/15 Forecast

2015/16 Budget

2016/17 Budget

2017/18 Budget

2018/19 Budget

2019/20 Budget

2013/14 Final

2014/15 Forecast

2015/16 Budget

2016/17 Budget

2017/18 Budget

2018/19 Budget

2019/20 Budget

Interchange – Earned income / Participation

£6,721

£9,750

£10,000

£11,000

£12,000

Interchange – Event Staff

£5,151

£5,200

£5,500

£6,000

£6,500

£7,000

Interchange – Funding / Grants / Sponsorship

£0

£8,107

£7,000

£8,000

£10,000

£12,000

Interchange – Staff Expenses

£1,290

£600

£800

£1,000

£2,750

£2,000

£2,500

£3,000

£4,000

£5,000

Interchange – Event Infrastructure

£2,392

£5,000

£5,500

£6,000

£6,500

£7,000

£9,471

£19,857

£19,500

£22,000

£26,000

£29,000

Interchange – Marketing

£1,182

£2,300

£3,500

£4,000

£4,500

£5,000

Interchange – Venue

£2,750

£2,000

£3,000

£4,000

£5,000

£493

£850

£1,000

£1,500

£13,258

£15,950

£19,300

£21,000

£23,500

£25,000

£26,500

Training and Professional Development

Total:

£0

Training and Professional Development

Interchange – Partnership / In kind Sub Total:

Interchange – Contingency 5% Sub Total: Regional Development – Earned income Regional Development – Funding / Grants / Sponsorship

£0

£500

£2,000

£3,000

£0

£4,000

£5,000

£8,000

£10,000

£12,000

£15,000

Regional Development – Partnership / In kind Quality and Progression Frameworks – Funding / Grants / Sponsorship Quality and Progression Frameworks – Partnership / In kind

£0

£5,000

£5,500

£6,000

£0

£1,000

£2,000

£3,000

£5,000

£0

£1,000

£2,000

£2,500

£3,000

Mentoring / Peer Review – Earned income Mentoring / Peer Review – Funding / Grants / Sponsorship

£0

£2,000

£0

£5,000

£10,000

£15,000

Mentoring / Peer Review – Partnership / In kind Sub Total:

£0

£2,000

£4,000

£5,000

£0

£16,000

£17,500

£33,000

£43,000

£47,000

£54,000

£0

£2,000

£0

£4,000

£3,000

£2,000

£0

£500

£1,500

£500

£750

£0

£2,000

£3,000

£1,500

£2,000

£0

£2,000

£4,000

£0

£500

£2,000

£0

£2,000

Mentoring / Peer Review – Staffing

£0

£4,000

£2,000

Mentoring / Peer Review – Staff Travel / Expenses

£0

£500

£1,500

£500

Mentoring / Peer Review – Project Activity

£0

£2,000

£4,000

£2,000

£0

£19,500

£24,500

£27,000

£18,500

£19,000

£19,250

£13,258

£35,450

£43,800

£48,000

£42,000

£44,000

£45,750

2015/16

2016/17

2017/18

Regional Development – Planning / Infrastructure Regional Development – Staffing Regional Development – Staff Travel / Expenses Regional Development – Project Activity Q&P Frameworks – Planning / Infrastructure Q&P Frameworks – Marketing Mentoring / Peer Review – Planning / Infrastructure

Sub Total: Total:

Income Total

£9,471

£35,857

£37,000

£55,000

£69,000

£73,000

£83,000

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

£218,878

£310,157

£384,500

£439,250

£489,500

£450,750

£509,500

Total:

Expenditure Total

Balance

2013/14

2014/15

£218,387

£309,850

2013/14

2014/15

2015/16

2016/17

£491

£307

£950

£250

£500

2018/19

2019/20

£450,250

£509,250

2017/18

2018/19

2019/20

£250

£500

£250

£383,550 £439,000 £489,250

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