Key highlights of the past year
Growth Strategy
A strategy for sustainable growth, deeper impact and stronger partnerships.
In 2023, we set out a bold ambition - to grow Routes To Work beyond the strong foundation we have built in North Lanarkshire and deliver our person-centred, community-based model in new parts of Scotland.
That ambition was set out in our Routes to the Future Business Plan and operationalised through the strategic growth strategy; a values-led framework built around eight key priorities.
One year on, our evaluation shows that we’ve grown quickly - but, more importantly, we’ve grown well, the Routes To Work way.
“I didn’t think this kind of support was out there. The training was free, the help was personal, and it actually made me feel like I could do something again.”
– Emma, West Lothian
Where we’ve grown - and how
In the past year, Routes To Work has won and delivered new contracts in West Lothian, Clackmannanshire, and West Dunbartonshire.
Each area presents different challenges, from rural deprivation to long-term unemployment and the lasting impact of the pandemic on education and mental health. But our approach remains the same: build trust, collaborate locally, and deliver one-to-one, tailored support that meets people where they are.
In West Lothian, we worked closely with West Lothian Council’s Access to Employment division, and third-sector partners including The Larder and Impact Arts to help people - especially parents - re-enter the workforce.
One client, Emma, is now working in a Livingston school as a Pupil Support Worker, after years away from employment.
Meanwhile in Clackmannanshire, we launched delivery in early 2024 and have already established strong local referral networks. The model continues to prove its strength across geographies, showing flexibility without losing quality.
Partnerships that make the difference
We know we don’t work alone. Growth is only possible because of good collaboration - with councils, colleges, the NHS and other third sector organisations.
A new highlight this year has been our closer work with NHS Lanarkshire, particularly through our Working For Families stream and a close partnership with the Health Visitor team.
Tracking the impact
Evaluating Year 1 of Routes to the Future shows strong evidence that the strategy is working…
1,111
clients supported into work in 2024-25
3
locations for delivery in health settings
Multiple
programmes aligned with parental employment delivered in every area
3
new local authority areas served (Clackmannanshire, West Lothian, West Dunbartonshire)
98%
of clients rated their support as “good” or “excellent”
School-based
interventions in secondary schools across North Lanarkshire
In addition to these numbers, our delivery and wider impact shows strong alignment between RTW’s work and the Scottish Government’s employability priorities: No One Left Behind, the Fair Work Agenda, and place-based partnership delivery.
For us, growth isn’t about chasing numbers. It’s about making sure we grow in a way that stays true to who we are — that our values and the Routes To Work approach don’t get lost along the way.”
Kate Clark, CEO
What's next
Well, we are pleased to have secured places on employability frameworks in new areas of Scotland, like Falkirk, Stirling and South Lanarkshire, as we continue to grow the Routes To Work way!
As we move further into 2025, we will continue to focus on quality growth though. That means investing in local delivery, listening to feedback from clients and partners, and building capacity in our teams. It also means staying rooted in our purpose - not just helping people find jobs, but helping them build better lives.
The most rewarding part is seeing how our people have stepped up. Whether it’s someone working in a new area or leading a new project, they’ve all carried that Routes To Work spirit with them.”
Robert King, Chair of the Board
Proving the ‘Social Value’ of the Routes To Work way
Finishing off the Knowledge Transfer Partnership
What is the KTP?
The Knowledge Transfer Partnership (KTP) is a collaborative research initiative between Routes To Work, Innovate UK and the University of the West of Scotland, with an assurance from Social Value UK.
Over a 30-month project, academic experts worked with RTW to develop a framework for measuring the social return of helping clients move into sustainable work.
In other words, the KTP set out to rigorously evaluate how much social and economic value RTW’s employability services create – not just in getting people into jobs, but in improving lives and communities.
Key findings – Social Return on Investment (SROI)
The final report published March 2025 provides compelling evidence of our impact.
It revealed that the Social Return on Investment for Routes To Work’s services is estimated at £7.34 for every £1 invested in its services.
This means every £1 spent on Routes to Work yields around £7.34 in social value – a tremendous return for funders, taxpayers and society.
What is social value?
Social Value is a broader understanding of value. It moves beyond using money as the main indicator of value, instead putting the emphasis on engaging people to understand the impact of decisions on their lives. The people’s perspective is critical.
Organisations will always create good and bad experiences, but on balance should aim to create a net positive impact in the present and for a sustainable future. They should measure their impacts and use this understanding to make better decisions for people.
The report concludes that, “Routes to Work provides clients and stakeholders substantial social and fiscal value in return for the money invested in its services.”
Beyond jobs – improving lives
Importantly, the KTP evaluation highlighted that our holistic approach leads to many “wider benefits… including better mental wellbeing, improved confidence and feeling less isolated.”
In practice, we not only help clients find employment, but go “above and beyond” by boosting “softer skills such as health, wellbeing, support networks, finances, confidence and motivation.”
These improvements in personal wellbeing have real value: happier, healthier clients need fewer public services and contribute more to their communities.
For example, by supporting people into work, RTW helped reduce welfare dependency and increase tax revenue – the value of reduced benefit claims alone was estimated at over £4 million to the public purse.
High-value outcomes
Interestingly, some of the highest-value outcomes measured were “soft” outcomes. Strengthening a client’s relationships with family and friends was valued at £5.57 million, and increasing a client’s motivation to achieve goals was worth £5.51 million in social value.
By comparison, the direct value of clients securing jobs was about £3.12 million. This shows that building confidence, wellbeing and social connections can be just as impactful as getting someone a job – both are key parts of the way we work.
At a glance – key stats from the KTP Report:
1
£7.34
Social Return on Investment for RTW (value created per £1 invested)
2
£4+ million
Annual saving to the public purse from reduced benefit payments as clients move into work
3
Improved wellbeing
Majority of clients report better mental health, confidence and reduced isolation thanks to RTW support
Growing the Routes To Work Way
The evidence from this KTP is powerful validation of ‘the Routes To Work way.’
By using data to prove our impact, we can see that our person-centred, holistic support model truly transforms the lives of many local residents facing inequalities.
The final report notes that by continuing to provide tailored, wraparound support, RTW can “help residents out of the poverty cycle by enabling them to progress into employment, improve their standard of living, overall wellbeing and local support networks.”
In 2024/25, with our theme of ‘Growing the Routes To Work way,’ this work shows exactly how we are growing – through evidence-based impact.
The KTP has given us proof that our approach delivers real social and economic growth for individuals, families and communities, reinforcing our commitment to keep improving and investing in what works.
