Learning Disability Emerging Plan - Turning Point

Turning Point Learning Disability Emerging Plan 2013 - 2016Executive SummaryThe Learning Disability Business Unit faces many external challenges over the period of this strategy: meeting theneeds of individuals as they age, increasing funding pressures and changes to the way services are commissionedto name a few. The way we respond to these forces will re-shape the way our services are designed anddelivered while also influencing the way Turning Point learning disability is viewed nationally.Learning disability provision going forward will need to incorporate a focus on quality; delivering value formoney; exploration of new technologies and means by which services can be made more efficient to delivermore for less; and ensuring service user involvement in every part of the services’ design and delivery. Thesechanges provide opportunities for the Business Unit to work creatively to provide the solutions commissioners,individuals and families will and are increasingly demanding. We will therefore need a flexible marketingapproach; clarity on the business unit’s unique selling points and the ability to demonstrate outcomes like neverbefore.How this strategy was developedWhen Turning Point’s corporate strategy was developed in 2012, each business unit developed their owncomplementary specialist strategy (relating to mental health, substance misuse, Turning Point Too and learningdisability). However, with the changes in the leadership of the Learning Disability Business Unit and shiftingpolicies in the learning disability field externally, it felt like a good time in late 2012 to review our position anddetermine our future priorities and direction.This plan was developed from input by the staff, family carers and people who have learning disabilities fromeach of the seven areas in which Turning Point runs learning disability services. Each region held a series ofworkshops, focusing on a set of questions posed by the new managing director (Appendix 1). A workshop wasalso held for the senior management team to gain their views to a similar set of questions. Over 60 people wereinvolved in the plan’s development.This co-production with our stakeholders is an important first step in the way that Turning Point’s learningdisability services will be driven in the future. We want this commitment to lead to greater leadership, ownershipand understanding from within the services, rather than a top down approach. Involvement is at the heart of thisstrategy and what better place to start than the plan itself. The strategy discusses national trends, priorities andpressures and then tells the Turning Point story of current services, the vision for future service provision and theaction we will need to take to keep ahead of the game with fresh and sustainable services meeting real need,whilst pressing for more national change from Government.The plan directly links to Turning Point’s corporate plan.4