A Model for Management of Consumer Providers Pilot

许多公共精神卫生系统正在实施总统新自由的建议， 委员会17关于照顾严重精神疾病（SMI）。该委员会制定了护理系统的目标， 这是以恢复为导向的高质量，并最大限度地提供基于证据的做法。一 变革性建议的一个重要方面是让消费者参与服务交付。实现这一目标的一种方法是 “消费者提供商”（CPs）。像消费者成瘾治疗顾问一样，CP是个人， SMI是指利用他们的生活经验为SMI患者提供服务的人。CP并不意味着 替代传统的治疗，但增加它。CP的一个独特的贡献是他们分享个人信息的能力， 恢复经验，并作为榜样，以促进学习自我管理技能，提供 希望，让患者参与治疗，帮助患者与社区中的其他人联系，并作为一个 80随机对照试验和准实验性试验 表明具有CP的专业团队可以提供至少产生等同患者结果的服务， 81 82特别的好处是， 81 82然而，CP的传播一直不多，部分原因是 因为过去的努力没有解决雇佣和管理CP的障碍。障碍包括： 定义CP角色和传统供应商的阻力。最近一项关于工作人员对雇用合同顾问的看法的研究 发现强烈关注CP可能会伤害患者，不起作用，或由于 强调其新的作用，尽管这些关切尚未得到研究的证实。 一项研究将通过在消费者领袖、心理健康、 患者，供应商，管理人员和研究人员定制和评估一种新的战略， 管理本地供应商组织中的CP。

Many public mental health systems are implementing recommendations from the President's New Freedom Commission17 regarding care for serious mental illness (SMI). That Commission set goals for a system of care that is recovery-oriented, high quality, and maximizes the delivery of evidenced-based practices. One transformative recommendation is to involve consumers in service delivery. One way to realize that goal is the hiring of "Consumer Providers" (CPs). Like consumer addiction treatment counselors, CPs are individuals with SMI who draw upon their lived experiences to provide services to others with SMI. CPs are not meant to replace traditional treatment, but to augment it. A unique contribution of CPs is their ability to share personal recovery experiences and serve as role models to facilitate the learning of self-management skills, provide hope, engage patients into treatment, help patients connect with others in their communities, and serve as a liaison between patients and providers.80 Randomized controlled trials and quasi-experimental trials have shown that professional teams with CPs can provide services that yield at least equivalent patient outcomes, including improved social functioning and better self-care.81'82 Particular benefits have been noted when CPs work on intensive case management teams.81'82 However, dissemination of CPs has been modest, in part because past efforts have not addressed the barriers of hiring and managing CPs. Barriers include poorly defined CP roles and resistance from traditional providers. A recent study of staff perceptions of hiring CPs found strong concerns that CPs might harm patients, not serve a useful purpose, or relapse themselves due to the stress of their new role, although these concerns have not been borne out by research.82 This proposed study will address such barriers by establishing a 3-year partnership between consumer leaders, mental health patients, providers, managers, and researchers to tailor and evaluate a novel strategy for implementing and managing CPs in a local provider organization.