Joel Corcoran

When we talk to a new group about building a clubhouse, we say, you want to have your clubhouse in a place that is easily accessible. Typically, people who are members of clubhouses are living at or near or below the poverty line. You want to be where there's public transportation, where people can get there. So we want to have easy access to employment opportunities.

When we talk to a new group about building a clubhouse, we say, you want to have your clubhouse in a place that is easily accessible. Typically, people who are members of clubhouses are living at or near or below the poverty line. You want to be where there's public transportation, where people can get there. So we want to have easy access to employment opportunities.

When we talk to a new group about building a clubhouse, we say, you want to have your clubhouse in a place that is easily accessible. Typically, people who are members of clubhouses are living at or near or below the poverty line. You want to be where there's public transportation, where people can get there. So we want to have easy access to employment opportunities.

I know I keep coming back to that, but employment is a cornerstone of the clubhouse model. We want people to be able to access employers, so businesses or public services, or we have folks that are employed in government offices or in libraries or at the local big box store or law firm or accounting office who have people working in jobs where they're being supported there.

I know I keep coming back to that, but employment is a cornerstone of the clubhouse model. We want people to be able to access employers, so businesses or public services, or we have folks that are employed in government offices or in libraries or at the local big box store or law firm or accounting office who have people working in jobs where they're being supported there.

I know I keep coming back to that, but employment is a cornerstone of the clubhouse model. We want people to be able to access employers, so businesses or public services, or we have folks that are employed in government offices or in libraries or at the local big box store or law firm or accounting office who have people working in jobs where they're being supported there.

So the clubhouse needs to be in reasonable access to those kinds of things. You want it to be a safe neighborhood. Again, think about the phrase image enhancing. In my work before I became the director of Clubhouse International, I was involved with opening three different clubhouses.

So the clubhouse needs to be in reasonable access to those kinds of things. You want it to be a safe neighborhood. Again, think about the phrase image enhancing. In my work before I became the director of Clubhouse International, I was involved with opening three different clubhouses.

So the clubhouse needs to be in reasonable access to those kinds of things. You want it to be a safe neighborhood. Again, think about the phrase image enhancing. In my work before I became the director of Clubhouse International, I was involved with opening three different clubhouses.

Their addresses were 209 Main Street in one city, 510 Main Street in another city, and 44 Main Street in another city. So you can see where I think clubhouses belong.

Their addresses were 209 Main Street in one city, 510 Main Street in another city, and 44 Main Street in another city. So you can see where I think clubhouses belong.

Their addresses were 209 Main Street in one city, 510 Main Street in another city, and 44 Main Street in another city. So you can see where I think clubhouses belong.

I started in 1986 working at Clubhouse in Hyannis, Massachusetts. So I've been doing that. I've been at Clubhouse International since 1995 and the executive director, CEO since 97.

I started in 1986 working at Clubhouse in Hyannis, Massachusetts. So I've been doing that. I've been at Clubhouse International since 1995 and the executive director, CEO since 97.

I started in 1986 working at Clubhouse in Hyannis, Massachusetts. So I've been doing that. I've been at Clubhouse International since 1995 and the executive director, CEO since 97.

Tony, I appreciate that question. For our first 30 years, we spent a lot of time helping new clubhouses grow and go and building a training program that you talked about earlier. It was a consistent training program at our 12 training centers around the world. We also have a quality assurance program. It's a formal accreditation program.

Tony, I appreciate that question. For our first 30 years, we spent a lot of time helping new clubhouses grow and go and building a training program that you talked about earlier. It was a consistent training program at our 12 training centers around the world. We also have a quality assurance program. It's a formal accreditation program.

Tony, I appreciate that question. For our first 30 years, we spent a lot of time helping new clubhouses grow and go and building a training program that you talked about earlier. It was a consistent training program at our 12 training centers around the world. We also have a quality assurance program. It's a formal accreditation program.

So establishing that and then building a very tightly knit network of clubhouses is across the world. We spent a lot of time doing that. But as we approached our 30th anniversary, we started thinking, okay, where are we going? What's next? Why do we see it going?

So establishing that and then building a very tightly knit network of clubhouses is across the world. We spent a lot of time doing that. But as we approached our 30th anniversary, we started thinking, okay, where are we going? What's next? Why do we see it going?