As well as our wider community of staff and members/participants, we would like to thank the following members of the EVE Strategic Planning Working Group for their contribution to the process of developing this plan:
Adebola Fatogun Phoenix Clubhouse
Alice Dodrill Rainbow Clubhouse
Ashleigh Farrell Phoenix Clubhouse
Carmel Keenan Quality Assurance
Catherine Wells Tuiscint HUB
Emma McGuire HSE MHER
Gemma Byrne Cherryfield HUB
Gerard Tracey Phoenix Clubhouse
Greg Stynes Slánú
Jenny Langley Slánú
Jim Walsh Peer Advocacy Mental Health
John Faassen Tuiscint HUB
Joy Behan, Castleview HUB
Laura McLernon New Horizon HUB
“I was honoured to be asked to take part in the working group… I felt my opinions mattered and feedback was taken on board”
Member of Clubhouse & Working Group
Margaret Webb, GM EVE
Marvel McKaiver Forás HUB
Mary Toland Cherryfield HUB
Richard Delaney Rainbow Clubhouse
Sophie English Rainbow Clubhouse
Susan Melia Castleview HUB
Tom O’Brien Slánú
Foreword
By Margaret Webb, General Manager, EVE Services
The evolution of EVE services has taken place at a time when society is beginning to realise that people are the ultimate experts of their own experience. Our role is to support each individual who uses our services to live the life of their choosing, and support them in their journey to become active and valued citizens in their community. While this looks different for each person, all of our work and activities are driven by a desire to align with the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD). This involves a commitment by EVE to promote, protect, and ensure full and equal enjoyment of all human rights and fundamental freedoms, for everyone we support.
To date, we have used A Vision for Change (2004), New Directions (2012), Healthy Ireland (2013), and the National Framework for Recovery (2018) to underpin our organisation’s transformation process, as we seek to deliver recovery-oriented, person-centred services. The ambitions of Sharing the Vision (2020) and the demands of the Mental Health Commission’s National Quality Framework (2023) has now created an imperative for us to review our current practice and develop an action plan for service improvement that is embedded in a trauma-informed approach (TIA). Critical to this is reconciling TIA with our current strength-based, person-centred, recovery-oriented ethos and developing a universal approach that improves our understanding of the impact of trauma, and how it may present in the lives of our service user community of members and participants.
According to SAMHSA (2014), the first step for EVE adopting a traumainformed approach requires us to realise the impact of trauma, recognise the signs and symptoms of trauma, design a response to fully integrate this knowledge in to policy and practice and all the while actively resist retraumatisation. These four R’s are the bedrock for moving forward and integrating a trauma-informed approach into our service models. EVE is committed to engage with our community of members/participants and staff, in developing a strategy that will embed a trauma-informed approach into our services and programmes over the lifetime of this plan.
For this to take place, compassionate leadership is required to support the community of EVE. This involves paying attention to staff and members/ participants, listening to their concerns, developing a shared understanding of the challenges they face, caring and most importantly taking intelligent action
to serve and help others (West, 2021). Leaders come in different guises, they may be staff, they may be members/participants or they may be supporters in the community. Coming from a place of compassion, and a commitment to collaboration, we can shift the narrative, validate the lived experience of people across our services and build a kind, hope-inspiring community.
That compassionate leadership and commitment to engagement has been the basis of the approach taken to develop this Strategic Plan. Led by our Peer Support Worker in partnership with Peer Advocacy in Mental Health, we harnessed the wisdom of members/participants and staff to identify their priorities and agree on a common vision for our services for the next five years. We have also witnessed the invaluable impact of our Peer Support Worker on every aspect of the planning process which has emphasised for all concerned the importance of having the voice of lived experience leading service improvement. It confirms the need for us to create meaningful opportunities for people with lived experience to actively engage in service improvement initiatives, to develop peer-led initiatives and to develop employment opportunities that harness the expertise of lived experience.
Reflecting on the priorities identified by our member/participant and staff in this strategic planning process, it is clear that people’s wants are simple: to be healthy, to connect to others, to have personal agency and to be able to live the life of their choosing. And all the while to be treated with kindness and compassion. EVE services have long committed to creating opportunities that are hope-inspiring as we know that for many the capacity for hope has often been lost along their life’s journey. Over the lifetime of this plan, we will continue this mission supporting people work, live and learn as active citizens in their communities.
“It is clear that people’s wants are simple: to be healthy, to connect to others, to have personal agency and to be able to live the life of their choosing.”
Please see our glossary on page 22, which will explain any terms you may be unfamiliar with.
Introduction
EVE has played a leading role in the provision of high quality community-based mental health services across Leinster since 1991. Subsumed into the HSE in 2010, EVE seeks to provide person-centred services that support social inclusion amongst adults living with mental health challenges, autistic adults and adults with an intellectual disability. We do this through our network of community-based Clubhouses, HUBs and Vocational Training services in locations across HSE Dublin, Kildare and Wicklow.
10
HUBs
The HUB Model is personled and uses person-centred thinking tools. It takes account of each individual’s needs and works with them to plan and achieve the goals they themselves deem most appropriate. Our person-led approach focuses on the individual, not the service. We offer a wide range of supports to improve the individual’s wellbeing, from advice and planning to practical support with daily living skills.
7
Clubhouses
Clubhouses are collaborative, empowering environments which aim to build people’s self-confidence and reduce isolation. EVE Clubhouses are a member-led, communitybased model, which offers life-long membership and support to members in leading a socially and economically productive life in the community. Activities are focused around the Clubhouse’s work units, employment, education and social programmes, in accordance with the International Clubhouse standards
2
Vocational Training
Vocational Training programmes are delivered in EVE GHIS and EVE Plantmarket on behalf of SOLAS/ETBs and offer a range of certification at FETAC levels 3, 4 & 5 in Information Technology and Amenity Horticulture. These programmes also offer additional programme activities that support student’s physical and mental health journeys.
“We believe in the fundamental right of people to live a personally fulfilling life in their local community.”
HSE Print also hosts a number of EVE members and participants in work experience roles, as part of their Stepping Stones Programme.
EVE’s service delivery models are informed by the values and principles set out in national policies. For our mental health services, Sharing the Vision (2020), the HSE’s Mental Health Engagement & Recovery Strategic Plan 20232026 and the recently published Engagement Framework (2024) prioritise the design and delivery of a person-led, holistic and recovery-focused mental health service. New Directions prioritises the development of individualised, outcome-focussed supports to allow members/participants to live the life of their choosing, in accordance with their own wishes, needs and aspirations.
All of the policies cited share a common goal to support people live the life of their choosing and are underpinned by the United Nations Convention on the Rights of Persons with Disabilities (UNCPRD).
Honouring these policies and the expressed wishes of the community of EVE services, we believe in the fundamental right of people to live a personally fulfilling life in their local community, and recognise the importance of supporting people’s health and wellbeing in order to achieve this. Therefore, we are committed to developing a culture that values the wellbeing of our members & participants, staff and the communities in which we work, live and learn.
We Co-Produced Our 5 Year Plan…
For over twenty years, EVE has been committed to offering person-centred services. This means:
Working with each individual to identify their key strengths
Capturing the essence of what is most important to them
Establishing how best to support them
As a result, people who use our services are at the heart of everything we do and this is reflected in our vision, mission, and underpinning values. Recognising that “co-production is the most effective way for services to work in partnership with people with lived experience” (Mental Health Engagement Framework, 2024) we were determined that co-production would be central to our Strategic Planning process. To this end, our working group was comprised of members/participants, staff, and management and was co-chaired by our Peer Support Worker and the General Manager.
Working Group Formed
Comprised of members, participants, staff, management and a representative from Peer Advocacy in Mental Health.
Community Survey
All members, participants and staff across EVE were invited to contribute. 73 responses were received from 20 EVE centres.
Thematic Analysis
Handwritten response data was gathered from the event activities, digitally recorded, analysed, summarised and reported on.
Data Verification
Volunteer members, participants and staff verified the data, to ensure it was accurately recorded, analysed and represented.
“It was a great day from start to finish, meeting old friends and getting to know new people. I really enjoyed the experience.”
EVE Participant
“With the accessibility of peer-led programmes, it gives me hope for the future, apart for myself, also for new participants.”
EVE Participant
The working group designed and distributed a survey to our twenty EVE services, inviting feedback from all members/participants and staff regarding their personal experience of EVE and asking how we could best support them live the life of their choosing.
Their responses were then used to develop an interactive day-long event which was hosted exclusively by people with lived experience (who had received bespoke facilitation training with Peer Advocacy in Mental Health) and attended by over 90 people. Together, we explored our members/participants’ and staff’s hopes, wishes, and priorities for the future of EVE. Following the event, volunteer members/participants and staff verified the accuracy of the information summarised and confirmed that its analysis reflected what had been discussed on the day. A collaborative drafting process followed, the plan was reviewed by a focus group, all stakeholder feedback was incorporated and the document was signed off by the working group.
Thematic Analysis
Survey responses were analysedtoidentifyrecurring themesandasenseofthe preferred priorities for the next five years.
Priorities Identified
Strategic Priorities identified by members, participants and staff were explored, crafted and drafted for approval by the working group.
Community Event
90+ members, participants and staff were in attendance from 17 EVE centres.
Strategic Plan
A draft plan was developed, before being reviewed by the wider EVE community and approved by the working group.
And Everybody Agreed…
Our Vision
To build hope-inspiring, compassionate environments with our Members & Participants, where they feel individually supported to find connection and meaning, to feel empowered and to live the life of their choosing.
Our Mission
EVE provides personcentred, community-based supports and services...
…which facilitate our Members & Participants active engagement in the communities where they live, work and learn,
…in their pursuit of improved health, wellbeing, lear ning and social inclusion.
Our Approach
This will be achieved by adopting a universal design approach… We have recently engaged in a period of academic research and debate, to understand how adopting a trauma-informed approach will work with our current practices. In doing so, we encountered the concept of Universal Design as an approach to healthcare. More often a phrase associated with architecture, the term Universal Design refers to intentionally developing solutions (buildings, spaces, services) which are accessible to and usable by the widest audience possible, without adaptations. In a healthcare context, this requires service providers to develop compassionate, collaborative relationships with members/participants and respect all forms of diversity. It also addresses a gap in healthcare provision where people with trauma histories are disproportionately affected (Bassuk et al, 2017). We have concluded that the principle of universal design aligns our current person-centred, recovery-oriented, strengths-based ethos with a trauma-informed approach and offers a cohesive framework, within which our values sit comfortably.
Universal Design in
CO-DESIGN:
Identify and create a plan, initiative or service, that meets the needs, expectations and requirements of all those who participate in, and are affected by the plan.
CONSULT:
Obtain feedback on plans, proposals and processes that may influence current and future decisions and assist with the development of alternative solutions.
LIVED EXPERIENCE-LED:
People with Lived Experience (PWLE) lead their own decisions, solutions and activities, and may collaborate or seek support in doing so.
Types of Mental Health Engagement
INFORM:
Provide information to people and let them know what has been decided and what is going to happen.
CO-PRODUCE:
Implement, deliver and evaluate supports, systems and services, where PWLE, carers, supporters and staff work in an equal and reciprocal relationship
HSE Mental Health Engagement Framework 2024-2028, pg23
EDUCATE:
Provide opportunities to learn more about plans, proposals and processes to help people understand problems, alternatives and solutions.
INVOLVE:
Work with people throughout a process to ensure their concerns and opinions are included in the decisionmaking process and in the development of alternative solutions.
…And an ongoing commitment to Engagement:
Reflecting on HSE’s MHER Engagement Framework 2024-2028, which explores the different ways that service providers can interact and communicate with those who use services and their supporters, we are confident that the seven styles of engagement described feature largely in our work to date and plans going forward. Over the next five years, we aim to formalise our approach to engagement to ensure the lived experience of those who use our services is front and centre. Whether one lives with mental health difficulties, has an intellectual disability, or is autistic, the principles of engagement stand true. There are great opportunities ahead for us to co-produce an engagement strategy that meets the needs of both our member/participant and staff community. Working in partnership, recognising that this is about transforming cultures and practice, we need to value everyone’s perspectives and lived experience. If we do so, we can innovate and introduce progressive service improvement measures. Effective engagement will be the key to success.
Strategic Priorities
Priority 1: Supporting Health and Wellbeing
Supporting the health and wellbeing of our member/participant and staff community is deeply embedded in the culture and practice of EVE services. With the publication of our Healthy Ireland (HI) Action Plan in 2019, we committed to deliver programmes and services that support healthy lifestyle behaviours. Gathered through our consultation process, feedback on our progress to date was extremely positive and prioritised continued action in this area to support both members/participants and staff.
As part of our strategic planning process, our HI Monitoring Group completed a review of our HI Action Plan, taking into consideration the service level disruption caused by the COVID pandemic. They concluded that we should build on the original agreed actions and continue to grow our health and wellbeing activities and initiatives in the next five years. Co-production will underpin the design of our HI initiatives and we are committed to both supporting and promoting the development of peer-led HI activities across all our services.
“I feel very lucky to be in EVE for my wellness and recovery. It has helped my journey with mental illness an awful lot.”
EVE Participant
What will we do? What does this look like?
Deliver the commitments of our co-produced HI Action Plan (See Appendix 1)
Develop a suite of coproduced and peer-led programmes to support healthy lifestyle behaviours
Develop community networks and partnerships to support the delivery HI programmes and activities
Harness the supports and expertise available in HSE’s health and wellbeing department
Embed the HSE’s Making Every Contact Count (MECC) programme which will be customised for use in EVE services
Support the implementation of the staff health and wellbeing action plan (See Appendix 2)
Each service will co-produce a local policy for nominated lifestyle behaviours, setting out the actions they agree will support implementation
Services will offer HI programmes and activities both onsite and in the community
Services will partner with community groups developing initiatives that broaden the range of activities and supports people can engage with in their local area
Services will utilise the resources and programmes that the HSE health and wellbeing departments can offer to support healthy lifestyle behaviours
EVE will engage with the MECC lead and agree a plan to roll out training for a customised version of the programme with staff and members/participants
Health and wellbeing ambassadors will support the implementation of the agreed actions at local level
Participation in health and wellbeing programmes and initiatives will be supported and encouraged for all staff
Clubhouses to have more wellness activities
Priority 2: Enhancing Community Connectivity
The importance of creating meaningful connections both within the community of EVE and beyond was highlighted by both members/participants and staff alike through our consultation process. Developing stronger ties within the peer groups, building a stronger sense of social cohesion and connectedness within local communities and with other community groups was emphasised. Harnessing the power of peer-led activities emerged as a key enabler that people felt could support them live personally satisfying lives. EVE Connects, re-established in 2023 after the pandemic, is a forum for members/participants and staff that hosts a range of community activities throughout the year where people can socialise with peers. It has proven to be a great success and we hope to engage with community partners to expand its reach in the years to come.
Invite local leaderscommunity into the clubhouse
More interaction with other centres
Build links to services in the community
Let peoplemoreknow about servicesthe
What we will do
Build connections within the community of EVE services
What this looks like
• Building links within EVE services through the social programme offered by EVE Connects
• Increasing member/participant engagement in the co-production of inter-centre activities and service improvement initiatives
• Developing peer support infrastructure across EVE services
• Supporting communication between centres
Pursue service improvement through community partnerships
Enhance EVE’s community profile
• Building links to other organisations/community partners
• Increasing member/participant engagement in community-based activities
• Partnering with community groups to co-produce service improvement initiatives
• Sharing resources and expertise to harness better outcomes for members/participants
• Utilising all forms of media, traditional and social to share news and updates around the EVE services within the HSE and in the community
• Updating the EVE website and online presence
• Develop and implement a marketing plan
• Creating new community partnerships in response to the needs of members/participants
“The EVE service is a place where I can associate with people, build up skills and advance my recovery, a community of people where I belong.”
EVE Participant
Priority 3: Supporting People in Using Their Lived Experience
Supporting the Centrality of Lived Experience has been a service priority for many years. In 2022 we set out to explore the impact of peer support working on our services by hosting student placements from the DCU Certificate in Peer Support Working. We were particularly keen to establish how this skill set could be integrated into our existing staff skill mix and understand the value of the role from the member/ participant perspective. Based on feedback from staff, members/participants, the PrSW’s and management, we learnt a lot about the importance of teamwork, the value of lived experience and the supports we need to have in place for success. Overall, we concluded that the recruitment of Peer Support Workers (PrSWs) should now become a service priority, central to our service wide Engagement Strategy.
In Autumn 2023, we were fortunate to recruit a PrSW on a temporary basis who joined our Slánú team. Within a very short time, we have witnessed the transformational impact this has had on both the perception and understanding of the role across the wider community of EVE. Developing this strategy as a working group co-chaired by our PrSW has raised the quality of the endeavour and has given it a renewed energy. It is this focus that will drive all our service improvement activities to ensure that they are peer-led and harness the voice of lived experience in a personally meaningful way for our community of members/participants and staff.
Peoplehelping each other peerAdvocacy, support in the community
education & awareness
What we will do What this looks like
Embed Peer Support Working across the organisation
•Establish Peer Support Worker role(s) in Slánú, using learnings from EVE’s Evaluation Report on initial placement of Peer Support students from DCU
•Develop, publish & train services in the use of the EVE Peer Support Working Guide, Code of Practice, etc.
•Facilitate placement and practice supervision of Peer Support Working students from DCU
Promote & facilitate peer-led initiatives
Support those who wish to leverage their lived experience
• Develop a guide to establishing peer-led initiatives
•Provision of training for members/participants and staff to support and sustain peer-led initiatives (e.g. facilitation skills, co-production/co-creation, peer support skills, project-specific skills training)
•Develop a lived experience training programme to create opportunities for personal and/or career development
•Identify opportunities for members/participants to contribute to service development (co-creation, co-production, Working Groups, etc.)
•Staffing profiles will evolve to include greater diversity in the skill mix complemented by a community of workers, with lived experience
Embed a neuroaffirmative approach in EVE’s service delivery model
•A working group will be established to co-produce a review of current practice and recommend actions to support the development of a neuroaffirmative culture across all services
“Equality to be heard and choices taken on board.”
Attendee at EVE Strategic Planning event
Priority 4: Deepening our Culture of Empowerment
In order to deepen our culture of empowerment, EVE is committed to co-produce an engagement strategy with members/participants and staff that identifies those actions and measures required to achieve this goal. We also acknowledge doing this in a meaningful way requires us to recognise each individual’s life experience and in many cases their trauma histories. EVE’s commitment to universal design has highlighted for us the need to support staff develop an understanding of trauma informed care and how it aligns to the values that underpin their practice. By investing in training for staff, we anticipate that they will be better equipped to work with individuals who present with significant trauma histories and support them live the life of their choosing through compassionate and collaborative person-centred planning.
“Future planning, surveys to find out what members want and providing links with institutions in the area that members may be interested in.”
Attendee at EVE Strategic Planning event
What we will do
Co-produce a member/participant engagement strategy
Co-produce a strategy to embed a traumainformed approach in the delivery of our services
What this looks like
•An agreed engagement strategy will be implemented and inform the development of initiatives that will harness the lived experience of those who use the services
•An agreed strategy embedding a trauma-informed approach will result in a more compassionate service for both members/participants and staff
Co-produce a diversity strategy to capture the range of supports and action necessary to ensure both members/ participants and staff are treated with dignity and respect, and where discrimination in any form is not tolerated
Prioritise the design and delivery of flexible, responsive, person-led models of service and programmes consistent with New Directions (per recommendation 72 Sharing the Vision)
Develop a range of programmes to support recovery and wellness planning for individuals and services
•An agreed diversity strategy will be implemented to support the development of a culture of inclusivity and equality to support members/participants and staff
•We will support managers and staff develop the knowledge and skills relating to Diversity, Equality, and Inclusion
•Support for the implementation of HUB V2, the new Discovery Phase.
•The Link programme will evolve to incorporate a range of peer-led activities including Wellness Café’s onsite and in the community
•The EVE co-produced standard operating procedure for Person Centred Planning will be implemented and adhered to in all services
•EVE will expand the range of recovery and wellness programmes it currently offers and build a recovery education portal to support access for participants outside of existing services. New programmes developed over the latter three years that are now ready for implementation in 2024 include:
1.Recovery In Action, using the RCI, a co-produced six-session programme supporting participant efforts to create their own Recovery Action Plan
2.Team Talk: Supporting Teams Support Recovery designed to assist teams reflect on the degree to which their service focuses on recovery and to facilitate the development of a team-based recovery plan to address identified issues
3.Compass – a workshop supporting people to live the life they want when experiencing shame and self-stigma
Priority 5: Promoting Sustainability
As part of the EVE Healthy Ireland Action Plan 2019-2023, EVE committed to a range of corporate actions of which Sustainability is one. In doing so, EVE has agreed to commit to actions that will respect the planet and environment in which we work, live and learn. From our review of the HI Action Plan, we concluded that our work in this area has just begun and will continue for the lifetime of this Strategic Plan.
A sustainability working group was established in March 2023 to audit current practice, identify areas for improvement, and support services to establish local Energy Committees and Green Teams. Group membership includes members/participants, staff and management. Energy audits of premises, co-ordinated and managed by the HSE’s Energy Officers, were completed in 2023 and will form the basis of work plans for each location.
Energy, Water, Waste, Transport and Biodiversity are the target areas have been agreed for this programme. Local Green Teams have been established who have devised programmes of work, implementation plans and annual targets that will be completed in the coming years. Centres are building on existing practices, designing new initiatives, maximising their available resources and exploring local opportunities to achieve their goals.
This work is supported by the HSE Energy Officers, the National Health Sustainability Office and will be based on the principles and actions in the HSE’s Climate Action Strategy 2023-2050 and the HSE Infrastructure Decarbonisation Roadmap.
“To create a garden that all centres can come and grow veg in.”
EVE Participant
What we will do
Improve energy efficiency and sustainable building practices
Develop a green space framework & implementation plan
Develop a mobility framework & implementation plan
What this looks like
EVE will reduce GHG emissions and manage green spaces to promote biodiversity, physical and mental wellbeing
EVE’s services will optimise the use of green space for the promotion of the health and wellbeing providing relaxation spaces for members/participants, staff and the local community to enjoy
EVE will promote travel initiatives to promote efficient use of public and personal transport, support and encourage active travel, low carbon or public transport alternatives and avoid unnecessary journeys
Wheelchair accessible service/ clubhouse A
Glossary of Terms
Co-production This is the process of designing, delivering and evaluating services and supports, whereby people with lived experience, their carers and supporters, and staff all work in partnership together.
Engagement This means empowering people with lived experience to actively participate in processes and activities that effect the services they interact with. While it involves informing, consulting and educating people, it also invites people to take part in co-production and co-design so that the services and supports they use are better designed to facilitate their needs.
Lived Experience This is “the expertise and knowledge that comes from living with and managing a mental health difficulty periodically or on an ongoing basis, including the experience of using services.” (HSE Mental Health Engagement Framework 2024-2028).
Person-centred Being person-centred means we work in a partnership with each Member/Participant in our services. We tailor our support to each individual’s needs, working hard to ensure that their voices and choices are honoured.
Person-led Being person-led means we acknowledge the autonomy and choice a person has over their decision-making and we emphasise informed decision-making and efficacy.
Recoveryoriented
Being recovery-oriented means we recognise that every person we support is capable of living a rich and meaningful life of their own choosing. Their journey towards personal, social and emotional wellbeing is unique and is deserving of our respect and non-judgement.
Social inclusion This is the effort to tackle inequality by ensuring that services are accessible to and supportive of the most vulnerable people in society.
Strengthsbased This means working in a way that celebrates each individual’s strengths, resources and capabilities, so that they feel more empowered in their recovery.
Trauma informed This means realising that people can be deeply affected by the trauma they have experienced in life and recognising their need for safe, trustworthy and diverse environments, where they are met with compassion, offered choice, peer support and opportunities to collaborate.
Universal design This term describes the effort to create a service which is simultaneously personcentred, recovery-oriented, trauma-informed and strengths-based. This approach will make us a more accessible, inclusive and progressive service.
Neuroaffirmative EVE celebrates different ways of thinking (such as autism, ADHD, dyslexia, etc.) as a normal, healthy feature of any community and works hard to create inclusive environments that meet the needs of all our members/participants and staff.
Appendix 1: Healthy Ireland Action Plan
What did we hear?
People want to avail of healthy eating options
People want opportunities to engage in physical activity
People want support for smoking cessation
People want support for alcohol awareness
People want programmes that support wellbeing and mental health
Staff want support for their health and wellbeing
What will we do?
Develop a nutrition policy
Develop a policy to support physical activity
Develop a policy to support smoking cessation
Develop a policy to support alcohol awareness
Design and deliver programmes that support mental health and wellbeing
Offer staff opportunities to support their health and wellbeing
How will we know its working?
Each service will have a nutrition policy in place
“Eat Well” Policy
Each service will have a physical activity policy in place
“Let’s Move” Policy
Each service will have a smoking cessation policy in place
“Breathe Easy” Policy
Each service will have an alcohol awareness policy in place
“Rediscovering Cheer” Policy
Each service will offer programmes that support people’s wellbeing
“Living Well” Policy
EVE will support and add value to the HSE Health and Wellbeing programme for staff
“Working Well” Policy
EVE needs to support positive ageing
Design and deliver programmes that support positive ageing
EVE needs to support sexual health initiatives
Develop a policy to support sexual health initiatives
EVE needs to build partnerships
EVE wants to invest in sustainability
Develop a policy on Co-production in the design and delivery of EVE services
Develop a policy that will respect the planet and environment in which we work, live, and learn
This Action Plan was co-produced with members/participants and staff
Each service will offer programmes that promote positive ageing
“Ageing Well” Policy
Each service will have a sexual health policy
“Love Yourself… Love Others” Policy
EVE will co-produce a policy on Co-production and articulate what that means when you turn principles into practice
“Working Together” Policy
EVE and each centre, will have an agreed “EVE Respecting our Planet” Plan in place
Appendix 2: Staff Health & Wellbeing Action Plan
Action Task
All managers and Supervisors-In-Charge (SIC) to attend LLTM First Time Manager training to assist line managers to create a better working environment
Discuss supports and further training opportunities at a monthly Centre Manager – Regional Manager 1-1 meeting or at Performance Achievement (PA) Meetings
To reduce instances of bullying and harassment
Offer Compassion Workshops to all staff
Offer the opportunity to take part in Team Building exercises
Hosting Irish conversational sessions, which would be designed to create an inclusive, safe, and flexible learning environment. Promoting culture and diversity through celebrating the Irish language
To focus on staff roles during PA meetings to ensure that staff have an understanding of their roles
Provide the opportunity for staff to have a weekly Wellness Hour
Develop a Wellness/Relaxation/Contemplation and/ or renew room. Also the creation of an outdoor space/ gazebo, for the same purpose
To use indoor planting to improve workplace wellness through the benefits of biophillia, also using purifying plants to create a healthy and calm atmosphere, boosting workplace air quality and staff wellness and productivity
The purchase of outdoor planting and the creation of outdoor space for staff wellness. To include the purchase of sustainability proofed garden furniture made from recycled plastic
The promotion of physical activity through a variety of measures in different EVE centres
Managers and SIC to book onto available dates
Regional manager to work with managers on an individual basis
Managers to prompt the Annual Policy Review with specific focus on the Dignity at Work Policy and to include a Dignity at Work briefing session with staff at a meeting
Roll out of team-based compassion workshops for all staff in EVE
Attending a team building activity, i.e. Sanctuary or an activity centre
To provide Irish Conversation Classes with a focus on wellbeing and good mental health. Also ensuring the sessions are both inclusive and fun and demonstrate respect for diversity by highlighting the importance of all minority languages
Line managers will be asked to ensure Inclusion of this matter in the next round of PA meetings
Develop Wellness toolkit and to incorporate ideas from Wellness Ambassadors feedback at Wellness Survey Results Workshop
The creation of a carefully designed space with a serene atmosphere (within existing building/s and in garden) which is intended to promote well-being and afford mental health support
Purchase of suitable plants and planters
Purchase of outdoor plants, planters and garden furniture and the design setting of the plants into a restful layout
Purchase of Nordic Walking pokes and development of walking programme; badminton club; green bike club; raingear for walking; basketball hoop; table tennis; bike to work storage This Action Plan was co-produced with staff
Outcome
All managers and SICs trained. It is hoped that engagement will support managers in providing additional encouragement to staff
All managers successfully taking part in training and transfer skill to the workplace and supporting staff
Concerted effort to work towards the reduction of harassment and bullying with specific proven actions
To increase the levels of compassion in the workplace and reduce bullying, harassment and any interpersonal conflict, where applicable
Improvement of team cohesion, reduction in staff stress levels, increased staff productivity and reduced sickness levels. Helping staff to see the value of their role as an EVE staff member
Promotion of mental health wellbeing through Irish conversation classes and also enhanced team bonding and reduction in workplace stress levels. Boosting brain health through learning a language
PA Meetings and Quarterly Review meetings will allow staff appreciate the significance of their role within EVE and the wider community
Time will be used more effectively by the implementation of a range of ideas including having a wellness toolkit for the wellness hour
Staff will have a space for solitude, to decompress and rejuvenate at any point during the day if required
EVE staff stress levels reduced through having plants and planters placed around centres, improving air quality and creating a calm and relaxed atmosphere and a connection with living things. Boost sustainability through propagation of some of the plants
Enhanced staff wellbeing through the combination of restful planting, outdoor seating and fresh air
Increased physical activity levels amongst staff and creating a physical/personal health atmosphere is encouraged. Reduction of staffs’ carbon footprint through the active commute
Appendix 3: HUB Action Plan
Implementation of priorities in EVE HUB Strategic Plan 2024-2028
2024
2025
• Agree local HI Action Plans
• Complete MECC training and embed in keyworking & PCPs
• Support Ambassadors implement staff health & wellbeing action plan
• Roll out peer-led HI initiatives
• Focus on community partnerships
• Support Ambassadors implement staff health & wellbeing action plan
• Support expansion of EVE Connects
• Encourage events & activities that strengthen Peer Support Networks
• Focus on community partnerships & events taking place in community
• Co-produce training to support peer-led activity
• Take part in peer-led training sessions
• Offer placement to PrSW students with mentoring
2026
2027
• Embed Peer-led HI initiatives
• Focus on community partnerships
• Support Ambassadors implement staff health & wellbeing action plan
• Consolidation phase
• Redevelop and print HUB promotional tools and materials
• Develop marketing plan
• Expand use of social media
• Develop & implement Community & Networking Plan
• Take part in communitybased peer-led project Implement recommendations from marketing plan
• Expand use of social media
• Embed and review Community & Networking Plan
• Consolidation phase
• Roll-out Peer-led Initiatives & evaluate
• Diversify the staff skill mix introducing posts that harness lived experience
• Implement Start Up Guide for Peer-led Activities
• Co-produce & disseminate PrSW Guide
• Diversify the staff skill mix
• Establish a peer run volunteer forum to support peer-led activity
2028
• Consolidation phase
• Consolidation phase
This Action Plan was co-produced with members/participants and staff
• Establish a working group to develop a Diversity Strategy for EVE services
• Establish a working group to audit & recommend actions to promote a Neuroaffirmative culture
• Roll out Diversity Strategy & implement recommendations of working group
• Roll out actions to promote a Neuroaffirmative culture
Empowerment Promoting Sustainability Service Improvement
• Establish a working group to develop an Engagement Strategy
• Action recommendations from Energy Audit
• Support local Green Teams to implement sustainability measures
• Apply for Excellence Award for Green Teams
• Embedding PCP SOP
• Roll out of HUB V2
• Strategic alignment with in new REO structures
• Capacity raising to support peer-led activities
• Reconfiguration of services
• Roll out TIA training for staff
• Implement recommendations for TIA
• Implement Engagement Strategy
• Roll out calendar of recovery education events incl. Recovery Action Planning and Compass programmes
• Implement supports for TIA (per recommendations of working group)
• Support initiatives as recommended in the Engagement Strategy
• Embed TIA
• Roll out Engagement Strategy & implement working group recommendations
• Take part in Sustainability working group to develop a Green Space Framework & implementation plan
• Support local Green Teams to implement sustainability measures
• Develop & roll out promotional campaign (upgrade website)
• Strategic alignment within new REO structures
• Take part in Sustainability working group to develop a Mobility Framework & implementation plan
• Establish Recovery Education offering
• Strategic alignment within new REO structures
• Consolidation phase
• Consolidation phase
• Consolidation phase
• Consolidation phase
• Establish a Strategic Planning Working Group 2029+
Appendix 4: Clubhouse Action Plan
Implementation of priorities in EVE Clubhouse Strategic Plan 2024-2028
2024
• Agree local HI Action plans
• Complete MECC training & embed in keyworking & PCPs
• Support Ambassadors implement staff health & wellbeing action plan
• Support expansion of EVE Connects
• Increase collaboration with a range of community services
• Review Accreditation Recommendations and action
• Foster a welcoming environment in Clubhouses – Discovery Tours
• Review Club Mentoring sessions
2025
2026
• Promote of physical exercise – walking clubs/ gyms
• Promote Healthy Eating –nutritional workshops, healthy food in Clubs
• Preventative Care Workshops and Health Education programmes
• Embed Peer-Led HI initiatives
• Focus on community partnerships
• Expand of Wellness Programme to members – members trained as facilitators
2027
2028
• Explore family/caregiver support initiatives
• Facilitate access to health services through strong community links
• Consolidation phase
• Ensure quality and best practice for all areas is adhered to
• Develop marketing plan
• Expand use of social media platforms
• Clubhouse festival/showcase to bring community together
• Develop of Advisory Boards
• Shared Clubhouse spaces to provide opportunities for collaboration
• Implement recommendations from marketing plan
• Expand use of social media platforms
• Develop of our employment & education programmes
• Involvement in Business Networks
• Develop our relationship with CI through training opportunities and events
• Explore opportunities to develop an out-of-hours Clubhouse service for our members
• Consolidation phase
• Consolidation phase
• Ensure quality and best practice for all areas is adhered to
• Support people in using their lived experience
• Provide a safe environment where members/staff feel comfortable sharing their experiences
• Take part in Working Groups
• Develop a proposal to update standards & submit to CI
• Training to help use their experiences to influence change
• Create opportunities and platforms to share stories (workshops/HSE events)
• Further develop the Evaluation of Service for Clubs
• Explore opportunities to sit on Advisory Boards or committees that include members with lived experience to inform HSE strategy
• Embed peer-review process
• Facilitate the creation of peer support groups within EVE where individuals/peer-led services can share strategies and experience
• Consolidation phase
• Ensure quality and best practice for all areas is adhered to
Empowerment
• Foster a culture of safety, respect, inclusion and dignity –support our thriving community
• Skill building initiatives to enhance confidence, promote ownership and responsibility
Promoting Sustainability
• Action recommendations from Energy Audit
• Green Teams to develop a local Green Plan
• Support local Green Teams to implement sustainability measures
Service Improvement
• Embed PCP SOP
• Strategic alignment within new REO structures
• Review of mentoring/coaching sessions with external clubhouses
• Further develop Irish TE placements and accompanying how-to guides/contact lists
• Create an environment where diverse perspectives are valued and everyone feels included – opportunities to become involved in HSE decision/policy making forums
• Explore fundraising opportunities in order to attend and contribute/take part in Clubhouse Conferences
• Tease out and develop mechanisms to address members accessing full HSELanD training programmes
• Continue to evaluate our effectiveness and implement findings
• Ensure quality and best practice for all areas is adhered to
• Consolidation phase
• Consolidation phase
• Ensure quality and best practice for all areas is adhered to
• Support local Green Teams to implement sustainability measures
• Explore grant opportunities within Europe to fund training and service enhancement
• Explore phased-in payment for lunch provision
• Develop the Young Adult programme
• Work with CI to address the constraints of HSE policy & Clubhouse Standards
• Implement the Mobility Framework Plan
• Ensure quality and best practice for all areas is adhered to
• Consolidation phase
• Consolidation phase
• Ensure quality and best practice for all areas is adhered to
• Tease out and develop mechanisms to address members involvement in hiring & evaluating clubhouse staff
• Explore fundraising opportunities to roll out Young Adult training to all
• Tease out & develop mechanisms to address members driving HSE/EVE MPVs
• Strategic alignment within new REO structures
• Establish Strategic Planning Working Group 2029+
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