INTERNATIONAL CENTER FOR CLUBHOUSE DEVELOPMENT
July 1998 - June 2001
Committee:
Judith R. Gartner, Minnesota (chair)
Thomas Manning, Massachusetts
Hanne Juul, Denmark
Anette Hoegh Goelet, Maryland/New York
Carole Barrett, Massachusetts/ New Hampshire
Julia M. Scott, Connecticut/ New York
Rudyard n. Propst, New York
Tommy Forsberg, Sweden
Erville Millar, England
Joel D. Corcoran, New York
TABLE OF CONTENTS
I. Introduction................................................................................... 2
II. The Planning Process ................................................................... 3
III. Mission Statement ................................ ........................................ 5
IV. Goals and Objectives through 2001............................................. 5
a. New Clubhouse Development........................................... 5
b. Building a strong network of clubhouses.......................... 6
c. The International Standards for Clubhouse Programs........7
d. Clubhouse Training ...........................................................8
e. Clubhouse Certification ................................................... 8
f. Clubhouse Research ..........................................................9
g. Public Advocacy ................................................................ 9
h. Communication & Information Dissemination...............10
i. Fundraising/ Development ................................................11
j. Planning and Evaluation ...................................................12
k. Economic Stability .............................................................12
I. Introduction
The ICCD is now finishing the fourth full year of operation. Fountain House kicked off the operation of the Center in 1994. With shared staff time and many in-kind resources, the small group of staff, members and board members had a big task in front of them. After years of discussion and planning the ICCD was finally a reality. With several "start up" grants and membership dues from supportive clubhouses that wanted to see the ICCD begin operations we had the financial foundation to get started. Additionally a steering committee organized by the Faculty for Clubhouse Development had been meeting and developed an initial structure and vision for the work of the ICCD. The plan involved the following working groups and functions:
Working Groups
 | Board of Directors |
| Faculty for Clubhouse Development |
| Standards Review Committee |
| Certification Review Committee |
| Faculty Nominating Committee |
| Training Base Group |
| Clubhouse Advisory Council |
| Nominating Committee |
| Governmental Affairs Group |
| Council of Community Advisors |
| Research Advisory Group |
| ICCD Staff |
Functions
| Certification |
| Training |
| Research |
| Advocacy |
| Standards Development |
| Communication Dissemination |
| Clubhouse Development |
Four years later the ICCD has successfully implemented most of the working groups (the Council of Community Advisors and Research Advisory Group are only semi-active) and all of the functions originally envisioned by the ICCD Steering Committee. The ICCD has been established as the coordinating center of clubhouse training, quality assurance, technical assistance, information, advocacy and research. The ICCD completely established as the "headquarters" for the worldwide clubhouse community.
The Clubhouse community has grown from a single Clubhouse to a multi-national federation of like minded programs . It has truly become a social movement and is impacting the lives of thousands of individuals on a daily basis. Town by town , city by city and country by country Clubhouses are changing the way societies deal with people who have mental illness.
In the early years as a membership organization the foundation for the ICCD has been established. A structure for governance, quality assurance, participatory management and a strengthened training program are all in place. New clubhouses continue to develop and existing Clubhouses continue to seek technical assistance and peer support. The work of the ICCD to strengthen and protect Clubhouses is necessary now more than ever before.
However, the majority of the people with mental illness in the world do not enjoy Clubhouse opportunities. In fact most people with mental illness are not living with the dignity and self-determination considered basic human rights amongst the Clubhouse community. Although the Clubhouse movement has experienced a tremendous amount of success in recent years it has only touched the surface of the problem worldwide.
The ICCD today is faced with both the growing demands of a young membership organization and the ongoing task to "change the world" for people with mental illness. As more and more Clubhouses join the ICCD and become involved in the programs and working groups the need for efficient communication and responsiveness is a greater and greater challenge. At the same time the continued success of the Clubhouse movement draws the attention of increasing numbers of new cities, towns, states, provinces and countries. The requests for information training and technical assistance continue to grow.
With a very small group of staff and members working at the ICCD offices in New York, the challenge to keep up with these demands is significant. In this challenge the ICCD is presented with the opportunity to continue to develop a truly participatory organization. As is true with any Clubhouse, when there is more work than the staff (ICCD staff and members) can handle, they must look to the membership (ICCD member Clubhouses) to successfully complete all of the tasks. The ICCD has both member Clubhouses and a strong group of board members that are ready and willing to volunteer time and energy to the work of the Center. The organization has the opportunity to significantly increase the amount of work accomplished while at the same time building even greater investment in its mission.
The ICCD must capitalize on this opportunity. (i.e. Engaging more member Clubhouses and board members in the work of the Center) If it does not continuously increase the efficiency of communication amongst member Clubhouses, engage willing volunteers and effectively reach out to new and developing Clubhouses the ICCD will lose the confidence and momentum established in the first four years. The current staff and involved members cannot possibly handle the increasing demands alone. The ICCD is vulnerable to the shifting priorities of Clubhouse funding organizations and other community mental health programs competing for Clubhouse funds. If the ICCD cannot provide the leadership, information and organizational support to member Clubhouses it will have a very difficult time maintaining financial and operational support from those same Clubhouses.
In the following document the ICCD envisioned as an organization in the year 2001. Priorities for the organization and goals have been established in many areas. It is the hope of the ICCD Strategic Planning Committee that this plan will serve as a road map for the future as we build on the foundation of the ICCD developed in the first four years.
II. The Planning Process
In January of 1997 the ICCD board of directors began our first strategic planning process. Early on in the planning process it was decided that we would conduct a "modified process" in order to finish for the the start of fiscal year 1999. We were certain that we did not want to spend a lot of time or money on this initial planning process. We did want to have a process that was complete enough to provide the confidence necessary to organize and prioritize our work for the coming three years. The committee met several times and reviewed the mission of the ICCD, discussed ideas, plans and concerns for the organization. The mission statement was amended and it was sent out in draft form to all clubhouses in the ICCD newsletter. It was also posted on the ICCD web page. After reviewing feedback on the draft the mission included in this document was agreed upon by the committee.
Using the new mission statement draft, the committee organized a set of proposed goals and objectives to be addressed and prioritized during the three year period of the plan. The proposed plan including the mission statement was developed by the strategic planing committee and distributed to the members of the ICCD Board of Directors and the Clubhouse Advisory Council (CAC). At the March 1998 meeting of the CAC the draft plan was reviewed in detailed. The comments and concerns of the CAC were brought to the Aril meeting of the Board of Directors where the entire draft plan was again reviewed.
The draft plan was then revised according to the input of the CAC and the Board of Directors and posted on the ICCD web site. The final plan was submitted to Board of Directors for approval at the June 1998 meeting.
III. Mission Statement
The Mission of the International Center for Clubhouse Development is to build and coordinate a strong international network of clubhouse model programs. Clubhouses are founded on the realization that recovery from serious mental illness must involve the whole person in a vital culturally sensitive community. A clubhouse community offers respect, hope, mutuality and unlimited opportunity to access the same worlds of friendship, housing, education and employment as the rest of society.
In pursuit of this Mission, the Center promotes the developing and strengthening of Clubhouses; oversees the creation and evolution of Clubhouse standards; facilitates and assures the quality of training, consultation, certification, research and advocacy; and provides effective communication and dissemination of information.
IV. Goals and Objectives through FY’ 2001
1) New Clubhouse Development
Promoting the Clubhouse way of working and assisting with the start up of new Clubhouses has long been part of our practice, first through the Fountain House training program, later by a few training bases working together and now though the coordinated efforts of the ICCD and our member Clubhouses. Increasing the number of Clubhouses and, therefore, opportunities for people with serious mental illness throughout the world is at the core of our mission and work.
We will engage in the following activities in order to promote new Clubhouse development in both regions of the world that have already developed clubhouses and in places where clubhouses do not yet exist:
2) Building a strong network of clubhouses
A "strong network of Clubhouse programs" will be an area of primary focus. The federation of Clubhouses throughout the world has often been referred to as the "Clubhouse movement." To continue to expand the numbers and influence of the Clubhouse community we must all work towards the same goals and continue to work in close coordination. In this pursuit, communication and information dissemination between the ICCD and member Clubhouses and among Clubhouses is critical. The ICCD is positioned at the center of coordinating these efforts and will seek to accomplish the following goals.:
a. 80% of member Clubhouses will be certified.
b. There will be 220 current member Clubhouses.
2. An administrative support position.
3. A Fundraising / Development position
f. The Program Director position duties will include liaisoning with coalitions.
3) The International Standards for Clubhouse Model Programs
Since the consensual promulgation and adoption of the Clubhouse Standards we have experienced strong opposition to changing or amending the document. Although we have successfully gained a consensus for changes to the standards in a few areas (eg. housing, transitional employment) it has always been a long, laborious and emotionally charged process. We believe that the Standards must evolve with the rest of the world and must always reflect the current values, philosophy and practices of strong Clubhouses. We must be able to amend the Standards in a timely and efficient manner while maintaining a consensus building and participatory process. To that end we will address the following goals in the coming three years:
The Standards Review Process will be reviewed and improved by a committee of the Faculty for Clubhouse Development. Included in the process will be consideration of the following:
e. What constitutes a consensus from Clubhouses about a proposed change?
f. What happens if we do not achieve a consensus for or against a standard?
4) Clubhouse Training
5) Clubhouse Certification
c. There will be 100 active members of the Faculty for Clubhouse Development.
6) Clubhouse Research
7) Public Advocacy
When the ICCD was first organized we included in the structure a working body called the governmental affairs group. This group was intended to act as the coordinating body for Clubhouse advocacy activity with regards to government policy and activity that directly impacts the lives of Clubhouse members and Clubhouse funding. Shortly after beginning to organize the group we determined a need to have separate advocacy groups in the U. S. and in other countries and regions of the world. The U.S. advocacy effort was named the U.S. Public Advocacy Group and immediately began work from the Green Door clubhouse in Washington D.C. Although forming other groups was discussed the ICCD has not organized additional groups at this time.
After four years of work with the U.S. Group, it has become clear that National Advocacy is very difficult to accomplish without strong local organization and energy. In the coming four years we will target our national U.S. Advocacy efforts towards a few projects and concentrate most of our work at building a strong network of local advocacy groups both in the United States and in other parts of the world. Most of the work will be organized around the Clubhouse Coalition Group.
U.S. Advocacy Goals have been identified by that group and include
a. ICCD and Clubhouses to be respected in the national mental health community.
b. The group will determine a national issue or goal for U.S. Clubhouses to work on together.
c. Prepare Clubhouses for managed care in their state.
d. Increase the number of Clubhouses belonging to the ICCD.
e. Assist with the education of state mental health agencies on Clubhouses.
f. Work with Clubhouse coalitions to:
*Strengthen non-member Clubhouses and get them to join the ICCD.
g. Encourage the formation of regional Clubhouse coalitions
The ICCD has identified the following advocacy for all Clubhouse regions:
8) Effective Communication and Information Dissemination
Current plans to improve communication and information dissemination:
a. The Coalition Group
b. Expanding the mailing list
d. Expanding electronic communication.
(Current articles and information relevant to Clubhouse practice 2 x yearly)
i. We will organize, plan and implement the Tenth International Seminar on the Clubhouse Model in Toronto, Canada.
9) Fundraising/Development
In order to address the issues facing the ICCD to implement our plans for the next three years the ICCD will need to establish a fundraising and develop strategy that quickly identifies and accesses additional funding for the organization. To accomplish this the ICCD will do the following:
b) Institute an individual giving vehicle and periodic requests for donations.
* On site Consultations
* Seminar
10) Planning and Evaluation
This will include:
* a member Clubhouse satisfaction piece
11) Economic Stability
In order for the ICCD reach its goals it must achieve economic stability by June 30, 2001. This stability will be evidenced by the following:
2. A minimum of three months of the operating budget in reserve. (i.e. $66,666)
4. An average of 50 certification visits per year at $2,500 per visit = $125,000 (USD)
Our plans to achieve economic stability include:
2. Promoting membership to new Clubhouses at training.
2. Increase the number of Clubhouses participating in certification.
c. Governmental Initiatives:
a. research
b. advocacy
c. training
d. an ICCD internship program
e. a Clubhouse director training program
b. individual giving
2. Through European Union, Federal and local entities in Europe