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Quality Improvement

Quality Improvement . In the Clubhouse. 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. Research Design.

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Quality Improvement

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  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

  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. 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 Strategies: Have quarterly activities to build organizational morale Conduct monthly trainings for members and staff

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