Despite being an established practice in the disabilities service systems, person-centered planning is a relatively new practice in the behavioral health system. As a result, little is known about the barriers that mental health organizations face in implementing person-centered recovery planning (PCRP). To fill this gap, results are presented from a qualitative analysis of nine focus groups at three public mental health organizations in Texas that have been implementing PCRP for at least 2 years. Findings suggest that organizations experienced 12 distinct barriers to PCRP implementation which were categorized into the Consolidated Framework for Implementation Research domains of intervention characteristics, the outer setting, the inner setting, characteristics of individuals, and the implementation process. Half of these 12 barriers fell within the inner setting domain, suggesting that implementation efforts should be flexible and adaptable to organizational culture and context. One-quarter of the barriers fell into the domain of characteristics of individuals involved in the intervention, which further suggests implementation efforts should assess the impact that both staff and consumers have on implementation success.

Prospective randomized controlled trial, level II.

Two versions of the ROSA were developed: a staff version and a people-in-services version. The ROSA may provide organizations with a more accessible way to measure the extent to which their services are recovery oriented. (PsycINFO Database Record

Objective: To examine peer specialist role-related challenges and opportunities in adapting to a new model of service provision during and beyond the COVID-19 era. Method: This mixed-methods study analyzes data from a survey (n = 186) as well as in-depth interviews (n = 30) with certified peer specialists in Texas. Results: Peers described facing several challenges related to COVID-19 service delivery (e.g., fewer options for providing peer support, issues with access to reliable technology) as well as challenges related to adapting to changes to the peer role (e.g., challenges supporting people in services’ community resource needs, challenges building rapport with people in services virtually). However, results also indicate that a new model of service provision during and beyond the COVID-19 pandemic presented peers with new opportunities to provide enhanced peer services, new career development opportunities, and new opportunities related to increased job flexibility. Conclusions and Implications for Practice: Results suggest the importance of developing trainings on providing virtual peer support, increasing technological access for peers and individuals in services, and providing peers with flexible job options and resiliency-focused supervision.

No abstract