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Administration and Policy in Mental Health and Mental Health Services Research

Erschienen in:

26.07.2016 | Original Paper

Building a Working Community: Staff Practices in a Clubhouse for People with Severe Mental Illness

verfasst von: Fang-pei Chen

Erschienen in: Administration and Policy in Mental Health and Mental Health Services Research | Ausgabe 5/2017

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Abstract

The trademark of mental health clubhouses is that members and staff work side-by-side in partnership to enhance members’ autonomy, competency, and recovery. To explore the intricacies of this unique approach, the author conducted 53 in-depth interviews and 262 h of participant observation in 41 visits over a five-month period in a clubhouse. Findings indicated that staff members built the clubhouse as a “working community” by skillfully integrating three practice domains: social relationships, unit work, and individuals’ needs and pursuits. Distinctive skillsets helped to develop genuine relationships with members and facilitate community building, suggesting a model of generalist practice with specific intentionality.

There is no “supervisor” position according to the International Standards for Clubhouse Programs. However, for the purpose of this research, the author defined “supervisors” as the Fountain House personnel who were deeply involved in organizational human resource activities related to supervision, training, hiring, and termination. The interviews with supervisors aimed to capture a more comprehensive understanding of staff training and quality control of staff practices.

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Titel: Building a Working Community: Staff Practices in a Clubhouse for People with Severe Mental Illness
verfasst von: Fang-pei Chen
Publikationsdatum: 26.07.2016
Verlag: Springer US
Erschienen in: Administration and Policy in Mental Health and Mental Health Services Research / Ausgabe 5/2017
Print ISSN: 0894-587X
Elektronische ISSN: 1573-3289
DOI: https://doi.org/10.1007/s10488-016-0757-y

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