Opening doors for homeless people

Strategic Plan 2007-2009

Strategic Plan 2007-2009

Opening doors for homeless peopleOpening doors for homeless people

Foreword 03

Executive Summary 04

1. Policy Context for Peter McVerry Trust Services 061.1 Our Policy Context 061.2 Homelessness 061.3 Drug Misuse 071.4 Other Relevant Contexts 081.5 Concluding Remarks on Policy Contexts 10

2. Mission Statement and Guiding Principles 122.1 Mission Statement 122.2 Our Aims and Objectives 122.3 Guiding Principles of Peter McVerry Trust 132.4 Underpinning Our Vision 13

3. Organisational Structure and Service Areas 163.1 Board and Management Structure 163.2 Overview of Service Areas 173.3 Paving the Way for the Strategic Plan 2005 & 2006 18

4. Key Areas of Strategic Development to 2007 - 2009 204.1 Strategic Planning Process 204.2 Building Sustainability 204.3 Service Development 214.4 Targeting State Funding 244.5 Fundraising 244.6 Quality Assurance 244.7 Communications and Lobbying 244.8 Capital Development 254.9 Performance Measurement 254.10 Evaluation and Review 25

Appendix 1 - Views of Clients, Staff, Managers and Board 26

Appendix 2 - Overview of Fundraising Strategy 30

Appendix 3 -Overview of Communications and Lobbying Strategy 32

Appendix 4 - Measuring PMVT Performance 36

Contents

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Peter McVerry Trust (formerly known asthe Arrupe Society) will be twenty-fouryears old on 23rd December next. In1983, it began in an overcrowded threebedroom flat in Ballymun with up tofifteen young homeless people livingthere at any time. The staff consistedof myself - we had no money to employanyone else. It was intended as atemporary response to a need that wasgrowing more urgent every month,young homeless males who weresleeping on the streets due to a dearthof services and facilities. Whilehopelessly inadequate, it tried to offerfriendship, support and a place to liveto those who had nowhere else.In those twenty-four years, manychanges have happened;

• Homelessness (and subsequently drugmisuse) became major social issues towhich we have tried to respond. Wenow provide two hostels for youngpeople under 18, one hostel foryoung adults, a residential communitydrug detox service, two drug freeresidential aftercare projects, sixapartments for independent living, aneducation day centre, an outreach,settlement and tenancy sustainmentservice and a drop-in centre. Almostfifty staff are employed to managethese services.

• The Child Care Act 1991 gave theHealth Service Executive statutoryresponsibility for homeless childrenunder 18 years of age, andsubsequently services for that agegroup have substantially improved.As a result, our priority focus movedto young adults, for some of whomservices remain very inadequate, ornon-existent, and who, if they remainhomeless for any length of time, canlose their motivation, their dignity andtheir hope.

• The profile of homelessness and drugmisuse has changed to include an

increasing number of women andgirls. All the most recent services thatwe have established are now open toboth males and females.

• The name has changed! As the mostfrequent response by the public tothe name “Arrupe Society” (namedafter a charismatic Jesuit Superior-General, Fr. Pedro Arrupe SJ) was“What? How do you spell that?” wedecided to change the name (withreluctance on my part, it must be said)to the Peter McVerry Trust.

However, the service we provide hastried to remain the same - friendly,open to all, supportive, non-judgmental, with an understanding andempathy for the difficulties which manyof these homeless young people havehad to endure in their early years. Wetry to ensure that the dignity of eachyoung homeless person is alwaysrespected. We try to be flexible,adapting our services to meet the newor changing needs of homeless youngpeople.

We are very grateful to our fund-raisingorganisation, Welcome Home, whichhas supported us for the past eighteenyears and without which we would notnow exist. We are also very grateful toall those who have helped us withfunds, or in other ways, which havemade possible the expansion anddevelopment of our services.

Homelessness and drug misuse remainmajor social problems for our societyand will, unfortunately, continue to beso for the foreseeable future. I suspectthat, unfortunately, the Peter McVerryTrust will still be needed in anothertwenty-four years time.

Fr. Peter McVerry SJ

Foreword

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Policy Context for Our Services

Problems such as homelessness anddrug use are major ones in Dublin andthe services provided by the PeterMcVerry Trust exist in a wider context ofnational policy responses. Thesepolicies have been evolving in recentyears and the Trust both complementsnational policies and aims to lead theway in certain areas.

For example, the emphasis inhomelessness policy is now onproviding longer-term accommodationoptions for homeless people, with thesupports they require to move toindependent living. On drug use, thereis an appreciation that treatment is the

best long-term option and that morerehabilitation places are needed. Thesepolicy directions are consistent with ourexisting services in transitional housing,detox, aftercare and in the provision oftraining and education. There is alsoincreased policy recognition of thelinkage between homelessness, druguse, mental health problems, andcontact with the criminal justice system.We plan to strengthen the differentskills required in multi-disciplinaryapproaches in the coming years.

Executive Summary

IntroductionIn 2005, the Arrupe Society changed its name to the Peter McVerryTrust and appointed a new CEO. With a continuing high level ofdemand for its services, the Trust hopes that the period from 2005 to2009 will see an expansion in service provision. To support such anexpansion, this Strategic Plan was prepared. It has been put togetherfollowing discussion with all of the interests relevant to our work -service users, staff, managers, and Board members. The Plan alsoprovides a benchmark against which we can measure our progress inthe coming years.

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Service Areas and ProposedDevelopment

The following represent some of thekey actions that we will undertake inthe period to 2009:

• Having re-opened the AvocaAftercare Project, ensuresustainability of this project anddevelop service agreements withtreatment services and dayprogrammes.

• Having re-opened the Lanterndetoxification project, expand itsmultidisciplinary team, extend itshorticulture service, and deepenco-operation with the Departmentof Social and Family Affairs andthe HSE in relation to this project.

• With the Cabra Aftercare Project,secure a property to ensureproject sustainability andimplement service levelagreements with move-onaccommodation providers.

• Introduce weekly casemanagement meetings betweenthe different day services.

• Review the after-hours service ofthe Outreach and Settlementteam.

• Manage the development of thenew Education, Training and

Development service, withadditional provision of a linkednurse service.

• Develop new best practiceprotocols for the Referral andAssessment Service.

• Work with the Homeless Agencyto (re)evaluate our transitionalresidential service.

• Increase the number ofaccommodation units in ourtenancy sustainment service from6 to 20 by the end of 2009.

• Ensure we have an experiencedsenior management team to leadon service development, humanresources and funding.

• Put in place a comprehensive setof HR and training policies acrossthe organisation.

• Ensure good communication inthe organisation through a regularnewsletter and through othertools and techniques.

• Put in place IT systems both tosupport our day-to-day activitiesand to enable the collection ofstatistics to allow us to monitorand improve services.

• Ensure a professional fundraisingplan to ensure the Trust hasaccess to the financial resources it

will need to implement thisambitious Strategic Plan.

• Conduct a full Mid-term Review ofprogress in implementing thisStrategic Plan.

Peter McVerry Trust is undergoing aprocess of change as it reorganisesand expands to meet the needs ofits service users. Implementation ofthis Plan will continue this change.This change creates newopportunities for the organisationto fulfil its core mission and wecommit to adopting best practiceapproaches in taking theseopportunities. In implementing thisStrategic Plan in the coming years,we reiterate our continuedcommitment to the core mission,values and principles that havesustained the Peter McVerry Trust(and before it the Arrupe Society)since its foundation in 1983.

‘Peter McVerry Trust gave me the opportunity to get mylife back on track by providing drug free accommodation

and the support of a non-judgmental staff team.’

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1.1 Our Policy Context

The services of the Peter McVerry Trustoperate in the context of a number ofpolicy areas, in particular homelessnessand drug use but also other relevantareas. Before moving to discuss theplans of the Trust in the coming years,this section of the Strategic Planprovides information on key aspects ofthese policy areas and how we fit with,and complement, them.

Figure 1.1: Key Policy ContextsUnderpinning Services of Peter McVerryTrust

1.2 Homelessness

The understanding of homelessness andhow it arises has become moresophisticated in Ireland in the pastdecade. The Homeless Agency uses atypology which has been agreed atEuropean level - Ethos: the EuropeanTypology on Homelessness and HousingExclusion. This identifies a number ofstates relevant to homelessness, frompeople living in 'inadequate' housing(e.g. temporary or overcrowdedaccommodation); to those in 'insecure'housing (e.g. living under threat ofeviction or violence); to those who are'houseless' (e.g. those in dedicatedaccommodation for homeless people orbeing released from institutions); to

1. Policy Context for PeterMcVerry Trust Services

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Homelessness

Drug use

Other PolicyContexts

those who are 'roofless' (e.g. livingrough or staying in night shelters).This continuum allows the HomelessAgency to intervene in apreventative as well as in aresponsive way.

Estimates from March 2005 indicatethat 1,361 households, representing2,015 people (including 463 childdependents), reported beinghomeless. In addition, 346households were in transitionalprogrammes. The research foundthat 77% of households reportedbeing homeless for six months ormore, with significant numbersreporting that they were homelessfor over three years. Other researchhas estimated that up to three inevery four homeless people inIreland are in the four localauthority areas in the Dublin region.

The number of people experiencinghomelessness has fallen in recentyears due to extra short-term and'emergency' accommodationoptions being put in place. InFebruary 2007, the HomelessAgency Partnership launched A Keyto the Door, its action plan onhomelessness in Dublin 2007-2010.The Homeless Agency Partnership(which covers the four Dublin localauthority areas) says that the workof A Key to the Door is “to buildupon the safety net created bythese services and to change theemphasis from providing services to

people who are homeless tomoving people out of homelessnessand into long-term housing, withwhatever supports they require tomaintain their homes”.

In order to achieve this goal, theplan sets out three strategic aims; • Prevent people from becoming

homeless.

• Provide effective local basedservices that address theaccommodation, housing, healthand other needs of people whoare homeless.

• Provide sufficient long-termhousing and associated supportsfor people who are homeless,especially one-person households.

The work undertaken through theservices of the Peter McVerry Trustsupports the achievement of allthree of these strategic aims.

The issue of homelessness is closelylinked to housing policy andgovernment policy as was set outby the Department of theEnvironment, Heritage and LocalGovernment in its 2007 reportDelivering Homes, SustainingCommunities. The report says that“the primary objective is now toprovide transitional programmes,where necessary, and in due courselong term accommodation withnecessary care supports, to enable

people to move from emergencyaccommodation to independentliving”. The report also calls for anumber of specific actions inrelation to homelessness, toinclude;

• Interagency protocols to bedeveloped so agencies providemore effective services tohomeless people, people withaddictions and people withmental health issues.

• Promotion of the role of thevoluntary and co-operativesectors.

• Expansion in the provision ofsocial housing in Ireland.

The Peter McVerry Trust is alreadyundertaking a range of initiatives inrelation to these issues, in advanceof government policy. Ourtransitional housing, settlement andtenancy sustainment work providesholistic services to people tosupport a move towardsindependent living. As this Planshows, we aim to develop theseservice areas further in the periodto 2009.

1.3 Drug Misuse

By its nature, it is hard to sourceprecise data on the use of illegal

‘Having tried to detox so many times before I am in debtto Peter McVerry Trust where I was able to detox, get

clean and then move onto further treatment.’

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drugs. However, drawing onmultiple data sources, the 2004Annual Review from the MerchantsQuay Project estimated that therewere 14,452 heroin users in Ireland,of whom 12,456 (86%) were inDublin, with about half of these intreatment. It estimated that over2,000 people were homeless drugusers.

The National Drugs Strategy 2001-2008 states: “The prevalence ofdrug misuse among homelesspeople in Ireland is a particularproblem…”. A 2005 report whichsurveyed homeless people foundthat 52% had used drugs in theprevious month, compared to 3% ofthe general population (NACD,20051).

The National Drugs Strategy 2001-08 has four pillars; a reduction inthe supply of drugs, prevention ofdrug use (including education andawareness), drug treatment(including rehabilitation andreduction), and research. The workof the Peter McVerry Trust fits inparticular with the second and thirdof these pillars. The Strategy states:“People with drug problems shouldbe encouraged at every opportunityto enter drug treatment, given thebenefits that can accrue to them asindividuals, as well as to the generalcommunity. For the future, everyeffort must be made to ensure thattreatment is attractive and

accessible to all.” This fits with ourphilosophy, not only of providingtreatment, but of doing so in a waythat respects the dignity of eachindividual person.

The Strategy says the following on'half-way houses': “The need forhalf-way houses for recovering drugusers, who are not already beingtreated in the community, washighlighted repeatedly during thepublic consultations and in thesubmissions to the review. Anincreased rate of relapse wasassociated with an immediate returnto a drug-taking environment and,in this context, consideration shouldbe given to establishing a networkof half-way houses throughout thecountry.” This recommendation fitswith our ongoing work.

Following the 2005 Mid-termReview of the National DrugsStrategy, a Working Group wasestablished to draw up a nationalstrategy for drugs rehabilitation.The Drugs Rehabilitation WorkingGroup published its report in May2007, which noted a lack ofcoordination in helping recoveringaddicts in moving on frommethadone maintenance. It saidthat the number of drugdetoxification beds should beincreased and the number ofcommunity employment (CE) placesfor recovering drug addicts shouldbe increased by at least 30%.

The Peter McVerry Trust has longadvocated more detox places anditself provides a HSE-approveddetoxification service. Our work, asregards education and training, fitswith the recommendation in relationto supports for former drug users inaccessing the labour market.

As part of the national strategy tocombat illegal drug use, a range oforganisations - includingCommunity Drug Teams and LocalDrug Task Forces have beenestablished. These will continuetheir work under the 2007-2013National Development Plan. Weinteract with these organisationsand with a network of otherorganisations (e.g. in the healthservices) supporting people whomisuse drugs on an ongoing basis.

1.4 Other Relevant Contexts

1.4.1 Mental Health IssuesThere is evidence that people whoare homeless are more likely tohave mental health problems. Asurvey of hostel dwellers in InnerCity Dublin found that 52%experienced depression, 50%suffered from anxiety and 4% fromother mental health illnesses2. A2001 report by the Dublin SimonCommunity3 found that one in fourhomeless people in Dublin sufferedfrom mental illness. In 2003,

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Amnesty Ireland's report, MentalIllness-The Neglected Quarter,Homelessness estimated that 75%of homeless people suffer mentalhealth problems. There is also a linkwith substance abuse issues - e.g. inone Irish study of in-patients withschizophrenia, 39% fulfilleddiagnostic criteria for a lifetimehistory of substance abuse.

It is clear that a much higherproportion of people who arehomeless suffer from mental healthissues as opposed to the widerpopulation. The ongoing work ofthe Peter McVerry Trust shows thatmany people with a dual or multi-diagnosis, such as a homelessperson with a mental illness who isalso a drug user, do not receiveadequate combined treatments.

Since the early 1980s, there hasbeen a shift from institutional tocommunity-based care for peoplewith mental health problems.However, due to gaps in thecommunity-based services, aproportion of those peopleexperiencing mental illness becomehomeless. Reports such as theAmnesty report referenced abovepoint out that support services forpeople who are homeless in Irelandand who have mental healthproblems are inadequate.

In 2006, the government publishedA Vision for Change: Report of the

Expert Group on Mental HealthPolicy. This contains a specificsection on mental health servicesfor homeless people and a furthersub-section on mental healthservices for people with substanceabuse problems. As regardshomeless people, the report notes:“The statutory housing authoritiesin Ireland make negligible provisionfor the mentally ill. A directconsequence of this is that mentalhealth services are currently fundingand staffing over 3,000 places inover 400 residences for personswhose housing needs should moreproperly be the responsibility of thehousing authorities.” The reportmakes a number ofrecommendations, including that arange of suitable, affordablehousing options be available toprevent the mentally ill becominghomeless. For both homelesspeople with mental healthchallenges, and for those withsubstance abuse problems andmental health challenges, there is tobe an emphasis on locally-basedcommunity care approaches wherepossible, using outreachapproaches and specialist teams(who would link to other services).

In so far as these approaches andmulti-disciplinary teams exist, theservices of the Peter McVerry Trustwork closely with them in termsboth of people entering and leavingservices.

1.4.2 Criminal Justice IssuesPeople who are homeless and/orengaged in drug misuse often endup being involved with the criminaljustice system, and vice versa. Irishresearch by Focus Ireland andPACE, a voluntary organisationdedicated to the welfare needs ofex-prisoners, has shown the linksbetween criminal behaviour,homelessness and other problemsrelating to mental health, alcoholaddiction and drug abuse, familydysfunction and histories ofresidential child care. Research hasalso shown that many of the peopleleaving prison in Ireland have nodefinite home to which they can go.

The link between the differentissues is emphasised by recent UCDresearch which examined thepsychological profile of 30 youngoffenders (average age 14.9 years).This found that, on average, each ofthese adolescent offenders met thecriteria for 3.1 psychologicaldisorders, e.g. separation anxiety,major depression, bipolar disorderand post-traumatic stress disorder,conduct disorder and substanceabuse4. Mental health problems andgetting in trouble with the law aretherefore intertwined from an earlyage.

In reviewing options in relation topeople misusing drugs, the NationalDrugs Strategy notes: “Whenevaluated using a range of criteria,

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including outcomes in health, socialwell-being, economic prosperityand levels of crime, drug treatmentproves to be cost effective”. ThePeter McVerry Trust agrees thatproviding appropriate treatment forthe (mostly young) people involvedis not only in the best interest of theperson themselves but is also likelyto be the best route to reducingtheir criminal behaviour. We also co-operate on an ongoing basis withthe Gardaí, the Prison Service andthe Probation Service in relation tocontact which they have withpeople who are availing of ourservices.

1.4.3 Wider Social Inclusion PolicyAgendaThe issues being addressed by thePeter McVerry Trust exist in thecontext of a society in which asizeable minority of citizens issocially excluded. Research onlevels of poverty; early schoolleaving; lack of integration into thejobs market; poor health outcomesetc., all show that a portion of theIrish population is excluded frommainstream society. The issuesfacing these people are often multi-generational and concentrated inparticular parts of our cities andtowns.

Various national initiatives havebeen established to tackle thisexclusion and, under the NationalDevelopment Plan 2007-2013, A

Better Quality of Life for All, socialinclusion is again set out as a coregovernment priority. The NDPadopts the framework used in theTowards 2016 Social PartnershipReport and in the 2007 NationalAction Plan for Social Inclusion(NAPS inclusion) of a life-cycleapproach to social inclusion issues.

1.5 Concluding Remarks onPolicy Context

The Homeless Agency's Action Planfor Dublin for 2007-2010 states:

“Homelessness is a complex socialproblem. The most fundamentalneed of people experiencinghomelessness is appropriate long-term housing. However, alongsidethe need for housing (and possiblya cause of that need) many peopleexperiencing homelessness havehealth, mental health, addiction orother support needs that must beaddressed in order for them to beable to maintain long-term housing.These supports may requireintensive short-term assistance orthey may require long-term supportat the same time as long-termhousing”.

The increasing recognition by Irishpolicymakers that these issues areinterlinked and complex iswelcomed by the Peter McVerry

Trust. From our on-the-groundexperience over many years, wehave been attempting to respondto this reality, and we do so again inthis Strategic Plan.

More specifically, this chapter hasnoted some of the manyapproaches being adopted by thestatutory agencies dealing with oneor other of the multiple issuesfacing the people who use theservices of the Peter McVerry Trust.We work with these agencies on anongoing basis and are fully aware ofthese strategies and how they areevolving over time. This Plan isdesigned to fit with andcomplement these strategies in thecoming years.

1 National Advisory Committee on Drugs (NACD),Drug Use Among the Homeless Population inIreland, Dublin, NACD, 2005.

2. ERHA and RCSI (2001), The Health of HostelDwelling Men in Dublin: Perceived Health Status,Lifestyle and Health Care Utilisation of HomelessMen in South Inner-city Hostels

3. Dublin Simon Community (2001), 'Are ourhomeless hostels unofficial asylums for thementally ill?'

4. Research conducted by Jennifer Hayes, UCD,quoted in The Irish Times, Health Supplement,1st May 2007

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2.1 Mission Statement

Peter McVerry Trust is committed toreducing homelessness, drug misuseand social disadvantage through itsprovision of housing and supportservices. Peter McVerry Trust providesits services, which are tailored to theneeds of the individual, within aframework of equal opportunities,dignity, and respect.

2.2 Our Aims and Objectives

• Peter McVerry Trust aims to provide asafe, challenging and supportive drug

free environment and to target thosemost marginalised in society throughits service provision.

• Participants are treated with respectfrom the outset and are activelyencouraged to be involved in allaspects of their own care plan.

• Peter McVerry Trust emphasises everyindividual's personal choice andresponsibility.

• Peter McVerry Trust endeavours toassist each person to re-establishhimself or herself in the communityand their move towards greaterindependence.

2. Mission Statement andGuiding Principles

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The Trust is currently involved in the following networks:

Voluntary Drug TreatmentNetwork VDTN

Dublin North City andcounty regional drug

task force

South West RegionalDrug Task Force

NEVA (Network Ex-Prisoners Voluntary

Association)

HSE Under 18s

North Inner City Local Drug Task Force

Homeless AgencyTransitional Network

The HomelessNetwork

2.3 Guiding Principles of PeterMcVerry Trust

Underpinning our aims andobjectives and in the delivery of theservices offered by Peter McVerryTrust, we adhere to the followingvalues:

• We endeavour to operate a non-judgmental approach toparticipants.

• We endeavour to hold anunconditional positive regard forall participants.

• We recognise that each personhas individual personal needs.

• We recognise that each person isunique in their own right.

• We recognise the ability of eachperson to bring about change.

• We recognise the importance ofrespect for young people toenhance such changes.

• We recognise the importance oftrustful relationships and the timeit takes to build such relationships.

• We recognise the importance ofconfidentiality.

2.4 Underpinning Our Vision

2.4.1 Continuum of Care ModelPeter McVerry Trust provides arange of services through acontinuum of care model, based onthe principles of respect anddignity. The continuum of caremodel aims to provide a range ofservices to clients to facilitate theirjourney into mainstream society,addressing their diverse range ofneeds along the way.

2.4.2 The Homeless AgencyCompetency FrameworkThe Homeless Agency CompetencyFramework is a working manual andtoolkit for the Homeless ServicesSector. It has been designed toassist managers across the sector inrecruiting and promotingprofessional and competent staffwho will have the skills andcompetencies to serve the sector. Itensures that effective andconsistent standards are upheld inthe sector. It also raises theawareness of prospective workers ofthe competencies that are requiredto work in the sector. Peter McVerryTrust has been involved in the roll-out of the Framework to date and iscommitted to this on-going work inpartnership with the HomelessAgency.

2.4.3 Interagency Model ofWorkingPeter McVerry Trust understandsthe importance of interagencyworking in order to improve co-ordination of service delivery,eliminate gaps in services, assist inclient progression betweenagencies and decrease duplicationof services. The Trust is committedto developing its formal andinformal links with other relevantservices with the aim of improvingclient needs.

2.4.4 Historical Inter-AgencyPartnershipsPeter McVerry Trust has supportedthe following initiatives from theirestablishment and continues tosupport them in their operation:

• Balcurris Boys' Home - MissionStatement

• “Balcurris Boys' Home aims towork with young people in ourcare to support them as theydevelop the skills that willultimately allow them to liveindependent lives. BBH willcontinue to support the youngperson when they move on fromour care through our needs-basedcontinual care service. We willprovide a safe living environmentfor five young people, three ofwhom will be from the Ballymunarea at any one time.”

‘Being able to go to the stabilisation programme everyday and not have to hang around the streets gives

me a purpose and goal and helps me to look at my drug use and do something about it.’

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• Belvedere Social Services -Mission Statement

•“To enable young people to movefrom statutory care placements toindependent living by providinginformation, advice, individualsupport, structured programmesand developing skills, confidenceand self-esteem of the youngpeople in the context of providingsemi-independentaccommodation. Belvedere SocialServices offers semi-independentaccommodation for six youngpeople 17-19 years old at entry,and an outreach service to ex-residents.”

• BOND Project - MissionStatement

•“BOND is a community basedinitiative in Blanchardstown, whichseeks to support the integration ofyoung people involved inoffending behaviour and/or young people leaving prison. This isachieved by challenging the youngperson's offending behaviour andfocusing/directing them intoappropriate supports in thecommunity. BOND Project offers arange of services includingtransitional accommodation for sixyoung people aged 18 years orover, who are returning to thecommunity of Blanchardstownfrom prison or places ofdetention.”

Our commitment to thesepartnerships and initiatives willremain strong under this StrategicPlan.

2.4.5 Commitment to QualityAssuranceIn the provision of all of ourservices, and in our other activities,the Peter McVerry Trust iscommitted to a high level of quality.We view a commitment to goodpractice in all that we do asultimately being linked to ourcommitment to the participants inour service areas.

The Peter McVerry Trust is currentlydeveloping two quality assurancetools:

• Putting People First - a goodpractice handbook for homelessservices - published by theHomeless Initiative in 1999, thisgood practice handbook outlinesstandards and performanceindicators for some homelessservices, including organisationalstandards.

• QuADS - Quality in Alcohol andDrug Standards - The QuADSOrganisational Standards Manualfor Alcohol and Drug TreatmentServices was developed by thejoint Alcohol Concern/StandingConference on Drug Abuseproject funded by the Departmentof Health and supported by the

UK Anti Drugs Co-ordination Unit.The QuADS standards providecriteria against which alcohol anddrug treatment services can assessand develop their practice andplace a particular emphasis ongood staff training.

As an organisation with a voluntaryelement to its work, we do not see'voluntary' and 'good practice' as inany way incompatible. We expectpaid and unpaid staff alike todemonstrate respect andcommitment to all participants andto their work. Our internal trainingwill reflect this commitment.

2.4.6 Commitment to MeasuringOur PerformanceAs a professional organisation, it isimportant that our performance andoutputs are measured andmonitored. Good quality informationand data allow us to measure ouractual outputs against our plannedoutputs, allow us to benchmarkagainst other organisationsproviding similar services, facilitateongoing service improvements, andallow us to show our funders howwe have used the funding provided.The Peter McVerry Trust alreadygathers data in relation to a numberof areas of our service. Under thisstrategy, we will expand this datacollection, and use of this data tosupport the management and Boardof the PMVT. (See also Sections 4.9and Appendix 4.)

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The following is a list of some of the agencies with whom the Trust works:

HSE AddictionService

Community DrugTeams

Dublin CityCouncilKeltoi,

CoolmineTherapeuticCommunity

Homeless AgencyThe Rutland,Cluain Mhuire

BOND,Soilse,ACRG

HSE SocialInclusion

Dublin City VEC

Merchants QuayIreland,

Focus IrelandRendu Apartments

Dublin SimonCommunity

2.4.7 Working to Achieve WiderChangeThe main focus of the Peter McVerryTrust is the delivery of services (seeSection 3.2). However, we areconscious that the services we offerare just one part of a jigsaw ofservices (mainly but not exclusivelystate-provided) that our clientsinteract with. The work of the Trustprovides us with a perspective, andwith specific insights, that may allowus to provide learning for otherservice providers, e.g. in areasrelating to health, criminal justice,drug use, homelessness or otherareas.

To this end, and in line with ourhistory, the Peter McVerry Trust willcontinue to contribute in aconstructive way to public debateson issues that affect the people withwhom we work. This will meancommunicating information aboutour ongoing work and making otherfocused, evidence-based inter-ventions where appropriate. (Seealso Section 4.7 and Appendix 3).

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3.1 Board and Management Structure

The structure of the PMVT is shown below.

3. Organisational Structureand Service Areas

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ResidentialTransitional Service

Residential CommunityDetox Service

CEO

IT & Administrative

Support

Head of Services

Settlement & TenancySustainment

Service

ResidentialAftercare

Service

Head of HR Training &Development

Fundraising Department

Day Services - Referral &Assessment, Outreach, Education,

Training & Development

Service: Narrative:

Referral & Assessment: This is the first point of contact for those accessing many of PeterMcVerry Trust services. The Referral and Assessment Worker responds toall initial enquires regarding the Trust's services as well as assessing eachperson for referral to an appropriate service.

Outreach Service: This outreach service is underpinned by a harm reduction approach.Every efffort is made to source emergency accommodation and addressany urgent needs, whilst offering support to access appropriate servicesto help people gain the life skills needed to live independently.

Open Access Service: This drop-in day centre offers ongoing support, advice and advocacy forthose who are homeless. The team also provide support to people whowish to move on to other services, providing opportunities forprogression. Fr. Peter McVerry's office and the Outreach Team are basedhere.

Education, Training & This core day service responds to the varied needs of young Development Service: homeless people. The centre operates a stabilisation programme as well

as a diverse programme of educational and training activities. One-to-one support is also offered to participants to help them to gain the lifeskills and coping mechanisms they need to live independently and tobreak the cycle of homelessness.

Residential Transitional Service: This service provides accommodation for those over the age of 18 years.Individuals are given support to address the issues which havecontributed to their homelessness, to link with the Trust's other servicesand to progress from here to more independent accommodation. Thisservice can accommodate 6 people.

Residential Community This service, which is approved by the HSE, provides 25% of all DetoxificationService: community detox beds in Dublin. The six-week residential programme

provides a safe and stable environment for people who wish to detoxifyfrom methadone. Residents participate in a two-tier model, which isbased on relapse prevention and a therapeutic horticulture programme,in conjunction with one-to-one key working with the individual. Theproperty is based in north County Dublin and can accommodate 7people.

Residential Aftercare Service: This service provides aftercare accommodation for individuals whorequire secure and stable accommodation to maintain their recovery andprovide an opportunity for continued personal development. We acceptreferrals from individuals who have completed a residential drugtreatment programme or who are drug free and in need of aftercaresupport. All participants engage in drug free day programmes whileliving in the houses. Within the projects, personal development plans aredesigned for each individual, allowing them to develop independentliving skills and coping mechanisms within a safe and structuredenvironment. Two facilities can accommodate ten people.

Settlement & Tenancy This service has access to suitable move-on accommodation for Sustainment Service: those who have successfully completed an aftercare programme and/or

have acquired the skills needed for independent living. Support isprovided for those moving into their own homes to help sustaintenancies, live independently and re-integrate into the community.

Head Office, Mountjoy Square: The following staff and functions are located here: CEO; Head ofServices; Head of HR, Training and Development; FundraisingDepartment; IT Manager; Office Manager and administration.

3.2 Overview of Service Areas

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3.3 Paving the Way for theStrategic Plan 2005 & 2006

This Strategic Plan relates to the2007 to 2009 period. However, thePlan builds on a range of importantactions undertaken during 2005 and2006 which laid the foundations forthis Plan. Selected key actions fromthis period are listed in the sub-sections below.

3.3.1 Building Sustainability • Introduction and development of

a dedicated support andsupervision system for staff &management teams throughmonthly supervision.

• Introduction and development ofa continuum of care model withprocedures to ensure transfer ofrelevant information and tominimise duplication.

• Through regular and effective useof management and teammeetings, the newsletter andother tools, we will ensureeffective communicationthroughout the organisation.

3.3.2 Human Resources andTraining• Induction programme for all new

staff.

• Facilitation of the training ofmanagers in the competencyframework.

3.3.3 Service Development

Aftercare Project:• Recruitment, induction and

training of a dedicated staff teamto work in the projects.

• Refurbishment of premises tomeet Health & Safety standardsin line with best practice.

• Reopening of Avoca aftercareproject.

• Engaged Architect to draw upplans for the future expansion ofthe facility to increase capacityby 29%, including costings.

• Refurbishment of Cabra premisesto meet Health & Safetystandards in line with bestpractice.

Lantern Residential CommunityDetox Service:• Recruitment, induction and

training of a dedicated staff teamto work in the project.Refurbishment of premises tomeet Health & Safety standardsin line with best practiceincluding renovation of barnstructure to include gym, grouproom, manager's office andstorage room.

• Reopening of LanternCommunity Detox Service.

• Introduction of horticultureprogramme to complementexisting therapeutic programme.

• Development of the land inconjunction with residents'horticulture programme.

Outreach Service:• Recruitment, induction and

training of a dedicated outreachteam to work with the mostvulnerable clients in the Trust.

• Initial placement of the outreachteam in Sherrard Street to ensuregreater links between OpenAccess, Outreach and all otherPMVT Services.

Education, Training &Development Service:• Establish a new core day service

to provide educational andtraining opportunities as well asone-to-one support toparticipants to help break thecycle of homelessness.

• Offer a diverse range ofprogrammes and activities inresponse to the needs ofparticipants.

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Referral & Assessment:• Recruitment, induction and

training of a Referral &Assessment Worker

• To centralise the PMVT referralprocess.

• Initial placement of the ReferralWorker in Head Office.

• The streamlining andstandardisation of the referraland assessment form to ensurethey are client friendly andtransparent.

Transitional Residential Service:• Transfer line management

structure from Fr. Peter McVerryto the Trust.

• Reduction of staff team in linewith comparative projects in theTrust.

• Refurbishment of premises tomeet Health & Safety standardsin line with best practice.

• Homeless Agency Evaluation ofPMVT Transitional Facility.

Settlement & TenancySustainment Service:• Identify donor(s) to fund

acquisition of apartments forTenancy Sustainment Service.

Finance:• Consolidate operation of all

income and expenditure throughthe Peter McVerry TrustOperations.

• Record all income andexpenditure using TAS financialpackage.

• Streamline payroll system.

Fundraising and Communications:• Recruitment, induction, and

training of a fundraising manager.

• Develop a comprehensive 3 yearfundraising strategy that willensure the necessary resources tosustain the organisation beyond2009 and enable us to completeall capital development projectsand the necessary acquisitionsoutlined in this plan.

• Launch the first ever PeterMcVerry Trust newsletter“Opening Doors”.

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Action Target

4.1 Strategic Planning Process

• Engage external consultant to carry out consultation process to 2007inform Strategic Plan.

• Consultation process with the Board, staff and participants. 2007

• Final draft prepared and circulated for feedback from staff. 2007

• Final draft ratified by the Board. 2007

• Strategic Plan published. 2007

• Conduct a Mid-term Review of the Strategic Plan. 2007-2008

4.2 Building Sustainability

• Introduction of senior management team to lead on service development, 2007human resources, and fundraising.

• To develop the referral and assessment protocols in line with the Homeless Agency 2007Assessment Tool.

• Produce an Annual Report 2007. 2008

• Monitoring, tracking, and evaluating services through monthly manager reports. 2007

4.2.1 Human Resources & Policy Development• Introduction of competency framework across the organisation in line with roll-out 2007-2009

from the Homeless Agency.

• Conduct a comprehensive audit of all HR policy and procedures in conjunction 2007with Adare HRM.

• Development of a comprehensive Health & Safety Statement and Staff 2007-ongoingHandbook to streamline standards to ensure all services are running to best practice.

• Development of a child protection policy and training for staff. 2007

• Create a positive and supportive working environment for all staff through 2007effective HR provision throughout the organisation.

4.2.2 Training• Conduct an audit and roll-out of an in-service training programme and focus on 2007

team development.

• Respond to requests for training by providing a comprehensive in-service training 2007-2009programme for all staff.

• Support staff engaging in further education by implementing policies that are 2007-2009transparent, user friendly and sustainable across the organisation.

4.2.3 Information Technology• Introduce a centralised system for collation of statistics across the organisation 2007-2009

in conjunction with the Homeless Agency LINK system.

4. Key Areas of StrategicDevelopment 2007 - 2009

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• Recruit an IT manager to cover all IT support, purchasing, servicing and 2007development of our IT system to facilitate communication in the organisation.

• Train all staff in IT in order to maximize our IT resource. 2007

• Establish and develop appropriate IT information systems to assist in 2008communicating and recording data.

• Ensure compliance with licenses for all computer hardware and software. 2007-2009

4.3 Service Development

4.3.1 Avoca Aftercare Project• Secure appropriate resources to proceed with draw-down of funding for expansion 2007-2009

to increase capacity in aftercare.

• Secure statutory funding to increase sustainability of this project. 2007

• Develop and implement service level agreements with treatment services and 2008day programmes.

• Develop and implement service level agreements with move-on 2008accommodation providers.

• Assess and review the aftercare programme to incorporate a multi-faceted 2007rehabilitation programme.

• Upgrade the kitchen and dining area in Avoca Aftercare Project. 2008

• Update transport vehicle for Aftercare Service. 2007

4.3.2 Lantern Residential Community Detox• Visit Portuguese model of rehabilitation to assist further development of 2007

horticulture programme.

• Continuously review therapeutic group programme in accordance with Ongoing-2009clients needs.

• Work with HSE to secure clinical governance and ensure adherence to best 2006-2009practice to maintain HSE approval.

• Review and expand multidisciplinary team to include a psychotherapist, 2006-2009senior nurse, one-to-one counsellor, GP and staff nurses to respond to a wider client base.

• Build on existing partnership with Social Welfare Departments to streamline 2007transfer of social welfare benefit of clients entering the programme.

• Develop the methadone protocol, in conjunction with community GPs 2008and pharmacies.

• Secure statutory funding to increase sustainability of project. 2008

• Upgrade windows and shower areas in Residential Community Detox Service. 2008

4.3.3 Cabra Aftercare Project• Recruitment, induction and training of dedicated staff team to work in the project. 2007

Action Target

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• Reopening of Cabra Aftercare Project. 2007

• Identify and secure a property in which to permanently base and operate 2007this service in a sustainable way.

• Complete draw-down of funding for acquisition of permanent base and 2007operate this service.

• Develop and implement service level agreements with treatment services and 2007day programmes.

• Develop and implement service level agreements with move-on 2008accommodation providers.

• Assess and review aftercare programme to incorporate a multi-faceted 2007rehabilitation programme.

4.3.4 Day Services• Amalgamate the Education, Training and Development Service, Outreach Service, 2007

Setttlement and Tenancy Sustainment Service and Referral and Assessment Service to ensure greater integration and provide a more streamlined services delivery to clients.

• Maximise service delivery to clients accessing the Open Access Service by Ongoing-2009increasing participation in the Day Programme.

• Introduce weekly case management meetings between the Day Services. 2007

4.3.5 Outreach Service• Strengthening of Outreach Service in relation to resources. 2007

• Review of location and connection with open access service. 2007

• Review need for after hours service. 2007

• Identify and secure a suitable property for a residential stabilisation facility and/or 2007-2009short stay residential placement to provide additional emergency accommodation options to those accessing the outreach service.

4.3.6 Education, Training & Development Service• Review the role and function of the service after 6 months to ensure seamless 2007

integration into the Trust in meeting the needs of existing clients accessing services.

• Offer a nurse clinic to participants accessing PMVT Services. 2007

• Establish a stabilisation programme to support existing clients accessing 2007services within Peter McVerry Trust.

• Assess and review day service programme to ensure we meet the education, 2007training and development needs of our most marginalised and vulnerable service users.

4.3.7 Referral and Assessment Service• Integrate Referral and Assessment Service into Day Services. 2007

• Develop referral and assessment protocols in line with the Homeless Agency 2007Assessment Tools.

Action Target

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• Promote the diverse range of services offered to PMVT to external stakeholders. 2007

• Relocate Referral and Assessment Service to Day Services premises. 2007

• Offer flexible assessment options to external agencies. Ongoing-2009

• Develop and progress participation with other PMVT services by attending case Ongoing-2009management meetings on a regular basis.

• Collect data and streamline collation of statistics in PMVT. 2007-2008

• Track and monitor clients from point of entry to PMVT services in line with 2007-2009continuum of care.

• Be available to all PMVT services to provide mental health assessments and 2007-ongoingadvice to staff teams.

4.3.8 Transitional Residential Service• Introduce Health and Safety statement, policies and procedures and individual 2007

personal plans into operation of transitional service.

• Prepare for recommendations as outlined by the Homeless Agency. 2007

• In line with the HA evaluation, review aims and objectives of service and 2007programme offered, in consultation with staff team.

• Engage architect to prepare drawings, plans and costings for total refurbishment. 2007

• Make relevant applications for funding for refurbishments. 2007

• Integrate staff team into wider organisation in response to consultation feedback. 2007

• Undertake second phase of Capital Development programme at OngoingTransitional Facility.

4.3.9 Settlement & Tenancy Sustainment Service• Launch Tenancy Sustainment Service and increase units from 6 to 20 by 2009. 2007-2009

• Ensure all clients have licensed tenancy agreements. 2007

• Ensure all clients have an assigned keyworker and ongoing care plan. 2007

• Establish links and develop partnership with local authorities and landlords 2007-2009to support seamless move into the community from tenancy sustainment.

• Promote positive relations with neighbouring residents to encourage an affirmative 2007attitude to this service.

• Work in partnership with Belvedere Social Services to prioritise their referral to 2007-2009this service above referrals from external agencies.

• Complete draw-down of funding for acquisition of 5 further one bed apartments 2008for Tenancy Sustainment Service bringing capacity to a minimum of 16 units.

• Identify and secure 5 appropriate accommodation units for participants with 2007-2009whom the Trust has a life long commitment.

Action Target

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• Identify donor(s) to fund further acquisition of 4 one bed apartments for 2007-2009Tenancy Sustainment Service bringing the capacity to a minimum of 20 units.

4.3.10 Associated Projects• Provide resources to support BOND's fundraising initiative on a pilot basis for 3 years. 2007-2009

• Support and assist Belvedere Social Services in their continued development Ongoingand to assist them to provide care in line with best practice, ensuring resources of the Trust are available to them.

• Assist the Board of Balcurris Boys' Home in their transition plan for integration into 2007Peter McVerry Trust.

4.4 Targeting State Funding

• Securing State funding for Lantern Detox, Avoca Aftercare Project, Stabilisation 2008-2009programme and Outreach.

4.5 Fundraising

• Targeting of the corporate and major giving sectors as in the fundraising strategy. Ongoing-2009

• Roll-out of all other fundraising appeals under the strategy. 2007

• Consolidation of Welcome Home Christmas appeal with greater central input. 2007

• Recruitment, induction and training of an additional fundraising officer. 2007

See Appendix 2 - Overview of Fundraising Strategy

4.6 Quality Assurance

• Ensure Putting People First and QuADS quality assurance systems are fully 2008adapted for use in PMVT.

• Review whether any further quality assurance tools or systems are required - 2007-2009ongoing monitoring and discussion with other partner agencies such as the Homeless Agency.

4.7 Communications and Lobbying

• Launch the organisation's new Logo. 2007

• Launch of the PMVT website. 2007

• Publication of Open Door Newsletters bi-annually. 2007-2009

• Publication of information pamphlets on all PMVT services. 2007

• Publication of the Strategic Plan. 2007

• Review our wider contributions to public debate and develop a medium term 2009lobbying strategy.

See Appendix 3 - Overview of Communications and Lobbying Strategy

Action Target

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4.8 Capital Development

• Undertake the second phase of Capital Development programme at 2007-2009Transitional Facility.

• Complete draw-down of funding for acquisition of 5 further one-bed apartments 2007-2009for Tenancy Sustainment Service bringing the capacity to a minimum of 16 units.

• Identify and secure 5 appropriate accommodation units for participants with whom 2007-2009the Trust has a life long commitment.

• Identify and secure a suitable property for a residential stabilisation facility. 2007-2009

• Update transport vehicle for Aftercare Service. 2007

• Upgrade the kitchen and dining area in Avoca Aftercare Project. 2008

• Upgrade the windows and shower areas in the Residential Community 2008-2009Detox Service.

• Identify donor(s) to fund the further acquisition of 4 one-bed apartments for 2007-2009Tenancy Sustainment Service bringing the capacity to a minimum of 20 units.

4.9 Performance Measurement

• Review existing indicator data being gathered and fill any gaps to ensure the 2008measuring and monitoring systems meet EU best practice standards.

• Adopt LINK information system in consultation and partnership with the 2007, 2008Homeless Agency, subject to data protections.

• Extend ways in which the satisfaction of both staff and clients is measured. 2008

4.10 Evaluation and Review

• Annual Report will form the basis for a mid-term internal evaluation of the 2008operations of the Trust.

• Head of Services will lead on an annual internal evaluation of the services. 4th Quarter Annually

• The centralised system for collation of statistics across the organisation will be 4th Quarter Annuallyused to monitor, track and evaluate the services and produce quantifiable reports for internal and external purposes.

• Participant reference groups will feed into evaluation of the services to ensure the 4th Quarter Annuallyviews of participants shape the policy and direction of PMVT.

• Head of HR Training & Development will conduct an audit of the HR and 2007 andadministration forms and evaluate the streamlining process across the organisation. 4th Quarter Annually

• Head of Services and Head of HR Training & Development will conduct an 2007 andevaluation of the Health & Safety Statement, Staff Handbook and Project 4th Quarter AnnuallyOperations Manuals.

• Mid-term Review of the Strategic Plan. 2nd Quarter 2008

Action Target

Consultation Process

As part of the preparation work for thisstrategic plan, the Peter McVerry Trustasked an independent consultant toobtain the views of the differentstakeholders of the Trust . This process,undertaken in January 2007, involved:

• Meetings with Fr. Peter McVerry andwith the CEO of the PMVT;

• Meetings through six groups with 32other members of staff, supplementedby telephone input from three staffmembers;

• Telephone interviews with sevenBoard members of the Trust;

• Discussions with eight service users, intwo groups.

This process allowed for a wide rangeof views to be gathered on the servicesoffered by the Trust and on how theTrust should evolve in the coming years.The consultant reported that allstakeholders had been open and willingto comment on the different aspects ofthe work and operation of the Trust.

Appendix 1 - Views ofClients, Staff, Managers andBoard

26

The different views obtained werefed back to senior management andhave informed all aspects of thisplan. This section gives a flavour ofthe views obtained on issuesaffecting the Trust as a whole (i.e. itdoes not present views onindividual service areas but presentsa subset of the views collected onthe wider issues).

Vision for Peter McVerry Trust

Staff expressed the following viewsas regards how they would like tosee the Peter McVerry Trust in fiveyears time:

• That it is professional, a centre ofexcellence, providing aconsistently good service, with anorientation towards action nottalking.

• That it works with the mostvulnerable and the mostmarginalised. 'That the PeterMcVerry Trust will help you whennobody else will'. 'That we don'tturn people away.' This wasemphasised by staff, by Boardmembers and by service users.

• That it is genuinely client centred.'That we meet people where theyare.' That it is non-judgementaland is driven by people, not byprofit or business objectives.

• 'That I would have no hesitation inreferring a family member there ifthey required one of the services.'That it supports clients in makingprogress, whatever that means forthem.

• That the Trust is not afraid tospeak out on issues that affect itsclients.

Staff were also asked what it shouldbe like to work for the Trust in fiveyears time. The following answerswere received:

• 'That we undertake challenging,pioneering and innovative work.'

• 'That we are like a family, that wesupport each other, that we workas a team, without factions.' 'That'management' does not becomedistant from other staff. That wefeel part of the Peter McVerryTrust and not just employees inour own service area.'

• 'That we are treated well. That weare valued. That we arerespected.' That people tend tostay here - low staff turnover.

• 'That we continuously change andre-skill to meet the requirementsof the target group.'

• 'That people work here for theright reasons and care a lot aboutwhat they do.'

• 'That it is a fun place to work.'

• 'That we make a difference (evensmall) to people's lives.' Oneperson said: “If we do this, it willbe the real long-term legacy of Fr.Peter McVerry.”

The discussions with clients of thePeter McVerry Trust indicated thatthe fact that the Trust works withthe most marginalised was also veryimportant to them. In talking aboutthe Open Access service, one clientcommented that this support wasvery important in helping people topersevere with their individualefforts to make changes in theirlives.

Clients made similar points inrelation to the education andtraining provided, i.e. it ensuredthat people had a structure to theirday. “You are not left roamingaround”, as one personcommented.

Other points made by clients inrelation to positive current aspectsof the work of the Trust, which theywould like to see built into theTrust's future vision, were:

• Clients continue to be treated aspeople and as adults;

• Having clear rules and guidelinesfor services, consistently applied;

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• Continuity of staff, insofar as thisis possible, while a person isaccessing the services, i.e. tominimise the number of differentstaff members that the client hasto get to know, and who have toget to know them.

Gaps in Service Areas andHandover between Services

Views on Possible Gaps in ServiceAreasIn terms of comments on theservices offered by the Trust, theidea of the 'continuum of care' wassupported by all service areas. Anumber of suggestions were madeas regards possible gaps in theservice areas.

• Need for a 'stabilisation' placewhere people (drug free or not)could go for a period to consideroptions away from their normalenvironment. This would includeformer clients who subsequentlyhave a 'slip' but who wish to bedrug free.

• There was discussion as towhether there should be anadditional service i.e. supportedhousing for high dependencyparticipants.

• If affordable, weekend outreachsupport would be useful forclients.

• There was a feeling that thecriteria for entering thedetoxification programme areunnecessarily high.

• Provision of 'holistic' services aspart of the various services of theTrust, such as acupuncture,massage, meditation, reflexology,aromatherapy etc.

• Access to expertise on mentalhealth issues and support indealing with these issues wasmentioned by several serviceareas. There is a perception thatthis is an important client groupfor the PMVT (dual diagnosisclients) and that more expertise isneeded here.

• Possible occasional publication ofresearch or views on issuesaffecting the client groups of theTrust.

Handover between Services• While there is a continuum of care

offered across the Trust, it wassuggested that the movementbetween services could beimproved - e.g. waiting listsbetween services.

• Linked to this was the question ofthe 'handover' of a client from

one PMVT service to another. Weaim to ensure that the handoverprocess is a smooth transition forthe client with the relevantkeyworkers being involved toensure this happens.

• As regards the handover ofpeople to external organisations,this can be problematic as peopleoften slip back after being passedon.

• It will be the role of the referraland assessment worker to trackclients’ progression when theymove out of PMVT services.

Issues relating to HumanResources• There was a positive attitude

towards training and professionaldevelopment across the services.It was felt that the PMVT shouldaim for best practice in thisregard.

• Given the level of internalexpertise in the organisation, itwas suggested that cross-trainingcould be set up internally.

• It was stated that training shouldbe open to relief staff.

• Staff in several service areasexpressed a desire to haveexternal supervision as they dealwith difficult issues on an ongoingbasis. Some of these needs may

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be met by managers but theremay also be a requirement forback-up external support.

• There is a need to review policiesin line with other organisationswithin the sector particularly in thearea of provision for pensions, sickleave and maternity leave.

• There was a sense that it isimportant to integrate the longservice PMVT staff (i.e. thoseworking there for more than twoor three years) and the new staffthat have joined more recently.

Office Procedures andProcesses

IT and Data Issues• There was agreement that it

would be good to track usage ofthe different services and to trackpeople as they move betweenservices. There was also interest inproviding data on people 'before'and 'after' to show how the PMVTservices help people. There is anissue of the linkage of any internalsystem to the data system ofoutside agencies, e.g. theHomeless Agency.

• It was suggested that theimplementation of this Plan itselfbe measured.

• The idea of a Users' Group wassuggested, with perhaps a serviceuser sitting on the Trust Board inthe medium term.

Internal Communications • An internal newsletter was seen to

be a good idea, but not enoughon its own. Face-to-face contact isalso needed. Some structuredaway days a few times a yearcould be good, combining thecommunication of information onservices and the organisation;learning; and space for socialinteraction.

• Some level of work exchangebetween services was seen as agood idea.

• We should continue to ensure thatplanned change be accompaniedby a consultation process as thispractice was experiencedpositively by staff.

• Ongoing contact with, and inputfrom, senior managers isimportant, across the differentservices and sites.

5. This was undertaken by Finbar McDonnell ofHibernian Consulting Ltd.

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Fundraising and CommunicationsStrategy - Overview

Purpose of the strategyThe purpose of the fundraising andcommunications strategy for the PeterMcVerry Trust is to develop acomprehensive approach that identifiesand sets out the process, sources andactivities for realising the financial needsof the organisation as well as increaseawareness about the charity's work. Thestrategy and objectives have beeninformed by past fundraisingexperiences and a SWOT analysis.

This plan aims to ensure better targetingof funders and the highest possibility offunding success through realistic andachievable target setting. The strategyaims to highlight the need for a shared

responsibility for fundraising and for astructured communications approach.

ObjectivesThe objectives for this strategy are two-fold, encompassing Fundraising andCommunications.

Fundraising Mission StatementTo provide an expert and professionalfundraising approach that is recognisedas a key function of the organisation. Allfundraising will operate within charity lawguidelines and in an honest andtransparent way, which maintains publicconfidence in the organisation.

Fundraising Objectives• Establish an expert fundraising

operation as a core function of theorganisation.

Appendix 2 - Overview ofFundraising Strategy

30

• Increase level of fundraisingincome to E2.5 million over fouryears to cover operational costsand retain a reserve fund (4months running costs).

• Develop new sources of fundingthrough a targeted marketapproach.

• Ensure all fundraising activity iscoordinated and managed throughthe fundraising office.

Strategy

IntroductionIn response to the set objectives theFundraising Strategy andCommunications Strategy will offerindividual plans of action, however, itshould be recognised that these willoverlap and aim to benefit eachother. The Fundraising Strategy isnot solely about bringing in incomebut must do so within the context ofthe organisation, and theCommunications Strategy shouldleverage all fundraising efforts.

Fundraising Strategy

Fundraising operationTo achieve the fundraising objectivesthe following strategic aims will beimplemented:

• Establish clear job descriptions,roles and responsibilities within thefundraising office.

• Build expert team, offer trainingopportunities.

• Develop volunteer support base.

• Develop realistic targets andfundraising budget.

• Make effective use of fundraisingdatabase and other IT resources.

• Develop comprehensive policiesand procedures.

Increase fundingIn order to substantially increase thefundraising income, a number ofstrategic aims will occur:

• Develop a fundraising database totarget existing donors moreefficiently and effectively, as well asrecord new donors and trackcampaigns.

• Develop new fundraisingcampaigns.

• Offer increased support tocommunity groups who arefundraising on our behalf.

• Aim to increase level of regulargiving and build a base of loyalsupporters.

• Merge existing fundraising appealsto ensure they are reaching theirpotential.

New sources of fundingThe fundraising history research andSWOT analysis clearly identifies thescope for developing new fundingopportunities. This will be achievedby:

• Developing appeals which willspecifically target new supporters.

• Researching and identifyinguntapped grants/trusts.

• Develop new fundingopportunities from companies.

• Draw on the contacts andexpertise of PMVT stakeholders.

Coordinated approach tofundraisingIt is essential to maintain visibility offundraising opportunities thereforeall fundraising efforts must bereported through and managed bythe fundraising office. This ensuresthat efforts are not duplicated andany opportunities are exploited totheir full potential.

Welcome Home and Calcutta RunCommittees

• Schedule regular meetings of allthe relevant parties involved infundraising activity to support andassist fundraising efforts.

• Develop reporting structures forcommunicating potentialopportunities.

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Communications Strategy

Communications Mission StatementTo strive to improve public knowledgeabout the charity's work, providingclarity about the organisation's aimsand priorities. To develop greater brandawareness and ensure that allinformation communicated about thecharity is consistent.

Communications Objectives• Increase awareness about the work of

PMVT.

• Develop brand identity.

• Enhance and build relationships withvarious publics.

• Maintain a transparent and opencommunications approach bothinternally and externally, regularlycommunicating our fundraising goals.

Elements of CommunicationsStrategyIncrease awarenessThe mission of the charity must be clearacross all levels of the organisation andto its publics, demonstrating a focusedand professional approach.

• Develop informative literature on allservices.

• Create a website and ensure linkageto Welcome Home and Calcutta Runsites.

Appendix 3 - Overview ofCommunications andLobbying Strategy

32

• Introduce a consistent brandapproach across all materialproduced.

• Produce regular newsletters.

• Develop relationships withjournalists and other mediaprofessionals.

• Focus on improving donorcommunications.

Brand identity• Establish a logo and strapline.

• Organise stationery, marketingmaterial for the charity.

• Ensure all material produced inassociation with the charity carriesPMVT logo and strapline.

Build relationships• Record accurate information on

database to build profiles onexisting supporters and help aiddonor cultivation.

• Offer support and information toall enquiries in an efficient andfriendly manner.

• Develop new support by offeringnew appeals to target markets.

• Offer support and guidance toexisting fundraising committees.

Internal and externalcommunication• Develop newsletter to be

distributed widely to supporters,stakeholders etc.

• Develop use of email system toinform and update staff offundraising developments.

• Ensure all published material isapproved in advance.

• Set up regular meetings with staffand provide fundraising progressreports.

• Ensure regular press releases aresent to press updating them ofdevelopments.

• Ensure website and all literatureproduced contains accurateinformation and is up to date.

Lobbying Strategy

• Review our current contributionsto wider public debate.

• Assess how we can build on thedata being generated by ourinternal monitoring system, andby the frontline experiences of ourstaff, to provide useful insights forother organisations - for example,can we build on this data andinformation to produce occasionalresearch papers?

• Assess our membership of widernetworks, at both Irish andinternational level, to see if thereare others we should join to shareour experiences and learning.

• Review how this widercommunications strategy links toour ongoing communicationswork in terms of website,fundraising etc. and to ourcommunications work with localcommunities in areas where ourservices are located. Develop amore detailed, medium-termlobbying strategy.

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Developliterature

Brand building

Marketingmaterial

Website

Build donorprofiles

Improve internalcommunication

Design and write literature tocover all services as well asproduce regular newsletters forsupporters.

Introduce logo and straplineacross all material.

Liaise with designers andsuppliers to create stationery,banners and otherfundraising materials.

Develop website.Ensure linkage betweenWelcome Home and CalcuttaRun sites.

Use new fundraising databaseto record accurate informationon donors.

Email updates in theorganisation.

Staff newsletters distributed(set up a committee to managestaff newsletter). Provideinformation for staffnoticeboards. Invite staff tomeetings to remind them ofthe fundraising goals. Visitservices to discuss fundraisingstrategy.

Sept-Dec 2007

Newsletter (bi-annual)

Aug - onwards

Sept-Dec 2006

Sept-Oct 2006

Ongoing

Ongoing

Visit services Jan-Feb each year todiscuss fundraisingaims andobjectives.

Help inform people about thework of the charity. Thenewsletter will aid the promotionof new events as well as thanksupporters, and keep peopleabreast of new developments.

Public will instantly recognise thecharity and its purpose.

Exhibit professionalism and helpmarket fundraising events andpromote the charity to full effect.

Useful communications tool,inform site visitors of charity'swork and provide ways ofsupporting - including an on-linedonation facility.

Allow for more effective targetingof funders.

All staff should be able topresent the case for support.

Task Proposed activities Time frame Expected outcome

Communications Strategy: Implementation Plan - Examples

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The Peter McVerry Trust is committedto measuring and monitoring its workon an ongoing basis. This will be doneto facilitate the ongoing improvementof services, to provide information toallow the management and the Boardto fulfil their functions, and to allow forbenchmarking with other organisationsproviding similar services. Theproduction of good monitoring dataalso facilitates the evaluation of ourwork.

Indicator System

Our broad model of performanceindicators follows the systemrecommended by European

Commission for the evaluation of anysocio-economic programme6. Thissystem distinguishes between four kindsof indicators:

1. Resource indicators provideinformation on the financial, human,organisational and other means usedto implement programmes. Wemeasure this mainly through ourbudgeting processes.

2. Output indicators represent theproduct of our activity, i.e. what is'bought' for the expenditureincurred. At present, we measure thenumbers accessing our services,where these clients have beenreferred from, what supports clients

Appendix 4 - MeasuringPMVT Performance

36

avail of when in our services, andthe numbers completing ourprogrammes.

3. Result indicators represent theimmediate outcomes obtainedfrom our work, i.e. while peopleare still in contact with us. Atpresent, we measure theoutcomes achieved by clientswhile in our services. We alsotrack where people are referredto after they leave the PMVTservices.

4. Impact indicators represent thelonger term consequences of ourwork. Impacts are harder tomeasure as they occur afterclients leave our services.However, PMVT will undertakesome follow-up work to track thelong term impact on clients.

At present, therefore, a certainamount of good indicatorinformation is being collected bythe PMVT and this faciltatesongoing monitoring of services.However, there are some gapsacross the four areas listed aboveand we plan to start collecting datain these areas during the period ofthis strategic plan. Also, bycomparing our outputs to ourresources in a systematic way, weplan to develop benchmarkindicators which we can use tocompare our services with similarservices elsewhere.

LINK Information System

The PMVT will plan to implement aninformation system called LINKduring the life of this strategic plan.This is a client integratedinformation system which wasdeveloped in 2001 by the HomelessAgency. The Agency uses thesystem to improve and developservices and their delivery withinand across the homeless sector toclients and to ensure they receive acontinuum of care based on anaccurate and up to date assessmentof their needs. The system tracksand shares information betweennamed agencies on keyinterventions and outcomes byrecording in a single databasespecified and clearly definedinformation on clients and their useof services.

Our use of the LINK system will besubject to data protection laws andgood practice. The Peter McVerryTrust began discusssions with theHomeless Agency as regards theuse of the LINK system in the firsthalf of 2007.

Measuring Satisfaction

As part of our collection of indicatorinformation, we will collectinformation on the levels ofsatisfaction of both staff members

and clients. In relation to theformer, we currently collectinformation via performancereviews, ongoing supervision ofstaff and from exit interviews. Inaddition to continuing with thesemeasures, we plan to add themethod of staff satisfactionquestionnaires (to be submitted in away that will protect the anonymityof staff) during the life of this Plan.Staff views will also be gathered aspart of any interim evaluation of thisPlan (as they were in itspreparation).

As regards clients, information onsatisfaction is currently gathered viathe key working process and fromthe exit interviews undertaken asclients leave the services. Under thisPlan, as with staff members, wewould propose to also gatherfeedback via questionnaires whichcan be submitted in a way toprotect the anonymity of clients,and through client focus groupswhen the Plan's progress is beingevaluated.

6. See Evaluation of Socio-economic Development: The Guide - athttp://ec.europa.eu/regional_policy/sources/docgener/evaluation/evalsed/

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Contact details

29, Mountjoy Square, Dublin 1T: 01 8230776 F: 01 8230778 E: info@pmvtrust.ie W: www.pmvtrust.ie

Peter McVerry Trust Ltd. registration no. 98934. Charity no. CHY 7256

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