Annual Report 2010 - St. Michael`s House

Transcription

ST. MICHAEL’S HOUSE
Annual Report 2010
Conor Khasochir
Table Of
Table
Of Contents
Contents
Board of Directors
02
Management Team
03
Chairperson’s Report
04
Chief Executive Officer’s Report
06
St. Michael’s House - Information
08
Service Locations
10
North-East Region Report
15
North Region Report
19
South Region Report
23
Shared Services
27
Review of Operations & Financial Summary
34
Directories
48
“St. Michael’s House is committed to supporting people so that they can
enjoy experiences, opportunities and lifestyles similar to their peers.”
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Board Of Directors
Board Of Directors
Maurice Bracken
Eamonn Fitzgerald
Bernadette Perry
David Fanagan
Breda Dunne
David Hughes
Eamon Hurley
Jim Cuddy
Mairide Woods
John Leonard
Larry Kane
John Larney
Chairperson
Vice-Chairperson
Chairperson
Finance Committee
Chairperson
Policy & Planning Committee
Chairperson Compliance &
Nominations Committee
02
02
Raymond Brett
Management Team
Management Team
Patricia Doherty
Chief Executive Officer
David Kenefick
Deputy Chief Executive Officer
John Birthistle
Regional Director:
St. Michael’s House North
Noel Dillon
Regional Director:
St. Michael’s House North-East
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03
David Dunne
Regional Director:
St. Michael’s House South
Philip Dodd
Director of Psychiatry
Chairperson’s
Report
Maurice Bracken
Maurice
Bracken
Chairperson
Chairperson
St.
St. Michael’s
Michael’s House
House had
had a
a challenging
challenging year
year in
in 2010,
2010, with
with a
a reduction
reduction of
of €5
€5 million
million in
in
the
organisation’s
core
funding
and
limited
resources
provided
for
the
development
the organisation’s core funding and limited resources provided for the development of
of
additional
services.
additional services.
Despite this, the demand for our services continues to
Despite this, the demand for our services continues to
grow and we now provide a range of services to 1,602
grow and we now provide a range of services to 1,602
children and adults with an intellectual disability, in 170
children and adults with an intellectual disability, in 170
centres in the greater Dublin area and Navan, Co. Meath.
centres in the greater Dublin area and Navan, Co. Meath.
The Annual Report 2010 provides information on the
The Annual Report 2010 provides information on the
activities of the organisation throughout the year, on how
activities of the organisation throughout the year, on how
funds were allocated and managed and future planned
funds were allocated and managed and future planned
developments.
developments.
for the development of additional emergency day and
for the development of additional emergency day and
residential services. This campaign was well received,
residential services. This campaign was well received,
and the funding cut applied to disability services for 2011
and the funding cut applied to disability services for 2011
was significantly less than that applied to other health
was significantly less than that applied to other health
services. On average, health service budgets were cut by
services. On average, health service budgets were cut by
5% compared to 1.8% for disability services. Additional
5% compared to 1.8% for disability services. Additional
funding was also provided for the development of
funding was also provided for the development of
emergency day and residential care.
emergency day and residential care.
The primary aim of St. Michael’s House is to provide
The primary aim of St. Michael’s House is to provide
supports and services to people with an intellectual
supports and services to people with an intellectual
disability so that they can enjoy experiences,
disability so that they can enjoy experiences,
opportunities and lifestyles similar to their peers. The
opportunities and lifestyles similar to their peers. The
range of services provided by the organisation includes
range of services provided by the organisation includes
clinical, educational, training, employment, residential,
clinical, educational, training, employment, residential,
respite, specialist Alzheimer’s and social and recreational
respite, specialist Alzheimer’s and social and recreational
supports. Throughout 2010, the focus of the organisation
supports. Throughout 2010, the focus of the organisation
was on the maintenance of all existing services; the
was on the maintenance of all existing services; the
expansion of services in order to positively respond to all
expansion of services in order to positively respond to all
new referrals; the placement of all graduates from our
new referrals; the placement of all graduates from our
education programmes and the development of additional
education programmes and the development of additional
emergency residential places. A substantial amount of
emergency residential places. A substantial amount of
the expansion of services had to be funded from within
the expansion of services had to be funded from within
existing resources as the Health Service Executive
existing resources as the Health Service Executive
provided limited funding for additional services resulting
provided limited funding for additional services resulting
in the organisation incurring an operational deficit of
in the organisation incurring an operational deficit of
€675,000
€675,000
It is important that St. Michael’s House continues to
It is important that St. Michael’s House continues to
petition the Government and funding authorities to
petition the Government and funding authorities to
honour the commitments made to people with disabilities
honour the commitments made to people with disabilities
in “The National Disability Strategy” & in “Towards 2016”,
in “The National Disability Strategy” & in “Towards 2016”,
and to make a positive contribution to the ongoing “Value
and to make a positive contribution to the ongoing “Value
for Money Review into the Efficiency and Effectiveness
for Money Review into the Efficiency and Effectiveness
of Disability Services”. The organisation will take every
of Disability Services”. The organisation will take every
opportunity to build on our established relationships with
opportunity to build on our established relationships with
Government agencies and other organisations to ensure
Government agencies and other organisations to ensure
that the needs of people with an intellectual disability and
that the needs of people with an intellectual disability and
their families are at the forefront of the national agenda.
their families are at the forefront of the national agenda.
The Board of Directors is committed to continuously
The Board of Directors is committed to continuously
developing existing services to reflect the evolving needs
developing existing services to reflect the evolving needs
and goals of individual service users and their families.
and goals of individual service users and their families.
In particular, services must be developed to address the
In particular, services must be developed to address the
growing number of new referrals and graduates from
growing number of new referrals and graduates from
services funded by the Department of Education and
services funded by the Department of Education and
Skills, to provide emergency residential care for service
Skills, to provide emergency residential care for service
users whose final caregiver can no longer provide for
users whose final caregiver can no longer provide for
them and to continue to transfer service users from
them and to continue to transfer service users from
the hospital setting at Baldoyle to community houses.
the hospital setting at Baldoyle to community houses.
Meeting these needs in the current economic climate
Meeting these needs in the current economic climate
will require the Board of Directors, management and
will require the Board of Directors, management and
staff to adopt a flexible and creative approach to service
staff to adopt a flexible and creative approach to service
provision. The Board’s Policy and Planning Committee
provision. The Board’s Policy and Planning Committee
and St. Michael’s House management have developed a
and St. Michael’s House management have developed a
Strategic Plan for the period 2011-2013. The Plan
Strategic Plan for the period 2011-2013. The Plan
St. Michael’s House is committed to working in
St. Michael’s House is committed to working in
cooperation with state agencies, other service providers
cooperation with state agencies, other service providers
and representative organisations to ensure that service
and representative organisations to ensure that service
users and their families receive the highest quality
users and their families receive the highest quality
service possible. Together with the National Federation
service possible. Together with the National Federation
of Voluntary Bodies and the Disability Federation of
of Voluntary Bodies and the Disability Federation of
Ireland, St. Michael’s House petitioned the Government
Ireland, St. Michael’s House petitioned the Government
to protect disability service providers from the inevitable
to protect disability service providers from the inevitable
cuts to health service funding and to make provision
cuts to health service funding and to make provision
04
04
04
“With aa cut
cut of
of €5
€5 million
million for
for existing
existing services
services and
and limited
limited funding
funding for
for
“With
the development
development of
of emergency
emergency residential
residential services
services 2010
2010 was
was aa very
very
the
challenging year.”
year.”
challenging
provides a template for the organisation’s progress
provides a template for the organisation’s progress
and outlines how we intend to provide the best possible
and outlines how we intend to provide the best possible
services for service users and their families in the coming
services for service users and their families in the coming
years. Undoubtedly we will have to review and adapt the
years. Undoubtedly we will have to review and adapt the
plan over this period to take account of limited additional
plan over this period to take account of limited additional
funding and changes in Government policies.
funding and changes in Government policies.
Central to the success of the Strategic Plan is the
Central to the success of the Strategic Plan is the
organisation’s ability to continue to expand and develop
organisation’s ability to continue to expand and develop
services. The Board is undertaking a review of the
services. The Board is undertaking a review of the
organisation’s structure and if necessary will introduce
organisation’s structure and if necessary will introduce
new arrangements to reflect the changing environment
new arrangements to reflect the changing environment
in which health services are provided and the changing
in which health services are provided and the changing
relationships between statutory and voluntary bodies.
relationships between statutory and voluntary bodies.
The involvement of service users, their parents and
The involvement of service users, their parents and
families in the development and delivery of services is
families in the development and delivery of services is
a core value of the organisation. A voluntary Board of
a core value of the organisation. A voluntary Board of
Directors, the majority of whom are parents of service
Directors, the majority of whom are parents of service
users, govern the organisation. In 2010, there were a
users, govern the organisation. In 2010, there were a
number of changes to the Board with the completion
number of changes to the Board with the completion
of the term of Teresa McDonnell as Parent and Family
of the term of Teresa McDonnell as Parent and Family
representative, along with the retirement of three longrepresentative, along with the retirement of three longstanding members Robert Kirkpatrick, Marjorie Soden
standing members Robert Kirkpatrick, Marjorie Soden
and John Costello. On behalf of the Board I would like to
and John Costello. On behalf of the Board I would like to
thank them for their many years of service to St. Michael’s
thank them for their many years of service to St. Michael’s
House and for their contribution to the development
House and for their contribution to the development
of services for people with an intellectual disability at
of services for people with an intellectual disability at
local and national level. I am pleased to advise that the
local and national level. I am pleased to advise that the
organisation will be able to continue to avail of their
organisation will be able to continue to avail of their
experience through their continued membership on our
experience through their continued membership on our
Board Sub-committees.
Board Sub-committees.
I would also like to welcome new members John Larney,
I would also like to welcome new members John Larney,
Eamonn Fitzgerald and Raymond Brett. Eamonn and
Eamonn Fitzgerald and Raymond Brett. Eamonn and
John have a long association with the organisation.
John have a long association with the organisation.
Eamonn was a previous Board member and John has
Eamonn was a previous Board member and John has
served on the Board’s Nominations and Compliance
served on the Board’s Nominations and Compliance
Committee. Raymond, along with Bernadette Perry
Committee. Raymond, along with Bernadette Perry
and Breda Dunne, was elected as a Parent and Family
and Breda Dunne, was elected as a Parent and Family
Council Representative Director for the period 2010 to
Council Representative Director for the period 2010 to
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05
05
2013. On behalf of the Board, I would like to wish them
2013. On behalf of the Board, I would like to wish them
and the newly elected Parent and Family Councils, every
and the newly elected Parent and Family Councils, every
success and thank them for making a contribution to the
success and thank them for making a contribution to the
development of our services.
development of our services.
After 34 years of service Paul Ledwidge, Chief Executive
After 34 years of service Paul Ledwidge, Chief Executive
Officer, retired from St. Michael’s House in December
Officer, retired from St. Michael’s House in December
2010. During his time as CEO Paul made an outstanding
2010. During his time as CEO Paul made an outstanding
contribution to the development of the organisation,
contribution to the development of the organisation,
as it became one of Ireland’s foremost providers of
as it became one of Ireland’s foremost providers of
community-based services to people with an intellectual
community-based services to people with an intellectual
disability. He also ensured that St. Michael’s House made
disability. He also ensured that St. Michael’s House made
a significant contribution to local and national policy.
a significant contribution to local and national policy.
On behalf of the Board I would like to wish Paul and his
On behalf of the Board I would like to wish Paul and his
family every happiness and health in his retirement.
family every happiness and health in his retirement.
I would like to extend a warm welcome to Patricia
I would like to extend a warm welcome to Patricia
Doherty, who will replace Paul as the new CEO of
Doherty, who will replace Paul as the new CEO of
St. Michael’s House. Patricia will lead the organisation in
St. Michael’s House. Patricia will lead the organisation in
what will be one of the most challenging periods since its
what will be one of the most challenging periods since its
foundation. I am confident that Patricia and her team will
foundation. I am confident that Patricia and her team will
continue to provide the best possible services for people
continue to provide the best possible services for people
with an intellectual disability and on behalf of the Board I
with an intellectual disability and on behalf of the Board I
wish her all the best in her new position.
wish her all the best in her new position.
I would like to acknowledge and thank the work of
I would like to acknowledge and thank the work of
my fellow Board and Committee members and thank
my fellow Board and Committee members and thank
management and staff for their ongoing commitment
management and staff for their ongoing commitment
in these difficult times. The continued support that we
in these difficult times. The continued support that we
receive from so many friends and volunteers who give
receive from so many friends and volunteers who give
so generously of their time and funds is very much
so generously of their time and funds is very much
appreciated. I look forward to continuing to work with
appreciated. I look forward to continuing to work with
service users, families and staff in developing our
service users, families and staff in developing our
services in 2011.
services in 2011.
C.E.O.’s Report
C.E.O.’s
C.E.O.’s Report
Report
Patricia
Patricia Doherty
Doherty
The
The focus
focus of
of St.
St. Michael’s
Michael’s House
House in
in 2010
2010 was
was to
to maintain
maintain and
and develop
develop services
services within
within the
the context
context
of
significantly
reduced
state
funding.
During
2010
the
Policy
and
Planning
Sub-Committee
of significantly reduced state funding. During 2010 the Policy and Planning Sub-Committee of
of
the
the Board
Board of
of Directors
Directors developed
developed a
a Three-Year
Three-Year Strategic
Strategic Plan
Plan for
for the
the period
period 2011
2011 to
to 2013.
2013.
The
The Plan
Plan outlines
outlines the
the needs
needs of
of children
children and
and adults
adults with
with an
an
intellectual
disability
and
their
families
over
three
years.
intellectual disability and their families over three years. It
It
identifies
the
key
challenges
facing
St.
Michael’s
House
in
identifies the key challenges facing St. Michael’s House in
meeting
meeting those
those needs
needs while
while continuing
continuing to
to expand,
expand, improve
improve
and
maintain
existing
services
in
the
face
of
repeated
and maintain existing services in the face of repeated
budget
budget cuts
cuts and
and the
the inability
inability to
to recruit
recruit staff.
staff.
services.
services. Among
Among the
the initiatives
initiatives being
being considered
considered are
are
changes
to
the
working
day
and
week;
changes to the working day and week; the
the review
review of
of
staffing
rosters;
the
redeployment
of
staffing
resources
staffing rosters; the redeployment of staffing resources
and
and a
a programme
programme for
for reducing
reducing non-pay
non-pay expenditure.
expenditure.
The
The development
development of
of a
a sufficient
sufficient number
number of
of residential
residential
places
to
meet
the
needs
of
service
users
in
places to meet the needs of service users in crisis
crisis is
is a
a
major
challenge
facing
St.
Michael’s
House.
These
crises
major challenge facing St. Michael’s House. These crises
arise,
arise, in
in the
the main,
main, as
as a
a result
result of
of the
the death
death or
or long-term
long-term
illness
of
the
final
caregiver.
Data
from
the
National
illness of the final caregiver. Data from the National
Intellectual
Intellectual Disability
Disability Database
Database (2009)
(2009) indicates
indicates that
that the
the
organisation
has
the
largest
residential
waiting
list
of
organisation has the largest residential waiting list of any
any
disability
disability service
service provider
provider nationally.
nationally. Currently
Currently there
there are
are
367
367 service
service users
users on
on the
the organisation’s
organisation’s priority
priority residential
residential
waiting
list.
The
size
of
the
waiting
list
reflects
waiting list. The size of the waiting list reflects the
the age
age
profile
of
parents
and
the
fact
that
very
limited
funding
profile of parents and the fact that very limited funding
has
has been
been made
made available
available for
for the
the development
development of
of additional
additional
services
since
2007.
The
Government’s
promise
to
services since 2007. The Government’s promise to address
address
the
the crisis
crisis in
in residential
residential services
services through
through a
a multi-annual
multi-annual
investment
investment plan
plan was
was not
not delivered
delivered upon
upon in
in 2009
2009 and
and 2010
2010
and
the
indications
are
that
there
will
be
little
or
and the indications are that there will be little or no
no new
new
funding
funding between
between now
now and
and 2014.
2014. In
In 2010,
2010, St.
St. Michael’s
Michael’s
House
received
funding
to
develop
three
emergency
House received funding to develop three emergency
residential
residential places
places while
while the
the organisation
organisation had
had to
to respond
respond to
to
12
service
users
in
need
of
an
emergency
place.
12 service users in need of an emergency place. The
The ability
ability
of
of the
the organisation
organisation to
to continue
continue to
to respond
respond to
to all
all service
service
users
in
need
of
an
emergency
residential
placement
users in need of an emergency residential placement is
is
dependent
on
the
provision
of
additional
state
funding.
dependent on the provision of additional state funding.
In
In 2010,
2010, funding
funding from
from the
the Health
Health Service
Service Executive
Executive
for
for existing
existing services
services was
was reduced
reduced by
by €5
€5 million.
million. This
This
brought
the
total
reduction
in
funding
to
€8.7m
since
brought the total reduction in funding to €8.7m since
2008.
2008. Achieving
Achieving savings
savings of
of this
this magnitude
magnitude has
has been
been very
very
difficult.
The
organisation’s
approach
to
date
has
been
difficult. The organisation’s approach to date has been
to
to review
review how
how services
services can
can be
be delivered
delivered more
more efficiently
efficiently
and
effectively
while
at
the
same
time
maintaining
and effectively while at the same time maintaining the
the
level
level and
and quality
quality of
of the
the service
service provided.
provided. Management
Management and
and
staff
have
been
working
in
partnership
to
develop
creative
staff have been working in partnership to develop creative
ideas
ideas for
for service
service delivery
delivery and
and to
to adapt
adapt work
work practices
practices
to
meet
these
changed
circumstances.
The
dedication
to meet these changed circumstances. The dedication
of
of management
management and
and staff
staff to
to this
this process
process reflects
reflects their
their
commitment
to
delivering
quality
services
to
people
commitment to delivering quality services to people with
with
an
an intellectual
intellectual disability
disability and
and their
their families.
families. II would
would like
like
to
to thank
thank all
all staff
staff in
in St.
St. Michael’s
Michael’s House
House for
for their
their ongoing
ongoing
commitment,
particularly
during
these
very
commitment, particularly during these very testing
testing times.
times.
The
The recruitment,
recruitment, retention
retention and
and promotion
promotion of
of a
a professional
professional
workforce
with
vision,
skills
and
commitment
is
workforce with vision, skills and commitment is
fundamental
fundamental to
to maintaining
maintaining the
the delivery
delivery of
of quality
quality services
services
provided
by
St.
Michael’s
House.
The
constraints
imposed
provided by St. Michael’s House. The constraints imposed
by
by the
the Moratorium
Moratorium on
on Recruitment
Recruitment and
and Promotions
Promotions in
in
the
Public
Service
along
with
the
recent
Redundancy
the Public Service along with the recent Redundancy
and
and Early
Early Retirement
Retirement Programmes
Programmes of
of the
the HSE
HSE have
have
placed
considerable
strain
on
frontline
services
placed considerable strain on frontline services and
and
administrative
administrative supports.
supports. As
As a
a result,
result, there
there are
are 51
51 frontline
frontline
staff
vacancies
and
24
management
and
administrative
staff vacancies and 24 management and administrative
staff
staff vacancies,
vacancies, which
which the
the organisation
organisation is
is not
not allowed
allowed
to
fill.
Under
the
Public
Service
Agreement
2010–2014,
to fill. Under the Public Service Agreement 2010–2014,
management,
management, in
in partnership
partnership with
with staff
staff representative
representative
bodies,
is
working
to
minimise
the
negative
bodies, is working to minimise the negative impact
impact on
on
Respite
Respite care
care is
is an
an essential
essential element
element of
of support
support for
for
families,
providing
them
with
a
necessary
families, providing them with a necessary break
break from
from their
their
role
as
carers
while
at
the
same
time
giving
service
users
role as carers while at the same time giving service users
an
an opportunity
opportunity to
to socialise
socialise with
with their
their peers.
peers. Currently
Currently
there
are
37
respite
places
for
1,132
service
there are 37 respite places for 1,132 service users.
users. In
In
theory
this
could
provide
service
users
with
12
theory this could provide service users with 12 nights
nights
respite
respite per
per annum
annum but
but in
in practise
practise the
the level
level of
of residential
residential
crisis
is
such
that
far
fewer
families
can
avail
crisis is such that far fewer families can avail of
of the
the
service.
A
fundamental
review
of
Respite
services
service. A fundamental review of Respite services is
is being
being
06
06
06
“A
“A key
key challenge
challenge is
is to
to maintain
maintain the
the level
level and
and quality
quality of
of services
services provided
provided
within
within the
the context
context of
of contracting
contracting state
state funding.”
funding.”
undertaken. This will examine a range of alternative
undertaken. This will examine a range of alternative
options including short and long-term family placements
options including short and long-term family placements
for children and adults and the development of home
for children and adults and the development of home
support programmes for service users urgently awaiting
support programmes for service users urgently awaiting
a residential placement.
a residential placement.
Building on the current good practice already in place
Building on the current good practice already in place
in Adult Day Services, work is ongoing to introduce new
in Adult Day Services, work is ongoing to introduce new
models of service. The organisation’s EVOLVE Programme
models of service. The organisation’s EVOLVE Programme
continues to review the nature of services in Sheltered
continues to review the nature of services in Sheltered
Workshops and Employment and Training Centres. It
Workshops and Employment and Training Centres. It
is working to provide new individualised employment,
is working to provide new individualised employment,
training and social opportunities for the people who use
training and social opportunities for the people who use
the service. St. Michael’s House is planning to expand the
the service. St. Michael’s House is planning to expand the
EVOLVE Programme to also include Local Centre services.
EVOLVE Programme to also include Local Centre services.
This will involve the development of more individualised
This will involve the development of more individualised
services for those people who require the most significant
services for those people who require the most significant
supports. St. Michaels House Research Department has
supports. St. Michaels House Research Department has
recently completed a research project “Exploring the
recently completed a research project “Exploring the
Needs of Older People with an Intellectual Disability”.
Needs of Older People with an Intellectual Disability”.
The recommendations contained in this Report will inform
The recommendations contained in this Report will inform
the development of individualised services for older
the development of individualised services for older
service users in both day and residential settings.
service users in both day and residential settings.
St. Michael’s House provides multidisciplinary support
St. Michael’s House provides multidisciplinary support
to the six Special National Schools under its patronage
to the six Special National Schools under its patronage
and to 69 mainstream schools across Dublin city and
and to 69 mainstream schools across Dublin city and
county. The organisation has an Education Steering Group,
county. The organisation has an Education Steering Group,
which is developing educational policy in the light of new
which is developing educational policy in the light of new
legislation and emerging best practice. Negotiations are
legislation and emerging best practice. Negotiations are
ongoing with the Department of Education and Skills in
ongoing with the Department of Education and Skills in
relation to the development of new school buildings for
relation to the development of new school buildings for
Grosvenor Road, Raheny and Skerries Special National
Grosvenor Road, Raheny and Skerries Special National
Schools as the current premises are unsuitable and
Schools as the current premises are unsuitable and
unable to accommodate pupils with a wide variety of
unable to accommodate pupils with a wide variety of
complex needs.
complex needs.
St. Michael’s House Early Services provide a range
St. Michael’s House Early Services provide a range
of supports to children in the age range of 0-5 years
of supports to children in the age range of 0-5 years
and to their families. Due to population growth in the
and to their families. Due to population growth in the
organisation’s catchment area, the demand for services
organisation’s catchment area, the demand for services
continues to increase with 72 new children being referred
continues to increase with 72 new children being referred
07
07
07
in 2010. There has been a noticeable increase in the
in 2010. There has been a noticeable increase in the
number of children being referred with complex and
number of children being referred with complex and
diverse educational, cultural and medical needs. With
diverse educational, cultural and medical needs. With
very limited additional funds being made available the
very limited additional funds being made available the
organisation must work with families to review how the
organisation must work with families to review how the
services that are required can be delivered in as efficient
services that are required can be delivered in as efficient
and effective a manner as possible.
and effective a manner as possible.
A core value of St. Michael’s House Services is that
A core value of St. Michael’s House Services is that
service users, parents and family members are central
service users, parents and family members are central
to how services are planned and delivered. In 2010,
to how services are planned and delivered. In 2010,
elections were held to establish three new Regional
elections were held to establish three new Regional
Parent and Family Councils for the period 2010 to 2013.
Parent and Family Councils for the period 2010 to 2013.
The work of the Councils is invaluable in ensuring that
The work of the Councils is invaluable in ensuring that
services are developed to reflect the needs of service
services are developed to reflect the needs of service
users and their families. Work is ongoing to advance the
users and their families. Work is ongoing to advance the
development of Service User Leadership and Advocacy
development of Service User Leadership and Advocacy
Councils. This development is closely linked to the work
Councils. This development is closely linked to the work
on Parent and Family Councils in that it will formalise the
on Parent and Family Councils in that it will formalise the
partnership of the three key organisational stakeholders,
partnership of the three key organisational stakeholders,
the organisation itself, the users of the service and their
the organisation itself, the users of the service and their
families.
families.
The Board of Directors has recently appointed me Chief
The Board of Directors has recently appointed me Chief
Executive Officer of St. Michael’s House. This is a great
Executive Officer of St. Michael’s House. This is a great
privilege and I look forward to working with the Board to
privilege and I look forward to working with the Board to
address the many challenges facing the organisation in
address the many challenges facing the organisation in
these very difficult times. I also look forward to working
these very difficult times. I also look forward to working
with the organisation to contribute positively to the issues
with the organisation to contribute positively to the issues
of the rights and equality of people with disabilities as full
of the rights and equality of people with disabilities as full
citizens and contributors in our society.
citizens and contributors in our society.
I would like to acknowledge the major contribution of my
I would like to acknowledge the major contribution of my
predecessor Paul Ledwidge who has led St. Michael’s
predecessor Paul Ledwidge who has led St. Michael’s
House since 1994. I hope to build on his legacy by
House since 1994. I hope to build on his legacy by
continuing to develop a strong and vibrant organisation
continuing to develop a strong and vibrant organisation
based on solid values and playing a leading role in the
based on solid values and playing a leading role in the
voluntary services sector of our country. I also look
voluntary services sector of our country. I also look
forward to working with management, staff and our many
forward to working with management, staff and our many
volunteers and supporters to ensure that St. Michael’s
volunteers and supporters to ensure that St. Michael’s
House continues to provide high quality services to people
House continues to provide high quality services to people
with an intellectual disability and their families.
with an intellectual disability and their families.
St. Michael’s House
St.
St. Michael’s
Michael’s House
House
St.
St. Michael’s
Michael’s House
House is
is a
a registered
registered charity
charity governed
governed by
by a
a voluntary
voluntary Board
Board of
of Directors
Directors
that
provides
supports
and
services
to
children
and
adults
with
an
intellectual
that provides supports and services to children and adults with an intellectual disability
disability
and
their
families.
and their families.
Introduction
Introduction
Values
Values
St.
St. Michael’s
Michael’s House
House is
is a
a registered
registered charity
charity governed
governed by
by
a
a voluntary
voluntary Board
Board of
of Directors
Directors that
that provides
provides supports
supports
St.
St. Michael’s
Michael’s House
House is
is committed
committed to
to delivering
delivering
community-based
community-based services
services that:
that:
and
and services
services to
to children
children and
and adults
adults with
with an
an intellectual
intellectual
disability
and
their
families.
Today
the
organisation
disability and their families. Today the organisation
•
• Reflect
Reflect the
the individual
individual needs
needs and
and choices
choices of
of
service
users
service users
provides
provides services
services to
to 1,602
1,602 adults
adults and
and children
children in
in 170
170
centres
throughout
Dublin
City
and
Council
and
in
centres throughout Dublin City and Council and in Navan,
Navan,
Co.
Co. Meath.
Meath.
•
• Support
Support individuals
individuals to
to develop
develop meaningful
meaningful
relationships,
to
make
relationships, to make a
a valued
valued contribution
contribution and
and to
to
become
active
members
of
their
community
become active members of their community
History
History
Unable
Unable to
to secure
secure schooling
schooling for
for her
her son,
son, Patricia
Patricia Farrell
Farrell
the
mother
of
a
young
boy
with
Down
Syndrome
the mother of a young boy with Down Syndrome placed
placed an
an
advert
in
the
Irish
Times
in
1955:
advert in the Irish Times in 1955:
•
• Empower
Empower people
people to
to make
make choices
choices about
about where
where they
they
work,
work, live
live and
and socialise
socialise
“Association
“Association for
for Parents
Parents of
of Mentally
Mentally Backward
Backward
Children.
Lady
wishing
to
form
above
Children. Lady wishing to form above would
would like
like to
to
contact
anyone
interested.
Box
Z
5061
Children”
contact anyone interested. Box Z 5061 Children”
•
• Are
Are cost
cost effective
effective and
and accountable
accountable to
to service
service users,
users,
families
and
the
funding
authorities
families and the funding authorities
•
• Advocate
Advocate for
for the
the improvement
improvement and
and development
development of
of
services
services
Referral
Referral Criteria
Criteria
People
People may
may be
be referred
referred to
to St.
St. Michael’s
Michael’s House
House by
by their
their
families,
families, maternity
maternity hospitals,
hospitals, general
general practitioners,
practitioners,
public
public health
health nurses
nurses or
or other
other appropriate
appropriate agencies.
agencies. The
The
This
This led
led to
to the
the foundation
foundation of
of St.
St. Michael’s
Michael’s House,
House, a
a
voluntary
organisation
that
set
out
to
develop
voluntary organisation that set out to develop new
new
community
community services
services for
for children
children and
and adults
adults with
with an
an
intellectual
disability
and
their
families
and
bring
intellectual disability and their families and bring about
about
a
a change
change in
in how
how people
people with
with an
an intellectual
intellectual disability
disability
were
were viewed
viewed by
by society.
society. For
For 56
56 years
years St.
St. Michael’s
Michael’s House
House
two
two basic
basic criteria
criteria for
for referral
referral are
are that
that the
the person
person being
being
referred
has
an
intellectual
disability
and
that
they
referred has an intellectual disability and that they live
live
within
the
designated
geographical
boundaries
of
within the designated geographical boundaries of
St.
St. Michael’s
Michael’s House
House services.
services.
has
has been
been a
a leader
leader in
in the
the development
development and
and provision
provision of
of
community-based
services
in
Intellectual
Disability.
community-based services in Intellectual Disability.
Services
Services provided
provided include:
include:
-- Clinical
Clinical and
and Counselling
Counselling Services
Services
-- Early
Early Services
Services
-- Educational
Educational Services
Services
-- Vocational
Vocational Services
Services
-- Employment
Employment Services
Services
-- Residential
Residential Services
Services
-- Respite
Respite Services
Services
-- Specialist
Specialist Alzheimer’s
Alzheimer’s Services
Services
Wayne
Wayne &
& Glen
Glen Keogh
Keogh
-- Social,
Social, Sporting
Sporting and
and Recreational
Recreational Services
Services
08
08
08
St. Michael’s
Michael’s House
House
St.
“Individual service
service users
users and
and their
their families
families are
are at
at the
the core
core of
of how
how services
services
“Individual
are planned
planned and
and delivered”
delivered”
are
Challenges
Challenges
• To ensure St. Michael’s House services are in a
• To ensure St. Michael’s House services are in a
strong position to address the recommendations of the
strong position to address the recommendations of the
Government’s forthcoming “Value for Money Review of
Government’s forthcoming “Value for Money Review of
Disability Services”
Disability Services”
The combination of cuts in State funding and the growth
The combination of cuts in State funding and the growth
in demand for services presents St. Michael’s House with
in demand for services presents St. Michael’s House with
very significant challenges, which include:
very significant challenges, which include:
• The management and maintenance of existing services
• The management and maintenance of existing services
along with the development of services at a time of
along with the development of services at a time of
current and future Health Service Executive cutbacks
current and future Health Service Executive cutbacks
along with the Public Service Moratorium on
along with the Public Service Moratorium on
Recruitment and Promotion
Recruitment and Promotion
• The management of waiting lists for day, residential
• The management of waiting lists for day, residential
and respite services and requests for emergency
and respite services and requests for emergency
residential care in the absence of development funds
residential care in the absence of development funds
from the HSE
from the HSE
Ben & Conor Minshull
Ben & Conor Minshull
• Continuing to provide an Early Services programme for
• Continuing to provide an Early Services programme for
the increasing number of children being referred to
the increasing number of children being referred to
St. Michael’s House, in the absence of HSE funding
St. Michael’s House, in the absence of HSE funding
• Continuing to develop new programmes to support the
• Continuing to develop new programmes to support the
range of educational needs and rights of children with
range of educational needs and rights of children with
an intellectual disability
an intellectual disability
• Continuing the process of modernising day services
• Continuing the process of modernising day services
in St. Michael’s House, which involves designing and
in St. Michael’s House, which involves designing and
implementing menus of appropriate daytime activities
implementing menus of appropriate daytime activities
for adults
for adults
Darragh Starr, Megan Guildea & Neil Farrell
Darragh Starr, Megan Guildea & Neil Farrell
• Continuing to develop and deliver appropriate
• Continuing to develop and deliver appropriate
services to meet the changing needs of adult service
services to meet the changing needs of adult service
users over 50 years of age who may need increased
users over 50 years of age who may need increased
medical and behavioural supports and retirement
medical and behavioural supports and retirement
programmes
programmes
• Progressing the relocation of the children and adults
• Progressing the relocation of the children and adults
in St. Michael’s House Baldoyle into community-based
in St. Michael’s House Baldoyle into community-based
settings
settings
• Ensuring that the practices and systems of St.
• Ensuring that the practices and systems of St.
Michael’s House are consistent with the Health
Michael’s House are consistent with the Health
Information and Quality Authority (HIQA) Standards
Information and Quality Authority (HIQA) Standards
Grace Jennings & Damien Byrne
Grace Jennings & Damien Byrne
09
09
09
St.
House Service
Service Locations
Locations
St. Michael’s
Michael’s House
©Navan
“Today, St. Michael’s House provides services to 1,602 children and adults
with an intellectual disability and their families in 170 locations in the
Greater Dublin area and Navan, Co. Meath. ”
10
10
02/06/2011 15:30:13
St.
House Services
Services
St. Michael’s
Michael’s House
l Headquarters
l Link
l Regional Headquarters
l Leisure Centre and Swimming Pool
l Clinics
l Research & Service Development Department
l Early Services
l Communications & Fundraising Department
l Special National Schools
l Accounts Department
l Inclusive Education
l Staff Training & Development Department
l Adult Day Services
l Information Technology Department
l Local Centres
l Human Resource Department
l Residential Houses
s Learning Resource Centre and Library
l Independent Living
s Open Training College
l Cara Alzheimer’s Services
s Technical Services Department
l Respite Houses
s Transport Department
l Training Centres
s Housing Association
l Community Support
11
11
02/06/2011 15:30:13
Rachel Shearwood & Dorothy McKay
Regional Reports
Regional Reports
Services are organised into three geographical regions managed by a Regional
Director and Management Team:
In order to ensure that those making decisions are familiar with the needs of
individual service users, services within regions are organised into clusters
managed by a Service Manager.
13
13
Jonathan Nesbitt
North-East Report
North-East Report
Report
North-East
2010 was
was aa significantly
significantly challenging
challenging year
year for
for the
the Region,
Region, with
with aa cut
cut of
of 5.5%
5.5% to
to its
its
2010
funding
for
existing
services
and
limited
funding
being
made
available
by
the
Health
funding for existing services and limited funding being made available by the Health
Service Executive
Executive to
to develop
develop additional
additional emergency
emergency day
day and
and residential
residential services.
services. Despite
Despite
Service
this, the
the demand
demand for
for services
services continued
continued to
to grow.
grow.
this,
Early Services
Services
Early
Project and
and the
the implementation
implementation of
of recommendations
recommendations
Project
in the
the Review
Review of
of Services
Services For
For Older
Older Adults.
Adults. Under
Under the
the
in
EVOLVE
Project,
changes
have
already
begun
to
take
EVOLVE Project, changes have already begun to take
The Region’s
Region’s Early
Early Services
Services programme
programme provides
provides aa range
range
The
of supports
supports to
to children
children from
from birth
birth to
to five
five years,
years, including:
including:
of
multi-disciplinary clinical
clinical services,
services, home
home teaching,
teaching,
multi-disciplinary
preschool supports
supports and
and parent
parent training.
training. Services
Services are
are
preschool
provided in
in the
the child’s
child’s home
home and
and in
in the
the clinic.
clinic. The
The demand
demand
provided
for Early
Early Services
Services in
in the
the Region
Region grew
grew in
in 2010.
2010. As
As there
there
for
was
limited
funding
available
from
the
HSE
for
the
was limited funding available from the HSE for the
expansion of
of services,
services, these
these additional
additional families
families had
had to
to
expansion
be
provided
for
from
within
existing
resources.
In
order
be provided for from within existing resources. In order
to ensure
ensure that
that existing
existing resources
resources were
were being
being deployed
deployed
to
to best
best use,
use, the
the Region’s
Region’s Early
Early Services
Services Manager
Manager in
in
to
consultation
with
families,
reviewed
service
delivery
to
consultation with families, reviewed service delivery to
explore what
what aspects
aspects of
of the
the service
service they
they find
find most
most helpful.
helpful.
explore
Early Services
Services staff
staff are
are being
being trained
trained in
in the
the use
use of
of “PEP
“PEP 3”
3”
Early
an
assessment
tool
which
reduces
the
need
for
multiple
an assessment tool which reduces the need for multiple
assessments at
at the
the initial
initial phase
phase of
of planning
planning with
with the
the family.
family.
assessments
Services
Educational
St. Michael’s
Michael’s House
House North-East
North-East provided
provided educational
educational
St.
support to
to 195
195 children
children and
and their
their families
families during
during 2010.
2010.
support
Children are
are supported
supported to
to attend
attend the
the Region’s
Region’s Special
Special
Children
National
Schools
in
Raheny
and
Baldoyle
or
their
local
National Schools in Raheny and Baldoyle or their local
mainstream school.
school. Raheny
Raheny Special
Special National
National School
School
mainstream
place in
in the
the Region’s
Region’s two
two Long-Term
Long-Term Training
Training Centres,
Centres,
place
Northbrook Industries
Industries and
and Castle
Castle Industries.
Industries. The
The Centres
Centres
Northbrook
no
longer
participate
in
contract
work.
Instead,
new
no longer participate in contract work. Instead, new
training, educational,
educational, employment,
employment, social
social and
and recreational
recreational
training,
programmes are
are being
being introduced
introduced that
that are
are designed
designed
programmes
to
meet
the
needs
and
goals
of
the
individual.
Many of
of
to meet the needs and goals of the individual. Many
these programmes
programmes will
will take
take place
place in
in the
the community
community
these
with service
service users
users either
either joining
joining local
local activities
activities or
or using
using
with
local
resources.
Centres
are
also
establishing
micro
local resources. Centres are also establishing micro
enterprises: Castle
Castle Industries
Industries has
has established
established aa flat
flat pack
pack
enterprises:
furniture
assembly
service
and
Northbrook
Industries
furniture assembly service and Northbrook Industries
has opened
opened aa stall
stall at
at Ballymun
Ballymun Farmer’s
Farmer’s Market
Market selling
selling
has
home-baked confectionary
confectionary and
and arts
arts and
and crafts.
crafts.
home-baked
To facilitate
facilitate the
the reconfiguration
reconfiguration of
of the
the Region’s
Region’s Day
Day
To
Services for
for adults
adults with
with significant
significant and
and complex
complex needs,
needs,
Services
two
new
Local
Centres
are
being
opened
at
St.
Michael’s
two new Local Centres are being opened at St. Michael’s
House Baldoyle.
Baldoyle. When
When opened
opened they
they will
will assist
assist in
in ensuring
ensuring
House
that service
service users
users are
are attending
attending the
the Local
Local Centre
Centre that
that can
can
that
provide
them
with
the
most
appropriate
services.
provide them with the most appropriate services.
Services
Residential
is currently
currently located
located in
in temporary
temporary accommodation
accommodation in
in
is
Kilbarrack,
awaiting
final
approval
from
the
Department
Kilbarrack, awaiting final approval from the Department
of Education
Education and
and Skills
Skills to
to start
start building
building aa new
new school
school
of
on
their
permanent
site
in
Raheny.
The
Department
has
on their permanent site in Raheny. The Department has
given permission
permission for
for the
the contract
contract to
to go
go out
out to
to tender
tender and
and
given
have indicated
indicated that
that funding
funding will
will be
be made
made available
available to
to
have
The residential
residential waiting
waiting list
list for
for St.
St. Michael’s
Michael’s House
House
The
comprises
367
people.
The
vast
majority
of
these
service
comprises 367 people. The vast majority of these service
users live
live on
on the
the Northside
Northside of
of the
the city.
city. Between
Between St.
St.
users
Michael’s House
House North
North and
and St.
St. Michael’s
Michael’s House
House NorthNorthMichael’s
East, there
there are
are currently
currently 52
52 people
people in
in urgent
urgent need
need of
of
East,
placement, 28
28 of
of whom
whom need
need immediate
immediate placement.
placement.
placement,
Seven
of
the
latter
group
are
young
children
with complex
complex
Seven of the latter group are young children with
medical and
and care
care needs.
needs. The
The high
high number
number of
of service
service
medical
users on
on the
the waiting
waiting list
list reflects
reflects the
the age
age profile
profile of
of parents
parents
users
commence building
building in
in 2011.
2011. Once
Once complete,
complete, the
the school
school
commence
will be
be able
able to
to accommodate
accommodate children
children with
with aa physical
physical
will
disability as
as well
well as
as those
those with
with aa dual
dual diagnosis
diagnosis of
of autism
autism
disability
and
intellectual
disability.
and intellectual disability.
and the
the inadequate
inadequate number
number of
of places
places provided
provided by
by the
the HSE
HSE
and
since 2007.
2007. In
In 2010,
2010, the
the HSE
HSE only
only provided
provided funding
funding for
for the
the
since
development of
of two
two additional
additional residential
residential places
places and
and itit
development
is
likely
that
there
will
be
a
significant
shortfall
in
what
is likely that there will be a significant shortfall in what
is needed
needed in
in 2011.
2011. IfIf the
the Region
Region is
is to
to respond
respond to
to service
service
is
Adult Services
Services
Adult
A key
key challenge
challenge for
for the
the Region
Region is
is to
to develop
develop appropriate
appropriate
A
services
for
adults
with
diverse
needs
and
ranging
in age
age
services for adults with diverse needs and ranging in
from 18
18 years
years to
to 70
70 years.
years. To
To reflect
reflect this,
this, the
the Region
Region has
has
from
users in
in crisis
crisis itit will
will have
have to
to develop
develop places
places from
from within
within
users
existing
resources.
This
will
mean
achieving
further
existing resources. This will mean achieving further
number of
of different
different services
services for
for adults,
adults, all
all of
of which
which
aa number
are
undergoing
significant
change
under
the
EVOLVE
are undergoing significant change under the EVOLVE
15
15
15
North-East Report
North-East
North-East Report
Report
“With
“With 367
367 service
service users
users on
on the
the priority
priority residential
residential waiting
waiting list,
list, St.
St. Michael’s
Michael’s
House
has
the
largest
waiting
list
of
any
disability
organisation
nationally.”
House has the largest waiting list of any disability organisation nationally.”
efficiencies in all services areas and making changes to
efficiencies in all services areas and making changes to
how existing residential houses are staffed and resourced.
how existing residential houses are staffed and resourced.
of the 31 respite places available were used to provide
of the 31 respite places available were used to provide
temporary accommodation. This shortfall in respite
temporary accommodation. This shortfall in respite
places is set to continue, as all the indications are that
places is set to continue, as all the indications are that
there will be little or no State funding available to develop
there will be little or no State funding available to develop
additional services in 2011. In order to ensure that
additional services in 2011. In order to ensure that
existing funding is being used as efficiently and effectively
existing funding is being used as efficiently and effectively
as possible, it is planned to research and implement
as possible, it is planned to research and implement
a range of alternative methods of providing respite
a range of alternative methods of providing respite
including; extending existing family placement schemes,
including; extending existing family placement schemes,
developing home support packages for service users in
developing home support packages for service users in
need of residential care and making adaptations to day
need of residential care and making adaptations to day
service provision.
service provision.
A number of service users currently living in one of the
A number of service users currently living in one of the
Region’s community residential houses have expressed
Region’s community residential houses have expressed
an interest in transferring to independent living. This is
an interest in transferring to independent living. This is
now possible, as the Region has been allocated a number
now possible, as the Region has been allocated a number
of apartments by Dublin City Council. A pilot scheme
of apartments by Dublin City Council. A pilot scheme
that has been running for the past number of years has
that has been running for the past number of years has
demonstrated that, with the appropriate support, service
demonstrated that, with the appropriate support, service
users can successfully make this transition. Service users
users can successfully make this transition. Service users
living in independent settings are provided with on-call
living in independent settings are provided with on-call
support and training in areas such as safety, developing and
support and training in areas such as safety, developing and
maintaining relationships and household management.
maintaining relationships and household management.
Parent and Family Council
A new Parent and Family Council was elected for the
A new Parent and Family Council was elected for the
period 2010-2013. The Council has 25 members and
period 2010-2013. The Council has 25 members and
meets approximately four times a year. The new Council is
meets approximately four times a year. The new Council is
working on establishing a number of working groups with
working on establishing a number of working groups with
the aim of improving communication with families and to
the aim of improving communication with families and to
further developing family support systems. Bernadette
further developing family support systems. Bernadette
Perry was re-appointed as the Region’s Parent and
Perry was re-appointed as the Region’s Parent and
Family Council Representative Director. The Regional
Family Council Representative Director. The Regional
Management Team would like to wish the Council every
Management Team would like to wish the Council every
success and looks forward to working with its members
success and looks forward to working with its members
to develop the best possible services.
to develop the best possible services.
Further progress has been made in the plan to transfer
Further progress has been made in the plan to transfer
service users living in the hospital setting at Baldoyle to
service users living in the hospital setting at Baldoyle to
community settings. In 2011, five children will transfer
community settings. In 2011, five children will transfer
to a newly renovated and extended house “Rose Tree
to a newly renovated and extended house “Rose Tree
Cottage” in Coolock, Dublin 5. This will leave three
Cottage” in Coolock, Dublin 5. This will leave three
teenagers and 24 adults living in Baldoyle. Transition
teenagers and 24 adults living in Baldoyle. Transition
funding is to be made available by the HSE for a two-year
funding is to be made available by the HSE for a two-year
period in 2011 and 2012 to support all service users in
period in 2011 and 2012 to support all service users in
Baldoyle to transfer to community settings. However,
Baldoyle to transfer to community settings. However,
the moratorium and lack of capital funding will make the
the moratorium and lack of capital funding will make the
task very difficult to achieve. In the interim, a number of
task very difficult to achieve. In the interim, a number of
improvements have been made to the living environment
improvements have been made to the living environment
at Baldoyle and all services users now attend a
at Baldoyle and all services users now attend a
designated day service.
designated day service.
Conclusion
Conclusion
There have been many challenges to be dealt with over
There have been many challenges to be dealt with over
the course of the past year. The most difficult have been
the course of the past year. The most difficult have been
the service provision issues related to the changed
the service provision issues related to the changed
economic environment and the staffing recruitment
economic environment and the staffing recruitment
moratorium. Following the cut to core funding and the
moratorium. Following the cut to core funding and the
limited resources for the development of additional
limited resources for the development of additional
services, our primary goal in 2010 was to explore how
services, our primary goal in 2010 was to explore how
efficiencies could be achieved to fund these shortfalls
efficiencies could be achieved to fund these shortfalls
without adversely affecting the quality of existing services.
without adversely affecting the quality of existing services.
We look forward to working with service users, families
We look forward to working with service users, families
and staff to maintain and try to develop the Region’s
and staff to maintain and try to develop the Region’s
services in 2011.
services in 2011.
Respite Services
Respite Services
The Region is responsible for managing St. Michael’s
The Region is responsible for managing St. Michael’s
House Respite Services on the northside of the city.
House Respite Services on the northside of the city.
Services include residential respite, family placements,
Services include residential respite, family placements,
group and individual supports and social and sporting
group and individual supports and social and sporting
clubs. In 2010, the need for respite was far greater than
clubs. In 2010, the need for respite was far greater than
the number of places available and due to limited funding
the number of places available and due to limited funding
from the HSE to develop additional residential services,
from the HSE to develop additional residential services,
priority had to be given to service users in urgent need
priority had to be given to service users in urgent need
of a residential service. In addition, a number of places
of a residential service. In addition, a number of places
had to be used to accommodate service users waiting for
had to be used to accommodate service users waiting for
a long-term residential placement. On average, seven
a long-term residential placement. On average, seven
Noel Dillon: Regional Director
Noel Dillon: Regional Director
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North-East Locations
Evan Dowling, Leinster rugby player Nathan Hines & Rachel Murray
Local Centres
Adare Green, Coolock
Tel (0)1 – 877 0500
Fax (0)1 – 877 0699
Cill Bharrog, Cluain Aoibhinn,
Enterprise, Grangemore,
Grangemore Flat, Kilbarrack,
Kilmore, Raheny,
Warrenhouse, Willowpark
Regional Director:
Noel Dillon
Regional Headquarters, Clinic
and Early Services
Adare Green
Special National Schools
Raheny, Baldoyle
Inclusive Education
Adare Green
Adult Day Services
Raheny, Scoil Eithne, Scoil Iosagain
St. Bridget’s, The Beeches,
Warrenhouse, Willowpark
Independent Living
Baldoyle, Donaghmeade
Community Support
Residential Houses
Santry
Abbeyfield, Ardbeg, Ardmore,
Avondale, Baldoyle, Beauvale,
Bettystown, Bettyglen, Binneadair,
Cill Caisce, Collins Avenue, Ferndale,
Fox’s Lane, Garvagh, Grangemore,
Hazlewood, Kilbarrack, Kilfenora, Lar
Foley House, La Verna, Shanowen,
Middle Third, Newbrook, Ratheanna,
Riverside, Rosetree Cottage, Lorcan,
Sabhaile, Sarto Rise, Seana Cill,
Respite
Del Val, Raheny Respite (1 &2)
Link
Adare Green
Training Centres
Castle Industries, Northbrook
Industries, Omni Centre,
Santry Hall, Short–term
Training Centre
Lucy, Eileen & James Lawless
North Report
North Report
St. Michael’s House North provides a comprehensive range of lifelong supports to 626
children and adults with an intellectual disability in one of the country’s fastest growing
areas of population. Of the service users supported by the Region, 263 are children and
141 people live in residential services.
In 2010, there were 51 new referrals to the Region. Of
these, 31 were under five years of age, 16 were between
five and 18 years of age and four were aged over 18. The
St. Michael’s House North provides educational supports
to children through the Region’s Special National Schools
at Ballymun, Skerries and Foxfield in Kilbarrack. Through
primary source of referrals to the Region was maternity
and children’s hospitals. Referrals were also received
from the Health Service Executive (HSE), other voluntary
agencies and schools. Since 2008, the HSE has provided
the STEMS team it also supports pupils in mainstream
schools. The school at Foxfield is the country’s only
school specifically developed to provide education for
children with a dual diagnosis of autism and intellectual
inadequate funding to meet the needs of new referrals. As
a result of this, services for most new referrals have had
disability. In 2010, the school transferred from a
temporary location to a newly renovated building in
Kilbarrack. With 37 pupils enrolled, the school is now full.
A new wheelchair accessible bus was purchased in 2010
to improve access to community-based educational and
social activities
to be provided from within existing resources.
The primary focus for the Region in 2010 was to
maintain the level and quality of services and to positively
respond to all new referrals and requests for emergency
residential care while achieving a balanced budget. In
2010, the Region’s funding allocation was reduced by
5.5% and a similar reduction is expected in 2011.
Discussions are ongoing with the Department of
Education and Skills in relation to the provision of a
new Special National School to serve pupils living in the
Fingal area. The new school, once opened, will replace
the existing Skerries school and will provide education
to pupils with a significant physical disability along with
pupils with autism and intellectual disability. A Public/
Early Services
Over the past three years, there has been a substantial
rise in the number of new referrals to the Region’s Early
Services Programme. During 2010, the Region supported
78 children in Early Services. This number is expected
to rise to 90 in 2011. The Early Services team worked
Private Partnership proposal has been presented to
the Department to build a school on a green-field site,
centrally located in the school’s catchment area and
throughout 2010 to deliver the best possible services
from within existing resources. The team focused on
greater provision of education and information for
families, delivering a wide range of parent training
programmes and successfully piloting a support group
close to Balbriggan town centre.
Adult Services
Given the diversity of age and needs of adults in the
Region, it has been a challenge to organise age and ability
appropriate services. A number of significant changes
for the grandparents of children with autism. The team
has also been working on the development of a resource
pack for the families of children with autism, which will
be published in 2011.
have been made to the activities in Workshops and
Long Term Training Centres. Following the introduction
of the EVOLVE project, centres no longer undertake
detailed contract work, but instead provide a wide-range
The moratorium on recruitment meant that pre-school
support workers who left could not be replaced. This
curtailed the ability of the Region to support children
of employment, educational, social and recreational
programmes that are tailored to meet the needs of
in pre-school settings. Work will be undertaken in 2011
to support Early Services to improve their capacity to
individual service users. These programmes are being
provided in community-based settings where possible.
For example, service users now have the opportunity to
undertake nationally accredited training programmes,
support children with disabilities from within their
own resources.
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North Report
North
North Report
Report
“An ongoing challenge for St. Michael’s House is to develop a sufficient number
“An ongoing challenge for St. Michael’s House is to develop a sufficient number
of residential places to meet the needs of service users in crisis.“
of residential places to meet the needs of service users in crisis.“
and six service users from Finglas are participating
and six service users from Finglas are participating
in a pilot EVOLVE programme that will increase their
in a pilot EVOLVE programme that will increase their
involvement in the local community. This will hopefully
involvement in the local community. This will hopefully
diminish the need to provide services in segregated
diminish the need to provide services in segregated
settings. Premises at Moyle Road, Glasnevin, were also
settings. Premises at Moyle Road, Glasnevin, were also
renovated to provide a number of separate training
renovated to provide a number of separate training
rooms that can better accommodate service users with
rooms that can better accommodate service users with
restricted mobility.
restricted mobility.
swimming pool at St. Michael’s House Baldoyle. The
swimming pool at St. Michael’s House Baldoyle. The
Centre, which opened in 2008, has greatly increased
Centre, which opened in 2008, has greatly increased
the number of activities and sporting clubs available to
the number of activities and sporting clubs available to
service users. The athletic and sporting clubs are going
service users. The athletic and sporting clubs are going
from strength to strength and are proving popular with
from strength to strength and are proving popular with
all age groups. Volunteers from local GAA, soccer and
all age groups. Volunteers from local GAA, soccer and
athletic clubs provide coaching to service users and we
athletic clubs provide coaching to service users and we
plan to introduce tag rugby in association with Leinster
plan to introduce tag rugby in association with Leinster
Rugby during 2011. In 2010, there were over 11,000
Rugby during 2011. In 2010, there were over 11,000
individual visits to the centre. Swimming activities at the
individual visits to the centre. Swimming activities at the
Centre include family swims, swimming lessons, parent
Centre include family swims, swimming lessons, parent
and toddler groups and snorkelling.
and toddler groups and snorkelling.
A key priority for the Region is to develop sufficient
A key priority for the Region is to develop sufficient
residential places for service users whose final caregiver
residential places for service users whose final caregiver
can no longer provide for them. In 2011, the Region had
can no longer provide for them. In 2011, the Region had
to respond to six requests for emergency residential
to respond to six requests for emergency residential
placements. As the HSE only provided funding for the
placements. As the HSE only provided funding for the
development of two places, the majority of these had to
development of two places, the majority of these had to
be funded from existing resources. While it is difficult to
be funded from existing resources. While it is difficult to
precisely predict how many service users on the priority
precisely predict how many service users on the priority
residential waiting list living in the North and the
residential waiting list living in the North and the
North-East Regions will require an emergency place
North-East Regions will require an emergency place
in 2011, based on experience, there are on average 20
in 2011, based on experience, there are on average 20
service users in need of immediate emergency residential
service users in need of immediate emergency residential
placement each year. If, as anticipated, funding for
placement each year. If, as anticipated, funding for
additional residential places in 2011 is less than what
additional residential places in 2011 is less than what
is required, further efficiencies will need to be found in
is required, further efficiencies will need to be found in
all services areas and changes made to how existing
all services areas and changes made to how existing
residential houses are staffed and resourced.
residential houses are staffed and resourced.
Improvements were made to the changing areas and
Improvements were made to the changing areas and
lighting at Baldoyle swimming pool during 2010.
lighting at Baldoyle swimming pool during 2010.
The pool is used by a number of community groups and is
The pool is used by a number of community groups and is
self-financing.
self-financing.
In June 2010, a new Parent and Family Council was
In June 2010, a new Parent and Family Council was
elected for the period 2010-2013. The new Council has
elected for the period 2010-2013. The new Council has
25 members with all service areas being represented.
25 members with all service areas being represented.
Raymond Brett was selected as the Region’s Parent and
Raymond Brett was selected as the Region’s Parent and
Family Representative on the Board of Directors. A major
Family Representative on the Board of Directors. A major
focus for the Region’s new Council is to develop better
focus for the Region’s new Council is to develop better
communication with the wider parent group through
communication with the wider parent group through
newsletters, the St. Michael’s House website and informal
newsletters, the St. Michael’s House website and informal
gatherings. The Regional Management Team would like
gatherings. The Regional Management Team would like
to wish the new Council every success and look forward to
to wish the new Council every success and look forward to
working with them to improve services.
working with them to improve services.
Respite Services
Respite Services
The St. Michael’s House holiday house at Bettystown,
The St. Michael’s House holiday house at Bettystown,
Co. Meath continues to attract a large number of visitors.
Co. Meath continues to attract a large number of visitors.
In 2010, the house was fully occupied during the summer
In 2010, the house was fully occupied during the summer
months and occupied at weekends during spring and
months and occupied at weekends during spring and
autumn. These holidays are an important part of the
autumn. These holidays are an important part of the
respite services provided to service users and their
respite services provided to service users and their
families.
families.
Conclusion
Conclusion
Although 2010 was a challenging year for the Region, and
Although 2010 was a challenging year for the Region, and
indications are that these difficulties will continue in 2011,
indications are that these difficulties will continue in 2011,
we remain committed to working with service users,
we remain committed to working with service users,
families and staff to continue to improve and develop the
families and staff to continue to improve and develop the
quality of our services.
quality of our services.
Swimming Pool and Leisure Centre
Swimming Pool and Leisure Centre
John Birthistle: Regional Director
John Birthistle: Regional Director
The Region is responsible for managing the organisation’s
The Region is responsible for managing the organisation’s
Swimming Pool and Leisure Centre at Belcamp and the
Swimming Pool and Leisure Centre at Belcamp and the
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North Locations
Gerard McHugh & Olympic Swimmer Aisling Cooney
Adult Day Services
Independent Living
Ballymun Road, Ballymun
Tel (0)1 – 884 0200
Fax (0)1 – 884 0211
Ballygall, Ballymun, Belcamp,
Chanel College
Santry
Regional Director:
John Birthistle
Abhainn, Ballymun, Dublin Road,
Mellows Road, Oaklands, Seantrabh,
Seatown
Headquarters and Clinic
Ballymun Road, Ballymun
Early Services
Ballymun; Y.E.S. Project, Swords
Balllymun, Foxfield, Skerries
Inclusive Education
Ballymun
Local Centres
Residential Houses
Ballymun, Breaffy, Boroimhe, Cabra,
Clew Bay, Donabate, Elmwood,
Glenamoy, Glenanaar, Glencorry,
Glencree, Glenealy, Glenmalure,
Glenveagh, Longlands, Malahide
Road, Park View, Rathbeale,
Sallowood, St. Canices (63), St.
Canices (30), The Willows, Woodview
Alzheimer’s Services
Cara, Belcamp
Respite
Beachlawn, Coolfin, Donabate, Link,
Seatown
Training Centres
Le Cheile, Moyle Road, Solas Support
Centre, Riverside, Work Options
Leisure Centre & Pool
Belcamp
Helen Greene
South Report
South
South Report
Report
St. Michael’s House South, with its headquarters in Goatstown, Dublin 14, provides a
St. Michael’s House South, with its headquarters in Goatstown, Dublin 14, provides a
comprehensive range of life-long support services to 303 children and adults with an
comprehensive range of life-long support services to 303 children and adults with an
intellectual disability and their families. The Region had a challenging year in 2010
intellectual disability and their families. The Region had a challenging year in 2010
with a cut in core funding and an increased demand for services and supports.
with a cut in core funding and an increased demand for services and supports.
The Regional Management Team and staff responded to
The Regional Management Team and staff responded to
these challenges by examining all areas of the service
these challenges by examining all areas of the service
to assess how they could be restructured to create
to assess how they could be restructured to create
efficiencies without affecting the quality of services
efficiencies without affecting the quality of services
provided.
provided.
Early Services Programmes, in particular in the area of
Early Services Programmes, in particular in the area of
clinical supports.
clinical supports.
Educational Supports
Educational Supports
St. Michael’s House South provides educational supports
St. Michael’s House South provides educational supports
to 93 children between five and 18 years of age. Children
to 93 children between five and 18 years of age. Children
attend the Region’s Special National School (SNS) at
attend the Region’s Special National School (SNS) at
Grosvenor Road or are supported through STEMS to
Grosvenor Road or are supported through STEMS to
attend their local mainstream primary or secondary
attend their local mainstream primary or secondary
school. The building at Grosvenor Road comprises two
school. The building at Grosvenor Road comprises two
old Georgian houses and is totally unsuitable as a modern
old Georgian houses and is totally unsuitable as a modern
school building. It poses particular difficulties for pupils
school building. It poses particular difficulties for pupils
with limited mobility. Negotiations are ongoing with
with limited mobility. Negotiations are ongoing with
the Department of Education and Skills in relation to a
the Department of Education and Skills in relation to a
replacement school and two options are currently being
replacement school and two options are currently being
considered, building a new school at a green-field site
considered, building a new school at a green-field site
in Ballinteer, or moving to a vacant school at Oak Hill,
in Ballinteer, or moving to a vacant school at Oak Hill,
Leopardstown. While the Department has agreed that
Leopardstown. While the Department has agreed that
replacing Grosvenor Road is a priority, they are unable
replacing Grosvenor Road is a priority, they are unable
to provide a definite date as to when a decision will be
to provide a definite date as to when a decision will be
made. Once developed, the new school will accommodate
made. Once developed, the new school will accommodate
all children with special needs, including those with a
all children with special needs, including those with a
significant physical disability as well as children with a
significant physical disability as well as children with a
dual diagnosis of autism and intellectual disability.
dual diagnosis of autism and intellectual disability.
As a result of a reduction in St. Michael’s House funding
As a result of a reduction in St. Michael’s House funding
by the Health Service Executive (HSE), the Region’s
by the Health Service Executive (HSE), the Region’s
funding allocation for 2010 was reduced by 5.5%. Despite
funding allocation for 2010 was reduced by 5.5%. Despite
this, the Region was able to achieve a balanced budget
this, the Region was able to achieve a balanced budget
without having to reduce the level or quality of services
without having to reduce the level or quality of services
provided. This was achieved by working in partnership
provided. This was achieved by working in partnership
with all stakeholders to change the way services are
with all stakeholders to change the way services are
delivered. It is anticipated that additional savings will have
delivered. It is anticipated that additional savings will have
to be made during 2011.
to be made during 2011.
The ongoing national moratorium on staff recruitment,
The ongoing national moratorium on staff recruitment,
which came into effect in March 2009, has had a
which came into effect in March 2009, has had a
considerable impact on service delivery and in December
considerable impact on service delivery and in December
2010 the Region had 11 vacancies that it is prohibited
2010 the Region had 11 vacancies that it is prohibited
from filling. The majority of the vacancies are frontline
from filling. The majority of the vacancies are frontline
posts and are as a result of staff resigning, maternity
posts and are as a result of staff resigning, maternity
leave and sick leave. The moratorium has also
leave and sick leave. The moratorium has also
significantly reduced the Region’s Relief Staff Panel and it
significantly reduced the Region’s Relief Staff Panel and it
is now very difficult to fill short-term staff vacancies.
is now very difficult to fill short-term staff vacancies.
Adult Services
Adult Services
Early Services
Early Services
In 2010, all graduates from Grosvenor Road SNS and
In 2010, all graduates from Grosvenor Road SNS and
mainstream schools were placed in an adult service.
mainstream schools were placed in an adult service.
A priority for the Region is to ensure that all pupils
A priority for the Region is to ensure that all pupils
graduating from our educational programmes transfer to
graduating from our educational programmes transfer to
an appropriate adult service. Given the diversity of needs
an appropriate adult service. Given the diversity of needs
of young adults in the Region, it has been a challenge
of young adults in the Region, it has been a challenge
to organise age and ability appropriate services that
to organise age and ability appropriate services that
are close to service users’ homes. Increasingly, young
are close to service users’ homes. Increasingly, young
adults are requesting a more diverse range of services
adults are requesting a more diverse range of services
to support their work and social goals. To respond to
to support their work and social goals. To respond to
this, under the organisation’s EVOLVE project, significant
this, under the organisation’s EVOLVE project, significant
changes have been made to the services offered by the
changes have been made to the services offered by the
Region’s Long Term Training Centres and Local Centres.
Region’s Long Term Training Centres and Local Centres.
The Centres now offer a greater range of work, social
The Centres now offer a greater range of work, social
and recreational programmes that can be adapted to
and recreational programmes that can be adapted to
In 2010, the Region received 14 new referrals to Early
In 2010, the Region received 14 new referrals to Early
Services, mainly from maternity and children’s hospitals,
Services, mainly from maternity and children’s hospitals,
bringing the total number of children in Early Services
bringing the total number of children in Early Services
to 37. As there was limited funding made available by
to 37. As there was limited funding made available by
the HSE for the expansion of services, these families
the HSE for the expansion of services, these families
had to be accommodated from within existing resources.
had to be accommodated from within existing resources.
In addition to the increasing number of children in
In addition to the increasing number of children in
Early Services, the percentage of children with complex
Early Services, the percentage of children with complex
medical needs and children with autism also increased. A
medical needs and children with autism also increased. A
number of measures have been put in place to meet these
number of measures have been put in place to meet these
increased demands, including working with families and
increased demands, including working with families and
children in small groups and providing more therapies in
children in small groups and providing more therapies in
the clinic building. Regional management will continue to
the clinic building. Regional management will continue to
work with local HSE staff to highlight the deficiencies in
work with local HSE staff to highlight the deficiencies in
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South Report
South
South Report
Report
“On
“On average
average the
the organisation
organisation receives
receives six
six new
new referrals
referrals a
a month
month mainly
mainly
from
from children’s
children’s and
and maternity
maternity hospitals.”
hospitals.”
Respite
Respite Services
Services
meet the goals of individual service users. Working in
meet the goals of individual service users. Working in
partnership with the Region’s Community Sports and
partnership with the Region’s Community Sports and
Social Programmes, some of these programmes take
Social Programmes, some of these programmes take
place in the evenings and at weekends. An information
place in the evenings and at weekends. An information
evening was held in Grosvenor Road SNS on the services
evening was held in Grosvenor Road SNS on the services
provided by Carmona Services, Cheeverstown and the
provided by Carmona Services, Cheeverstown and the
HSE for families who live outside St Michael’s House
HSE for families who live outside St Michael’s House
catchment area.
catchment area.
With no additional funds being made available by the
With no additional funds being made available by the
HSE to develop additional services, and with 13 service
HSE to develop additional services, and with 13 service
users in crisis, providing respite supports and services
users in crisis, providing respite supports and services
for the Region’s 303 families continues to be a challenge.
for the Region’s 303 families continues to be a challenge.
Working with the local HSE Disability Service, a new
Working with the local HSE Disability Service, a new
Home Care Programme was offered to a number of
Home Care Programme was offered to a number of
families. The Programme provides respite supports in
families. The Programme provides respite supports in
the evenings and at weekends in the service user’s own
the evenings and at weekends in the service user’s own
home and frequently involves them participating in social
home and frequently involves them participating in social
activities. An increasing number of units are offering
activities. An increasing number of units are offering
respite to families by organising holiday camps at the St.
respite to families by organising holiday camps at the St.
Michael’s House holiday home in Bettystown, Co. Meath.
Michael’s House holiday home in Bettystown, Co. Meath.
The Genio Trust, an organisation that supports the
The Genio Trust, an organisation that supports the
development of innovative programmes for people at risk
development of innovative programmes for people at risk
of social exclusion, has provided the Region with a grant
of social exclusion, has provided the Region with a grant
of €50,000 to pilot a new programme Circle of Supports.
of €50,000 to pilot a new programme Circle of Supports.
The pilot programme is exploring how best to coordinate
The pilot programme is exploring how best to coordinate
all the supports, formal and informal, available to service
all the supports, formal and informal, available to service
users to achieve their individual goals. The programme
users to achieve their individual goals. The programme
will be of great assistance in further developing the
will be of great assistance in further developing the
organisation’s goal to diminish the need to provide
organisation’s goal to diminish the need to provide
services in segregated settings.
services in segregated settings.
Parent
Parent and
and Family
Family Council
Council
In 2010, a new Parent and Family Council was elected for
In 2010, a new Parent and Family Council was elected for
the period 2010-2013. Eight of the outgoing Council were
the period 2010-2013. Eight of the outgoing Council were
re-appointed, along with two new members. Breda Dunne
re-appointed, along with two new members. Breda Dunne
was re-appointed as the Region’s Parent and Family
was re-appointed as the Region’s Parent and Family
Council Director Representative. A major focus for the
Council Director Representative. A major focus for the
Region’s new Council is to develop better communication
Region’s new Council is to develop better communication
with the wider parent group through newsletters, the
with the wider parent group through newsletters, the
St. Michael’s House website and informal gatherings.
St. Michael’s House website and informal gatherings.
The Regional Management Team would like to
The Regional Management Team would like to
acknowledge and thank the outgoing Council for their
acknowledge and thank the outgoing Council for their
co-operation and work and to wish the new Council
co-operation and work and to wish the new Council
every success.
every success.
Considerable work is being undertaken by the Region
Considerable work is being undertaken by the Region
to support and encourage service users to develop
to support and encourage service users to develop
communication skills. This has included developing
communication skills. This has included developing
accessible newsletters and making videos to explain
accessible newsletters and making videos to explain
individual goals and unit service plans. In early 2011, the
individual goals and unit service plans. In early 2011, the
Circle of Friends social group plan to launch a new road
Circle of Friends social group plan to launch a new road
safety training video that can be used in schools and
safety training video that can be used in schools and
training centres.
training centres.
Conclusion
Conclusion
Residential
Services
Although 2010 was a challenging year for the Region,
Although 2010 was a challenging year for the Region,
with the support of service users, families and staff we
with the support of service users, families and staff we
were able to maintain the quality of our services. We
were able to maintain the quality of our services. We
look forward to working with the new Parent and Family
look forward to working with the new Parent and Family
Council, families and staff in 2011 to further develop the
Council, families and staff in 2011 to further develop the
range of services offered by the Region.
range of services offered by the Region.
The most significant challenge facing the Region is to
The most significant challenge facing the Region is to
develop additional residential places for service users
develop additional residential places for service users
whose final caregiver can no longer provide for them.
whose final caregiver can no longer provide for them.
There are now 45 service users on the Region’s priority
There are now 45 service users on the Region’s priority
waiting list, with 13 in need of an immediate placement.
waiting list, with 13 in need of an immediate placement.
In 2010, the HSE only provided funding for one additional
In 2010, the HSE only provided funding for one additional
place. It is likely that if we are to meet the needs of
place. It is likely that if we are to meet the needs of
service users over the coming years that additional
service users over the coming years that additional
places will have to be funded from within existing
places will have to be funded from within existing
resources, placing further pressure on the Region to
resources, placing further pressure on the Region to
find service efficiencies.
find service efficiencies.
David Dunne: Regional Director
David Dunne: Regional Director
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South Locations
Victoria Kelso & Daniel Abbott
Respite
Employment Placement
Willowfield Park, Goatstown
Tel (0)1 – 299 0500
Fax (0)1 – 298 8729
Ailesbury, Brittas Bay, Ramleh
Inclusive Recruitment
Local Centres
Leisure Centre & Pool
Bon Accord, Cromwellsfort,
Leinster Road, Ophaly Lodge
Belcamp
Residential Houses
Goatstown Services,
Templeogue Enterprises
Regional Director:
David Dunne
Regional Headquarters, Clinic
and Early Services and
Inclusive Education
Cromwellsfort, Glendoher,
Kennington, Marley Court,
Rossmore, The Pines, Whitehall
Lodge, Willowglade
Independent Living
Grosvenor Road, Ballinteer
Cromwellsfort Road
Adult Day Services
Southside Support Services
St. Raphaela’s
Training Centres
Patricia Morrisey & & Michelle O’Halloran
Shared Services
Shared
Shared Services
Services
Finance
Finance
Human Resources
Human Resources
Information Technology
Communication & Fundraising
Communication & Fundraising
Learning Resource Centre & Library
Learning Resource Centre & Library
Staff Training & Development
Staff Training & Development
Open Training College
Open Training College
Technical Services
Technical Services
Research & Service Development
Research & Service Development
Transport
Transport
Finance
Finance
Human Resources
Human Resources
The role of the Finance Department is to provide Shared
The role of the Finance Department is to provide Shared
Services and the three Regions of St. Michael’s House
Services and the three Regions of St. Michael’s House
with financial information and analysis to support the
with financial information and analysis to support the
development and operation of services and to ensure
development and operation of services and to ensure
that proper books of accounts are maintained. The
that proper books of accounts are maintained. The
Department also supplies support to the Board of
Department also supplies support to the Board of
Directors and the Finance Sub-Committee of the Board.
Directors and the Finance Sub-Committee of the Board.
The role of the Human Resources Department is to
The role of the Human Resources Department is to
provide supports to management and staff by providing
provide supports to management and staff by providing
best practice leadership, advice and expertise in all
best practice leadership, advice and expertise in all
aspects of human resources policies and procedures,
aspects of human resources policies and procedures,
change management and staff recruitment.
change management and staff recruitment.
In 2010, a primary focus of the Department was to
In 2010, a primary focus of the Department was to
develop a template to manage changes to service
develop a template to manage changes to service
delivery under the auspices of the Public Service Sector
delivery under the auspices of the Public Service Sector
Agreement. The proposed changes focused on the 15
Agreement. The proposed changes focused on the 15
provisions outlined in the Health Sector section of the
provisions outlined in the Health Sector section of the
Agreement and included changes to how day, residential,
Agreement and included changes to how day, residential,
clinical and transport services are organised and
clinical and transport services are organised and
delivered throughout the organisation. It is planned that
delivered throughout the organisation. It is planned that
these changes will be introduced through a partnership
these changes will be introduced through a partnership
model with staff and their representative bodies and
model with staff and their representative bodies and
that an agreement will be lodged with the National
that an agreement will be lodged with the National
Implementation Body by May 2011.
Implementation Body by May 2011.
Throughout 2010 the Department worked closely with
Throughout 2010 the Department worked closely with
management and staff at all levels to identify and
management and staff at all levels to identify and
implement service efficiencies to address the reduction
implement service efficiencies to address the reduction
in state funding. This work will continue in 2011 as it is
in state funding. This work will continue in 2011 as it is
anticipated that the Health Service Executive will impose
anticipated that the Health Service Executive will impose
further cuts.
further cuts.
As we move into 2011, the Finance Department will
As we move into 2011, the Finance Department will
experience significant challenges, due mainly to the
experience significant challenges, due mainly to the
HSE Voluntary Redundancy and Early Retirement
HSE Voluntary Redundancy and Early Retirement
Programmes, which resulted in the loss of five full-time
Programmes, which resulted in the loss of five full-time
staff in the Department. Under the rules of the National
staff in the Department. Under the rules of the National
Staff Recruitment and Promotions Moratorium these staff
Staff Recruitment and Promotions Moratorium these staff
cannot be replaced. To accommodate this challenge, the
cannot be replaced. To accommodate this challenge, the
Department is examining how best to further automate
Department is examining how best to further automate
accounting and payroll processes. This will involve
accounting and payroll processes. This will involve
sourcing new external solutions as well developing
sourcing new external solutions as well developing
bespoke solutions with the Information Technology
bespoke solutions with the Information Technology
Department.
Department.
The ongoing National Staff Recruitment and Promotions
The ongoing National Staff Recruitment and Promotions
Moratorium and the HSE Voluntary Redundancy and Early
Moratorium and the HSE Voluntary Redundancy and Early
Retirement Programmes present significant ongoing
Retirement Programmes present significant ongoing
challenges in maintaining staff levels and providing for
challenges in maintaining staff levels and providing for
planned and unplanned leave. On average in 2010, there
planned and unplanned leave. On average in 2010, there
were between 40 and 50 staff vacancies, which required
were between 40 and 50 staff vacancies, which required
appropriate cover to be provided. Given the limitations in
appropriate cover to be provided. Given the limitations in
place, it is not possible to cover all leave and the provision
place, it is not possible to cover all leave and the provision
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Shared Services
Shared
Shared Services
Services
While supports to service users and their families are provided on a regional basis,
While supports to service users and their families are provided on a regional basis,
administrative supports are centrally organised to minimise costs and to maximise
administrative supports are centrally organised to minimise costs and to maximise
efficiencies.
efficiencies.
of cover for long-term, planned leave was prioritised. It is
of cover for long-term, planned leave was prioritised. It is
becoming increasingly difficult to cover unplanned shortbecoming increasingly difficult to cover unplanned shortterm leave.
term leave.
presents the Communications and Fundraising
presents the Communications and Fundraising
Department with significant ongoing challenges.
Department with significant ongoing challenges.
During 2010, there were two long-term vacancies,
During 2010, there were two long-term vacancies,
which could not be filled due to the recruitment
which could not be filled due to the recruitment
moratorium. In order to respond to this, the Department
moratorium. In order to respond to this, the Department
recruited volunteers, students and interns to assist
recruited volunteers, students and interns to assist
in the management of fundraising campaigns and the
in the management of fundraising campaigns and the
production of newsletters, the Annual Report and other
production of newsletters, the Annual Report and other
promotional material. With the retirement of a senior
promotional material. With the retirement of a senior
member of staff the Department will continue to carry
member of staff the Department will continue to carry
two permanent vacancies forward into 2011.
two permanent vacancies forward into 2011.
Through the National Federation of Voluntary Bodies, an
Through the National Federation of Voluntary Bodies, an
Employee Assistance Programme was negotiated with
Employee Assistance Programme was negotiated with
VHI for staff employed by disability service providers.
VHI for staff employed by disability service providers.
The Programme was introduced as part of the overall
The Programme was introduced as part of the overall
organisational strategy for supporting staff and managing
organisational strategy for supporting staff and managing
absenteeism. On average, the organisation’s absenteeism
absenteeism. On average, the organisation’s absenteeism
was 3.8% for 2010. The national target for health and
was 3.8% for 2010. The national target for health and
social service providers is 3.5%. It is planned that this
social service providers is 3.5%. It is planned that this
target will be reached in 2011.
target will be reached in 2011.
The availability and ability of corporate, community and
The availability and ability of corporate, community and
individual donors to support the work of St. Michael’s
individual donors to support the work of St. Michael’s
House has been adversely affected by the downturn in the
House has been adversely affected by the downturn in the
economy. Despite this, the Department has managed to
economy. Despite this, the Department has managed to
maintain all existing fundraising campaigns and introduce
maintain all existing fundraising campaigns and introduce
some new and innovative ones.
some new and innovative ones.
Developing and maintaining information support systems
Developing and maintaining information support systems
for the management, planning and development of
for the management, planning and development of
services and dissemination of information throughout
services and dissemination of information throughout
the organisation is the responsibility of the Information
the organisation is the responsibility of the Information
Technology Department.
Technology Department.
In 2010, a new Corporate Volunteer Programme was
In 2010, a new Corporate Volunteer Programme was
piloted with a number of companies that allowed staff
piloted with a number of companies that allowed staff
to be released from their duties to volunteer for up to
to be released from their duties to volunteer for up to
two days in St. Michael’s House. The work carried out by
two days in St. Michael’s House. The work carried out by
volunteers included gardening, light maintenance and
volunteers included gardening, light maintenance and
decorating. The Companies involved in the pilot included
decorating. The Companies involved in the pilot included
Bank of Ireland, Northern Trust, Accenture, Vodafone,
Bank of Ireland, Northern Trust, Accenture, Vodafone,
Boots and Ulster Bank. In total, over 250 volunteers
Boots and Ulster Bank. In total, over 250 volunteers
participated in the programme.
participated in the programme.
Throughout 2010, the Department worked closely with
Throughout 2010, the Department worked closely with
Regional Management and the Human Resources
Regional Management and the Human Resources
Department to develop innovative information technology
Department to develop innovative information technology
systems to support the introduction of services
systems to support the introduction of services
efficiencies and changes to work practices under the
efficiencies and changes to work practices under the
Public Service Agreement. These systems provide
Public Service Agreement. These systems provide
management with current information to support the
management with current information to support the
analysis of staffing rosters, transport, absenteeism and
analysis of staffing rosters, transport, absenteeism and
budget management.
budget management.
We would like to express sincere gratitude to Lesuireplex,
We would like to express sincere gratitude to Lesuireplex,
The Hartford and Littlewoods Ireland for their ongoing
The Hartford and Littlewoods Ireland for their ongoing
support. We would also like to thank everyone who
support. We would also like to thank everyone who
supported our Golf Classics, our Club Draw, the Santa
supported our Golf Classics, our Club Draw, the Santa
Swim, the Art Exhibition and the Bring a Book, Buy a
Swim, the Art Exhibition and the Bring a Book, Buy a
Book initiative for their ongoing support in what are very
Book initiative for their ongoing support in what are very
challenging times.
challenging times.
A new integrated system for capturing Health and Safety
A new integrated system for capturing Health and Safety
Reports was implemented across the organisation. The
Reports was implemented across the organisation. The
system allows for individual reports to be completed
system allows for individual reports to be completed
online and uses workflow management systems to
online and uses workflow management systems to
immediately collate and disseminate reports to local and
immediately collate and disseminate reports to local and
senior management.
senior management.
Library and Learning Resource Centre
Library and Learning Resource Centre
Communications and Fundraising
Communications and Fundraising
The Library & Learning Resource Centre provides a
The Library & Learning Resource Centre provides a
professional library and information service to the
professional library and information service to the
parents, service users, families, staff and students of
parents, service users, families, staff and students of
The National Moratorium on Staff Recruitment and
The National Moratorium on Staff Recruitment and
Promotions and the changed economic environment
Promotions and the changed economic environment
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EricJan
JanCallico,
Callico,Patrick
PatrickMetcalfe,
Metcalfe,
Senator
David
Norris,
Eric
Senator
David
Norris,
TheresaEmerson
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St. Michael’s House. The Library has over 5,000 books and
subscribes to 45 journals on the subject of intellectual
Outreach Service is being piloted whereby Home Teachers
demonstrate early learning books and educational
disability. It also has an inclusive technology section
with a wide range of educational software. There are two
branch libraries, which are located in the Regional Head
software to families in their own homes. To keep staff
informed of new material in the area of intellectual
disability, the British Institute of Learning Disability
Offices of St. Michael’s House South and North-East.
(BILD) provides a current awareness service containing
abstracts of new books and articles. This service is
The Library participates in an Inter-Library Loan Service:
a network including the Irish Health Care Library Group,
TCD, IMI, British Library, and Subito Europe, allowing
available to all Clinical Departments. An automatic new
subject email alert system, which updates staff about
articles recently published in their subject area, was also
access to most published books and articles. Through
the IDAAL website, there is access to journal articles
from leading international databases including MEDLINE,
implemented.
PsychINFO and CINAHL.
To promote resources available in the Library a number
of the interactive numeric teaching aid Numicom for
children. The aid visually represents numerical concepts
in a fun and interesting format. The system will be
of new initiatives have been introduced. A library
available in the Library for both families and staff.
In 2011, it is planned to hold a demonstration package
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Shared Services
Shared
Shared Services
Services
In
In 2010,
2010, Shared
Shared Services
Services accounted
accounted for
for 6%
6% percent
percent of
of total
total revenue
revenue expenditure.
expenditure.
Boardmaker, a graphics database containing over 3,000
Boardmaker, a graphics database containing over 3,000
picture communication symbols, has been distributed
picture communication symbols, has been distributed
from the library and is now available on all unit
from the library and is now available on all unit
computers. The symbols are used with children and
computers. The symbols are used with children and
adults as an essential communications tool helping with
adults as an essential communications tool helping with
speech and language, visual supports and in making
speech and language, visual supports and in making
information more accessible to service users.
information more accessible to service users.
• The provision of workshops and seminars on a regional
• The provision of workshops and seminars on a regional
basis to improve access for students
basis to improve access for students
• The implementation of a bi-annual intake into the
• The implementation of a bi-annual intake into the
Honours Bachelor of Arts in Applied Social Studies
Honours Bachelor of Arts in Applied Social Studies
(Disability)
(Disability)
• The management of Lámh courses nationally under
• The management of Lámh courses nationally under
contract to Lámh Ireland
contract to Lámh Ireland
Due to the National Recruitment Staffing and Promotions
Due to the National Recruitment Staffing and Promotions
Moratorium the opening hours have been reduced and
Moratorium the opening hours have been reduced and
the Library opening hours are now 10.00am to 6.00pm
the Library opening hours are now 10.00am to 6.00pm
Tuesday to Thursday.
Tuesday to Thursday.
• The development of a Foundation Programme for
• The development of a Foundation Programme for
international students to acquire knowledge and skills
international students to acquire knowledge and skills
in the area of disability as well as competency in the
in the area of disability as well as competency in the
English language to support them to gain entry into the
English language to support them to gain entry into the
College’s degree programmes.
College’s degree programmes.
Open
Open Training
Training College
College
Established in 1992, the Open Training College is a
Established in 1992, the Open Training College is a
division of St. Michael’s House and provides training and
division of St. Michael’s House and provides training and
education programmes up to honours degree level to
education programmes up to honours degree level to
staff working in disability and social services nationally.
staff working in disability and social services nationally.
Courses in the areas of Applied Management, Social
Courses in the areas of Applied Management, Social
Studies and Supported Employment are offered. Using
Studies and Supported Employment are offered. Using
a Supported Open Learning Model and a Partnership
a Supported Open Learning Model and a Partnership
Approach between employers and students, the College
Approach between employers and students, the College
facilitates those working full-time, part-time or those
facilitates those working full-time, part-time or those
volunteering to remain in employment while gaining
volunteering to remain in employment while gaining
valuable third-level qualifications and training.
valuable third-level qualifications and training.
Contact Details:
Contact Details:
Open Training College, Prospect Hall, Willowfield Park,
Open Training College, Prospect Hall, Willowfield Park,
Goatstown, Dublin 14. Tel: 01-298 8544.
Goatstown, Dublin 14. Tel: 01-298 8544.
E-mail: info.otc@smh.ie
E-mail: info.otc@smh.ie
Website: www.opentrainingcollege.com
Website: www.opentrainingcollege.com
Technical
Technical Services
Services Department
Department
St. Michael’s House Technical Services Department is
St. Michael’s House Technical Services Department is
responsible for sourcing, renovating and maintaining all
responsible for sourcing, renovating and maintaining all
day and residential centres and administration offices.
day and residential centres and administration offices.
The primary source of capital funding for the development
The primary source of capital funding for the development
of new residential services is the Department of
of new residential services is the Department of
Environment, Community and Local Government’s Capital
Environment, Community and Local Government’s Capital
Assistance Programme, which is administered by local
Assistance Programme, which is administered by local
authorities. There has been no new funding approved
authorities. There has been no new funding approved
through this source since 2008. Furthermore, as we have
through this source since 2008. Furthermore, as we have
received no specific capital funding for the development
received no specific capital funding for the development
of day services since 2008, these have been funded from
of day services since 2008, these have been funded from
borrowings and our revenue grant from the HSE.
borrowings and our revenue grant from the HSE.
Courses provided by the College are accredited by the
Courses provided by the College are accredited by the
Higher Education and Training Awards Council (HETAC),
Higher Education and Training Awards Council (HETAC),
the Further Education and Training Awards Council
the Further Education and Training Awards Council
(FETAC) and the National University of Ireland, Galway.
(FETAC) and the National University of Ireland, Galway.
The College operates as a not-for-profit organisation
The College operates as a not-for-profit organisation
and is self-funding through student fees, project work
and is self-funding through student fees, project work
and consultancy.
and consultancy.
During 2010, in addition to delivering educational
During 2010, in addition to delivering educational
services to the 600 students enrolled from organisations
services to the 600 students enrolled from organisations
throughout Ireland, the following projects were also
throughout Ireland, the following projects were also
progressed:
progressed:
To minimise costs, the Department carries out routine
To minimise costs, the Department carries out routine
and emergency repairs and renovations. In 2010, the
and emergency repairs and renovations. In 2010, the
Department undertook 10,500 maintenance events in the
Department undertook 10,500 maintenance events in the
organisation’s 170 centres.
organisation’s 170 centres.
• Supporting St. Michael’s House in the development of
• Supporting St. Michael’s House in the development of
new models of day services for adults under the
new models of day services for adults under the
EVOLVE Project
EVOLVE Project
Ongoing development of capital projects in 2010 included:
Ongoing development of capital projects in 2010 included:
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Elaine
ElaineLattin
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Flynn
• The completion of two new community houses,
• Sourcing a new premise in North County Dublin for the
Rose Tree Cottage and Grattan Lodge
Early Services YES Project
• Developing plans for new community houses at
The ongoing progress of these projects is subject to the
Limewood, Royal Oak, Collins Ave., Ballygall Road,
Landscape Park and Sillogue
approval of grants from Local Authorities, the Department
of Education and Skills and the Health Service Executive.
• The development of new independent living apartments
at Marrsfield, Donaghmede
Staff Training and Development
The ongoing continuous professional development of staff
• The extension and renovations to Boroimhe
residential house
is a key priority for St. Michael’s House to ensure that
services are delivered to the highest possible standards.
• The development of new adult day services in Finglas,
Swords, Coolock and Baldoyle
Continued investment in staff training and development
is a key element within the organisational strategy to
retain and improve the organisation’s skilled workforce
• The development of new special national schools in
Raheny, Skerries and South Dublin
as it adjusts to cutbacks in resources. Staff education and
development will also support the achievement of service
• The redevelopment of the site at Charles Street
efficiencies and the promotion of best practice.
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Shared Services
Shared
Shared Services
Services
As a result of the national recruitment moratorium, there are 51 frontline staff
As a result of the national recruitment moratorium, there are 51 frontline staff
vacancies and 24 management and administrative staff vacancies, which the
vacancies and 24 management and administrative staff vacancies, which the
organisation is not allowed to fill.
organisation is not allowed to fill.
In 2010, the Department continued to offer a range of
In 2010, the Department continued to offer a range of
courses internally and to support staff to attend external
courses internally and to support staff to attend external
training. To improve efficiencies, the Department has
training. To improve efficiencies, the Department has
begun to develop and deliver some internal courses
begun to develop and deliver some internal courses
online. Health and safety courses offered included
online. Health and safety courses offered included
manual handling, food safety, hand hygiene, fire safety
manual handling, food safety, hand hygiene, fire safety
and risk assessment. Professional development courses
and risk assessment. Professional development courses
covered areas such as autism, diabetes, dementia, oral
covered areas such as autism, diabetes, dementia, oral
health, basic biomechanics, augmentative communication
health, basic biomechanics, augmentative communication
and team building. Where possible, these courses were
and team building. Where possible, these courses were
delivered to unit teams by St. Michael’s House staff. By
delivered to unit teams by St. Michael’s House staff. By
delivering training in this manner costs are minimised
delivering training in this manner costs are minimised
and staff are supported to develop new skills.
and staff are supported to develop new skills.
2010, with important teaching and research initiatives
2010, with important teaching and research initiatives
in both St. Michael’s House and UCD. A new quarterly
in both St. Michael’s House and UCD. A new quarterly
Research Forum has taken place in which staff from
Research Forum has taken place in which staff from
St. Michael’s House and external researchers have
St. Michael’s House and external researchers have
presented their research projects.
presented their research projects.
Presentations have included research on:
Presentations have included research on:
• The effectiveness of staff training in dental hygiene for
• The effectiveness of staff training in dental hygiene for
people with intellectual disabilities
people with intellectual disabilities
• The use of structured activities to promote interaction
• The use of structured activities to promote interaction
between students with severe and profound disabilities
between students with severe and profound disabilities
and their non-disabled peers
and their non-disabled peers
• How prepared Irish intellectual disability services are
• How prepared Irish intellectual disability services are
for the implementation of the Health Information and
for the implementation of the Health Information and
Quality Authority National Standards for Residential
Quality Authority National Standards for Residential
Services
Services
2011 will be a challenging year for the Department
2011 will be a challenging year for the Department
as a number of key staff, including the Training and
as a number of key staff, including the Training and
Development Manager left the organisation under the
Development Manager left the organisation under the
HSE Early Retirement / Voluntary Redundancy Scheme.
HSE Early Retirement / Voluntary Redundancy Scheme.
As none of these staff can be replaced alternative
As none of these staff can be replaced alternative
organisational arrangements to support the Training
organisational arrangements to support the Training
Department will be required.
Department will be required.
• Exploring the needs of older adults with intellectual
• Exploring the needs of older adults with intellectual
disabilities
disabilities
• A study to evaluate changes in services provided by
• A study to evaluate changes in services provided by
Santry Services as part of the EVOLVE project
Santry Services as part of the EVOLVE project
Research and Service Development
Research and Service Development
• A study of service users’ views of learning Lámh to
• A study of service users’ views of learning Lámh to
communicate with their peers
communicate with their peers
The Research and Service Development Department
The Research and Service Development Department
supports staff across the organisation to engage in
supports staff across the organisation to engage in
service-based research and evidence-based service
service-based research and evidence-based service
development. In 2010, a study examining the impact of
development. In 2010, a study examining the impact of
research projects carried out within St. Michael’s House
research projects carried out within St. Michael’s House
services and their impact on service delivery was initiated
services and their impact on service delivery was initiated
by the Department. The recommendations from this study
by the Department. The recommendations from this study
will be used to inform future research projects.
will be used to inform future research projects.
Transport
Transport
The provision of transport is an important part of the
The provision of transport is an important part of the
support network provided to service users and their
support network provided to service users and their
families. Daily transport to and from their day services
families. Daily transport to and from their day services
is provided to 475 service users. All units have access to
is provided to 475 service users. All units have access to
transport to support individual service users to attend
transport to support individual service users to attend
community based, educational, employment, social and
community based, educational, employment, social and
recreational programmes. Transport services are also
recreational programmes. Transport services are also
available in the evenings and at weekends to facilitate
available in the evenings and at weekends to facilitate
service users attending organised activities.
service users attending organised activities.
The Ethics Committee reviews all research proposals and
The Ethics Committee reviews all research proposals and
in 2010 a new Policy on Research Ethics was developed
in 2010 a new Policy on Research Ethics was developed
and approved. One of the changes brought about by the
and approved. One of the changes brought about by the
Policy has been the inclusion of external members on the
Policy has been the inclusion of external members on the
Committee.
Committee.
In response to the reduction in State funding, the
In response to the reduction in State funding, the
Moratorium on Recruitment and Promotions and the
Moratorium on Recruitment and Promotions and the
increasing demand for transport, a review of transport
increasing demand for transport, a review of transport
services has highlighted a number of concerns about the
services has highlighted a number of concerns about the
Since 2009, the Department has been working in
Since 2009, the Department has been working in
partnership with the Centre for Disability Studies, UCD
partnership with the Centre for Disability Studies, UCD
School of Psychology. This partnership has developed in
School of Psychology. This partnership has developed in
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TV3
TV3presenter
presenterSinéad
SinéadDesmond
Desmond &
& Ciara
Ciara MacNeill
MacNeill
long-term viability of the current method of providing
transport model is not viable without increased funding
transport. The staffing moratorium has significantly
impacted on the Transport Department and will continue
to do so as there are a number of drivers and escorts due
and that making changes could provide significant
savings. A new system is being phased in where frontline
staff will drive the majority of buses. This system will not
to retire in the coming months and years. There are also
vacancies on the relief panel that cannot be filled.
only provide significant savings but will also improve the
flexibility of the service. A number of residential units
have been provided with their own bus and staff have
undergone driver training.
The primary reason for the increasing demand for
transport is the ageing profile of service users and related
mobility issues. In addition to those transported by the
Department to their day unit, there are currently over 600
service users who travel independently. Since 2007, the
number of service users over the age of 55 has increased
by 36% and the impact of this has been an increase in
demand for transport.
Through the organisational review of service efficiencies
it has been identified that in the long-term the current
33
33
Review of Operations
35
Accounting Policies
40
Independent Auditor’s Statement to the Members
42
Consolidated Income And Expenditure Account
43
Consolidated Balance Sheet
44
Income Analysis
45
Analysis of Expenditure by Service Type
46
Analysis of Expenditure by Region
46
Analysis of Capital Expenditure
47
Staff Whole-Time Equivalent Numbers
47
34
34
Review
Review of
of Operations
Operations
Legal Status: St. Michael’s House is a company limited by guarantee not having a share
Legal Status: St. Michael’s House is a company limited by guarantee not having a share
capital. The organisation and its activities have been granted charitable status by the
capital. The organisation and its activities have been granted charitable status by the
Revenue Commissioners. All activity and income is applied solely towards the provision
Revenue Commissioners. All activity and income is applied solely towards the provision
of services and supports for people with an intellectual disability
of services and supports for people with an intellectual disability
The organisation’s Company Registration Number
The organisation’s Company Registration Number
is 27628
is 27628
The organisation’s Charity Registration Number
The organisation’s Charity Registration Number
is CHY 5692
is CHY 5692
Structures are in place to ensure that service users,
Structures are in place to ensure that service users,
parents and family members are encouraged and
parents and family members are encouraged and
supported to be actively involved at all levels in the
supported to be actively involved at all levels in the
development and delivery of services and where feasible,
development and delivery of services and where feasible,
those making decisions regarding services are as close to
those making decisions regarding services are as close to
service users and their families as possible.
service users and their families as possible.
Registered Office
Registered Office
The Registered Office for the organisation is located at St.
The Registered Office for the organisation is located at St.
Michael’s House, Willowfield Park, Goatstown, Dublin 14.
Michael’s House, Willowfield Park, Goatstown, Dublin 14.
Each service user is assigned a key worker who seeks
Each service user is assigned a key worker who seeks
to find out what is important to the service user from
to find out what is important to the service user from
their perspective. An ‘Individual Plan’ is then developed
their perspective. An ‘Individual Plan’ is then developed
around the individual’s requirements. Collectively, these
around the individual’s requirements. Collectively, these
Individual Plans are used to inform the nature and type
Individual Plans are used to inform the nature and type
of supports and services that are provided or need to be
of supports and services that are provided or need to be
developed to meet the needs of individual service users.
developed to meet the needs of individual service users.
Services
Services
St. Michael’s House is a voluntary body providing supports
St. Michael’s House is a voluntary body providing supports
and services to 1,602 children and adults with an
and services to 1,602 children and adults with an
intellectual disability and their families in 170 communityintellectual disability and their families in 170 communitybased centres throughout Dublin City and County and in
based centres throughout Dublin City and County and in
Navan, Co. Meath.
Navan, Co. Meath.
Board of Directors & Sub-Committees
Board of Directors & Sub-Committees
The primary sources of revenue funding for the
The primary sources of revenue funding for the
organisation are the Health Service Executive and the
organisation are the Health Service Executive and the
Department of Education and Science.
Department of Education and Science.
Board of Directors
Board of Directors
St. Michael’s House is governed by a voluntary Board of
St. Michael’s House is governed by a voluntary Board of
Directors many of whom are parents of a service user.
Directors many of whom are parents of a service user.
The range of services provided by St Michael’s House
The range of services provided by St Michael’s House
includes: Clinical Services, Early Services, Special
includes: Clinical Services, Early Services, Special
National Schools, Inclusive Education Supports,
National Schools, Inclusive Education Supports,
Vocational Training, Adult Day Services, Employment
Vocational Training, Adult Day Services, Employment
Support Services, Residential Services, Respite
Support Services, Residential Services, Respite
Services, Specialist Alzheimer’s Service and Social and
Services, Specialist Alzheimer’s Service and Social and
Recreational Supports.
Recreational Supports.
Board Members
Board Members
Maurice Bracken, Chairperson, Eamonn Fitzgerald
Maurice Bracken, Chairperson, Eamonn Fitzgerald
Vice Chairperson, Jim Cuddy, Chairperson Policy &
Vice Chairperson, Jim Cuddy, Chairperson Policy &
Planning Committee; David Hughes, Chairperson Finance
Planning Committee; David Hughes, Chairperson Finance
Committee; Larry Kane, Chairperson Compliance &
Committee; Larry Kane, Chairperson Compliance &
Nominations Committee. Mairide Woods, John Leonard,
Nominations Committee. Mairide Woods, John Leonard,
Eamon Hurley, David Fanagan, John Larney (appointed
Eamon Hurley, David Fanagan, John Larney (appointed
November 2010) and Raymond Brett, Bernadette Perry,
November 2010) and Raymond Brett, Bernadette Perry,
Breda Dunne (appointed in June 2010).
Breda Dunne (appointed in June 2010).
Supports and services are designed so that they:
Supports and services are designed so that they:
•
•
•
•
•
•
•
•
•
•
Reflect the individual needs & choices of service users
Reflect the individual needs & choices of service users
Support individuals to develop meaningful
Support individuals to develop meaningful
relationships, to make a valued contribution and
relationships, to make a valued contribution and
Empower people to make choices about where they
Empower people to make choices about where they
work, live and socialise
work, live and socialise
Advocate for the improvement and development
Advocate for the improvement and development
of services
of services
Are cost effective and accountable to service users,
Are cost effective and accountable to service users,
families and funding authorities
families and funding authorities
Robert Kirkpatrick, Marjorie Soden and Teresa McDonnell
Robert Kirkpatrick, Marjorie Soden and Teresa McDonnell
retired from the Board of Directors in June 2010. John
retired from the Board of Directors in June 2010. John
Costello retired in December 2010.
Costello retired in December 2010.
The Directors would like to express their sincere
The Directors would like to express their sincere
appreciation of the commitment and dedication of
appreciation of the commitment and dedication of
management and staff to providing quality services to
management and staff to providing quality services to
people with an intellectual disability and their families
people with an intellectual disability and their families
and are satisfied with the operational performance of the
and are satisfied with the operational performance of the
organisation in what was a very challenging year.
organisation in what was a very challenging year.
35
35
35
Finance Committee
Brendan Goldsmith, Teresa McDonnell, Marjorie Soden;
and ex officio, Maurice Bracken (Board Chairman).
The Finance Committee monitors and reviews the
financial performance of St. Michael’s House and its
Officers’ Committee
subsidiary companies, St. Michael’s House Leisure Centre
Ltd., St. Michael’s House Housing Association Ltd. and
Comprising of the Officers of the Board (Chairperson
and Chairpersons of Sub-Committees), the Officers’
Northbrook Industries Ltd. It provides the Board with an
independent view in relation to Internal Audit, External
Committee supports the Chairperson in decisionmaking in emergency situations when, because of
Audit, Financial Risk Management, Financial Compliance,
Internal Control and Reporting and Security of Financial
time limits, it is not possible to convene a full Board
meeting. The Committee is also responsible for reviewing
Records and Data.
recommendations by management on the legal structures
of the organisation and for assessing major property
Committee Members: David Hughes (Chair), John
Leonard, Breda Dunne, David Fanagan, Eamonn
transactions and developments.
Fitzgerald, Maurice Redmond, Laura Beausang, Robert
Parent & Family Councils
Kirkpatrick and ex-officio, Maurice Bracken (Board
In conjunction with Regional Management, the Parent and
Family Councils provide parents and family members with
a formal structure to allow input into service planning and
development. The three Regional Councils are directly
elected by parents and are formed to ensure that all areas
of service are proportionately represented. In 2010, three
new Councils were elected for the period 2010-2013,
following which three new Parent and Family Council
Directors were appointed to the Board of Directors; Breda
Dunne for St. Michael’s House South, Bernadette Perry
for St. Michael’s House Northeast and Raymond Brett for
St. Michael’s House North-East.
Chairman).
Compliance & Nominations Committee
The Compliance & Nominations Committee is responsible
for ensuring that there is effective succession planning
for the Board and senior management. It ensures that
the membership of the Board has the appropriate skills,
knowledge and experience to carry out its duties and is
compliant with all relevant legislation, regulations and
codes of conduct. It is responsible for risk management,
for reviewing the organisation’s insurance strategy and
for policies and procedures in relation to data security.
Committee Members: Larry Kane (Chair), Eamonn
Fitzgerald, Bernadette Perry, Eamon Hurley, John
Larney, Jim Daly, Aishling Kirkpatrick, John Costello and
In 2010, the Councils worked to improve the information
available to parents on a wide variety of topics and to
ex officio, Maurice Bracken (Board Chairman).
Working groups have been established to support the
publication of Parent and Family Newsletters and a new
Parent and Family Council section on the organisation’s
website: www.smh.ie
improve communications with the wider parent group.
Policy & Planning Committee
The Policy & Planning Committee supports the Board
in developing and monitoring the implementation of the
Service Users’ Leadership and
Advocacy Councils
organisation’s Strategic Plan as well as initiating new
policies, examining major plans and programmes to
ensure that they achieve the desired outcomes. In 2010,
the Committee oversaw the development of the Strategic
Plan for the period 2011 to 2013. The Plan serves as a
road-map for the organisation and describes how it will
Significant work has been undertaken in relation to the
development of Service Users’ Leadership and Advocacy
pursue its vision of providing the best possible services
for people with an intellectual disability and their families.
proceed. A number of initiatives have been piloted to
develop formal structures for service users to have an
input into service planning and delivery.
Councils. Service users have undertaken training
and visited other organisations to explore how best to
Committee Members: Jim Cuddy (Chair), Mairide Woods,
Raymond Brett, Marie Therese Mooney,
36
36
Review
of Operations
Operations
Review of
Corporate Governance
procedures in place to ensure that services are delivered
to the highest standards and risks are anticipated
Board of Directors
and managed.
The members of the Board of Directors serve on a
voluntary basis and encompass a wide range of skills,
The Board is engaged in a process of developing the risk
management framework in line with the requirements of
expertise, backgrounds and experience to ensure effective
leadership, direction and control of the organisation.
the updated Code of Practice for the Governance of State
Sponsored Bodies and has delegated responsibility for the
The Board appoints all new members of the Board. An
process to a suitably qualified Board member.
individual must be a member of St. Michael’s House prior
to being elected to the Board. The only exceptions to
this rule are Parents and Family Councils Representative
Directors who are selected from a panel directly elected
Internal Controls
The Board has established structures, policies and
procedures to review and report on internal controls;
by the Councils.
including financial, operational and compliance. The
operation of these has been delegated to the Executive
Management Committee.
All Directors of St. Michael’s House receive induction
training on Corporate Governance at the Institute of
Public Administration. A Code of Conduct outlines the
responsibility of each Director to the organisation and
includes procedures for dealing with any potential conflict
of interest, which may arise between their responsibilities
as Directors and their outside interests. Directors are
non-executive and do not receive any remuneration for
the services they provide to the organisation.
Quality Assurance
Services provided by St. Michaels’ House are developed,
planned and delivered based on the needs and goals of
individual service users and their families. All service
users have an Individual Plan that places them, their life
choices and wishes at the core of service delivery and
development. The process seeks to establish what is
important to the service user and subsequently allows for
the development of a plan for each individual.
The Chairman sets the agenda for each Board meeting.
Executive management attend Board meetings and make
regular presentations on the strategies and operations of
the organisations. In 2010, the Board had ten scheduled
meetings.
Providing services in this way ensures that the
organisation is able to deliver services to best
international standards and that it will be able to meet
the standards set by the Health Information and Quality
Authority (HIQA) when they come into force. HIQA is in the
process of implementing standards for ‘Residential and
Foster Care Services for Children and Young People’ and
Under the organisation’s Corporate Governance
Policies and Procedures there are a number of matters
specifically reserved for decision by the Board of
Directors including corporate governance, strategy
setting, major policy approvals, risk management and
‘National Quality Standards’.
control, financial controls, approval of procurement
procedures, and disposal and acquisition of major assets.
Health and Safety
For 2010, The Board is satisfied that it met its duties and
obligations as set out in the organisation’s Corporate
Governance Policy.
St. Michael’s House is committed to ensuring the health
and safety of service users, their families, staff and
Risk Management
General Applications Regulations 2007 and all associated
legislation; our Safety Management System is integrated
into our services.
members of the public. Taking account of our obligations
under the Safety, Health and Welfare at Work Act 2005;
The Board is committed to ensuring that managing risks
is an integral part of the organisation’s activities. The
Board receives regular reports on systems, policies and
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02/06/2011 15:32:17
Details of its structure and how it is resourced are set out
in the organisation’s Safety Statement, which supports
Services are delivered through a regionalised structure,
St. Michael’s House North, North-East and South.
the development of site-specific safety arrangements in
Each region provides services and supports to up to 600
all centres.
service users and their families.
The organisation’s Safety Statement details the
Subsidiary Companies
responsibilities that staff at all levels have in relation
to safety matters. In addition, Safety Representatives
St. Michael’s House Housing Association Ltd
form an active part of the organisation’s consultation
arrangements, bringing employee representations on
staff health and safety matters through the forum of the
Safety Committee. The organisation’s Annual Health and
(Company Registration No: 432718)
St. Michael’s House Housing Association is responsible
for managing and maintaining residential properties
funded under Part V of the Planning and Development Act
Safety Audit Programme monitors compliance with safety
standards across the organisation.
2000-2006, Social and Affordable Housing Programmes
and for issuing tenants with Tenancy Agreements.
Two Board members with specific responsibility for health
Directors: Maurice Bracken, Patricia Doherty, Noel
and safety report to the Board on the organisation’s
Dillon, Jim McKeon, David Hughes and Maurice Redmond.
compliance and performance in relation to structures,
systems, policies and procedures for anticipating and
managing risks.
St. Michael’s House Leisure Complex Ltd
(Company Registration No: 457866).
St. Michael’s House Leisure Complex Ltd is responsible
for managing the organisation’s Leisure Centre. Opened
in 2008, the Centre is Ireland’s only leisure facility
specifically designed and developed to meet the needs
of people with significant physical and intellectual
disabilities. Facilities at the Centre include a swimming
pool, a home cinema, beauty therapy room, a coffee dock,
multi-purpose rooms, a specialist bicycle centre and
outdoor sports areas.
Electoral Act
St. Michael’s House does not make donations to
political parties.
Employment Legislation
St. Michael’s House is an equal opportunities employer
and is compliant with all employment legislation.
Salaries
Staff salary scales are in line with the Department of
Directors:
Health and Children Consolidated Salary Scales.
Maurice Bracken, David Hughes, Larry Kane,
Patricia Doherty, Jim McKeon and John Birthistle
Pensions
St. Michael’s House is an approved agency of the
Nominated Health Agencies Superannuation Scheme. In
addition, the Voluntary Hospitals Superannuation Scheme
Northbrook Industries Ltd.
is operated for some of the former employees of St Mary’s
provides a range of support services for adults with an
Hospital Baldoyle.
intellectual disability.
Organisational Structures
Directors:
Maurice Redmond, Patricia Doherty and Noel Dillon.
(Company Registration NO: 87772)
Located at Santry, Dublin 9, Northbrook Industries
Responsibility for the development and management of
the organisation rests with the Executive Management
Team, which includes the Chief Executive Officer; the
Deputy Chief Executive Officer; the Director of Psychiatry
and the three Regional Directors.
38
38
Review
of Operations
Operations
Review of
Affiliations
St. Michael’s House actively promotes working in
partnership with statutory bodies and other charitable
organisations to promote the development of quality
services for people with an intellectual disability.
St. Michael’s House is affiliated to the following
organisations:
· National Federation of Voluntary Bodies
· Irish Council for Social Housing
· Irish Charities Tax Reform Group
· Disability Federation of Ireland
· Inclusion Ireland
Finance
Accounting Records
The Directors believe that they have employed accounting
personnel with appropriate expertise and provided
adequate resources to the financial function to ensure
compliance with the obligations of St. Michael’s House to
keep proper books of accounts. The books of accounts
are held at St. Michael’s House headquarters, Ballymun
Road, Dublin 9.
Financial Results
In the opinion of the Directors, the financial results for
the year are satisfactory. In 2010, the HSE introduced
additional cuts within our core funding of €5m. As a
consequence, cost-saving measures were introduced in
order to achieve an operating deficit of €674,770 (2009
- €348,104 ).
Internal Auditors:
PricewaterhouseCoopers, Internal Audit Service.
External Auditors:
Deloitte & Touche, Chartered Accountants and
Registered Auditors.
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02/06/2011 15:32:18
Accounting
Policies
Accounting Policies
Capital Expenditure Reserve/European Social
Fund Grant Reserve
Basis of Preparation
The financial statements have been prepared in
accordance with accounting standards generally accepted
in Ireland and Irish statute comprising the Companies
Income and grants designated for capital purposes,
excluding Government Grants dealt with above, are
credited to the Capital Expenditure Reserve. The Capital
Acts, 1963 to 2009. Accounting standards generally
accepted in Ireland in preparing financial statements
Expenditure Reserve is amortised over a period of 20
years and the European Social Fund grant reserve is
giving a true and fair view are those published by the
Institute of Chartered Accountants in Ireland and issued
amortised over a period of 10-40 years, as appropriate.
by the Accounting Standards Board.
Goodwill
Basis of Accounting
Negative goodwill represents the difference between
the cost of businesses acquired and the aggregate of the
fair values of their identifiable net assets at the date of
The financial statements have been prepared on the
historical cost basis of accounting except for investments.
acquisition. Negative goodwill is amortised to the Income
Consolidation
and Expenditure account in equal annual instalments over
The consolidated financial statements comprise the
financial statements of the company and its subsidiaries
at the same accounting date.
its expected useful life.
Fixed Assets and Depreciation
Fixed assets are stated in the balance sheet at cost less
accumulated depreciation and, in the case of assets
donated in kind, at the best estimate of cost at the date
of receipt less accumulated depreciation. Depreciation
is provided so as to write off the cost of fixed assets over
their expected useful lives using the straight line method
of depreciation. The expected useful lives of the various
classes of assets are as follows:
Revenue Grants
Revenue grants received and amounts receivable within
one year of the balance sheet date are taken to the
income and expenditure account.
Income – Sales
Sales are accounted for using the accruals basis of
accounting.
Freehold and long leasehold property: 40 years
Furniture equipment and computers: 5-10 years
Motor vehicles: 5 years
Income – Fundraising
Fundraising and donations income is accounted for on a
cash receipts basis and is stated net of direct expenses
incurred in raising that income. A significant proportion
A half year’s charge for depreciation is made in the year
of fundraising and donations income, determined by the
Board, is designated for capital purposes and is credited
to a capital expenditure reserve. Funds raised for specific
of acquisition and year of disposal.
capital projects and not spent at year-end are deferred
to match the related expenditure in the following year.
Construction in progress is shown at cost. Cost includes
Construction in Progress
all directly attributable costs, including purchase
price, bank and legal fees, architects’ fees, surveyors’
Where fundraising income is designated for revenue
based expenditure, the income is credited to the income
and expenditure account and matched with the related
revenue expenditure.
and engineers’ fees. No depreciation is provided in
respect of construction in progress. Upon completion of
construction the assets are transferred to property.
Capital Grants Reserve
Stocks
Government grants specifically received for capital
purposes are credited to the Capital Grants Reserve.
Stocks are valued at the lower of cost and net realisable
value. Cost is calculated using the first-in, first-out
method.
This reserve is amortised over the expected useful lives
of the assets to which it relates.
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02/06/2011 15:32:18
Investments
The investments are stated at cost less amounts written
off and represent the Directors’ valuation thereof.
Pensions
Nominated Health Agencies and Voluntary Hospitals
Superannuation Schemes are in operation for the
employees of St. Michael’s House and St. Mary’s Hospital,
Baldoyle. No provision has been made in respect of the
benefits payable under the scheme as the liability is
underwritten by the Minister for Health and Children.
Contributions from the employees who are members of
the Scheme are credited to the income and expenditure
account when received. Pension payments under the
Scheme are charged to the income and expenditure
account when paid.
Leased Assets
Assets held under finance leases are capitalised at
the estimated present value of future minimum lease
payments which is derived by discounting at the interest
rate implicit in each lease. The related liability is stated
net of lease rentals already paid. Interest on finance
leases is charged to the income and expenditure account
so as to produce a constant periodic rate of charge on the
remaining balance of the obligation under each lease.
Operating lease costs are charged to the income and
expenditure account as incurred.
Taxation
As a registered charity, St. Michael’s House has been
granted charitable tax exemption by the Revenue
Commissioners.
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02/06/2011 15:32:18
Independent Auditor’s Statement
Independent
Independent Auditor’s
Auditor’s Statement
Statement
Deloitte
Deloitte &
& Touche
Touche
Chartered
Chartered Accountants
Accountants &
& Registered
Registered Auditors
Auditors
Independent
Independent Auditors’
Auditors’ Statement
Statement to
to the
the Directors
Directors of
of St.
St. Michael’s
Michael’s House
House
We have examined the summary financial statements of St. Michael’s House (comprising the consolidated income and
We have examined the summary financial statements of St. Michael’s House (comprising the consolidated income and
expenditure account and consolidated balance sheet) set out on pages 43 and 44 of the St. Michael’s House Annual
expenditure account and consolidated balance sheet) set out on pages 43 and 44 of the St. Michael’s House Annual
Report 2010.
Report 2010.
This Statement is made solely to the company’s Directors as a body. Our audit work has been undertaken so that we
This Statement is made solely to the company’s Directors as a body. Our audit work has been undertaken so that we
might state to the company’s Directors those matters we state to them in this statement and for no other purpose.
might state to the company’s Directors those matters we state to them in this statement and for no other purpose.
To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company’s
To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company’s
Directors as a body, for our audit work, for this statement, or for the opinion we have formed.
Directors as a body, for our audit work, for this statement, or for the opinion we have formed.
Respective
Respective responsibilities
responsibilities of
of directors
directors and
and auditors
auditors
The Directors are responsible for preparing the St. Michael’s House Annual Report 2010 and the preparation of the
The Directors are responsible for preparing the St. Michael’s House Annual Report 2010 and the preparation of the
summary financial statements. The Directors are responsible for the format, content and extent of information
summary financial statements. The Directors are responsible for the format, content and extent of information
provided in the summary financial statements. Our responsibility is to report to you our opinion on the consistency of
provided in the summary financial statements. Our responsibility is to report to you our opinion on the consistency of
the information contained in the summary financial statements with the statutory consolidated financial statements
the information contained in the summary financial statements with the statutory consolidated financial statements
and Directors’ Report. We do not consider the completeness of the information presented in the summary financial
and Directors’ Report. We do not consider the completeness of the information presented in the summary financial
statements. We do not form an opinion as to whether the summary financial statements give a true and fair view and
statements. We do not form an opinion as to whether the summary financial statements give a true and fair view and
do not comment on any information contained within the Annual Report. We do not consider whether the format,
do not comment on any information contained within the Annual Report. We do not consider whether the format,
content or the extent of information contained in the summary financial statements is appropriate.
content or the extent of information contained in the summary financial statements is appropriate.
Basis
Basis of
of opinion
opinion
We agreed the figures presented in the summary financial statements to the statutory consolidated financial
We agreed the figures presented in the summary financial statements to the statutory consolidated financial
statements.
statements.
Opinion
Opinion
In our opinion the figures in the summary financial statements are consistent with the figures in the statutory
In our opinion the figures in the summary financial statements are consistent with the figures in the statutory
consolidated financial statements of St. Michael’s House for the year ended 31 December 2010.
consolidated financial statements of St. Michael’s House for the year ended 31 December 2010.
Deloitte
Deloitte &
& Touche
Touche
Chartered Accountants and Registered Auditors
Chartered Accountants and Registered Auditors
Dublin
Dublin
10 May 2011
10 May 2011
42
42
42
Consolidated
Income and
and Expenditure
ExpenditureAccount
Account
Consolidated Income
Year Ended 31 December 2010
2010
2009
€ (‘000)
€ (‘000)
91,857
96,341
(92,509)
(96,552)
491
491
(Deficit)/Surplus on Ordinary Activities
(161)
280
Transfer to Capital Reserves
(514)
(628)
Deficit for Years
(675)
(348)
Income
Expenditure
Goodwill Amortisation
43
43
02/06/2011 15:32:19
Tangible Assets
Intangible Assets
Current Assets
Grants Receivable and Prepayments
€ (‘000)
81,144
(17,548)
63,596
2009
Fixed Assets
2010
Consolidated Balance
BalanceSheet
Sheet
Consolidated
as at
at 31st
31st December
December 2010
2010
€ (‘000)
83,158
(18,039)
65,119
5,445
6,549
Trade Debtors
47
33
Stocks
Cash Balances
13
1,394
6,899
14
1,543
8,139
Creditors and Accruals
11,985
11,658
Bank Overdraft
Term Loans: short-term portion
259
12,244
238
227
12,123
Net Current Liabilities
(5,345)
(3,984)
58,251
61,135
Term Loans: long-term portion
(4,241)
(5,887)
Net Assets
54,010
55,248
49,794
50,272
2,651
5,656
2,803
5,589
Total Capital Reserves
58,101
58,664
Revenue Deficit
(4,091)
(3,416)
Current Liabilities
Creditors
(Amounts falling due after more than 1 year)
Capital Reserves
Capital Grants
European Funds
Capital Expenditure Reserve
54,010
55,248
44
44
02/06/2011 15:32:19
Health Service Executive
Other State Agencies
€ (‘000)
%
76,052
3,057
83%
3%
85
2,224
687
2009
State Contributions
2010
Income
Analysis
Income Analysis
€ (‘000)
%
81,153
2,492
84%
3%
0%
119
0%
2%
1%
3%
4%
3,061
794
3%
1%
2%
4%
Other Income
Workshop Sales
Pension Contributions
Fundraising
Grants Amortisation
Miscellaneous
2,371
3,632
3,749
Pension Levy Income
91,857
4%
2,202
3,417
3,103
100%
96,341
3%
100%
45
45
02/06/2011 15:32:19
Residential
Residential
Administration
Administration
HSE Exit Scheme
HSE
Exit Scheme
Clinical
Clinical
Adult Day Care
Adult
Day&Care
Training
Employment
Training
&
Childrens Employment
€ (‘000)
€ (‘000)
%
%
44,726
44,726
5,951
5,951
1,240
49%
49%
6%
6%
1%
1,240
8,559
8,559
8,143
1%
9%
9%
9%
8,143
7,752
7,752
6,385
6,385
1,636
1,636
3,830
3,830
3,527
3,527
760
760
92,509
92,509
Childrens
Maintenance of Centres
Maintenance
of Centres
Ancillary Services
Ancillary
Services
Depreciation
Depreciation
Transport of Clients
2009
2009
2010
2010
Analysis of
of Expenditure
Expenditure by
by Service
ServiceType
Type2010
2010
Analysis of Expenditure by Service Type 2010
€ (‘000)
€ (‘000)
%
%
47,041
47,041
5,986
5,986-
49%
49%
6%
6%-
9,6429,642
8,451
10%10%
9%
9%
8%
8%
7%
7%
2%
2%
4%
4%
4%
4%
1%
1%
8,451
8,154
8,154
6,681
6,681
1,909
1,909
4,512
4,512
3,475
3,475
701
701
9%
8%
8%
7%
7%
2%
2%
4%
4%
4%
4%
1%
1%
100%
100%
96,552
96,552
100%
100%
Residential
Residential
Administration
Administration
HSE Exit Scheme
HSE
Exit Scheme
Clinical
Clinical
Adult Day Care
Adult
Day&Care
Training
Employment
Training
&
Childrens Employment
Childrens
Maintenance
of Centres
Ancillary Services
Ancillary
Services
Depreciation
Depreciation
Transport
of Clients
2010
2010
Analysis of Expenditure by Region 2010
Analysis of
of Expenditure
Expenditure by
by Region
Region2010
2010
Shared
Shared
Services
Services-
North
North
14,608
14,608-
5,9515,951
1,240
1,240---1,508-
North
North
East
East
25,086
South
South
Total
Total
5,032
5,032-
44,726
44,726
5,951
-1,8291,829
1,572
1,572
1,488
1,488
1,293
1,293-
5,951
1,240
1,240
8,559
8,559
8,143
8,143
7,752
7,752
6,385
6,385
1,636
-3,4543,454
4,188
4,188
3,465
3,465
2,299
2,299-
25,086-3,2763,276
2,383
2,383
2,799
2,799
2,793
2,793
128
1,508
3,380
3,380
3,527
110110-
128
280
280-
6060-
1,636
3,830
3,830
3,527
3,527
695
695
--
6565
--
3,527
760
760
16,301
16,301
28,124
28,124
36,810
36,810
11,274
11,274
92,509
92,509
46
46
46
02/06/2011 15:32:20
Furniture
and Fittings
Motor Vehicles
MotorBuildings
Vehicles
New
New Buildings
€ (‘000)
€ (‘000)
2010
2010
Capital Expenditure
Capital
FurnitureExpenditure
and Fittings
2009
2009
Analysis of
of Capital
Capital Expenditure
Expenditure
Analysis of Capital Expenditure
242
242
374
374
936
936
1,552
1,552
€ (‘000)
€ (‘000)
567
567
201
201
2,577
2,577
3,345
3,345
€ (‘000)
€ (‘000)
%
%
67
67
221
221
120
5%
5%
17%
17%
9%
120
676
676
116
9%
51%
51%
9%
116
18
18
21
21
83
Clinical
Ancillary Services
Ancillary
Services
Maintenance
of Centres
Administration
Administration
2009
2009
Childrens
Childrens
Adult Day Care
Adult Day&Care
Training
Employment
Training
&
ResidentialEmployment
Residential
Clinical
2010
2010
Average Staff Whole Time Equivalent Numbers
Average Staff
Staff Whole
Whole Time
Time Equivalent
EquivalentNumbers
Numbers
During 2010
During 2010
2010
€ (‘000)
€ (‘000)
%
%
63
63
245
245
123
5%
5%
18%
18%
9%
123
674
674
117
9%
50%
50%
9%
9%
1%
1%
2%
2%
6%
117
18
18
21
21
85
9%
1%
1%
2%
2%
6%
83
6%
85
6%
1,322
1,322
100%
100%
1,346
1,346
100%
100%
47
47
47
02/06/2011 15:32:20
Unit Addresses
Unit Addresses
Headquarters
Ballymun Local Centre,
Ballymun Rd, D9
Cabra Road, 75 New Cabra Rd,
Phibsboro, D7
Ballymun Road, Dublin 9
Tel: 884 0299
Fax: 836 8407
Tel: 868 0961
Dublin Road, 59 Dublin Road,
Clew Bay, 31 Clune Road,
Swords, Co. Dublin
Tel: 840 1438
Finglas, D11
Tel: 834 2250
Fax: 840 1438
Fax: 834 2250
Mellows Road, 31 Mellows Rd,
Finglas, D11
Donabate, Portrane Road,
Tel 884 0200
Fax 884 0211
E-mail: info@smh.ie
Website: www.smh.ie
• Headquarters and Clinic
Ballymun Road, Dublin 9
Tel: 884 0200
Fax: 837 4062
• Early Services
Ballymun Road, D9
Tel: 884 0200
Fax: 837 4062
• YES Project
43 Forest Boulevard,
Rivervalley, Swords
Tel: 895 6769
Mob: 087-232 9083
• Special National Schools
Ballymun Road, D9
Tel: 884 0325 / 326 / 328
Fax: 884 0220
New School, Ballymun Rd, D9
Tel: 884 0394 / 395
Fax: 884 0220
Skerries, Hacketstown, Co. Dublin
Tel: 849 0976
Fax: 810 6856
Foxfield, Greenfield Road,
Kilbarrack, D5
Tel: 832 5009, 839 5474/5
• Inclusive Education
Tel: 299 0500 / 298 7033
• Local Centres
Abhainnn, 61 Dublin Road, Swords,
Co. Dublin
Tel: 810 7734
Fax: 830 4177
Tel: 836 1177
Oaklands, 30 Oaklands Ave,
Swords, Co. Dublin
Tel: 840 6522
Seantrabh, Swords Rd, D9
Tel: 842 4490
Fax: 842 4832
The Bungalow, Seatown Road,
Swords, Co. Dublin
Tel: 840 0734
• Adult Day Services
Belcamp, Belcamp Lane, D5
Tel: 848 3622 / 3202
Fax: 877 1216
Ballygall, Mother of Divine Grace,
Ferndale Road, D11
Tel: 834 2461
Co. Dublin
Tel: 843 4405
Fax: 843 4406
Elmwood, 36 Elmwood Park,
Swords, Co. Dublin
Tel: 895 6899
Fax: 813 2994
Glenamoy, Ballymun Rd, D9
Tel: 884 0319
Glenanaar, Ballymun Rd, D9
Tel: 884 0310
Glencorry, Ballymun Rd, D9
Tel: 884 0321
Fax: 884 0337
Glencree, Ballymun Rd, D9
Tel: 884 0312
Glenealy, Ballymun Rd, D9
Tel: 884 0314
Chanel College, Measc Road,
Artane, D5
Tel: 848 6616
• Residential Houses
Ballymun Road,
83 Ballymun Road, D9
Tel: 837 8565
Breaffy House, Strand Rd,
Portmarnock, Co. Dublin
Tel: 846 1336
Boroimhe, 2 Boroimhe Willows,
Swords, Co. Dublin
Tel: 810 7797
Glenmalure, Ballymun Rd, D9
Tel: 884 0316
Glenveagh, Ballymun Rd, D9
Tel: 884 0390
Fax: 884 0391
Longlands, 20 Longlands,
Swords, Co. Dublin
Tel: 840 2369
Fax: 840 2382
Malahide Road, 23 Malahide Rd,
Fairview, D3
Tel: 833 2694
Fax: 833 2657
48
48
Unit Addresses
Unit Addresses
Park View, Watters Lane,
Commons Rd,
Donabate, Portrane Road,
Co. Dublin.
Navan, Co. Meath
Tel: 843 4407
Tel: 046 907 2587
Fax: 843 4408
Rathbeale Road, 49 Rathbeale Rd,
Seatown, Seatown Road,
Swords, Co. Dublin
Tel: 813 9854
Swords, Co. Dublin.
Tel: 840 7829
Sallowood, 40 Sallowood View,
Santry Lane, D9
Tel: 842 1351
Fax: 842 1034
St. Canice’s Road, 63 St. Canice’s
Rd, Glasnevin, D11
Tel: 837 6220
St. Canice’s Road, 30 St. Canice’s
Rd, Glasnevin, D11
Tel: 804 0091
Fax: 836 9509
The Willows, Rathbeale Road,
Swords, Co. Dublin
Tel: 890 2464
Woodview, Swords Rd, Santry, D9
Tel: 862 5696
Fax: 862 5996
• Community Support
Northbrook Industries, U1a, IDA
Indus. Est., Santry D9
Tel: 842 7882
Fax: 842 7737
• Cara
Alzheimer’s Unit,
Belcamp Lane, D5.
Tel: 848 8182 / 848 8014
Fax: 848 8236
• Respite
Beachlawn, Golflinks Road,
Mornington, Co. Meath.
North-East
• Regional Headquarters
Fax: 840 0734
• Link
Ballymun Rd, D9
Tel: 884 0304
Fax: 884 0211
• Training Centres
Le Cheile, 94a Dublin Industrial
Estate, Lagan Road,
Glasnevin, D11
Tel: 830 1844 / 860 1035
Fax: 830 1789
Moyle Rd, Unit 22, Dub. Ind. Est.,
Glasnevin, D11
Tel: 830 0500
Fax: 830 5843
Solas Support Centre, Ballymun
Road, D9
Tel: 884 0331 / 329
Fax: 836 9223
Riverside, Belcamp Lane, D5
Tel: 847 9037 / 6545
Work Options, 22 Green St, D7
Tel: 872 8700 / 496
Fax: 873 8446
• Library and Learning
Resource Centre
Ballymun Rd, Ballymun, D9
Tel: 884 0218
Fax: 884 0392
Adare Green, Coolock, D5
Tel: 877 0500
Fax: 877 0699
• Clinic
Tel: 877 0500
Fax: 877 0699
• Early Services
Tel: 877 0500
Fax: 877 0699
Raheny SNS, Kish House,
Greendale Rd, Kilbarrick, D5
Tel: 839 3350
Fax: 832 5463
Baldoyle SNS, College Street,
Baldoyle, D13
Tel: 832 3056
Fax: 839 3718
Tel: 298 7033
Raheny, Grange Park Grove,
Raheny, D5
Tel: 848 9046 / 066
Fax: 848 9041
Scoil Eithne, Glenayle Road,
Edenmore, D5
Tel: 831 6369
Scoil Iosagain, Greendale Rd,
Kilbarrack, D5,
Tel: 832 5423
Tel: 884 0390
• Local Centres
Cill Bharrog, St. Benedict’s
Resource Centre, Killbarrack, D5
Coolfin, Swords Road, Santry, D9.
Tel: 842 7366
Fax: 842 7725
Tel: 848 7307 / 476
Fax: 848 7307
49
49
Unit Addresses
Addresses
Unit
Cluain Aoibhinn, 356 Howth Rd, D5
Tel: 832 7434
Beauvale, 88 Beauvale Park,
Artane, D5
Lar Foley House 73 Grange Rd,
Donaghmede, D5
Enterprise L.C., Bunratty Drive,
Tel: 831 6497
Fax: 846 5848
Tel: 436 6715
Coolock, D5
Tel: 848 7228
Fax: 848 7153
Grangemore, 16 Grangemore Pk,
Raheny, D5
Tel: 847 6554
Grangemore Flat, 16 Grangemore
Pk, Raheny, D5
Tel: 848 3509
Kilbarrack, 27 Kilbarrack Road, D5
Tel: 832 3675
Kilmore, 132 Kilmore Rd, D5
Tel: 848 7038
Raheny Road, 87 Raheny Road, D5
Tel: 832 9027
Warren House Rd L.C.,
4 Warren House Rd, Baldoyle, D13
Tel: 832 4342
Abbeyfield, 44 Abbeyfield,
Killester, D5
Tel: 832 8287
Fax: 832 8350
Ardbeg, 46 Ardbeg Pk, Artane, D5
Tel: 847 4770
Fax: 847 4854
Ardmore, 49 Ardmore Crescent,
Artane, D5
Tel: 848 2204
Avondale,
20A Pinewood Crescent, D11
Tel: 862 0604
Fax: 862 0604
Baldoyle, College Street,
Baldoyle, D13
Tel: 832 3056
Fax: 839 3718
Bettystown, 1 Bettystown Avenue,
Raheny, D5
Tel: 851 2140
La Verna, 356 Howth Road,
Killester, D5
Tel: 831 3934
Fax: 851 2221
Bettystown, 1A Bettystown Avenue,
Raheny, D5
Tel: 851 2220
Lorcan Avenue,
133 Lorcan Avenue, Santry, D9
Tel: 842 1760
Fax: 857 9698
Binneadair, 300 Howth Rd, D5
Tel: 833 7054
Middle Third, 10 Middle Third,
Killester, D5
Tel: 831 5870
Fax: 831 7911
Cill Caisce, 13 Brookwood Rise,
Artane, D5
Middle Third, 10a Middle Third,
Killester, D5
Tel: 832 9048
Tel: 831 7901
Fax: 831 7911
Fax: 851 2221
Collins Avenue, 197, D9
Tel: 846 5007
Ferndale,
20 Pinewood Crescent, D5
Tel: 862 0018
Fax: 862 0018
Fox’s Lane, 13 Fox’s Lane,
Raheny, D5
Tel: 851 0091
Garvagh, Railway Ave, Sutton, D13
Tel: 839 9245
Grangemore, 29 Grangemore Rise,
Donaghmeade, D13
Tel: 847 1482
Hazelwood, 15 Pinewood Drive,
Glasnevin
Tel: 842 0967
Fax: 842 1243
Killbarrack Road,
30 Killbarrack Road, D5
Tel: 839 0377
Fax: 839 5874
Newbrook, 108 Newbrook Avenue,
Donaghmeade, D13
Tel: 847 1554
Ratheanna, 22 St. Margaret’s Ave,
Raheny, D5
Tel: 832 1288
Riverside, Belcamp Lane,
Belcamp, D13
Tel: 847 6562
Rosetree Cottage,
Oscar Traynor Road,
Coolock, D5
Tel: 847 8587
Sabhaile, Grangepark Grove,
Raheny, D5
Tel: 847 2682
Fax: 847 2683
Sarto Rise, 7 Sarto Rise, Bayside,
Sutton, D13
Tel: 839 3862
Seana Cill, 47 St. Brendans Ave,
Kilfenora, 16 Kilfenora Dr,
Donaghmede, D5
Tel: 867 2392
Coolock, D5
Tel: 848 2842
50
50
02/06/2011 15:32:22
Unit Addresses
Addresses
Unit
Shanowen 275 Swords Road,
Santry, D9
Northbrook Industries, Unit 1A,
IDA Ind. Est., Santry, D9
Tel: 842 7962
Tel: 842 7777 / 842 7882
Fax: 842 7788
St. Bridget’s Rd,
29 St. Bridget’s Rd, D5
Tel: 832 7895
Fax: 832 7895
The Beeches, Beech House,
Donaghmeade, D13
Tel: 8671053
Fax: 867 1563
Warrenhouse Rd,
21 Warrenhouse Rd, Baldoyle, D13
Tel: 839 4959
Warrenhouse Rd, 4A & 4B,
Warrenhouse Rd, Baldoyle, D13
Northbrook Ind. Unit 1a,
IDA Indus. Est., Santry, D9
Tel: 842 7882
• Respite
Del Val, 2 Del Val Ave, Sutton, D13
Tel: 832 1148
Fax: 832 1203
Raheny Respite 1,
Rear Raheny SNS, Raheny Rd, D5
Tel: 832 9032
Fax: 832 9034
Raheny Respite 2
Rear Raheny SNS, Raheny Rd, D5
Tel: 832 9121
Fax: 832 9205
• Link
Ballymun Rd, D9
Tel: 884 0304
Fax: 884 0211
• Training Centres
Castle Ind, Unit 36 Malahide Rd.
Ind. Park, D17
Tel: 847 1414 / 0849
Fax: 847 0925
Omni Employment Training
Services, Unit 304, Omni Park,
Santry, D9
Tel: 891 6969
Santry Hall, Unit 10A, Santry
Industrial Est., D9
Tel: 862 2458
Fax: 862 2289
Short-Term Training Centre,
Tel: 877 0527/526
Fax: 877 0699
Resource Centre
Tel: 877 0500
• Regional Headquarters
Willowfield Pk, Goatstown, D14
Tel: 299 0500 / 298 7033
Fax: 298 8729
• Clinic
Willowfield Park, Goatstown, D14
Tel: 299 0500 / 298 7033
Fax: 298 8729
Tel: 299 0500 / 298 7033
Fax: 298 8729
St. Raphaela’s School,
Upr. Kilmacud Rd, Co. Dublin
Tel: 288 4188 / 91
Fax: 288 4191
• Local Centres
Bon Accord, 49 Beaumont Ave,
Churchtown, D14
Tel: 298 2031
Fax: 298 2031
Cromwellsfort Road,
18 Cromwellsfort Road,
Walkinstown, D12
Tel: 456 8565
Ophaly Lodge, Rosemount Estate,
Dundrum, D14
Tel: 298 1469
The Mews, 104A Leinster Rd,
Rathmines, D6
Tel: 491 1009
Fax: 491 1009
Glendoher Rd, 16 Glendoher Rd,
Rathfarnham, D16
Tel: 493 3392
Fax: 493 3392
• Early Services
Tel: 299 0500 / 298 7033
Fax: 298 8729
17 Grosvenor Road, Rathgar, D6
Tel: 496 3678 / 497 8995
Fax: 497 0095
Ballinteer, Our Lady’s NS,
Broadford Rise, D16
Tel: 493 5154 / 495 0692
Fax: 495 0692
Kennington, 54 Kennington Rd,
Templeogue, D6W
Tel: 460 2246
Marley Court, 84 Marley Court Sth,
Rathfarnham, D16
Tel: 298 6110
Ramleh, 4 Ramleh Close,
Miltown, D6
Tel: 269 0976
Rossmore, 26 Rossmore Crescent,
Templeogue, D6W
Tel: 490 2977
Fax: 490 3287
51
51
02/06/2011 15:32:22
Unit Addresses
Unit Addresses
The Pines, 36 Taney Rise,
Goatstown, D14
Tel: 298 2480
Fax: 298 2480
Whitehall Lodge, 29 Whitehall Rd,
Churchtown, D14
Tel: 298 9031
Fax: 298 9069
Willowglade, 15 Willowfield Pk,
Goatstown D14
Tel: 298 7952
Fax: 298 7967
Community Support, Northbrook
Ind. Unit 1a, IDA Indus. Est.,
Santry D9
Tel: 842 7721
• Respite Houses
Ailesbury, 4 Ailesbury Lawn,
Dundrum, D14
Tel: 298 5005
Fax: 298 5920
Brittas Bay, Old Coastguard Road,
Co. Wicklow
Tel: 0404-47260
• Link
Tel: 299 0500 / 298 7033
Fax: 298 8729
• Training Centre
Goatstown Services,
Tel: 296 0177
Fax: 296 3766
Templeogue Enterprises,
Templeogue Road, D6
Tel: 490 0936 / 396
Fax: 490 3063
• Southside Support Services
Tel: 299 0500 / 298 7033
Fax: 298 8729
Resource Centre
• Research & Service Development
Ballymun Rd, D9
Tel: 884 0200
Tel: 299 0500
Fax: 884 0211
• St. Michael’s House Leisure
Centre & Swimming Pool
Belcamp Lane (N32),
Belcamp, D13
Tel: 848 3361
• Stores Dept
Unit 89D, Dublin Ind Est,
Lagan Road, D11
Tel: 830 9048
Fax: 830 9370
Fax: 848 3388
• St. Michael’s House
Shared Services
• Communications
Ballymun Rd, D9
Tel: 884 0200
Fax: 884 0211
• Finance & Accounts
Ballymun Rd, D9
Tel: 884 0200
Fax: 884 0211
• Fundraising Dept.
Ballymun Rd, D9
Tel: 884 0200
Fax: 884 0211
• Human Resource Dept.
Ballymun Rd, D9
Tel: 884 0302 / 367 / 368
Fax: 884 0323
• Information Technology
Ballymun Rd, D11
Tel: 884 0200
Fax: 884 0211
• Library & Learning
Resource Centre
Ballymun Rd, D9
Tel: 884 0218
Fax: 884 0392
• Open Training College
Tel: 298 8544
Fax: 298 7004
52
52
Housing Assoc.
Ballymun Rd, D9
Tel: 884 0200
Fax: 884 0211
• Technical Services Unit
Tel: 830 3163
Fax: 830 9370
• Training Dept.
Ballymun Rd, D9
Tel: 884 0339 / 342
Fax: 884 0346
• Transport Dept.
Unit 89D, Dublin Ind. Est.,
Lagan Rd, D11
Tel: 830 8567
Fax: 830 9370
Philip McCormack
Ruari Kyijnen
Michael Ryan
Bobby & Shay McGill
Lucy Lawless
Mary Timbs
53
ST. MICHAEL’S HOUSE : Annual Report 2010
St. Michael’s House, Ballymun Road, Ballymun, Dublin 9
Telephone: 01-884 0200 Web: www.smh.ie E-mail: info@smh.ie
Design: Seán Quinn / Q-Dos Design info@q-dosdesign.com

Annual Report 2010 - St. Michael`s House

Transcription

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