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i) To provide help and mitigate harm to individuals and communities affected by substance misuse problems.
ii) Support changes in people’s lives.
iii) Maintain an ethos of compassion and respect.
iv) Developing services, maintaining quality and supporting Best Practice.
v) To develop, maintain and support a strong, independent knowledge sector for the purposes of educating the public and informing the broader drug treatment policy community, including government.
vi) Measure outcomes and quality.
i) The maintenance and development of effective products and services that are judged to be attractive and responsive by all those who require them, this being reflected in the reporting of the numbers who access them
and their observations, experiences and evaluations (including our ability to respond to the needs of a diverse
population).
ii) The maintenance and development of effective responses and interventions that support behavioural changes
that increase well-being and encourage a sense of an attainable, positive future; this being reflected in outcome
reporting in terms of health benefits and/or social regeneration.
iii) An understanding by staff and volunteers in all components of the organisation of the core principles of compassion and respect; this being reflected in organisational processes such as recruitment/selection, induction,
supervision and appraisal.
iv) Services that are responsive to new developments, research and innovations; this being reflected in regular
service reviews/evaluations, training needs audits (DANOS mapping), skills/information sharing and consultation events with Stakeholders.
v) The establishment, maintenance and support for a strong, independent knowledge sector designed to facilitate
governance, to educate the public, to contribute to relevant debates and discussions, to promote Lifeline and
its purpose and products via the new digital media and, as regards all of the aforementioned, to contribute to
Lifeline’s independence; to educate the public, and to advise and inform policy makers in the broad drug policy arena and in government.
vi) Development of internal and external reporting protocols that enable Stakeholders (including Trustees, Commissioners and people who use our services) to better judge the appropriateness and effectiveness of ongoing
products and services, and to evaluate new initiatives and innovations.
i) Review potential sources of funding/income in order to sustain current services and products, and to promote
the development of new interventions and initiatives.
ii) Develop business plans that target potential growth in existing and new areas of business.
iii) Ensure that growth areas complement and support existing services and products.
iv) Retain and recruit high quality staff.
v) Ensure that rapid growth in services and demands upon services do not impact adversely upon standards of
care.
vi) To monitor industry wide trends in growth and identify those most likely to result in clear and measurable
benefits to our service users.
i) Expansion of funding/income streams opening new business and development potential.
ii) Retention and development of current funding/income streams and maintenance of quality in existing products and services.
iii) Implementation of business plans and budgeting process.
iv) Completion of annual workforce reviews in line with related business plans.
v) Monitor patterns of growth trends and ensure appropriate policies and care standards are in place.
i) Develop learning-based approaches to change which better enable Lifeline to meet constantly increasing demands of governance and service provision; to transform Lifeline into a learning organisation that uses project
teams to enhance its focus on customer services and maximises the use of staff skills and aptitudes at all levels
of the organisation.
ii) Review and development of effective internal and external communication routes.
iii) Review and development of the range of communication routes for different audiences.
iv) Communication of mission and values to stakeholders and other groups.
i) Establishment of functioning project teams working to clear terms of reference and timescales charged with
policy review, workforce development, strategy support and other key tasks.
ii) Establishment of communication, reporting and consultation frameworks that effectively link Trustees with
Executive Team, Senior Managers and other staff.
iv) Evidence of raised public awareness of the organisation and issues relating to substance misuse issues.
v) Shifts in public/professional opinion relating to key messages.
i) To build a new-media unit dedicated to the development of professional, ‘broadcast quality’ digital products,
e.g., film, photography, sound and web-based media.
ii) To generate income from commissioners and purchasers, requiring digital communications campaigns and
other digital content.
iii) To develop specialisms and roles, including models of leadership and learning appropriate to the new digital
economy and model.
iv) To develop organisational and financial models appropriate to the successful development of new media as an
ongoing part of Lifeline’s purpose and practice.
v) To develop and consolidate the unit’s expertise by building partnerships in the knowledge, media and higher
education sectors and by the development of appropriate commissioning, planning and recruitment skills.
vi) To facilitate the key functions of governance and Trustee reporting within Lifeline.
i) Regular acknowledgment and inclusion in web-based industry media, e.g. Daily Dose
ii) Commissioned communication campaigns involving new media content and sales of digital content to third
parties, i.e. digital archive material.
iii) To establish a functioning team based on the principles of collaborative learning and flexible, project-directed
development.
iv) Successful income generation including a variety of funding streams. Business planning consistent with Lifeline’s ethos and practice and reflected in clear budgetary processes.
v) The establishment of an integrated team of specialist sessional staff, the consolidation of links with colleges and appropriate specialist sourcing agencies.
vi) Production of reports, films and other media products designed to facilitate Lifeline’s governance.
vi) Exhibitions and other digital showcase events promoting commissioned content and, where appropriate, Lifeline’s work and practice.
i) Constantly review informational requirements of the substance misuse field and other related sectors.
ii) Effective quality control of the information/data provided.
iii) Monitor, analyse, relay and respond to relevant new trends, experiences and practices.
iv) Review and update existing information/products.
iv) Effective collection, storage and retrieval of data, information and resources.
i) Needs analysis of informational requirements.
ii) Feedback systems from frontline staff, grass roots research and web-based reporting mechanisms capable of identifying emergent trends and issues.
iii) Evaluations, peer reviews and other quality control procedures.
iv) Development plan for the checking and updating of existing products.
v) Catalogued data/ information resources.
i) Highlight the complexities surrounding substance misuse issues.
ii) Promote debate regarding policy and practice.
iii) Effectively challenging discrepancies and injustices
iv) Be supportive of the rights of socially–excluded people
v) Develop appropriate learning and workforce development strategies for Lifeline and other industry employees.
vi) Facilitate better understanding of the UK drugs strategy and its National Service Framework, performance criteria and targets.
vii) Develop Intellectual Property Protocols designed to clarify ownership issues and facilitate appropriate knowledge-sharing partnerships.
i) Campaign agenda highlighting key issues and responses.
ii) Heightened profile with relevant debates.
iii) Increase in web-based articles relating to campaign issues.
iv) Publication of policy and research
v) Successful establishment of academic partnerships.
vi) Development of knowledge–sharing practice partnerships based on client need.
vii) Establishment of accredited knowledge products for internal consumption and sale.
i) To ensure the maintenance of best practice in relation to charity, company, employment and other relevant
legal frameworks, including regular risk assessments.
ii) To ensure the maintenance and development of effective recruitment, succession planning and diversification
of the Board of Trustees, Management and Staff.
iii) To establish a Strategy and Policy Sub Committee of the Board of Trustees whose terms of reference will
include strategy development, including the further development of this document and a review of organisational objectives/purposes as listed in Lifeline’s constitution.
iv) To communicate the role of governance within Lifeline via the work of the Media Unit and other sources.
i) The board of Trustees should represent a diverse mix of experienced people from the health and social sectors,
including representatives from minority ethnic groups, and those with technical skills/ special expertise which
may be required. Review and evaluation of the Board of Trustees completed by the end of 2007-08.
ii) A complete risk analysis review completed once every two years and checked during the preparation of each
annual budget. Next complete review due during 2007-08 financial year.
iii) The establishment of a Strategy and Policy Sub-Committee of the Board of Trustees of Lifeline.
iv) Acknowledgement and recognition, official and otherwise, of key governance reports, films and other communications.
v) The annual review of any relevant legislation (Charities Act, SORP etc).
vi) Review and update policies and Staff Handbook by the end of 2007-08.
vii) The annual completion of the Companies House filing, Charity Commission filing and a satisfactory audit.
i) Maintain quality via strategic management and effective business planning.
ii) Maintain good relations with current and potential commissioners/funders.
iii) Identify forms of business modelling that include potential changes in government funding and equip the
Charity to position itself favourably in the medium and longer term.
iv) Develop corporate structures and processes that embed learning and sharing as key organisational principles.
v) Promote Lifeline within the Public Sphere as a credible, accurate source of information, as the originator of
new and relevant policy and as an organisation committed to effective, clear and innovative forms of communication and education.
i) Strategic and business plans reviewed and updated in light of risk analysis/management processes.
ii) Proactive dialogue with commissioners /funders, and all those who use and benefit from our services.
iii) Contingency planning that highlights potential sources of income unaffected by changes in government policy.
iv) Development of new skills and products, including knowledge based and new-media products, designed to enhance our governance, communicate our purpose and objectives and guarantee our independence.
v) Establish a sustainable, income generating knowledge sector within Lifeline that is widely accessed and acknowledged by professionals and public alike.
Registered Charity no. 51569
101 - 103 Oldham Street,
Manchester, M4 1LW
www.lifeline.org.uk
This publication was designed and produced by
part of Lifeline Project Ltd.
Graphic design and layout: Sophie Johnson |
