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      Rob Smith
Rob Smith - YSS Chief Executive

At YSS we are constantly faced by young people who do not fit the 'system', where at every turn they seem to be faced by insurmountable challenges, closed doors and lack of opportunities that re-inforce negative feelings of self-esteem which can then in turn become self-fulfilling prophecies.

We therefore aim to work alongside young people and the partner agencies they face to ensure they can develop and reach their potential. We do this by providing mentoring services, advocacy, self-esteem building, personal development programmes, skills and knowledge development. We then undertake awareness raising of issues faced by young people, make referrals to partner agencies and lobby for change. This is how we can make a difference.

The majority of our work is outreach-based and delivered in local communities at times and venues that are convenient for young people and their families. We have developed a track record of motivating and engaging some of the most under-supported young people in society, also for developing systems and policies for effective interagency work and for strong project management.

YSS has been requested and agreed to sit on wide a range of local, regional and national fora. These are currently based around:

   Promoting the development of services to people at risk of social exclusion
   Assisting in the development of plans to reduce regional re-offending
   Developing and improving volunteering opportunities at a national and      regional level
   Improving the relationship between the voluntary sector and local/national      government bodies

In undertaking this time-consuming work we are able to feed directly from service users, volunteers and practitioners to inform and improve the debate about social policy. This is an important element of our work and an area that we will continue to build upon.

Progress against the Business Plan

Our current Business Plan runs from 2005-2008. The plan focuses on 6 key areas and we are well on track to meet all of our targets during 2007-8.

Following a sustained period of growth since registering as a charity in 2001, the business plan recognised the need to develop a stronger core infrastructure. In short these objectives are:

•   Continued delivery &      development of innovative      services based on service user      feedback.
•   Influencing social policy.
•   Developing a comprehensive      internal business infrastructure.

Significant progress has been made in relation to our service user involvement practice and we have adopted the nationally recognised 'Hear By Right' framework. We will be continuing to implement this in full throughout 2007-8 and beyond.

A new strategic business plan will be developed through consultation with service users, volunteers, staff, managers, key partner organisations & trustees during 2007-8.