National Office strategic plan 2005-2008 - Ensuring our independence

Victim Support is an independent voluntary organisation. While we work closely with national and local government, and the criminal justice system, our independence gives us the freedom to say and do whatever we think is necessary to benefit victims and witnesses. At the same time, we increasingly need to be able to demonstrate our competence in order to secure resources. Some of the actions listed above in 'enhancing professional standards', such as developing better performance measures, will enhance our ability to do this. But we also need to strengthen our independence by:

a. Promoting Victim Support and our work with both victims and witnesses more effectively and with greater resources to make our identity and services more clearly known and understood. This includes clarifying that we provide a range of both generic and specialist services.

In year one, we shall address all the first-year targets in the communications (media & PR) strategy 2005-2008.

By year three, we shall have implemented all the relevant elements of the communications (media & PR) strategy 2005-2008.

b. Marketing ourselves more effectively as an independent charity to help victims who have not reported the crime to have confidence in our independence and to attract potential funders to support us.

In year one, we shall introduce the proposed new visual identity across all new National Office materials and develop a strategy for phasing out all non-compliant materials.

By year three, we shall have implemented the relevant elements of the communications (media & PR) strategy 2005-2008. We shall have collaborated with the Fundraising Department to explore other funding opportunities for raising our profile.

c. Celebrating through our publicity what we have achieved in providing a service to diverse communities while acknowledging the work we still have to do.

In year one, we shall:

By year three, we shall have ensured that all our printed and online publicity resources, as well as our news output, represent different communities and the work we do with them. We will also be seeking to actively encourage the participation of those communities through the range of media and messages we communicate.

d. Confirming our status as a charity in relation to any developments proposed by the government or by the local criminal justice boards.

In year one, we shall conclude the current round of negotiations relating to the conflict between the statutory Code of practice and the proposed devolution of funding with the aim of producing the best possible outcome for our charity.

By year three, we shall have reduced our dependence upon government funding and taken steps to ensure that all our funders and partners are clear about the value of our charitable identity.

e. Ensuring that we benefit from the Government Compact with the voluntary and community sector by working with colleagues in the sector to promote and develop the Compact.

In year one, we shall promote to our members the Government Compact and identify the benefits through case examples drawn from the membership and extend to LCJBs and CDRPs.

By year three, we shall have ensured that members are fully aware of, and engaged with their local arrangements for the Government Compact with the voluntary sector.

f. Investing more in our national and local fundraising.

In year one, we shall:

By year three, we shall have:

g. Developing our work with local authority partnerships, particularly those that offer potential for sustainable income generation.

In year one, we shall review the nature of our funding relationships with regional government, local authorities and CDRPs, identify and disseminate good practice and engage with relevant umbrella bodies to bring about positive change.

By year three, we shall have developed and produced guidance for members to support their active engagement with regional government and local authorities.

h. Recruiting more fundraisers and fundraising volunteers.

In year one, we shall:

By year three, we shall have established and supported a structured programme of recruitment and support for fundraisers and fundraising volunteers focused where they have the potential to generate the greatest returns for the organisation as a whole.

i. Develop more fundraising materials for local use to pay particularly for services for which statutory funding is not available. This includes most service provision outside the criminal justice process.

In year one, we shall enhance our ability to track and analyse income from non-statutory sources and identify and disseminate current good practice amongst members.

By year three, we shall have developed and produced tools and materials for engagement with potential non-statutory funders, which enable us to convey our case for funding more effectively.

j. Take steps to improve our efficiency, use our resources responsibly and minimise costs for example by pursuing automatic data transfer (ADT) and central purchasing of goods and services.

In year one, we shall:

By year three, we shall have:

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