Repackaging Coolmine: Introducing Change into a Traditional TC

Repackaging Coolmine: Introducing Change into a Traditional TC

Paul Conlon,

Chief Executive, Coolmine TC, Dublin,

Ireland.

Coolmine – EFTC - June 2007

Contents

Brief history of Coolmine Drugs policy in Ireland The strategic challenges Development of -‘A pioneering record-A dynamic

Future’ Implementation Service developments Networking New funding The next steps


Brief History of Coolmine

Established 1973, - Ireland’s first voluntary treatment agency

Phoenix House (London)

Daytop Village (New York) from 1979 onwards


Coolmine in the ‘Opiate Epidemic’ Years (1980-1985)

Prior to 1980, Dublin had no significant heroin use and virtually no injecting drug use

TC’s abstinence model was accepted as only valid treatment model

Statutory funding increased and Coolmine expanded its services and facilities significantly


Coolmine in the Era of Harm Reduction

1982: Ana Liffey Drug Project, Ireland’s first harm reduction agency

1989 Merchant’s Quay Project Coolmine's monopoly of statutory funding for

voluntary service provision was broken Difficult financial period in the late-1980 /

early-1990s


Drugs Policy Developments in Ireland Late 1980s/early 1990s: Gradual introduction of Harm

Reduction 1996 the Govt. published ‘The First Report of the

Ministerial Task Force on Measures to Reduce the Demand fo Drugs’ which lead to the creatation of formal drug policy structures

Building on Experience, Irelands National Drugs Strategy 2001 to 2008 Focus on public health and harm reduction

2005 Review recommended new focus on rehabilitation.


Coolmine in the New Millennium (2004) Some useful and productive links with European

TCs and Local Irish Structures had been established 2002 Evaluation had been completed by Rowdy

Yates & Salvatore Raimo Some changes had been made however structures

and style still largely based on Daytop Model with considerable use of confrontation

Numbers low ‘On the street’ image quite negative Funding in decline


Repackaging Coolmine

2004 appointment of new chief executive Brought considerable experience and track record in

service development Board’s interest in adapting to the changes in the

external policy environment Public policy environment:

Shifted significantly towards harm reduction Coolmine needed to rethink its approach to treatment Strategy Review due in 2005 signalling a renewed

emphasis on rehabilitation. Right timing for new approach


The Strategic Challenges

Improve reputation; attract and retain new clients

Avoid demoralizing committed and experienced staff

Identify and preserve core values while changing practices and traditions out of keeping with the new policy environment

Persuade the policy-making community and service funders that the TC model still had a valuable contribution to make


Actions Taken Board expanded - wide spectrum of interests and

experiences New staff recruited, pay review & significant

investment in training for all Following extensive consultation -‘A pioneering

record-A dynamic Future’ was launched. Greater engagement by Coolmine in the wider

policy system Full engagement with national, regional and local

implementation structures


Development of Strategic Plan Extensive consultation process in 2005

facilitated by external change management consultant Current clients and past graduates Drug users in other services All staff, management and board members Peer organisations Current and potential funders

Steering group established to prepare drafts for approval


Identification of Core Values

Core value of the TC is value of abstinence as a treatment goal

Self help and mutual help are pillars of the therapeutic process

Programme needed to be structured and challenging

Length-of-stay needed to be sufficient to enable change to take place

Drug-free lifestyle does not mean that clients must all be drug-free on admission to TC programmes


Key Service Objectives

Renewed emphasis on assertive outreach Introduction of stabilisation and detox facilities Residential services - evidence based

Length of programme Quality of counselling Professional and with 24/7 staffing

Reintegration programme Dedicated aftercare services - including community

based housing.


Progress to date

New stabilisation day programme from Jan. 2006 Community detox service for clients with facilitation

within residentials 24/7 staff in our residentials, April and Sept 2006 Dedicated integration & aftercare team in May 2006 Systematic care and case management Three community based houses for reintegration

General improvement in reputation, client retention and funding situation.


Countering Resistance to Organizational Change Board has consistently supported the new strategy and

chief executive

Building a strong management team with shared approach to change process

Use of HR policies and procedures to assert accountability in organisation and affirm change process

Ongoing use of external change management consultant to train and support implementation group in leading and tracking change and dealing with resistance


Launch of Strategic Plan A Pioneering Record – A Dynamic Future,

Strategic Plan 2006 to 2008 launched by Noel Ahearn, Minister with responsibility for Irelands National Drugs Strategy

Strategy publicly endorsed by main funders, HSE, The Probation Service, Drugs Task forces and FAS – the Training and Employment Authority


Implementation of Strategic Plan Internal Strategic Plan Implementation Group

established with remit to: Prioritise local action plans with each team in

conjunction with the local management Be responsible for the implementation of key

actions and managing change To systematically track progress across 52

actions in the Strategic Plan Provide leadership, to Troubleshoot and to

challenge when and where necessary.


Networks EFTC members, Phoenix Haga, Trempoline, and De

Kiem (Europe) The Ley Community and Phoenix Alpha (UK) Community of Communities quality network - two

peer reviews Active members - drugs task forces in Ireland Voluntary Drug Treatment Network Contributed to National Working Group on

Rehabilitation Partnerships


Funding Streams

New funding for Additional staff, 24/7 cover in residentials Child care worker Training Information technology Refurbishment of services

Negotiating Service Level Agreements with Funders

Reversed overall trend


The Next Steps

Continue to provide ongoing support and leadership training to Strategic Plan Implementation Group

Continue to implement actions identified within the strategic plan and manage any difficulties and resistances.

Commence a research programme Develop a new strategic plan for 2009 to

2015 which may see Coolmine providing additional services on a national basis


Summary Very much a work in progress

The image of Coolmine amongst service users, funders and policy makers has improved

New grants which radically improve the agency’s financial situation

Continue to build partnership relationships with peer organisations in order to meet client need

The Big Question: What about additional services on a national basis?

Repackaging Coolmine: Introducing Change into a Traditional TC

Documents

new policy environmentpersuade

harm reduction coolmine

new clients

new focus

new millennium

coolmine tc

wider policy system

sdrugs policy developments