**3. Conclusion**

TSOs represent a valuable and growing player in the provision of mental health care, yet many are constrained by limited budgets, isolated working practices, and a constantly shifting workforce. Together, these make producing and accessing evidence difficult, further limiting the sector from credentialing their impact and engaging in service development. To overcome these challenges, a CLN was implemented involving six TSOs and a dedicated project team to share learning and resources with the aim of improving delivery and operation in the areas of data quality, session attendance, unplanned endings and clinical outcomes. The CLN was inspired by the IHI collaborative model [10] framework for integrating and testing improvements using PDSA cycles and the implementation process was guided by the QIF [8]. It was found that introducing ROM substantially improved data quality which acted as the bedrock for all subsequent analyses and discussion. There appeared to be strong links between each of the common challenges, including increased non-attendance being associated with the occurrence of an unplanned ending, itself linked with a lower chance of reliable improvement. Overall, this approach to generating timely and relevant practice-based insight through partnership working and mentorship support proved to be effective for stimulating service quality enhancement. Although TSOs face many unique challenges, including high staff turnover and strained budgets, those with on-hand and inspirational leadership and commitment towards maximising the value of measurement for clients reported most success.
