RESUMO
The concept of recovery can be operationalized from either the point of view of the consumer or from the perspective of the provider of services. The Recovery Markers Inventory (RMI) was created to assess recovery-related factors (i.e., actions/events associated with consumer's recovery) from the provider's perspective. Evidence, which established the psychometric properties of the RMI, was obtained through the use of: (a) construct validity (i.e., confirmatory factor analysis and Rasch principal components analysis of residuals); (b) concurrent validity (i.e., the calculation of Pearson correlations between the RMI and other recovery-oriented instruments); and (c) reliability (i.e., Rasch Partial Credit models). Evidence presented in this article shows that the RMI scale is unidimensional, has an adequate level of correlation, and acceptable reliability. The current analysis provides evidence to support the RMI as a valid, reliable measure of recovery-related factors, which can complement consumer based instruments in the assessment of changes in recovery.
Assuntos
Transtornos Mentais/reabilitação , Avaliação de Resultados em Cuidados de Saúde/métodos , Avaliação de Resultados em Cuidados de Saúde/normas , Inquéritos e Questionários/normas , Resultado do Tratamento , Adolescente , Adulto , Idoso , Idoso de 80 Anos ou mais , Atitude do Pessoal de Saúde , Centros Comunitários de Saúde Mental , Análise Fatorial , Feminino , Humanos , Masculino , Pessoa de Meia-Idade , Avaliação de Resultados da Assistência ao Paciente , Psicometria , Reprodutibilidade dos Testes , Estados Unidos , Adulto JovemRESUMO
This article describes seven key strategies used by the Mental Health Center of Denver in its quest to become a recovery-focused center. The description includes circumstances that were converted into opportunities for multi-level changes within the organization. The changes described include: (a) Vision and persistent leadership, (b) Consumer inclusion and involvement, (c) Seize opportunities to add recovery oriented ideas into clinical practice, (d) Providing the right level of service at the right time, (e) On site staff recovery training, (f) Hiring the right people, and (g) Outcome driven learning and quality improvement. We share our quest to show other centers that although system transformation takes work, it is something that centers across the nation can accomplish, and it makes our work much more meaningful.
