annual report 08/09 - turning point scotland
TRANSCRIPT
Annual Report 08/09
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Chair’s Report 3
Chief Executive’s Report 4
Change & Development 6 Board Gap Analysis 7
Internal Growth & Development 8 Measuring Outcomes 11 Garscube House 12
Partnerships 14 Dumfries & Galloway 16
Recovery 18 Gordon’s Story 20
Training and Development 22 Feature: Onwards & Upwards - Service Users Involvement Group 23 What’s Next? 24
Financial Statement 26
Board of Directors 27
Executive Team 28
Directory of Services 29
Contents
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Chair’s ReportContents
2008/09 has been a significant year for Turning Point Scotland (TPS), as we celebrated our 10th anniversary and welcomed our new Chief Executive, Martin Cawley. Stepping into the shoes of founder and former Chief Executive, Netta Maciver, who led the charity since its early beginnings, could have been a daunting task.
Martin, however, has embraced the challenge. A period of intense activity followed his appointment as he met with staff and spent time visiting the unique services that we provide – in short, immersing himself in all areas of our services and activities. Martin has not only ensured a smooth transition of leadership but through his enthusiasm has brought a sense of invigoration to the organisation.
TPS could not survive and develop (especially in these times of global recession) without the commitment and drive of the extraordinary
people who work with and for us and I want to acknowledge that before I do anything else.
Firstly, my thanks go to the management team, for not only continuing to deliver on the strategic objectives of the organisation but for facilitating Martin’s seamless integration into the team. And then to all our staff who, as you will see as you read on, deliver an outstanding number of services throughout Scotland that truly give life-changing opportunities for many people.
Lastly, I would like to thank my fellow board members. As you will see, we have welcomed new members onto the board this year and said goodbye to others. Without exception, our board members bring vital skills, experience and, above all, commitment to TPS. Their contribution combined with the dedication of the executive staff has ensured that we remain in a strong position and can look forward to an exciting year ahead.
This is my last year as Chair, and as I reflect on the past 12 months and all that we have achieved, I can only reiterate that it is a privilege to be involved in such a wonderful organisation that makes such a difference to people in need in Scotland. When I move onto the “back benches” in September, I look forward to continuing to make a contribution through the board and to support our new Chair.
Colin Rae, Chair, TPS
Colin Rae, Chair
Turning Point Scotland provides person centred support to adults with a range of complex needs. We learn from services and service users and seek to influence social policy.
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It was with great pleasure that I took up the position of Chief Executive of TPS in August 2008, and I am delighted to be contributing to my first annual report.
TPS has a great tradition of delivering high quality services to a range of people across Scotland and the organisation owes a great deal to my predecessor Netta Maciver. During her time with the organisation Netta brought about a great deal of positive change and development and we would not be where we are today without her vision and leadership.
It is still relatively early days in my journey with the organisation and I still have lots to learn. I am extremely positive about the future. The help and support we offer people who use our services has a very positive impact on their lives.
It’s doubly pleasing for me to have taken up post in such an important year for TPS, our 10th anniversary. From its infancy where we provided support to around 100 people, to today by comparison where we touch the lives of thousands
of people across almost the whole of Scotland, we have much to be proud of. We have grown into one of the largest social care charities in the country with an annual turnover of some £26 million, and our positive reputation and profile is continuing to develop.
These are of course tough times for everyone and the voluntary sector in Scotland is no exception. We face not only an increasingly difficult and competitive funding environment, but increased regulation and governance. It is vital therefore that we become more efficient, and retain and build on our current level of quality in order to meet these challenges. I am also committed to support the organisation to continue to grow and develop.
This annual report highlights just some of the many significant achievements that we have enjoyed during the last 12 months. As you make your way through the document, you will come across a range of stories and features that highlight and reflect the diversity and variety of the work we do. But one common theme I hope stands out is the strong value base and ethos that underpins the work we do.
I hope you enjoy reading this report and hearing about some of our key achievements over the last year as well as our plans for the future. I personally am looking forward to building on our success and looking to the future to ensure we continue to make a real difference to the lives of some of the most marginalised and excluded people in our community.
Martin Cawley, Chief Executive, TPS
Chief Executive’s Report
Martin Cawley, Chief Executive
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Chief Executive’s Report
TPS has a geographical spread covering most of the country. This includes major cities like Glasgow, Aberdeen and Dundee as well as more rural areas like Ayrshire and Dumfries and Galloway.
Louise, Service User, Greyfriars Close
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The year 2008/09 saw some major developments in the management of TPS, including the appointment of new Board members.
This year also provided the opportunity to further establish the new management structure which was introduced towards the end of the last financial year, with the creation of the Business Development and Improvement team. The team brings together a number of key departments including information, fundraising, communications, quality and policy development.
We concentrated our efforts on the continued development of our internal processes and systems, for example our Quality Management. This builds on the success of the comprehensive evidence based self assessment tool Impaqt which is used by every service across TPS. Impaqt helps teams identify key areas for improvement and develop these into a service plan. Our commitment to quality standards was recognised when we were awarded the European Foundation for Quality Management (EFQM) Committed to Excellence Award last summer.
We have rolled out a comprehensive Outcomes Framework which helps to measure and enhance the impact we have on the lives of the people we support.
In 2008/09 we have continued to develop and improve our governance practices following the Social Work Inspection Agency (SWIA) review in December 2007.
We have built on a number of areas to ensure strong and robust governance. For example:
• We implemented an action plan that was created following the SWIA governance review.
The action plan was completed in December 2008 and a copy sent to SWIA for their information;
• The Chief Executive and Corporate Services Manager spoke at a joint SWIA and CCPS Conference in February 2009 about how TPS has developed its governance arrangements since the SWIA review;
• We have reviewed our Memorandum and Articles against OSCR’s charity test to ensure that we fully comply;
• An additional two Board members joined our Audit Committee in April 2008 and the Committee revised their terms of reference to incorporate comprehensive risk management processes. The Committee now have a three year work plan in place; and
• We have reviewed and amended our Board meeting format to ensure that they are focused on the critical issues facing the organisation.
Within the last year, we have made significant progress in further promoting and developing a positive health and safety culture throughout the organisation. A key priority was to carry out an audit of our health and safety systems, policies and practice. This revealed strong evidence of good practice but also areas for improvement.
While focusing on internal processes, we have not lost sight of the external environment and have continued to develop new services and extend our reach across Scotland.
We also recruited our first Policy Officer, who joins the Business Development and Improvement team. This new post will not only help to build on our positive reputation but also increase our contribution to the ongoing development of social
policy across Scotland.
Change & Development
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Change & Development
TPS is governed by a Board of Directors which has responsibility for the overall direction of the organisation.
Our aim is to have a balanced mix of people represented on the Board and in 2008, we carried out a gap analysis in relation to geography, gender and skills.
The analysis identified gaps in the mix of Board Members, in particular relating to gender. To address this we launched a recruitment campaign targeted at the gaps identified and successfully recruited three new female Board members, who joined in February 2009.
Morgane Artacho who has a background in language teaching works as Development Advisor
at SPARQS (Student Participation in Quality Scotland) and also serves as a Bologna Expert. Eilidh Whiteford, who lives in Macduff, Banffshire works for a major international humanitarian aid and development agency as Campaigns and Communications Manager.
Elizabeth Gray heads up the Business Development Team at the University of Glasgow’s Research and Enterprise Office supporting researchers in the development and delivery of research and knowledge transfer activities.
The recruitment of Morgane, Eilidh and Elizabeth reflects a diverse and effective Board committed to helping shape the future direction of the
organisation.
Board Gap Analysis
(L to R) Elizabeth Gray, Eilidh Whiteford and Morgane Artacho
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Over the last 12 months we have continued to invest in this area and put effort into developing and improving some of our key processes for the benefit of those who use our services.
Quality and Audit Processes One key area for any organisation working within the voluntary sector is Quality and Audit. Our commitment to developing these processes shows that continuous improvement is at the heart of what we do. Continuous improvement in how we plan, deliver and manage services both locally, and at a national level.
This year saw a complete revision of our internal self assessment process, Impaqt. We provided training for all services on self-assessment to make sure staff are aware of and can see the links to their own practice. The tool is also fully compatible with the Care Commission’s new grading and inspection process, delivering real change and improvement for service users and staff alike. It has been the subject of considerable positive comment from the Care Commission, and has assisted services in attaining very positive inspection grades.
In June 2008, we received the Committed 2 Excellence award from Quality Scotland as part of our EFQM journey. Amongst other areas, the Impaqt tool was assessed as an “excellent and effective” improvement process during this inspection.
Our audit processes were subject to a full review in 2008/09 with a particular focus on health and safety. We also developed a new and comprehensive audit tool for case recording, risk assessment and risk management based on SWIA’s case recording tool. We see this piece
of work as essential in upholding and improving standards for service users and anticipate extensive organisational learning to come from the audit.
Research plays its part too in our work with a study on the witnessed consumption of methadone in a community-based service showing extremely positive feedback from TPS service users. Finally, our good practice guides in 2008/09 included family/carer consultation and stakeholder engagement.
Outcomes Framework and Information ManagementThe last year has also seen the development of our own quality of life outcomes for service users. These are linked to our organisational aims, objectives and values. They offer a simple, concise and consistent framework for comparison within and across TPS sectors and demonstrate a clear link between the activities offered within services and their impact on individual lives.
Service user outcomes were developed byconsulting with other voluntary sector organisations, by examining our reporting obligations with regard to funding and regulatory bodies, by referring to national care standards in Scotland and by adhering to established social care guidance and good practice principles. Further, a full internal consultation process was carried out involving managers and staff at all levels.
The outcomes were piloted in our Midpoint and STABLE services and received a very positive response from service users and staff. Findings tell us that the categories are realistic and indicative of service user’s progress. Also, the outcomes process was thought to be flexible and reflective of
Internal Growth & Development
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personal learning and staff expertise. In addition, external agencies including North Strathclyde Criminal Justice Authority and Aberdeen City Council have reported that the TPS outcomes framework represents a forward thinking approach in the absence of standard voluntary sector monitoring and evaluation tools.
Outcomes data will be analysed for demographic patterns and trends across TPS in due course with a view to using this information:• to demonstrate the impact of services on lives
of people;• to meet contract monitoring requirements;• to evidence ‘added value’ activities;• to demonstrate planned and organic
organisational growth;• to assess the impact of services for internal
monitoring purposes; • to help manage workloads; and• to evidence organisational track record in
comparison with competitors.
Health and Safety The need for a consistent and standard Health and Safety Audit framework was identified through our risk management plan.
Our new Health and Safety Audit framework operates at several different levels and covers every service location. A review and reporting process with time-frames is agreed by the Board.
In addition, an online Accident and Incident Database has been rolled out throughout TPS. This replaces the manual paper version and has involved all staff where possible being trained on how to use the new system.
It is already proving to be a valuable recording, auditing and communication tool for managers allowing them to review accidents, statistics and trends in their own services.
Fire Safety is also an important issue and visits have taken place at many of our services to review their fire safety arrangements. This work will continue throughout the coming year.
Influencing Policy Over the years we have worked with thousands of people who have faced a range of barriers to living an independent and fulfilling life. The voices of these people and those we continue to work with must be heard by decision makers if the right services and structures are to be delivered.
Our Policy Officer will support us to cultivate links and develop new ones, and to extend our influence across the areas that we work in. We will seek opportunities to comment on and influence external policies, and work with staff and service users across TPS to identify the issues that we should be lobbying to change.
We already have a number of strong working relationships with key decision makers in Scotland. TPS had a significant influence on the Scottish Government’s national drugs strategy ‘The Road to Recovery’, and we continue to work closely with the Minister for Community Safety and his team to deliver this strategy. By working closely with government at both a local and national level, we can play a key role in helping to shape and influence social policy in Scotland.
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Developing New Services Among those launched this year was ORCA (Opportunity to Reduce Criminal Activity), which is aimed at reducing crime in Aberdeenshire. ORCA offers intensive support to low tarriff/high volume offenders from the local community who have a drug or alcohol issue. The service, which is the first of its kind in Scotland, has received initial funding for three years from the Aberdeen Alcohol and Drug Action Team and will operate in partnership with Grampian Police and Aberdeenshire Council Social Work Criminal Justice Service.
The service aims to:• Reduce offending;• Reduce alcohol/drug related harm;• Increase access to community based services;
and• Improve the safety and wellbeing of the
community in the local area.
Moving On, a community homelessness service opened new premises in Maryhill in December
2008. The service provides person-centred support and temporary accommodation to individuals over 18, who are homeless and have previous drug misuse issues. It offers a safe and comfortable environment to help residents address their housing support issues and take the first steps towards independent living.
The Maryhill site joins the original Moving On premises in Drumchapel. It consists of 10 fully furnished flats for tenants and an on-site flat for staff who provide support 24 hours a day, seven days a week.
Garscube House, opened its doors to service users in January 2009.
It is a service aimed at men and women over 18 years who are homeless and have a history of alcohol dependence but wish to change their lifestyle by taking part in a programme based on abstinence from all alcohol and drugs.
Internal Growth & Development
Alexis Hogarth, Service Co-ordinator, Big River
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Internal Growth & Development
Jennifer Dowds is a Project Worker at STABLE, a TPS mental health service in Aberdeen. STABLE piloted the outcomes monitoring tool and straight away Jennifer found it to be a great benefit. “The drawback with our previous system was that we were unable to analyse the progress of service users. We would upload the data and then carry out a six monthly review to see how the service user was doing. Outcomes is a very straightforward system to use and the analysis it provides is particularly useful for me as I am currently evaluating service user involvement as part of a secondment.”
At STABLE, Jennifer and her colleagues update their records around four times a year and in her recovery group the outcomes are repeated monthly. She said; “When someone first joins
the service you can establish your base line and then the database will flag up areas personal to the service user. It is more effective in determining how the service users see things rather than staff trying to gauge what they think the service user wants and needs.”
“I find the whole thing quite energising, especially when I can clearly see the progress the service users are making and these improvements in the service users lives are very positive. Outcomes are a great way to establish that you are making a difference to people’s lives. It’s a positive reinforcement for staff and a great tool for encouraging better communication with service users to ultimately enable us to provide a better
service.”
Measuring Outcomes
Jennifer Dowds, Project Worker, STABLE
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Garscube House is a homelessness service commissioned by The Glasgow Homeless Partnership following a joint review with Greater Glasgow NHS Board. It has formed part of the re-provisioning of services following the plans for closing the large scale hostels within the city.
Service Manager, Elaine Forbes, explains: “Garscube House is a high quality longer-term residential service for homeless people with alcohol issues. We aim to provide intensive support, including physical and social care, through a structured care programme of therapeutic activities. This will help people redevelop the skills and confidence to enable
them to move on to sustain their own tenancy and be an active member of their own community.”
Elaine says: “We aim to be flexible in our approach and focus not only on the management of homelessness or addiction but also on the contributing social factors and skill deficits individuals may experience.”
She adds: “All individuals supported by Garscube House are on their own recovery journey with their own recovery plan. People are encouraged to accept responsibility for themselves so that they can take control of their own decisions. ‘Recovery’
is the main focus of the therapeutic programme.”
Developing New Services – Garscube House
Alison, Support Worker, Garscube House
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Garscube House has provided support to 11 individuals with homelessness and alcohol issues since opening in January 2009.
Adam, Service User, Garscube House
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TPS continually strives towards improving the support we deliver and partnership working plays a key role in this process. Not only does it allow organisations to share knowledge and good practice, but it enables them to combine resources and offer a more cohesive approach to service delivery.
We have continued to build on our commitment to this area with the development of a number of new partnerships.
Glasgow Drug Crisis Centre (GDCC)We successfully secured the leadership skills and experience of two partners from global firm PricewaterhouseCoopers LLP (PwC) through their ‘Responsible Leadership’ programme.
The programme, which is jointly run by PwC and Common Purpose, seeks to place partners in community based projects across the UK. It aims to gives people the inspiration, knowledge and connections they need to produce real change in their workplaces and in their communities.
During their secondment with us, two partners from PwC undertook a four week placement at our GDCC. They observed the current and future support being offered at the GDCC and assessed the aspirations of the people we support, staff and wider stakeholders in terms of their position within the addiction and wider crisis services in Glasgow. The exercise identified that although the GDCC has a unique position within the range of addiction services in the city, it has the potential to be even more innovative and build on the support it currently provides.
PwC helped staff to identify their own vision for the service and an action plan to achieve this. As a result a Change Board has been established which will look at agreeing an overall strategic direction for the service.
Aberdeen Social EnterprisesAberdeen Social Enterprises have long enjoyed a range of positive partnerships within the local community and the last 12 months were no exception.
In November 2008, the service was delighted to learn that they had been successful in securing a free secondment from the John Lewis Golden Jubilee Trust. A member of their marketing team spent one day a fortnight for six months working with staff and service users to help further develop the Opus Gifts and Craft Shop and Rosie’s Café. The marketing professional assisted with a variety of business activities including merchandising and customer profiling. The experience proved to be a positive experience for all involved.
Meanwhile Rosie’s Café played host to an exhibition of art work by students at Aberdeen College. The exhibition, which was themed around our 10th anniversary, featured a range of work by students at the college and included a selection of paintings, mixed media work and printmaking.
Rosie’s Café has provided placement opportunities for students from the college for the past few years and the exhibition was a fantastic opportunity to strengthen this partnership.
Perth and KinrossMeanwhile our service for adults with learning disabilities in Perth and Kinross moved into its
Partnerships
Christian, Service User, Dumfries
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Partnerships
second phase in 2008. Following its launch in April 2007, the service now supports a further six people. The success of the service is the result of a continued, positive partnership between TPS, NHS Tayside and Perth and Kinross Council. Many of the service users have very challenging needs and the partnership approach has enabled staff to provide the specialist support and services to meet their individual requirements.
The service works within Tayside’s Policy and Operational Procedures of Risk Assessment/Risk Management Framework. Risk management meetings are held quarterly with a multi-agency group comprising of TPS, NHS, social workers and the Police. Information is shared and joint risk assessment and risk management plans are discussed and decided upon to enable service users to progress using safe practice.
Christian, Service User, Dumfries
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The past year has also seen the launch of an innovative new drop-in and information base in Dumfries and Galloway, aimed at supporting local people affected by autism.
The service was launched by Partners In Autism, a successful partnership between TPS, Dumfries and Galloway Council and NHS Dumfries and Galloway.
The new service was opened in response to the increasing need for skilled provision to support
local adults with autism, asperger’s syndrome and their family or carers. It aims to improve the existing support available to adults by helping them develop skills and providing health and well-being and work experience opportunities. The local information base and drop-in facility offers support, while joint staff training for organisations involving families as partners in new models of shared learning will help to determine the direction of the service and increase
community awareness and involvement.
Dumfries & Galloway Autism Partnership
Catriona, Service User, Dumfries Autism Partnership
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Almost 300 service users have been supported by one of our learning disability services in the past year.
Michael, Service User, Greyfriars Close
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Recovery recognises that each person is unique and their journey on the road to recovery is individual. It aims to provide support to people to help them imagine a more positive and desirable future.
The last 12 months at TPS have been very exciting as we have begun to build on this and demonstrate the breadth of what we are doing in the field of recovery.
We have always ensured that people who use our services are at the centre of what we do and the key messages around recovery are very familiar, in particular across our mental health services. The ethos of recovery is also very familiar in our learning disability services, which have a strong history of person centred support.
We were keen to build on this success and to demonstrate our commitment. Our Recovery Impact Worker worked directly with services to encourage them to embrace the principles of recovery in their practice. The first step was to carry out a review of current practices to establish whether our services were meeting recovery objectives. The review outcomes were very positive and revealed evidence of strong practice, with many of our services across Scotland already helping service users along their own recovery journey. There is, however, always the opportunity to do more, and our Recovery Impact Worker has been working closely with services for the last year to offer support and encouragement in this area. As a result of this process, services have developed a range of tools including skill based assessment tools, recovery notice boards, updated support plans and wellness action booklets.
We have been recognised by the Scottish Government for the work we are doing in this area and were instrumental in developing the national drug strategy ‘The Road to Recovery’ in 2008. The strategy is at the heart of the work we do and TPS looks forward to continuing our positive relationship with the government to drive this forward across our services.
It has become clear through our recovery work that there are direct links with employability for people who are in recovery. In order to make recovery achievable, people need to have something meaningful to do so issues around employability have continued to be a key area for development. Employability is not only about getting jobs, it is about raising peoples’ aspirations, preparing them for employment and ensuring that they have the qualities and skills required to retain jobs. Employability remains an integral part of our work.
Across TPS, employability support is offered to service users when they join a service and if appropriate again at regular meetings. Support is person centred and delivered in the most relevant manner for both the service user and the service. This can take the form of one-to-one meetings, group work or referral to other agencies as appropriate. Service users have access to knowledgeable staff and the support they require to ensure that employability features highly in their recovery journey.
Employability support can be invaluable and have a major impact on lives. From a sample of our service users across Scotland who received employability support over a minimum of a three month period, 52 per cent felt that they were more ready to take
Recovery
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Recovery
up employment and 62 per cent felt that their confidence levels had increased.
Some examples of service users who have moved onto meaningful activity in the last year include:
• A woman from Aberdeen who had used our services for over three years secured paid employment in art and design;
• A man from Stranraer who was previously long-term sick now volunteers for an
environmental project; and
• A man from Irvine who had used our services for around 18 months has found paid work in the construction industry.
Moving forward, TPS have been tasked by the Scottish Government with taking forward the development of The Scottish Drug Recovery Consortium. Issues around recovery, employability and service user involvement will continue to be the cornerstone of our work in the coming year and in
the future.
Moray, Service User, Dumfries
In the past 12 months, our substance misuse services have provided intensive support to over 2000 individuals across Scotland.
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To mark the 10th anniversary of TPS, we launched a book of service user stories entitled ‘Our Services – Our Lives – Our Stories.’ The stories featured in the book paint a vivid picture of the adversity and challenges that our service users have overcome on their own personal journey of recovery.
Here, Gordon, a service user from our Turnaround Greenock Service shares his own experiences and shows how with support he has brought
about meaningful change in his life.
GordonMy name is Gordon and I am 23 years old. I never really went to school much and went about with the wrong crowd. I ended up doing daft things
like carrying knives and stuff and eventually I was sent to prison. I was in Greenock prison for six and a half months and I really didn’t want to be like the people I was in with. I didn’t want to be in and out of jail for the rest of my life.
I was released about a year ago and my probation officer suggested referring me to Turnaround. At first I wasn’t too sure about it, I’ve never been to anything like this in my life. But I liked how it was relaxed, it wasn’t like meeting someone in an office and everyone was laid back. I got assigned a support worker and I talked to them about my life and I found it was a good release to talk about the stuff that was going on with me. They also gave me good advice that made me think about things.
Gordon’s Story
Our Services - Our Lives - Our Stories1999 - 2009 - 10 Year Celebration of Turning Point Scotland
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They put me on a Venture Trust 10 day course. It’s like an outdoor course and I spent the first few days canoeing, hill walking, learning to pitch a tent and cooking outdoors. Then I went on a seven day expedition, camping and climbing Ben Eibhinn. There was a group of us, men and women and we were all from different backgrounds. Through the games we played they were teaching us how to solve problems.
I really loved it, I didn’t know Scotland was as beautiful as it is and I was so grateful I was given this opportunity. Whilst I was on the course I just thought, I’d love a job doing this and so now I am volunteering with the Venture Trust. I’m starting my First Aid courses next week and at the moment I help out with the preparation training. I’m teaching people how to cook outdoors and
the benefits of different food groups that we should be eating. I’m also assisting with the canoeing and teaching people how to pitch a tent. One time I spent 9 hours in the pouring rain playing games and I loved it.
Some of the people who come on the courses don’t stick it out, but loads of them, like me, think it is brilliant and get to do things we never thought we would. You can see a change in people throughout the course, people’s attitudes and the way they think about things.
When I was in prison I could never have imagined I’d have this opportunity and I’m so glad that I have. Nowadays I get up in the morning and look forward to going to my work. Not many people can say that.
Gordon, Service User, Turnaround
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Over the last 12 months, TPS has continued its commitment to ensuring a highly skilled and motivated workforce who receive the training and development they need in order to provide the highest possible standards for the people we support.
Significant reliance has long since been placed upon the deployment of a growing number of in-house trainers. We recognise their valuable contribution to the organisation and this year we held the first internal trainers conference entitled - Developing your skills: Valuing your commitment.
The conference provided a number of opportunities to engage with trainers to determine what support would be most valuable to them.
Since April 2008, a number of additional in-house trainers have been recruited and accordingly the department have organised and run no fewer than 676 courses. For the first time people were recruited whose specialties include addictions topics - Group Work, Skills for One to One Working and Introduction to Drugs and Alcohol.
The Training and Development Department have liaised with operations colleagues to devise and deliver induction programmes tailored for new staff teams in a number of our services including Moving On, Garscube House and Turnaround. They were also able to meet the induction requirements of those recruited to support the service
developments in existing services including Perth and Kinross and Dumfries and Galloway.
Our Training and Development Officers continue to work effectively with managers at local levels to discuss training needs and produce calendars of courses which can meet those needs. The officers routinely try to modernise methods of training delivery to enable staff greater access to courses. A number of initiatives have been introduced during the year to aid this process including:
• Twelve ‘Bite Sized’ training tools are now available which can be accessed from the intranet and used to deliver training directly at team meetings;
• Reflecting organisational emphasis on risk assessment, additional courses have been included in training calendars – Individual Risk Assessment and Managing Risk;
• A Coaching Skills course has been developed and delivered to local supervisors who now coach new staff in general care skills;
• An on-line theory course for moving and handling has been successfully piloted; and
• Following feedback regarding the difficulty of releasing staff to attend block courses lasting two days or more, the Group Work course was delivered as monthly two-hour sessions over 10 months in the 218 service. Staff filmed themselves in group sessions for reflection at a later date, and this model has now been offered to other staff requiring this training.
Training & Development
Over the last 12 months, over 400 service users have received support through one of our criminal justice services.
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Training & Development
The Onwards and Upwards group was developed in January 2009, and is made up of seven people have either use or have used TPS Glasgow services. The group meets every two weeks. The members have undergone various training workshops to support them moving forwards, including:
• Introductiontopeersupport;• Confidencebuilding;• Assertiveness;• Dealingwithconflict;• Expressingyourselfinapositiveway;and• Participatinginmeetings.
In addition to this, the TPS Training and Development Department has also provided support by developing bite size custom training workshops to allow members to continue to develop their skills and learning.
As part of the group’s work plan for the coming year they are promoting user involvement across the organisation. They will gather the views of people supported by TPS through questionnaires, small events, meetings and forums to help influence strategic decision making within TPS. The group are looking forward to the opportunity to provide a vehicle for the opinions and feedback of the people who use TPS services now and in
the future.
Feature: Onwards & Upwards - Service User Involvement Group
Stephen, Service User, Greyfriars Close
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Organisations need to be adaptive and flexible in their approach when providing services in the social care sector; to ensure we meet the ever-changing needs of today’s society.
In order to do this, TPS produced a Strategic Plan which will guide the future direction of the organisation for the next three years.
Five strategic goals have been developed which reflect our mission statement by focusing on the purpose of TPS, what we seek to do as well as how we seek to do it. Our aim is to be absolutely clear that we are focused on the needs of the people we support.
TPS strategic goals:• Retain and maintain all existing contracts;• Develop new services in new and existing
markets;• Deliver effective management and working
practices across the whole organisation;• Continually improve and learn as an
organisation by developing our people, infrastructure and competencies; and
• Extend our reach to influence good practice and social policy at national and local levels.
Over the past year we have continued to develop and grow and have a positive impact on thousands of peoples’ lives. We are committed to building on this success and looking to the future with optimism.
Wayne, Service User, Big River Service
What’s Next?
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Our Big River service, based in the Borders offered support to 171 individuals over the last 12 months. As well as substance misuse, other issues addressed related to criminal activity, improving psychological wellbeing and reducing risk behaviours.
Paul, Service User, Big River Service
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Statement of Financial Activities (incorporating income and expenditure account)
For the year ended 31 March 2009
Unrestricted
Funds
Restricted
Funds
2009 2008
£ £ £ £
Incoming resources
Incoming resources from
generated funds
- Voluntary income 14,647 190,182 204,829 134,317
- Investment income 281,141 - 281,141 342,155
Incoming resources from
charitable activities
25,545,712 - 25,545,712 24,846,458
Total incoming resources 25,841,500 190,182 26,031,682 25,322,930
Resources expended
Costs of generating funds
- Costs of generating voluntary
income
42,863 - 42,863 42,843
Governance costs 30,892 - 30,892 29,870
Charitable activities 25,613,478 432,154 26,045,632 24,533,278
Total resources expended 25,687,233 432,154 26,119,387 24,605,991
Net incoming/outgoing
resources
154,267 (241,972) (87,705) 716,939
Movement between funds 22,183 (22,183) - -
Total funds brought forward 7,746,167 304,155 8,050,322 7,333,383
Total funds carried forward 7,922,617 40,000 7,962,617 8,050,322
Financial Statement
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Board of Directors
Colin Rae, Chair Vinay RupareliaPaula Gilder (resigned 10/06/09) Raymond Edwards Brian MacDonaldGillian Ottley (co-opted Board Member)Callum Allan James MacKenzie (resigned 10/06/09)Keith Howell (co-opted Board Member)Tony Cameron Morgane Artacho (appointed 11/02/09)Eilidh Whiteford (appointed 11/02/09)Elizabeth Gray (appointed 11/02/09)
TPS Services LtdTPS Services Ltd was established as a general commercial company, meaning that it is able to carry on any business that the Board of TPS and TPS Services Ltd agree would be to the benefit of both companies.
Brian MacDonaldPaula GilderVinay RupareliaKeith HowellColin Rae
Audit CommitteeThe Audit Committee is a sub-committee of the Board which is responsible for the preparation of accurate financial statements, for the establishment and maintenance of internal controls and for the review of processes. It has established an Audit Committee to assist it in that role.
Callum AllanPaula GilderTony CameronBrian MacDonald
Other Sub CommitteesOther sub committees are often formed on an adhoc basis when they are required. This year the following were in place:• Board Review;• Recruitment of Chief Executive; • Appraisal; and• Board Recruitment.
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Martin Cawley, Chief Executive Martin took up post on 4th August 2008. Prior to joining TPS, Martin was Service Director at Quarriers. Martin has 26 years experience of working in both the statutory and voluntary sectors. After qualifying
as a nurse in his earlier career, he worked in various health care settings, working and managing services for people with learning and physical disabilities. Martin joined Quarriers in 1992 as Project Co-ordinator.
He became a member of Quarriers Executive Management Team, initially as Assistant Director and became Service Director in 1999. Martin has experience of developing and managing a broad range of community care services to a number of vulnerable groups. He has been involved in a number of national umbrella organisations and working groups and has undertaken a range of post-graduate studies including a Diploma in Community Nursing. He since graduated with a Masters in Community Care from the University of Glasgow in 1995 and a MBA from Caledonian University in 2005.
Wendy Spencer - Senior Operations Manager
Wendy’s experience includes a variety of service settings in the public and voluntary sector. She trained as a psychiatric and general nurse and latterly gained an Open University degree and post graduate
certificate in social services leadership.
Wendy has worked with TPS as the Senior Operations Manager since 2002. She is the line manager for all the operations managers and is
responsible for the development, implementation and review of all the organisation’s operational policies and procedures.
Craig Winter – Business Development & Improvement Manager
Craig has worked with TPS since April 2000. Craig’s first post with TPS was as Service Manager in the Renfrewshire Learning Disability Service. In 2004 Craig was promoted to the position of Operations
Manager where he had operational responsibility for a range of services throughout Scotland. Craig was promoted to the post of Business Development and Improvement Manager in December 2007.
Craig qualified as a social worker in 1992 and spent eight years working as a social worker and senior social worker in various local authorities primarily within community care sections. He has line management responsibility for Quality and Audit, Employability, Fundraising, Information and the Communications Department.
Kenny Crawford - Finance and Resources Manager
Kenny qualified as a Chartered Accountant in 1992 before moving into industry in 1996 with a steel stockholding company. He joined TPS as Finance Manager in 1999 and since then he has taken management
responsibility for a number of different departments.
Today, as Finance and Resources Manager, Kenny line manages Finance, Human Resources, Training and Development, Health and Safety, Property and the Information Technology Department.
Executive Team
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Criminal Justice Services
218218 Bath StreetGlasgow, G2 4HWT: 0141 331 6200E: [email protected]
CACTUS2nd Floor45 High StreetPaisley, PA1 2AHT: 0141 889 3872E: [email protected]
Turnaround219 Gleniffer RoadPaisley PA2 8ULT: 01505 810800E: [email protected]
Autism Services
Dumfries & Galloway Autism Services22 Newall Terrace, Dumfries, DG1 1LWT: 01387 247 123E: [email protected]
Substance Misuse Services
The Big River Project79 High StreetGalashiels, TD1 1RZT: 01896 759 740E : [email protected]
Dumfries & Galloway Substance Misuse Service12 Church Street StranraerDG9 7JGT: 01776 700 666E: dumfries&[email protected]
CARS5 Links PlaceEdinburgh EH6 7EZT: 0131 553 2222E: [email protected]
Glasgow Drugs Crisis Centre (GDCC)123 West StreetGlasgow, G5 8BAT: 0141 420 6969E: [email protected]
Leith3 Smiths PlaceEdinburgh, EH6 8NTT: 0131 554 7516E: [email protected]
Midpoint5 Links PlaceEdinburgh, EH6 7EZT: 0131 553 2222E: [email protected]
Milestone Project26 Orr StreetGlasgow, G40 2LQT: 0141 556 5880E: [email protected]
Northern Horizons9 St Peter StreetPeterheadAberdeenshire, AB42 1QBT: 01779 470 490E: [email protected]
SEASTAR2nd Floor, 3 Killoch PlaceAyr, KA7 2EAT: 01292 269 207E: [email protected]
Directory of Services
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South East AlternativesThe Adelphi Centre12 Commercial Road Glasgow , G5 0PQ T: 0141 429 7229E: [email protected]
Studio 87 North Guildry StreetElgin IV30 1JRT: 01343 543 792E: [email protected]
Huntington’s Disease, Acquired Brain Injury and Early Onset Dementia
SHAPETop Floor45-49 Holburn StreetAberdeenAB10 6BRT: 01224 577327E: [email protected]
Dumfries and Galloway Acquired Brain Injury ServicesDumfries & Galloway Services22 Newall Terrace, Dumfries, DG1 1LWT: 01387 247 123E: [email protected]
Homelessness Services
Moving On Flat 0/41 Shawpark CourtMaryhillGlasgow G20 9AG T: 0141 946 5870E: [email protected]
Guildry HouseHall PlaceElgin, MorayIV30 1JP T: 01343 549808E: [email protected]
PITSTOP63 Moray RoadFraserburgh, AB43 9QXT: 01346 512 056E: [email protected]
Link-Up112 Commerce StreetTradestonGlasgow, G5 9NTT: 0141 420 1929E: [email protected]
Garscube House840 Garscube Road, MaryhillGlasgow, G20 7ET.T: 0141 948 0092 E: [email protected]
Learning Disability Services
Dumfries and Galloway Learning Disability Services22 Newall Place, Dumfries, DG1 1LWT:01387 247 123E: [email protected]
Dundee and Angus Project2 Coldside RoadDundeeDD3 8DFT: 01382 818094 E: [email protected]
Directory of Services
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Directory of Services
Greyfriars CloseElgin, Moray, IV30 1ERT: 01343 556 479E: [email protected]
Inverclyde Supported Living and Social Opportunities Service10A Robertson StreetGreenock, PA16 8DBT: 01475 802 601E: [email protected]
The Mile End ProjectStudio 908 Mile End MillAbbey Mill Business CentrePaisley, PA1 1TJT: 0141 840 2299E: [email protected]
Weavers MillTPSStudio 908, Mile End MillAbbey Mill Business CentrePaisley, PA1 1TJT: 0141 840 2299E: [email protected]
South Ayrshire Supported Living Service4B Citadel PlaceAyr, KA7 1JNT: 01292 267 439E: [email protected]
Viewpoint4C Citadel PlaceAyr, KA7 1JNT: 01292 886 589E: [email protected]
SLOS31 Ardfin Court, Prestwick, KA9 2LUT: 01292 671 396E: [email protected]
Perth & Kinross3 Grosvenor HouseShore RoadPerth PH2 8BDT: 01738 639 950E: [email protected]
Mental Health Services
Aberdeen Social Enterprises45-49 Holburn StreetAberdeen AB10 6BRT: 01224 575 196E: [email protected]
Midway Services54 Govan RoadGlasgow, G51 1JLT: 0141 419 4520E: [email protected]
Midway Social Opportunities54 Govan RoadGlasgow G51 1JLT: 0141 419 4520E: [email protected]
Midway Supported Living Project11 Bressay RoadBarlanarkGlasgow G33 4UXT: 0141 781 1496E: [email protected]
STABLE45-49 Holburn StreetAberdeen AB10 6BRT: 01224 577 322E: [email protected]
Turning Point ScotlandScotland Office54 Govan RoadGlasgow G51 1JLT: 0141 427 8200F: 0141 427 8201E: [email protected]: www.turningpointscotland.com
Scottish Charity, number SCO28827
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