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Implementing the Illness Management and Recovery Program in Community Mental Health Settings: Facilitators and Barriers

Dr. Whitley and Dr. Mueser are affiliated with the Department of Psychiatry, Dartmouth Psychiatric Research Center, 2 Whipple Pl., Suite 202, Lebanon, NH 03766 (e-mail: rob.whitley{at}dartmouth.edu). Ms. Gingerich is an independent trainer and consultant working out of Narberth, Pennsylvania. Dr. Lutz is with the Office of Program Evaluation and Research, Ohio Department of Mental Health, Columbus.

OBJECTIVE: There is little research on how to effectively implement the illness management and recovery program for people with severe mental illness in community mental health settings. This study aimed to examine which factors promote or hinder successful implementation of illness management and recovery in these settings. METHODS: Twelve community mental health centers implemented illness management and recovery over a two-year period. They were supported in this endeavor by an implementation resource kit and regular meetings with a consultant trainer. Implementation efforts at each center were monitored by a supervised researcher (an implementation monitor) over the two years. This researcher conducted qualitative interviews with key informants every six months and conducted more frequent observations of routine activity in order to discern the implementation progress. These qualitative data were gathered into a database that was examined by the authors to discern key cross-site barriers to and facilitators of the implementation of illness management and recovery. RESULTS: Through content analysis of the qualitative data, four broad cross-site themes emerged that appear to meaningfully determine success or failure of implementation. These were leadership, organizational culture, training, and staff and supervision. These overlapping themes worked synergistically to effect implementation. CONCLUSIONS: Implementation of illness management and recovery in community mental health settings is facilitated through strong leadership, an organizational culture that embraces innovation, effective training, and committed staff. Where these factors are lacking, strategies may need to be developed to effectively implement and sustain illness management and recovery.

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