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Outcomes-based commissioning and public service transformation in Mosaic Clubhouse Lambeth

Learning points

This was the most significant and fundamental change for Mosaic Clubhouse in its history. The wrench from its glorious Georgian Building with an acre of land, to a single story building in the middle of Brixton; the three year delay to the move caused firstly by squatters when the building was left unoccupied and then by the discovery of asbestos; the change from delivering one model of service governed by 36 recovery and co-production standards to a service that is now more complex and is also facing the public on a daily basis and still meets all those standards; the requirement to merge two historically hostile services - Mosaic Clubhouse and the clients of a closed social services day hospital - with very different cultures, values and expectations, were the challenges that Mosaic rose to and met magnificently!

Staff and member morale was low in 2012 due to constant delays and uncertainty. Constructing systems and processes to open regular communication with everyone concerned was the biggest priority. Involving everyone in the design, decoration and equipping decisions was paramount. Monthly meetings for members/clients from both services with staff and commissioners, to update information and listen to hopes, fears, dreams and aspirations ensured that people had a forum to share information and offer support.

Reviewing all policies, procedures, job roles, job descriptions, the staffing structure, health and safety requirements and training needs meant there was a lot of work to be done and it kept the buzz going. Whilst “mocking up” the reception, kitchen and café as much as possible to enable people to try out new ways of working, all brought back a sense of purpose, expectation and fun while everyone we waited for the date.

The Clubhouse was up and running within two weeks of occupation of the new building. This gave members/clients the opportunity to train “in situ” and to prepare to meet for demand from the public. More training needs were identified and staff and members were trained together as always. Almost one year on and the partnership between members and staff at Mosaic Clubhouse has never been stronger. The Clubhouse delivering the information service “side by side” and it has incorporated the 12 week offering into its regular Clubhouse work and discovered that it is indeed the only intervention that some people require whilst others require the support of the Clubhouse structure for slightly longer as part of their recovery journey. All members set two self-defined recovery goals (currently 76% of our membership). 292 people have joined the enablement programme (August 2013-November 2014) of those 78 joined the Clubhouse for longer term support to achieve their goals. It has become clear that the Clubhouse Model is so powerful and that the co-production and recovery principles are so embedded in its DNA that it could embrace the requirements of the new service model and apply its side-by-side working and the requirements of the 36 recovery standards to deliver an exciting and enhanced service with huge success. And everyone learned this lesson (painful as it was at times) as a community together!

The Clubhouse model proves its success again and again and has recently led to our American counterparts, Clubhouse International and Fountain House New York (the first ever Clubhouse), being selected as co-recipients to receive the 2014 Conrad N. Hilton Humanitarian Prize! The $1.5 million award, the world's largest humanitarian prize, is presented to organizations that are doing extraordinary work to alleviate human suffering. We are extremely proud to be part of this network.

Mosaic Clubhouse has also been shortlisted for three awards this year, achieving highly commended in The Charity Awards 2014.

About this case study
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Maresa Ness, CEO of Mosaic Clubhouse

Maresa Ness, Chief Executive of Mosaic Clubhouse, wrote this case study for Governance International in December 2014. 

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