Strategies for growth and replication
TCL aims to grow organically over time, focusing on building an empowering and autonomous employee-owned co-operative which delivers high quality care at an affordable price. They are taking a conservative approach using annual profits to fund future expansion, as opposed to debt. This keeps growth manageable. Expansion to new locations is guided by consumer demand – TCL has a rule of thumb of demand for 500 hours work a month for a viable location.
Already, TCL has changed from non-distributing to distributing status, to allow it to better reward the work of its members. For example, TCL may investigate moving to an enterprise co-operative model where each local team becomes its own co-operative. A central organising business would provide shared support services to all co-operatives, leaving each team to self-manage to meet particular employee members’ needs and remain part of the local community. This may assist in increasing operating efficiencies and competitiveness against large for-profit and not-for-profit players.
As TCL develops weekly meetings and ongoing training are two non-negotiables for the employee members.