We need to make sure that our services are as efficient as they can be, make the best use of digital and mobile technologies, ensure that interventions are targeted where they’ll make the biggest impact and are responsive to changing patterns of needs amongst our service users.
Not only can we learn a lot by taking a more comprehensive view on approaches to drug strategy and treatment from our international counterparts, but we can offer an insight into our own strengths and innovation in return.
CGL was commended by the council for providing a robust and cost effective solution with a planned approach, on time from a friendly and knowledgeable team.
Investment into treatment and services must be protected if we are to build upon the gains made over the last twenty years.
We are an outreach team which means that we do not see any service users at our office – instead we will go out within the community to meet with young people.
In order to effectively coordinate and review the quality, performance and activity of young people's services at a national level, we identified a need to develop our established case management system - CRiiS.
It seems important to me that the new Drug Strategy balances the aspiration of recovery with the evidence of what works in promoting health and well-being.
In a fairly tumultuous week of news the Charity Commission released its’ 2016 survey of the public’s trust in Charities.
We will continue to raise funds to improve services, to innovate and to add value wherever we can but CGL will not seek to raise funds to prop up underfunded statutory services to deliver them in the same ways.
Watching the widespread news coverage this week about the closure of Kids Company gave me the opportunity to pause and reflect about some of the core 'business principles' operated within change, grow, live (CGL) since I joined in 1999. 'Finance first' has been a guiding business principle for all change, grow, live managers.
I make no comment about Kids Company and do not have any insights into the internal operating of that charity, its management, nor its governance.
However from our perspective: