These elements will be mentioned, in relation to youth work management, to determine the factors that make such a manager successful in an environment of dynamic financial and political changes. Youth service agencies, which used to receive generous allocations as part of the Labour government’s policies towards youth empowerment, have been forced to contend with decreasing funding since the economic crisis of 2008/2009 (Stoner et al. 2012: p54). Funding decreased significantly between 2012 and 2013 for the majority of youth services and this trend is expected to continue as the recession recovery continues to be slower than expected. The effects of this trend have substantially changed the landscape for youth services compared to 5-10 years ago. While youth work service would offer more diverse services aimed at improving youth autonomy, achievement, and involvement, current services are aimed at tackling existing youth problems, rather than youth empowerment. This can be seen in the concerns over the reduction of youth programs that has diverted attention away from youths with complex needs, compared to current services that are targeted at specific problems (Tyler, Hoggarth, & Merton, 2009: p43). The withdrawal of funding to the Future Jobs Fund is another example of the changes to youth work service provision. What this has meant is that services have increasingly turned their attention away from creating jobs for the unemployed young people. Similar trends are also evident in pilot programs aimed at providing young people with incentives and support to involve themselves in activities that increased employment opportunities, as well as training opportunities (Dixon, 2013: p9).
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An essay "Managing Change as a Youth Work Manager" outlines that an efficient and effective youth work manager during this time of change with regards to leadership and management skills, people management, planning, and government legislation and funding knowledge. …
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