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Lifeline Project is a well-established, voluntary sector agency that provides a range of drug and alcohol services for
adults and young people. In 1971 Lifeline Project opened a day centre for drug users in Manchester. Since its foundation Lifeline has grown and developed, responding to the ever–increasing problems associated with drug use
faced by individuals, families and communities.
The organisation is a registered charity and a company limited by guarantee and not having a share capital. It was
incorporated in 1984.
We currently have contracts to provide drugs and alcohol services including harm minimisation services, needle exchange, drop in, day programmes, prescribing and shared care, community based detoxification support services, community development programmes, criminal justice/prison initiatives and services for young people. In addition we have research and publications departments.
Geographically these services are spread across Greater Manchester, London, Kirklees, Calderdale, Bradford, East
Lancashire, Middlesborough, County Durham, Newcastle upon Tyne, Sunderland and Prison Services across the
North West, Yorkshire and Humberside and the North East.
The Trustees are committed to improving Lifeline’s strategic planning process in order to define the future direction
of the organisation, to provide focus and to construct a contextual framework able to guide the charity’s activities
and developments over the next three years. The Strategic Plan aims to support the continued growth of the organisation by identifying and developing areas of need, while building on past strengths and successes.
The last eight years have seen an unprecedented expansion in the levels of funding available to organisations dealing
with these issues relating to substance misuse. This increase in resources is linked to the development of the Government’s 10 year Strategy and its accompanying targets and outcomes. This process has influenced the development of
local services and interventions, while prompting debates and controversies about issues relating to individual need,
community regeneration, public health and an ever–increasing focus on a criminal justice agenda.
The expansion of the substance misuse field as an ‘industry’ has been accompanied by a range of edicts relating to
quality (QuADS), structure of provision (Models of Care) and occupational standards (DANOS): all of which continue to shape both commissioning and delivery of drug services . It is within this ‘professionalizing’ framework that
Lifeline strives to ensure that it performs at the highest standards in terms of governance, management and service
delivery while retaining its core values with regards to approachability and responsiveness to individual need.
Lifeline has a reputation for independence. Lifeline also has a reputation for the development of services and perspectives supportive of its service users and those broader populations whose lives are directly affected by drugs.
These closely allied reputations are underpinned and, to a strong extent, guaranteed by a commitment to an independent and broadly based knowledge sector of publications research, policy and new media development.
While other providers within the sector remain larger in terms of turnover, staff and numbers, Lifeline has focused on delivering high quality and innovative services and products that are cost effective (low centre costs) and tailored
to the specific demographic and interventional needs of the communities that it serves.
Over the last six years the organisation has grown from an annual turnover of just over two million pounds to in
excess of fifteen million pounds via successful competitive tendering resulting in the development of a range of new
or extended services. This has allowed the organisation to expand its workforce and support an increasing number of
people who require our services; in addition it has allowed the organisation to develop and incorporate innovations
capable of responding to new challenges, unfolding themes and research evidence.
With the growth of the organisation the workforce has increased from 50 in 1998 to over 460 in 2006; in addition
there has been considerable expansion in volunteering opportunities within the organisation, especially for those
who have themselves required the services we provide. The support, training and professional development of volunteers is a key component in terms of overcoming social exclusion by providing experience with the workplace.
During 2004-05 a review of governance was completed. This included a skills audit to identify the strengths available
within the current Board and to inform a comprehensive Trustee recruitment process. New recruitment protocols
have been introduced, together with updated job descriptions, induction procedures and other supportive frameworks. The governance review has also updated management structures, risk assessment procedures, organisational
communication strategies and strategic and business planning processes. |
