Sian Hopkins

J is for Jonathan

With Citadel turning 20 this year, it felt only right to dedicate blog J to our founder, Jonathan Hopkins. Although many of you may know him through work or from what you can read on our website, this blog will explore the paths he has taken, both professionally and personally, to end up where Citadel stands 20 years later.

Born in the Potteries, Stoke on Trent, Jonathan grew up in the neighbouring market town of Newcastle Under Lyme. It’s an area that on the surface seems to have changed little over the years, but lift the lid and there has been a devastating loss of local industry. Since the 1970s and 80s, Stoke and the surrounding area has faced massive economic restructure with the closures of coal mining, steel works and the pottery industry itself.

This shaped much of Jonathan’s early politics and, after university, he returned to Stoke working in his first job for a local, newly elected Member of Parliament. When asked how he first got into politics and policy, Jonathan commented:

“I’ve always had a strong interest in politics, both in the history of where we’ve come from, current affairs and a belief in where we we want to be going forward.

“My studies in economics and history at school, politics and economics at university and subsequently a masters in politics and public administration, gave me a firm grounding that has informed my career since.”

It was not only his education that made Jonathan pursue a life in politics and positive change, but his life experiences at home.

Raised in a single mother household and whose parents were social workers, with three sisters later involved in teaching, nursing and starting up their own business, Jonathan has always highly valued public service and social enterprise. From resigning as a school prefect in protest over a headteacher’s decision, to being student college president at university and negotiating fair rents, he also demonstrated a strong sense of justice from a young age.

Jonathan left home for University and, in 1987, on the way to his final exam at Oxford, he voted for the first time in that year’s general election. A big day in his life on both counts! He then spent the summer applying for jobs and volunteering for a newly elected local MP, back home in Stoke. He was subsequently appointed as her parliamentary assistant, which led him to London and his first experience of the House of Commons.

Jonathan was one of the early cohorts of researchers and parliamentary assistants, working for just 1 of just 41 of women MPs elected to Parliament in 1987, which was a record number at that time, exposing a lack of basic facilities including women’s toilets, a family room that was for “MPs’ wives, not children” and a shooting gallery but no crèche. He spent time working on many constituency issues, including the decline of local industries, and soon supported the front bench on national policies surrounding the environment and transport. This was the time of Mrs Thatcher’s “green speech” when the great advance was the introduction of cheaper pricing of unleaded petrol at the pumps! The Climate Change debate has rocketed up the political agenda since, but with more recent regressive political interventions and denial by some political parties and world leaders, the climate challenges are accentuated.

From his early life as a school prefect and student college president, Jonathan had a passion for “what’s right” and working with others with a collective spirit to improve lives. This led him to become branch secretary of the trade union that represented all MPs’ staff, covering anything from the creation of job descriptions and fair pay scales to health and safety regulations working in parliament which is still designated a palace, exempt from many of the health and safety laws.

Through this experience, Jonathan found his next job as political aide to the General Secretary of a teaching trade union. In his first few weeks at the National Union for Teachers Jonathan attended all the party conferences in 1991, which set him on the trail to being a part of every party season since. Jonathan has taken part in every Government and Opposition party conference from 1991 onwards (34 consecutive years!).

The first conference had the most impact on Jonathan’s professional life, as it’s where the ideas for a national campaign on special educational needs took root. These ideas ultimately led to legislative change and multi million pound funding to improve access to mainstream schools for students and teachers with disabilities, which still continue to this day. Jonathan reflects on this time as having an important affect on his personal life also:

“My co-conspirator in designing that campaign, became my wife 6 years later. It’s with Jane that we later founded Citadel in 2005.”

“In my career, the success of that education campaign and day to day parliamentary liaison to build bridges between the union and MPs, led to the next stage of my career as a commercial lobbyist and director of public relations agencies. There I learnt new skills from the disciplines of advertising, marketing and media relations.”

From consumer goods in fashion and food, to regulated industries and public services, Jonathan developed a distinctive style and approach to public affairs, creating and shaping environments in which decisions are made, demystifying politics and aware at each step of the impact on the individual and the wider community. Yet as a board director at the PR agencies, Jonathan felt increasingly one step removed from direct client work – turning ideas into practice. Therefore Jonathan took the plunge in 2005 to set up Citadel, to stay closer to the clients and the causes that he supports. He has been a mainstay in consultancy since for education, skills and youth policies, and as a champion for young people and families, and equalities.

As a father of two daughters, brother of three sisters and son of a single mother household, later sharing an office in Parliament with women MPs at the vanguard of equalities, and latterly in support of colleagues in the youth sector, equity and opportunity are cherished campaign principles. From street harassment to discrimination, misogyny and racism as hate crimes, disability rights, and tackling child poverty.

Twenty years on, relocated back close to Oxford, helping raise a family and carrying the burden of being an ardent Spurs fan, what’s next for Jonathan and Citadel?

“Our work at Citadel embraces social causes, service reforms and early help in particular to improve young lives. Those insights and experiences have been the bedrock of volunteering and pro bono support of around 20 per cent of my time. From co-founding and chairing a multi academy trust and local schools’ governance, to being the first independent chair of a national youth charity for advice and counselling, and trustee of Clore Social Leadership supporting civil society and social enterprise. Great causes I am proud to be involved with.”

Most recently Jonathan was appointed to the expert advisory group on the government’s new youth strategy, and he leads on youth policies as an Associate of the Centre for Young Lives founded by Baroness Anne Longfield. This keeps young people front and centre of Jonathan’s thoughts and commitment for change, transforming young lives. And of course there’s the party conferences, with Citadel involving young people in a programme of events and activities for charities and party leaders. 2025 promises to be a bumper year with some 100 events scheduled across the three main conferences, creating a platform for the youth and skills sectors.

There’s talk of writing a book and the eternal hope of Spurs winning the Premier League, each equally daunting and ambitious and, in part at least, unlikely! Meanwhile there’s plenty for Citadel and Jonathan to get on and do including new ventures working for Roundhouse and the arts, modelling practice and provision with young people in education, health and employment, and as a passionate campaigner for youth work. Influencing government, informing practice and supporting stakeholders locally – in the design and delivery of place based approaches and devolution – provide the means and direction for Citadel, and its founder Jonathan.

F is for Forward

In Citadel’s 20th anniversary year, the temptation is to reminisce and reflect on the past. Taking on board lessons from the past can help navigate the uncertainties of government and turbulent world events. However, it’s an opportunity also to look forward, and take a view on what we can expect and hope for in the months and years ahead.

In all that we do and in the lives we lead, there are constant challenges that seemingly will never end. For those we work with there’s often no single solution or simple answer, or one-off campaign. Two charities we support are great examples of that.

Forward Trust empowers people to break the cycle of addiction and crime, to move forward in their lives: “We believe that everyone can live a fulfilling life, whatever their past.”

While Drive Forward Foundation helps young adults leaving foster or residential care to achieve their full potential, from care to careers: “Regardless of background and circumstances, we’re here to help young care leavers make some momentum, find their way in the world.”

As Drive Forward Foundation is also celebrating an anniversary this year, marking 15 years of supporting over 4,000 care experienced young people into careers, we spoke to Director Juno Schwarz about her role overseeing thefundraising strategy, policy engagement, and manage communications.

“We have worked with over 200 employers and brokered around 2,000 jobs for young people, across London. Our work with Citadel has helped to align all areas of the charity’s work to amplify our advocacy for care-experienced young people, ensuring consistent engagement with key stakeholders, from policymakers to supporters and potential donors.”

“In particular, our Care Experienced Policy Forum, with 25 engaged members, is passionate about creating the conditions for looked-after children and care leavers to thrive in work and life. This ensures youth voice and lived experience is at the heart of all that we do.”

Juno continues, “From a two-person, founder-led charity, we’ve grown to a 22-strong team, and we’re now launching a bold movement to close the employment gap over the next 15 years. This includes long-term strategic goals such as developing a care-experienced apprenticeship model, a nationally recognised Employer Centre of Excellence, and a sustainable community leadership network.”

“We’ve worked with Citadel over the last year to support and elevate our policy efforts, particularly in navigating the pre- and post-election environment and building connections with key stakeholders. Jonathan has been instrumental in guiding us through policy strategy, facilitating crucial political relationships, and opening doors to invaluable opportunities like last year’s Labour Party Conference where some of our young people spoke and met with senior politicians and sector leaders.“

“Public affairs has a massive impact on shaping policy landscape and driving this change to help young people. With Citadel’s guidance, we’ve been able to amplify our impact in the political arena. This has been a key factor in our continued work to influence policy changes benefiting care-experienced young people, and we look forward to achieving even greater results together.”

What we learn from public affairs for such outstanding charities as Drive Forward Foundation and Forward Trust is to fix your eyes on the horizon and keep moving forward even when situations dictate a change of tack. Set clear goals for what the world can be. Be bold and ambitious in your strategy on how to bring about change. Plan how to get there, which parts we can affect now and who we need to get on side to secure change, step by step.

Citadel Christmas Calendar

The Citadel 12 days of Christmas, as calendar windows each day on UK politics since 2000.

(Illustrations by Sian Hopkins)

“Citadel was founded in 2005, rooted in public policy with a wealth of 30 years’ experience in communications and campaigns; specialist in youth policy, education and skills. Including 15 years hosting over 1,000 young people and charities at the party conferences, for youth voice and political engagement.”

“2 King’s Speeches, in 2023 and 2024, with King Charles III who had also read the last Queen’s Speech when the Prince of Wales.”

“This year’s speech announced 40 Bills for primary legislation, including Children’s Wellbeing – to put children and their wellbeing at the centre of education and social care, and ensure children are safe, healthy, happy and treated fairly.”

Since 2000 there have been:

19 Education and Skills Acts including reform of children’s services;
under 18 Secretaries of State for Education & Skills.

“3 national referenda since 2000 that shape our nation today, related to sovereignty, devolution and independence:

2016: Brexit, UK
2014: Independence, Scotland
2011 Devolution, Wales

“Each resulted in seismic changes, albeit ‘a once in a generation’ ballot has not settled the question of the state of the Union and Scotland’s independence, and the realities of Brexit bite into the UK economy.”

“It’s worth recalling that 73% of 18-24 year olds voted to remain in the EU. While around 100,000 16-17 year olds voted for the first time in the Scottish referendum polling shows 71% voted for independence, but this falls to less than 50% when adding in 18-25 year olds.”

“A fourth referendum rejected changes for our voting system: 2011 Alternative Vote, UK.”

“There have been 4 Police & Crime Commissioner elections (England & Wales). With PCCs formed in 2012 and subsequent elections in 2016, 2021 and 2024, only 2 have served continuously since 2012: Sussex and Suffolk. In 2024 of 37 PCCs, 19 are Conservative, 17 are Labour and 1 Plaid Cymru.”

“There are 5 government missions with cross-cutting goals launched in 2024:

Clean Energy
Highest G7 Growth
Opportunity for All
Safer Streets
Future of the NHS

Re-set by the Prime Minister this month with the 5 missions turned into 6 so-called milestones by which the government will be judged at the next general election:

Raising living standards in every part of the UK;
Rebuilding Britain with 1.5m homes in England and fast-tracking planning decisions;
Ending hospital backlogs;
Putting police back on the beat;
Giving the children the best start in life;
Securing home-grown energy.

“There were 6 MPs first elected when 25 years old or younger, each known as the ‘Baby of the House’, since 2000. Sam Carling MP was elected at 22 in 2024; the youngest ever MP was Mhairi Black aged 20 (2015-24).”

“With 7 elections between 2000-24, young people 16-17 years old were not entitled to vote. Yet 7 elections did take place with young people voting. Votes at 16 was first established in Scotland for the 2014 independence referendum and subsequent local and Scottish Parliament elections, and since 2020 for Wales. Reducing the voting age to 16 was included in Labour’s 2024 manifesto, but is not included in the 2024 Kings Speech.”

“8 Prime Ministers since 2000. The longest serving PM is Tony Blair first elected in 1997 to 2007; the shortest is Liz Truss of just 7 weeks in 2022. Over the last 9 years we had 5 Conservative Prime Ministers, including 2 women, the first British Asian PM, and 2 old Etonians.”

“9 years of a Conservative Government: elected as a majority government in 2015 and subsequent elections on 2017 and 2019. The party also shared power in Coalition with the Liberal Democrats 2010-2015. In 2024 we saw the election of a Labour Prime Minister after 14 years in Opposition.”

“Young people born since 2000 have grown up only knowing austerity, the pandemic and cost of living crisis. Two financial crises and the economic downturn post-Brexit have been overseen by 10 Chancellors, and resulted in £1 billion a year spending cuts to youth services over a decade.”

“The latest reset to the economy is being run by the first ever female Chancellor, Rachel Reeves, with the 2024 Budget and Spending Review planned for spring 2025.”

“Since 2000 there have been 11 government Ministers responsible for youth policy sitting in the House of Commons, excluding one Minister who lasted just 48 hours!”

“Two more sat in the House of Lords. But only 5 had youth or young people in their ministerial title, and only one had dedicated role exclusive to youth policy: Dawn Butler, Minister for Young Citizens and Youth Engagement, a role held for just 6 months prior to the 2010 General election. A churn of ministers and too often a lack of focus for young people and youth voice in government.”

“There are 12 city regions with directly elected mayors each with devolved powers, and a total of 19 mayors elected since 2000. And a Devolution Bill coming in this Parliament for the English regions.”

A National Youth Strategy: what next for young people?

Rebuilding trust after the summer riots

When the media moves on, what’s left behind in communities damaged by the riots that raged in summer 2024? The political ramifications for society are reported still, but what of the young lives in those areas, how are they supported now and to give hope for the future? On the day the government announced its plans for a new national youth strategy, we talked with Walton Youth & Community Project three months on from the August riots.

Walton Youth group coordinator Darren Simpson told us: “Our response is to support children and young people through early intervention and the use of detached youth workers and mobile youth bus. They don’t necessarily want to attend centre-based provision to show a positive response. Rather they want to feel safe with somewhere to go and have someone to talk to, be heard.”

The August riots had spread to County Road in Walton, following previous violence from an anti-immigration demonstration outside St George’s Hall days before. Around 300 people were involved in the unrest, beginning in front of a shop that held a prayer room above it. The locals were affected as the Spellow Lane Library Hub, opened last year for deprived communities, was set on fire, and shop front’s were damaged or broken into.

Following the attacks, local youth group, Walton Youth and Community Project were a pivotal organisation in aiding with the clean up and support across the community. Youth workers had been messaging the young people that they work with and “they were hiding under the beds having panic attacks.”

In response to the library burning one young person, 13, who had delivered a session with the youth group there earlier that year said, “We have done work there with Feeding Liverpool and it was just like, why would someone do that? They’re saying the riots are for the kids but if it’s about the kids then why are you burning down a library that’s for kids?”

Darren, other youth workers, volunteers, parents and their children who have been using the much needed services of the project for over 50 years, were all there to lend a hand and support in clearing the debris from 8am the days after the attack.

Yet there are challenges remaining which cannot be swept away. Youth workers are left to pick up the pieces, supporting young people and families to find their way through the trauma and legacy of the riots, rebuilding trust and community relations. There is great resilience in the community and many of the local institutions and community leaders. However services are threadbare and youth work is run on a shoe string.

Walton youth worker Katie Duffy recalls events and how Walton Youth and Community Project are still dealing with the aftermath of the riots: “As youth workers it devastated us watching what was going on in the community we work in and the worry about the young people and families we worked with was at an all time high.”

“Feeling helpless and not being able to do anything was difficult for us as a team. All we could do was message and check up on young people and their families. Some families fled the area to stay with relatives outside of Liverpool also. Additionally, parents had put children in the rear bedrooms and turned lights off and told their children how to escape through the window if anything happened.”

“The following morning the atmosphere in the air was crushing; there were just feelings of unease and a cloud of sadness surrounding the area. We met with parents and young people who felt safe enough to join us to help clean up the main areas affected by the riots armed with bin bags and litter picks. This is just a mere 200 yards away from our centre and it was just devastating.”

“When one’s personal and professional values disagree with what happened, there is a conflict of values. Still, some children were caught up in the hype of riots and misinformation and now regret their actions of being involved after being encouraged by older members. A young person, aged 16, came back to the project seeking a trusted person to talk about their actions on the night of the riots. He is now really struggling with worry and his mental health from being involved and also potentially serving time in prison for his actions.”

“As a young person he needed someone to talk to and be listened to, and he found that person is one of our youth workers, who have supported him for many years now. They have described how he feels like he has let himself and his family down and has stated that he wishes he never disengaged with us when he used to attend the project. They may not be a regular attendee, but they know our doors are always open and have a safe space to talk to a trusted professional.”

What do we want to see from the government’s youth strategy, working with young people?

In October the Chancellor delivered the new government’s first Budget. Seen as a one-year ‘fix’ to a black hole in public finances ahead of a 3-year spending review due in 2025, youth work was overlooked. The government is now consulting on a national youth strategy. Meanwhile front line youth services face another round of austere cuts by many local councils in financial crisis. Locally, smaller grants and spot funding create a patchwork of support in areas such as Walton, but the overall spending on youth services is greatly reduced.

We need more safe spaces and facilities open to young people in the community, where they live. Whether that is youth centres, creative spaces, leisure, parks and libraries or shop-front drop-in centres. What is missing from the equation is the essential role that youth workers play, not just running centres and activities but building longstanding relationships with young people and families across communities. Present for the everyday challenges and creating opportunities and experiences young people and their families.

Making A Difference

National Trustee Week: an interview with Clore Social Leadership

As the 4th to the 8th of November 2024 marks National Trustee Week in the UK, we sat down with the Chief Executive of Clore Social Leadership, Nadia Alomar and Citadel’s founder and Clore Social Leadership trustee Jonathan Hopkins, to talk about the importance of trustees and what they mean for charities and organisations.

What does Clore Social Leadership do?

Nadia:

“Clore Social Leadership is dedicated to developing and supporting social sector leaders across the UK and beyond. Through programmes, resources and community-building, Clore Social empowers leaders who address social challenges, strengthening diversity in leadership, and investing in skilled, strategic and innovative programmes to drive systemic change. Our initiatives are designed to up-skill and platform social leaders, especially those from underrepresented backgrounds, and ensure they have the tools to lead effectively within communities and organisations.”

Jonathan:

“It’s that long term impact which attracted me to Clore Social Leadership. While many charities do great things directly with communities and special interests, Clore Social helps build the capacity of organisations and community leaders now and over the long term. It does this with heart as a can-do charity, doing exactly what it says on the tin – ‘social leadership’.”

How do trustees support that work?

Nadia:

“Our trustees are essential to Clore Social’s mission. They bring valuable strategic insight, ensure strong governance, and help us stay accountable and guided by ethical principles. They also open doors to important networks and partnerships, which are key to expanding our impact. In practice, trustees help us think strategically and creatively, they provide insights and networks from across the sectors and keep us focused and accountable to our strategy. Their support is key to keeping Clore Social innovative and on track.”

Jonathan:

“I agree; being a trustee is as much about your commitment to a cause and the skills you can bring to the table, as it is the important role of strong governance. Trustees provide scrutiny and challenge, but their collective strength provides the support that an executive can draw on from experience, insights and networks. An inclusive, diverse board can provide vibrancy and views that add real value to a charity.”

What do you look for in trustees, as a blend of skills and experiences?

Nadia:

“Clore Social values a broad mix of skills and experiences. We look for trustees who are familiar with both the challenges and opportunities that face the social sector. Key attributes include a deep understanding of leadership and learning within the social sector, with expertise and experience in strategy and partnerships, knowledge of innovative learning practices, and in creating inclusive environments for social change.”

“Trustees who bring experience, composure, self-awareness and a steadying presence to the board, able to draw on their expertise to make informed decisions, suggest innovative approaches and approach complex situations. Equally, trustees with financial acumen and commercial insight – such as an understanding of pricing structures – and those who bring networks are especially valuable, as they help further Clore Social’s impact and financial resilience. Diversity of experience, especially in terms of lived experience and expertise within the social sector, are critical in shaping our direction. It is essential to ensure governance truly reflects the communities Clore Social serves.”

Jonathan:

“It’s important to remember that trustees are volunteers. Yet being part of a charity board is a serious commitment. It can be tricky, one-step removed from operations and day-to-day support, but needing to be close enough to provide strategic guidance and practical insights when appropriate. Our varied backgrounds, experiences and day-jobs are a great advantage to the charity but, as volunteers, our time together can be limited. Meeting just 5-6 times a year as a Board, sometimes online, can make it challenging to get to know the issues and business at hand and to gel as a team of trustees.”

“With thorough induction and allowing time for a trustee to find their feet, it’s the bond created with the executive team which can make all the difference, led by the Chair in creating a culture of support and the right blend of trustee skills. At Clore Social it means walking the walk, not just talking the talk, applying the principles of leadership to ourselves that we seek to instil in others through our development programmes.”

Can you give examples when trustees have had the greatest impact?

Nadia:

“Two examples stand out. Firstly, at Clore Social, especially in a challenging financial climate and a period of ongoing uncertainty within the charity sector, the agility and responsiveness of trustees have been invaluable. Trustees who know when to provide a sense of stability and calm, and then when to bring urgency and refocus, have been critical. Their support was shown through their behaviour and actions as much as their words.”

“We’ve worked as a unified team, creating a culture where trustees and staff operate as one cohesive organisation. The second example is from a previous organisation, where we had a board of subject matter experts alongside a staff team responsible for marketing, operations, programme design and other core functions. This board-staff structure, with clear division of labour, allowed for collaboration, efficiency and exceptional quality in our work. This model of interdependent expertise across the board and staff was instrumental in driving high standards and delivering impressive results.”

Jonathan:

“Those examples show the strength of charity trustees in very different ways. It illustrates the need for trustees to choose carefully which charity they wish to join and, in turn, for charities to make sure their role and structures are clearly aligned with the values and level of commitment a trustee is expected to provide. I’ve witnessed board meetings as a trustee and as an adviser to a range of charities and community groups. It is not sufficient to be a willing volunteer, giving time to attend meetings or to provide ad hoc support. Being a trustee is a distinctive leadership role which requires dedicated time and purposeful engagement on the issues faced by the charity and the communities it serves.”

What support is needed for charities and social enterprise to deliver community services?

Nadia:

“A lot of support is needed! Many organisations are stretched thin with limited funding, especially as demand for their services continues to grow. Sustainable, multi-year funding would make a real difference. Simplifying the funding application process and reducing administrative burdens would also give smaller organisations a fairer chance to compete and thrive. Investing in effective leadership, governance and staff development further strengthens organisations in the long run. Also allocating resources to help organisations recruit, train and retain staff and volunteers from diverse backgrounds brings invaluable perspectives, making service delivery more tailored and impactful.”

“Charities do their best work when they genuinely reflect the communities they serve, grounded in and supported by strong leadership. As part of that leadership, the role of trustees cannot be overlooked or taken for granted. To be effective, their role strengthens collaboration, helping everyone improve and drive greater impact.”

Jonathan:

“Charities, community groups and social enterprise are – and have always been – an essential part of the society. It can be seen in their ability to respond to need and the agency to deliver change within communities. Yet civil society isn’t a cheap alternative to civic structures and public service. Rather it is the weave that holds the fabric of society together. Social leadership secures the capacity across communities and public services.”

The government has published a Covenant Framework for civil society; how can we best ensure the quality, capacity and inclusivity of those organisations?

Nadia:

“People are at the very heart of all of this: it is people who deliver services, build connections and work tirelessly to uplift communities and protect our planet. Supporting quality, capacity and inclusivity in these organisations starts with strong leadership and governance. Leaders and boards in civil society need the tools to create inclusive and resilient cultures within their teams. Striking a balance by embracing a range of perspectives, backgrounds and skills ensures our boards are both inclusive and effective, striving for continuous development in the face of evolving challenges and opportunities, and ensuring that services are both responsive and compassionate.”

“By aligning their approach with the Covenant’s core principles – recognition, partnership, participation and transparency – we can build a sector that not only addresses immediate needs but also empowers communities for the long term.”

Jonathan:

“Trusted relationships are key and, as everyone knows, after the initial spark all relationships need constant work and attention to grow and flourish. This applies to community leadership – whether place-based in a defined area, or a community of interests – and with political leadership, at all levels of government, public services and business. Viewed as a whole, it’s the values, shared experiences and inclusive approach that Clore Social works to support that can be the backbone of a civil society covenant.”

Collision Theatre: What to expect at the Edinburgh Fringe

Collision Theatre are a Manchester based theatre group who, with the help of Citadel’s sponsorship, have been performing 2 new plays at this year’s Edinburgh Fringe Festival.

As their first show comes to an end at the Edinburgh Fringe Festival, we caught up with members of the cast to reflect on their experience of this year’s festival, and their handover with handy tips for the cast of the second show.

‘A Naff Play About Spies’, written and directed by Sebastian Moulds ran 2-10 August. Performing at 23.15 each night can be an unforgiving timeslot , but in the words of one fringe reviewer: “this cast kept the energy high throughout”. For another, “the audience are left with no option but to laugh, gasp and maybe even cry”.

Cry? Brace yourself for their second show ‘Letters From My Dad (Who Is Dead)’ directed by Michael Bryceson: 12-18 August, 11.00 at C Venues Aquila Studio, Edinburgh.

So, what are those top tips for performing at the Fringe? – we asked the cast.

Street-wise

The cast teams up into two’s or three’s and flyer within a 2 hour slot each day, a roster that allows us to make the most out of our 24 hours without burning out. And it’s not easy to approach strangers in the street, even for confident character performers! Each has their own technique.

“Personally, my favourite place to flyer is at the tail end or halfway up The Royal Mile, and my attention-grabbing line is ‘Ever fancied joining MI5?’ It’s such an intimidating task, but it’s a brilliant way to tackle any rejection based fears head on, as you have some genuinely lovely interactions and prove to yourself that the world won’t crumble if someone doesn’t want your friendly bit of paper.”

Some of the cast out flyering on the Royal Mile (Credit: Collision Theatre)

Fear Of Missing Out

It can be overwhelming deciding what to watch at the Fringe, so the cast has been grounding ourselves in going to support our friends from the Big Apple (Manchester) and then dividing off to do our own thing.

“I’ve seen such a range of plays, from Italians in England – a classic Commedia DelL’Arte performance complete with authentic masks, hilarious caricatures and long distance slaps, to Disco Dick, an accidental coming out story involving a himbo dad and a sparkly, light up strap-on and finally, to My Son’s A Queer (But What Can You Do), featuring dazzling musical numbers and such authentic familial love and support that I was sobbing.”

Just some of the multitudes of performances

Hold Your Friends Close

It’s a full-on experience. You may not have known your fellow cast and production members before your audition and rehearsal. Now you live and work together 24/7 reliant on the stage and after. It’s the cast and creative team that help make your Fringe experience so fun. When you’re throwing yourself into a situation as intense as the Edinburgh Fringe it will shock nobody that things get stressful at times.

“Being surrounded and supported by the loveliest group of people I know and trust completely means that we haven’t been taking those stresses out on each other, and even in the harder moments there’s nobody else I’d rather be here with.”

Live Every Moment

It takes many hours of rehearsals, production, marketing and fundraising before you get to Edinburgh. Then such an intensive, adrenaline-pumping time on stage. Improvisational skills are often tested by prop mishaps and the occasional spillage, but the skill of the actors, means that anything can be played for an even bigger laugh – or add to the drama that brings an audience to tears.

“We’ve been overwhelmed with the joyous responses of the audiences — especially exciting are the audible gasps at each plot twist, it’s so exciting to have our audiences so invested and involved. It feels like we’re building a lovely Naff Community!”

Don’t Forget To Eat

Budgets are tight and city-living expensive, working away from home. Nerves can kick in – for flyering as well as performing! – and you feel like you’re running on air. Yet stay fuelled and you’ll find a favourite haunt to eat that you’ll go back to more than once.

“I would personally recommend Piemaker to anyone and everyone who finds themselves in the South Bridge area. I have sampled both the macaroni cheese pie and the vegetarian haggis pie, at very reasonable prices for delicious pastries that you don’t find in every other bakery.”

Time-Out

It’s brilliant being able to see so many new productions all in one place, but if you get overwhelmed by the options or are wiped out from your own performance, there’s no harm at all in prioritising your well-being and taking yourself off for a little nap and/or reset.

“Don’t put too much pressure on yourself! Having the confidence and commitment to take your show to the Fringe is already a huge achievement, that’s the hardest part.”

And Finally

It’s those who stand with you and support behind the scenes that can make all the difference to your show and personal experiences. The venue staff who keep things running smoothly and sets nerves at ease. And the production team who keep everything in order, on schedule and who fix any problems so you don’t have to worry.

“Our wonderful executive producer Thea wrangled our various plans and preferences into a flexible schedule for both flyering and going to support our fellow Manchester-based shows, which was no mean feat.”

Catch the last performance of ‘A Naff Play About Spies’ on 10 August at 23:15, at The Annexe at Symposium Hall.

See ‘Letters From My Dad (Who Is Dead)’ on 12-18 August, 11.00 at C Venues Aquila Studio, Edinburgh._

Collision Theatre takes on the Edinburgh Fringe

This August, Manchester based theatre company, Collision Theatre, are attending the Edinburgh Fringe Festival, with two original performances created by local students and sponsorship by Citadel.

The company was founded in 2021 and made its Edinburgh Fringe debut in 2023, with co-Creative Director Michael Bryceson’s play, A Working Title.

Produced by other Creative Director, Sebastian Moulds, the performances were a huge success receiving two 4-star reviews (The Derek Awards and The Student newspaper) and one 5-star review (from Theatre Scotland).

These responses have gone on to motivate the company to produce two pieces of theatre to take to the Fringe this year.

We caught up with some of the cast and production staff to see how rehearsals are going and what they are looking forward to at the Edinburgh Fringe this year.

Rehearsal photos from Letters From My Dad (Who Is Dead) (Collision Theatre 2024)

What show will you be performing this year at the Edinburgh Fringe Festival?

This year we are very excited to be taking two original plays up to the Edinburgh Fringe Festival. The first of these is A Naff Play About Spies, a farcical queer comedy written and directed by Sebastian Moulds. The play mocks the spy genre, giving audiences an Austin Powers-esque parody for the modern generation.

Our second show is Letters From My Dad (Who Is Dead), an emotive drama written and directed by Michael Bryceson which follows the parallel lives of a dying father and his son as they navigate love, loss and what to do when you’re running out of time.

Can you give us an outline of what the performance is about?

A Naff Play About Spies tells the story of Steph, Pat and Jack – three somewhat inept agents who have been tasked with investigating Natalia, Britain’s most dangerous woman. Under new identities, the spies infiltrate Natalia’s life, ready to face any obstacles (even hangovers) in their path. But the question is, have they got the wrong girl?

Letters From My Dad (Who Is Dead) is told through the lens of letters from a dying father to his son. After receiving a terminal diagnosis, Dad finds a way to remain present in his son Charlie’s life: writing him a letter for each of the big milestones he won’t be there for. Following Charlie as he grows up, this play takes a sombre look at family, legacy and what we leave behind.

What are you most excited about going to the fringe?

We are so excited and incredibly grateful to be able to bring our shows to the largest arts festival in the world. The massive pool of talent and opportunity in Edinburgh each August is so unique, and we can’t wait to be a small part of that again this year.

Aside from our own shows, we are beyond excited to see all the other fantastic productions at the Fringe and to be fully immersed in the most intimate and raw art form that is theatre.

Some productions we are particularly looking forward to are those also heading up with students from University of Manchester, such as Speed Dial Theatre’s Telephone, Anti-Heroine by Pip Carew, and Helio Collective’s Look What We’ve Done.

What has Citadel’s sponsorship meant for you at the fringe?

Citadel’s funding has made a huge difference to our costs as a student company. With no formal means of funding, venue and registration fees alone have been incredibly daunting.

Citadel’s sponsorship has ensured that no member of either of our shows, cast or crew, has had to worry about accommodation costs, which is a contribution we are indescribably grateful for.

We are certain that without this generous sponsorship, multiple members of our team would have been unable to join us in Edinburgh.

Catch, A Naff Play About Spies, from August 2nd to 10th at 23:15 at theSpaceUK Symposium Hall and Letters From My Dad (Who Is Dead) from August 12th to 18th at 11:00 at C Venues Aquila Studio at the Edinburgh Fringe Festival.

Rehearsal photos from A Naff Play About Spies (Collision Theatre 2024)

Always on my mind? Young people and the General Election

In the last general election, Brexit loomed large. Both the main parties were perceived to offer radical platforms, led by Boris Johnson and Jeremy Corbyn, and the SNP carried Scotland.

Yet barely half of young people aged between18-24 voted in 2019, whereas more than 80% of over-75s did. Why is there such disconnect, and what does this mean for the 2024 election?

Influencer GK Barry hosts The Turnout podcast in which she interviews political figures and simplifies politics for a younger audience.

In an interview with Grazia UK, she said “Having grown up seeing so many years of political confusion, failed promises, and being bombarded with political figures we can’t trust, it’s little wonder that so many young people have found themselves completely disengaged with politics.”

In the battle for votes, the parties have been drawn deeper into social media, like TikTok, but young people are savvy and social media does not have a great reputation for providing unbiased knowledge as we grapple with misinformation.

Despite this it is important to look at what the parties are saying. After a torrid five years of the pandemic, cost-of-living crisis and political turmoil, each party vies to be seen as a ‘safe pair of hands’ or to promise ‘stable government’.

What is the appeal to young people? There is a danger that all politicians are seen as “more of the same”, and young people simply not voting in enough numbers now and younger people who don’t see politics as relevant.

It could be argued that Conservative policies are “about” rather than “for” or even “wanted” by young people. From education and “Mickey Mouse” university courses to National Service, their policies are designed to appeal to the older generation, with little engagement or support from young people themselves.

This is exacerbated by the party’s contrary views on the big issues like Climate Change, leading its former Minister for climate change to leave the party and recommend people vote for Labour.

The Labour Party has pledged to invest in a new Young Futures programme; a network of hubs, will “support young people’s mental health and avoid them being drawn into crime and violence. As they look to secure a higher share of the 18-24 votes, there’s a pledge to go further and extend the votes to 16 and 17 year olds in future elections.

The Liberal Democrats have followed a similar path with their commitment to increase funding on youth services that are “genuinely engaging and reach more young people”, and plan to appoint a cabinet minister for children and young people. Like Labour, they would introduce votes at 16.

With voter ID and registration skewed against young people and the election called when a large number are between university and home, the parties have to work harder to secure their votes.

However, it is not just young people of voting age. With a week to go until election-day the fact that the political parties aren’t focusing their politics on young people makes it even easier to be disengaged.

Let’s not forget that 13-14-year-olds today will vote in the next general election in a 5-year Parliament, shaping their views now. Our parents and carers and grandparents also want the best for us, and their votes count even if young people can’t (or don’t) vote themselves.

Most critically, unless parties and government engage with young people represented at all levels of decision-making the democratic deficit will become a chasm.

See us. Hear Us. Involve us

An Insider’s View: Samuel Kasumu

With a snap General Election called this week by Rishi Sunak,we spoke with a former No10 adviser for his take on recent politics and what he’s hoping for from a new Government.

Samuel Kasumu was a special advisor under former Prime Minister Boris Johnson, up until April of 2021 and has worked as an elected local councillor in Hertfordshire.

After leaving Number 10, Samuel has been travelling and writing his new book, The Power of the Outsider, in which he reflects upon his experience in Government and the impact his early life had on his career journey.

“I think growing up in a single parent home, working, the social housing, moving a lot and going to different schools has all helped me to, firstly, have a sense of mission, but it’s also allowed me to understand the plight of ordinary people.”

“My background has very much shaped how I choose to live my life. It is what inspires me to want to make an impact.”

As for his experience in politics, Samuel believes it has shown him what you can achieve when in a position of power.

Before his first job in the House of Commons, he helped to run a social enterprise that would often struggle to get funding. But once he was working within the House of Commons, it took only 30 minutes of having a casual conversation over lunch one day for someone to offer that money and send a cheque weeks later.

“That taught me that, actually, to make an impact at scale, you need to get into the circles where people can leverage off funding and decision making.”

“There’s no point being outside holding a placard, you need to make sure you have a seat at the table.”

Working with two prime ministers in the last few years, Samuel believes his history in politics has made him much more pragmatic than he once was.

“I think I went into public life very much an idealist, which I am to a large extent, but I also understand that to get things done, you need to be able to pull certain levers.”

When asked what his thoughts were on what an in-coming government’s priorities should be, Samuel’s main response revolved around the current cost of living crisis.

“The Cost of Living crisis has had a huge impact on everybody’s lives, so it’ll be interesting to see how an incoming government views what is required to improve the lives of ordinary people.”

Fundamentally, to rectify the damage of the crisis, there needs to be a plan in place for growth to get Britain back to an economy that is inspiring, which currently he believes it not to be.

Samuel has also worked with Citadel and its founder, Jonathan Hopkins, on many different projects. This includes chairing panels in the Youth Zone programme of events now in its 15th season at the party conferences.

“Citadel engages with individuals and stakeholders at the highest level, to try and improve outcomes for young people.”

“As we head towards a general election, I think this will be pivotal in making sure that better outcomes for young people is at the heart of all the parties’ manifestos and commitments.”

Forethought: young people’s mental health

As we come to the end of mental health week this year (13th-19th May 2024), it is important to look to the future and see what plans and ideas have been outlined as necessary to help the mental health crisis, particularly amongst young people.

As a 24 year old who has suffered from many different mental health conditions from the age of 13, I understand just how important early care and mental health intervention is.

As ‍Dr Camilla Kingdon, former President of the Royal College of Paediatrics and Child Health says,

“There is a huge evidence base for the importance of good mental health in childhood. However, sadly nearly 50% of lifetime mental health conditions are established by 14 years.”

According to a new report published at the end of April by Child of the North and Anne Longfield’s Centre for Young Lives, half of England’s school children are without mental health support teams and will still be after 2025 with the current plans in place.

The think tank puts forward a plan for the Government to boost children’s mental health via the education system.

Currently there are approximately 1.4 million children and young people (aged 8-17 years) with a mental health condition in England and a further 4 million children will not have access to mental health support in schools without further dedicated funding. Preliminary data from a study in Bradford of 5,000 children and young people, revealed a shocking rise of eating disorders and self harm in the area. Two of the priority issues causing detrimental mental health were also identified by young people as sleep deprivation and loneliness.

Additional resources may have helped me earlier in school. However, it will take a significant change of school-culture to be effective, for inclusive schools that embed young people’s wellbeing and life skills, rather than driven by exam data and ‘character-building’ that all too often pushes rather than nurtures young lives.

Much of that support stops at the school gate unless you are patient enough on a horrendous waiting list for counselling or lucky enough that your family can afford to ‘go private’. The thresholds for statutory services are very high.

So what can we do about it? The Centre for Young Lives calls for several recommendations to be made by the next Government. These are not limited to:

• Expanding the mental health support offered through schools and educational settings

• Supporting the creation of a network of ‘one stop shop’ local online NHS information hubs

• Harnessing the power of digital technology

• Tackling the upstream determinants of poor mental health

• Addressing the workforce crisis in educational psychology provision

This is an attempt to respond to young people’s needs, not simply to react to a crisis. Nevertheless there is a very real mental health crisis in young lives. New community hubs for young people’s mental health are due to start in some areas funded by the NHS, including with the charity Brook in Cornwall providing wrap-around support and in the transition to adulthood.

Back in January 2024, The Labour Party released a Child Health Action Plan.

With over 200,000 children on an NHS mental health services waiting list in England, Labour have promised to cut this in half by recruiting thousands more staff and introducing specialist mental health support in every school.

Since then, Labour has carried out a further review of early help and prevention for mental health across all ages, yet to be published.

What we want to see from whoever is the next government, is a commitment to provide mental health support for children and young people throughout the course of their lives.

After being diagnosed with anxiety at 13, depression at 14 and a further panic disorder during COVID-19 at the age of 20, I have experienced first hand the difficulties of being a young person with poor mental health.

Whilst my school was ill equipped to support or even recognise my special needs, I was also hyper aware of the lack of resources provided for young people once they have left school.

The emotional, physiological and mental development of young people does not end until they turn 25, yet, as experts have previously said, untreated lifetime mental health conditions are established by the ages of 14.

The recurring theme I encountered throughout my mental health journey as a young person was that if you didn’t have the money and support to go privately for help, you most likely wouldn’t receive any. The public mental health services have so little funds that the small amount they do have is used to support children and young people after something traumatic has happened, rather than to prevent it.

The next government must reassess funding priorities to address the shocking number of those who have no or have to wait years to access basic mental health prevention. This, combined with more specialist support in schools, a safe and recurring place in a child’s life, will take some of the strain out of an overburdened system and better prepare young people for the rest of their lives.