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Leadership 2Chair’s report 2Chief Executive’s report 4Organisational re-structure 6Inspection of governance 6Business efficiencies 7

Processes 8Management information database 8Outcomes 8Accident & Incident database 10Retendering of Services 11 Quality 11Audit 12

Developing new services 14Mandatory Drug Assessment Service 14Turnaround 16Perth and Kinross Learning Disability Service 18Dumfries and Galloway locality office 18Supported Living Outreach Service 28Moving On phase two 20Alcohol Rehabilitation Service 20Autism Forum 21

Added Value 22Showcase event 22Staff conference 22Make it Happen Fund 24Flashback – a selection of recovery songs 24Ex-Factor production 26

Values into Practice 28Recovery 28Recovery conference 28Employability 30

Staff Training and Development 32Overview 32Case-study of Kathryn Barr 32Mental Health and Wellbeing working group 34

Accounts summary 36

Senior Management Team 37

Turning Point Scotland Board 38Members and sub-committee

Contact details 39

Directory of services 40

Contents

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Leadership

“All this change and consolidation should place the organisation in a strong position and we can all look forward with genuine excitement to what can be achieved by the team during 2008/09.”

Chair’s report Turning Point Scotland is, undoubtedly, an extraordinary charity and it is nothing short of a privilege to be serving my first year as Chair. I would like to take the opportunity

to begin this annual report by acknowledging the invaluable input of various people. Firstly my predecessor, Paula Gilder, for all she did during her term of office as Chair and indeed continues to do as an active member of the Board. I would also like to thank all my fellow Board members for their support. It is their commitment and vision that helps shape the future direction of the organisation.

A key role of the Board is to work with and support the management team. Led by Chief Executive, Netta Maciver, the management team must all be commended for influencing and then embracing changes within the corporate structure that will allow Turning Point Scotland to continue to deliver its principal objective – of making services fit people – and more.

Special thanks must also go to all of the Turning Point Scotland staff – it is, without doubt, very special people who devote their careers to helping others in less fortunate circumstances and their contribution to the organisation is crucial and highly valued.

For many years, Netta’s inspiration has shaped and driven Turning Point Scotland’s direction and success. It was therefore with regret that we learned that she intended to seek a new challenge in 2008. This is an appropriate point to thank Netta, on behalf of the Board and her management team and staff, for the invaluable contribution she has made over the years and to wish her every success in the future.

Change and consolidationWe were fortunate that Netta gave us advanced warning of her intentions and, over this financial year, she has worked with us to plan for this change and to consolidate the corporate structure.

The Board devoted considerable time to identify the key areas of governance and management for development. This year has been about implementing those changes, embedding them in order to create an organisation that not only delivers its existing activities but one which can continue to innovate within its environment.

And, as you will see as you read through this year’s annual report, the staff team continues to deliver the highest quality of support in our established services. In addition to this, they also break new ground with the development of new services both geographically and operationally.

The environment however remains a challenging one. As budgets from our commissioners continue to be stretched this can often put individual services under financial pressure. I must commend the staff team for their ability to continually examine and reshape the services ensuring we maintain the highest quality of provision. It is within this context that the Board and management team sometimes have to review existing services and take some tough decisions that can ultimately result in withdrawing from the service. These decisions are not made lightly however they are made to ensure a stable future for Turning Point Scotland as a whole.

Looking forwardAll this change and consolidation should place the organisation in a strong position and we can all look forward with genuine excitement to what can be achieved by the team during 2008/09. With new leadership and underpinned by the experienced staff, we can look forward to taking Turning Point Scotland into its next phase and building upon Netta Maciver’s legacy.

Colin Rae - Chair of Turning Point Scotland’s Board of Directors

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Chief Executive’s reportLooking back at the year finishing in March 2008, it involved serious planning for the next year to come. Making things happen takes time, planning and cash! Turning Point

Scotland’s business growth has resumed and the organisation has been equally focussed on improving the quality of the services it provides.

Personally, having committed to leaving the organisation in 2008 I had to review the management structure to ensure that the team going forward were enabled to do so with the resources they need.

This resulted in strengthening the second tier of the organisation by adding a third post to the Senior Operations Manager and Finance and Resources Manager posts. The new position of Business Development and Improvement Manager was created.

Turning Point Scotland has grown over the years, thus new posts have been added to the Scotland Office with a strong focus on adding value to the services. This review allowed for more of a team structure to be developed.

Turning Point Scotland’s senior management team and Board of Directors wanted to demonstrate to the external environment the governance

system which was reviewed over the preceding year. The organisation invited the Social Work Inspection Agency (SWIA) to conduct a review of its governance system. This was seen as a brave move by others in the sector but feedback from purchasers has validated the organisation’s bravery – as too did the grades awarded to us by SWIA!

Our mental health work around recovery challenged us to think of recovery in other sectors too and I am delighted that Turning Point Scotland was able to assist in the development of the new drugs strategy - not just talking about recovery but demonstrating the impact that work is already having in our substance misuse services.

Finally the year has focused on cash - ensuring that the organisation gets the best from every pound. Turning Point Scotland’s business efficiencies focus has moved forward and is embraced by administrative staff who are seeking out the best deals for all our costs. I am delighted to say that already substantial savings have been demonstrated.

So, for Turning Point Scotland the year 2007/08 commenced by looking at the organisation’s strategy which led to a revised organisational structure and to some refreshed systems. All was based on making sure the organisation provides good quality and focussed services making a difference to peoples’ lives.

Netta Maciver - Chief Executive

Turning Point Scotland provides social opportunities to individuals with learning disabilities including Darren, Chris and Alistair

Leadership

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Organisational re-structureIn preparation for the appointment of Turning Point Scotland’s new Chief Executive the senior management structure was reviewed by the Board of Directors. This resulted in the creation of the new post of Business Development and Improvement Manager.

This post brings together a lot of Scotland Office departments (Quality and Audit, Information, Communications, Fundraising and Employability) and aims to improve their delivery to the services. It will create a strategic direction for the individual functions and for the group as a whole and improve understanding of the functions and how they contribute to Turning Point Scotland’s service delivery, improvement and development.

The new structure is still in development and the Business Development and Improvement Team are working to develop and deliver on a work plan detailing its activities, links to the wider organisation and outlining its proposed impact.

Independent review of Turning Point Scotland highlights strengths in its governanceThe review of Turning Point Scotland’s governance arrangements was conducted by the Social Work Inspection Agency (SWIA) in August 2007. This was SWIA’s first inspection of governance arrangements in a voluntary organisation.

Senior management and the Board of Directors at Turning Point Scotland wanted this process to be conducted by an organisation that was credible to our purchasers. SWIA helpfully agreed to conduct the review at no cost to Turning Point Scotland.

The overall findings of the report are very positive, and it is hoped that the review will benefit others delivering social care services in the voluntary sector.

The review drew on models of good governance and examined evidence against four principles of good governance: openness, integrity, accountability and leadership. Turning Point Scotland performed well or very well in all of these areas.

Areas of good practice referred to include amongst others:• Board members making visits to at least two

Turning Point Scotland services per annum. Board members informed SWIA Inspectors that this enhanced their understanding of the organisation, the people it supported, the staff it employed and the services it provided. Staff told inspectors that these visits were appreciated and had increased their confidence in, and awareness of the board and its role in the organisation. Board member visits are regularly reported at board meetings by way of written reports.

• Findings identified that Turning Point Scotland’s board members worked strategically

Leadership

with the management of the organisation and appropriately challenged and debated reports, and contributed to the development of policies, procedures and new service ventures.

• The organisation was committed to working with and for all its stakeholders.

SWIA Inspectors stated that the organisation is run by a competent management team supporting a very committed workforce. Part of the methodology for the review involved interviewing the people the organisation supports. Service users told the agency how helpful Turning Point Scotland has been for them. Many shared that they had not always been confident speaking in meetings about their service, but with the support of staff they were now able to do this. Service users felt that they were listened to and respected.In addition to highlighting the organisation’s strengths the SWIA report identified some areas for improvement.

Many of the areas for improvement identified by SWIA’s review were known to the organisation through its own review and quality assurance mechanisms. This is reassuring for the Board of Directors and helps crystallise Turning Point Scotland’s future improvement plan.

Business EfficienciesFollowing the Strategy Day in September 2006 an Efficiencies Focus Group (EFG) was set up to investigate and instigate methods of achieving efficiencies in selected areas considered viable on an organisation-wide basis. The group identified where cost savings could be made and following a tender process savings have been made in areas such as telephony, corporate stationery, portable appliance testing and information technology equipment. Savings made remain with the individual service and it is up to each service to identify where the savings can help. The working group will concentrate its efforts in new identified areas of cost savings in the next financial year. Following on from the implementation of the Waste Policy in April 2007 the organisation is currently developing a Sustainability Action Plan. This work will be undertaken by a working group of waste champions across the organisation. The action plan will include targets which will be included in the next business plan.

SWIA Inspectors stated that the organisation is run by a competent-management team supporting a very committed workforce.

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Processes

Turning Point Scotland has a firm commitment to continuous improvement in the way it operates. That means looking internally at what it does, to make it more efficient and effective as well as being able to meet changing demands from the external environment. This year has seen a considerable investment in many of the key processes as the organisation seeks to achieve this balance.

Many of them are interlinked, such as the management information database and outcome monitoring. Together, these will generate improvements in service user information that can be used in many different ways including for example new service tenders.

This section gives an overview of developments in some of the organisation’s key processes. These are seen as vital to improving the quality of service for service users and in maintaining the organisation at the forefront of innovative development in the voluntary sector.

Management Information Database In the past, Turning Point Scotland maintained a series of service specific Microsoft Access databases to record information about service users. Given the ongoing difficulties with multiple demands for information from different external bodies, meetings were held with other organisations to see how they tackled this issue. Considering the options, the decision was to establish a

comprehensive generic database. The new system will facilitate the collation of statistics across Turning Point Scotland for both internal and external purposes.

The system has been produced in-house by the Information Department and an implementation plan drawn up for moving services onto the new database by June 2008.

Staff can access the database through a standard internet connection and there are strict security measures in place. Within services, staff have different permission levels to allow individuals appropriate levels of access and control.

A key advantage of the database will be to use the information in supporting new tenders as there is access to comprehensive data about service users and their progress.

Turning Point Scotland is also now in a position to be more proactive about offering information to funders rather than waiting to be asked for information. This will be less disruptive to services and will cut down on the duplication of work.

Outcomes In addition to implementing the new database, Turning Point Scotland initiated work to identify and outline qualitative outcomes for each sector it works with.

“I am supported to go ten-pin bowling each week. I enjoy meeting with my friends and having bowling competitions.” Darren

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Retendering of ServicesA recent trend within local authorities has been the retendering of services. This process has tended to be separate from existing quality evaluation processes for services and has often been influenced by procurement legislation, a desire for the local authority to reduce the number of providers in their area and in response to Best Value initiatives.

This has impacted on Turning Point Scotland in a range of ways. The organisation has had to invest a great deal of management time, money and effort into what can be complex processes. Staff can also become increasingly unsettled throughout the process and maintaining quality becomes challenging.

Service users and carers also have to deal with the process and can feel excluded and peripheral to decision making.

Turning Point Scotland, where necessary, endeavours to ensure that high quality person centred support is delivered through the transfer of a service.

This requires the organisation to evaluate its exposure to the risk of losing services, to consider the issues of quality versus cost with a fresh perspective, whilst maintaining high quality supports to people who use services.

Quality & Audit Turning Point Scotland is also committed to continuous improvement in the quality of services and internal support systems. The organisation must make sure that services meet the needs of service users and work to its policies and procedures. But they must also meet nationally recognised care standards in all operation areas.

To assist with this, every service completes a comprehensive evidence based self assessment tool called Impaqt. This has two main areas of service delivery and service management, each covering a number of quality themes.

Impaqt takes its reference from National Care Standards. Each service uses the process to identify strengths and areas for improvement and along with other general information translate this into a service plan.

A key focus for the 2007 analysis was to improve the level of information sharing on good practice and improvement areas and to make the tool more user-friendly.

Improvement activity from similar service types such as learning disability or substance misuse is now shared through the national sector forums. Functional managers also receive a summary of service based improvement activities relevant to their area of work. This helps to shape their work

Recording data and producing reports for services has been troublesome in the past as different professional bodies have differing outcomes. In response to this, Turning Point Scotland wanted to promote greater organisational consistency on measuring outcomes.

To this end a consultation period took place with various voluntary sector organisations to research existing outcome based tools and principles across different and similar organisations. Recognition of the developing national outcome monitoring framework was also taken into consideration.

A simple, numerical scale is now in place to record service user progress in each sector. This is similar to the scoring framework used by the Care Commission although the definitions match to outcome related information.

A plan is in progress and will conclude during 2008/09 to pilot outcomes in certain sectors, such as mental health and homelessness.

Accident and Incident DatabaseIn 2005, the organisation introduced a Health & Safety Accident and Incident Database to enable accurate recording of accidents and incidents in line with legal requirements. The system also reduced the time taken for management to receive details about accidents and incidents thus ensuring a faster response rate. Management information

reports allow the organisation to take a pro-active approach to health and safety by monitoring and analysing accidents and incidents.

Turning Point Scotland’s Board agreed that the system should be available to all services in 2007/08. A budget was provided over three years to buy new laptops for all houses, security systems, printers and the installation of broadband. The roll-out of the system is taking place in two phases:

Phase OneStaff were trained at each service by Turning Point Scotland’s Information Technology Support Assistant.

Phase TwoThis phase is currently in progress and will be completed by the end of 2008. This involves ordering and installing broadband as well as further training for staff.

Helpdesk support is also provided by the Information Technology Support Assistant.

Introducing the system has been crucial in improving the recording mechanisms and audit control of the information recorded. It is creating transparency within a very complicated system allowing the organisation to monitor and therefore continually improve health and safety for service users and staff.

Processes

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programme over the coming year. Operations Managers have responsibility for ensuring improvement activity takes place in their services.

Further improvement activity in 2007 included changing the style and scoring mechanism of Impaqt to mirror the Care Commission’s new self assessment and grading inspection process.

AuditTurning Point Scotland actively manages risk through its risk management register, with progress on each area reported to the Board of Directors.

During 2007 the organisation developed an audit framework to help safeguard and protect the interests of service users, staff and the organisation as a whole against the most critical areas of risk.

One of the key priority areas for audit was to ensure consistent practice across Health and Safety responsibilities. The two main features of the audit are a rigorous monthly check in all service locations covering practice and building fabric issues and an annual audit covering practice in more detail. This will become fully operational from June 2008 onwards.

Other audit activities in 2007/08 included a full review of the effectiveness of team meetings and a supervision audit across different staff grades. The sample size for both audits was around twenty percent of the workforce. Both pieces of work resulted in improvement actions; however, the overall results were generally very positive.

“One of the best things about having my own place is that my son can come round. It’s great we can spend more time together.” Linda

Processes

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Developing New Services

Turning Point Scotland continues to develop new services both geographically and operationally. The organisation has 38 services which provide person-centred support to 11,440 adults with complex needs.

In 2007/08 three new services became fully operational and a successful tendering process allowed Turning Point Scotland to add more services to its portfolio.

Work remains in progress for other areas of development including the second phase of homelessness service Moving On and the Glasgow Alcohol Rehabilitation Service. These services should become fully operational in the next financial year.

Turning Point Scotland seeks to develop more specialist services such as autism and in this financial year an autism Forum has been established.

Mandatory Drug Assessment ServiceLast year’s annual report detailed plans for the new Mandatory Drug Assessment Service. This service sees Turning Point Scotland working in partnership with the Lothian & Borders Community Justice Authority and the police in an attempt to encourage drug users into treatment services in order to address their drug-related offending.

The Scottish Government has made the presence of drugs in communities a key priority.

Around three-quarters of those sentenced by the courts to a custodial sentence show signs of drug misuse and drug-related offending. It is the Scottish Government’s intention to improve access to effective interventions for those suffering from addiction.

The service is in its first year of operation and during this period there has been issues which have arisen affecting the running of the pilot on several levels. The number of people being assessed has been significantly less than first anticipated. The reasons for this include:

• Only individuals arrested for specific trigger offences may be drug tested. The number of people arrested for these offences is significantly less than predicted; and

• There are a significant number of inaccessible potential individuals whose crimes, such as prostitution, possession of a weapon, warrants and breach of the peace are not included in the eligible crimes for mandatory drug testing.

However, given these constraints the pilot in Edinburgh, managed by Turning Point Scotland is able to report the largest number of tests executed and seventy-five per cent of assessments are completed successfully.

“We provide person-centred support to 11,440 adults with complex needs.” Laura

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TurnaroundPlans for a pilot service, Turnaround, were detailed in last year’s annual report. During the financial year 2007/08 the service became fully operational.

In January 2008 Justice Secretary Kenny MacAskill announced a £3 million investment in the Turnaround

service as part of the Scottish Government’s drive to reduce re-offending.

The service targets young male offenders aged between 16 and 30, who are failing in other community based alternatives or who have had multiple remand or short-term sentences. The overall objective is to achieve a significant impact on re-conviction rates for offenders in this age group, with priority to those individuals who may be vulnerable due to substance misuse, mental health issues, homelessness and or lack of copying and social skills.

The service is based in the North Strathclyde and South West Scotland Community Justice Authority areas and includes a ten-bed short-term residential unit and four community-based support programmes operating across the two Community Justice Authority areas. These are located in Dumbarton, Irvine, Greenock and Kilmarnock.

Turning Point Scotland is the project sponsors and is supported by its voluntary sector partners Apex Scotland and Venture Trust, thus adding training and employment and personal development opportunities. Turning Point Scotland spent two years planning and fundraising for Turnaround and now in partnership with other voluntary organisations it is producing real service delivery. The organisation’s experience of working with women, through the 218 service, shows that Turning Point Scotland can make a real impact on the factors which lead to offending for some members of our communities. Turnaround actively works within these communities, supporting the young men who can cause real problems, in ways that reduce their offending - tackling the root causes, giving them tools to address it, raising their awareness of the negative impact it has on themselves, their victims, families and the wider community and ultimately attempting to connect them back to that community as positive contributors.

A third of the funding for this innovative service is provided by independent trusts and The Big Lottery. Independent trusts investing in the service include the Henry Smith Charity; Monument Trust; Dulverton Trust; Esmee Fairbairn Foundation; Tudor Trust; The KPMG Foundation; The Lloyds TSB Foundation for Scotland; The Gannochy Trust and The Robertson Trust. Turning Point Scotland

Developing New Services

“I’m now studying for a BA in Adventure Tourism and Management at college as well as working part-time in a supermarket.” Craig

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is grateful to each and every one of these grant making bodies, not only for their financial support but for their ongoing interest in Turnaround.

Perth & Kinross2007 saw the service in Perth and Kinross begin to support its first service users. The service is the result of a successful partnership with NHS Tayside and Perth and Kinross Council. Supporting a range of individuals who require a lot of specialist support and services to meet their needs the service has required a high level of planning and cooperative work.

The first five service users have been supported by Turning Point Scotland since July 2007 and the other six service users will move into their homes throughout 2008.

Dumfries & Galloway locality officeOver the past nine years, services in Dumfries and Galloway have rented a number of offices. In order to improve presence and visibility within the community, it was decided that an office base nearer to the centre of the town would be helpful. Refurbishment work will commence on the new office in 2008/09.

Once renovated, the office will house the main administration base, three Service Managers, as well as a newly appointed Training and Development

Officer. The building will also have a large training room which is expected to be used extensively. The building should be ready for occupation by the end of 2008.

As services have grown and developed over the years in Dumfries and Galloway, a variety of rented accommodation in and around the periphery of the town centre has been used. This building will enable management, administration and training staff to operate under one roof, which will enable services to be delivered more effectively.

The purchase of the office in Dumfries demonstrates a clear commitment by Turning Point Scotland to maintain, develop and improve services in this locality.

Supported Living Outreach ServiceTurning Point Scotland successfully tendered for an already established service in South Ayrshire. The Supported Living Outreach Service (SLOS) provides support to thirty-six service users with learning disabilities who live in their own tenancies. Individual packages range from two hours to twenty-four hour support.

The service transferred to Turning Point Scotland in December 2007 and thirty staff came on board following a transfer of undertakings protection of employment regulations (TUPE). A change manager was recruited to ensure a smooth transition for both staff and service users.

“I receive support from Turning Point Scotland to do the things I enjoy in life.” Chris

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Developing New Services

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Turning Point Scotland continues to provide high quality supports in South Ayrshire and adding SLOS to the existing service fits in with the organisation’s business strategy.

SLOS is funded by South Ayrshire Council.

Moving On phase twoTurning Point Scotland opened homelessness service, Moving On located in Drumchapel in 2007 following a seven-year development period. The rationale for the service was that was a need for suitable ‘move on’ support for those ready to enter the next stage of their life.The second-phase of Moving On has developed throughout 2007/08 with the building work now under construction through Cube Housing Association. The self-contained building, located in Maryhill, Glasgow will provide accommodation for ten individuals who are homeless or in temporary accommodation in single-person flats. Accommodation for staff is also provided within the same location. Service users accessing the service should have a history of drug related issues with a motivation to take appropriate steps to addresses this and stabilise through either methadone programme or other means in order to turn their lives around. The service is driven by the needs of the individual, and mirrors Turning Point Scotland’s commitment to the recovery approach. Service users will be encourage to shape and determine their own

recovery journey with staff support to assist them meet their milestones.

This phase of Moving On is consistent with the ethos of the first phase of encouraging individuals to participate in resettlement activities. They will be encouraged not only to engage with their local community but also to ensure their days are filled with constructive pastimes and learning.

It is anticipated that the service will be available to service users throughout 2008.

Glasgow Alcohol Rehabilitation Service Development plans for an alcohol rehabilitation service in Glasgow have been underway for a number of years.

Turning Point Scotland’s Glasgow Alcohol Rehabilitation Service will be made available to service users in late October 2008.

A suitable site has been identified in 2007/08 and work is under construction through Queens Cross Housing Association in Glasgow.

The service will provide accommodation for ten individuals aged eighteen years plus who are homeless, have a history of alcohol dependence but wish to change their lifestyle. The service will be person-centred and will offer a longer-term

Developing New Services

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residential rehabilitation from detoxification, if required, to developing independence through intensive support, including physical and social care through a structured care programme of therapeutic activities to help people (re)develop their skills and confidences to enable them to move on in their lives.

Whilst the length of stay will be determined by the individual’s need, it is anticipated service users will be in the service for between six and nine months.

Autism ForumTurning Point Scotland support individuals who are on the autistic spectrum within learning disability services. The organisation wishes to build on its expertise and to support more individuals with autism.

The remit of the Autism Forum is to support Turning Point Scotland’s business plan to develop more specialist autism services.

The forum will undertake research to identify business development opportunities for Turning Point Scotland in the field of autism and make recommendations to the Board of Directors.

Turning Point Scotland continues to develop new services geographically and operationally.

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Turning Point Scotland is proud of its commitment to adding value.

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Added Value

Turning Point Scotland has a commitment to added value at all levels within the organisation. Commitment can be found at organisational, service and employee levels and manifests itself in various ways.

Showcase eventThe main organisational attraction was the showcase event which was held at the Glasgow Science Centre in March 2008. This gave Turning Point Scotland services the opportunity to promote their work and to allow both staff and service users to meet other stakeholders.

The theme was “A Just Scotland”. Treating people justly underpins the charity’s approach of providing services that fit people, especially when it works with those who may not always be viewed sympathetically by society. Justice does not apply only to those who break the law, but to those who need support from society for a range of issues. For some this might be about getting a decent house, or being supported to make meaningful use of time within their local community. It is about having control of your journey and a hope for the future. More than half of Turning Point Scotland’s services exhibited including the newly launched Turnaround service.

The Minister for Community Safety Fergus Ewing delivered the keynote speech in which he praised

the work being done by Turning Point Scotland in all fields of social welfare.

Fergus Ewing presented the Turning Point Scotland Criminal Justice Award 2008. The award follows the charities influencing strategy to target future professionals with the dual intention of informing them of our work and also encouraging them to access services in the future for their clients.

Turning Point Scotland invited undergraduate law students from the University of Strathclyde to submit a 2,000 word assignment entitled “What are the main causes of offending behaviour and how might this behaviour be reduced in Scotland in the 21st Century?”

Sponsored by Messrs JC Hughes the award was judged by Sheriff Robert Anthony QC, Doctor Robertson and Dr Piacentini from the Law School University of Strathclyde and Netta Maciver, Chief Executive of Turning Point Scotland.

Staff conferenceThe staff conference was held in June and was well attended with one hundred staff being brought together from all areas of the organisation to exchange ideas and to influence future policy. The conference theme was “values” with workshops covering a number of sub-themes.

At the conference the Innovation Fund was re-launched. The fund is financed by a grant of

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£30,000 from the Turning Point Scotland Board of Directors and is designed to financially support innovative ideas from staff that will improve service provision. In the year 2007/08 the Innovation Fund gave grants to the 218 criminal justice service to create a computer workshop for service users and to the combined Renfrewshire Learning Disability Services, Mile End and Weaver’s Mill to enable them to run a family network group.

Make it Happen FundThe fund continues to make dreams come true and in this financial year a

total of fifteen applications were successfully approved. Of these, fourteen awards were made to service users with one being made to a staff

member. A total of £2,877 was granted in making these awards

to six service users accessing substance misuse services; four to homeless services; three to mental health services and two to learning disability services showing a reasonably even dispersion throughout the services.

Applications were made which fit into what most people would term realising a dream. Examples include:• Tandem sky jump;• Climbing lessons;

• Helicopter flight for a gentleman in his eighties;• Confidence boosting make-over and

professional photograph; and a• Writers course (distance learning).

In the year 2007/08 a scheme started whereby staff can contribute 50 pence per month from their salary to the Make It Happen Fund. The fund also received monies from other fundraising activities.

In order to keep the fund topped up with cash, advent calendars were distributed to all our contacts instead of Christmas cards. The calendar consisted of windows that allowed the recipient to put in a coin and at the end of the festive period they could collect the proceeds and send a cheque to the organisations freepost address.

The design of the calendar focussed on the Make It Happen Fund and all proceeds were used to make dreams come true which was an attractive proposition to prospective donors. The calendars raised £2,363 which was matched pound for pound by the Turning Point Scotland Board of Directors.

Flashback – a selection of recovery songsAt a local level staff helped a group of adults who have worked together to change their lifestyle to write a book of songs about their recovery journey.

Added Value

“I have totally changed as a person. I now look in the mirror and like what I see.” Kirsty

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Turning Point Scotland’s South East Alternatives service provides person centred approaches to individuals with substance misuse issues.

The service ran a regular music therapy group. This provided individuals with the chance to listen to a variety of songs and to express their thoughts and feelings. This led to the group writing their own songs based around these feelings and their recovery story.

The book “Flashback” was produced with the aid of fundraised income.

Alex, 30 started to attend the service to deal with his substance misuse issues and to add structure to his life. He has now re-built his relationship with his son and is now in his third year at college studying an Higher National Certificate in Social Care.

Ex-Factor productionIn Dumfries and Galloway a staff group put on an amateur version of the well-known television talent show and called it “Ex-Factor”. Hosted in a local school hall well over one hundred turned up to

listen to twenty different acts featuring local staff and the people they support. While holding the event itself added value the proceeds were donated to the local AccessAll social and leisure group to improve their facilities.

A DVD was produced and distributed following the successful evening.

All over Scotland staff have given their own time and effort to provide added value by helping the people they support to participate in various sporting activities which last year included: cycling; sponsored walks; climbing Ben Nevis; running a 10k and playing in a mental health football tournament. Other staff have given up their time to provide practical supports including decorating houses; support while in hospital; marking important celebratory dates and providing fresh fruit in services.

Turning Point Scotland is proud of its commitment to adding value and thanks go to every member of staff who has wholeheartedly embraced this ethos and given of their own time and effort to make it a core feature in all our services.

Turning Point Scotland believes, and statistics show, that people can and do recover from mental ill health and substance misuse.

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Added Value

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Values Into Practice

Turning Point Scotland has always strived to ensure that values are at the core of everything the organisation does. In 2007/08 Turning Point Scotland has evidenced its ongoing commitment to the development and improvement of its values base and the difference this can and does make to service users’ lives.

Recovery Turning Point Scotland believes, and statistics show, that people can and do recover from mental ill health and substance misuse. Recovery means different things to different people. The organisation believes that the concept of recovery encourages a positive person centred and holistic model of service delivery that concentrates on individuals’ abilities and strengths.

Turning Point Scotland has evidenced this commitment by holding its first recovery event in May 2007 and employing a Recovery Impact Worker in December. During 2007/08 Turning Point Scotland embarked on recovery oriented approaches by achieving a number of positive internal and external initiatives, including:

• Recovery champions identified within each service to ensure a recovery focussed approach to service delivery;

• Providing information sessions to staff throughout Scotland;

• Ensuring recovery is part of the agenda at organisational meetings;

• Recovery Impact Worker is one of eighteen in Scotland who is fully trained in Wellness Recovery Action Planning (WRAP) and now provides training to staff;

• A WRAP personal workbook has been developed for use in substance misuse services;

• Two members of staff met with representatives from the Scottish Government Drugs Policy Unit to share learning on recovery;

• Three members of staff made a recovery presentation to a group of people including academics, prison officers and purchasers at Stirling University: and

• Staff and service users presented and exhibited at the Scottish Government’s conference “Recovery in Addictions – Building Momentum after in Scotland. This involved sharing experiences and encouraging people.

Recovery ConferenceIn May 2007 Turning Point Scotland held its first recovery event to agree the first steps that the organisation should take to ensure that recovery is embedded within services.

The conference was attended by key stakeholders including service users and purchasers.

Simon Bradstreet, Director of the Scottish Recovery Network and Karen Taylor from Working to Recovery Limited both delivered presentations

“I have a long way to go, but I know that I am on the right road. I see a future and I am being given a chance.” Alison

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addressing issues with substance misuse secured voluntary work as a shop assistant;

• A 41 year-old man from Ayr whose life was affected by his learning disability secured voluntary work as a stable hand;

• A 54 year-old woman from Aberdeen who had experienced mental health issues completed a confidence building course;

• A 37 year-old man from Elgin who had issues with substance misuse joined the gym;

• A 47 year-old man from Aberdeen who experienced mental health concerns completed a Cooking for Beginners course;

• A 32 year-old woman from Glasgow whose life was affected by her learning disability undertook an SVQ in Business & Administration;

• A 31 year-old man from Glasgow who had experienced homelessness and had issues with substance misuse completed a First Degree Reiki course then went on to do an Introduction to Social Care course at college;

• A 35 year-old man from Elgin with substance misuse issues gained a Telescopic Forklift Certificate;

• A 45 year-old woman from Glasgow with both substance misuse and mental health issues became active in a local community group; and

• A 30 year-old woman from Fraserburgh who had issues with homelessness and substance misuse completed the European Computer Driving Licence.

Employability support is offered to service users when they are referred to a service, and if appropriate again at regular review 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.

Turning Point Scotland’s employability project is funded by The Big Lottery Fund from May 2005 until May 2008.

which outlined the origins and developments of recovery in Scotland. Both presentations offered hope, inspiration and motivation to support service users to embark on their journeys to recovery. Facilitators split the audience into working groups and using person centred planning tools discussed: Who we are?; What we’ve learned?; What are we still learning?; Dreams – visioning the future; Nightmares and barriers before concluding with solution circles.

Alison’s Story At the recovery conference a ‘to do’ list was drawn up of everything the organisation wanted to achieve in relation to recovery. One of the first steps came from a service user who expressed their desire to pen their recovery journey.

Alison was supported to write her story. Her aim was to let as many service users know that they have a voice, and the importance of using it. The story showed practically how service users can be involved in the design of their service and staff recruitment in a successful and positive manner.

In February 2008, Alison’s Story was officially launched at the Scottish Storytelling Centre in

Edinburgh. A professional storyteller read extracts of the story to an audience consisting mainly of service users.

EmployabilityTurning Point Scotland believes that every service user who wants a job deserves support to find one. Employability is not only about getting jobs; it is about raising individual aspirations, and helping people develop personally so that they become more employable. While some of our service users may be looking for work at the moment, or be ready to commit to completing a college or training course, many are still at an earlier stage of their ‘journey to employment’.

In offering employability support, Turning Point Scotland works with service users to identify skill gaps and raise their awareness of the variety of opportunities available to help address these gaps. The range of outcomes achieved by service users over the last year include:

• A 57 year-old woman from Aberdeen who experiences mental health issues secured paid work as a receptionist;

• A 36 year-old man from Ayr whose life had been affected by his learning disability secured paid work as a cleaner;

• A 58 year-old woman from Glasgow with a learning disability secured voluntary work as a café assistant;

• A 64 year-old woman from Elgin who was

Values Into Practice

“We work with service users in their journey to employment.”

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OverviewTurning Point Scotland is committed to providing a high standard of service to its service users. To enable this, the organisation strives to ensure that a highly skilled and motivated workforce is in place by providing an extensive programme of training and development opportunities.

In 2007/08, Turning Point Scotland’s Training and Development Department underwent a structural review. Following the review a decision was made to create posts for dedicated Training and Development Officers to deliver staff development in local areas.

Following a recruitment drive, four Training and Development Officers were appointed to cover the following sectors and geography:• North East of Scotland covering all sectors;• Central Belt specialising in substance

misuse, mental health, criminal justice and homelessness;

• Central Belt and Ayrshire specialising in learning disability; and

• Dumfries & Galloway covering all sectors.

This would allow for a standardised approach which would provide expertise and tailored training and development solutions for staff, and satisfy requests for more local delivery of training.

Turning Point Scotland utilises the services of its

seventy internal trainers who deliver core training across the organisation.

The department provided 496 internal courses to over 3,448 people in 2007/08. One hundred twenty-five external courses were also accessed. As part of the review, a Training and Development Advisor role was created to ensure that training courses are developed to meet the needs of the organisation. Part of this role is to support all Turning Point Scotland trainers as well as providing a consultancy of Managing Aggression and Violence. In 2007/08 Turning Point Scotland supported fifty-eight people to achieve Scottish Vocational Qualification (SVQ) Level 3 and ten people to achieve SVQ Level 4. Seventy-eight people continue to work towards SVQ Level 3 and eleven towards SVQ Level 4. Two people completed their SVQ Registered Manager Award and five are still in the progress of working towards this.

Case Study - Kathryn BarrA staff member who has experienced the value of Turning Point Scotland’s Training and Development Department is that of Kathryn Barr.

Kathryn started with the organisation in July 2003 as a Support

Staff Training & Development

We provided 496 internal courses to over 3,448 people in 2007/08. One hundred twenty-five external courses were also accessed.

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Assistant, a post that is no longer in existence, with Renfrewshire Learning Disability Services.

She began working in a house providing services to four adults with complex needs including personal care on a rota system ensuring that support was provided twenty-four hours a day, seven days a week.

Upon commencement with Turning Point Scotland, Kathryn undertook a four-week induction which comprised of core training and familiarisation sessions. Kathryn reports that this helped her to feel more confident in her role working with service users.

In December 2003, Kathryn was promoted to Support Worker after applying for the internal vacancy and in September 2005 she was promoted to Assistant Team Leader.

Kathryn studied for Scottish Vocational Qualification Level 3 in 2005 as this was criterion for being an Assistant Team Leader. She thoroughly enjoyed the course and completed it within six months.

Her latest promotion took place in September 2007 when she was successful in applying for Acting Service Coordinator (maternity leave cover).

Looking back over her short career with Turning Point Scotland, Kathryn acknowledges the support and opportunities provided to her by the Training and Development Department. Having completed all the relevant management training including Leadership, Performance Management and How to Offer Effective Supervision, Kathryn suggested that this has been extremely useful in her personal development and in delivering her responsibilities as a manager.

Kathryn studied for the Scottish Vocational Qualification Level 4 and completed it in February 2008.

As well as studying and being successful in her career progression, Kathryn is also one of seventy Turning Point Scotland internal trainers. Following a formal application process, she was accepted to provide a valuable service to other members of staff. On a regular basis, Kathryn provides People Moving People Training (both full course and refresher) which she says helps staff as they benefit from her hands on experience.

Mental Health and Wellbeing working groupFollowing Turning Point Scotland’s commitment to the mental health and wellbeing of staff, the organisation set up a working group to look at stressors that could affect individuals.

Staff Training & Development

Following Turning Point Scotland’s commitment to the mental health and wellbeing of staff, the organisation set up a working group to look at stressors that could affect individuals.

A stress audit was conducted in 2006/07 with interesting results highlighting a number of key areas requiring attention.

In 2007/08 a number of actions were considered. A review of team meetings across the organisation was undertaken. This involved sending a structured questionnaire to a sample of staff in services. A total of 424 questionnaires were sent out with a forty-eight per cent return rate.

The audit confirmed if team meetings were happening and if so, how effective did staff perceive them to be. It allowed for areas of improvement and good practice to be shared in order to ensure that team meetings were delivered in an effective and efficient manner.

The results from the review were positive offering potential areas for improvement such as the way meetings are structured and organised, the follow

up arrangements between meetings and the content and format of the meetings.

The Mental Health and Wellbeing working group is producing a series of good practice guidelines for use at team meetings which will be distributed in late 2008.

A Supervision Audit was also completed with positive results which showed that there has been an improvement in the quality of supervision across the organisation.

A programme to deliver stress management workshops was developed with a decision for it to become a regular part of the Training and Development Department’s training calendar. Stress management training is a key component of ensuring the mental health and wellbeing of staff as it helps to identify triggers of stress and provide advice on how to prevent and mange stress in the workplace.

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Incoming resources

Incoming resources from generated funds

Unrestricted Funds

£

Restricted Funds

£

2008

£

2007

£

Voluntary income 27,379 106,938 134,317 285,064

Investment income 342,155 - 342,155 97,675

Incoming resources from charitable activities 24,590,484 255,974 24,846,458 24,272,132

Total incoming resources 24,960,018 362,912 25,322,930 24,654,871

Resources expended Costs of generating funds

Costs of generating voluntary income 42,843 - 42,843 38,426

Governance costs 29,870 - 29,870 22,801

Charitable activities 24,190,127 343,151 24,533,278 24,600,777

Total resources expended 24,262,840 343,151 24,605,991 24,662,004

Net incoming/(outgoing) resources/net movement in funds

697,178 19,761 716,939 (7,133)

Total funds brought forward 7,048,989 284,394 7,333,383 7,340,516

Total funds carried forward 7,746,167 304,155 8,050,322* 7,333,383

Turning Point Scotland is a registered charity and a company limited by guarantee. There are no shares and we are not a membership organisation. Turning Point Scotland’s Board of Directors have no financial interests in the company.

* £4,726,280 is held as Fixed Assets

Statement of financial activities (incorporating income and expenditure account)

Netta Maciver, Chief ExecutiveNetta worked with Turning Point Scotland as a Development Director from 1995 before taking up the post as Chief Executive in 1998 at the point when the organisation took the decision to establish a separate company and charity in Scotland.

Netta sits on the Scottish Advisory Committee on Drug Misuse, working group on women offenders and Changing Lives Leadership and Management Group.

Previously Netta was a member of Scottish Advisory Council on Alcohol Misuse, Ministerial group on women offenders and she chaired the National Care Standards sub group on drug and alcohol services.

Wendy Spencer, Senior Operations ManagerWendy’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 for Turning Point Scotland 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.

Kenny Crawford, Finance and Resources ManagerKenny qualified as a Chartered Accountant in 1992 before moving into industry in 1996 with a steel stockholding company.

He joined Turning Point Scotland 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.

Craig Winter, Business Development and Improvement ManagerCraig has worked with Turning Point Scotland since April 2000. Craig’s first post with Turning Point Scotland was as Service Manager in the Renfrewshire Learning Disability Service. In September 2004 Craig was promoted to the position of Operations Manager where he had operational responsibility for a range of service throughout Scotland. Craig moved to the newly created post of Business Development and Improvement Manager in December 2007.

Craig qualified as a social worker in 1992 and spent 8 years working, as a social worker and senior social worker, in various local authorities primarily within community care sections.

Senior Management Team

38 39

He has line management responsibility for Quality and Audit, Employability, Fundraising, Information and Communications Departments.

Board of Directors

Colin Rae, Chair (from 19/09/2007)

Vinay Ruparelia Paula Gilder (Chair until 19/09/2007)

Raymond Edwards

Judith Illsley

Brian MacDonald

Gillian Ottley (co-opted Board Member)

Callum Allan

Joseph Hughes (resigned 08/03/08)

James MacKenzie

Keith Howell (co-opted Board Member)

Tony Cameron

Sub CommitteesThe Board has two sub committees in addition to the full Board. The sub committees are comprised of Board members and are attended by relevant staff members.

Audit CommitteeThe Board 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 AllanJoseph Hughes (ended 08/03/08)Paula GilderColin Rae (ended 19/09/07)

Turning Point Scotland Services LtdTurning Point Scotland 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 TPSS agree would be to the benefit of both companies.

Brian MacDonaldPaula GilderVinaykant RupareliaKeith HowellColin Rae

Board of Directors Contact Information

Other Sub CommitteesOther sub committees are often formed on an adhoc basis when they are required. This year the following sub committees were in place:• BoardReview• RecruitmentofChiefExecutive;and• Appraisal.

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InformationIf you would like more information on anyof the areas covered by this report, pleasecontact us by phone, fax or email:

Turning Point ScotlandScotland Office54 Govan RoadGlasgow G51 1JLT: 0141 427 8200F: 0141 427 8201

E: info@turningpointscotland.comW: www.turningpointscotland.com

Please note that the report is available fordownload as a PDF document on our website.This report can be made available in alternativeformats. Please contact the CommunicationsDepartment for details.

Turning Point Scotland is a company limitedby guarantee, registered in Scotland, number194639. It is recognised by the Inland Revenueas a Scottish Charity, number SCO28827.Thank you to everyone who contributed tothe report and those who agreed to theirphotograph being used.

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Directory of Services

CRIMINAL JUSTICE SERVICES218218 Bath StreetGlasgow G2 4HWT: 0141 331 6200E: info@218service.org

CACTUS2nd Floor45 High StreetPaisley PA1 2AHT: 0141 889 3872E: traceymcfall@turningpointscotland.com

Turnaround2nd Floor45 High StreetPaisley PA1 2AHT: 0141 889 3872E: traceymcfall@turningpointscotland.com

SUBSTANCE MISUSE SERVICESBig River Project79 High StreetGalashielsSelkirkshire TD1 1RZT: 01896 759 740E: elainedevlin@turningpointscotland.com

Chrysalis9 Forrest RoadEdinburgh EH1 2QHT: 0131 226 5453E: chrysalis_admin@turningpointscotland.com

Dumfries & Galloway Drug Service12 Church StreetStranraer DG9 7JGT: 01776 700 666F: 01776 706 467E: dumfries&gallowaydrugsservice@tpsstranraer.co.uk

Glasgow Drugs Crisis Centre123 West StreetGlasgow G5 8BAT: 0141 420 6969E: lindagirvan@turningpointscotland.com

Leith3 Smiths PlaceEdinburgh EH6 8NTT: 0131 554 7516E: admin@tpsleith.co.uk

The Links5 Links PlaceEdinburgh EH6 7EZT: 0131 553 2222F: 0131 553 1101E: patrickjoyce@tpsthelinks.co.uk

Mandatory Drug Assessment Service9 Forrest RoadEdinburgh EH1 2QHT: 0131 226 5453F: 0131 226 5130E: martinbonnar@turningpointscotland.com

Milestone26 Orr StreetGlasgow G40 2LQT: 0141 556 5880E: kimross@turningpointscotland.com

Northern Horizons9 St Peter StreetPeterheadAberdeenshire AB42 1QBT: 01779 470 490E: moiramclean@turningpointscotland.com

SEASTAR2nd Floor3 Killoch PlaceAyr KA7 2EAT: 01292 619 940E: fionakerr@turningpointscotland.com

South East AlternativesAdelphi CentreRoom 12, 12 Commerce StreetGlasgow G5 0PQT: 0141 429 7229F: 0141 429 8228E: cwatson@southeastalternatives.co.uk

Studio 88 South StreetElgin IV30 1LET: 01343 543 792E: studio08@turningpointscotland.com

LEARNING DISABILITY SERVICESDumfries & GallowayLearning Disability ServiceMount St MichaelCraigs RoadDumfries DG1 4UTT: 01387 247 123E: tps.dgadmin@btconnect.com

Dundee ProjectGF/2DOld Mill ComplexBrown StreetDundee DD1 5EGT: 01382 200 652E: moragthomson@turningpointscotland.com

Elgin ProjectGreyfriars CloseElginMoray IV30 1ERT: 01343 556 466E: greyfriarstps@freeuk.com Inverclyde Learning Disablity Service10A Robertson StreetGreenock PA16 8DBT: 01475 802 601E: lindaswift@turningpointscotland.com

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Perth & KinrossTurning Point Scotland3 Grosvenor HouseShore RoadPERTH PH2 8BDT: 01738 639950E: sandrastorie@turningpointscotland.com

Renfrewshire ProjectWeaver’s Mill, Mile EndStudio 908Abbey Mill Business CentrePaisley PA1 1TJT: 0141 840 2299E: clairemorris@turningpointscotland.com

South AyrshireSupported Living Service4B Citadel PlaceAyr KA7 1JNT: 01292 267 439E: elainemanderson@turningpointscotland.com

South LanarkshireLearning Disability ServiceRoom E229Edinburgh HouseThe Princes MallEast Kilbride G74 1LJT: 01355 570 048E: admin@southlanarkshireld.co.uk

South Living Outreach Services31 Ardfin CourtAyrT: 01292 671 396E: catherinemckinnon@turningpointscotland.com

Viewpoint Project4B Citadel PlaceAyr KA7 1JNT: 01292 886 589E: viewpoint@turningpointscotland.com

HOMELESSNESS SERVICESGuildry HouseHall PlaceElgin IV30 1JPT: 01343 549 808F: 01343 549 808E: lisastronach@turningpointscotland.com

Link Up112 Commerce StreetTradestonGlasgow G5 9NTT: 0141 420 1929E: mariacunningham@turningpointscotland.com

Midpoint44 1L Hanover StreetEdinburgh EH2 2DRT: 0131 226 0830E: admin@midpointtps.co.uk

Moving On244 Kinfauns DriveDrumchapelGlasgow G15 7AHT: 0141 949 1822E: patriciatracey@turningpointscotland.com

PITSTOP63 Moray RoadFraserburgh AB43 9QXT: 01346 512 056F: 01346 512 343E: moiradavidson@turningpointscotland.com

MENTAL HEALTH SERVICESMidway Services54 Govan RoadGlasgow G51 1JLT: 0141 419 4520E: annettelowther@turningpointscotland.com

Midway Social Opportunities54 Govan RoadGlasgow G51 1JLT: 0141 419 4520E: annettelowther@turningpointscotland.com

Midway Supported Living Project11 Bressay RoadBarlanarkGlasgow G33 4UXT: 0141 781 1496E: karen.mcdonald@turningpointscotland.com

Opus45-49 Holburn StreetAberdeen AB10 6BRT: 01224 575 196E: patsy@aberdeensocialenterprises.co.uk

STABLE45-49 Holburn StreetAberdeen AB10 6BRT: 01224 577 322E: adamhillhouse@turningpointscotland.com

HUNTINGTON’S DISEASEAND EARLYONSET DEMENTIAMidway Social Opportunities54 Govan RoadGlasgow G51 1JLT: 0141 419 4520E: annettelowther@turningpointscotland.com

SHAPETop Floor, 45-49 Holburn StreetAberdeen, AB10 6BRT: 01224 577 327F: 01224 577 328E: adamhillhouse@turningpointscotland.com

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Turning Point ScotlandScotland Office54 Govan RoadGlasgow G51 1JLT: 0141 427 8200F: 0141 427 8201E: info@turningpointscotland.comW: www.turningpointscotland.com

Scottish Charity, number SCO28827

Designed by Dunning Design

dunningdesign.com, 0845 055 1350

Turning Point Scotland is a national social care charity which 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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