Mojo Start Up and Accreditation Pack by Advantage Point

CREATING MALE SPACE

START UP AND ACCREDITATION GUIDEBOOK

Start Up and Accreditation Guidebook 2016

Table of Contents Part One: Starting a Mojo Acknowledgements ........................................................................................................... 4 Letter from the Mojo Director ............................................................................................. 5 How to Use this Guidebook ................................................................................................ 7

Part Two: Starting a Mojo's National Quality Standard Introduction ....................................................................................................................... 10 What is a Mojo Training Programme? ............................................................................. 10 How Mojo is Funded? ....................................................................................................... 12 How Mojo Works Nationally and Locally ........................................................................ 13 Establishing a Mojo Project: From Identifying Need to Ongoing Management ......... 18 Frequently Asked Questions ............................................................................................ 27

Part Three: Accreditation and Review Introduction ....................................................................................................................... 29 What is the Mojo National Quality Standard? ................................................................ 29 The Development of the Quality Standards .................................................................... 29 How to use the Quality Standard for Mojo? .................................................................... 29 Standard 1: Governance ................................................................................................ 31 Standard 2: Partnership and Planning ............................................................................ 34 Standard 3: Recruitment and Promotion ......................................................................... 36 Standard 4: Service User Engagement and Partnership ............................................... 37 Standard 5: Programme Delivery ................................................................................... 38 Standard 6:

Human Resource and Staff Development.............................................. 40

Standard 7: Innovation and Continuous Quality Improvement ................................... 42 Frequently Asked Questions ............................................................................................ 44

Part Four: Guidance Documents Introduction ....................................................................................................................... 46 Peer Review Process ......................................................................................................... 46 2

Integrating Learnings From Peer Reviews ....................................................................... 50 Achieving Quality Standard Accreditation .................................................................... 51 Accreditation Process Steps ............................................................................................ 51 Frequently Asked Questions ............................................................................................ 55 Introduction ....................................................................................................................... 57 Guidance on Starting an Advisory Group ...................................................................... 57 Interagency Advisory Group Template Terms of Reference ......................................... 60 Example Agenda for First Advisory GroupMeeting ....................................................... 62 Mojo Training Programme Session Guidance ................................................................ 63 Guidance on Supervision of Staff .................................................................................... 65 Staff Supervision Template ............................................................................................... 66 Guidance on Participant Eligibility and Interview Process ............................................ 67 Guidance on Guest Facilitation ...................................................................................... 74 Guidance on Policies ....................................................................................................... 75 Start Up Application Form ................................................................................................ 76 Application for Accreditation .......................................................................................... 78 Quality Standards Principles, Indicators, and Criteria ................................................... 79 Peer Review Tools and Forms........................................................................................... 94 Peer Review Preparation Timeline ................................................................................. 128 Accreditation Appeal Request Form ............................................................................ 129 Appendix ......................................................................................................................... 130 Glossary of Terms ............................................................................................................ 144

Letter from the Mojo Programme Director Mojo was piloted in 2011 by a collective of organisations to respond to the high level of male suicide in Tallaght, South Dublin - unemployed men were identified as a particularly high risk group. The initiative was funded by the National Office for Suicide Prevention, led by the South Dublin County Partnership1 and supported by multiple organisations working across health, education, employment, welfare and social inclusion. Men have been identified as a particularly hard to reach population, so our premise was that working collectively increased our likelihood of success. Traditionally, men are reluctant to engage with their mental health and most organisations find it difficult to recruit men for their various programmes, which necessitated that Mojo develop a contemporary model of engagement based on the changing needs and environs of our target group. To build our contemporary model, Mojo took a systemic approach to development that began with a needs analysis of vulnerable men in Tallaght and the organisations working to support them. The analysis found that men who were unemployed and in distress were isolated, feeling emasculated and did not access services. These three overarching issues formed the basis on which the Mojo training programme was developed. Mojo is underpinned by the core principles of community development, adult education and mental health recovery. Creating a training programme based on models that promote empowerment, active participation and partnership has resulted in an innovative response that encourages the collective to push and test boundaries in relation to engaging men. Mojo is primarily a skills and relational building training programme that has a therapeutic value to participants. While not a clinical programme, Mojo is an evidence based intervention for â&#x20AC;&#x2DC;at riskâ&#x20AC;&#x2122; men that is highly effective, professionally run and grounded in best practice. At the centre of Mojo are the men attending the programme; influencing both how the programme is structured and its content. By engaging in a collaborative process with multiple agencies and participants, Mojo continues to add programme innovations including the development of a Life Planning component, a Mini Mojo Programme (four week taster courses for men who are on our waiting lists or for those who just require a kick start to finding their Mojo), and peer led male spaces. Participant feedback has extended and enhanced the original conception of Mojo from a brief intervention to a programme that supports men to provide peer support on an ongoing basis. Each Mojo Project supports their alumni to create male spaces that focus on building resilience and developing social connections. Based on learning from implementation and on extensive external evaluation, Mojo has evolved into an eclectic and dynamic model that combines a unique mix of mental health, adult guidance, physical fitness and social networking methodologies. Initially, Mojo's aim was to engage unemployed men, but since our first training programme in 2012, we have learned that Mojo works with a variety of men who are in distress beyond the issue of employment. The mixed methodologies afford men the opportunity to build their mental and physical fitness while developing their ability to make connections, set goals and

Formerly known as Dodder Valley Partnership

develop a life plan. Essentially, Mojo aims to support men to reach beyond their past experiences to create a more positive future for themselves and their families. Partnership, equality, innovation and quality are core values for Mojo, which inform our developmental model and underpin our approach to engaging men. We have used these values in developing this Quality and Accreditation Guidebook to ensure that the multiple partners involved in delivering and sustaining Mojo are clear of their roles, responsibilities and boundaries.

The quality framework is intended to encourage continued innovation and

development, while supporting the Mojo National Office to oversee the quality of the training programmes. As Mojo grows, so too will our learning, knowledge and practice of engaging men, facilitating our collective ability to provide the best possible support for men.

As such, the

Mojo team will review our quality framework on a regular basis to ensure that it is reflecting the innovation and creativity happening within Mojo Projects. On behalf all the partners involved in Mojo, I would like to invite you to help us to continue innovating and partnering men to transform their lives. Best wishes, Derek McDonnell Programme Director

How to Use this Guidebook This Guidebook is designed to support organisations to establish and maintain local Mojo Projects in their implementation of Mojo training programmes in line with the principles and approach of the Mojo model. As such, it provides practical steps, tools, and resources for establishing local Mojo Projects that meet the needs of local communities of men in line with the good practice standards that have emerged throughout the national Mojo development process.

Sections of the Guidebook The guidebook comprises four sections. The first section, Starting a Mojo, introduces Mojo, what makes it unique, and how local organisations can develop a local Mojo Project. Section two provides a comprehensive overview of Mojo’s National Quality Standards including the principles and indicators of each standard and how indicators are assessed during a review process. The third section, accreditation and review, provides organisations with the detailed steps of the accreditation process to become a Mojo Project as well as a comprehensive discussion of the peer review process and its role in achieving and maintaining accreditation. The final section, Guidance Documents, provides organisations with standard documents core to the Mojo programme as well as guidance on various processes central to establishing and leading a Mojo Project. Each of the first three sections contain a frequently asked question segment and there is also an appendix and glossary. These guidebook components serve as a reference and while detailed, they are not intended to be exhaustive. As such, organisations requiring additional information are encouraged to contact the Mojo National Office for advice and support.

Guiding Principles of Development The development the quality assurance and accreditation framework and this guidebook were underpinned by core principles of Mojo which are: 

To instil a culture of equality throughout local Mojo projects and between programme stakeholders as a foundation for creating openness, trust, information sharing, and reflective practice

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To be fair, clear, and consistent

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To build strong local partnerships and mutually beneficial stakeholder relationships

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To consider local environs and needs

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To provide the right supports at the right time while maintaining the quality of the process.

This Guidebook was developed following a review process undertaken by an external organisation, Quality Matters. The review process, guided by the National Mojo Programme Director, involved capturing the views of Mojo Programme participants, staff and steering committee members who have been involved in establishing local Mojo Projects. The use of an external organisation aided in ensuring honest feedback and objective critiques from all stakeholders in the development of the Quality Standards and accreditation process. These 7

tools are central to the continuous quality improvement approach that will define Mojoâ&#x20AC;&#x2122;s next phase of development.

Part One Starting a Mojo

Introduction The following section provides an overview of the Mojo Training Programme including how Mojo is structured, both at a local and national level as well as core roles important to each Mojo Project's success. This section then provides an overview and detailed steps of the three phases of a Mojo Project’s development and the various responsibilities, roles and requirements from inception to ongoing programme management.

What is a Mojo Training Programme? Mojo is a training programme for men who are in distress and affected by employment issues but who are also motivated to make changes to their lives. The Mojo programme model combines a unique mix of mental and physical fitness, life planning, and peer support. The approach is underpinned by the principles of adult education, community development and mental health recovery. The purpose of a Mojo programme is to provide space and support for men to explore; how to be and stay well, blocks to achieving their goals and how to plan for their future.

Who Benefits from Mojo Mojo participants are as varied as the men living in Ireland and as such those who have benefited from attending Mojo’s training programme range in age and come from diverse socioeconomic, religious, ethnic and educational backgrounds. The reasons men attending and participate in Mojo are also varied including; unemployment, a lack of availability of jobs in their related fields, poor physical or mental health, recovering from addiction, experiencing stigma, and/ or providing care to a family member.

The Evidence Base for Mojo Mojo is based on national2 and international research that highlights the correlation between mental health challenges, unemployment and suicide. A clear link has also been established between unemployment and psychological distress. In Ireland, men are a significant suicide at risk group3. Mojo has been and continues to be developed in partnership with agencies whose responsibilities include mental health, education, employment, housing, and welfare, in order to provide the evidence of practice that supports at risk men to make positive change thereby reducing their risk. The national strategy for suicide reduction, Connecting for Life, sets out a response to goals targeting approaches to reach priority groups which include middle aged, minority groups and those with mental health challenges. Mojo has been developed within this context of a well-articulated need for supports for men at risk of suicide and demonstrated considerable success in reaching identified priority groups. Mojo’s approach embodies best practice

Corcoran, Paul, and Ella Arensman. “Suicide and employment status during Ireland’s Celtic Tiger economy.” The European Journal of Public Health (2010): ckp236. 3 McKee-Ryan, F. M., Song, Z., Wanberg, C. R., & Kinicki, A. J. (2005). Psychological and physical well-being during unemployment: A meta-analytic study. Journal of Applied Psychology, 90, 53-76. 4 Whelan, C.T., Hannan, D.F. & Creighton, S. (1991) Unemployment, poverty and psychological distress. General Research Series, No. 150. Economic and Social Research Institute. Dublin 3 In 2013, 83% of all those who died by suicide were men, with the highest rate of suicide among 24 to 34 and 45 to 54 year old men according to the CSO http://www.cso.ie/en/media/csoie/releasespublications/documents/vitalstats/2013/vstats_q42013.pdf

approaches articulated in Connecting for Life4. The 2013 formative evaluation on the initial Mojo Project Pilot in Tallaght demonstrated these approaches in practice and the strong positive impact the programme had on the participating men, their families, and Mojo’s partner agencies. A 2014 Social Return on Investment for the Mojo Training Programme found that the vast majority of men who attended Mojo experienced the following benefits: 

An improvement in their overall mental health

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An increase in attendance in training post Mojo

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A reduction in self-harm behaviour

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Improvement in physical wellbeing and fitness due to changes in lifestyle

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Reduction in isolation from family and friends, and,

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A reduction in problematic alcohol or drug use

Organisations contributed on average 920 hours to programme over the 13 months period 5, which translates to just over 23 working weeks6 of donated time, or almost six months. The reason that state agencies, community and voluntary organisations and local partnerships support Mojo through the contribution of staff expertise and time is that the programme results in real and valuable outcomes for their client group. A Social Return on Investment analysis conducted in 2014 established that for every €1 of investment Mojo returns between €4.26 and €4.96 in social value.7 Currently, Mojo programming continues to receive core funding from NOSP via Mental Health Ireland as well as various other local funding and donated in-kind resources. The SROI also demonstrated that Mojo had an effect not just on the men who engaged in the programme but also their family members, the local services involved in delivering or managing Mojo and the services that referred clients into the programme. The most recent review of Mojo Kildare in 2016 state that Mojo “has evolved with a focus on research and evaluation” and “contributes to national efforts to support innovation aimed at early identification of suicide risk, assessment, intervention and prevention”. The review goes on to state that “Mojo has evolved as an evidence based innovative leader in planned, multi-agency approaches” which effectively enhances “local communities’ capacity and targeting approaches to priority groups” of men at risk.8 More information is available at: http://www.mojo-programme.org/

Why Mojo Works Core to the success of Mojo is the interconnected and mixed methodologies that afford men the opportunity to build their mental and physical fitness while developing their ability to set goals and develop a life plan. Essentially, Mojo aims to support men to reach beyond their past experiences in order to create a more positive future for themselves and their families.

Connecting For Life: Ireland’s National Strategy to Reduce Suicide 2015-2020, pg. 10

From September 2012 to October 2013 Based on a 39 hour week with lunch breaks included. 7Mojo’s Social Return on Investment Analysis, 2014 8 Mojo Kildare 2016 Evaluation, Keenaghan Collaborative 6

Mojo’s innovative planned approach to multi-agency engagement embeds the programme within the community. As such, Mojo acts as a central hub where partners and agencies can refine systems of joint working and engagement to the benefit of both participants and the broader community. Mojo has evolved based on shared learning between participants, staff and facilitators. In its current evolution, it has four interconnected and equally important components that help the men to develop: 

Wellbeing and resilience

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Life Planning including goal setting and taking action

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Physical fitness, and

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A male space that supports their social connectedness

This approach affords men the opportunity to explore; how to be and stay well, blocks to achieving their goals and desires and, most importantly, how to plan for their future. The Mojo training programme is structured; this benefits participants by providing a level of consistency which facilitates them to build connections. The programme is structured: taking place over 12 weeks, for two days a week (three hours on one day and four hours on the other). One day is dedicated to life planning while the subsequent day is dedicated to wellbeing, resilience and physical fitness. Each day’s session is divided between two workshops with a half an hour dedicated to creating a social space where the participants share food and have the opportunity to form social bonds. There is a check in and check out process on each day. There is a two stage recruitment process for each Mojo Training Programme cycle consisting of individual interviews and a brief group interview session. Potential participants are assessed as to their needs (low to high). Based on learnings from previous programmes, the Mojo staff and Interagency Advisory Group (IAG) manage the interview and selection process to ensure that there is a balance within the selected participants’ group composition (of need and strengths) which assists each participant to fully maximise their participation and supports the overall programmes success. Participants, after being recruited and selected to attend, verbally commit to attending the first four Mojo sessions in order for the men to settle into the Programme and for the participant group to connect and develop a rapport. Participants not selected for the Mojo Programme will be waitlisted and/ or offered an opportunity to attend a four-week mini Mojo if interested, and/or be signposted onto other services. By seeking commitment to participate in the programming, Mojo embeds wellbeing and resilience building into social process that participants finds supportive.

How Mojo is Funded? Initially, the Mojo Programmes were funded solely by the HSE National Office of Suicide Prevention (NOSP) but as the outcomes from Mojo supports the work of a number of government departments the funding will need to be shared by a number of partners especially if we want to grow Mojo into a national programme that supports vulnerable men to return to work, education or volunteering, while supporting them to access services that previously found our target group 'hard to reach'. A the time of writing this guide, the NOSP 12

have committed to funding 50% of the running costs of a training programme (up to a maximum of â&#x201A;Ź40,000) and the other 50% is to be shared between statutory and non-statutory agencies with responsibility for providing services to men. The cost effectiveness of the Mojo Projects is enhanced by strong partnerships with local organisations that contribute to the overall programmes by providing facilitators to conduct workshops on issues relevant to the men including education, training, welfare, housing, volunteering, complementary therapy, relaxation, managing stress and physical fitness

How Mojo Works Nationally and Locally The Mojo National Office The Mojo National Office is the umbrella organisation that supports, guides and monitors all Mojo Training Programmes. The National Office is overseen by Mental Health Ireland and strategically guided by an Interagency Steering Committee (ISC). The ISC is an interagency, multidisciplinary advisory group comprised of highly placed, motivated professionals who provide strategic support and guidance to the Mojo National Programme and its Director. The Mojo National Office is responsible for ensuring all existing projects maintain the Mojo National Quality Standards, ensuring continued development of Mojo Programming, supporting local Host organisations and Mojo staff, and guiding the development of additional Mojo Projects nationally.

Oversight of Mojo National The National Mojo Programme is overseen by Mental Health Ireland and strategically guided by an Interagency Steering Committee (ISC) comprised of experienced professionals working in relevant areas. The ISC supports the National Mojo Programme Director to ensure that Mojo Projects are developed and are delivered in line with Mojo principles and practices. The ISC, along with the CEO of Mental Health Ireland, provide the Mojo National Programme with support and guidance to effectively deliver Mojo Programmes nationally and support the local Mojo Projects.

Organisation Chart

Using National Experience to Customise Locally The Mojo Programme, since its initial pilot in 2011, has consistently engaged in an evaluative practice that has gathered clear evidence on what works when developing an interagency service that engages unemployed and distressed men. These learnings have been captured

in the Mojo Toolkit, evaluations of the Tallaght (2013) and Kildare (2016) programmes, Mojo’s 2014 Social Return on Investment Analysis, and this document. These documents are available download on Mojo’s website (http://www.mojoprogramme.org/) as a resource to local community services and organisations who are considering establishing a Mojo Project in their local area.

Role of Host Organisation Typically, the Host organisation approaches the Mojo National Office about establishing a local Mojo Project and undertakes or has undertaken research to demonstrate a local need. The host organisation must then gain the commitment of local organisations to support the roll out of a Mojo Project. Local organisations form a Mojo Interagency Advisory Group (IAG) which oversees the quality and programming and whom are core to the interagency and community development model, which underpins the Mojo training programme. It is the role of the Host organisation to provide appropriate project facilities and infrastructure, hire, employ, and supervises local Mojo Project staff, and ensure that the Mojo Principles and Quality Standards are maintained. The Host organisation actively participates in the IAG and serves as a local champion for Mojo.

Role of Local Interagency Advisory Group The IAG is the local community equivalent to the Interagency Steering Committee. The IAG is central to both Mojo training programme planning, quality assurance and delivery. The IAG member organisations and representatives benefit the Mojo Project and participants by their active engagement – oversight and management, resource allocation, training programme promotion, contribution of expertise, and general support. They support the local Mojo Project Manager in developing and maintaining the local Mojo training programme, represent the needs of their service users, serve as referrers to and referrers from the Mojo Programme. As such, the IAG should be well rounded in terms of the local organisations and services and at minimum, consist of representation from the following organisations: 

HSE Mental Health Service

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Local counselling or support services

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HSE Primary Care Team

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Local Community Development Programme

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Local Department of Social Protection, employment service or equivalent

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Physical fitness or sports representatives (Sports Partnerships, Get Active Ireland, local sports council)

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Education Training Board or other Adult Education services

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Host organisation (if not one of the above)

Additional representatives from these organisations have also been encouraged to participate on the IAG. 

HSE Suicide Behaviour Response Programme

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Social Work services 15

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Homeless services

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Local Drug Taskforce

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Probation Service

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Former Mojo Participant

The IAG members will formally meet on a monthly basis for the first year, after which they meet every 6/8 weeks, typically for one and a half hours. There are three working groups established as part of the IAG, with some members attending multiple groups. These three groups are: 

Practice group: This includes HSE mental services representative and involves a review of client progression pathways, at week five and ten of each programme. This group should also support the resolution of participant focused issues, as needed and as they arise supporting the Mojo Project staff in this role.

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Sustainability: This includes a local representative with responsibility for funding and meets at minimum quarterly. This group should support the resourcing and overall programme sustainability.

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Monitoring and evaluation: This includes a professional with monitoring and evaluation experience and meets a minimum of quarterly to support staff in capturing learning, successes and changing community needs, and then to suggest programme adjustments or tweaks.

Organisation and service representatives to the IAG are agreed between the Mojo Project Manager and the Host Organisation and are submitted to the Mojo National Office for approval. Organisational representatives on the IAG should possess a mix of professional experience, knowledge and skills. Those representing mental health services should have clinical experience. All representatives should be effectively placed professionally to support the programme and its participants, are interested in and motivated to contribute to the programme.

Role of Mojo Project Manager The role of the Project Manager includes project management, training programme delivery and project development. Specifically, the role includes the following responsibilities for management of the local Mojo Project: 

Embed culture of equality, partnership, respect, and continuous learning which puts the participants at the centre of the Mojo training programme and supports their ongoing progression

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Administration of the local IAG to develop collective ownership of the local Mojo Project; continue development and partnership locally to facilitate participant referral pathways, strengthen interagency working relationships and continued programme development

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Develop and implement Mojo’s strategies and work plans in line with Mojo National Quality Standards; leading and supporting the staff team to achieve a high quality programme and training delivery for each Mojo cycle 16

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Develop and maintain close and effective working relationships with organisations working with or the potential to work with Mojo’s target group.

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Ensure effective programme logistical management in terms of budgeting, reporting, funder management, record keeping and evaluation

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Maintain high level of professional development and reflective practice, keeping upto-date on national and international developments on mental health, especially in relation to issues impacting Mojo participants

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Leads on one components of the Mojo training programme (either Wellbeing and Resilience or Life Planning)

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Support the staff and facilitator team to provide a high quality programme and to be engaged in innovation of the model

Role of Coordinators The role of the Coordinator is integral to the success of Mojo training programme delivery and works alongside the Mojo Project Manager to organise and deliver either the Wellbeing and Resilience or Life Planning component of the Mojo Training Programme. The Life Planning coordination of the Mojo Training Programme consists of developing programming focused on exploring life options, planning and working towards goals. This aspect of programming also facilitates participants’ exploration what is hindering them from moving forward, appropriately challenging them to move beyond their blocks, set realistic goals for their future. The Life Planning coordination also includes one-to-one sessions to support development of personal action plans. Coordination of the Wellbeing and Resilience programme component consists of developing sessions that support participants to identify risk factors to their mental health and, in turn, build protective factors. This aspect of programming includes exploration of wellbeing and mental health, development of support tools, as well as exploring identity and masculinity. The Wellbeing and Resilience component utilises tools such as the recovery star to support participant progression. Core responsibilities of the Coordinator role include: 

Working with the Mojo Project Manager to design and deliver the training programme.

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Leading their component sessions including identifying, liaising with and supporting workshop facilitators and being responsible for the practical organisation of the sessions.

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Ensuring there are effective supports for participants which includes attend care planning meetings for the Mojo participants, provide direction on emerging issues in the Mojo groups, signposting participants to appropriate services should an issue emerge while they are on the training programme.

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Undertaking agreed assessments with participants during and post Mojo programme participation

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Supporting the effective record keeping of the Mojo Programme in relation to participant attendance, engagement and progression

Role of Facilitators Facilitators co-create the ‘space’ with participants as the participants are the expert on themselves. As such, men are encouraged to develop new skills and understandings of themselves individually and within the group. By working alongside participants to explore options and alternatives, develop social connections and supports to sustain them post Mojo, facilitators engage with participants as equals, acknowledging their own challenges while maintaining boundaries and accessing their own support through peer review and supervision outside the Mojo participant group. External facilitators, ideally drawn from the IAG membership organisations or other partner organisations, deliver components of the Mojo Training Programme. Facilitators support Mojo’s participant led engagement model which is core to the programme. They work alongside participants to figure out the best way for participants to find their ‘Mojo’, challenging the role of the professional being the expert and ensuring the decision to recover lies firmly with the individual participant.

Establishing a Mojo Project: From Identifying Need to Ongoing Management The establishment of a Mojo Project from initial consultations with an interested local community organisation and/or service to the launch of the initial Mojo Training Programme is generally about nine months. The development of Mojo Projects should be carefully considered and deliberate – in the preparation and planning, creation of partnerships, and developing a sustainable culture that will continue to support the programme over time. There are three distinct phases on Mojo Project Development which are outlined below. Each phase includes an overview of essential project planning steps as well as the roles of the various groups and individuals involved.

Timeline Overview

Phase One: Identifying Local Need and Developing Partnerships Identifying a Local Need and Partnerships Before establishing a local Mojo Project or an expanding an existing programme, a potential Host organisation will undertake a needs analysis with local services including statutory and non-statutory groups in the following areas: mental health, employment, education, health, development, counselling, social protection and welfare, probation, and addiction. The purpose of the needs analysis is to identify the needs of local men who are experiencing mental distress and may be at risk of suicide. Key individuals who have the potential to be IAG members can also be identified during the action research. The Mojo National Office can provide support to the Host organisation with constructing and guiding aspects of the analysis. The aims of the needs analysis are: 

Gathering local information on the ‘most at risk’ men, including local suicide rates, the views of service providers on unmet needs for men, demographic information.

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Mapping local services serving the target group to highlight whether there is a gap in service provision and supports that could be filled by Mojo.

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Identifying key agencies, services and individuals locally who would be essential to the development of a Mojo Programme.

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Secure funding (matched or actual) to co fund the project plus commitment to sustain Mojo locally if it proves successful.

As most areas or towns in Ireland have differing services, supports and resources available, the needs analysis should inform the extent to which a Mojo Project needs to be developed. Additionally, the information gathered should be used to develop a rationale for funding, identify members for the advisory group, develop local partnerships with groups working directly with men, and to promote the programme. Further information can be found in the Mojo Tool Kit available at: http://www.mojoprogramme.org/.

Mojo National Office Role During phase one, the Mojo National Office, through the Programme Director, will support the local projects to: 

Ensure the Host Organisations is an Ltd company, a registered charity and is signed up to or working towards implementing the governance code.

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Ensure commitment to the Stages of Mojo Development, Mojo Principles and Practices outlined in the toolkit and that there are appropriate health and safety policies in place with the potential Host organisation.

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Determine and agree the extent to which the Mojo Training Programmes will be customised to meet local need.

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Explore funding options with NOSP and other funders as well as prepare funding agreements. 20

Host Organisation Role The Host organisation with guidance from the Mojo National Office, will be responsible for: 

Conducting a needs analysis as described above to ensure sufficient local need for a Mojo Project.

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Identify partner organisations that are committed to the Mojo ethos and process providing the groundwork for IAG development.

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Develop a timeline and business model for a Mojo Project and explore funding channels to match funding.

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Commit to managing a Mojo Project in line with quality standards

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Ensure appropriateness of location and facilities for a Mojo Project to be established

Phase Two: Establishing a Mojo Project and Training Programme Development Developing a Funding Framework Mojo National Office is in the process of establishing a working group to develop funding criteria for new Mojo Projects and oversee the development of new sites in line with a national development strategy. This projected phased rollout below is dependent on increased funding being made available to the Mojo National Office (This will include hiring a Mojo Development Manager in 2017). The projected phased roll out of new Mojo Project development is as follows: Year

New Projects

2016

2017

2018

2019

2020

Total

Establishing a Mojo Project Once there is agreement from both the Mojo National Office and the Host organisation that there is sufficient need, funding and support for a Mojo Project to be established, a formal Funding Contract Agreement between the Mojo National Office and the local host organisation will be signed to establish the Mojo Project. The Funding Contract Agreement must stipulate the following: 

The local Host organisation is responsible for the overall governance of local Mojo Project including maintaining the Mojo National Quality Standards, hiring and employing staff, engaging the Mojo National Office in hiring of Programme Managers, a commitment to the Stages of Mojo Development, principles and practices outlined in the Mojo toolkit, and that the Host organisation has the appropriate health and safety policies in place. That there is a bi-monthly meeting and review of the local Mojo Project with the Mojo National Office to review programme development and progression. 21

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The Mojo National Office is responsible for maintaining quality standards of the Mojo Programme and can, should the Host be unable to maintain the Mojo National Quality Standards, remove Mojo National accreditation.

Host Organisation Role During phase two, the Host organisation with guidance from the Mojo National Office, will be responsible for: 

Leading the recruitment, hiring and induction of the Mojo Project Manager into their organisation's process, procedures and policies as well as providing line management to the project manager.

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Linking the Mojo Project Manager with local organisations and supporting them to establish an IAG in line with the Mojo’s National Quality Standards

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Meeting on a monthly basis with the Mojo Project Manager and Programme Director to review progress in project and training programme development

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Manage overall funding and governance of the Mojo Project

It is crucial that as part of the Mojo Project Manager’s induction process that the Host organisation ensures the Mojo Project Manager and any subsequently hired staff understand the following: 

The line management relationship is with the Host organisation,

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That the Host organisation will facilitate the Mojo Project Manager to be mentored by Mojo Programme Director, on a monthly basis, for a period of not less than one year in the programme's principles, practices and processes.

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That the working relationship between the Mojo Programme Director and the Mojo Project Manager is confined to support and guidance on Mojo practices and principles, and the development of the training programme, and as such the Mojo Project Manager does not take direction from the Mojo Programme Director.

Mojo National Office Role The Mojo National Office, through the Programme Director, will engage and support the Host organisation to: 

Recruit and hire, and induct the Mojo Project Manager in Mojo practices and principles

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Link the Project Manager to an established Mojo site and arrange on the job work experience (one day per week for 12 weeks)

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Guide the establishment of a local IAG to support the Mojo Project

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Develop a ‘bespoke’ Mojo training programme project plan with Mojo Project Manager and IAG

The Mojo National Director will provide monthly in person support and weekly contact to guide the project development as well as support both the Host organisation and Mojo Project Manager during this phase. The Mojo National Office will also serve as a link for the Host organisation regarding grant and funding organisations, providing support as needed to ensure the local Mojo Project is appropriately resourced.

Project Manager Role The Mojo Project Manager, once hired and inducted, will be responsible for the following related to Mojo Project establishment in concert with the Host organisation and Mojo National Office: 

Developing a Mojo training programme work plan that: o Encompasses the Mojo principles and practice; o

Is built based on Mojo toolkit learnings, work experience and local need; and,

Provides for three Mojo training programme cycles, three mini Mojo programmes and supports the development of a Mojo male space.

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Building relationships with local organisations

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Establishing the IAG in line with the Mojo toolkit. This includes ensuring the IAG has working protocols and that these protocols are embedded in a Terms of Reference between the IAG and Host organisation

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Working in an established Mojo site one day per week for 12 weeks

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Recruiting, hiring (as necessary), and inducting additional core and external facilitators for Mojo Training Programmes

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Developing local participant recruitment strategy using Mojo National Branding Standards and recruiting programme participants using Mojo Selection Process Guidelines (see guidance documents)

It is essential that the IAG has been established, the IAG members are comfortable working with each other, and that they feel a strong sense of trust in and ownership of the project. The effective working and programme engagement of the IAG needs to be achieved before participants are engaged. It should be noted that the initial participant recruitment and selection process may take a significant amount of time and effort. As such, it will be important to allow flexibility in the work plan start-up phase.

Phase Three: Ongoing Mojo Project Management Managing Mojo Programmes Once a Mojo Project is established in line with the above, the local Mojo project will need to manage the delivery of the training programme.

Project Manager Role The Mojo Project Manager will be responsible for ensuring the ongoing training programmes delivered by the local Mojo adhere to the principles and practices outlined in the Mojo Toolkit. Additional responsibilities include, providing line management to Mojo Project staff and core facilitators, coordination with and of the IAG, management of day to day operations and budget, sourcing funding, reporting to Mojo National Office as prescribed, and ensuring regular programme evaluations as described below.

Host Organisation Role The Host organisation will, in relation to ongoing Mojo project management, ensure that the Mojo Project Manager is provided with line management and supervision, supported to meet programme requirements. 23

The Host organisation will attend IAG meetings and support recruitment efforts for the IAG as needed. Additionally, the Host organisation will meet with the Mojo National Office on a bimonthly basis to review the local Mojo Project as well as programme development and progression.

Mojo National Office Role In the ongoing local Mojo Project Management, the Mojo Programme Director will provide support and guidance as follows: 

Meet with the Host and the Project Manager on a monthly basis to review progress for the first 12 months after project is established and then bi monthly.

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Attend IAG meetings. Provide monthly face to face meetings with the Project Manager to support their professional development and hone their ability to implement and manage the programmes delivery in line with Mojo Principles and Practice.

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Be available to provide support remotely on a daily basis.

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Support the provision of reports, communications, or responses to funders

Running the First Mojo Training Programme It will be important that before running the first Mojo Programme a number of key success determiners are in place. The Mojo Project Manager, supported by the Host organisation and Mojo National Office will need to ensure the following: 

There is a 12 week Mojo session plan developed that addresses researched local need (see Guidance Documents.



All health and safety policies and procedures are in place.

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All appropriate staff and facilitators have been selected and inducted; there has been sufficient time allowed to develop team cohesion, understanding of roles, and working relationships; moreover, there is a clear understanding of local Mojo policies and processes as well as overarching Mojo Principles and Practice by all staff and facilitators.



The IAG has been involved and ideally participates in the initial Mojo Training Programme with individual members providing session facilitation or acting as a guest speaker.

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Ensuring referral pathways are in place; key referral partners and the IAG are aware of the dates of the initial training programme and are prepared to support participants.

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Practical programme components have been addressed including preparation of Mojo space, supplies ordered, materials produced, and clear communication has been provided to all participants and stakeholders.

Key Ongoing Project Requirements The Mojo Project Manager will with support from the Host organisation and the IAG ensure that the training programme progresses in line with the following to ensure continued programme innovation and quality: Participant Inclusion

Facilitating the training programme with the support and inclusion of the participants to ensure that alongside the IAG, facilitators, referrers and management team, participants play a role in the continued success, feel part of and in control of the programme and its development. The Mojo Project Manager and/or the other Lead Facilitator will meet individually with new participants to review the programme criteria together. In this meeting, the men are made aware of a few key things: 

Mojo is a training programme that is continually developing based on feedback from participants.



Participants are expected to commit to attending for four of the 12 weeks before making the decision whether to leave or to complete the programme.



Participation in a Mojo training programme is only successful if the participants support it by engaging with the facilitators and each other in the best way that they can.

The men also make a commitment not to attempt or follow through with suicide while attending Mojo.

Undertaking Regular Evaluations Regular evaluation is an essential component of Mojo as it helps to ensure that the Mojo Project staff and facilitators are responding to the emerging needs of men. It means that there is ongoing measures as to the relevance of the programme content to participants. Also, staff are able to identify what is working well and what might need to be changed or tweaked. Learning from participants’ feedback often means changing planned sessions including extending a more relevant section or include something that emerged as a need. After running the first Mojo Training Programme, a detailed review should be completed with the following: participants, IAG, Host organisation, Mojo Programme Director, Mojo Project staff, facilitators. The initial and subsequent programme reviews should ensure learnings captured during the Mojo Training Programme are incorporated into and/or used to adjust the programme. Adapting and learning based on participants’ experiences will ensure that Mojo continues to be an innovative, participant led programme. The training programme evaluation should consist of a review of the following components: 

Participant progression utilising Outcome Star assessments which participants complete when they start and finish on the programme. The Outcome Star supports the men to identify areas of their lives that may need particular attention and also to measure if change has taken place over the 12 weeks.



Participant post session evaluation and feedback which captures: what has worked? What could be improved? And, what one thing will they take from the session? This is usually done as a ‘shout out’ (participants are asked to share their thoughts on a particular subject) to ensure literacy issues are not a barrier.



Changes in local needs, identified challenges, and stakeholder feedback (referral organisations, IAG, facilitators and or staff)



Other relevant data sources 25

Obviously, there will be limits to programme content changes that can be made, but where possible the Mojo Project Manager, staff and facilitators should endeavour to make those changes. Mojo has not sought accreditation for our training programme to eliminate the pressure of having to complete the various elements. The only essential thing for the men to have completed is their Mojo Plan which will support them to continue to achieve their goals and desires beyond the training programme. It is more important to Mojo that each man enjoy his time during the Mojo training programme and make connections with his peers rather than achieving prescribed course material. Programme Participant Check-ins The Mojo Project Manager should meet with the participants in a focus group setting midway through the programme and on the last day for an informal chat about what worked well and what could be improved. This is an opportunity to ensure the programme is and has progressed in alignment with Mojo principles and practices outlined in the Mojo ToolKit.

Frequently Asked Questions What is Different about Mojo? Mojo is a unique and successful personal development training programme targeted at men experiencing distress; it is designed to support them to be in control of their lives. Mojo involves developing and building strong local community partnerships and engagement in the Mojo Programme process and development. These organisations contribution of time and expertise combined with a coordinated service delivery approach is core to Mojo’s success in line with evidenced based good practice. Another key difference is the unique programme methodology which puts participants at the centre of the programme while combining four interconnected and equally important programmatic components:    

Develop wellbeing and resilience The ability to set goals and take action Physical fitness A male space that supports their social connectedness

Finally, the programme focuses on building a culture of equality where participants, facilitators and other stakeholders work in partnership. This dynamic, of supporting men to be the ‘expert’ on themselves, and the culture of equality serve to benefit not only participants but those that work alongside them.

How are New Mojo Projects Identified and Decisions Made? An organisation can approach the Mojo National Office if they are interested in starting a local Mojo project. Alternatively, the Mojo National Office may approach local community organisations and/or services based on information demonstrating a high level of need in a specific area. Decisions to proceed with starting a local Mojo project result from discussions between Mojo National Office, potential funders and the Host organisation. .

Part Two Mojoâ&#x20AC;&#x2122;s National Quality Standard

Introduction What is the Mojo National Quality Standard? The Mojo National Quality Standards is a practical development and assessment tool comprising of seven principles. Under the seven programme principles are ** standards which outline specific good practice in relation to the unique Mojo training programme. Mojo developed this quality standard with the intention of ensuring ongoing programme quality and innovation as well as to support further development of Mojo Projects across Ireland.

The Development of the Quality Standards In order to support development of quality standards in a way that utilised the expertise of the various stakeholders of Mojo, an external organisation, Quality Matters was contracted to undertake a programme review and to develop programme quality standards that seek to codify what makes Mojo successful. The process consisted of data collection, a review of existing programme documentation, and undertaking a series of interviews with members of the National Mojo Steering Committee, the National Mojo Programme Director, staff of existing Mojo Projects, and a focus group held with former Mojo Programme participants. As part of the interview processes, questions asked focused interviewees and participants on what was unique about the Mojo Training Programme, what specific aspects created quality in the programme, and what could threaten programme quality. Additional questions were directed at understanding what kind of review process would best meet the needs of those involved in Mojo and support continued high quality programming. After the initial quality standards were developed, a workshop was held with key Mojo representatives to review and refine the quality standards which resulted in the following National Quality Standards for the Mojo Programme. These quality standards are intended to ensure that Mojo maintains and builds on the culture, ethos and past successes of the training programme.

How to use the Quality Standard for Mojo? The standards represent the main elements that must be present in a Mojo Project. Each principle relates to important areas of the Mojo Project and training programmes delivered, which is fundamental to Mojo’s work and mission. The seven principles of the Mojo National Quality Standards are: 1. Governance – All Mojo Projects document and implement transparent and effective governance and financial practices. 2. Partnership and Planning – All Mojo Projects are supported by strong local partnerships and mutually beneficial relationships with local agencies and community organisations. 3. Recruitment and Promotion – Individual needs and group dynamics are considered to ensure the supportive group composition in line with the culture and ethos of Mojo.

4. Service User Engagement and Partnership – Participants are at the centre of Mojo’s work and are encouraged to participate in all areas of the programme 5. Programme Delivery – Programmes are relevant and responsive to the diverse needs of Mojo men and supports them to progress and achieve their goals or their areas of interest. 6. Supporting Mojo's Staff – All Mojo Projects are operated and all training programmes are delivered by suitably skilled personnel and is focussed on quality service provision. 7. Innovation and Continuous Quality Improvement – All Mojo Projects will ensure continuous quality reviews and encourage a culture of high quality, continuous learning and innovation. To ensure that a high standard of quality service provision is being met, every principle has a set of key indicators. These key indicators ensure that all areas of Mojo practice and work are carried out in a uniform and transparent way. Each indicator has a rating system of ‘Pass/Surpass’ to measure the level of quality or progress. The complete list of quality standards is in included in this document which is available on http://www.mojoprogramme.org/ however an example of 3.1 of the Governance Principles is shown below: Principle Three There is sufficient funding for the Mojo project to operate at the current rate until the next budget cycle (3 Mojo Programmes, mini-Mojos, and provide a light touch on a Mojo male space comprising seed money and occasional check-ins). Criteria #

3.1

Indicator

Pass

Surpass [NOT for each]

The Mojo project budget is effectively managed by the Mojo Project Manager, which demonstrates consideration for local programme needs and staff training. The budget addresses the following costs: salaries, facilitators, rent, materials (office and meeting supplies, advertising material, and meeting expenses), travel expenses, peer review process, and development funding for a Mojo male space. Considerations are made within funding allocation for local Mojo Project needs including travel expenses for more rural Projects and opportunities for staff training and for crossMojo idea sharing and pollination.

The Mojo project budget is effectively managed by the project manager, demonstrates consideration for local programme needs and staff training. The budget addresses the following costs: salaries, facilitators, rent, materials (office and meeting supplies, advertising material, meeting expenses), travel expenses, peer review process, and development funding for a Mojo male space. Considerations are made within funding allocation for local Mojo Project needs including travel expenses for more rural programmes and opportunities for staff training and for cross-Mojo idea sharing and pollination.

In Addition to PASS: Mojo has raised additional funding or accessed additional in kind resources to extend service delivery or improve programme quality.

Standard 1: Governance The governance of Mojo Projects ensures that there is a supportive and sufficient infrastructure to nurture and sustain a Mojo Project's ability to successfully deliver Mojo Training Programmes, support and guide staff, and provide appropriate levels of oversight.

Governance Principle 1 There is an Interagency Advisory Group (IAG) consisting of statutory, non-statutory and private services that represent health, mental health, employment, education, training, welfare, housing, counselling, physical activity and other relevant services that engage with participants. The IAG will be actively involved in guiding the Mojo Programme. The IAG supports the Mojo Project in achieving four key objectives for participants:    

Increased wellbeing and resilience The ability to set goals and take action Increased physical activity and fitness Creating a male space that facilitates social connectedness and peer to peer support

Governance Key Indicator 1.1 There is an Interagency Advisory Group (IAG) consisting of (at minimum) a representative from the following:        

HSE Mental Health Service Local counselling or support services HSE Primary Care Team Local Community Development Programme Local Department of Social Protection, employment service or equivalent Physical fitness or sports representatives (Get Active Ireland, local sports council) Education Training Board or other Adult Education services Host organisation (if not one of the above)

Additional representatives from these organisations have also been encouraged to participate on the IAG.     

HSE Suicide Behaviour Response Programme Social Work services Probation Service Homeless services Former Mojo Participant

Representatives to the IAG are agreed between the Mojo Project Manager and the Host Organisation and have been submitted to the Mojo National Office for approval. The IAG also supports the Project by insuring implementation of Mojo principles and practice, ensuring quality and innovation and exploring sustainability of the overall project and programming. The principle of equality is clearly articulated in the description of how the advisory group operates.

Governance Key Indicator 1.2 There are three subgroups of the advisory group that operate as part of the Advisory Group, and provide appropriate oversight for the Project: • • •

Practice group: This includes HSE mental services representative and involves a review of client progression pathways, at week 5 and 10 of each programme Sustainability: This includes a funder representative and meets a minimum quarterly Monitoring and evaluation: This includes a professional with monitoring and evaluation experience and meets a minimum quarter

Governance Principle 2 There are documented, implemented, transparent, and effective governance and operational management systems. Mojo Projects are supported by appropriate policies and procedures which inform and enhance the delivery of the programme components, are compliant with relevant legislation, demonstrate principles of good practice and resource effectiveness.

Governance Key Indicator 2.1 There is a signed Funding Contract between the Mojo National Office and the local host organisation which provides governance of local Mojo Project and notes the following: The Mojo National Office is responsible for maintaining quality standards of the Mojo Project. Additionally, the local host organisation is Company Limited by Guarantee and a registered charity.

Governance Key Indicator 2.2 There is a Terms of Reference (ToR) between each Mojo Project and the IAG. The ToR clarifies the role and relationship of the IAG, which guides local Mojo development. A copy of the ToR is on file with the National Mojo Office.

Governance Key Indicator 2.3 The host organisation has professional indemnity and public liability insurance. Any consultant facilitators have their own insurance and a copy of on file at the Mojo Project.

Governance Key Indicator 2.4 The Mojo Project Manager has a clear understanding of the roles and responsibilities of the local agency managing Mojo and the Mojo National Office.

Governance Key Indicator 2.5 The Mojo Project sends aggregated data on number of applicants, attendance, completion rates, and progression of participants to the Mojo National Office after each training programme.

Governance Key Indicator 2.6 The Host Organisation has clear policies and procedures for the following areas that encompass relevant legislation and regulation and utilises Mojo National Office policies where noted below: • •

Governance and Financial Management Human Resources (includes CE Placements/Volunteers) 32

• • • • • • • • • •

Interagency Working (Mojo National Office) Health and Safety Communication and Marketing Suicide and Self Harm Disclosure (Mojo National Office) Crisis Management (Mojo National Office) Child Protection Confidentiality Consent and Information Sharing (Mojo National Office) Incident Reporting Service User Engagement

Governance Principle 3 There is sufficient funding for the Mojo project to operate at the current rate until the next budget cycle (3 Mojo Programmes, mini-Mojos, and provide a light touch on a Mojo male space comprising seed money and occasional check-ins).

Governance Key Indicator 3.1 The Mojo project budget is effectively managed by the Mojo Project Manager, which demonstrates consideration for local programme needs and staff training. The budget addresses the following costs: salaries, facilitators, rent, materials (office and meeting supplies, food for participants, advertising material, and meeting expenses), travel expenses, and development funding for a Mojo male space. Considerations are made within funding allocation for local Mojo Project needs including travel expenses for more rural Projects and opportunities for staff training and for cross-Mojo idea sharing and pollination.

Governance Key Indicator 3.2 (For Projects that has been operating for more than 18 months in one location ONLY and is planning to expand past that one location) There are detailed plans and identified resources for Mojo Project expansion beyond the current location. The Project has utilised the Mojo Start-Up Pack in consultation with the Mojo National Office.

Standard 2: Partnership and Planning Ensuring the Mojo Projects foundations are underpinned by strong local partnerships where a mutually beneficial relationship with local agency/community organisations exists is key to a successful project. As such, the following standard sets out Mojo’s principles and indicators for partnership and planning.

Partnership and Planning Principle 1 All Mojo’s are developed, planned and designed according to identified local needs.

Partnership and Planning Key Indicator 1.1 The Project demonstrates that the seven stages of development outlined in the Mojo Toolkit were used to develop the Project. As such there are records of consultations with local partner agencies on local needs. The Project is able to demonstrate how local assessed needs were used to develop the Mojo Project. There is evidence of regular evaluations and that the principles of community work are used in the Mojo Project’s approach.

Partnership and Planning Principle 2 All Mojo’s are developed within a local community partnership approach.

Partnership and Planning Key Indicator 2.1 There is strong engagement with local partner organisations. Evidence of this principle includes: • • • • •

IAG is actively engaged with the Mojo Project Engagement of partner organisations in funding and resourcing arrangements Evidence of guest facilitation from partner organisations Members of the IAG feel committed to the Mojo Project and feel their time is used well Partner organisation members attendance at IAG meetings is consistent

Partnership and Planning Principle 3 The Mojo Project operates collaboratively with other local agencies and services to ensure an integrated response to men’s needs and goals.

Partnership and Planning Key Indicator 3.1 There are specific processes for responses to identified needs and goals of participants with community partners. Evidence of this principle includes: • • •

IAG and Mojo staff are aware of key issues impacting the Mojo target group in the local area The Mojo training programme has clear list of services and how they are accessed to respond to emerging issues for participants Evidence of incoming referrals from and signposting to from partner organisations

â&#x20AC;˘ â&#x20AC;˘

Engagement of partner organisations in identification of key trends impacting the Mojo target group in local area Evidence of partner and other service organisations collaborating with Mojo Project to address Mojo target group needs

Standard 3: Recruitment and Promotion Recruitment of participants is seen as a core element in determining the success of Mojo programming. The Mojo Training Programme recruitment considers the needs of the individual as well as the group dynamic. This is important as an individual, who is not able to work in line with the culture and ethos of Mojo, could potentially impact the experience for other participants. The selection process includes, a ranking or rating scale for selection, a review of programme group composition, participant selection by staff, and a commitment from selected participants. For those interested who are not selected for a particular programme training cycle, they are provided with options that include a mini-mojo programme participation and or being waitlisted for the next Mojo training programme. Mojo Projects should utilize Mojo National brand standard and marketing materials for all programmes and communication tools to ensure Mojo consistency nationally.

Recruitment and Promotion Principle 1 The Mojo Training Programme has a recruitment process that is appropriately targeted at potential participants and includes outreach to local services and partners.

Recruitment and Promotion Key Indicator 1.1 There are community partners, local agencies and support services involved in the promotion of every training programme and participant recruitment process for the Mojo Project. There is evidence that Mojo materials are provided to all relevant local community partners, agencies and other relevant support services. Each Mojo Training Programme has at least 12 participants to a maximum of 15. The Mojo project keeps an active waitlist for upcoming training programmes.

Recruitment and Promotion Principle 2 Mojo training programme promotional and communication materials have a consistent look and tone and are consistent with the branding guidelines.

Recruitment and Promotion Key Indicator 2.1 All materials used in communicating the Mojo Project utilises Mojo national branding, marketing, and promotional materials when promoting programme in the local area.

Standard 4: Service User Engagement and Partnership Equality is core to Mojoâ&#x20AC;&#x2122;s culture, serving as a foundation for creating openness, trust, information sharing, and reflective practice â&#x20AC;&#x201C; a space where skilled facilitators set the tone for discussions and work. Equality of input and contribution exists between different stakeholders roles and informs their relationships to each other and the Mojo Project; agencies, advisory group, participants, facilitators, and project staff. The ethos of equality influences and contributes to the strength based approach utilised by Mojo. The Service User Engagement and Partnership Standard supports the culture and ethos of equality within the Mojo training programmes and project by ensuring that staff and facilitators share and join in alongside the Mojo participants, while not actively drawing support from the participants. This supports and reinforces the notion that: Men are at the heart of Mojo and are the experts on themselves.

Service User Engagement and Partnership Principle 1 Mojo Project uses a selection process which ensures participants meet established criteria and are willing to take personal responsibility to participate fully in the programmes.

Service User Engagement and Partnership Key Indicator 1.1 There is a clear process that is understood by participants, staff and IAG for participant selection that includes either individual or group interviews, has a transparent marking system, provides individualised verbal feedback to men who did not get into Mojo, and ensures that all applicants who were not successful are signposted to appropriate services, and/or referred to a Mojo mini. There is a scoring sheet for each selection process and basic recordkeeping. There is a process for communicating with potential participants who have been on the waiting list for over three months.

Service User Engagement and Partnership Principle 2 The Mojo Project responds meaningfully to all input from participants and works to address all issues raised in a proactive and transparent manner to respond to the issues raised and to show the principles of equality and partnership. The Mojo Project actively engages participants in shaping the training programme to the needs of each group.

Service User Engagement and Partnership Key Indicator 2.1 Mojo participants and staff have experiences of partnership and equality during the programme sessions. The Mojo Project demonstrates a rapid, transparent and supportive response to issues raised by participants, facilitators and staff. There is a clear process for addressing concerns and complaints in a transparent way that involves and communicates proactively to all involved. Participants feel that they were respected, listened to, and they were able to express themselves openly. Staff members have their own Mojo plan in place and facilitators are provided an opportunity to develop their Mojo Plan.

Standard 5: Programme Delivery In Mojo Training Programming, four core components are equally important: physical health, mental health, life planning and social connection. Mojo recognises that the diversity of programming and variety of skilled facilitators is a strength as is the active engagement of the participants in evaluating programme delivery. The Mojo Training Programme is successful because it actively listens and responds to participant needs and suggestions, takes into consideration the local environs, utilises community resources and partnerships to benefit programme delivery, and bases the training programme components on a best practice evidence base in mental health. The following principles and key indicators reflect Mojoâ&#x20AC;&#x2122;s needs: to be structured but flexible, to accommodate different content areas, and variances in participants identified needs.

Programme Delivery Principle 1 Mojo Projects engage proactively with participants, offering strategies and supports that enable participants to progress and achieve their goals both during and after each programme cycle.

Programme Delivery Key Indicator 1.1 Mojo staff and facilitators are engaged in supporting participants to develop ongoing support structures post Mojo. Staff have and maintain an excellent knowledge of services for client signposting.

Programme Delivery Key Indicator 1.2 Each participant has a Mojo plan that addresses the four parts of the training programme and individualised needs. Participants feel that plans are undertaken in a supportive, and appropriately challenging manner.

Programme Delivery Principle 2 The Mojo training programme space is accessible, warm and welcoming.

Programme Delivery Key Indicator 2.1 The Mojo Project is signposted so it is easy to find for the first few times that the participants attend. Front desk staff are actively welcoming to new participants/groups. There are posters / signage which make the space a Mojo space. A cup of tea/coffee is offered to every participant on the first session.

Programme Delivery Key Indicator 2.2 The Mojo Training Programme takes place in a facility that has sufficient and appropriate space for activities and is clean and warm. There is a kitchen and space participants can use to prepare food. The space is considered appropriate by staff and participants.

Programme Delivery Principle 3 Staff, facilitators and guest speakers understand the unique facilitation style used in Mojo and engage in a spirit or equality and partnership with the participants.

Programme Delivery Key Indicator 3.1 There is a process for inducting facilitators and guest speakers on the key principles of Mojo. This includes a strengths based, equal, and partnership approach that recognises the participants are experts on themselves. The process discusses how facilitators and guest speakers are supported in balancing professionalism with openness and a personal approach when working with Mojo participants. The Mojo Project Manager has plans in place to ensure that training programmes are not cancelled due to facilitator illness.

Programme Delivery Principle 4 Mojo facilitators are reviewed to ensure that they are using an approach that supports and engages participants in line with the Mojo Toolkit and which reinforces an equal partnership between themselves and participants.

Programme Delivery Key Indicator 4.1 There is a system in place for participants to review training programme session facilitators both during and post programme. Where more than 75% of participants feel a facilitator does not meet the Mojo principles outlined, there is a process for supporting facilitators to develop and for seeking a new facilitator where required.

Programme Delivery Principle 5 Mojo Training Programmes offer a range of relevant, evidenced based programming that supports participants in developing personal and social capacity. The programming is structured but allows for flexibility based on participant needs.

Programme Delivery Key Indicator 5.1 The Mojo principles and work practices in the Mojo toolkit are used throughout the training programme delivery. There is evidence that each session plan consists of a check-in and check-out, a half hour break for the men. The participants view the material and the style of facilitation as meaningful and useful, interesting and engaging.

Programme Delivery Key Indicator 5.2 Participants feel that they were able to contribute to the design, delivery, and evaluation of the training programme. There is a verbal description of how participants have improved the training programmes.

Standard 6: Human Resource and Staff Development This standard reflects the importance placed by Mojo on the people who are charged with the day to day operations of the Project and delivery of the training programmes. Mojo recognises that having the right people with the right qualifications, skills and approach is critical to the Project's ability to be successful and maintain quality standards. Mojo asks staff to invest in their roles within the Project and as such it is only right that Mojo invest in them. The following principles and key indicators reflect the importance placed on this investment.

Human Resource and Staff Development Principle 1 There are sufficient staff and support structures to deliver a high quality Mojo programming. All Mojo programme modules are delivered by appropriate skilled staff.

Human Resource and Staff Development Key Indicator 1.1 There is a recruitment and hiring process for Mojo staff and facilitators. The Mojo National Office participated on the interview panel for Mojo Project Manager. The Mojo Project Manager and Coordinator have an overall balance and diversity of skill sets and experience in mental health recovery, adult education and community development in addition to all relevant qualifications and experienced outlined in their respective job descriptions.

Human Resource and Staff Development Key Indicator 1.2 All staff and external facilitators are garda vetted or when clearance has been applied for and still in process, then staff and external facilitators are not working alone with participants until garda clearance is received. The host organisation has a garda vetting policy which states how offences are judged and what offences are not acceptable for each role within the Mojo Project.

Human Resource and Staff Development Key Indicator 1.3 There are job descriptions in line with Mojo National Office templates, for each staff position and facilitator guidelines that encompasses desired skills, knowledge, and experience and outlines qualifications.

Human Resource and Staff Development Key Indicator 1.4 There is a record of opportunities being offered to staff / facilitators for professional development training or learning opportunities.

Human Resource and Staff Development Key Indicator 1.5 All Mojo Project Managers engage in the Mojo National Officeâ&#x20AC;&#x2122;s three month induction process with another Mojo project. For all other staff, they engage in an induction process which takes place over the first two months post hire.

Human Resource and Staff Development Key Indicator 1.6 Staff participate in a performance management process that supports their professional development and the programme delivery. There is a record of individual progression plans for all staff, which is informed by the Projectâ&#x20AC;&#x2122;s need. 40

Human Resource and Staff Development Principle 2 There are effective processes and procedures to provide staff with appropriate support, supervision and development opportunities.

Human Resource and Staff Development Key Indicator 2.1 Staff participate in external group clinical supervision twice during each programme cycle. (Mojo National Office guidance recommends supervision during week four and ten of the programme cycle).

Human Resource and Staff Development Key Indicator 2.2 There are transition plans for Mojo Project Manager changes or leaves of over four weeks in length.

Human Resource and Staff Development Key Indicator 2.3 There are opportunities for staff and facilitators to receive support by means of mentoring and shadowing by more experienced facilitators.

Human Resource and Staff Development Principle 3 There is a creative approach to facilitation that engages CE placements and other jobs initiatives, secondments, and agency staff to support a two facilitator model wherever possible.

Human Resource and Staff Development Key Indicator 3.1 There is a policy for inducting, training and supporting volunteers, staff secondments and CE and other jobs placements in the support facilitation role along with appropriate resources. The Mojo Project's active and creative engagement of human resources has been explored at IAG meetings as evidenced by IAG agendas.

Standard 7: Innovation and Continuous Quality Improvement A culture of innovation and adaptation is a core to the Mojo Projectâ&#x20AC;&#x2122;s ability to adjust and adapt to local needs. This standards principles and indicators reflect the value placed by the Mojo National Office on reflective practice, continuous learning, and active, equal engagement of all stakeholders to ensure an environment of supporting excellence and continuous quality improvement.

Innovation and Continuous Quality Improvement Principle 1 Mojo Project is monitored and continually assessed to determine effectiveness in measuring and meeting identified outcomes.

Innovation and Continuous Quality Improvement Key Indicator 1.1 There is a review of learning after each 12-week Mojo Programme and at least every three mini Mojos to extract learning and adapt the programming. There is evidence that post Mojo reviews are conducted with involvement from staff, participants, advisory group and other relevant key stakeholders. There is evidence that learning from post Mojo reviews have been implemented within the Mojo Project, where possible.

Innovation and Continuous Quality Improvement Principle 2 There is a culture and practice of critical reflection, innovation, and improvement in all aspects of Mojo Project. Staff engage in learning and networking events and share learning with the team.

Innovation and Continuous Quality Improvement Key Indicator 2.1 Mojo Project Manager, IAG and staff feel supported (within resource constraints) to innovate and try new things. There is a culture of learning and change in the organisation.

Innovation and Continuous Quality Improvement Key Indicator 2.2 Each Mojo Project sends staff to an annual event organised by the Mojo National Office for all Mojos r where learning is shared, skills workshops are undertaken, and which draws content from the learning from the QS process. There is evidence that Mojo staff have participated in an event during the previous year where learnings from the QS process were shared with other Mojos.

Innovation and Continuous Quality Improvement Key Indicator 2.3 There are effective processes for staff and facilitator handovers that capture significant outcomes, group dynamics and emerging issues between Mojo programme sessions and ensures subsequent session staff and facilitators are aware and prepared to support participants.

Innovation and Continuous Quality Improvement Key Indicator 2.4 There is a structured space on the agenda of both IAG and staff meetings to support sharing of learning. 42

Innovation and Continuous Quality Improvement Principle 3 Innovation is undertaken in a way that protects quality and sustainability.

Innovation and Continuous Quality Improvement Key Indicator 3.1 There is a structured approach to training programme modifications that engages with the Mojo National Office and ensures that innovation does not impact on training programme quality or sustainability of the Mojo Project. There is an understanding of the process for engaging the Mojo National Office in relation to programme modification. There is evidence that this process was followed as outlined, where needed.

Frequently Asked Questions How is the Quality Standard Fairly and Equally Assessed? A local Mojo Project is responsible for how the principles of the Mojo National Quality Standard are implemented. The accreditation process is intended to be achievable for Mojo Projects where work practice is well documented and effective. The role of the Mojo National Office is only to support the peer assessment process to determine if the quality standard is being met and provide accreditation. The specific indicators mean that assessments are largely objective rather than subjective. The Peer Review process is designed to be transparent, supportive and ensure that the local Mojo Project proactively receives information on any decisions made.

Part Three Review and Accreditation Process

Introduction This section introduces Mojo’s accreditation and peer review process for Mojo Projects. The processes support Mojo Projects in maintaining high quality standards and represent the key principles related to good practice that should be in place for all Mojo Projects.

Peer Review Process What is Peer Review? A peer review is a review of process, procedures and service delivery by a peer or peer group who function as a ‘constructive colleague’. Using their experience, skills, and expertise, 'constructive colleagues' engage in a peer review process to support others to improve the operating processes, Mojo Project effectiveness and training programme delivery. Peer reviewers typically come from a similar working environment and/or with a similar level of expertise and so are able to identify challenges and potential solutions. All peer reviewers will be trained in how to conduct the review process.

Why Peer Review? Peer Review is an extremely valuable and exciting learning opportunity; for those actively engaging in the process, for the local Mojo Project being reviewed but also for Mojo at a national level. This is largely due to the ‘constructive colleague’ approach which is taken by reviewers and how Mojo has decided to share learnings gained as part of the review processes throughout the organisation. For Mojo, the peer review process provides opportunities for cross pollination of ideas to benefit the training programme and participants. Peer Reviewers develop knowledge and skills which can play a significant role in helping to build capability within their own project and the organisation as a whole. The process provides insights into the quality standards and increases knowledge of how peers approach similar challenges. In consulting with key stakeholders across the Mojo organisation, there was a strong preference for a peer review process. Stakeholders felt that a peer review approach provided opportunities to model inclusive, open engagement within the organisation and put the skills, experience and knowledge of those deeply familiar and involved with the Mojo Project to use in creating continuous improvement.

Who is Involved in Peer Review? In reviewing the various stakeholders within Mojo Projects, determinations were made about the most effective way to engage them in the review process that ensured meaningful contributions and effective use of time. The following is a listing of each stakeholder group at a Mojo Project and how they will be engaged in the peer review process: Group Current Mojo Participants IAG Staff/ Facilitators Mojo Project Manager

Review Engagement Focus Group Questionnaire Focus Group Interview 46

Host Organisation

Interview

In relation to the current participant focus group, it is important to ensure that participants are provided with the key questions to consider in advance and are aware of the review purpose and principles.

Principles of Peer Review Peer reviews, in order to be productive, need to have clear principles that guide the review process established at the outset amongst all participants. Some recommended guiding principles for peer reviews are:

Transparent and supportive approach – The review team ensures that any identified challenges is shared in a clear, supportive approach that does not mask a challenge but provides suggestions in a way that enables improvements to be made.

Clear roles prior to engagement – The review team is selected and the team composition is shared with project prior to the review. There is training for review team members on their roles during the review process.

Clear criteria for evaluation - Clear quality standards and indicators are used in the process and are understood by all participants, this reduces the role of subjectivity as much as possible.

Proactive communication throughout the review process – The review team takes a proactive, positive approach to communications with all stakeholders.

Collaboration – The final report and the learning from the review are discussed in a group setting. The learnings gained from the review process and shared with other Mojos is agreed between the review team and the staff of the Mojo being reviewed.

What Characteristics Makes a Strong Peer Reviewer? The approach a peer reviewer takes when conducting a review can have a significant impact on how an organisation engages with and utilises the results of the review process. While previous Peer Review experience is not required, the following characteristics are desired in those individuals who take part as a peer reviewer:    

  

Passion for the Mojo Training Programme, its impact and the continual improvement of the Mojo Projects Knowledge of the Mojo Training Programme Desire to work collaboratively to achieve improvement of the Mojo Projects Effective and flexible verbal communication skills, the desire to 'listen to understand', and the ability to ask open, positive and challenging questions - without judging or imposing personal views onto others Confidence to try out new techniques and to learn from what happens Willingness to accept different ways of working and thinking about Mojo Projects Self-awareness and commitment to continual personal development and continuous improvement

Overview of Mojo’s Peer Review Process The on-site review process should take one full day. Preparation time for the on-site review by the Peer Review Team should be estimated at an additional one full day consisting of five hours of Peer Review Training and two and a half hours of documentation review. Preparation time for the Mojo Project staff undergoing review will be largely determined by the processes, documentation, and learnings from the project’s self-assessment (see below) but should be no more than an additional one full day. It is important to note that there should be no significant programmatic work scheduled or Mojo sessions occurring on the day of the peer review. The following table outlines the core components of the peer review on-site visit as well as recommended methods and timing. While listed in a particular order, the peer review team should seek guidance from the local Mojo Project being reviewed to determine the most appropriate order of the various components. There should be consideration given to current Mojo participant’s schedules to enable full participation on the day. At the end of the peer review day, there is a structured space for sharing learning in relation to strengths and areas for improvement (noted as Sharing of Learning/Team Feedback above). This meeting should be facilitated by the review team and attended by the Mojo Project staff. The key strengths of the Mojo Project should be identified by the review team. This session should be strengths based and solution oriented when an issue or room for improvement is identified.

Peer Review Components and Timeline Review Input Components

Method

Time Allotted / Specific Guidance

Participants (current group)

Focus Group

1 hour / Up to 15 individuals in group

Staff and Facilitator/s

Focus Group

1 hour / no max participants

Host Organisation Management

Interview

30 mins

Project Manager

Interview

30 mins

Review of Interagency Advisory Group Survey Results

Survey

30 mins

Lunch and/or breaks

45 mins

Policy Audit and Mojo Project File Review

On-Site File Review

30 mins

Facilities and Location Review

Observations

15 mins

Review team prepares feedback for Mojo Project being reviewed

Team meeting and completion of review

1.5 hours

forms Sharing of Learning / Team Feedback

Review Team Discussion with Mojo Project Staff

Total Time:

1 Hour

7 hours 30 mins

Peer Review Team Composition The Peer review team should involve three (trained) stakeholders: a former Mojo participant, a facilitator from another Mojo Project or National Office staff member, and an independent professional with a relevant area of expertise including, but not limited to, academic, mental health, or other community based services. The National Mojo Office will resource the peer review process for the initial Project review.

Selecting Peer Reviewers The selection process for peer reviewers will be directed by the Mojo National Office. The Mojo National Office will select and train reviewers to ensure appropriate composition of the teams overall knowledge, skills, and experience as well as individual capacity to support the project throughout the process.

Training for Peer Reviewers Training for reviewers should be undertaken by all reviewers to ensure the review process compliments the existing culture of Mojo. The training should have a strong focus on the culture and ethos of the review process, the desired outcomes for the local Project as a whole, as well as the practical elements of the training including focus group facilitation and other identified needs. Training for the peer review team will be scheduled and facilitated by the National Mojo Office to support the review process.

Frequency of Peer Reviews Reviews are undertaken within the first 18 months of the Mojo Project being established but after the first Mojo training programme has been run. After the initial review, subsequent reviews will occur every two years on a rolling basis. However, to support continuous Mojo Project quality, the following will also a trigger a review in between the two yearly review dates:        

A concern for the safety of participants Irregularities in Project governance or finances An increase in the dropout rate Unfilled Mojos Programmes A change in senior personal A number of complaints from stakeholders A request from the Project Manager, NOSP, the interagency advisory group or a member thereof Mojo Project is not meeting reporting requirements of Mojo National Office 49

IMPORTANT NOTE: Any issues regarding the safety of participants, governance or financial irregularities may be cause for an immediate temporary suspension of Mojo Programming and an investigation and/or audit by the Mojo National Office or funders.

Use of Peer Review Tool and Forms The Peer Review Tools and Forms found in Section Four of this Guidebook are what will be used during the Peer Review process. Each tool or form has specific guidance on how a Host organisation (or Accredited Mojo Project) will be assessed in terms of “Pass” or “Surpass”. The review tools and forms are included in this Guidebook to aid a Host organisation (or Accredited Mojo Project) in preparing for an on-site review and to ensure transparency of the review process.

Required Documentation as Part of the Peer Review Some tools refer to evidence or documents to be reviewed or provided. To provide for local Mojo Projects flexibility in developing systems of documentation that support their unique configuration and / or constraints, it is important to ensure that both the Review Team and the Mojo Programme Manager discuss how evidence or documentation will be provided. This is best done in preparation for the review on-site visit. For Peer Reviewers: If you have any concerns or questions about the type of evidence or documentation provided, you should have an open and frank conversation with the Mojo Programme Manager about what additional or different paperwork would assist you.

Integrating Learnings From Peer Reviews The Mojo National Office will coordinate a separate event for all Mojo staff once a year where learning from the Peer Review process and local Mojo innovations can be shared. This event should facilitate cross Mojo Project learnings, collaboration, and continuous quality improvement within Mojo nationally.

Achieving Quality Standard Accreditation Host organisations can apply for accreditation as a Mojo Project once they have met the following criteria:   

Have been approved by the National Mojo Office to operate a Mojo Project, Have successfully run three Mojo programmes and two mini Mojos Have had an ongoing engagement with the Mojo National Office for a year

The accreditation process involves completing two pieces of work:  

A self-assessment of the organisations Mojo Programming by staff using the Mojo National Quality Standards Successful completion of a Mojo Peer Review which include: o Interviews with key staff, Host organisation, and Mojo Project Manager o Focus group with past participants o IAG survey o A document review (policies, procedures and records)

Mojo Projects are expected to apply for accreditation by the Mojo National Office within 18 months of launching an initial Mojo Training Programme.

Accreditation Process Steps If a Host organisation is starting the accreditation process for the first time, this section [Step One through Three] presents a step-by-step approach to completing this process. It is important that organisations understand that the approach to peer review is very different to an audit or service review conducted by a funder – as noted in the section on Peer Review above, reviewers serve as ‘constructive colleagues’ by using their experience, skills, and expertise to support the local project in improving the operating processes, programme effectiveness and service delivery. For more information, see Peer Review Process. For accredited Mojo Projects who are undertaking re-accreditation, it is possible to skip to Step Four however it would be beneficial to review Step One through Three. Accredited Mojo Projects should also contact the Mojo National Office to formally request a Peer Review.

Step One: Prepare for accreditation In preparation for accreditation, the Host organisation should undertake a self-assessment of the Mojo Programmes it has delivered and the infrastructure supporting the Mojo Programmes. The aim of conducting a self-assessment is twofold – 1) It allows a Host organisation to review its progress to date in each area of the Mojo National Standards and determine where there are gaps prior to a review, and 2) request guidance or support from the Mojo National Office prior to a formal Peer Review.

Conduct a Self-Assessment Host organisations can undertake a self-assessment in preparation for a Peer Review and Accreditation Process. Self-assessment drives reflection on quality so it is important to regularly assess a Mojo Project practice and how Training Programmes are delivered. Recognising the strengths and 51

identifying areas that can be improved will support the stakeholders to get an informed picture of: • • •

current practice the quality of service experienced by participants how the IAG, Host organisation and staff support continuous learning and improvement

This ‘picture’ of current practice highlights and confirms the project’s particular strengths and is the starting point for planning to improve quality. By using the Mojo’s National Quality Standards, stakeholders can ensure that the Mojo Principles and Practices are embedded in each aspect of the Project. The standards should also be used to assess strengths, processes and programme delivery which will prepare the Host organisation, IAG, and staff for the onsite review. It is strongly recommended that the Peer Review Tools and Forms found in Section Four of this Guidebook are used to conduct a self-assessment as these are what will be used during the Peer Review process . Each tool or form has specific guidance on how a Host organisation (or Accredited Mojo Project) will be assessed in terms of “Pass” or “Surpass”. The review tools and forms are included to support a Host organisation and to ensure transparency of the review process. It is recommended that this self-assessment take place at least two months prior to requesting a Peer Review to provide the project enough time to address any areas that are identified as below the ‘Pass’ standard.

Apply for Accreditation When a Host organisation has competed a self-assessment, an Accreditation Request Form should be sent to the Mojo National Office. It is recommended that learnings from the selfassessment process (and any associated areas of improvement work) are proactively shared with the Mojo National Office as part of the Accreditation Request process.

Mojo Project Peer Review Date Scheduled by Mojo National Office Once they have received and reviewed the application form, the Mojo National Office will contact the Host organisation to discuss when a Peer Review can be scheduled. The Peer Review Team will be assembled by the Mojo National Office and shared with the Host organisation.

Notify Staff, Volunteers, IAG Members and Participants All individuals related to the Mojo Project should be notified in advance of the assessment date to support their engagement. Where appropriate, specific responsibilities should be provided to staff to ensure full and complete preparation for the review on-site visit.

Staff Review Mojo National Quality Standards and Self-Assessment It is recommended that staff review the Mojo’s National Quality Standards and the recently completed self-assessment in advance of the review to ensure that any identified areas of work have been addressed prior to the on-site review.

Staff Prepare for File Audit It is recommended that staff ensure all policies and necessary file documents are ready and available for review on the day. These should be easily accessible and organised for the review team.

IAG Prepare for Survey Two to three weeks prior to the review visit, the IAG will be sent an online survey by the National Mojo Office. The survey should be returned to the Mojo National Office at least five days prior to the review visit to ensure ample time for the Mojo National Office to review and provide the integrated results to the review team prior to their arrival on-site.

Stakeholders Prepare for Focus Group and Interviews Prior to the arrival of the review team on-site, stakeholders should be prepared for a focus group and/or interview with peer reviewers. It is important for all stakeholders to understand that their honest feedback is critical to the process. Specific to current Mojo participants who will be participating in a focus group, they should be assured that the focus group will be conversational and that it is not a test.

Interaction with Peer Review Team Prior to Review The Peer Review team will contact the Host organisation and Mojo Project Manager prior to the review to provide specific arrival details, discuss the on-site review schedule and to answer any pre-review questions. The Peer Review team will provide contact details should any issues or questions arise prior to the on-site review. The Host organisation and Mojo Project Manager should feel free to engage with the Peer Review team proactively to ensure arrangements for the on-site visit are mutually agreeable and supportive of the overall review process.

Step Two: Undertake Peer Review On-site Peer Review Is Conducted On the day of the review visit, the peer review team will undertake an assessment of the Mojo Project and processes using the Mojo National Quality Standards. The review format will be in line with Peer Review Components and Timeline listed in the Peer Review section above using the Peer Review Tools and Forms found in Section Four of this Guidebook.

Review Results At the end of the on-site review visit, the review team and the staff of Mojo Project under review will have an opportunity to discuss the review and recommendations with the peer review team; including where the national standards were met, surpassed and any areas where the organisation did not meet the national standard. At this juncture, a Host organisation of the Mojo Project and staff will be made aware of any issues that would impede their ability to receive accreditation. The review results should be shared with the IAG and all relevant stakeholders. IMPORTANT NOTE: Any issues regarding the safety of participants, governance or financial irregularities should be brought to the immediate attention of the Mojo National Director and may be cause for an immediate temporary suspension of Mojo Programming and an investigation by the Mojo National Office.

Step Three: Accreditation awarded Review Report and Notification of Accreditation Once the Mojo Project has completed the peer review, the peer review team will prepare a report. The report will be submitted to the Mojo National Office who will in turn formally notify the Mojo Project if it has achieved accreditation and provide a copy of the report. A Mojo Project must achieve a ‘Pass’ on each standard in order to receive accreditation. Should a Mojo Project not achieve a ‘Pass” across all areas, the Mojo National Office, and Mojo Project Manager will develop an action plan to ensure the Mojo project is operating in line with and is able to meet all Mojo National Quality Standards. Once the action plan is completed, the Mojo Project can reapply for accreditation. The Mojo National Office will determine, based on the successful completion of the action plan, what areas will be reviewed by the Peer Review Process or if the project will be automatically accredited. This determination will be communicated in writing to the Mojo Project.

Submit an appeal For Mojo Projects seeking to appeal their review results, an appeal may be submitted to the Mojo National Office once a review report has been received. An appeal form can be found in Section Four of this guidebook. A Mojo Project must make formal appeal within 28 calendar days (4 weeks) from receipt of the assessment report.

Step Four: Renewing your accreditation To maintain accreditation, and demonstrate commitment to the high standards of Mojo and a local Mojo Project must complete the accreditation Peer Review process every two years.

Mojo Projects Apply for Re-accreditation Every Two Years To maintain their accreditation and demonstrate their commitment to quality service, a Mojo Project must complete the accreditation process every two years.

Submit an application Accreditation form to Mojo National Office A Mojo Project should submit a request to Mojo National Office three months prior to their two year accreditation anniversary.

Prepare for Peer Review A Mojo Project should evaluate changes or improvements that have occurred in the past two years including, if available, any previous Peer Reviews. It is recommended that a Mojo Project complete a self-assessment before scheduling a review visit.

Frequently Asked Questions Are There Reasons to Delay Accreditation? Accreditation is designed to be straightforward, achievable and meaningful process for those involved, however, it does require time and commitment from staff. It is highly recommended that a Mojo Project complete its accreditation within the first 18 months of running the first Mojo Training Programme. In practice, there may some reasons why a Mojo Project must delay or postpone their accreditation. A local Mojo Project going through a change process (i.e. management, staff changes, insufficient engagement of the IAG) or without adequate resources is not recommended to proceed towards accreditation. However, should these conditions exist, the project should involve the Mojo National Office to request assistance to resolve these challenges.

What if I choose to appeal a Mojo National Office decision? Any Mojo Project may appeal Mojo National Office’s decision not to award accreditation provided it does so within 28 calendar days (4 weeks) from receipt of the Peer Review report by filling out an appeal form. The appeal process provides services the opportunity to request a review of the accreditation decision where they feel:  

Proper process was not followed; Information was not considered or a finding was based on inaccurate information.

It is recommended that services only submit an appeal once they have received an assessment report from the Mojo National Office If services wish to proceed with an appeal, an appeal request should be submitted to Mojo National Office presenting: a valid reason, in no more than 300 words as to why the decision should be reconsidered. The Mojo Project Manager and the Chair of the IAG must sign the request.

Part Four Guidance Documents

Introduction The documents and examples in this section will provide standard templates for organisations wishing to establish Mojo Projects. They can be adapted to address needs of organisations but should not inhibit organisations from adhering to the Mojo National Quality Standards or Practices and Principles outlined in the Mojo ToolKit.

Guidance on Starting an Advisory Group As previously noted in other sections of this Guidebook, the development of the IAG and the coresponding relationships that support interagency working is crucial to Mojo’s success and underpins each Mojo Project. Therefore, it is vital to invest in its development. The development of an IAG is a dynamic and fluid process and as such, key points are identified below.

Developing an IAG Host organisations should review all organisations within their local areas, starting with the core required membership of the IAG to determine interest and availability. Therefore it will be important to look for ‘local champions’ in the required organisational representation and, where possible, a range of people from diverse backgrounds including policy influencers, senior managers and practitioners. The National Quality Standards Governance Key Indicator 1.1.1 requires that there is an IAG that consists of at minimum a representative from the following:  HSE Mental Health Service  Local counselling or support services  HSE Primary Care Team  Local Community Development Programme  Local Department of Social Protection, employment service or equivalent  Physical fitness or sports representatives (Get Active Ireland, local sports council)  Education Training Board or other Adult Education services  Mojo National Office  Host organisation (if not one of the above) Additional representatives from these organisations have also been encouraged to participate on the IAG.     

HSE Suicide Behaviour Response Programme Social Work services Homeless services Former Mojo Participant Probation Service

Spend Time Developing and Building Relationships This list should be used to identify and request meetings with local partners to discuss the Mojo Project and the Training Programme. It is important to spend time to develop and build the relationships with local organisations that are considered necessary participants to the successful functioning of the IAG and who are able to support the projects development (listed above). It is also essential that the IAG be comprised of individuals who are 57

comfortable working with each other so consideration should be given on how to develop relationships within the IAG after it has been established. When recruiting members, consider meeting with potential IAG members individually and at their service and or organisation to gain a better understanding of their organisations projects or services and how they might interset with a Mojo Project. It is important to create awareness with potential partners of the benefits to their own work practice and organisation which include:  Opportunities to network with and learn about other local and regional services  Increasing local interagency co-operation and their expertise through shared learning  Supporting referrals to and from their service, and,  Improving the collective local and or regional response to men ‘in distress’ When identifying members for the IAG it is important to keep three things in mind:  Are they already working with your target group?  Are they authorised by the management in their respective organisations to engage in Mojo?  Do they see themselves as potential champions for Mojo?

Build Engagement and Ownership The IAG members should feel a strong sense of trust in and ownership of the project, so it is very helpful to engage potential members early, ideally soliciting their advice and guidance in the initial project research phase. It will be important that conversations with individual members prior to the first IAG meeting begin to establish what the IAG will accomplish and how individuals will contribute. These early conversations will help to ensure that during the first meeting, the IAG is able to agree their overall aim, objectives, outputs, and outcomes and that the Terms of Reference are completed. Once IAG members are engaged, it will be important to ensure that the tools that have been developed for the Mojo Project and for Training Programme delivery including:  information sharing guidelines,  interagency working protocols,  training programme session guideance, and,  forms and communication materials are reviewed, potentially adapted and approved by the IAG to develop a sense of shared ownership. The following are some of the ways in which individual members can begin to contribute to the development and ongoing management of a Mojo Project:  Participating on the IAG and working groups.  Participating in or organising training on their professional area of expertise  Providing guidance to Project staff on their area of experitse.  Distributing project information  Supporting project recruitment  Facilitating Mojo sessions  Supporting the project to communicate its work and progress.  Directly contribute or match exisiting funding to sustain the project.

Ensure Clarity and Understanding of Committment It is important that IAG members have a clear understanding of what they are committing to when joining the IAG. When engaging with potential IAG members, the Host Organisation and Mojo Project Manager should develop a plan which outlines potential time commitments (for both the establishing of a Mojo Project and ongoing involvment) and that the initial time commitment for IAG members may be more intense given the logistics of establishing a new project. The Mojo National Office is available to support the planning of IAG establishment and communication processes to potential IAG members as necessary. After a Mojo Project is established and the initial Training Programme has been completed, the IAG should require a less significant time commitment. As a minimum, IAGs meet every 6 to 8 weeks. It is useful to note that once established, existing Mojo IAGs have found it useful to schedule meeting dates on an annual basis to allow them to plan attendance and time commitments accordingly. Additionlly, established projects have facilitated IAG and working group meetings at lunchtime, finding that this worked well for members. In relation to IAG three working groups, it is important to note that participation will require additional meetings and time commitments that will be guided by the requirements laid out in the standards.

Interagency Advisory Group Template Terms of Reference

Interagency Advisory Group Terms of Reference DATE 1. Organisational Information 1.1 Vision: To reduce the numbers of male suicides in AREA. 1.2 Aim: To develop a Mojo Training Programme that supports men who are in distress and are affected by employment issues. 1.3 Objectives are to:     

Establish an interagency advisory group, of appropriate agencies, to agree an interagency work plan for this target group. Develop an inter-agency work methods and key working protocols. Create an integrated service that supports men to build their mental and physical fitness while developing their ability to engage with local services, set goals and develop a life plan. Develop frontline staff’s capacity to respond, through the delivery of appropriate training programmes, to men who are in distress. Monitor and evaluate outcomes.

1.4 Expected outputs for the IAG are: • • • •

Strengthen interagency working within the local area to support at risk men. Delivery of NUMBER of Mojo Programmes, NUMBER of mini-Mojo’s and provision of resources for a male space. The development of a communications strategy to publicise services and available supports. Improved links between frontline services that lead to improved outcomes for men ‘in distress.’

In year one, approximately NUMBER men will have benefited from participating in Mojo. 1.5 Intended outcomes for the men By engaging in Mojo’s programmes, men will be provided opportunities to gain:  Greater access to strategies for maintaining wellbeing and setting personal goals  Increased confidence and self-esteem  Increased connections to supports within the community; friendships and peer support  A sense of personal progression and opportunity 60

 

In the confidence to try new things Recognition that they can contribute to their own wellbeing, their family, their community and their society.

1.6 Working Model The IAG will meet every FREQUENCY. The work of the Mojo Project will be divided into thematic areas and working groups will be established to follow up on agreed work. The working groups will meet to carry out tasks and give an update to the IAG at the FREQUENCY meetings. The suggested working groups (these may change and/or be added to over the lifetime of the Project) are: Group Title

Key Areas of Work

Membership

Practice

Review of client progression pathways, at week 5 and 10 of each programme. Explore and make recommendations for interagency working protocols. Explore and make recommendations for Information Sharing. Explore and make recommendations for signposting protocols

TBD but includes HSE mental services representative

Review project funding and avenues for resourcing the Mojo Project - should support the resourcing and overall Project sustainability.

TBD but includes a funder representative

Support staff in capturing learning, successes and changing community needs, and then to suggest programme adjustments or tweaks. Identify key actions for the Project’s work plan.

TBD but includes a professional with monitoring and evaluation experience

Meets a minimum of every 8 weeks

Sustainability Meets a minimum of quarterly Monitoring and evaluation Meets a minimum of quarterly

2. Interagency Advisory Group Structure 2.1 Composition The IAG is made up of a number of statutory and community agencies who are working with our target group i.e. men who are in distress. They are as follows: Name

Organisation

Representing

EXAMPLES

Mental Health HSE

Mental Health

Local counselling services

Mental Health

HSE Primary Care Team

Community Health

Job Centre

Interagency working

Local sports council

Sports/Activity

Example Agenda for First Advisory GroupMeeting

Interagency Advisory Group Meeting Agenda Date: Time: Names of Attendees: Chairperson: Timing 15 mins

5 mins

Agenda Item Introductions  Name and Service Representing  One thing you are looking forward to learning or benefiting from by working on the IAG

Who Individual

Discuss the IAG’s overall aim, objectives, outputs, and outcomes

Group Discussion

Agree Chairperson

Group Discussion

Agree Working Groups and composition of members

Group Discussion

Agree the Terms of Reference (use template form)

Group Discussion

Agree annual meeting schedule

Group Discussion

AOB

Group Discussion

Close meeting

Individual

Record Minutes Below:

Mojo Training Programme Session Guidance Mojo Training Programme Session Example

Outline Day 1 – Life Planning Sessions Session No. 1

Date

Part 1 and Timing

Break

(Include Check-In & Out)

Introduction & House-keeping Expectations My Accomplishments

Beliefs & Their Impact

Interest Inventory

My Skills & Abilities

6 7

Resilience: What is it? How do I get it? Change

Responses to Change

Goal-Setting

SMART Goals

Obstacles/Supports/Motivators

Mojo Re-Cap (completing Mojo Plan)

Part 2 and Timing

Facilitators

Guest Speakers

(Include Check-In & Out)

Social Space Social Space Social Space Social Space Social Space Social Space Social Space Social Space Social Space Social Space Social Space Social Space

‘What would make me comfortable doing Mojo?’ and Group Contract Supports and Self-Esteem Re-framing Negative Beliefs Male Space Info Volunteering Centre Info CV & Work Prep Info Beliefs About Work Opposing Beliefs Court Role-Play Labour Market Initiatives A Change I Made Response-Ability Employability Information ETB/DSP Information LES Information Post-Mojo Progression Plans 63

Outline Day 2 â&#x20AC;&#x201C; Wellbeing and Resilience Building Sessions

Session No. 1 2 3

Date

Part 1 and Timing Background to WRAP Team building exercise Wellbeing Tools

Recovery star complete and review; Wellbeing tools Daily maintenance

Identity and Masculinity

Self advocating

Triggers and action planning

Early Warning Signs and When Things are breaking down Action planning for EWS and WTABD Early Warning Signs When Things are breaking down Action planning for EWS and WTABD Crisis and Post Crisis planning

Review WRAP

Mojo/WRAP Planning

Break

Part 2 and Timing

(Include Check-In & Out)

Facilitators

Guest Speakers

(Include Check-In & Out)

Social Space Social Space Social Space Social Space Social Space Social Space Social Space Social Space

Key concept game Recovery Star Anxiety management Advocating for yourself with healthcare professionals, health and wellbeing, and addiction services The Family and our role Mindfulness Acupuncture PMR Write up in Folder go over WRAP plan

Social Space

Gratitude Practice

Social Space Social Space Social Space

Emotional Regulation and Selfacceptance Review recovery star Evaluation and close 64

Guidance on Supervision of Staff

Staff Supervision Guidance Regular individual supervision aims to support employees while ensuring their work and development are monitored in a productive and positive way. All staff bear responsibility for their own work standards; staff are not passive recipients of supervision, but should actively participate. The manager will share an agenda with the supervisee in advance. Both manager and supervisee will be fully prepared for supervision. The supervisee will bring the following to supervision:  a note of any issues to be discussed,  Any relevant reports / documentation relating to work progress. The manager will bring the following to supervision:  a copy of the work plan,  a list of clients/cases, if relevant,  The supervision form from the last session. Frequency, Length and Location Supervision meetings will be held at monthly intervals. During the first 6 months of employment, staff will receive support at fortnightly intervals. Supervision meetings in general will last approximately one hour. Meetings will be in a private location, with interruptions kept to a minimum. All postponed supervision sessions will be rescheduled as soon as possible. Functions Supervision will cover issues relating to the staff members work including their work-plan, successes, challenges, training needs and other relevant items. Record Keeping Supervision will be recorded in writing in a timely and consistent manner and will be maintained by the manager, with a copy made available to the supervisee. All notes will be signed at the end of the session by both parties. Personal information will only be recorded if it causes concern for work performance. Confidentiality Supervision sessions are in general confidential. However, the supervision record is an Organisational document which may be seen by others for specific purposes, without the consent of the parties involved (see Supervision Policy). Issues of misconduct, child protection or potential criminal activity directly affecting Organisation cannot be kept confidential. Equality issues Supervision sessions will be based on anti-discriminatory principles and sensitive to differences between backgrounds and experiences. Disagreements Areas of disagreement between the supervisor and supervisee will be recorded on the supervision records. If the staff member wishes to take issues up at the next level they will use the grievance procedures. Staff Member Signature: _______________________________________

Date: ________________________ 65

Staff Supervision Template

Staff Supervision Template Supervisee Name: ___________________________________________

Date: _______________________

Supervisor Name: ___________________________________________ Area

Discussion

Agreed Actions

Date and time of next supervision:

_________________________________

Staff Member Signature:

_______________________________________________

Manager Signature:

_______________________________________________ 66

Guidance on Participant Eligibility and Interview Process

Participant Selection Process Guidelines The Mojo Interview Process consists of four stages: 1. 2. 3. 4.

Assessment and categorisation of referrals In Person informal meeting with the man Group Session 2nd Round Interview Selection and Notification

Assessment and categorisation of referrals Prior to the interview process, review referral letters and categorised the potential participants into three categories, as follows: 1. Category 1 = Low need, men who could possibly progress onto work or formal education after the programme 2. Category 2 = Moderate need, men who may need an additional programme, educational, vocational or otherwise before entering employment or further education 3. Category 3 = High need, men who would need considerable assistance prior to entering the workplace or a more formal educational setting In Person Interview Based upon the category each man fell under divide the interviewees between the interviewers. Each interview should consist of one to two interviewers and one interviewee, the interview was generally led by one interviewer with the other taking notes (interview team can alternated roles). All of the interviewees are informed that there might be some note taking throughout the interview and writing did not mean it was bad, “it’s just to get a sense of the person after they leave”. The word “interview” should not be used with any of the men. The process should be referred to as a chat, the seating was conducive to this with no tables separating the interviewee from interviewers. Tea and coffee were offered to every man and they should be made to feel welcome to bring it into the room with them which adds to the relaxed and informal approach. The Interview Questions Each interview will be unique. The questions below are provided in sequence as baseline guidance but should not limit the interviewers own sense of the process. 1. Each interview should start with a reminder that this was “just a chat” to see “what you think of the programme and would it be a good fit for you while also seeing if you would suit the programme”. Inform each man that there would be an additional group session (usually the next day) and express that they should attend. 2. Next, discuss the following:  Ask: How did you hear about the programme/what do you know about it? 67

Provide: overview of Mojo Training Course and include: The Mojo training project is divided into two weekly sessions that are run over twelve weeks. Day 1 focuses on mental wellbeing and resilience building and Day 2 focuses on access to services in the community (employment, education, support and physical fitness). The programme has two group sessions, two mornings a week (topics: employment, education/ retraining, positive mental health, active living, volunteering). Also, each participant will be supported to develop a personal Mojo plan that looks at personal issues, social connection, physical and mental fitness, education and work experience and, importantly, identify steps to take in order to reach agreed targets. This plan will also include a looking at the future as we see this programme as a stepping stone towards what they might want to do in the future.  Ask: How does that sound to you? Do you feel you could be part of a group with other men? Ask about their experiences or aspects of their life, however provide a caveat that they are free to say as much as they feel comfortable with. • To inform this part of the process i.e. (general discussion) use the points on the recovery star and interview questions (included below) Seek three verbal commitments from the men: • A commitment to give it a go for at least four weeks (explain that if we give them a place on the course someone else will have to wait until the next round) • A commitment to not attend Mojo under the influence of drugs that are not prescribed or be affected by alcohol. • Not to make an attempt on their lives or follow through suicide while on the programme. Explain the following rationale for the above commitments: • It can take a few weeks for the men in the group to gel and become comfortable with each other, this usually happens around week four, so it’s really important that people starting the program commit for at least four weeks. • Participants should be present in the group, substance or alcohol abuse makes this more difficult. • A key part of the programme is the bond that the men build up with each other in the group and how they support each other, this is extended to the facilitators also. The impact of someone making an attempt or following through suicide would have a deep and troubling effect on the group as a whole, “as you can probably imagine”. After asking and giving the rationale for each we asked the men directly and plainly “would you be okay with making these commitments?” • If needed, a soft way into the commitment around asking the suicide question, involve mentioning that NOSP fund Mojo, it was set up as a response to an increased number of suicides which peaked around the time of the recession, to help strengthen communities. However there are some men on previous programmes who would feel quite low and have negative thoughts some of which involve suicide, that’s why we always ask the men who start the programme to make the following commitment...” 7. End each interview with a thank you and handshake 8. Escort the man out and remind them that they are invited back for a group session (usually next day) at a certain time as well as a brief overview of what that involved i.e. “tomorrow is very relaxed but it’ll give you an idea if the group is for you and we can see how you get on working in a group”. 9. If suicidal ideation is expressed follow the procedure on suicide and self-harm disclosure. 

Notes:



Where there are more referrals and/or interest than programme places it is important to ensure interviewee understands this and that there is a potential for being waitlisted or referred to a Mini Mojo It is recommended to exclude the recovery star areas of identity & self-esteem and trust & hope as these might feel very intrusive to ask without familiarity or be quite heavy for the men to delve into at such an early stage.

Post Interview The post interview process should include all interviewers and review each interviewee’s suitability for programme participation. Ensure there is an appropriate space and sufficient time for this discussion. Interviewers should discuss the potential participants, adding the existing information in terms of referrals, taking a more humane as opposed to clinical assessment as is sometimes the case on referral forms. Key to this is re-evaluating the three categories and placing people in terms of need, as well as discussing how each man might be in the group and what they will bring to the group. Some of the questions asked during this discussion might include:   

Did the man seem motivated to participate in the programme? Did he seem receptive to the group ethos and sharing with other men? Were there any flags raised during the interview?

After completing a review of all interviewees, the interview team should feel better informed. The team should then conduct a brief run through of the format for the group session the following day. Group Session 2nd Round-Interview The purpose of the Group Session is to determine how the men interact with each other and the overall group. The session should be developed so that it is very light, fun and not overly demanding. There should be a welcome and introduction section, where not only the facilitator but the men can introduce themselves. The facilitator should thank all the men for attending and provide a brief overview of what the session will involve and how long it will take. Ensure there is a session check out and attendees are informed of what happens next...”we told all the men that they would know today whether or not they were on this program. Note: if there are more attendees that programme places, remind attendees that the programme can only take a certain number and anyone who is selected will have first refusal on the next programme and/or the option of a mini Mojo. Selection and Notification The post group session process should include all interviewers and review each interviewee’s suitability for programme participation and the overall composition of a potential Mojo group. Ensure there is an appropriate space and sufficient time for this discussion. A recommended group composition, is as follows:   

One third of the group should be from Category 1 Two or three individuals from Category 3 The remaining place should be given to Category 2

The interview team’s discretion and professional experience should inform the selection process and ensure the greatest possible balance within the selected group to support the aims of the Mojo. It’s also worth noting that interview teams may not always agree on inclusion of potential participants and that the discussion of contrasting opinions can be very productive and add to the selection process. 69

Once a selected group is agreed, the individuals should be contacted and provided with the next steps in the process. For those individuals not selected, they should be contacted, thanked for their time, offered a mini Mojo if interested, and/or be signposted on to additional services.

Areas of the Recovery Star Used During Interview Process 1. Managing mental health This is about how you manage your mental health issues. This is not necessarily about not having any more symptoms or medication. It is about learning how to manage yourself and your symptoms and building a satisfying and meaningful life, which is not defined or limited by them. 2. Self-care This is about how well you look after yourself – taking care of your physical health, keeping clean, how you present yourself, being able to deal with stress and knowing how to keep yourself feeling well. 3. Living skills This is about the practical side of being able to live independently – shop and cook for yourself, deal with neighbours and people who visit, keep your place clean and tidy and look after your money. 4. Social networks This is about your social networks and being part of your community. It includes taking part in activities within this project and, as your recovery progresses, getting involved in things outside the project. This can include volunteering or classes, being part of your neighborhood, a club or society, school or faith organisation, or groups of friends. 5. Work This is about you and work – whether you want to work, knowing what it is you would like to do, having the skills and qualifications to get the work you want and finding and keeping a job. For some people, paid work may not be appropriate but volunteering or other work-like activity may be a goal, in which case, point seven would effectively be the top of the scale. 6. Relationships This is about the important relationships in your life. We suggest you chose one relationship where you would like things to be different and find where you are on the ladder for that. This could be a member of your family, a close friend, or an intimate relationship – one that you have, or finding a partner if you don’t have one and would like one. It could be someone who is important to you but you are not in touch with at the moment. Whoever you chose, it is about having the amount of closeness that you want, which is something that you decide. 7. Addictive Behaviour This is about any addictive behaviour you may have, such as drug or alcohol use, or other addictions, like gambling, food or shopping. It is about how aware you are of any problems you have in this area and whether you are working to reduce the harm they may cause you or others. If you do not have a problem with drugs, alcohol, gambling or other addictive behaviour, you do not need to discuss this area. 8. Responsibilities This is about meeting your responsibilities in relation to the place that you live at the moment – whether it’s a hospital, supported housing or your own place. Responsibilities include things like paying the rent, getting on with neighbours or fellow residents and, if you are living in your own place, taking responsibility for visitors. It also covers breaking the law or being in trouble with the police or courts. If you do not have difficulties with responsibilities, you do not need to discuss this area.

Note: The recovery star has a final two areas, Identity & Self Esteem and Trust & Hope, which are not included in the interview process as they are deemed too intrusive and heavy

Interview Questions from Recovery Star The following is a rough guide for the type of some of the questions we used, however they were asked in a more informal manner and often not exactly as they appear here. 1. Managing mental health  How do you feel you are managing with life’s challenges at present?  Are there any areas you find tough or feel would benefit from some support? 2. Self-care  Do you feel you look after yourself well?  What are some of the things important to keep you feeling well or get you back to feeling well? 3. Living skills  How would you rate your skills in the home in terms of dealing with cleaning, bills, shopping neighbours etc.?  Are there any areas you feel you do particularly well or that may need some support? 4. Social networks  How active/involved would you be in the community in terms of clubs, societies etc.  Are there any organisations you feel may be of benefit for you within your community, or further afield? 5. Work  Do you have any goals in terms of work whether it’s returning to employment or seeking education in a certain field?  Are there any types of work that particularly interest you? 6. Relationships  Do you have any close relationships in your life at the minute?  Do you have anyone you could turn to for support if you’re going through a tough time?  What are relationships like with family/friends/kids etc.? 7. Addictive behaviour  Do you think you have any addiction issues?  We ask participants and we ourselves make a commitment about not to take drugs 2 hours before or during the programme, we also ask participants not to end their lives while a part of the programme. One of the main reasons for this is that it has a very deep, troubling effect on all of the participants and the facilitators. Would you feel comfortable making these commitments? 8. Responsibilities  How do you feel you manage meeting the responsibilities you have in terms of where you live, e.g. (getting on with people, rent, meeting any rules that may be in place) etc.

Guidance on Guest Facilitation

Mojo Guest Speaker and Facilitators Guidance Working with Mojo Men Rationale

The reason for this document is to help ensure consistency in the fundamentals of how sessions are delivered in Mojo, also we hope it aids our guest facilitators in their preparation for the session.

We work hard to position Mojo away from the teacher-pupil model of learning, and view all within Mojo as equals. Where possible we invite guest facilitators to join the group for lunch (11.15-11.45), it provides an opportunity for the guest facilitator and the men to get to know each other in a more natural environment prior to delivering the session. A flip chart is available, however no PowerPoints are used in the session. Our priority is to ensure that your input is both interactive and informative, thus encouraging greater participation. Supplementary materials such as handouts, links to websites, contact names, numbers, and books are welcome. Please check in advance if there are literacy issues. Any writing activities should be in groups. The Mojo facilitators can assist some of the men who may need help. We believe there is a lot of experience, knowledge and skills in the group and guest facilitator sessions should encourage this and supplement it with their own skills and expertise. We ask guest facilitators to encourage participation from the men at whatever level they can at the time. As such, it is important to recognise and value a participantâ&#x20AC;&#x2122;s contribution or silence. The session should be approx. 45mins (11.45-12.30). We have 10-15mins for questions at the end. Following the end of the session the Mojo facilitators conduct a check out to explore how the men found the day, the guest facilitator is invited to stay. We realise that 45mins is quite short therefore, it is preferred to focus on a small number of important topics/points in order to gain a greater understanding rather than skim the surface of a range of topics. These sessions are also used to introduce the men to services that are available to them in the community that they may access during and/or after Mojo. As mentioned supplementary materials such as guides and handouts can provide more comprehensive information that the men can follow up with after the session. Mojo facilitators generally spend a small amount of time in subsequent sessions re-examining areas of interest for the men and supplementary materials provided by guest facilitators can help to form the basis of this. Most of all we really hope you enjoy your experience with Mojo and we thank you for your time, if you have any feedback for us after the session please do not hesitate to let us know. Guest Speaker/Facilitator Signature: ______________________________________________

Date: ___________________ 74

Guidance on Policies The Host Organisation has clear policies and procedures for the following areas that encompass relevant legislation and regulation and utilises the Mojo National Office policies where noted below: • • • • • • • • • • • •

Governance and Financial Management Human Resources (includes CE Placements/Volunteers) Interagency Working (Mojo National Office) Health and Safety Communication and Marketing Suicide and Self Harm Disclosure (Mojo National Office) Crisis Management (Mojo National Office) Child Protection Confidentiality Consent and Information Sharing (Mojo National Office) Incident Reporting Service User Engagement

Should the Host organisation not have one or some of these policies in place when looking to start a Mojo Project, they should contact the Mojo National Office for support and guidance.

Start Up Application Form

Start-Up Application Form Name of organisation: Address:

Telephone:

Mobile Telephone:

Email: What is your organisations reason for starting a Mojo Project? (Include information on organisations work with and/or any research demonstrating local community needs relevant to Mojo target populations)

What resources is your organisation able to commit to launch a Mojo Project? (Include financial, inkind, or other resources - see suggested budget available from the Mojo National Office)

Does your organisation have the capacity to manage a Mojo Project - please describe in 200 words or less.

Is your organisation a registered charity and a company limited by guarantee?

Is your organisation compliant with the governance code or working towards it?

What timeframe is your organisation considering to launch a Mojo Project?

Has your organisation identified funders to support the launch of a Mojo Project? â&#x2DC;?Yes

â&#x2DC;?No

If so, please list here:

Is there a venue or space for a Mojo group to meet? ☐Yes

☐No

Are there identified community partner agencies and/or organisations who support your organisation launching a Mojo Project? ☐Yes ☐No If so, please names of organisations and reason they are interested 1. Organisation:

Reason:

2. Organisation:

Reason:

3. Organisation:

Reason:

4. Organisation:

Reason:

5. Organisation:

Reason:

Please sign and return to Mojo National Office by email to derek@mojo-programme.org.

Signature:

Name:

Dated on:

Application for Accreditation

Application for Accreditation Name of Mojo Project: Name of Host organisation: Name of Mojo Project Manager: Telephone:

Mobile Telephone:

Email: Has the project been accredited by Mojo National previously? â&#x2DC;?Yes

â&#x2DC;?No

If yes, what was the date of your last Mojo Peer Review? Date: If yes, have there been any changes that Mojo National Office should be aware of?

Average no. of participants attending each training programme: No. of staff / volunteers: What days and time does the Mojo Training Programme meet? Day of the week:

Time:

What is your preferred day of the week for a Peer Review? Monday

Tuesday

Wednesday

Thursday

Friday

Name (of person completing form) Signed

Date:

Name (of senior staff of Host organisation) Signed

Date:

PLEASE NOTE: This form should be used for re-accreditation. 78

Quality Standards Principles, Indicators, and Criteria The following are Mojoâ&#x20AC;&#x2122;s National Quality Standards. The National Quality Standards are comprised of Principles, Indicators and Criteria. The Principles are the overarching values of Mojo which in turn drive the indicators. Indicators are the specific minimum standards of quality used within Mojo. The criteria are how each indicator is measured.

Quality Standard Principles, Indicators and Criteria Governance Principle One There is an Interagency Advisory Group (IAG) consisting of statutory, non-statutory and private services or organisations that represent health, mental health, employment, education, training, welfare, housing, counselling, physical activity and other relevant services that engage with participants. The IAG will be actively involved in guiding the Mojo Programme. The IAG supports the Mojo programme in achieving four key objectives for participants: • Increased wellbeing and resilience. • The ability to set goals and take action • Increased physical activity and fitness • Creating a male space that facilitates social connectedness and peer to peer support Criteria #

Indicator There is an Interagency A dvisory Group (IAG) consists of at minimum a representative from the following: • HSE Mental Health Service • Local counselling or support services • HSE Primary Care Team • Local Community Development Programme • Local Department of Social Protection, employment service or equivalent • Physical fitness or sports representatives (Get A ctive Ireland, local sports council) • Education Training Board or other A dult Education services • Host organisation (if not one of the above)

1.1

1.2

Pass There is an Interagency A dvisory Group (IAG) consists of at minimum a representative from the following: • HSE Mental Health Service • Local counselling or support services • HSE Primary Care Team • Local Community Development Programme • Local Department of Social Protection, employment service or equivalent • Physical fitness or sports representatives (Get A ctive Ireland, local sports council) • Education Training Board or other A dult Education services • Probation Service

Surpass [NOT for each] In A ddition to PASS: One or more of the subgroups have been very innovative in how they undertake their work and meet their objectives.

Additional representatives from these organisations have also been Additional representatives from these organisations should also be encouraged to participate on the IAG. encouraged to participate on the IAG. • HSE Suicide Behaviour Response Programme • HSE Suicide Behaviour Response Programme • Social Work services • Social Work services • Probation Service • Homeless services • Homeless services • Former Mojo Participant • Former Mojo Participant Representatives to the IAG are agreed between the Mojo Project Manager and the Host Organisation and submitted to the Mojo Representatives to the IAG are agreed between the Mojo Project National Office for approval. The IAG supports the programme in Manager and the Host Organisation and have been submitted to achieving four key objectives: the Mojo National Office for approval. The IAG also supports the • Increased wellbeing and resilience Project by insuring implementation of Mojo principles and practice, • The ability to set goals and take action ensuring quality and innovation and exploring sustainability of the • Increased physical activity and fitness overall project and programming. • Creating a male space that supports social connectedness The principle of equality is clearly articulated in the description of The principle of equality is clearly articulated in the description of how how the advisory group operates the advisory group operates.

There are three subgroups of the advisory group that operate as part of the A dvisory Group, and provide appropriate oversight for the programme: • Practice: This includes HSE mental services representative and involves a review of client progression pathways, at week 5 and 10 of each programme • Sustainability: This includes a funder representative and meets a minimum quarterly • Monitoring and evaluation: This includes a professional with monitoring and evaluation experience and meets a minimum quarter

The three subgroups meet according to timeline prescribed. The practice group reviews client progression pathways at week 5 and 10 of each programme.

Quality Standard Principles, Indicators and Criteria Governance Principle Two There are documented, implemented, transparent, and effective governance and operational management systems. Mojo Projects are supported by appropriate policies and procedures which inform and enhance the delivery of the programme components, are compliant with relevant legislation, demonstrate principles of good practice and resource effectiveness. Criteria #

2.1

2.2

2.3

2.4

2.5 2.6

Indicator There is a signed Funding Contract between the Mojo National Office and the local host organisation which provides governance of local Mojo Project and notes the following: The Mojo National Office is responsible for maintaining quality standards of the Mojo Project. A dditionally, the local host organisation is Company Limited by Guarantee and a registered charity.

Pass

Surpass [NOT for each]

There is a signed Funding Contract between the Mojo National Office and the local host organisation which provides governance of local Mojo Project and notes the following: The Mojo National Office is responsible for maintaining quality standards of the Mojo Programme. Additionally, the local host organisation is Company Limited by Guarantee and a registered charity.

There is a Terms of Reference (ToR) between each Mojo Project and There is a Terms of Reference (ToR) between each Mojo Project and the IAG. The ToR clarifies the role and relationship of the A dvisory the IAG. The ToR clarifies the role and relationship of the A dvisory Group, which guides local Mojo development. A copy of the ToR Group, which guides local Mojo development. is on file with the National Mojo Office. The host organisation has professional indemnity and public liability The host organisation has professional indemnity and public liability insurance. A ny consultant facilitators have their own insurance and insurance. A ny consultant facilitators have their own insurance and a a copy of on file at the Mojo Project. copy of is file this on file. The Mojo Project Manager has a clear understanding of the roles and responsibilities of the local agency managing Mojo and the Mojo National Office.

The Mojo Project Manager expresses a clear understanding that Mojo National Office provides guidance on implementing Mojo working practices, guiding principles, and processes and that line management and direction is provided by managing organization.

The Mojo Project sends aggregated data on attendance, completion rates, and progression of participants to the Mojo National Office after each training programme.

The Host Organisation has clear policies and procedures for the following areas that encompass relevant legislation and regulation and utilises Mojo National Office policies where noted below: • Governance and Financial Management • Human Resources (includes CE Placements/V olunteers) • Interagency Working • Health and Safety • Communication and Marketing • Suicide and Self Harm Disclosure (Mojo National Office) • Crisis Management (Mojo National Office) • Child Protection • Confidentiality • Consent and Information Sharing (Mojo National Office) • Incident Reporting • Service User Engagement

The Host Organisation has clear policies and procedures for the In A ddition to PASS: The Host organisation is in following areas that encompass relevant legislation and regulation and process or has been certified as compliant with utilises Mojo National Office policies where noted below: the Governance Code and is SORP compliant. • Governance and Financial Management • Human Resources (includes CE Placements/V olunteers) • Interagency Working • Health and Safety • Communication and Marketing • Suicide and Self Harm Disclosure (Mojo National Office) • Crisis Management (Mojo National Office) • Child Protection • Confidentiality • Consent and Information Sharing (Mojo National Office) • Incident Reporting • Service User Engagement

Quality Standard Principles, Indicators and Criteria Governance Principle Three There is sufficient funding for the Mojo project to operate at the current rate until the next budget cycle (3 Mojo Programmes, mini-Mojos, and provide a light touch on a Mojo male space comprising seed money and occasional check-ins). Criteria #

3.1

3.2

Indicator

Pass

Surpass [NOT for each]

In Addition to PASS: Mojo has raised additional funding or accessed additional in kind resources to extend service delivery or improve programme quality.

(For Project that has been operating for more than 18 months in one location ONLY and is planning to expand past that one location) There are detailed plans and identified resources for Mojo Project expansion beyond the current location. The Project has utilised the Mojo Start-Up Pack in consultation with the Mojo National Office.

The Mojo Project has created a detailed plans and available funding and in-kind resources to expand the programme beyond the current location. The Mojo Project has utilised the Mojo Start-Up Pack in consultation with the Mojo National Office. The Mojo Project has been operating for over 18 months.

Quality Standard Principles, Indicators and Criteria Partnership and Planning Principle One All Mojo’s are developed, planned and designed according to identified local needs. Criteria #

1.1

Indicator The Project demonstrates that the seven stages of development outlined in the Mojo Toolkit were used to develop the Project. As such there are records of consultations with local partner agencies on local needs. The Project is able to demonstrate how local assessed needs were used to develop the Mojo Project. There is evidence of regular evaluations and that the principles of community work are used in the Mojo Project’s approach.

Pass

Surpass [NOT for each]

The Project demonstrates that the seven stages of development . outlined in the Mojo Toolkit were used to develop the Project. As such there are records of consultations with local partner agencies on local needs. The Project is able to demonstrate how local assessed needs were used to develop the Mojo Project. There is evidence of regular evaluations and that the principles of community work are used in the Mojo Project’s approach.

Principle Two All Mojo’s are developed within a local community partnership approach. Criteria #

Indicator

Pass

Surpass [NOT for each]

2.1

There is strong engagement with local partner organisations. Evidence of this principle includes: • IAG is actively engaged with the Mojo Project • Engagement of partner organisations in funding and resourcing arrangements • Evidence of guest facilitation from partner organisations • Members of the IAG feel committed to the Mojo Project and feel their time is used well • Partner organisation members attendance at IAG meetings is consistent

There is clear evidence that the program was developed with a local community partnership approach. At least 75% of IAG are engaged in the programme and attend meeting regularly (partner organisation members attend 70% of meetings). • Engagement of partner organisations in funding and resourcing arrangements: 50% of programme funding by year 2 of the programme is coming from different source • There is evidence of guest facilitation from partner organisations: 50% of guest facilitators are from partner organisations • IAG members of the programme feel their time is used well

There is clear evidence that the program was developed with a local community partnership approach. 85% of IAG are engaged in the programme and attend meeting regularly (partner organisation members attend 80% of meetings). There are more than two members with clinical experience and a former Mojo Participant on the IAG • Engagement of community partners in funding and resourcing arrangements: 50% of programme funding by year 2 of the programme is coming from different source • There is evidence of guest facilitation from partner organisations: 75% of guest facilitators are from partner organisations • IAG members of the programme feel their time is used well

Quality Standard Principles, Indicators and Criteria Partnership and Planning Principle Three The Mojo Project operates collaboratively with other local agencies and services to ensure an integrated response to men’s needs and goals. Criteria #

3.1

Indicator

Pass

There are specific processes for responses to identified needs and goals of participants with community partners. Evidence of this principle includes: • IAG and Mojo staff are aware of key issues impacting the Mojo target group in the local area • The Mojo training programme has clear list of services and how they are accessed to respond to emerging issues for participants • Evidence of incoming referrals from and signposting to from partner organisations • Engagement of partner organisations in identification of key trends impacting the Mojo target group in local area • Evidence of partner and other service organisations collaborating with Mojo Project to address Mojo target group needs

Surpass [NOT for each]

Quality Standard Principles, Indicators and Criteria Recruitment and Promotion Principle One The Mojo Training Programme has a recruitment process that is appropriately targeted at potential participants and includes outreach to local services and partners. Criteria #

1.1

Indicator There are community partners, local agencies and support services involved in the promotion of every training programme and participant recruitment process for the Mojo Project. There is evidence that Mojo materials are provided to all relevant local community partners, agencies and other relevant support services. Each Mojo Training Programme has at least 12 participants to a maximum of 15. The Mojo project keeps an active waitlist for upcoming training programmes and has a participant retention rate of 85% or more.

Pass

Surpass [NOT for each]

Community partners, local agencies and support services are involved In Addition to PASS: 30% of programme in the promotion of every training programme and participant participants are self referred. recruitment process for the Mojo Project. There is evidence that Mojo materials are provided to all relevant local community partners, agencies and other relevant support services. Each Mojo Training Programme has at least 12 participants to a maximum of 15. The Mojo project keeps an active waitlist for upcoming training programmes and has a participant retention rate of 85% or more.

Principle Two Mojo programme promotional and communication materials have a consistent look and tone and are consistent with the branding guidelines. Criteria #

Indicator All materials used in communicating the Mojo Project utilises Mojo national branding, marketing, and promotional materials when promoting programme in the local area.

Pass All materials used in communicating the Mojo Project utilises Mojo national branding, marketing, and promotional materials when promoting programme in the local area.

Surpass [NOT for each] In Addition to PASS: All internal communication materials conform with branding guidelines.

2.1

Quality Standard Principles, Indicators and Criteria Service User Engagement and Partnership Principle One Mojo Project uses a selection process which ensures participants meet established criteria and are willing to take personal responsibility to participate fully in the programmes. Criteria #

1.1

Indicator

Pass

Surpass [NOT for each]

There is a clear process that is understood by participants, staff and IAG for participant selection that includes either individual or group interviews, has a transparent marking system, provides individualised verbal feedback to men who did not get into Mojo, and ensures that all applicants who were not successful are signposted to appropriate services, and/or referred to a Mojo mini. There is a scoring sheet for each selection process and basic recordkeeping. There is a process for communicating with potential participants who have been on the waiting list for over 3 months.

In Addition to PASS: There is a scoring sheet for each selection process and record keeping is very thorough. There are reflective notes on the selection process decision making post interview.

Principle Two The Mojo Project responds meaningfully to all input from participants and works to address all issues raised in a proactive and transparent manner to address the issues raised and to show the principles of equality and partnership. The Mojo Project actively engages participants in shaping the programme to the needs of each group. Criteria #

Indicator

2.1

Mojo participants and staff have experiences of partnership and equality during the programme sessions. The Mojo Project demonstrates a rapid, transparent and supportive response to issues raised by participants, facilitators and staff. There is a clear process for addressing concerns and complaints in a transparent way that involves and communicates proactively to all involved. Participants feel that they were respected, listened to, and they were able to express themselves openly. Staff members have their own Mojo plan in place and facilitators are provided an opportunity to develop their Mojo Plan.

Pass

Surpass [NOT for each]

Mojo participants and staff have experiences of partnership and In Addition to PASS: 20% of facilitators have their equality during the programme sessions. The Mojo Project own Mojo Plan. demonstrates a rapid, transparent and supportive response to issues raised by participants, facilitators and staff. There is a clear process for addressing concerns and complaints in a transparent way that involves and communicates proactively to all involved. Participants feel that they were respected, listened to, and they were able to express themselves openly. Staff members have their own Mojo plan in place and facilitators are provided an opportunity to develop their Mojo Plan.

Quality Standard Principles, Indicators and Criteria Programme Delivery Principle One Mojo Projects engage proactively with participants, offering strategies and supports that enable participants to progress and achieve their goals both during and after each programme cycle. Criteria #

1.1

1.2

Indicator

Pass

Surpass [NOT for each]

Mojo staff and facilitators are engaged in supporting participants to Mojo staff and facilitators are engaged in supporting participants to In addition to PASS: Staff can evidence efforts develop ongoing support structures post Mojo. Staff have and develop ongoing support structures post Mojo Programme made to keep the team abreast of new services maintain an excellent knowledge of services for client signposting. engagement. Staff have an excellent knowledge of services that they can signpost clients to and keep up to date on this. Each participant has a Mojo plan that addresses the four parts of the training programme and individualised needs. Participants feel that plans are undertaken in a supportive, and appropriately challenging manner.

Each participant has a Mojo plan that addresses the four parts of the programme and individualised needs. Participants feel that plans are undertaken in a supportive, and appropriately challenging manner.

in addition to Pass: Plans are detailed and in good consistent filed order (either hard or soft copy) If using a CRM or other database then areas are all completed.

Principle Two The Mojo training programme space is accessible, warm and welcoming. Criteria #

2.1

2.2

Indicator

Pass

Surpass [NOT for each]

The Mojo Project is signposted so it is easy to find for the first few times that the participants attend. Front desk staff are actively welcoming to new participants/groups. There are posters / signage which make the space a Mojo space. A cup of tea/coffee is offered to every participant on the first session.

The Mojo Training Programme takes place in a facility that has sufficient and appropriate space for activities and is clean and warm. There is a kitchen and space participants can use to prepare food. The space is considered appropriate by staff and participants.

The Mojo Training Programme takes place in a facility that has In Addition to PASS: There is a separate area for sufficient and appropriate space for activities and is clean and warm. the participants to eat together. There is a kitchen and space participants can use to prepare food. The space is considered appropriate by staff and participants.

Quality Standard Principles, Indicators and Criteria Programme Delivery Principle Three Staff, facilitators and guest speakers understand the unique facilitation style used in Mojo and engage in a spirit or equality and partnership with the participants. Criteria #

3.1

Indicator

Pass

There is a process for inducting facilitators and guest speakers on the key principles of Mojo. This includes a strengths based, equal, and partnership approach that recognises the participants are experts on themselves. The process discusses how facilitators and guest speakers are supported in balancing professionalism with openness and a personal approach when working with Mojo participants. The Mojo Project Manager has plans in place to ensure that training programmes are not cancelled due to facilitator illness.

Surpass [NOT for each]

Principle Four Mojo facilitators are reviewed to ensure that they are using an approach that supports and engages participants in line with the Mojo Toolkit and which reinforces an equal partnership between themselves and participants. Criteria #

4.1

Indicator There is a system in place for participants to review training programme session facilitators both during and post programme. Where less than 75% of participants feel a facilitator does not meet the Mojo principles outlined, there is a process for supporting facilitators to develop and for seeking a new facilitator where required.

Pass

Surpass [NOT for each]

There is a system in place for participants to review training programme In Addition to pass: There are innovative session facilitators both during and post programme. Where less than methods to engage participants in evaluation 75% of participants feel a facilitator does not meet the Mojo principles processes. outlined, there is a process for supporting facilitators to develop and for seeking a new facilitator where required.

Quality Standard Principles, Indicators and Criteria Programme Delivery Principle Five Mojo Training Programmes offer a range of relevant, evidenced based programming that supports participants in developing personal and social capacity. The programming is structured but allows for flexibility based on participant needs. Criteria #

5.1

5.2

Indicator

Pass

Surpass [NOT for each]

The Mojo principles and work practices in the Mojo toolkit are used throughout the training programme delivery. There is evidence that each session plan consists of a check-in and check-out, a half hour break for the men. The participants view the material and the style of facilitation as meaningful and useful, interesting and engaging.

In Addition to PASS: There is evidence that innovative teaching methods or inputs have been used and reviewed.

Participants feel that they were able to contribute to the design, delivery, and evaluation of the training programme. There is a verbal description of how participants have improved the training programmes.

In Addition to PASS: There is a written record/evidence of how participants have improved the programme.

Quality Standard Principles, Indicators and Criteria Human Resource and Staff Development Principle One There are sufficient staff and support structures to deliver a high quality Mojo programming. All Mojo programme modules are delivered by appropriate skilled staff. Criteria #

1.1

1.2

1.3

Indicator

Pass

Surpass [NOT for each]

There is a recruitment and hiring process for Mojo staff and facilitators. The Mojo National Office participated on the interview panel for Mojo Project Manager. The Mojo Project Manager and Coordinator have an overall balance and diversity of skill sets and experience in mental health recovery, adult education and community development in addition to all relevant qualifications and experienced outlined in their respective job descriptions. The Mojo Project Manager has at least one year of experience in Mental Health services. All staff and external facilitators are garda vetted or when clearance has been applied for and still in process, then staff and external facilitators are not working alone with participants until garda clearance is received. The host organisation has a garda vetting policy which states how offences are judged and what offences are not acceptable for each role within the Mojo Project.

In Addition to Pass: Both the Mojo Project Manager and Coordinator have training and experience in mental health recovery. The three skill sets are present in the two roles.

There are job descriptions in line with Mojo National Office templates, for each staff position and facilitator guidelines that encompasses desired skills, knowledge, and experience and outlines qualifications.

Job descriptions are in line with Mojo National Office templates. Each staff member has a job description and there are facilitator guidelines that encompasses desired skills, knowledge, experience and outlines qualifications.

In Addition to PASS: Confirm that staff files engage in continuous professional development, regular supervision and engagement of applying development, knowledge and skills learned externally to the benefit of the Mojo Programme and participants.

There is a record of opportunities being offered to staff / facilitators for professional development training or learning opportunities.

All Mojo Project Managers engage in the Mojo National Officeâ&#x20AC;&#x2122;s three month induction process with another Mojo project. For all other staff, they engage in an induction process which takes place over the first two months post hire.

All Mojo Project Managers engage in the programmes three month induction process with another Mojo Project. For all other staff, they engage in an induction process which takes place over the first two months post hire.

In Addition to PASS: All staff participate in Continuing Professional Development or innovative, resource efficient, methods are employed to support staff to increase skills and experience. In Addition to PASS: Staff and facilitators have an opportunity to work and gain experience at another Mojo Project before beginning work or facilitation of a Mojo Programme.

Staff participate in a performance management process that supports their professional development and the programme delivery. There is a record of individual progression plans for all paid staff, which is informed by the Projectâ&#x20AC;&#x2122;s need.

In Addition to PASS: Innovative methods have been developed with staff in relation to measuring performance, learning or development, either individually or collectively.

All staff and external facilitators are garda vetted or when clearance has been applied for and still in process, then staff and external facilitators are not working alone with participants until garda clearance is received. The host organisation has a garda vetting policy which states how offences are judged and what offences are not acceptable for each role within the Mojo Programme.

1.4

1.5

1.6

Quality Standard Principles, Indicators and Criteria Human Resource and Staff Development Principle Two There are effective processes and procedures to provide staff with appropriate support, supervision and development opportunities. Criteria #

Indicator

Pass

Surpass [NOT for each]

2.1

Staff participate in clinical supervision twice during each programme cycle. (Mojo National Office guidance recommends supervision during week four and ten of the programme cycle).

Staff participate in clinical supervision twice during each programme cycle. (Programme guidance recommends supervision during week 4 and 10 of the programme cycle)

2.2

There are transition plans for Mojo Project Manager changes or leaves of over four weeks in length.

There are transition plans for Mojo Project Manager changes or leaves of over 4 weeks in length.

2.3

There are opportunities for staff and facilitators to receive support by means of mentoring and shadowing by more experienced facilitators.

There are opportunities for staff and facilitators to receive support by means of mentoring and shadowing more experienced facilitators. Team supervision takes place twice per programme cycle.

In Addition to PASS: Facilitators attend their own external professional support (counselling, coaching etc.) on a regular basis.

Principle Three There is a creative approach to facilitation that engages CE placements and other jobs initiatives, secondments, and agency staff to support a two facilitator model wherever possible. Criteria #

3.1

Indicator There is a policy for inducting, training and supporting volunteers, staff secondments and CE and other jobs placements in the support facilitation role along with appropriate resources. The Mojo Project's active and creative engagement of human resources has been explored at IAG meetings as evidenced by IAG agendas.

Pass There is a policy and resources allocated for inducting, training and supporting volunteers, staff secondments and CE and other jobs placements in the support facilitation role. Mojo active and creative engagement has been explored at IAG meetings as evidenced by IAG agendas.

Surpass [NOT for each] In Addition to PASS: The service has been able to maximise service provision i.e. more than 3 Mojos and or more than 6 Mini Mojos, or engage in active outreach and promotion, though the creative use of human resources.

Quality Standard Principles, Indicators and Criteria Innovation and Continuous Quality Improvement Principle One Mojo Project is monitored and continually assessed to determine effectiveness in measuring and meeting identified outcomes. Criteria #

Indicator

1.1

There is a review of learning after each 12-week Mojo Programme and at least every three mini Mojos to extract learning and adapt the programming. There is evidence that post Mojo reviews are conducted with involvement from staff, participants, advisory group and other relevant key stakeholders. There is evidence that learning from post Mojo reviews have been implemented within the Mojo Project, where possible.

Pass

Surpass [NOT for each]

There is a review of learning after each 12-week Mojo Programme and In Addition to PASS: There is innovation and at least every three mini Mojos to extract learning and adapt the creativity in relation to addressing the programme based on learnings. There is evidence that post Mojo participant's issues. reviews are conducted with involvement from staff, participants, advisory group and other relevant key stakeholders. There is evidence that learnings from post Mojo reviews have been implemented within the programme, where possible.

Principle Two There is a culture and practice of critical reflection, innovation, and improvement in all aspects of Mojo Project. Staff engage in learning and networking events and share learning with the team. Criteria #

Indicator

Pass

Surpass [NOT for each]

Mojo Project Manager, IAG and staff feel supported (within resource constraints) to innovate and try new things. There is a culture of learning and change in the organisation.

There is evidence that the Mojo Project Manager, IAG and staff feel supported (within resource constraints) to innovate and try new things. There is evidence of a culture of learning and change in the organisation.

In addition to PASS: Training and or specific supports have been provided to staff, AG, and Mojo Project Manager to encourage learning and innovation

2.2

Each Mojo Project sends staff to an event for all Mojos once a year where learning is shared, skills workshops are undertaken, and which draws content from the learning from the QS process. There is evidence that Mojo staff have participated in an event during the previous year where learnings from the QS process were shared with other Mojos.

Each Mojo sends staff to an event for all Mojo staff once a year where learning is shared, skills workshops are undertaken, and which draws content from the learning from the QS process. There is evidence that Mojo staff have participated in an event during the previous year where learnings from the QS process were shared with other Mojos.

In Addition to PASS: There is evidence that new components to the programme were developed from these events and resourced by community partners to the benefit of the programme and participants.

2.3

There are effective processes for staff and facilitator handovers that capture significant outcomes, group dynamics and emerging issues between Mojo programme sessions and ensures subsequent session staff and facilitators are aware and prepared to support participants.

There are effective processes for staff and facilitators handovers that capture significant outcomes, group dynamics and emerging issues between Mojo programme sessions and ensures subsequent session staff and facilitators are aware and prepared to support participants.

There is a structured space on the agenda of both IAG and staff meetings to support sharing of learning.

2.1

2.4

Quality Standard Principles, Indicators and Criteria Innovation and Continuous Quality Improvement Principle Three Innovation is undertaken in a way that protects quality and sustainability. Criteria #

3.1

Indicator

Pass

There is a structured approach to training programme modifications that engages with the Mojo National Office and ensures that innovation does not impact on training programme quality or sustainability of the Mojo Project. There is an understanding of the process for engaging the Mojo National Office in relation to programme modification. There is evidence that this process was followed as outlined, where needed.

There is a structured approach to programme modifications that engages with Mojo National and ensures that innovation does not impact on programme quality or sustainability of the programme. There is an understanding of the process for engaging Mojo National in relation to programme modification. There is evidence that this process was followed as outlined, where needed.

Surpass [NOT for each]

Peer Review Tools and Forms The following forms are for use during the peer review process. Each form has a list of questions and a place to record responses. In some instances multiple forms will need to be printed in order to record responses. There are noted on each individual form.

Interagency Advisory Group Survey Mojo National Office Survey Policy and Process Audit File Audit Physical Observation Sheet Participant Focus Group Worksheet Sheet Host Organisation Interview or Survey Sheet Mojo Project Manager Interview Sheet Staff and Facilitator Focus Group Required Documentation as Part of the Peer Review: Some tools refer to evidence or documents to be reviewed or provided. To provide for local Mojo Projects flexibility in developing systems of documentation that support their unique configuration and / or constraints, it is important to ensure that both the Review Team and the Mojo Programme Manager discuss how evidence or documentation will provided. For Peer Reviewers: If you have any concerns or questions about the type of evidence or documentation provided, you should have an open and frank conversation with the Mojo Programme Manager about what additional or different paperwork would assist you.

Interagency Advisory Group Survey Peer Review Form Governance Standard: Do you feel that there is equality of decision making on the IAG (i.e. do all people have relatively similar influence over decisions)? Please circle:

Yes

Somewhat

Are you aware of any local organisations that should be participating in the Mojo Programme but are not included in the IAG? Please circle:

Yes

Can you give an example of innovation in the IAG sub-groups?

Were reviews of client progression pathways conducted at week 5 and 10 of each programme? Please circle:

Yes

Can you please rate how creative the Mojo Project is in accessing additional, non-financial resources to benefit the programme? Please circle:

Extremely

Very

Somewhat

Could Improve

Partnership and Planning Standard Please rate your personal commitment to the Mojo Project: Please circle:

Very Strong

Strong

Good

Adequate

Weak

Adequate

Weak

Please rate your organisations commitment to the Mojo Project: Please circle:

Very Strong

Strong

Good

Do you feel your time is used well by the Mojo Project? Please circle:

Very Well

Somewhat Well

Well

Somewhat Poorly

Poorly

Has the IAG discussed key trends impacting Mojo's target population in the local community? Please circle:

Yes

How would you rate the Mojo Project's ability to work with local agencies and services to provide an integrated response to Mojo participants? Please circle:

Very Strong

Strong

Good

Adequate

Weak

Interagency Advisory Group Survey Peer Review Form Are there any suggestions you have that would improve collaboration between Mojo and local agencies and services?

Programme Recruitment and Promotion Standard Do you believe the recruitment process for participants effectively engaged your organisation? Please circle:

Yes

If not, how could it be improved?

Participant Engagement and Partnership Standard Are you aware of the process and criteria for how participants are selected for inclusion in the Mojo programme? Please circle:

Yes

Have you assisted in the referral/signposting process for non-selected Mojo applicants? Please circle:

Yes

Programme Delivery Standard Have you facilitated or been a guest speaker during a Mojo or mini-Mojo Programme? Please circle:

Yes

If yes, have you felt comfortable sharing your experience in the Mojo Group?

Human Resources and Staff Development Standard For Practice Group only: Are you aware of staff receiving professional development as part of their work with Mojo? Please circle:

Yes

Innovation and Continuous Quality Improvement Standard Is Mojo an innovative programme? Please circle:

Yes

If yes, what do you think makes it innovative?

If no, what do you think had prevented innovation?

Mojo National Office Survey Peer Review Form Governance Standard: Is there approval for all members of the Local IAG? Please circle:

Yes

Somewhat

Is there is a signed Funding Contract Agreement between the Mojo National Office and the local host organisation which provides governance of local Mojo Project and notes the following: â&#x20AC;&#x153;The Mojo National Office is responsible for maintaining quality standards of the Mojo Projectâ&#x20AC;?? Please circle:

Yes

Is there a Terms of Reference (ToR) between the local Mojo Project and the local IAG on file with the National Mojo Office? Please circle:

Yes

Has aggregated data on attendance, completion rates, and progression of participants been sent to the Mojo National Office after each training programme? Please circle:

Yes

(For programmes with planned expansion that have been operating for more than 18 months ONLY) Are there detailed plans and identified resources for Mojo Project expansion beyond the current location? Please circle:

Yes

Has the organisation consulted with the Mojo National Office in developing the expanded programming? Please circle:

Yes

Innovation and Continuous Quality Improvement Standard Has the Mojo National Office been notified of any modifications made to the local Mojo programming? Please circle:

Yes

If yes, have the modifications been approved by the Mojo National Office? Please circle:

Yes

Mojo National Office Comments: Areas of Strength

Mojo National Office Survey Peer Review Form Mojo National Office Comments: Areas for Improvement

Recommendations

Comments for Review Team

Policy and Process Audit Form Peer Review Form Governance Standard: Are there policies in place and/operational that address the following from the host organisation and Mojo National Office? Yes

Yes

Governance and Financial Management Human Resources (includes CE Placements/Volunteers Interagency Working Health and Safety Communication and Marketing Suicide and Self Harm Child Protection Clinical Supervision Confidentiality Incident Reporting Service User Engagement Disclosure (Mojo National Office) Crisis Management (Mojo National Office) Consent and Information Sharing (Mojo National Office)

Partnership and Planning Standard Is there a policy or process that states how the Mojo Project will engage with local agencies and how clients will be signposted on to other services?

Participant Engagement and Partnership Standard Is there a document that outlines the participant selection process with clear selection criteria including a marking system? Is there a document that addresses when communication occurs with individuals on the waiting list? Is there evidence that explains the Mojo Projectâ&#x20AC;&#x2122;s principles of equality and partnership that is given to all stakeholders in the project including participants? Is there a clear process for responding to programmatic issues rapidly and transparently? Is there a clear process for handling concerns and complaints?

Policy and Process Audit Form Peer Review Form Programme Delivery Standard Yes

Yes

Is there a document that indicates expectations for facilitators and guest speakers in relating personal experience and actively participation in Mojo sessions with maintaining professional approach? Is there a process to induct new facilitators and guest speakers to Mojo prior to them facilitating or speaking at a Mojo session that addresses communication procedures to prevent last minute cancellations? Is there documentation that is given to all new staff on the principles, theories and approaches which underpin the programme?

Human Resources and Staff Development Standard Is there evidence of a process for recruitment and hiring process being used for Mojo staff and facilitators? Is there evidence that the Mojo National Office was involved in the interviewing process for the Mojo Project Manager? Is there a garda vetting policy which states how offences are judged and what offences are not acceptable for each role (staff, facilitators, and guest speakers) of the Mojo Project? Is there a policy that outlines how Mojo staff can engage with professional development? Is there a documented induction process for Mojo Project Managers, staff and facilitators? Is there a staff clinical supervision policy? Is there a policy that addresses the opportunity for mentoring and job shadowing? Is there a policy and resources allocated for inducting, training and supporting volunteers, staff secondments and CE and other jobs placements in the support facilitation roles? Did the Mojo Project Manager change or take a leave longer than 4 weeks? If yes, is there evidence that a transition plan was developed and implemented to ensure programmes were not impacted?

Innovation and Continuous Quality Improvement Standard Is there a process to review of learning after each 12-week Mojo Programme and at least every three mini Mojos? If yes, is there evidence of these reviews being conducted with staff, participants, advisory group and other relevant key stakeholders? Is there a process for staff and facilitators handovers that capture significant outcomes, group dynamics and emerging issues between Mojo programme sessions? Does this process ensure subsequent session staff and facilitators are aware and prepared to support participants? Is there a process outlining when it is appropriate to engage Mojo National in relation to programme modification?

100

File Audit Form Peer Review Form Governance Standard: Does the IAG have a representative from each of the services listed below? Yes

Yes

Are there additional representatives from these organisations? HSE Suicide Behaviour Response Programme Social Work services Probation Service Homeless services Former Mojo Participant(s)

Number:

Is the principle of equality clearly articulated in IAG terms of reference? Are there minutes from meetings from the IAG on record in line with prescribed meeting requirements in IAG terms of reference? Records show the number of minimum meetings have been held for both the IAG and each of the three subgroups. •

Practice group: At week 5 & 10 of each programme to review participant progression

•

Sustainability: Meets a minimum quarterly

•

Monitoring and Evaluation: Meets a minimum quarterly

Note each below

Is there a Funding Contract between the Mojo National Office and local host organisation on file? Is there a Terms of Reference (ToR) between the local Mojo Project and the local IAG on file?

101

File Audit Form Peer Review Form Governance Standard cont.: Yes

Do all consultant facilitators have their own professional indemnity insurance on file with the Mojo Project? Are the policies stored in such a way that they are accessible to all staff? Is there a budget that is on file for the Mojo Project that addresses all the following areas:  salaries,  facilitators,  rent,  materials (office and meeting supplies, advertising material, and meeting expenses),  travel expenses,  peer review process, and  development funding for a Mojo male space. Please list any concerns about budget here:

PLEASE NOTE: Any concerns about financial irregularities should be brought to the immediate attention of the Mojo National Programme Director. Notes regarding Governance Standard:

102

File Audit Form Peer Review Form Partnership and Planning Standard Yes

Insert %

Pass or Surpass

Is there a record of consultations with local partners? Is there a record of participants providing feedback in programme decision making? Is there evidence of referrals being made from or signposting to partner organisations?

What percentage of partner organisation members attended IAG meetings in the last year? (Add number of organisations for each meeting. Divide total by number of meetings in year. This is for the IAG meetings only) Guidance: 75% = pass; 85% or â&#x2020;&#x2018; = surpass

What percentage of sessions are facilitated by partner organisations? (Add number of current facilitators. Divide total by number of facilitators from partner organisations.) Guidance: 50% = pass; 75% or â&#x2020;&#x2018; = surpass

What percentage of the local Mojo project budget is from local partner organisation sponsorship? (Divide total budget by total amount received from partner organisations.) Guidance: 50% = pass

Notes regarding Partnership and Planning Standard :

103

File Audit Form Peer Review Form Programme Recruitment and Promotion Standard Yes

Is there evidence of a recruitment plan that appropriately targets potential Mojo participants? Are there referrals from local partner organisations, agencies and other relevant support services? Did each Mojo programme have at least 12 participants? Is there evidence of Mojo branded material available for use within the Project?

Insert %

Surpass

Insert %

Surpass

What percentage of participants were self-referred? (Divide total number of participants by total number of self-referrals) Guidance: 30% or â&#x2020;&#x2018; = surpass

What is the retention rate of participants over the past year? (Divide total number of participants at end of each programme by total number of participants at start of each programme) Guidance: 85% or â&#x2020;&#x2018; = surpass

Insert # How many individuals are on the current waiting list?

Notes regarding Programme Recruitment and Promotion Standard:

104

File Audit Form Peer Review Form Participant Engagement and Partnership Standard Yes

Is there evidence of selection process being used in the selection of Mojo participants? Is there a score sheet for each Mojo selection process on file? Is there evidence of feedback being provided to applicants regarding their selection, external referral signposting and/or referral to Mojo mini for non-selected participants? Is there evidence that participant suggestions, issues and concerns are addressed in a transparent, proactive and collaborative way? Do session notes reflect any concerns and, if so, how they were addressed? If no, please explain here:

Notes regarding Programme Recruitment and Promotion Standard:

105

File Audit Form Peer Review Form Programme Delivery Standard Yes

Does each participant have a Mojo plan that addresses the four parts of the programme and individualised needs? Are there rating sheets from sessions / feedback notes from post session that demonstrate that facilitators were able to balance personal experience with professionalism? Is there evidence of facilitators or guest speakers having an opportunity to be oriented to the Mojo Programme before they facilitate or speak at a Mojo session? Is there a system in place for participants to review programme facilitators both during and post programme? Are there session plans for each Mojo Programme and mini-Mojo? Does each session have a clear plan, which have a check in and check out, a half hour break for the participants? Is there evidence that innovative teaching methods or inputs have been used and reviewed? Review of session materials: Is there evidence of suggestions being made and acted on? Review of session materials: Is there evidence of check in and check outs at each session? Notes regarding Programme Delivery Standard:

106

File Audit Form Peer Review Form Human Resources and Staff Development Standard Yes

Do the Mojo Project staff have an overall balance and diversity of skill sets and experience in mental health, adult education and community development? If no, which areas are not covered:  mental health  adult ed.  community development Does the Mojo Project Manager have a professional background in mental health and adult education or community development with at least one year experience in a specific mental health role? Please note area of experience:  adult ed.  community development Does the Coordinator have a professional background in mental health, adult education and/ or community development with at least one year experience in a specific community development, adult education role? Please note area of experience:  mental health  adult ed.  community development Is there evidence that Mojo staff, external facilitators, and guest speakers are garda vetted according to the Host organisations policies? Note: As external agencies staff will be garda vetted by their own organisations, there should be evidence of a system of confirming garda vetting has occurred.

For Mojo staff, external facilitators, and guest speakers who have applied for but are still awaiting clearance, is there evidence that they have not worked alone with participants? Note: This should be evidenced by handover documents noting additional staff present.

Are there job descriptions for each staff position and facilitator guidelines that encompasses desired skills, knowledge, and experience and outlines qualifications? Is there evidence in staff files that demonstrate staff are engaged in continuous professional development and regular supervision? Is there evidence of all staff being offered opportunities for professional development or outside learning applicable to the Mojo Programming? Do all job descriptions describe performance requirements? Is there evidence that staff participated in clinical supervision twice during each programme cycle? Did clinical supervision occur at week 4 and 10 of the programme cycle? Is there evidence of mentoring and /or job shadowing for incoming staff or facilitators? Is there evidence that creative engagement of human resources i.e. job initiatives has been explored at IAG meetings as evidenced by IAG agendas? Do session plans reflect 2 facilitators for each programme session? Notes regarding Human Resources and Staff Development Standard:

107

File Audit Form Peer Review Form Innovation and Continuous Quality Improvement Standard Yes

If there is a process for review after each 12 week Mojo Programme and every three MiniMojos, is there evidence of these reviews being conducted with staff, participants, advisory group members and other relevant key stakeholders? Is there evidence of training and or specific supports provided to staff, IAG, and Mojo Project Manager to encourage learning and innovation? Has a Mojo project staff member participated in an event for all Mojo staff within the last year? Did they shared local project learnings? Is there evidence that new components to the programme were developed from these events? Were the new components resourced by community partners to the benefit of the programming and participants? Is there a structured space on the agenda of both IAG and staff meetings to support sharing of learning? Is there evidence of a process engaging the Mojo National if the local Project has undertaken programme modification? Have any modifications made to the local programming been approved by the Mojo National Office? If no, please list reason:

Notes regarding Innovation and Continuous Quality Improvement Standard:

108

File Audit Summary Peer Review Form Use this section to summarise the File Audit Areas of Strength

Areas for Improvement

Recommendations

109

Physical Observation Sheet Peer Review Programme Recruitment and Promotion Standard Review promotional and external communication materials for consistency with national branding materials. Review internal communication materials for use of national brand materials. Yes

Yes

Are the materials used in line with Mojo National brand standards? Record observations below:

Programme Delivery Standard Is the Mojo Project signposted so it is easy to find? Are the front desk staff are actively welcoming? Are there posters / signage which make the space a Mojo space? Does the Mojo Training Programme take place in an area with sufficient and appropriate space for activities? Is the space clean and inviting? Is there a kitchen and space participants can use to prepare food? Record observations below:

110

Physical Observation Summary Peer Review Use this section to summarise Physical Observations Areas of Strength

Areas for Improvement

Recommendations

111

Participant Focus Group Worksheet Sheet Peer Review Reviewer Note: You will need ONE sheet for every SIX participants Partnership and Planning Standard

P1 Y

P2 Y

P3 Y

P4 N

P5 Y

P6 Y

Were you signposted or did you receive information on other services or organisations?

If you needed support from a service how likely were the staff to support you to get in touch with the service? (Tick appropriate box) Participant Not at All Somewhat Likely Likely Very Likely Highly Likely

1 2 3 4 5 6 Programme Recruitment and Promotion Standard How did you learn of the Mojo Programme? (Record Responses Below) Participant Way They Learned of Mojo Programme

112

Participant Focus Group Worksheet Sheet Peer Review Participant Engagement and Partnership Standard

P1 Y

P2 Y

P3 Y

P4 N

P5 Y

P6 Y

Did you feel respected and listened to during Mojo Sessions? If you raised issues or requested changes, rate how responsive the staff were addressing the issue or request? (Tick appropriate box) Participant Not at All Somewhat Responsive Very Responsive Highly Responsive Responsive

1 2 3 4 5 6

P1 Y

P2 Y

P3 Y

P4 N

P5 Y

P6 Y

Were you able to express yourself openly as a participant? Please rate your overall sense of support from the Mojo Programme? (Tick appropriate box) Participant Poor Below Average Average Good

Great

1 2 3 4 5 6 Programme Delivery Standard

P1 Y

P2 Y

P3 Y

P4 N

P5 Y

P6 Y

Are staff or facilitators assisting you to develop support structures for after you have completed the Mojo Programme? Did you feel that your Mojo plan was developed in a collaborative, supportive manner with staff? When you first came to the project were staff in the building friendly to you, did they make you feel comfortable? Do you like the space the Mojo Programme takes place in? Is it clean and warm? Were you offered a cup of tea/coffee when you arrived?

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Participant Focus Group Worksheet Sheet Peer Review Programme Delivery Standard cont.

P1 Y

P2 Y

P3 Y

P4 N

P5 Y

P6 Y

Did you feel the programme created a safe space for you to share your experience? Did you feel the facilitators participated alongside you? Were any Mojo sessions cancelled due to lack of a facilitator? Were there any speakers who were not very good? Do you feel you can give honest feedback on the guest facilitators? Did you feel the programme was interesting and engaging? Did you feel the programme was meaningful and useful to you? Do you feel that you understand what you can do to keep yourself mentally well as a result of Mojo? Did you feel sessions were facilitated but not 'taught'? Do you feel you had an opportunity to contribute to the programme content?

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Participant Focus Group Summary Peer Review Form Use this section to summarise the Participant Focus Group Areas of Strength

Areas for Improvement

Recommendations

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Host Organisation Interview or Survey Sheet Peer Review Governance Standard: Are there policies that address the following from the host organisation and Mojo National Office? Yes

Is your organisation a Company Limited by Guarantee? Is your organisation a registered charity? Does your organisation have professional indemnity and public liability insurance? Is your organisation in the process of or has been certified as Governance Code compliant? If in process, please note here:

Is your organisation in process of or been certified as SORP compliant? If in process, please note here:

(For programmes with planned expansion that have been operating for more than 18 months ONLY) Are there detailed plans and identified resources for expansion beyond the current location? Please note brief summary here of planned expansion:

Has the development of the expanded programming used the Mojo Start-Up Pack in consultation with the Mojo National Office?

Partnership and Planning Standard How has hosting and/or being co-located with the Mojo Programme benefited your service? Met local needs? Please write here:

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Host Organisation Interview or Survey Sheet Peer Review Recruitment and Promotion Standard Yes

Yes

How has your organisation been involved with the promotion of Mojo? How has your organisation supported Mojo in its recruitment efforts? Please write here:

Human Resources and Staff Development Standard Is there a record of individual progression plans, which is informed by programme need, for each paid member of staff?

Innovation and Continuous Quality Improvement Standard Do you feel there is a culture of innovation and support for local adaptation within the Mojo Programme?

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Host Organisation Interview or Survey Summary Peer Review Use this section to summarise the Host Organisation Interview or Survey Areas of Strength

Areas for Improvement

Recommendations

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Mojo Project Manager Interview Sheet Peer Review Governance Standard: Do you regularly provide the Interagency Advisory Group with an overview of the following programme elements? Yes

Yes

Wellbeing and Resilience Life Planning Physical activity and fitness Creating a male space that supports social connectedness

Do you regularly provide information to the IAG Practice Group on participant progression pathways? Have you felt that there are any role or responsibility conflicts between the Host organisation and the Mojo National requirements? If yes, please note issues below:

Were considerations made within the budget for local programme needs including travel expenses for more rural programmes and/or opportunities for staff training and for cross-Mojo idea sharing and pollination? Have you been able to raise additional funds or in kind resources to support the programme? Has your Mojo identified any innovative of maximising resources, if so what?

Partnership and Planning Standard How have the 7 stages for development, Mojo work practices and overarching principles influenced how you have structured the programme? Please write here:

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Mojo Project Manager Interview Sheet Peer Review Partnership and Planning Standard cont. How would you rate the following:

Poor

Below Average

Average

Good

Great

Engagement of partner organisation in funding and resourcing Mojo. Guest facilitation from partner organisations. The practical engagement of IAG members in supporting Mojo How would you rate the amount of referrals from and signposting to partner organisations? Yes

Can you provide an example of a successful joint response to participant needs by Mojo and other local agency (agencies)? Please note here:

Have you had challenges in working with local agencies and services to provide a joint response to Mojo participants? How have you overcome these? Please write here:

When have you had challenges in working with local agencies and services to provide an integrated response to Mojo participants? Please write here:

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Mojo Project Manager Interview Sheet Peer Review Programme Recruitment and Promotion Standard What is your recruitment process for the Mojo Programme? Has your Project made any changes to Mojo recruitment guidance based on recruiting experience in your local area? Please write here:

Are there any areas of promotion and recruitment you would like to improve? Please write here:

Participant Engagement and Partnership Standard Yes

Do you have your own Mojo plan in place?

Programme Delivery Standard How do you keep up to date on your knowledge of services that might be useful to participants? Please write here:

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Mojo Project Manager Interview Sheet Peer Review Programme Delivery Standard How, in your role, do you engage to actively break down hierarchies between facilitators, staff and participants? Please write here:

What do you do to encourage an understanding that everyone is equal within the programme? Please write here:

Are there instances where more than 25% of participants felt a facilitator did not meet the Mojo principles outlined? Please write here:

How do you ensure participants are encouraged to provide feedback on the design and delivery of Mojo? Please write here:

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Mojo Project Manager Interview Sheet Peer Review Human Resources and Staff Development Standard Yes

Were you provided with a three month induction prior to starting at the Mojo Project? Is staff leave coordinated so that it does not affect the training programmes? What opportunities for professional development have you undertaken in the past year? Please write here:

Innovation and Continuous Quality Improvement Standard Yes

Do you feel supported to innovate and try new things within Mojo? If no, why?

Do you feel the staff and facilitatorâ&#x20AC;&#x2122;s handovers between the Mojo programme sessions prepares you in relation to significant outcomes, group dynamics and emerging issues between Mojo Programme sessions? How have you implemented learnings from post Mojo reviews within the programme? Please write here:

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Staff and Facilitator Focus Group Peer Review Guidance: Each question should be answered by each participant. Please record individual responses in the boxes provided. You can notate each individual response by using a unique identifier. For all choice questions, please indicate the number of respondents per answer in the appropriate box. Governance Standard: How do you apply the interagency working policy within the Mojo Programme? Please write here:

Partnership and Planning Standard

Poor

Below Average

Average

Good

Great

How would you rate the Mojo Projectâ&#x20AC;&#x2122;s ability to work with local agencies and services to provide an integrated response to Mojo participants? Are there any issues for which you do not have a referral/signposting pathways? In what ways have you tried to address this? Please write here:

Participant Engagement and Partnership Standard Yes

Do you feel that there are open and transparent discussions about group composition in determining final Mojo group participants? Staff: Do you have your own Mojo Plan in place? Facilitator: Do you have your own Mojo Plan in place?

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Staff and Facilitator Focus Group Peer Review Programme Delivery Standard Yes

Does the space the Mojo Programme takes place in meet your needs? Have you felt comfortable connecting with the participants as equals and feel able to draw on your own personal experiences with the Mojo Group? How do you keep up to date on your knowledge of services that might be useful to participants? Please write here:

How often are Mojo plans reviewed with participants? Please write here:

How do you actively encourage participant feedback on programme sessions? Please write here:

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Staff and Facilitator Focus Group Peer Review Human Resources and Staff Development Standard Yes

Did you participate in a two month long induction process after you were hired? Do you attend your own external professional support (counselling, coaching etc.) on a regular basis? Did clinical supervision provide you an opportunity for reflective practice? Did you have an opportunity to be mentored and an opportunity to shadow other staff? How have you applied your continuous professional development and/or knowledge and skills learned externally to the benefit of the Mojo Programme and participants? Please write here:

Have you been offered opportunities for professional development training or learning opportunities? Please write here:

Did your supervisor seek feedback on whether or not they were supporting you in a way that enabled a better understanding of your role/ your strengths/ and help you to identify areas for improvement? Please write here:

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Staff and Facilitator Focus Group Peer Review Innovation and Continuous Quality Improvement Standard Was there an opportunity after each 12 week Mojo programme or after 3 Mini Mojo's, where you could assess the effectiveness of the programme? Please write here:

Do you feel the staff and facilitatorâ&#x20AC;&#x2122;s handovers between Mojo programme sessions prepares you in relation to significant outcomes, group dynamics and emerging issues between Mojo programme sessions? Please write here:

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Peer Review Preparation Timeline What

Timing

Pre-Review Schedule Review with Mojo Project. Agree on site date, address any immediate concerns

Four to six weeks in advance

Determine peer review team, ensure timing for training and preparation work; contact Host organisation with team details

Four to six weeks in advance

Attend Review Training [Annual review training will be offered]

Ensure completed two to four weeks in advance

Send / Email IAG and MNO Survey, ask for return within 10 business days.

Three weeks in advance

Arrange Focus Groups â&#x20AC;&#x201C; time, date, set expectations for time commitment, follow up as needed prior to the review

Three weeks in advance

Compile IAG Survey results (National Office)

One week in advance

Prepare questions sheets and schedule for day. Email/send to Mojo Programme AG survey results. Provide contact details of all review team members

One day to one week in advance

Review On-Site Day Arrive on-site at an agreed time Conduct review

See Peer Review Process above

Agree follow up plan Post Review Write up report and provide to Mojo Project as well as National Mojo

No later than 10 days after review concluded

Follow up as needed with Mojo Project

As needed

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Accreditation Appeal Request Form

Accreditation Appeal Request Form Name of Mojo Project: Name of Host organisation: Name of Mojo Project Manager: Telephone:

Mobile Telephone:

Email:

Date of Peer Review: Completed by Mojo Staff (name):

Reason for appeal request (select one of the following): â&#x2DC;? Proper process was not followed; â&#x2DC;? Information was not considered or a finding was based on inaccurate information.

Why should the decision be reconsidered? Please present your rationale for the request in 300 words on a separate sheet. Mojo National Office must receive the appeal request within 28 calendar days (4 weeks) from the date that the assessment report was provided by Mojo National Office.

Name (of person completing form) Signed

Date:

Name (of senior staff of Host organisation) Signed

Date:

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Appendix Core Mojo Policy Documents Consent to Share Information Form

Consent to Share Information Form Host Organisation Name collects information on people who use their services. We create an electronic and/or paper record in your name from the information you give us. This information is stored on our computer database and or kept in a safe place and used to provide the best possible supports to you. The information we gather is used only for the following purposes:  To record the support we give you  To gather facts and figures to help us plan and improve our services  To analyse information for other organisations such as Pobal, the HSE and other Government Departments. We may share your information with the following organisations/people:  LIST ORGANISATIONS  FUNDERS  [HOST ORGANISATION NAME] STAFF  IAG MEMBER ORIGANISATIONS If we want to share your information with any other organisations, we will ask for your consent again. We may need to share your information without your consent in a situation where there is a significant risk of harm to yourself or to others, including child protection situations. You have the right, given by the Data Protection Act of 1988 and 2003, to a copy of your personal information at any time. You can get this by contacting us. We are required to keep this information until [DATE] By signing this form you confirm that you understand how we record and use your information. DECLARATION I have read and understand the above statement and I agree to the use of my data and information as outlined above. The information I have provided is, to the best of my knowledge, true and complete. Participant Name: _____________________________________________

Date: _______________________

Witnessed by: _______________________________________________

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Self-Harm and Suicide Policy

Policy The policy of Mojo is to enable the Mojo Training Programmes participants who are considered to be at risk of self-harm or suicide to access their supports immediately including the person who is identified as their emergency contact on their referral form. Procedure If a Mojo Facilitator believes that a participant is at risk of suicide or self-harm or if a participant expresses self-harm or suicide intent they must follow the procedure outlined below: The Facilitator will:  Work with the participant to contact the person named on their referral form or a member of their support team to help ensure that they get the appropriate support. In the event that a support person is not available the emergency services should be called and a member of the Mojo team should stay with the man until they arrive. 

Contact their line manager at the first opportunity and then write a note on the actions taken which will be agreed with their line manager and placed on file.

In the event that a Mojo participant informs a Facilitator that he has made a suicide attempt while attending the programme the team member will follow the procedure outlined below: The Facilitator will:  Work with the participant to ensure that their emergency/support person named on their referral form is called so that they access support for the individual concerned. 

Contact a relevant support person to arrange for the participant to be taken to A & E to ensure their safety. In the event that the support person is not available to accompany the Mojo man to A&E an ambulance should be called and a member of the Mojo team should accompany to A & E.



Work with the participant in order to welcome them back to the Mojo Training Programme following the incident.

For either instance, the Facilitator will write a note on the actions taken and return to the Mojo Project Manager or another line manager to be retained on file.

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Referral Form Referral from (agency): Date: Referrer’s Name: Tel: E mail: Client’s name: Tel: Client’s DOB: Emergency contact: Home address:

Name & contact details of existing key worker Reasons for referral

Risk factors Supportive factors Identified interagency needs/actions

I, the referrer, have the consent of the person named above to make this referral. Signature: ______________________________________________ Date: __________________ Print name: _____________________________________________

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Interagency Working Protocol Introduction Mojo is an interagency programme developed to provide a coordinated response to men who are in ‘distress’9 because of the recession and unemployment. The premise is that forced unemployment can increase a man’s risk to suicide. Mojo seeks to promote a positive attitude to men’s mental health through enhancing well-being and self-worth. The main objectives of the MARP are to:  Develop strong cross-agency working relationships.  Develop inter-agency work methods and key working protocols.  Increase awareness of supports and services available.  Create an integrated service that includes improved access to appropriate counselling, financial and welfare advice and employment and training support.  Develop frontline staff’s capacity to respond, through the delivery of appropriate training programmes, to our target group.  Monitor and evaluate outcomes and outputs. The Interagency Case Working Protocol is intended to be used where it is appropriate for more than one agency to be undertaking a significant level of work with our target group.

Purpose of Protocol The purpose of this protocol is to improve outcomes for men-at-risk to suicide by providing a practical tool for agencies and professionals working with them so that together they can work in a more integrated and outcomes focused way using reflective practice, evidence based practice and a ‘rights’ based approach in their work.

Key Concepts10 Agency: Any organization (statutory, voluntary, private or community) which delivers services to men and their families. Lead Agency: Any agency which is designated to take a lead role in the co-ordination of services to meet the needs of a client. (See Section 3). Inter-agency collaboration or working can be defined as any joint action by two or more agencies that is intended to increase a man’s welfare by their working together rather than separately. It can involve the exchange of information, altering activities, sharing resources, and actively enhancing of the capacity of other agencies for mutual benefit. An outcome is an articulated expression of well-being of a client which provides all agencies with the opportunity to contribute to that outcome with their individual programmes.

It is our understanding that men with increased distress are potentially at higher risk to suicide. Key concepts are adapted from Working for Children Together – An Interagency Care Working Protocol, South Dublin Children’s Services Committee (2010). 9

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Outcomes-focused approach: Working towards achieving an articulated expression of wellbeing for men, which provides all agencies, client and their families with the opportunity to contribute. Reflective practice: Checking and changing practice in the light of learning from past experience (reflection-on-action) through improvisation during the course of interventions with and for men (reflectionin-action). Evidence-based services: Those services and interventions that have been developed on the basis of the best available scientific research evidence. (Agenda for Childrenâ&#x20AC;&#x2122;s Services) A rights based approach to working with men means that every intervention is planned and completed in a manner that fully takes into account the human rights of those involved, identifies whose duty it is to fulfil their rights, actively seeks to realise their rights and as far as possible to remove any obstacle to the realisation of their rights. Child protection: Whenever a concern arises for the protection of a child, it is the responsibility of the agency that identifies the child protection concern to report their concern to the HSE Social Work Service in line with Children First - National Guidelines for the Protection and Welfare of Children 1999.

134

135

1: Interagency referrals This protocol comes into effect when a man enters the Mojo programme as more than one agency will be undertaking a significant role with him. Further, this will help move the man between agencies in an efficient and proficient way. Some agencies have their own referral forms while others will accept a referral in any format. At minimum all referrals to another agency should include the following information:  Name, address, family and household composition, ages of family members, ethnicity (highlight if interpretation is necessary)  Other services involved currently  Agency’s assessment of the needs of the man  Specific purpose of the referral: outcomes sought / services requested  Level of priority / need  The man’s awareness of and attitude to referral and outcomes sought  Name of link person in referring agency  Highlight if there are any staff safety issues involved in working with the man. Referrals should be made with the consent of the man wherever possible. (See Best Practice Guidelines for Sharing Information about Children and Families (MARS, 2012) Agencies receiving referrals should acknowledge them and then make a decision within a reasonable timeframe. Where the agency referred to is refusing a referral or will have a significant delay in providing a service, they should suggest other service options to the referrer. Due to referral procedure and waiting lists for services, it is not always possible for agencies to open new referrals as quickly as they would wish to. In these circumstances, it may be possible for Team Leaders / Managers in key services to attend meetings in a consultative capacity pending referrals being offered a service. The original agency making the referral will be the lead agency until the Care Planning Meeting where the lead agency will be agreed.

2: Care Planning and Management At Care Planning Meetings the following needs to be discussed in relation to each man refereed to the pilot programme:  Agree need  Agreed outcomes sought  Agree plan for supports / services to be provided  Agree a lead agency / worker and named workers in other agencies  Agree timeframe for review (See appendix 1 for Inter-agency meeting template) Each agency involved with a man should have a named worker. When a number of agencies are working with a man, there should be a nominated lead agency and lead worker. According to the needs, this can be a shared role or can be agreed to be moved between agencies at review meetings as the work progresses. If an agency is considering ceasing their involvement in a case, this should first be discussed at a review meeting.

3: Care Plan Review Meetings Tthe inter-agency care planning monthly should occur four times during each 12 week training cycle. The first meeting should take place after the interviews process has been completed and then monthly to 136

review the details outlined in 3.1 meeting an agreed timeframe for reviewing progress will have been agreed.

The Programme Manager should schedule these meetings in advance of every training programme. A man or any participating agency can request the convening of areview if they believe that the circumstances warrant it. Care planning membership:  Mojo Project Manager  Life Planning/Wellbeing Coordinator  Member of the local HSE Mental Health Clinical Team  Other members of the Practice Group as agreed with the IAG The Programme Manager is responsible for presenting the care plan for each man at the review meeting. 3.1 

The meeting should: In the first meeting, review the notes on each man from the interview process to identify any emerging needs and issues

Subsequent meetings should:       

Review the operation of the plan to date. Consider any significant changes – positive and negative – since the last meeting. Review the needs, the outcomes and the supports / services. Agree to continue, update or conclude the plan (if a man has left the programme). Agree if other supports / services are needed. If necessary support the man to link in with relevant services. Agree the date for the next review.

4: Closure to Process The use of this protocol ceases in any particular case when the men have reached the end of the agreed time with the Programme. This point should be identified and agreed at a Care Plan Review meeting. The closure to this process should be used as an opportunity to:  Inform the working group of the feedback given to the man on work done and progress achieved.  Inform the working group of any feedback from the man on services received by him – what he found helpful / unhelpful.  Provide an opportunity for working members to review their experience of working together with the man and to identify learning – positive and negative – to be taken into account in work with other men. Provide the working group with an opportunity to identify any service or procedural gap which can be made known to the relevant agency / agencies and, if appropriate to the IAG

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Mojo Project Manager Job Description Insert Host organisation logo

Mojo Project Manager Job Description Background Mojo is an interagency programme - managed by the insert Host organisation and funded by the National Office for Suicide Prevention (NOSP), insert other funders - developed to provide a coordinated response to men who are in ‘distress’11. The programme aims to help develop the participants’ resilience and assist them to engage with local education, employment and mental health services so that they can be supported to improve their current circumstances. The key objectives are to provide a resource to men by way of a training programme that engages them on a bi-weekly basis and to facilitate statutory and non-statutory organisations to work together. In working together to develop and facilitate Mojo it is expected that the organisations will become more familiar with each other’s services and in turn provide a more comprehensive response to men who find themselves in difficult financial and social situations. The training project is divided into two weekly sessions that are run twelve weeks. Day 1 focuses on mental wellbeing and resilience building and Day 2 focuses on adult guidance and access to services in the community (employment, education, and support). The programme includes a number of guest speakers from local organisations. In addition, the participants also take part in a weekly physical fitness programme. Mojo Project Manager Job Description The role of the Mojo Project Manager includes programme management, programme delivery and programme development. Specifically the role includes:  Develop and implement Mojo’s strategies and work plans.  Lead a team of staff to include recruitment, training, ongoing development and support and supervision.  Oversee the recruitment and assessment of participants.  Develop a training plan for each cycle of Mojo – three per year.  Lead on the delivery of the Life Planning or the Wellbeing component of the programme.  Engage external facilitators to provide specialists workshops/ information sessions.  Support and administer the continued development of the interagency advisory group.  Develop and maintain close and effective working relationships with organisations working with Mojo’s target group.  Effectively communicate the work of Mojo to a range of stakeholders to include the management of Mojo’s website.  Provide regular reports and updates to the NOSP, the advisory group and the SDCP management.  Maintenance (and development as required) of effective record keeping systems.  Manage the programme budget in cooperation with Administration Manager.  Keep up-to-date on national and international developments on mental health, especially in relation to our target group.  Develop and implement monitoring and evaluation systems.  Develop and manage a tracking system for participants. 11

It is our understanding that men with increased distress are potentially at higher risk to suicide.

138



There may be other tasks given at the discretion of your line manager.

Suitable candidates must have: 1. Recognised qualification in social science, community development, adult psychotherapy, psychology or a related field. (to lead the wellbeing component they must have a mental health background, and to lead the life planning component they must have a background in adult education/community development) 2. One year experience working in mental health field 3. Experience of working with men in a group setting. 4. Experience of managing interagency programmes. 5. Strong interpersonal skills. 6. Excellent presentation and facilitation skills. 7. A particular interest in working with men. 8. An in-depth knowledge of strategic and programme planning. 9. An understanding of mental health challenges. 10. Basic administration skills i.e. Microsoft Office Word and report writing.

It is desirable that candidates have:  A background in community development.  A master's degree and or equivalent experience in experience in mental health, adult education and community development.  Completed accredited level 1 and level 2 WRAP training or a similar resilience building programme.

Hours of work The Mojo Project Manager will work 24 hours per week, however the successful candidate will need to be flexible in their working time as certain periods may require more hours than others i.e. when recruiting new participants. SDCP management will negotiate with the Mojo Project Manager how these hours may be claimed back in periods where the demand is lower.

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Wellbeing and Resilience Coordinator Job Description Insert Host organisation logo

Wellbeing and Resilience Coordinator Job Description Background Mojo is an interagency programme - managed by the insert Host organisation and funded by the National Office for Suicide Prevention (NOSP), insert other funders - developed to provide a coordinated response to men who are in ‘distress’12. The programme aims to help develop the participants’ resilience and assist them to engage with local education, employment and mental health services so that they can be supported to improve their current circumstances. The key objectives are to provide a resource to men by way of a training programme that engages them on a bi-weekly basis and to facilitate statutory and non-statutory organisations to work together. In working together to develop and facilitate Mojo it is expected that the organisations will become more familiar with each other’s services and in turn provide a more comprehensive response to men who find themselves in difficult financial and social situations. The training project is divided into two weekly sessions that are run twelve weeks. Day 1 focuses on mental wellbeing and resilience building and Day 2 focuses on adult guidance and access to services in the community (employment, education, and support). The programme includes a number of guest speakers from local organisations. In addition, the participants also take part in a weekly physical fitness programme. Organisation is seeking a person to co-facilitate the wellbeing and resilience building section of the program. WRAP (Wellbeing Recovering Action Planning) is an integral part of the Mojo wellbeing and resilience building section; therefore, it is essential that an experienced and qualified WRAP trainer co facilitates the programme. Wellbeing and Resilience Coordinator Job Description: • To co- facilitate the mental wellbeing and resilience building section of the program including delivering WRAP training over twelve weeks with the possibility of running two more twelve week programmes subsequently. • Designing and delivering the sessions in accordance with the needs identified by the participants • To follow the guidelines and principals set out in the Mojo Toolkit • Attending bi weekly Mojo team meetings, providing updates on the participants progress. • Signposting Mojo men to appropriate mental health services should an issue emerge while they are on the training programme. • To keep a record of attendance. • To assist the Program Manager in the development of the Mojo program The Wellbeing and Resilience Coordinator contracts hours are to be worked as follows: • They will be required to work approximately NUMBER OF HOURS per week for a twelve week period. • Each 12 week Mojo program requires NUMBER hours (approx. NUMBER hours per week) for the wellbeing and resilience section of the programme. The first Mojo program starts on DATE. The mental wellbeing section will run on DATE (morning/afternoon) from TIME to TIME.

It is our understanding that men with increased distress are potentially at higher risk to suicide.

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• •

The wellbeing and resilience sessions will take place from TIME to TIME, on DATE. The other NUMBER hours per week will be used for planning, team meetings and supporting the Program Manager. The rate of pay is €RATE per hour

Suitable candidates must have:  Completed level 1 and level 2 (WRAP) training.  A recognised qualification in social care, psychology, psychotherapy or relevant work experience.  A clear knowledge and understanding of WRAP principles.  An understanding of mental health challenges.  Experience of working in a group setting.  Experience of developing session plans.  Strong interpersonal skills.  Excellent presentation and facilitation skills.  A particular interest in working with men.  Basic administration skills i.e. Microsoft Office Word and report writing. It is desirable that candidates have the following:  ASIST training  Garda vetting  A full driving license with access to a vehicle. Application Process Please fill in the application form attached. Candidates should ensure their application takes full account of the role and responsibilities required for this position and demonstrate that they have the required skills and experience. Completed applications should be submitted electronically to: EMAIL ADDRESS by DATE no later than 5pm. Short-listed candidates will be called for interview. Interviews will be held on DATE. Second round interviews will be held DATE. Payments Payments will be made on a monthly basis. Invoice to be submitted to the Mojo Project Manager that includes the applicant’s RSI number. Organisation requires a tax clearance certificate and liability insurance for each contractor. NB Each contractor is responsible for their own tax liability.

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Life Planning Coordinator Job Description Insert Host organisation logo

Life Planning Coordinator Job Description

Introduction HOST ORGANISATION is seeking applicants from interested individuals to coordinate Adult Guidance Support for the Mojo Programme on a contract basis. (Approximately 9 hours per week for 12 weeks) It is expected that the person will start April 20th 2015. The initial contract will be for 12 weeks however there is a possibility for two further 12 week programmes to run subsequently. Background Mojo is an interagency programme - managed by the insert Host organisation and funded by the National Office for Suicide Prevention (NOSP), insert other funders - developed to provide a coordinated response to men who are in ‘distress’13. The programme aims to help develop the participants’ resilience and assist them to engage with local education, employment and mental health services so that they can be supported to improve their current circumstances. The key objectives are to provide a resource to men by way of a training programme that engages them on a bi-weekly basis and to facilitate statutory and non-statutory organisations to work together. In working together to develop and facilitate Mojo it is expected that the organisations will become more familiar with each other’s services and in turn provide a more comprehensive response to men who find themselves in difficult financial and social situations. The training project is divided into two weekly sessions that are run twelve weeks. Day 1 focuses on mental wellbeing and resilience building and Day 2 focuses on adult guidance and access to services in the community (employment, education, and support). The programme includes a number of guest speakers from local organisations. In addition, the participants also take part in a weekly physical fitness programme. Organisation is seeking a person to enhance the design, and deliver the adult guidance and access to services section of the program. Life Planning Coordinator Job Description:  Leading and ensuring the effective operation of the Life Planning (adult guidance) sessions including identifying , liaising with and supporting guest facilitators and being responsible for the practical organisation of the sessions e.g. meeting room, materials, and food for breaks  Providing life planning to Mojo participants in a group setting on a weekly basis.  Developing an individualised life plan with each participant that includes learning, training and occupational opportunities.  Linking in with participants on a fortnightly basis to review their plan.  To attend bi weekly Mojo team meetings throughout the course of a Mojo Programme, providing updates of participants and progression plans.  To attend two group supervision sessions per Mojo Programme

It is our understanding that men with increased distress are potentially at higher risk to suicide.

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To provide updates and information to the Mojo Programme Manager on emerging issues, and a weekly written evaluation. To have an awareness of mental health supports available and to have the capacity to refer participants if they require. To undertake agreed individual assessments with the participants when they start on the programme and prior to leaving. To keep a record of attendance. To support the development of the Mojo programme adapting to the needs of the participants Designing and delivering the session in accordance to the needs identified by the participants Attended relevant training if required. There may be other tasks given at the discretion of the Programme Manager.

The Life Planning coordinator’s contracts hours are to be worked as follows: • They will be required to work approximately NUMBER OF HOURS per week for a twelve week period. • Each 12 week Mojo program requires NUMBER hours (approx. NUMBER hours per week) for the wellbeing and resilience section of the programme. The first Mojo program starts on DATE. The mental wellbeing section will run on DATE (morning/afternoon) from TIME to TIME. • The wellbeing and resilience sessions will take place from TIME to TIME, on DATE. The other NUMBER hours per week will be used for planning, team meetings and supporting the Program Manager. • The rate of pay is €RATE per hour Suitable candidates must have:  Recognised qualification in adult guidance, human resources or a related field.  Experience of working in a group setting.  Experience of developing adult guidance plans with individuals.  Strong interpersonal skills.  Excellent presentation and facilitation skills.  A particular interest in working with men.  Basic administration skills i.e. Microsoft Office Word and report writing. It is desirable that candidates have the following:  An understanding of mental health challenges.  WRAP Facilitation training or a clear knowledge and understanding of Wellbeing Recovery Action Plan principles.  ASIST training  Garda vetting The Application Process Please fill in the application form attached. Candidates should ensure their application takes full account of the role and responsibilities required for this position and demonstrate that they have the required skills and experience. Completed applications should be submitted electronically to: INSERT EMAIL ADDRESS by DATE. Short-listed candidates will be called for interview, the interview date will be DATE. Second round interviews will be held DATE. Payments Payments will be made on a monthly basis. Invoice to be submitted to the Mojo Programme Manager that includes the applicant’s RSI number. South Dublin County Partnership requires a tax clearance certificate for each contractor. NB Each contractor is responsible for their own tax liability. Any queries in relation to this application should be addressed to: INSERT EMAIL ADDRESS 143

Glossary of Terms IAG – Interagency Advisory Group NOSP – National Office of Suicide Prevention MNO – Mojo National Office MPM – Mojo Project Manager

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