Working beyond North Lanarkshire
This year we are delighted to report on securing geographic growth for Routes To Work and delivery in new areas of Scotland!
We delivered our Opening Doors programme in West Dunbartonshire, along with securing places on employability frameworks in West Lothian and Falkirk.
The West Dunbartonshire programme was delivered in Centre 81 in Whitecrook, Clydebank and was funded through the Local Employability Partnership.
It continues to focus support in an area of high deprivation and on the engagement and support of unemployed clients living in the area.
We commenced a series of new activities in Clackmannanshire and more programmes have been commissioned for 2024/25.
This has included certificated courses in Food Hygiene, First Aid and Scottish Certificate Personal Licence, along with non-certificated delivery in Communication Skills and Your Wellness Matters.
In addition, the first external delivery is planned of our Boost Health and Employability programme, after successfully delivering this in North Lanarkshire.
To date, these programmes in Clackmannanshire have received excellent feedback
This all comes as part of Routes to Work’s strategic growth ambitions, we aimed to extend the reach and impact of our work both within North Lanarkshire, the wider Glasgow City Region and other geographically connected local authority areas.
In March 2023, we set out eight key strategic growth priorities which were approved by our board.
Our intention was to extend Routes To Work’s reach and impact, linked to new and evolving investment streams including the UK Shared Prosperity Fund, Best Start Bright Futures and No One Left Behind themes.
As we move towards completion of our Knowledge Transfer Partnership with the University of the West of Scotland, we will place even greater emphasis on delivering and demonstrating the wider social value outcomes that arise from our work.
This is resulting in an evolution of the Strategic Growth Manager position to an ‘Impact Growth’ role, assisting in the development of objectives contained in the concluding KTP Work Plan.
In 2023/24 we have improved existing relationships and secured new partnerships and funding in new areas for Routes To Work.
It is worth mentioning that this would not have been possible without the partnerships we have made here in North Lanarkshire, particularly with North Lanarkshire Council.
We will continue to work hard to support people in these communities, in partnership with key stakeholders like them, at the same time as developing innovative and compelling offers to local authorities and key Third Sector and employability representatives elsewhere.
Finances
Good
news!
£4.076 million
Total income
Total income for the year reached £4.076 million, an increase from £3.86 million the previous year.
£4.007 million
Total expenditure
Total expenditure for the year reached £4.007 million, a decrease from £4.170 million the previous financial year.
At Routes To Work, we want to keep costs down as much as possible, while still delivering the best service possible for our clients!
Last year, our expenditure exceeded our income by over £300,000, but we are pleased that this year we have recorded a £69,000 profit, which will go straight back into supporting our communities where it’s need most.
Expenditure explored
£3,050,344 was spent on salaries, pension costs, and social security for the staff. This remained the largest portion of the expenditure.
Most of our staff are in frontline roles, directly supporting individuals to develop skills and confidence, and then to find and keep employment.
The staff who aren’t dealing directly with clients are facilitating that client-focused help that makes Routes To Work run so effectively.
Chair's Report
Thank you for taking the time to read our 2023-24 Annual Report. This year we placed a big focus on meeting people where they are.
I am pleased to reflect on what has been an eventful and rewarding year for our organisation. This past year has been defined by strategic growth, significant change, and a commitment to meeting people Where They Are, supporting them on their Route To Change.
One of our key milestones has been the development and launch of our new three-year strategic business plan (2024–2027).
This plan, crafted after extensive consultation with stakeholders, staff, clients, and North Lanarkshire Council, outlines a growth strategy that is both sustainable and measured.
We have focused on growing our core services within North Lanarkshire, looking at doing more with our priority groups such as young people and those in the justice system.
We also aim to expand our services into eight or nine local authority areas, focusing on those with limited employability services or minimal infrastructure.
These are areas where we believe Routes To Work can add real value, and we are committed to bringing the same quality of support that North Lanarkshire residents have benefited from.
Importantly, all our decisions are made with a careful assessment of our capabilities and values. We are not pursuing growth for the sake of it; we are expanding only where we can make a genuine impact, and where the fit aligns with our purpose.
One of the highlights of the year has been our emphasis on social value. For every pound invested in Routes to Work, there is a social return of £6.89.
This figure, verified by Social Value UK through our Knowledge Transfer Partnership with University of the West of Scotland, reflects not just the financial benefits but the broader impact on health, well-being, social networks, and more.
It's a tangible way to demonstrate the difference our work makes in people’s lives.
Furthermore, as we continue to fine-tune this data, it helps solidify our position as a valuable partner for local authorities.
Another major focus has been transitioning from the European Structural & Investment Funds to the new UK Shared Prosperity Fund. This change brought with it challenges, but I am incredibly proud of how seamlessly our team has managed to shift over, with our clients at the forefront of their minds.
The commitment of our staff, as well as the smooth handover in leadership roles, has been critical.
The appointment of a new CEO starting at the beginning of the 2024-25 financial year (1 April) ensures that we maintain strong leadership throughout a period of transition and growth.
Recruitment has been a key theme this year, with around fourteen new hires to help meet operational demands.
This, combined with our staff retention and satisfaction rates, which are among the highest I’ve seen in my nine years now as a board member, tells me that we continue to move in the right direction.
The feedback we gather from staff surveys, and the direct engagement through our employee forum, has played a significant role in maintaining an open and collaborative culture here at Routes To Work.
One of the personal highlights of my year as Chairman was hearing about one of our clients, Gary, winning Achiever of the Year at the Employment Related Services Association (ERSA) Awards in November 2023.
Hearing about the profound impact this award had on him, and his mum who was there to support him, reminded me why we do what we do.
Finally, I want to mention the successful review of our hybrid working model and subsequent implementation of our blended working arrangements.
Navigating a post-pandemic world required us to review and adapt how we work, ensuring that both client needs and staff productivity were prioritised.
Through meaningful consultation, we managed this change well, a testament to the trust and commitment within our team - so thank you!
Overall, this has been a year of strategic growth, significant achievements, and positive change at Routes To Work. As we move forward, I remain optimistic and, more importantly, excited about the future, knowing we have a strong team, clear vision, and the trust of our partners.
As we move forward, I remain optimistic and, more importantly, excited about the future, knowing we have a strong team, clear vision, and the trust of our partners.
Robert King
