ey foundation-giving-young-people-a-great-start-to-their-working-lives
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Giving young people a great start to their working livesOur three-year strategy
EY FoundationPictured [L to R]: Theo, Farzana and Karishma — Smart Futures , London
EY Foundation
ContentsOur three year plan 2
A view from our Chief Executive 4
Who we are and what we’re here to do 6
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What we plan to do next 12
How we’ll achieve our aims 15
Making it happen 16
An employer’s view 23
Every young person deserves a Smart Future 24
Investing in young people through investing in our charity 27
Investing in our people 30
How to get involved 32
Patrick Dunne Chair
Since we launched in July 2014 our programmes have helped hundreds of disadvantaged young people in 13 towns and cities across the UK. We offer a distinctive blend of paid work experience, skills development, mentoring and connections to local employers. And it is working — not just for the young people but also for the employers and volunteers that we work with.
We set out to do a lot, to learn and to mobilise many people to create a greater impact than we could ever achieve on our own.
We also wanted to put the young people we work with not just at the heart of what we do but also at the head, by playing a key role in informing our strategy and in making the most important decisions. Our Youth Panel — chaired by Chris Achiampong, trustee and Smart Futures alumnus — play a key role in achieving this.
As you will see, we have got off to a promising start. But there is much more that we can do. This document sets out our strategy for the next three years, which includes generating more funding, spending it wisely and showing that it works by measuring the outcome.
Our three year plan
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Our three year plan
Our Theory of Change, which is driven by the impact that we want to create, will enable us to measure the social impact of our programmes, make improvements and build a clear picture of the difference we make to young people’s working lives.
We also want to innovate. The successful launch of the Our Future programme and the accreditation for two of our programmes from the Chartered Management Institute (CMI) are good examples of this. Now every young person who completes the Our Future or
a further boost to helping young people make the best transition from school onto a career pathway.
If you feel inspired and want to join us in making further progress in improving the employment and career prospects for young people then we would love to hear from you.
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We are facing a two-sided problem in the UK today. Young people from low income households aren’t getting access to the work experience and skills training they need to transition into jobs and successful careers. And employers — many of whom have recruitment challenges — are missing out on the opportunity to work with and employ local talented young people, because they are not recruiting from disadvantaged groups.
For a society to write our young people off like this is socially and economically wasteful.
We’re here to change that.
Why? Because we have a vision that young people from disadvantaged groups can make a successful transition into higher education, apprenticeships, employment or self-employment and that all employers have an active role to play in this.
That our vision remains elusive is in part because the labour market is still failing many young people. There are 630,000 young people aged 16 to 24 who are unemployed in the UK1, and they are now three times more likely than the rest of the population to be out of work2. According to the Joseph Rowntree Foundation
unemployed or low paid and to live in poverty as adults3.
In certain parts of the UK the situation is exacerbated. Scotland’s youth unemployment rate recently hit its highest November to January level since 20094. And a report by The Work Foundation5 showed that high youth unemployment in certain towns and cities tends to correlate with long-term economic distress; from which some areas have never recovered e.g., those that have previously relied on traditional industries for jobs and growth.
lack of suitably talented people in the local labour market. 16% of employers
vacancies6
due to what employers see as a major skills shortage7.
A view from our Chief Executive
Maryanne Matthews Chief Executive
A view from our Chief Executive
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The situation could get worse, with 68% of employers saying they will need more staff with higher skills in the years ahead, according to a report by the CBI8.
One solution to reducing youth unemployment and decreasing the UK’s skills gap is for employers to open their doors and offer paid work experience opportunities and employment to disadvantaged young people. This is precisely what we do through our programmes — Our Future and Smart Futures: on which we collaborate with a growing number of like-minded organisations who are willing to take a chance on young people.
In a survey by the British Chambers of Commerce9 three-quarters of British businesses claim that lack of work experience is one of the key reasons young people are unprepared for work. Yet only 22% of organisations actually offer job placements or internships to students10. And in reality many young people, especially those from disadvantaged backgrounds, don’t have the knowledge or the access to get an opportunity to work with a local employer.
As Louise, a Smart Futures, Yorkshire student told me, “It’s often really
who have family connections in a certain profession or who are from a certain background to get access to work experience and not so much for people who don’t. I think it’s crucial that more opportunities are created and that more help is given to young people.”
Be part of the change, get involved in our work and make an investment in the futures of young people today.
It’s easier for people who have family connections in a certain profession or who are from a certain background to get access to work experience and not so much for people who don’t. Louise, Smart Futures
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Who we are and what we’re here to do
Who we are and what we’re here to do
The EY Foundation is a registered charity that helps young people who face
pathways into work and a career.
We do this by designing, developing and running our own programmes and working with employers, social enterprises and local communities across the UK, from Aberdeen to Southampton.
Through Our Future and Smart Futures, we help to get young people ready for work, and get employers ready for young people. Both programmes also help to equip young people with the skills they need to take any number of pathways. They may want to complete an apprenticeship, go to university, become self-employed or move straight into a paid job.
And through Accelerate, we support young social entrepreneurs and social enterprises to grow their businesses, so they can also help — and create jobs for — young people. We also raise funds to reinvest back into our programmes to ensure that we can reach more young people in more towns and cities across the UK where there is the greatest need.
We have been set-up to support young people aged from 11 to 30. However, at present our main focus is on helping 16 to 19 year-olds from low-income households who are not being adequately prepared to transition from education to employment. This can often lead to low social mobility and unemployment or underemployment.
7EY Foundation Pictured: some of the Smart Futures 2015 students
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Who we are and what we’re here to do
Every young person in the UK, regardless of their background or circumstances, can begin to realise their career ambitions and make a successful transition into work, higher education or self-employment.
Every employer in the UK, regardless of size or sector, plays an important role in supporting all young people to realise their full potential.
To inspire and engage young people across the UK who are at a disadvantage
their potential for work.
To reduce the barriers to work for young people and make them more employable — with the support of employers and other stakeholders.
We work directly with disadvantaged young people, with employers and social entrepreneurs, to create and support routes into education, employment and enterprise.
When we launched the charity in July 2014, we agreed our vision, mission and purpose with our 11 strong independent Board of Trustees.
Our vision
Our mission
Our purpose
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Four ways we’re different from other charities
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We’re independent, but backed by a trusted brand.
We’re in a unique position to form a bridge between young people and employers.
We’ve got a successful track record of running programmes for young people.
We’re already equipped to measure our success.
This means we combine the dynamism of a start-up social enterprise with the professionalism of a large corporate. And because EY is our founder and a major donor — giving us access to towns and cities across the UK — we can grow quickly and call upon skilled secondees and volunteers to help us.
We’ve got great connections with employers across the UK. They and young people alike see us as credible, robust and trustworthy.
We already have the insights and model to run programmes effectively. And we have the know-how, connections and resources to scale our programmes to reach more young people and create a
Change. So we’ll be able to show our social investors, donors, supporters, employers and young people the impact we’re having — sooner than many start-up charities.
Pictured: Adam, Smart Futures, London
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What we achieved in our
How we’ll know if we’re succeedingFrom the outset, we wanted to be clear about the change we’re trying to make, the steps we’ll need to take to get there and how we’ll measure our
Philanthropy Capital and Professor Sue Maguire to create our own Theory of Change.
As a result, we’ll be able to measure the social impact of our programmes, make improvements and build a clear picture of the difference we make to young people’s working lives.
It’s too early to report on our progress now in terms of detailed destination data. But we already know we’re on our way. Evidence shows that our young people gain the skills, knowledge, attitudes and behaviours they need to succeed in the transition from school — whether that’s into higher education, apprenticeships, employment or self-employment. Having the right measures in place will mean that we can prove to our social investors, donors, supporters and employers that the time and money they’re investing is paying off.
year as an independent charity. Through our programmes, we helped hundreds of young people across
of the workplace, providing paid work experience, skills, training and mentors and offering support with growing a social enterprise.
We also worked with highly regarded UK employers that have incredible belief in young people: who understand that by investing in young people they
economy of today and tomorrow.
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Thank you! Everything we achieve for and with young people wouldn’t be possible without the support we receive.
We’d like to thank everyone who’s helped us in any way, including our donors, volunteers, sponsors and employers particularly our main corporate donor — EY.
Most importantly we’d like to thank our young people — we celebrate all of their achievements; they’re the reason we exist.
45% increase in the number of UK towns and cities where we ran our programmes.
2 — the number of corporate
being EY).
Thank you Linklaters!
400 young people and social
training, development opportunities, paid work experience and access to volunteers and business resources. 240 of those were supported directly by the Foundation, the rest by our charity partners.
914 people across the country volunteered and raised money for us.
£371k — the amount of additional income we raised to reinvest in our young people and
year commitment.
44 employers worked with us to give young people a great experience of work.
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What’s our three-year strategy in a nutshell?
Let’s start with what we want to achieve. We want to make a measurable, positive social impact on the work prospects of young people from disadvantaged groups — allowing their voice to be heard and acting as a bridge to employers. And we want to work alongside employers to change the perceptions and attitudes that can prevent young people from accessing high-quality experiences of work and careers.
What we plan to do next
What do we mean by a ‘measurable positive impact’?
By 2018, we aim to have directly helped thousands of young people into work by collaborating with local employers across the UK to offer paid work experience and mentoring that leads to a variety of career pathways, including higher education, apprenticeships, employment or self-employment.
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Examples: delivering best-in-class, accredited programmes and encouraging employers to invest in them; ensuring that young people have the attitudes, behaviours, skills and knowledge they need to succeed — and that lead to a successful transition into higher education, apprenticeships, employment or self-employment.
Examples: creating a Youth Panel to advise us on strategy, programmes, fundraising and communications; investing in independent research to inform our work and
Create measurable positive social impact for disadvantaged young people1. Be a clear and recognised voice
for young people2.
Examples: building local and national networks of employers that are committed to helping young people succeed in the labour market; bringing employers together to educate them on how to work with young people and get the best from them by offering great experiences of work and mentoring.
Create sustainable, effective employer partnerships3.
Examples: generating more independent income and building up our reserves; developing delivery hubs in
solutions to young people that deliver sustainable impact.
Create a sustainable charitable business model4.
Examples: providing paid work experience and apprenticeships in our charity and encouraging other employers to do the same; being a diverse, quality
experiences for our volunteers, including the training they need to do the job.
Develop our people and support our volunteers5.
Examples: investing in creating a Customer Relationship Management system to help us build a long-term volunteer
costs and develop deep two-way relationships with donors and supporters; involving young people in developing and delivering our strategy.
Build effective supporter relationships6.
What exactly do we want to achieve?
By 2018 we aim to:
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The more employers that play an active role in developing young people, the more we can help young people to get a great start to their working lives — now and in the future.
Pictured: some of the Smart Futures 2015 students
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How we’ll achieve our aims Working with young peopleThe EY Foundation began life as a group of ten core staff, running programmes in six towns and cities and operating out of a single national delivery hub: London.
But we’ve grown fast. Today, we have regional teams delivering programmes in 14 towns and cities. And we want to deliver them in many more. But to reach further into communities across the UK, we need a more structured regional presence.
That’s why we plan to add two new hubs — one in the North of England based out of
act as a regional delivery centre, unlocking local funding, working with local employers, supporters and volunteers and connecting with local young people — as well as running our programmes.
We choose where we work based on the percentages of workless households in those areas; amounts of disposable income per household and free school meal levels for state
impact on the skills, employment and training needs of young people.
We’ll fund this growth through a diverse portfolio of income including traditional
Working with employersWe already work closely with employers across the UK, to help more young people to become work-ready and transition successfully into higher education, apprenticeships, employment or self-employment.
But the more employers that play an active role in developing young people, the more we can help young people to get a great start to their working lives — now and in the future. So our relationship with employers is fundamental to our vision and our progress over the next three years.
are taking this further by creating corporate partnerships that offer young people paid work experiences in a diverse range of organisations. (See page 28 for more details.) This will help us to scale up our programmes so young people living in low income households get access to opportunities that will help them to successfully transition from school into a range of career pathways.
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An overview of our programmes and how we plan to develop them
What it is and who it helpsAccelerate is a 12-month programme. It offers structured business support to young social entrepreneurs (18 to 30 years-old) and social enterprises that focus on supporting young people into jobs, training or business.
In 2015 Accelerate provided support for 60 social entrepreneurs in locations
Merseyside and Yorkshire.
What it involvesEach social entrepreneur has one-to-one support from a business coach and access to tailored workshops on a range of key topics, as well as networking events and the opportunity to pitch to a project support panel. This targeted help
business.
How we’ll develop itWe will review and assess our Accelerate 2015 programme, collating feedback from our social entrepreneurs, business coaches, industry experts and other key stakeholders — as well as evaluating against our Theory of Change — with a view to strengthening the programme going forward.
Alongside this, we will undertake research to develop and pilot a new Accelerate programme designed to help disadvantaged young people get ready for self-employment while they are still in statutory education. This will address a gap in the education system where there is currently no formal pathway for young people to follow who want to become self-employed on leaving statutory education.
Accelerate
Making it happen
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Making it happen
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My organisation is called The Womb Room. We provide advocacy, information, education, support and training to those who have reproductive health problems.
I started The Womb Room because of my own personal experience. I had to have emergency surgery to remove my right ovary. After I came out of hospital I noticed that there weren’t any support services for women in a similar situation. My mum suggested that I should start an organisation of my own, so I did.
One of the things that I have found most helpful about the Accelerate programme is having a mentor. It’s given me a lot more focus and direction on what I want to do with my
The programme so far has been a great opportunity to develop ideas and to meet others. Accelerate has given me more credibility with a lot of the people I work with, which means a lot.
Saschan (pictured) Accelerate, North West
One of the things that I have found most helpful about the Accelerate programme is having a mentor. It’s given me a lot more focus and direction on what I want to do with my business
Saschan, Accelerate
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The reason why I wanted to take part in the Our Future programme is because teachers at my school often told me I wouldn’t pass any of my GCSEs. The programme was promoting something different to me and saying I could achieve anything I wanted. Being on the Our Future programme is the reason why I’ve been able to achieve so much education-wise.
Even the mentors and the people I’ve met have had their own struggles in their own lives. It’s been inspiring to be told don’t let it stop you and strive for more.
My career ambitions are either to go into criminal psychology or continue with what I do best, which is write
that’s musically based.
Hodan (pictured) Our Future, London
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Being on the Our Future programme is the reason why I’ve been able to achieve so much education-wise. Hodan, Our Future
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What it is and who it helpsOur Future is a six-month programme that offers skills training and paid work experience to 16 to 18 year olds who might otherwise struggle to get a job
for example).
It makes young people more employable and it connects them with local employers who want to work with a more diverse range of young people, which could include helping them to access apprenticeship programmes.
What it involvesThe programme includes two weeks’ paid work experience, as well as workshops, training, networking events and sessions with employers who have entry level roles. Students also have one-to-one support from a mentor throughout the programme.
How we’ll develop it At the moment, we offer this programme in our Southern and Northern regional hubs. But we’ll work to expand it more widely — both in terms of location and in the variety of employers we work with by size, sector and geographical reach.
Making it happen
Our Future
86% of Our Future students said they
have the skills required to get a job
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Smart Futures is one of the best things I’ve done. If I was to advise someone to do Smart Futures I’d say go for it: it’s been really helpful for me in applying to colleges and
Jamie, Smart Futures
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I’ve always lived on the edge of Glasgow. Because of the area I lived in, I never went out much. My biggest challenge was [that] during one year of school, I didn’t do very well in
and I felt I wasn’t going to achieve much.
After I went to EY I worked hard and managed to get my
If I was to advise someone to do Smart Futures I’d say go for it: it’s been really helpful for me in applying to colleges
I’m going to college now to do an HND and then carry on to
I’d love to code software for video games.
Jamie (pictured) Smart Futures, Glasgow
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With youth unemployment remaining high, programmes like Smart Futures are vital for arming young people with the right skills for the workplace.
Employer, Smart Futures
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What it is and who it helpsSmart Futures is a 10-month programme for Year 12 students in England and 5th Year students in Scotland. It gives young people access to paid work experience and improves their chances of getting a job, doing a degree-apprenticeship, or going onto higher education after school or college. And it gives employers the chance to spend time with local young people they might not otherwise meet.
What it involvesThe programme starts with three weeks’ paid work experience, which includes two weeks of training and one week of business experience with a local employer. Every young person on the programme has a mentor for ten months who supports them with making life choices around education and employment — a crucial step towards their working lives.
How we’ll develop itSmart Futures is already operating in 13 towns and cities across the UK. Over the next three years, we’ll expand the programme into other towns and cities and involve a greater diversity of employers — ultimately reaching more young people.
Smart Futures
98% of Smart Futures students say they’d
recommend it to a friend
Making it happen
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It has been a brilliant experience. The employers [at CBRE] have helped me choose which direction to follow. The department really motivated me and said that I have big potential to be an engineer.
Hasan, Our Future (Pictured, far left)
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Thomas Pound is an Account Manager for CBRE, the world’s largest commercial real estate services and investment
his own experience of doing an apprenticeship has inspired him and his team to offer work experience to young people on the EY Foundation’s Our Future programme.
Pictured: [L to R] Hasan and Mijaan, Our Future, London and a CBRE engineer
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An employer’s viewThere’s almost this view that if you don’t have A Levels or go to university and follow academia that you’re somehow second string, which is nonsense. Some of the most gifted people never follow that route — there are opportunities out there for everyone.
I really enjoyed my own apprenticeship and I believe a big part of what I use every day has come from there: being practically involved with engineering and seeing and doing a lot rather than just learning about it in books. There’s been nothing better, in terms of giving me grounding, than actually learning the skills by hand.
to put back and to develop people is something that we feel strongly about at CBRE. Engineers enjoy imparting knowledge and skills and get a great kick out of teaching someone the tricks of the trade, and passing that onto another generation.
It was great to see the levels of maturity change in the young people [on Our Future] in a
was because of the mentoring and experience they’d had.
Most things [in engineering] are based upon key skills such as communication, interaction,
listening. If the Our Future students use some of those learned skills in an interview, then they stand a good chance.
It was lovely to work with Hasan from the programme. You could see a marvelous development in him after just two weeks.
for the team to read, as well as information on the programme and the students. It’s very important to tell the CBRE team that they had a positive effect on the young people; that they had good things to say about us.
We’d love to get involved in the Our Future programme again. My team and I had a great experience teaching somebody from scratch. It was nice to work with people with no preconceived ideas or prior knowledge of the industry and to impart those skills and some basic training.
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Chloe is a Smart Futures student. Here she talks about the importance of paid business work experience for young people and what she got out of the programme.
businesswoman.
It’s hard to get part-time work experience when you’re still at school — everyone wants you to have experience already. Luckily I heard about the EY Foundation Smart Futures programme through my school, Inverclyde Academy. It’s a 10-month programme starting with three weeks’ paid business work experience in the summer.
I studied lots of different subjects last year [Fifth Year in Scotland/Year 12 in England and Wales] as I didn’t
business on the programme, and I did that.
Because of Smart Futures I’m now picking business and accounting subjects, as I know I want a career in business.
I enjoyed the whole programme; I really can’t pick a favourite part. I met a good group of people and made new friends.
I got to work in the student recruitment team on the programme and also got to meet different businesses. I enjoyed the independence I had.
I’ve learnt it’s good to question
my ideas forward. I’ve also
and I was even able to complete a newsletter during my work experience — I’m really proud of that.
My Smart Futures mentor, Margaret, is supporting me
throughout the next 10 months — I think it’s really important in the last year of school to have someone to talk to about all the decisions you have to make; there are so many.
In my opinion, it’s important for more businesses to give opportunities like this to young people. After all, we’re the next generation, and one day we’ll be working to pay for them!
Every young person deserves a Smart Future
Pictured on the right: some of the Smart Futures class of 2014
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It’s important for more businesses to give opportunities like this to young people.
“ “Chloe, Smart Futures
26 EY Foundation26 EY Foundation Pictured: Abi, Smart Futures, London
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Investing in young people through investing in our charityWe can make an even bigger impact, and help even more young people, by generating additional income and safeguarding that income so we’re sustainable as a charity.
That means developing a diverse and sustainable portfolio of income from a range of sources, including regular donors and large-scale, longer-term social investors. It also means building appropriate reserves.
money we raise as possible goes towards providing support to young people.
EY is a major corporate funder of the EY Foundation already, but in order to achieve our charitable aims we will start to attract investment from many corporates.
Our income portfolio will comprise:
Traditional fundraising
Corporate partnerships
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Why it’s important
Traditional fundraising is all forms of charitable ad hoc and regular giving, including sponsored challenges. It means a wide range of participants get the chance to be involved in the charity in interesting, diverse and often exciting ways. This income creates a base for longer-term fundraising and volunteering support.
What we’ll do
Make traditional fundraising more
ad hoc giving activities annually to include things like auctions, lotteries and fundraising dinners.
Prioritise activities that lead to regular donations such as Pennies from Heaven, and direct debits.
Strengthen our relationship with donors and provide them with better opportunities to engage with our work and our young people, increasing their giving over time.
Our goal
To create a fun, engaging and sustainable income base.
Why it’s important
There are many employers who want to invest in young people and support them into work. They are motivated by a range of issues: doing the right thing for young people; working with and having a more diverse talent pool; or creating volunteering and mentoring opportunities for staff that has a direct social impact on local communities.
We have already signed up a number of corporate partners to our programmes. They have made a commitment to offer paid work experience, mentoring and skills training to young people. But this is just the start.
What we’ll do
Build long-term relationships with many more local employers, that will enable us to support more young people and widen our geographical reach into towns and cities where there is the greatest need for our programmes.
Become a trusted and reliable charity to work with that directly impacts on the employment prospects of young people in the UK.
Our goal
Establish an expanding group of corporate partners who will contribute to our mission, by providing an increased number of great experiences of work for our young people and mentors. And who will help to provide a sustainable source of income to enable us to work with more young people.
Why it’s important
help us to increase our impact and is important for the long-term growth plans of the EY Foundation. It can
streams, which will help us to attract an even wider range of funding.
What we’ll do
Establish a Social Investment Fund Feasibility Study group.
Pursue social investment opportunities that are relevant and appropriate for our charitable programme development.
Ensure our programme monitoring and evaluation criteria are clear and robust to meet any future social investment eligibility.
Our goal
To ensure that any social investment
and income secured to fund the development and reach of our programmes.
Traditional fundraising Corporate partnerships
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Pictured: just a few of our many fantastic fundraising challenge participants, donors, supporters and volunteers. Thank you!
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Investing in our peopleWe may be small now, but we’ve got big ambitions. Our people and values are at the heart of how we’ll achieve them.
of the charity — with help from volunteers and secondees — from operational delivery, to raising funds and delivering programmes.
We have an excellent network of volunteers and secondees from EY and from other employers who receive training and a variety
is great for our young people and our charity. It enables us to get more done and to keep costs down, while making sure we have the right level of people to deliver our programmes and fundraising activities.
We have a people plan which the Executive team manages and reviews that focuses on the skills needed to develop to succeed. It includes developing a Charity Academy to offer our people skills training, experiences and mentoring from across the third sector.
Pictured: Lauren, Smart Futures, Glasgow
Our valuesOur values are key to everything we do as a charity. They allow every one of us to focus on the same things and be effective — whether we’ve been with the charity for a day or a year.
: we always put young people’s interests at the heart of everything we do
Passion: in our work and in our mission
Integrity: in our actions as well as our words
Support: for one another as a team and for those we work with
Pioneering: in the work that we do
Courage: to stand up for what we believe in and what’s right
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Thank you for your interest in the EY Foundation. We believe that we can make a big impact on the working prospects of young
barriers in the labour market — helping them to overcome those and succeed. We’d love you to help us.
If you’re feeling inspired by the work we do, you can get involved by:
Volunteering Fundraising Investing Becoming a mentor � � �
Visit our website — eyfoundation.co.uk Watch our latest video on YouTube — youtube.com/user/EYFoundation Follow us on Twitter — @EY_Foundation Find us on Facebook: facebook.com/EYFoundationUK
If you have any ideas or questions, or you’d like to get in touch with us directly, please email us at [email protected]
Pictured: Amanni, Smart Futures, London
About EY Foundation
The EY Foundation (EYF) is a UK registered charity that works directly with disadvantaged young people, employers and social entrepreneurs to create or support pathways to education, employment or enterprise. EYF is an independent UK charity that builds and delivers programmes, working with third parties and volunteers. EYF operates and is incorporated independently of EY and is governed by a separate trustee board.
The EY Foundation is a charitable company registered in England and Wales and Scotland with registered charity number 1157154
Limited.
The EY Foundation, 1 More London Place, London, SE1 2AF
© 2016 The EY Foundation.
All rights reserved
eyfoundation.co.uk ED None
The EY Foundation
Pictured: Terri Lau, Youth Panel member and Smart Futures, North West alumnus