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How to implement Illness Management and Recovery (IMR) in mental health service settings: evaluation of the implementation strategy
Akershus Univ Hosp, Div Mental Hlth Serv, Sykehusveien 25, N-1478 Lorenskog, Norway..
Akershus Univ Hosp, Div Mental Hlth Serv, Sykehusveien 25, N-1478 Lorenskog, Norway.;Univ Oslo, Inst Clin Med, Oslo, Norway..
Norwegian Ctr Child Behav Dev, Essendropsgate 3, N-0368 Oslo, Norway.;Univ Oslo, Inst Psychol, Oslo, Norway..
Uppsala University, Disciplinary Domain of Medicine and Pharmacy, Faculty of Medicine, Department of Neuroscience, Psychiatry, University Hospital. Akershus Univ Hosp, Div Mental Hlth Serv, Sykehusveien 25, N-1478 Lorenskog, Norway..
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2017 (English)In: International Journal of Mental Health Systems, ISSN 1752-4458, E-ISSN 1752-4458, Vol. 11, article id 13Article in journal (Refereed) Published
Abstract [en]

Background: The purpose of this study was to evaluate the implementation strategy used in the first-phase of implementation of the Illness Management and Recovery (IMR) programme, an intervention for adults with severe mental illnesses, in nine mental health service settings in Norway. Methods: A total of 9 clinical leaders, 31 clinicians, and 44 consumers at 9 service settings participated in the implementation of IMR. Implementation was conducted by an external team of researchers and an experienced trainer. Data were gathered on fidelity to the intervention and implementation strategy, feasibility, and consumer outcomes. Results: Although the majority of clinicians scored within the acceptable range of high intervention fidelity, their participation in the implementation strategy appeared to moderate anticipated future use of IMR. No service settings reached high intervention fidelity scores for organizational quality improvement after 12 months of implementation. IMR implementation seemed feasible, albeit with some challenges. Consumer outcomes indicated significant improvements in illness self-management, severity of problems, functioning, and hope. There were nonsignificant positive changes in symptoms and quality of life. Conclusions: The implementation strategy appeared adequate to build clinician competence over time, enabling clinicians to provide treatment that increased functioning and hope for consumers. Additional efficient strategies should be incorporated to facilitate organizational change and thus secure the sustainability of the implemented practice.

Place, publisher, year, edition, pages
BIOMED CENTRAL LTD , 2017. Vol. 11, article id 13
Keywords [en]
Fidelity, Implementation strategies, Feasibility, Illness Management and Recovery
National Category
Psychiatry
Identifiers
URN: urn:nbn:se:uu:diva-319656DOI: 10.1186/s13033-017-0120-zISI: 000397125000001PubMedID: 28127388OAI: oai:DiVA.org:uu-319656DiVA, id: diva2:1087489
Available from: 2017-04-07 Created: 2017-04-07 Last updated: 2017-11-29Bibliographically approved

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