SL2402 Strategic Management or Sustainability

GROUP RLPOR1


LXPANDING 1lL UNIQUL CON1RIBU1ION Ol S\D`S
lRI1IDSGARDAR 1O 1lL SUS1AINABILI1\ ClALLLNGL









Saak Atahan, 800425-1123
Sophie Graine, 800813-1081
Alli Kingisher, 40315-1009
Phil Long, 20630-104
Myriam Schaeer, 841016-1262

List o ligures and 1ables I
Table of Contents
LIS1 OI IIGURLS AND 1ABLLS .................................................................................. II
S1A1LMLN1 OI COLLABORA1ION ......................................................................... III
PAR1 J: ANALYSIS OI 1HL ORGANISA1ION'S VISION AND BUSINLSS CASL
IOR SUS1AINABILI1Y..................................................................................................... J
HIS1ORY................................................................................................................................2
CORL PURPOSL......................................................................................................................2
CORL VALULS ........................................................................................................................2
VISION.................................................................................................................................3
S1RA1LGIC GOALS .................................................................................................................3
1HL BUSINLSS CASL IOR SUS1AINABILI1Y.............................................................4
PAR1 2: ANALYSIS OI CURRLN1 RLALI1Y AND BRAINS1ORM OI
COMPLLLING AC1IONS..................................................................................................6
IN1LRNAL ANALYSIS..............................................................................................................6
LX1LRNAL ANALYSIS .............................................................................................................9
PLS1LL ANALYSIS .............................................................................................................. JJ
SUMMARY OI IN1LRNAL AND LX1LRNAL ANALYSIS............................................................ J2
BRAINS1ORMING OI COMPLLLING AC1IONS....................................................................... J3
PAR1 3: PRIORI1ISA1ION AND AC1ION PLAN CRLA1ION........................... J4
DLSCRIP1ION OI 1HL PRIORI1ISA1ION PROCLSS................................................................ JS
OU1COMLS OI 1HL INI1IAL PRIORI1ISA1ION PROCLSS ...................................................... J6
CONCLUSION.................................................................................................................. 20
RLILRLNCLS ................................................................................................................. IV
APPLNDICLS..................................................................................................................... V
APPLNDIX A: CORL VALULS ................................................................................................. V
APPLNDIX B: SUS1AINABILI1Y PRINCIPLLS........................................................................ VI
APPLNDIX C: SYD INCOML & COS1 ANALYSIS .................................................................VII
APPLNDIX D: CON1RAC1LD SLRVICL RLQUIRLMLN1S IOR SYD* ................................. VIII
APPLNDIX L: SYD AC1IVI1ILS SA1ISIYING HUMANS NLLDS ...........................................XII
APPLNDIX I: S1AKLHOLDLR ANALYSIS ........................................................................... XIII
APPLNDIX G: BRAINS1ORMING OI COMPLLLING AC1IONS...................XV

List o ligures and 1ables II
List of Figures and Tables
ligure 1: S\D Company Structure............................................................................................................ 1
ligure 2: Stockholm \outh District Stakeholders................................................................................... 9
ligure 3: Implementation Schedule.........................................................................................................19
ligure 4: Procuring New lritidsgardar ,Detailed 1imeline, ................................................................19

1able 1: S\D Strategic Goals..................................................................................................................... 3
1able 2 Summary o Sustainability Principle Violations......................................................................... 8
1able 3: Stakeholders - Summary o Signiicant Relationships ............................................................ 9
1able 4: Prioritisation questions or ranking S\D`s compelling actions ...........................................15


Statement o Collaboration III
Statement of Collaboration
In our S1M project we worked with the Stockholm \outh District AB ,S\D, that manages three
lritidsgardar in southern Stockholm. Our main contacts were Kent Lindgren, Lxecutie
Manager, and Ami Stalstierna, Project Manager o S\D. Part o our team met with them and
Mehmet M. \ildiz, who works or the City o Stockholm and manages another lritidsgard in the
local district, at the start o Noember. During these meetings, discussions took place about the
company purpose, alues and ision, internal processes releant to the ull sustainability analysis,
and external trends aecting S\D. Ami and Kent proided us with documents to assist our
analysis o S\D ,procurement, income, sureys,. All inormation about S\D and the
lritidsgardar, in the report ,Part 1 and 2,, comes rom our communications with them unless
otherwise reerenced. Ami and Kent were ery responsie to our email requests or urther
inormation. lor the brainstorming step, one member o our team deliered a workshop
inoling Ami, Kent, leaders employed with S\D`s lritidsgardar, and some o the teenagers
themseles.


Introducing S\D 1
Part 1: Analysis of the Organisation's Vision and
Business Case for Sustainability
Stockholm \outh District AB ,S\D,, established in 2009, is a tax-unded non-proit company
that manages three lritidsgardar ,literally leisure arms`, or youth centres,, in southern
Stockholm. S\D operates in the greater context o youth work in the LU, acilitating personal,
social and educational deelopment ,Luropean Commission 2010,. A wide range o actiities or
teenagers and youth ,aged 11 - 1, are organised at these centres, including sports, art
workshops, dance, cultural actiities, media, handicrat, music, board games, cooking and more.
1here are approximately 50 lritidsgardar distributed throughout the 14 districts in Stockholm.
1hese are typically managed by local district goernment. In 2009, Stockholm`s southern district
contracted management o three o its nine lritidsgardar ,Arsta, Ostberga and Kartersgarden
Dalen, to S\D.
1he company structure is shown in ligure 1 below. Kent Lindgren and Ami Stalstiera ,our team`s
contacts within S\D, work with the entire organisation. Lach o the lritidsgardar hae one
manager, and rom to 14 sta.







Figure 1: SYD Company Structure

listory, Core Purpose, Core Values 2
HISTORY
Swedish lritidsgardar date back to the late 19th century. 1hese youth clubs were originally
deeloped to oster brotherhood and social skills among children. Although S\D ormed less
than two years ago, the considerable youth work experience o the key sta, when combined with
the lritidsgardar tradition, works to inorm the core purpose and core alues o the company.

CORE PURPOSE
1he core purpose o S\D is to proide a welcoming meeting space and a choice o
actiities, at no cost, so that all youth in Stockholm southern district hae an opportunity to
deelop their identities through participation in social interaction, and, in doing so, build trust in
themseles and others, and grow to initiatie and responsibility.

CORE VALUES
1he core alues o the lritidsgardar were eident in our team`s interaction with Kent, Ami, and
other company sta. 1hese are described briely below, or details see Appendix A.
Openness ,Oppen erksamhet, or Open Actiity` pedagological agenda,.
Kindness ,S\D and its three lritidsgardar exempliy kindness,.
Guidance ,through workshops, actiities and inormal conersations,.
Open-mindedness ,eeryone is welcomed and accepted at the lritidsgardar,.
Dependability ,consistent hours and rules o conduct,.


Vision, Strategic Goals 3
VISION
In 10 years, S\D will run the best managed lritidsgardar in Stockholm, while adhering to
sustainability principles ,see Appendix B or deinition,. S\D will expand its operations with the
acquisition o new lritidsgardar management contracts. 1he company will maintain a highly
dierse sta, in race, gender and age. A new S\D lritidsgard will allow young people aged 16-24
to become integral members o their communities by urther deeloping their identities and
skills. \outh who cannot or would preer not to leae their homes will be able to deelop their
identities through social interactions in the S\D`s irtual community. Increased numbers o
youth will be able to deelop employability, competence and social skills through participation as
assistant leaders. S\D will hae a stronger relationship with parents ,o attending teenagers,,
police and schools. \outh and leaders will experience cross-cultural communication during
exchange trips, thanks to growing international collaborations. 1he lritidsgardar model will
remain releant to Swedish society or uture generations.
STRATEGIC GOALS
As per communication with Kent, ie strategic goals are proposed. 1hese sere to make the
ision tangible, and proide milestones on the way to reaching the ision.
Strategic Goals Date
Successfully bid on 5-year contract to manage Rgsved and Hagstra
Fritidsgrdar

2011
Successfully bid on 5-year contract to manage rby and Hgdalen Fritidsgrdar

2012
Successfully win contracts to manage SYDs current three Fritidsgrdar (rsta,
stberga and Kvartersgrden Dalen) in procurement processes of 2012, 2013,
and 2014

2012
2013
2014
Launch an online Fritidsgrd community

2016
Start a youth center for Fritidsgrd from 16 to 24 years old

2018
Table 1: SYD Strategic Goals
1he Business Case or Sustainability 4
THE BUSINESS CASE FOR SUSTAINABILITY
A holistic way o understanding the potential business case or S\D inesting in sustainability
initiaties is to look at the potential impact on the dierent orms o capital that S\D is directly
or indirectly dependent upon ,Murray, Mohareb and Ogbuagu 2009,.
Stockholm is the ery irst city to be designated Luropean Green Capital 2010 by the LU
Commission, and clearly municipal leaders consider leadership in sustainability to be a priority.
Indeed, a requirement or this status was that the City has an integrated administratie system
that guarantees that enironmental aspects are considered in budgets, operational planning,
reporting and monitoring` ,City o Stockholm 2010,. Although S\D may not hae elt the
eects o this yet, it is ineitable that these pressures will be increasingly pushed out rom the
centre to municipalities and partner organisations like S\D, and hae increased emphasis in
uture procurement decisions. 1he city`s carbon reduction commitment is a case in point.
1hereore there is an opportunity or S\D not only to build political capital with its stakeholders
in the goernment but also stay ahead o new enironmental laws and taxes. 1his can also be
iewed as a deensie strategy against competitors that may claim superior enironmental
perormance.
Clearly S\D is already contributing to the enhancement o human, social and cultural capital in
the areas in which it operates. loweer by raming this within the context o the sustainability
challenge - i.e. its role in remoing barriers to people meeting their undamental human needs -
the importance o the serices that S\D proides in moing society towards sustainability could
sere to reitalise and saeguard its releance in the 21
st
century.
lurthermore, by demonstrating leadership with regard to sustainability, there is an opportunity
or S\D to engage both employees and the youth in a creatie exploration o the releance o
sustainability in the local context and a deeper interconnected interdependence o all human
society rom the neighbourhood to the global leel.

1he Business Case or Sustainability 5
1here is the potential or direct inancial capital return on inestment principally through
improed eiciency and thus reduced costs. 1hese may include reduced water, energy and
consumable expenses at the lritidsgardar. Also both in its core tender agreement with the
municipality, and increasingly in other unding applications the perormance o S\D with regard
to sustainability, and its strategy going orward is a actor in assessment. 1here is also a potential
or S\D gain access to unding aailable to sustainability initiaties aimed at community
organisations or small businesses.
Not withstanding limitations with regard to the lritisgardars` built capital not being owned by
S\D, many initiaties with regard to eiciency relate to how the space is used rather than
inrastructural inestments. loweer there may be potential to work with landlords in a win:win
way with regard to structural inestment which may beneit both parties.
Inestment in youth has clear long-term economic and social susatinability beneits. lor example,
a study in Leksand municipality showed that a 300,000 SLK,year expenditure on youth work ,ia
parental education, could, in the long term, sae the municipality 39,000,000 SLK annually, due
to reduced incidence o addiction, mental illness and long-term unemployment ,Nilsson and
\adeskog 2008,.

Business Oeriew: Income, Lxpenditure and Contract 1erms 6
Part 2: Analysis of Current Reality and Brainstorm of
Compelling Actions
INTERNAL ANALYSIS
Income
S\D currently receies oer 96 o its income rom tax-unded local municipality
payments under contract.
1he initial contract period is three years, but it is extendable to ie.
1here is a small income stream rom other grants and projects ,e.g. proiding external
training serices,.
S\D is paid a ixed price per annum based on the number o hours the lritidsgardar
premises are open.
Expenditure
Oer 82 o S\D costs are related to salaries, employment and associated sta costs.
Around 14 is related to external operating expenses. Signiicant items here include
electricity, cleaning and sanitation, repair and maintenance o premises, rental equipment,
oice and I1 supplies, trael and transport, mobile and data communications, and
accountancy serices.
1he inal 4 is related to purchases o materials and goods including ood purchases
,1.6,.
1he lritidsgardar premises are owned by third-party landlords and the rent is paid
directly by the municipality.
See Appendix C or a breakdown o S\D`s income and expenditure.
Contract Terms & Service Levels
1he required serices that S\D must proide, according to the Skall-kraen ,Contracted
Serice Requirements or S\D`,, are included in Appendix D. Note that there are no
clear metrics or ealuating perormance against these requirements.
Operational Analysis
Areas include core actiity proision, user participation, interaction, social unctioning
and meeting places, park area management, summer actiities, substance abuse
preention work and opening hours.
1. What does SYD supply to society?
S\D proides youth serices as described in Part 1.
S\D helps to remoe barriers to people meeting their undamental human needs` that are
described by Manred Max-Nee ,Max-Nee 1991, as its serices contain a host o synergistic
satisiers` ,things which are ery good at satisying multiple needs in concert,. See Appendix L or
an analysis o how some o S\D actiities` help to remoe barriers to youth meeting their
undamental human needs`. 1he examples are rom interiews with the S\D management team
and young people.
Although there is compelling eidence that youth serices can proide an excellent return on
inestment with regard to social sustainability, urther research could document the signiicance
o S\D`s contribution to Lnskede-Arsta-Vantor district and society as whole ,e.g. ratio o
participants to total youth in the district, community eedback, whether any local alternaties are
aailable,.
2. What does SYD rely on?
LNVIRONMLN1
lrom analysing S\D`s expenditures it becomes clear that there is a relatiely small
consumption low o raw materials.
S\D consumes electricity or heating, lighting and power.
SOCIL1Y
S\D depends heaily on the capabilities o its youth leaders. Key skills include leadership,
mentoring, and organisational skills.
S\D proides a tailored set o sta training, uniquely positioned to the needs o youth
workers in the lritidsgard context.
Operational Analysis 8
S\D is also dependent on an organisational culture that embodies its alues. S\D also
actiely seeks to empower its youth leaders by deoling as much decision making as
possible to the indiidual lritidsgard leaders.
3. What is left?
S\D separates waste based on the standard municipal requirements in the area that it
operates.
4. What is SYD's planning and decision making framework?
S\D`s planning and decisions making ramework is largely inormal. 1here is a
leadership team` which meets monthly to reiew operational issues and make key
operational decisions.
A company board chaired by the chie executie oersees the running o the business,
including the commercial, legal, regulatory and inancial aspects.
Relating Sustainability Aspects to Sustainability Principles
In the oerall context o a sustainable society, S\D`s current and potential contribution to
remoing barriers to ,otherwise marginalised, people meeting their basic human needs
,Sustainability Principle 4, is their most signiicant contribution towards sustainability. \e see
this as their most important role in the transition towards a sustainable society. S\D`s
contribution to the iolation o all Sustainability Principles is quite low.
Aspects Impacts
Electricity consumption [(assuming standard
Stockholm source mix Statens
Energimyndigheten 2009)]

Low
E-waste

Low
Cleaning agents

Low
Food sources

Low
Table 2 Summary of Sustainability Principle Violations
Stakeholder Analysis 9
EXTERNAL ANALYSIS
Stakeholder Analysis
S\D maintains relationships with many stakeholders ,see ligure 2,. Some o these relationships
are always ery important, while others ary in signiicance oer time. An assessment o the most
important relationships is proided here ,or summary see 1able 3,. lor a more detailed
stakeholder analysis please see Appendix l.










Figure 2: Stockholm Youth District Stakeholders

Stakeholder Current Relationship Future Relationship
Teenagers

Strong Maintain
Assistant Leaders

Strong Develop
Parents

Weak Develop
Local District

Strong (but facing
challenges)
Develop
International Collaborators

Strong Maintain, Grow
Table 3: Stakeholders Summary of Significant Relationships
Stakeholder Analysis 10
1LLNAGLRS
1he relationship with teens, S\D`s core stakeholders, is currently strong. S\D proides
teens with the lritidsgardar, and both seeks and implements adice rom the teens on
how to improe the lritidsgardar actiities ,using sureys, inormal otes, and suggestion
boxes,.
ASSIS1AN1 LLADLRS
S\D proides assistant leader opportunities to youth, thus deeloping youth
employability, social skills and uture opportunities. S\D wishes to urther deelop this
relationship ,which links directly with the organisational core purpose,, and is hindered by
the diiculty o training and managing assistant leaders.
PARLN1S
1he relationship between S\D and parents o teenagers attending the lritidsgardar is
currently weak. One barrier or many parents to participate in the lies o their children is
the act that they work long hours. One o the key challenges currently acing S\D is
how to improe this relationship.
LOCAL DIS1RIC1 (LNSKLDL-ARS1A-VAN1R)
1his relationship is a deelopment priority or the company. S\D is hindered by
bureaucracy and uncertainty oer S\D`s new role as a priate organisation ,e.g. regarding
local district paying extra or training serices proided to local district sta by S\D,.
IN1LRNA1IONAL COLLABORA1ORS
S\D works with international collaborators in the LU to arrange learning opportunities
or youth, youth workers. S\D beneits rom the reputation o Sweden as a reliable,
trustworthy, yet somewhat exotic country. S\D is hindered by the ery time-consuming
application process or these collaborations.

PLS1LL Analysis 11
PESTLE ANALYSIS
Lxternal trends aecting S\D rom the political, economic, social and enironmental spheres are
examined below. Legal and technological trends were not considered releant to S\D`s core
business.
POLI1ICAL
Political majority changes requently in Stockholm. 1hese luctuations can negatiely
impact S\D, as lritidsgardar generally beneit rom a stable political climate.
LCONOMIC
1he trend o high unemployment oer the last 15-20 years has led to both a greater need
or and less unding aailable or lritidsgardar.
SOCIAL
Increased working hours by parents has shited the lritidsgardar role rom solely an
actiity centre to more o a place or teens to seek guidance and adice ,including
immigrant teens seeking knowledge o Swedish society,.
Changing expectations by youth aect lritidsgardar programme oerings ,e.g. teens now
tend to preer large public eents instead o small-scale eents at the lritidsgardar,.
\idespread adoption by youth o Internet and social networking is a potential
opportunity or S\D expansion ,e.g. a irtual youth club currently exists in linland: City
o lelsinki and Oulu City \outh Centres 2010,.
LNVIRONMLN1AL
Changing enironmental trends hae little impact on S\D. Stockholm`s ision o being
ossil-uel ree by 2050 ,City o Stockholm 200, may be an opportunity to seek support
or enironmental initiaties ,e.g. renewable energy,.

Summary o Internal and Lxternal Analysis 12
SUMMARY OF INTERNAL AND EXTERNAL ANALYSIS
lrom the interior analysis, we see the major opportunity and sustainability beneit or S\D to
achiee its ision by building on the social sustainability strengths and expanding the positie
impact the company already has. \ith regard to the enironmental aspects o sustainability there
is certainly room or improement in its internal operations, but there is an een greater potential
impact in its potential to inluence the youth and communities in which it operates.
S\D`s ability to lie up to its core purpose and reach its ision is dependent upon:
1he capability o its youth leaders and management team, underpinned by training and
successions planning.
A good working relationship with the municipality, underpinned by demonstrating
excellence and managing the relationship eectiely.
1he popularity o its serices with youth, underpinned by monitoring attendance,
sureying, engaging youth in shaping actiities, and continually innoating.
1he external analysis shows that the relationships with most key stakeholders ,teens, local district,
assistant leaders, are currently strong. Some relationships ,parents, international collaborators,
hae an opportunity or improement which will help moe S\D towards its ision. Lmerging
social trends inorm the brainstorming and prioritisation o actions steps.
Brainstorming o Compelling Actions 13
BRAINSTORMING OF COMPELLING ACTIONS
Our internal and external analysis inormed our brainstorming session, by proiding our team
with an understanding o current trends and actiities, as well as key stakeholder relationships.
1his allowed us to both come up with releant, realistic, creatie and original actions ,beyond
actions already taking place at the lritidsgardar, e.g. sports, music, art, during our own
brainstorming session, and to target the key stakeholders or our workshop with S\D.
\e used three dierent approaches to come up with a brainstormed list o creatie and
compelling actions or S\D. Our main impetus was to ind initiaties and inestments that moe
S\D towards its ision. Our team brainstormed together and came up with approximately 150
actions.
\e also harested data rom existing sureys o teens regarding how they would improe the
lritidsgardar. Additionally, a workshop with leaders and teenagers in S\D`s lritidsgardar was
run. 1he participants were asked to ill out a surey responding to the ollowing questions:
1. \hat do you loe about the lritidsgard
2. low could the lritidsgard be better
3. Imagine you are the richest people in the world. 1he only thing you can use your
money or is making the lritidsgard better. \hat would you change ,Please list as many
ideas as you can think o, it doesn't matter how crazy they seem,.
1he results o our brainstorming steps can be ound in Appendix G. 1he actions were structured
into the ollowing broad categories: outdoor actiities, enironmental education, youth
education,skill deelopment, serice, technology, leadership, partnerships,
inrastructure,procurement, marketing,outreach, and other`. Ideas harested both rom the
pre-existing teen sureys and rom the workshop were each gien their own separate category. In
part 3, actions were then prioritised according to S\D purpose, ision, and sustainability
principles, and a strategic action plan or carrying out selected actions was deeloped.

Prioritisation and Action Plan` Creation 14
Part 3: Prioritisation and Action Plan Creation
\hen conducting a sustainability assessment, some companies, particularly manuacturing or
product-based companies, are aced with the question o whether there might be an entirely new
way to delier their serice that would be more in line with sustainability. 1here is little
imperatie or S\D to radically change their method o serice deliery. S\D is a serice-based
organisation whose actiities already make signiicant contributions to social sustainability, with
comparatiely low impact on the enironment. 1hereore, a key ocus o the prioritisation and
strategic action planning process was maintaining and building on the positie momentum S\D
already has in moing towards social sustainability.
Action prioritisation ocused primarily on identiying new, innoatie and easible actions that
would help moe S\D towards its ision. In addition to these new actions, there is a recognised
need or S\D to continue cost-eectiely deliering the core serices that it is contracted to
proide.
1he company must demonstrate alue or money while it looks to expand and innoate. 1hese
capabilities underpin the successul proision o S\D serices, and include the success aspects
identiied in Part 2 ,especially the skills and engagement leels o its sta,. S\D also needs to
manage commercial and reputational risk by strengthening its relationships with the municipality
and other stakeholders, including parents and schools, and maintain a keen awareness o
competitors. In addition, the company must remain aware o the organisational reality that S\D
is dependent on youth attendance, and must ensure that its actiities continue to be popular. lor
the purpose o this strategic management plan we hae considered these areas as business as
usual` and hae not included them on the strategic action plan. None the less while pursuing
growth and innoation S\D must take care to continue to look ater it core business, especially
as it is dependent currently on a single source o reenue rom the municipality. 1he company
must be able to sustain itsel, in terms o both inances and reputation, so that it can continue to
contribute to social sustainability.
Description o the Prioritisation Process 15
DESCRIPTION OF THE PRIORITISATION PROCESS
1he main goal o the prioritisation process is to ensure selected actions align with the core
purpose and ision o S\D, without iolating sustainability principles. Actions meeting this
criteria are considered to be headed in the right direction`. As S\D is a social serice-based
organisation with ery ew material lows, social sustainability actors were emphasised in the
analysis. 1he company`s greatest potential contributions to sustainability are by directly remoing
barriers o Stockholm youth to meeting their needs, and indirectly by educating youth about the
enironment, the prioritisation process relects this. \e began by asking 11 prioritisation
questions, described below, about each o the many actions suggested in the brainstorming
process.
To what extent does this action
Alignment: core
purpose
help youth build their identities through social interaction?
help youth build employability, competence and social skills?
contribute to diversity within SYD?
contribute to the efficiency of SYD operations?
maintain the relevance of the Fritidsgrdar into the future?
Alignment:
vision
promote cross-cultural learning?
contribute to environmental sustainability as per Sustainability Principles
1-3?
Alignment:
sustainability
principles reduce conditions that systematically undermine people's capacity to
meet their needs?
Additional
Questions
provide a flexible platform for future actions?
provide a return on investment (social, financial, environmental)?
...and, to what extent is this action free from (physical, economic) risk?
Table 4: Prioritisation questions for ranking SYDs compelling actions
In terms o deciding whether an action acted as a lexible platorm` we proceeded as ollows:
Actions that lock S\D into a high inestment technology, or that inhibit positie
momentum within the organisation, scored negatiely.
Actions that do not build or diminish momentum in the organisation ,e.g. actiities that
are not signiicantly dierent rom current operations, were considered neutral - they got
a zero` score.
Outcomes o the Initial Prioritisation Process 16
Actions that both create positie change and build momentum or uture change scored
positiely.
Applying each o the 11 questions to each o the brainstormed actions, we assigned a score o 2
,high, positie impact,, 1 ,low, positie impact,, 0 ,neutral,, -1 ,low, negatie impact, or -2 ,high,
negatie impact,. \e noted actions that had negatie-scoring` aspects, but did not remoe them
rom consideration.
OUTCOMES OF THE INITIAL PRIORITISATION PROCESS
1he initial scoring process sered to narrow down the many actions suggested as part o the
brainstorming step. 1wo action categories, outdoor actiities` and greening procurement and
inrastructure`, scored surprisingly low, based on their lack o alignment with the organisational
ision relatie to other actions.
A number o outdoor actiities were suggested ,e.g. kayaking, day-hikes,. 1hese actiities score
high on S\D`s core purpose o helping youth deelop their identities through interaction, but
low on alignment with the company`s ision. 1hese actiities also hae a high associated risk.
Also, current S\D sta capacity generally renders most o-site actiities uneasible. As such,
these actiities were remoed rom consideration.
Additionally, actions were suggested around greening inrastructure and procurement. 1his
category includes actiities such as buying air-trade, organic coee and installing low-low water
aucets. As S\D`s material lows are limited, such actions score only moderately well on
improing enironmental sustainability, and do not contribute to the remainder o S\D`s ision.
An external, top-down` push to implement these low-hanging ruit` actions could take the
chance away rom an internal lritidsgardar green teen team to identiy and pursue these actions
and experience success themseles. As such, these actions were not considered to proide a
lexible platorm or build momentum towards urther changes, and were remoed rom
consideration as S\D actions. 1hese actions remain in the scope o potential actiities or an
internal green teen team to take on. An external, top-down` push to implement these low-
Outcomes o the Initial Prioritisation Process 1
hanging ruit` actions could take the chance away rom an internal lritidsgardar green team ,o
either leaders or teens, to identiy and pursue these actions and experience success themseles.
As such, these actions were not considered to proide a lexible platorm or build momentum
towards urther changes, and were remoed rom consideration.
1he 25 highest-scoring actions rom the prioritisation process were then selected or discussion,
to ensure that releant ideas were captured. 1his discussion centered around weaing a coherent,
realistic story o actions that would strategically moe S\D towards its ision. Background
knowledge rom conersations with Ami and Kent, the team`s knowledge o similar
organisations, input rom our coach ,liona \right,, and the group`s collectie intuition,
inormed the discussion.
\e clustered actions around arious themes that had eoled through the discussion, grouping
or splitting actions as new ideas emerged, and scoped the list o candidate actions down rom 25
to 15. A total o 6 themes emerged. 1hese themes and actions are described in 1able 5 below.

S\D Strategic Action Plan 18
Theme Key Actions
Initial
Financial
Investment Schedule and Dependencies
Leadership Development
While SYD is not in the business of education, the
company does provide a space for young people to
explore their identities and develop leadership skills.
A renewed focus on developing the leadership
capabilities of both its youth leaders and the young
people that use the centres will benefit SYD, the
communities its serves and the larger sustainability
challenge.
Leader & Assistant-leader skills development program &
Leadership skills development workshops for youth
Example include systems thinking games, leadership games,
non-violent communication, conflict resolution role-plays,
switch roles with leaders upside-down day, teen 'board'
making decisions about Fritidsgrdar, and developing
capabilities towards perhaps organising a youth conference
with other Fritidsgrdar and/or other youth organisations
Low
SYD already has capabilities in house that
to develop these workshops and this could
be commenced in the short-term, with a
smorgasbord of workshops building
organically over time. Another reaons to
start as soon as possible is that developing
SYDs depth of leadership capability will
support is expansion plans.
International Partnerships
There are rich benefits for SYD developing its
international collaborations. Such collaborations have
powerful potential in expanding the horizons of young
people, helping them to understand their identify,
appreciate diversity and promote cross cultural
learning. Furthermore such collaborations provide
opportunities for alternative revenue streams. This
action involves a trade-off around increased carbon
footprint; this should be considered when selecting
international partners (e.g. Portugal vs China).
Collaborate with international youth organisations for
exchanges
Continuing to develop opportunities within the EU Youth in
Action programme; and looking beyound Europe.
Low
SYD already has capabilities in house that
to develop these proposals and this is a
continuation and expansion of current
activities, which may require additional
support over time.
Develop a web presence for the existing Fritidsgrdar
Involve youth in building this online portal, supported by web
development workshops. The site could include webcasts,
news, movies about Fritidsgrdar (e.g. a short video for
Youtube) and more.
Medium
Although there is no urgency SYD should
look to develop this in the medium term,
particularly after it has secured its contract
renewal and feels able to make the
necessary investment.
Develop a 100% online Fritidsgrd.
To expand its reach to young people who can't physically
attend the Fritidsgrdar; could be international. Medium
This longer term initiative could build on
the learnings gained in building the existing
Fritidsgrdar web presence.
Documentary cinema night (Sustainability Themes)
A powerful, quick and cost-effective way to raise the
engagement levels of young people of the global sustainability
challenge. NA
This is a low cost, quick win and can start
commence immediately.
Develop a youth Green Teens program
In collaboration with www.yesweb.org which brings teens from
all over the world together on the issues of youth
entrepreneurship and sustainability. This also aligns well with
Table 5: SYD Strategic Action Plan
Virtual Community
For SYD to continue to be relevant it must develop a
presence in social media to complement and
enhance its bricks and mortar operations.
Environmental Sustainability
While SYD delivers an important contribution to
social sustainability, the company also needs to be
aware of the environmental impact of its operations
and seek to limit negative impacts. This is a weaker
area for SYD with potential to make significant
Implementation Schedule 19

Figure 3: Implementation Schedule
ligure 4, below, zooms in and proides detail on the action o new procurements` as described
in the strategic action plan. S\D must continue to bid on procurement processes or the three
lritidsgardar currently under its management, these processes will take place in 2011, 2013, and
2016. At the same time, a number o new procurement processes are being planned by the
municipality, and S\D plans to bid on these as well.

Figure 4: Procuring New Fritidsgrdar (Detailed Timeline)
Conclusion 20
Conclusion
\ith its lritidsgardar, S\D already makes signiicant contributions to social sustainability in
Stockholm`s southern district. At the same time, S\D has a great opportunity to contribute
urther to sustainability, particularly with respect to encouraging teens to take leadership around
enironmental and social sustainability issues. 1he action plan described in this report will help
S\D strategically moe towards its ision, so that in 10 years, S\D will run the best, most
sustainable lritidsgardar in Stockholm, proiding exciting opportunities that will continue to help
young people to deelop their identities, learn and grow.
Reerences IV
References
City o lelsinki and Oulu City \outh Centres. 2010. vgti.b ^etari.fi. Aailable rom
http:,,www.netari.i,web,guest,english ,accessed 30 Noember 2010,.

City o Stockholm. 200. 1i.iov toc/botv 200: . rortacta.. toc/botv. Aailable rom:
http:,,international.stockholm.se,luture-Stockholm, ,accessed 18 Noember 2010,.

City o Stockholm, 2010. vroeav Creev Caitat.
http:,,international.stockholm.se,Stockholm-by-theme,Luropean-Green-Capital ,accessed
18 Noember 2010,.

Statens Lnergimyndigheten. 2009. verg, iv reaev 200. Aailable rom:
http:,,213.115.22.116,System,ViewResource.aspxp~Lnergimyndigheten&rl~deault:,Resourc
es,Permanent,Static,ab6822c96d86401c8d2a5e362bda0d,L12009_30.pd ,accessed
Noember,

Luropean Commission. 2010. Yovtb Potic,. Yovtb !or/. Aailable rom:
http:,,ec.europa.eu,youth,youth-policies,doc109_en.htm ,accessed 30 Noember 2010,.

Max-Nee, Manred 1991. vvav cate Deretovevt: Covcetiov., .ticatiov. ava vrtber Reftectiov..
London: 1he Appex Press.

Murray, Kate, Adrian Mohareb, and Chidi Ogbuagu. 2009. v.taivabte Citie. - vbavcivg tbe erev
orv. of Covvvvit, Caitat. . Re.ovrce Cviae for Practitiover. to vgage Mvviciat vto,ee. iv Morivg
1orara. v.taivabitit,. Aailable rom
http:,,www.iclei.org,ileadmin,user_upload,documents,Canada,documents,Resource_Gu
ide_-_Sustainable_Cities_Community_Capital.pd ,accessed 12 Noember 2010,.

Nilsson, Ingar and Anders \adeskog. 2008. .tt raraera ae e/ovovi./a effe/terva ar tiaiga ocb
.avoravaae iv.at.er /rivg barv ocb vvga. Aailable rom
http:,,www.seeab.se,Ideer,ideerslut2008203020april.pd ,accessed 1 December 2010,.


Appendices V
Appendices
APPENDIX A: CORE VALUES
Openness: S\D`s pedagological agenda is based on a concept called Oppen erksamhet,
roughly translated as Open Actiity. \outh are welcome to attend the lritidsgardar, or
ree, and are not required to apply or een gie their names. Participants may join any
actiity they wish, and may still attend een i they decide not to take part in any actiity.
Kindness: S\D and its three lritidsgardar exempliy kindness. 1he company sta lie
this alue, as can be seen rom the warm welcome that Ami, Kent, and other sta
extended to our team. 1he youth, while they may also be treated with compassion,
irmness or encouragement depending on the situation, are always treated with kindness.
Guidance: 1he lritidsgardar help to guide youth through workshops, actiities and
inormal conersations. Leaders oten answer questions o teenagers ,e.g. how to act
while dating or in other social settings,, helping the teens create their own identities as
young adults. By proiding a ariety o actiities, the lritidsgardar also guide youth in
identiying their own interests and deeloping skills.
Open-mindedness: 1he lritidsgardar are welcoming and accepting o eeryone. Both
the youth and sta come rom many cultures - oer 30 countries may be represented at a
youth club on any night. \outh can wear any style o clothing ,een dirty,, or ask adice
on any subject, without earing judgement rom the sta. S\D also shows open-
mindedness by seeking and incorporating input rom the youth, and participating in
international collaborations.
Dependability: 1he lritidsgardar exhibit dependability by keeping consistent hours and
rules o conduct. 1he youth can also depend on sta or help, kindness, and enorcement
o the rules.
Appendices VI
APPENDIX B: SUSTAINABILITY PRINCIPLES
In a sustainable society, nature is not subject to systematically increasing...
1. ...concentrations o substances extracted rom the Larth`s crust,
2. ...concentrations o substances produced by society,
3. .degradation by physical means,
and, in that society...
4. ...people are not subject to conditions that systematically undermine their capacity to meet
their needs.
Appendices VII
APPENDIX C: SYD INCOME & COST ANALYSIS

SYD SUMMARY OPERATING STATEMENT 18 month period
PERIOD 2008/11 - 2010/04
TOTAL OPERATING INCOME 7.826.044,19 kr
TOTAL OPERATING EXPENSES -7.692.330,72 kr
Operating Profit 133.713,47 kr 1,70%
NET INCOME (After Tax & financial items) 77.836,01 kr 1,00%
OPERATING EXPENSES ANALYSIS
Materials and goods -305.546,88 kr 4%
Other external operating expenses -1.031.350,26 kr 13,40%
Expenditure on personnel -6.355.433,58 kr 82,30%
Significant Items (>1%)
A. Materials and goods
4010 Food Purchases -125.916,68 kr 1,60%
4015 Expenses as entertainment -139.086,25 kr 1,80%
B. Other external operating expenses
5020 Electricity -68.039,00 kr 0,90%
5060 Cleaning and Sanitation -134.602,00 kr 1,70%
5070 Rep & maintenance of premises -64.274,30 kr 0,80%
5220 Hire equipment and tools -62.998,91 kr 0,80%
5410 Supplies Equipment -104.070,25 kr 1,30%
Non Sig or Missing Items
A travel, transport cluster
Mobile & Data Communications
IT & Office supplies
Water and Waste Charges?
INCOME ANALYSIS/QUERIES
3988 Received grants for staff 82.459 kr
3047 Projects Revenue 83.900 kr



Appendices VIII
APPENDIX D: CONTRACTED SERVICE REQUIREMENTS FOR SYD*
translated rom S\D`s document Skall-kraen or S\D`
Overall management requirements
1. 1he businesses will be attractie meeting places that encourage creation o good relations
or the district's children and adolescents.
2. 1he businesses will oer group actiities that appeal to all isitors.
3. 1he actiities will proide children and young people with social interactions and
experiences that promote happiness and good health, and motiate them or school work
and their uture.
4. 1he actiities will proide an enjoyable, sae and welcoming enironment that is drug ree
and open-minded, without religious ailiations, and is characterised by equality and
participation.
5. 1he actiities will proide children and young people opportunities to meet people in
oluntary orms and on their own terms.
6. 1he actiities will encourage independence, democratic thinking, responsibility and
creatiity.
. 1he actiities will allow all users to eel seen and conirmed without the need to excel in
perormance.
8. Actiities will organise actiities or children and young people during school holidays.
9. 1he businesses must oer content that is made up o a mix o games, sports, culture,
trael and tours.
10. Lnironmentally riendly options and products to be used in the business.
User participation
11. 1he actiities will be deeloped based on target groups' demand, where users are
proided opportunities to inluence the content o the actiity.
12. User participation should be preceded by actie and organised labor.
Appendices IX
Interaction
13. 1he businesses will collaborate with related actiities such as social serices, street
workers, schools, associations and other businesses inoled with children and
adolescents. Collaboration means cooperation in arious actiities and projects leading to
skills deelopment and deelopment o leisure actiities with a iew to meet target group
needs.
Social functioning and meeting places
14. 1he businesses will be important and natural meeting places or all youth in district,
where people with many arying needs can come rom ree will.
15. 1he businesses will oer aried and healthy recreational options and the opportunity or
users to deelop social relationships and contacts.
16. 1he actiities will encourage contacts between people rom dierent backgrounds. \outh
centers will target young people 13 - 18 years.
1. lritidsgardar will oer a ariety o cultural actiities, sports, games, and crat in a creatie
enironment that inspires good deelopment or children and adolescents.
18. lritidsgardar will hold traditional estials, trips and excursions and theme nights and
lectures as needed and requested by users.
19. lritidsgardar will hae a cae with a pleasant setting that encourages conersation and
new contacts.
20. 1he actiities will help children and young people to deelop and improe in actiities
such as dance, music ,in the music studio,, work with clay in pottery, and sports in the
orm o both scheduled and spontaneous actiities.
21. 1he actiities will be carried out with actie youth inluence.
22. 1hese actiities will be managed by personnel with knowledge o the audience's needs
and child- and youth culture.
Appendices X
Park Games
23. lritidsgard parks will oer children and young people, but also adults, recreation in close
contact with animals and nature.
24. 1he actiities in the park will all be located outdoors in the orm o ree and educational
games.
25. lritidsgard parks should be a social meeting place or all residents o the district where
traditional celebrations, cultural eents and theme days are organised.
26. Park games will encourage children to read and carry out arious cultural actiities like
music, dance, song, theater and ilm.
2. lritidsgard park personnel contribute to childhood inolement in and partake o the
associations or other organised actiities.
28. Actiities will work with parents, school, ield assistants, other park games and club
actiities.
Summer Activities
29. Actiities will be organised or children and young people during school holidays, during
summer, spring and autumn in cooperation with the SDl and its actiities on Galo,
Simpik and Sne.
30. Content o actiities should be a mix o games, sports, culture, trael and excursions or
children and young people in the district.
Prevention and promotion work
31. 1he businesses will be operated rom a perspectie o preention or youth at risk, by
being drug ree and sae and haing clear rules or combating racism, segregation and
bullying.
32. 1he sta will actiely work with inormation about the preention o use o alcohol,
drugs and tobacco.
33. Personnel should be aailable as an interlocutor and as necessary to get in touch with
parents.
Appendices XI
34. 1he sta clearly challenge and preent behaiors among adolescents who hae a
gloriying attitude to drugs and crime, and in cases o suspected abuse, inestigate and
where necessary proide support to the amily.
35. 1he sta should hae an educational role by being a role model in language, manner and
attitude, and a good working enironment is kept with ew but clear rules or eeryone's
enjoyment.
Opening Hours
36. 1he businesses should hae regular business hours with clear continuity, which is well
anchored by the users. Opening during lriday and Saturday nights is strategically
important or preention and promotion work.
3. 1he businesses will oer opening times that correspond to at least the hours that were
t2009.
Appendices XII
APPENDIX E: SYD ACTIVITIES SATISFYING HUMANS NEEDS
Human Needs Fritidsgrdar Activities with help to satisfy human needs
Subsistence (this means things like
food, water, housing, warm winter
clothes)
Fritidsgrdar offer shelter during the year
Every Friday they serve free toast and tea (some simple food, warm & cold
drinks)
Protection (this means feeling safe
from harm)
Fritidsgrdar offer a safe place to go: If young people are at the center then they
are not on the streets.
Fritidsgrdar provide psychological protection in the form of leaders, who can
mediate.
Fritidsgrdar provide a drug and alcohol free zone.
While young people are in the centre Fritidsgrdar provide protection from any
kind of violence from their family and/or peer
SYDs contracted requirement include being drug free and safe and have clear
rules for combating racism, segregation and bullying, The staff will actively
work with information in the prevention of use of alcohol, drugs and tobacco,
Personnel should be available as an interlocutor and as necessary to get in
touch with, or result, parents
Affection (this means love friends,
family, boyfriend or girlfriend, or
friendship with peers end grown-ups)
Fritidsgrdar offer a safe place for the young people to meet, without the
parental supervision and SYD typically dont interfere with the development of
relationships.
Relationship of affection also develop between the young people and youth
leaders although clearly within professional boundaries. There is a strong
element of care, respect and appreciation in the way youth leaders behave.
Understanding (this means
understanding why people around
you act the way they do, and feeling
understood by others)
Fritidgrdar are arena for young people to try out and to watch people
doing/interacting -> understanding of interactions and of who they are.
Young people can ask about culture, religion, politics...etc and get a diversion of
answers from people coming from different back grounds
Young people can discuss any kind of their uncertainties they may have with the
youth leaders.
Participation (this means taking part
in a group)
young people can get involved a lot of different workshops and/or projects, and
can find opportunities to work together in the summer months.
But even just by showing up they are participating with other youth and
developing their social skills.
Providing a space for participation is a contracted requirement for SYD: The
activities will be developed based on target groups' demand, where users are
provided opportunity to influence the content of the activity. User participation
should be preceded by an active and organised process.
Leisure (this means free time) The name of the program indicates this: Fritidsgrdar = leisure farms or play
groups.
They provide structured activities such as games, activities etc, especially less
structured activities that dont require a regular commitment. These include
playing billiards, playing football, using computers, poetry chats, watching
movies, table games. But there is no requirement to join activities and young
people may spend time doing nothing!
Creativity (this means expressing
yourself)
They provide a space for developing creativity including Playing a music
instrument, sound editing, film editing, painting, drawing, writing, ceramic
Workshops, design workshops, handicraft activities, photography, dance
workshop, theatre work shop.
Identity (this means knowing who you
really are, and where you come from)
Fritidsgrdar provide a space for young people to experiment with and develop
their identities.
Young people can be themselves out of the context of home or school life and
develop self-esteem.
Young people have a chance to see and spend some time with a number of a
different characters of leaders so that they have a lot of different role models.
Freedom (this means being able to
make choices)
The very open nature of the Fritidsgrdar is that there are less restrictions on
aspects of their personal freedom than they may find at home out at school.
You can chose to do nothing
They can chose to stay or leave if they dont like the event of the day
They can try different personal styles

Appendices XIII
APPENDIX F: STAKEHOLDER ANALYSIS
Other Iritidsgardar in Stockholm/Sweden: this relationship is based on collaborations
between S\D and other lritidsgardar, and aries in importance oer time, depending on the
number o collaborations at a gien moment. 1here are no current plans to grow this
relationship beyond its current state.
Leaders/Lmployees at other Iritidsgarder in Stockholm: this relationship is not ery
signiicant, as most leaders tend to work only at their own lritidsgard. Although it can be
beneicial i the relationship between S\D leaders and other leaders in Stockholm is a good
one, deeloping this relationship urther is not a current priority o S\D.
Schools: although S\D acknowledges that the relationship between the lritidsgardar and
schools could be improed, this task is low priority or the organisation.
Local community: deeloping this relationship is not a current priority o S\D. None o the
three S\D lritidsgardar currently hae bad relations with the lritidsgardar. It is beneicial i
the relationship between S\D lritidsgardar and the local community is healthy, although this
relationship has little eect on the daily operations o the lritidsgardar. loweer, i the local
community has a ery strong relationship with S\D, adults and small children may take oer
the lritidsgardar actiities, pushing out the teenagers ,who, rather than deending their rights,
will just leae and ind a dierent place to spend time,. S\D would like to hae closer
contact with local communities, and would also like to see local communities become more
actie in local issues ,not necessarily those related to lritidsgardar,.
Police: it is important to hae good relations with the police when the need arises. loweer,
sometimes S\D has no relationship with the police, which is a positie indicator o the state
o the lritidsgardar - i there is no relationship with the police, this indicates that there is a
lack o trouble ,andalism, ighting, etc,. As such, S\D does not place a high priority on
deeloping the relationship with this stakeholder.
Appendices XIV
Iieldworkers: a good relationship with the ield ,social, workers is ery important to S\D.
Similar to the S\D relationship with police, the S\D-ieldworker relationship changes in
signiicance, depending on the needs and troubles o attending youth. Discussions with S\D
don`t indicate any current plans to deelop this relationship beyond its current status.
Pre-teen youth: although opinions o the youth club leaders ary, Ami beliees that the
relationship between pre-teen youth and the lritidsgardar is not signiicant or S\D. In her
opinion, children who attend the lritidsgardar or years beore they are teenagers will lose
interest and will tend preer a dierent actiity as teens. Currently, deeloping a stronger
relationship with pre-teen youth is not a priority or S\D.
Municipality of Stockholm (aka City of Stockholm): relationships with this stakeholder
do not greatly aect S\D. 1he organisation sometimes interacts with departments within the
Municipality o Stockholm, or example the Culture Administration or the Sports
Administration. 1hese contacts oten occur in relation to arranging youth actiities. S\D
does not currently prioritise urther deeloping these relationships.
Youth Work Research Organisations: S\D sta participate in research orums dealing
with the area o youth and leisure. 1his relationship helps S\D ensure that they are aware o
new youth work research indings, which can then be incorporated into company operations.
1here are no current plans to change this currently eectie relationship.

Appendices XV
Appendix G: Brainstorming
Action Category Brainstormed Action
Kayaking
Activities on the sea
Youth leadership adventures
Wilderness adventures, wild craft
Youth nature hikes (day-hikes), field trip for mushroom and berry picking
Backpacking: Kungsleden trail
Camping trips
Teenage Outdoor Activity Programme
Trips to India
Elephant rides
Make your own cleaning products
Making own cosmetics
Zero waste challenge
Turn off the light signs in rooms
Grow herbs in the kitchen
Grow a window garden
Create a Fritisgard sustainability charter
Sustainability cooking
Education about safety of cosmetics/food products
Developing a youth Green Teens program
Develop community gardens at Fritidsgardar
Youth flea market/clothes swap/clothes recycling and repurposing
Bike maintenance
WWOOFING
Field trips to environmental places of interest (e.g. eco-farm)
Provide sustainability education to staff
Sustainability cinema
Documentary cinema night
Relationship education
Domestic violence in relationships (classes)
Sex education
Good partner (relationship) classes
Anti-aggressive (including passive agressive) classes
Workshop series: relationships (romance, sex, violence)
Become a man (grow your identity as a man) classes
Cultural commonalities through art
Coming of age rituals
Workshop Programme: Who am i? Developing identities? Through art,
surveys, journaling, discussion, etc.
Develop a space at the Fritidsgrdar where teens can exhibit their art,
writing, poetry and culture (e.g. clothing, landscapes, perspectives of their
home countries)
Art education
Fashion design/making clothes
Project weeks - themes (e.g. food etc.)
Nutrition classes
Fitness classes/workout equipment (e.g. weights)
Self-defence classes
Entrepreneurial workshops for teens
Multicultural education
Multifaith education
International day/dinners
Cooking lessons
Casino night
Club (dance) nights
Go to theater
Put on theatrical productions
Youth make a (music) album about issues important to them
Outdoor Activities
Environmental
Education
Youth education/skill
development