Drink and Drugs News DDN Nov2017 - Page 17

More inspiration on planning at www.drinkanddrugsnews.com as experts, know to be effective, and what the commissioners require or allow us to provide. So what options remain? Regarding statutory commissioning, I for one am not convinced that our long-term lobbying for change at high levels is effective. So, on the principle that if something is not working, instead of continuing to try harder let’s do something different. What we have learnt with the response to the horror of Grenfell Tower is that grass roots movements are powerful. Governments cannot control them, and they often arise where governments have failed. If we stop wasting energy doing what doesn’t work, and concentrate on ‘doing it for ou rselves’ by garnering support from the public and previous beneficiaries of our treatment, rather than the politicians, we may just be able to raise enough revenue to create a treatment and recovery system; one that actually works and is more attractive than the uninformed, misguided but dominant political narrative and broken, ineffectual system we have at present. Harnessing alumni and family members as ambassadors and champions draws down potent support. A quick look on Facebook shows the huge cohort of fans of Broadway lodge who are eager to help and promote the rehab that gave them or their loved ones their lives back. By recognising this loyalty capital and monetising it through events and involvement, an authentic exchange of energy takes place that delivers outcomes from Broadway’s commitment to, and investment in, treatment and recovery. Negotiating collaborations with other, similar, treatment providers in order to widen the referral net and then allotting the clients fairly and accurately according to their needs is a strategy that depends on a trusting relationship that has to be built between all players in the system. This takes time and risk, but the results are profound and www.drinkanddrugsnews.com provide a win for all participants. Thus we develop a network of collaboration, liaising and negotiating cost savings and identifying nascent markets and those with excess capacity that we can collaboratively penetrate and secure. Instead of remaining dependent on statutory funding and dancing to someone else’s tune, Broadway Lodge – working in concert with other providers and collaborating on projects that identify synergies, share efficiencies and extend our thinking beyond the statutory realm – can deliver new and exciting strategies that foster success and enable everyone to shine. When society improves, the people within it improve as well. Linking with like-minded providers who also trust this premise, and extending that trust to each other, provides a powerful, self- supporting system for treatment delivery that is independent of government. It involves sharing and transparency but the benefits are manifold. It is a game changer and one of the ways in which small and medium sized charities can survive and shine in this very challenging environment. We can maintain presence and power in the treatment system, allowing us to develop a more extrovert personality and a stronger voice predicated on power harnessed through collaboration. This in turn means that clients have a wide choice and people with severe addiction be offered full abstinence-based, in-depth treatment that creates a platform for real recovery and a fulfilling life. To return to the two questions I asked at the beginning: Can we free ourselves from the fierce statutory commissioning environment in which we presently work while remaining true to our altruistic vision and mission, and can we use learning from the profit-driven corporate world to inform our strategy going forward? The answer is a resounding YES. Caroline Cole is interim CEO of Broadway Lodge ‘We can maintain presence and power in the treatment system, allowing us to develop a more extrovert personality and a stronger voice predicated on power harnessed through collaboration.’ November 2017 | drinkanddrugsnews | 17