Partners in Recovery: Social Support and Accountability in a Consumer-Run Mental Health Center

Lewis, Sara E.; Hopper, Kim; Healion, Ellen

doi:10.1176/appi.ps.201000512

Cited by 28 publications

(36 citation statements)

References 31 publications

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“…Previous research has provided some important insights about consumerrun organisations. 12,28 From a co-creation of value perspective, greater consumer leadership within other mental health organisations may represent a significantly different value experience than consumer leadership within consumer-run organisations. Because the participants in the current study came from a range of organisations, encompassing government, community sector, private and consumer-run organisations, the findings reflect the activities that consumer leaders are involved in within the broader mental health context.…”

Section: Discussionmentioning

confidence: 99%

How do consumer leaders co-create value in mental health organisations?

Scholz

Bocking

Happell

2017

Aust. Health Review

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Objectives Contemporary mental health policies call for consumers to be involved in decision-making processes within mental health organisations. Some organisations have embraced leadership roles for consumers, but research suggests consumers remain disempowered within mental health services. Drawing on a service-dominant logic, which emphasises the co-creation of value of services, the present study provides an overview of consumer leadership within mental health organisations in the Australian Capital Territory. Methods Mental health organisations subscribing to the local peak body mailing list were invited to complete a survey about consumer leadership. Survey data were summarised using descriptive statistics and interpreted through the lens of service-dominant logic. Results Ways in which organisations may create opportunities for consumers to co-create value within their mental health services included soliciting feedback, involving consumer leaders in service design, having consumer leaders involved in hiring decisions and employing consumer leaders as staff or on boards. Strategies that organisations used to develop consumer leaders included induction, workshops and training in a variety of organisational processes and skills. Conclusions The findings of the present study extend the application of a service-dominant logic framework to consumer leadership within mental health organisations through consideration of the diverse opportunities that organisations can provide for consumer co-creation of service offerings. What is known about the topic? Policy calls for consumer involvement in all levels of mental health service planning, implementation and delivery. The extent to which service organisations have included consumer leaders varies, but research suggests that this inclusion can be tokenistic or that organisations choose to work with consumers who are less likely to challenge the status quo. Service literature has explored the way consumers can co-create value of their own health care, but is yet to explore consumers’ co-creation of value at a systemic level. What does the paper add? This paper outlines ways in which mental health organisations report involving consumers in leadership positions, including having consumers on boards, having consumers on recruitment panels and providing leadership training for consumers. These initiatives are considered in terms of the potential value co-created within mental health services by consumers in leadership, suggesting that consumer leaders are a resource to mental health organisations in terms of the value brought to service offerings. What are the implications for practitioners? Research suggests that medical professionals have been resistant to increased consumer leadership within mental health services. The findings of the present study emphasise the value that can be brought to service organisations by consumer leaders, suggesting that mental health practitioners may reconsider their approach and attitudes towards consumer leadership in the sector.

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Section: Discussionmentioning

confidence: 99%

How do consumer leaders co-create value in mental health organisations?

Scholz

Bocking

Happell

2017

Aust. Health Review

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“…Les OCSM contribuent au rétablissement en développant la confiance en soi (Davidson, Chinman, Sells et Rowe, 2006 ;Lewis, Hopper et Healion, 2012 ;Segal, Silverman et Temkin, 2011). Ils permettent la constitution d'un réseau social (Hardiman et Segal, 2003) et l'acquisition de nouvelles aptitudes (Brown, 2009).…”

Section: Découvrir La Revueunclassified

Rôle du communautaire en santé mentale dans un système en évolution : état des connaissances et recommandations

Grenier

Fleury

2014

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Cet article a pour objectifs 1) de tracer l’historique et la place des organismes communautaires en santé mentale (OCSM) ainsi que leurs valeurs et pratiques spécifiques et 2) d’étudier l’impact du Plan d’action en santé mentale (PASM) 2005-2010 sur leur fonctionnement et leurs relations avec le réseau public. Les auteurs abordent la diversité des OSCM en fonction des dimensions suivantes : historique des OCSM au Québec, typologie, territoires couverts et financement, modalité de pratiques, et regroupement. L’étude montre que malgré la place qu’ils occupent dans la dispensation des services, les OCSM perçoivent un certain recul quant à la reconnaissance de leur expertise par le réseau public depuis la mise en place du PASM 2005-2010. Leurs critiques concernent surtout les questions de leur sous-financement, la crainte d’une perte de leur autonomie lors de la signature d’une entente de services ainsi que des lacunes sur le plan de la gouvernance et de la concertation. Un financement plus adéquat des OCSM, principalement pour les groupes d’entraide et les OCSM offrant de la réadaptation psychosociale, de l’intégration aux études et au travail, la reconnaissance de la nécessité d’une pluralité d’approches, ainsi que la reconstitution de tables de concertation ayant des pouvoirs décisionnels sont des outils pouvant permettre aux OCSM de jouer plus adéquatement leurs rôles.

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“…Recovery-oriented services and, in particular, peer-run centers may as Lewis et al (2012) suggest, help provide a context for service users to reconnect with others and potentially ''[reclaim] moral agency'' (Hopper 2007). Some psychiatric researchers have looked to the ''Capabilities Approach,'' (Hopper 2007;Ware et al 2008) which instead of focusing on symptom reduction and reduced hospitalization, asks to what extent service users are able to lead the kinds of lives they consider worth living-lives of their own authorship (Lewis et al 2012).…”

Section: Moral Accountability As a Route To Recoverymentioning

confidence: 99%

“…The coinciding publication of our respective studies on consumer-run mental health centers in the same issue of Psychiatric Services (Lewis et al 2012;Whitley and Siantz 2012) sparked our exploration of morality in mental health. The aims of these studies were to investigate what is distinctive about peer-run services, how they promote recovery (Lewis et al 2012), and to employ best practice principles to assess the development and impact of a nascent recovery center (Whitley and Siantz 2012).…”

Section: Moral Accountability As a Route To Recoverymentioning

confidence: 99%

“…The aims of these studies were to investigate what is distinctive about peer-run services, how they promote recovery (Lewis et al 2012), and to employ best practice principles to assess the development and impact of a nascent recovery center (Whitley and Siantz 2012). Both these studies proceeded independently from the other, and we were unaware of the other's study until publication.…”

Section: Moral Accountability As a Route To Recoverymentioning

confidence: 99%

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