Service CentresA service is made up

Service Centres
A service is made up of one or more projects based at one location. For example, a YouthAction Service Centre based in an old school in East London, runs a youth club, a series of educational support classes, a drop-in centre, a teenage wellbeing clinic and an employment help desk. Each of these projects is funded separately. The centre is open 7 days a week and other youth groups use its premises to run their own activities. The centre is part funded by the local authority, as well as through charitable donations. Another centre, in a more rural part of the world, only runs one project, teaching young people how to become motor mechanics. This project is funded by a major car manufacturer based in the area through the company’s social enterprise fund.
In the past each service centre has run in a fairly autonomous fashion. The service centre manager would normally be responsible for looking after the way the centre operates, the employment of staff and raising funds to support the activities. Regional managers have oversight of the work. YouthAction have provided support to all centres with marketing, financial management, administration, and a range of other activities as requested by centres. Any finance to support a centre is paid to the charity centrally and money is then allocated to the centre and project as required. All salaries are paid centrally. Service centres will manage any volunteers working on projects locally. However all volunteers are expected to be put through a vetting process with the Head Office as many of the people volunteering to work with YouthAction will be working with vulnerable young people. This checking process does not always happen as it should.
The funding of each project will be subject to a contract agreed by YouthAction and the funder. The contract outlines the length of the project, the value of the funding and any constraints on how the funding can be used. A service centre might have 5 or 6 different contracts in place to fund all the activity in the centre.

Management of YouthAction
The YouthAction Trust Board is the group overseeing the charity and the Executive Committee manages the charity on a day to day basis. The Trust Board is made up of the Chief Executive, the Finance Director, and five individuals drawn from the community and industry. The day to day running of the charity is managed by the Executive Committee made up of the Chief Executive, the Finance Director, the Operations Manager, the Marketing Manager and the Director of New Business. In addition, the Regional Directors are asked to be part of the group when necessary.
The charity has invested in a number of central IT systems in areas such as finance and marketing. These systems have been purchased in a piecemeal way and are not integrated.
Each service centre will have its own management team to run projects at its centre, normally chaired by the centre director or regional manager. The normal practice is for service centres to report quarterly on how they are getting on. There is no standard reporting mechanism for gathering the data.

Review of Services and projects
The Trust Board and Executive Committee have been carrying out a major review of the way the charity operates. It is concerned that by having each of the services and projects running autonomously that there is a significant overhead to the charity which could be reduced if much of the management of services was centralised. It is particularly concerned about the investment in IT at a service centre level. It also has significant concerns about the way centres and projects are holding personal data. The charity has recently been reprimanded for failing to keep personal data secure and, in some places, holding incorrect data.
One of the conclusions of this review is that the charity should invest in the purchase or development of a management information system.

IT Services
Each service centre has made its own investment in IT, systems for managing projects, and so on. A recent survey of IT being used in centres has shown that the majority of the data used by centres is held in spreadsheets. In several places, centres are connected to systems operated by a third party. These might be local authorities, health services, or other charities, as required by the needs of each individual project. It is common for people working on a project to enter the same data into 2 or 3 different systems, depending upon the structure of the project and who the funder is.
The IT survey also indicated that much of the IT equipment used by services is out of date and would not be appropriate for a modern management information system.

Kết quả (Anh) 1:

Service CentresA service is made up of one or more projects based at one location. For example, a Service Centre based YouthAction in an old school in East London, runs a youth club, a series of educational support classes, a drop-in centre, a teenage wellbeing clinic and an employment help desk. Each of these projects is funded separately. The centre is open 7 days a week and other youth groups use its premises to run their own activities. The centre is part funded by the local authority, as well as through charitable donations. Another centre, in a more rural part of the world, only runs one project, teaching young people how to become motor mechanics. This project is funded by a major car manufacturer based in the area through the company's social enterprise fund. In the past each service centre has run in a fairly autonomous fashion. The service centre manager would normally be responsible for looking after the way the centre operates, the employment of staff and raising funds to support the activities. Regional managers have oversight of the work. YouthAction have provided support to all centres with marketing, financial management, administration, and a range of other activities as requested by the centres. Any finance to support a centre is paid to the charity centrally and money is then allocated to the centre and project as required. All salaries are paid centrally. Service centres will manage any volunteers working on projects locally. However all volunteers are expected to be put through a vetting process with the Head Office as many of the people volunteering to work with YouthAction will be working with vulnerable young people. This checking process does not always happen as it should.The funding of each project will be subject to a contract agreed by YouthAction and the funder. The contract outlines the length of the project, the value of the funding and any constraints on how the funding can be used. A service centre might have 5 or 6 different contracts in place to fund all the activity in the centre. Management of YouthActionThe YouthAction Trust Board is the group overseeing the charity and the Executive Committee manages the charity on a day to day basis. The Trust Board is made up of the Chief Executive, the Finance Director, and five individuals drawn from the community and industry. The day to day running of the charity is managed by the Executive Committee made up of the Chief Executive, the Finance Director, the Operations Manager, the Marketing Manager and the Director of New Business. In addition, the Regional Directors are asked to be part of the group when necessary.The charity has a critical in a number of central IT systems in areas such as finance and marketing. These systems have been purchased in a piecemeal way and are not integrated.Each service centre will have its own management team to run projects at its centre, normally chaired by the centre director or regional manager. The normal practice is for service centres to report quarterly on how they are getting on. There is no standard reporting mechanism for gathering the data.Review of Services and projectsThe Trust Board and Executive Committee have been carrying out a major review of the way the charity operates. It is concerned that by having each of the services and projects running autonomously that there is a significant overhead to the charity which could be reduced if much of the management of services was centralised. It is particularly concerned about the investment in IT at a service centre level. It also has significant concerns about the way the centres and projects are holding personal data. The charity has recently been reprimanded for failing to keep personal data secure and, in some places, holding incorrect data.One of the conclusions of this review is that the charity should invest in the purchase or development of a management information system.It ServicesEach service centre has made its own investment in IT, systems for managing projects, and so on. A recent survey of IT being used in the centres has shown that the majority of the data used by the centres is held in spreadsheets. In several places, the centres are connected to systems operated by a third party. These might be local authorities, health services, or other charities, as required by the needs of each individual project. It is common for people working on a project to enter the same data into 2 or 3 different systems, depending upon the structure of the project and who the funder is.The IT survey also indicated that much of the IT equipment used by services is out of date and would not be appropriate for a modern management information system.

Kết quả (Anh) 2:

Service Centres
A service is made ​​up of one or more projects based at one location. For example, a YouthAction Service Centre based in an old school in East London, runs a youth club, a series of educational support classes, a drop-in center, a clinic and an employment Wellbeing teenage help desk. Each of những is Funded projects separately. The center is open 7 days a week and other youth groups to use its premises hoạt tremor Their Own. The center is part Funded by the local authority, as well as through Charitable donations. Another center, in a more rural part of the world, only one project runs, teaching young people how to trở motor mechanics. This project is Funded by a major car manufacturer based in the area through the company's social enterprise fund.
In the past each service center has printed a fairly autonomous fashion tremor. The service center manager would be responsible for looking after thường the way the center operates, the employment of staff and raising Funds to support the Activities. Regional managers have Oversight of the work. YouthAction have given below with marketing support to all Centres, Financial management, administration, and a range of other hoạt as cầu by Centres. Any finance to support a center is paid to the charity money is then allocated centrally and to the center and the project as required. All salaries are paid centrally. Service Centres will manage any volunteers working on projects locally. Tuy nhiên volunteers are expected all to be put through a vetting process with the Head Office as many of The People Volunteering to work with YouthAction Will Be Vulnerable working with young people. This does not always happen checking process as it shouldnt.
The Funding of each project will be subject to a contract Agreed by YouthAction and the Funder. The contract outlines the length of the project, the value of the Funding and any constraints on how the Funding can be used. A service of might have 5 or 6 center Contracts in place to fund khác all the activity in the center. Management of YouthAction The YouthAction Trust Board is overseeing the charity the group and the Executive Committee Manages the charity on a day to day basis. The Trust Board is made ​​up of the Chief Executive, the Finance Director, and five drawn from the community Individuals and industry. The day to day running of the charity is managed by the Executive Committee made ​​up of the Chief Executive, the Finance Director, the Operations Manager, the Marketing Manager and the Director of New Business. In addition, the Regional Directors are to be part of the Asked khi cần group. The charity has Invested in a number of central IT systems which areas như print marketing and finance. These systems purchased in a piecemeal được way and are not integrated. Each service will have its own center management teams to tremble at its center projects, thường Chaired by the center director or regional manager. The normal practice is for service to report quarterly on how Centres chúng getting on. There is no standard reporting mechanism for gathering the data. Review of Services and projects The Trust Board and Executive Committee Carrying out a major được review of the way the charity operates. It is Concerned That by having each of the services and projects there is a running autonomously mà the significant overhead to the charity could be reduced if mà much of the management of services was Centralised. Particularly Concerned about It is the Investment print service center IT at a level. It also has the significant Concerns about the way Centres are holding personal data and projects. The charity has Recently Been reprimanded for Failing to keep personal data secure and, print some places, holding incorrect data. One of the Conclusions of this review is rằng charity shouldnt invest in the purchase or development of a management information system. IT Services Each service center has made ​​riêng print Investment IT, systems for Dressing, projects, and so on. A recent survey of IT being used to print Centres has Shown rằng Majority of the data used by Centres is giữ print spreadsheets. In vài places, Centres are connected to systems operated by a third party. These Might Be local Authorities, health services, or other Charities, as required by the needs of each of the individual projects. It is common for People working on a project to enter the same data Into 2 or 3 khác systems, upon the structure of the phụ thuộc project and who the Funder is. The IT survey indicated mà am also much of the equipment used by IT services is out of date and would not be the appropriate for a modern information management system.