CHI embraces the Seven Principles of Public Life (selflessness, integrity, objectivity, accountability, openness, honesty, leadership) and incorporates these in the four key values which govern how it conducts its business.
- Respect: for the needs and wishes of, above all, children; and parents, local organisations, volunteers and donors.
- Focus on the future: developing and encouraging local potential.
- Effectiveness: sensible, good management and planning.
- Good governance: honesty, integrity, openness.
Respect for the needs and wishes of, above all, children; and parents, local organisations, volunteers and donors.
CHI’s overriding objective is to improve the health of children suffering from Cystic Fibrosis. Children, their needs, aspirations, wishes and well being are at the core of what CHI does and how it behaves. Wherever possible their involvement in and opinions about their own treatment should influence the design and delivery of that care.
Similarly, the involvement of parents is of critical importance and CHI will work to strengthen their voice and, in particular, the development of Parent Groups.
Local (health) services staff
CHI will work as a broker or facilitator in ways which encourage, empower and enable local groups and promote independence. CHI will recognise the cultural, political and practical realities in different environments and will work openly with local services to secure improvements.
CHI relies on volunteers – clinical specialists, project managers, trustees and helpers of many kinds. It values their contribution and will work to ensure their efforts are supported in practical ways including, as necessary, training and personal development, and are recognised by the wider community.
Any success CHI has is the result of collaboration with a range of individuals and organisations. In the UK, NHS Trusts and groups of clinicians are fundamental to the work on the ground enabling the key aspects of exchange and twinning to develop. CHI recognises the importance and nature of this contribution and the demands it entails.
Working in a true spirit of partnership with the local services and individuals in a particular country is equally important; and CHI is very receptive to the idea of collaborating with other charities and others who share the same vision.
CHI is keen to work with commercial organisations such as pharmaceutical companies to help fund and organise its endeavours but will only do so provided such collaboration does not compromise its independence of action, its own values and the principles of good governance.
Donors shall be kept informed about how their gifts have been used – sometimes by personal communication, supplemented by at least two CHI newsletters per year – and by up to date information, available on CHI’s website.
Focusing on the future, developing and encouraging local potential.
CHI believes it should act to complement existing provision and not be involved where other agencies are or ought to be involved. CHI will work openly with and help develop the local healthcare infrastructure and so nurture local potential. Lasting improvement is key and relationships may be long term but will change in nature as local services develop and CHI steps back and ultimately withdraws. The process will ensure the transfer of best practice, skills and sustainable teaching.
CHI does not support the short-term provision of expensive medication, which, once ended, leads to rapid deterioration of the child’s health. However, if medical equipment becomes surplus to requirements in the UK and can be exported CHI would support such a move.
It strongly supports the notion of twinning between hospital specialists and centres in the UK and overseas and the utilisation of technology – video links, the internet etc. – to assist in the transfer of expertise and knowledge.
CHI also needs to be forward-looking in terms of it own development to ensure it keeps abreast of latest developments and, as an organisation, is fit for the purpose and challenge it has set itself.
Effectiveness – sensible, good management and planning.
It is essential for CHI to deploy its limited resources as effectively and intelligently as possible. It will prioritise requests for assistance using the principles in this document consistent with its established annual plans and ensure it matches the individuals and services at its disposal to the needs of those asking for help.
It will monitor programmes for each project against targets established at the outset and manage its own affairs in accordance with accepted best practice and its own operating principles (in preparation – see appendices).
CHI will have a strategy to raise sufficient funds to enable its work to continue and expand in keeping with agreed objectives so that, over the period, expenditure does not exceed income.
Good governance – honesty, integrity, openness.
All CHI funds, whether by fundraising or as a result of generous donations, will be invested in the most cost-effective manner to achieve significant enhancement of children’s health. Administrative overheads will be kept under strict control whilst ensuring compliance with the requirements of good governance.
CHI embraces the principles of good governance recommended by the Charity Commission and has incorporated those in its own code of governance. In particular, it undertakes to conduct its business in an honest, lawful way, open to scrutiny in every respect and ensuring its integrity of purpose through the observance of principles and targets set out in this document and elsewhere.