1. Quality Improvement
In the Clubhouse

2. Leading Quality Improvement Initiatives
Take a look at how you are doing
Certification
Program Evaluation
Needs Assessment
Planning for New Programs
Managing your financial assets
Supervision of staff and members

3. Research Design Surveyed 114 Clubhouse in the United States
Surveyed a director, a member and a staff person in most Clubhouses to identify leadership skills
Collected Clubhouse demographics and program outcomes

4. Performance Measures Number of active members
Number of members employed
Perception on effectiveness indicators
Performance as a role model
Conceiving change efforts
Leading change
Having an impact

5. Demographics Majority of Clubhouse directors are women (61%)
Clubhouse directors are getting old! 47% over the age of 50
45% of CH directors have less than 5 years of experience

6. CH program size in the US remains the same over the past 6 years
Average daily attendance is 43 members
Average active members 169
Average employment rate is 39 members
CH director are well educated ( 60%) have graduate degrees
40% of CH directors have Bachelor Degrees

7. Leadership Skills 1-Collaborative Empathizer (4) Facilitator (1)
Mentor (5)
2-Creative
Innovator (6)
Visionary (7)
Motivator (8)
3-Control
Monitor (9)
Coordinator (10)
Regulator (2)
4-Competing
Producer (3)
Competitor (12)
Driver (11)

8. Collaborator Facilitator: Encouraging, Participation
Empathizer: Showing concern
Mentor: Developing people
Clubhouse Participatory Leadership
Decentralized structure,
Horizontal form of supervision
Atmosphere of trust
Team decision utilizing consensus

9. Creative Innovator: Initiating significant change
Visionary: Anticipating customers needs
Motivator: Inspires people to exceed
expectations
Clubhouse Participatory Leadership
New ideas welcomed
Change occurs often
Celebrates goal accomplishments
Communicates vision and values

10. Control Monitor: Expecting accurate work
Coordinator: Controlling projects
Regulator: Clarifying policies
Clubhouse Participatory Leadership
Trusting members and staff to do a
good job

11. Compete Producer: Modeling a hard work ethic
Competitor: Focusing on the competition
Driver: Emphasizing speed
Clubhouse Participatory Leadership
Goal oriented and keeps work moving

12. How does this information help?
Certification
Program Evaluation
Needs Assessment
Planning for New Programs
Managing your financial assets
Supervision of staff and members

13. Planning Examples Communication Engagement Knowledge Facilities
Financial Issues

14. Question: How do we assure that we are a unifying, validating, reenergizing organization?
Goal: Increase organizational communication
Strategies:
Conduct regular Community Meetings for increased communication throughout the organization.
Discuss financials, goals of units, Clubhouse Standards, celebrations
Make daily announcements at lunch
Advertise policy meetings, Community meetings, celebrations, etc.
Utilize TV screens to share information
Clubhouse Standards, Unit information, Club hours, snack bar prices, social activities, job openings

15. Question: How do we assure that we are a unifying, validating, reenergizing organization? CONT.
Goal: Increase Member engagement
Strategies:
Develop and implement fun activities for the afternoon
YMCA, coffee house, walks
Develop and implement unit projects to complete in afternoon
Flower arranging in Clubhouse Services, Thrift Store in Community Support, Mailings in Administration
Outreach Members not attending
Engage members to visit other members in community, phone calls, cards/letters

16. Question: How do we assure that we are a unifying, validating, reenergizing organization? CONT.
Goal: Increase Clubhouse philosophy/knowledge throughout organization-continue to be a Clubhouse
Strategies:
Complete Clubhouse certification process
Send members/staff to Clubhouse trainings/conferences
Conduct Clubhouse Standards meetings

17. Question: What proactive strategies can be developed to improve organizational behavior?
Goal: Improve physical layout of the building
Strategies:
Remove the cubicles upstairs to improve communication
Move Education and Clerical Units upstairs
Disperse case managers throughout the units

18. Goal: Increase funding efforts to serve non-billable members
Question: What forces affect our internal organizational culture and how can these be controlled to achieve our mission?
Goal: Increase funding efforts to serve non-billable members
Strategies:
Develop grants to enhance current programming
Goal: Reduce Staff turnover
Have quarterly activities to build organizational morale
Conduct monthly trainings for members and staff