THE TLAP EXPERIENCE: COMMUNITY MENTAL HEALTH SERVICE, NEW FOREST

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

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

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!

THE BENEFITS

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

NATASHA KOERNERDIRECTOR OF SERVICE DEVELOPMENT

T: 023 8051 6049

E: NATASHA.KOERNER@SCAGROUP.CO.UK