In this symposium we share a journey. A journey that connects consumer experiential knowledge with positive psychology research and evidence based practice; to promote recovery and wellbeing for people living with mental health difficulties. The theme of our discussion arises from a recent research project ‘Exploring the Application of the Collaborative Recovery Model (CRM) within Neami National (NN)’.

In our symposium discussion we firstly draw on the experiences of the researchers and leaders who have been involved in implementing the model as a framework for practice across NN. This part of the discussion will highlight the importance of developing collaborative partnerships between various forms of knowledge and expertise. In addition, we share the successful change and implementation management strategies NN utilized to embed the model within the culture and practices of NN. In our discussion we share the experiences of staff and consumers in using the model during service delivery interactions.
Secondly we draw on the experiences of researchers and consumers who led and participated in a recent evaluation of the model. In 2014, NN rolled out a research project to explore implementation fidelity successes and challenges. The aim of the project was to assess whether the model was being put into practice as it was intended and to explore whether it was seen by staff and consumers as being useful in promoting recovery and wellbeing. A principal focus of the symposium discussion will be sharing the results that have emerged from this study.

CRM Fidelity Study Part 1: Learning Experiences
Learning and development strategies promoted by NN recognise that whilst new learning is initiated and encouraged in training, it is reinforced and developed through continued supervision, mentoring and coaching by team leaders in the field. In this report we explore staff learning experiences in relation to gaining confidence and competence to use the Collaborative Recovery Model (CRM) in their work with consumers.

Study Part 2: Implementation in Everyday Practice
This report presents findings that demonstrate the extent to which service delivery staff at NN implement practices that maintain fidelity to the guiding principles and therapeutic structure of the Collaborative Recovery Model (CRM) in their everyday work practices. Staff self-ratings, consumer ratings, documentation evaluation and staff interview feedback all demonstrate a substantial level of implementation fidelity in particular for principle driven and conversation based actions.
The findings in this report point to a number of areas for reflection and refinement in order to strengthen and maintain fidelity to the model as a practice framework that supports wellbeing and recovery for consumers.
CRM Fidelity Study Part 3: Consumer Experiences
A key component of successful service practice is evaluating consumer experiences and perspectives of services they receive to ensure they are meeting the needs and recovery objectives of consumers themselves. In this report we present results from a consumer evaluation of the CRM. Consumers randomly selected from 12 services sites (completed a survey and interview. In the survey, consumers were asked to rate key practice components of the CRM for their importance and the frequency by which they are applied during engagement interactions with their NN practitioner.

CRM Fidelity Study Part 4: LifeJet Protocol Reflections
The CRM LifeJet protocols have been designed to consolidate and document the core processes and activities that are undertaken between practitioners and consumers whilst using the Collaborative Recovery Model to guide service delivery practices. The core processes include activities pertaining to life visioning, values and strengths identification, goal setting and strategic action planning.
Fidelity to the model entails engaging service users with each of these processes and activities in a manner and time that is appropriate to a person’s needs or stage of recovery
RM Fidelity Study Part 5: Attitudes to Risk
Consumer literature demonstrates that there has been a long history of risk averse practices within mental health service settings. At present this can be enhanced by political and community attitudes that are increasingly creating a wider environment that is risk averse. For services wanting to ensure practices are guided by recovery oriented principles this can be problematic. Consumers created the term ‘dignity of risk”. Risk is relative to hope and is a natural part of human growth, change and development.

CRM Fidelity Study Part 6: Staff Wellbeing
In addition to being a model of practice used during engagement with consumers The Collaborative Recovery Model is a staff development model for mental health practitioners. The concept of the parallel process is strategically built into the model to enhance practitioner professional development. That is, staff coaching by supervisors and leaders in the field at NN mirrors the coaching consumers receive from staff practitioners. Staff use the same protocols i.e. strengths and values identification, goal setting and strategic action planning as consumers.