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THE TLAP EXPERIENCE: COMMUNITY MENTAL HEALTH SERVICE, NEW FOREST.

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Presentation on theme: "THE TLAP EXPERIENCE: COMMUNITY MENTAL HEALTH SERVICE, NEW FOREST."— Presentation transcript:

1 THE TLAP EXPERIENCE: COMMUNITY MENTAL HEALTH SERVICE, NEW FOREST

2 ABOUT SCA Formed 20 years ago – emerged from a CVS when started providing social care under contract to local authority Grew organically into care, health, transport, consultancy and community services Now turnover £10 million, direct services to 100,000 people a year, coupled with wider community support. 400 staff and growing

3 WHY TLAP? Supports our social enterprise mission of reinvesting in communities to improve their lives Brings together strategic planning and operational delivery New service for SCA, commissioned within co-production model with significant change from predecessor therefore change for existing customers Involvement of all in change management process Ensuring meaningful outcomes for individuals and communities Research indicates increased productivity of staff

4 PROCESS Restarted in June 2013 Introduction of TLAP to staff, executive and Board Survey all customers and invitation to prioritisation meeting Meeting to discuss improvement ideas and what this means to individuals, the community and the organisation Development of action plan(s) Plan A & Plan B Board approval Action!

5 THE BENEFITS Similar improvements identified! Hearing what is not happening… Permission to act now by customers Focus on limited activity – not attempting to do it all Utilising staff skillsets and interests Opportunity to explain organisational context i.e. funding limitations, TUPE barriers Customers are an additional resource, can do more with less Customers advocating the new model

6 OBSTACLES No universal understanding of some suggestions submitted Unrealistic expectations Financial resource available quick and inexpensive wins buy in for longer term goals Ensuring a mix of customers to avoid a monopoly Culture shift for both staff and existing customers – reluctance to change Internal policies and/or procedures Realistic time commitment

7 NATASHA KOERNER DIRECTOR OF SERVICE DEVELOPMENT T: E:


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