Reality of working in a community‐based, recovery‐oriented mental health rehabilitation unit: A pragmatic grounded theory analysis

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  • Stephen Parker
    Rehabilitation Academic Clinical Unit Metro South Addiction and Mental Health Service Brisbane Queensland Australia
  • Frances Dark
    Rehabilitation Academic Clinical Unit Metro South Addiction and Mental Health Service Brisbane Queensland Australia
  • Ellie Newman
    Rehabilitation Academic Clinical Unit Metro South Addiction and Mental Health Service Brisbane Queensland Australia
  • Nicole Korman
    Rehabilitation Academic Clinical Unit Metro South Addiction and Mental Health Service Brisbane Queensland Australia
  • Zoe Rasmussen
    Rehabilitation Academic Clinical Unit Metro South Addiction and Mental Health Service Brisbane Queensland Australia
  • Carla Meurk
    School of Public Health University of Queensland Brisbane Queensland Australia

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<jats:title>Abstract</jats:title><jats:p>In the present study, we explored the experiences of staff working at a recovery‐oriented, community‐based residential mental health rehabilitation unit in Brisbane, Australia, called a ‘community care unit’ (CCU). A pragmatic approach to grounded theory was taken in the analysis of the transcripts of semistructured interviews with eight staff. Convenience sampling was used, and there was representation of junior and senior staff across nursing, allied health, and non‐clinical support roles. Four key themes emerged from the analysis: (i) rehabilitation is different to treatment; (ii) the CCU is a positive transitional space; (iii) they (consumers) have to be ready to engage; and (iv) recovery is central to rehabilitation practice. Staff understandings of recovery in rehabilitation work were complex and included consideration of both personal and clinical recovery concepts. Rehabilitation readiness was considered important to the ability to deliver recovery‐oriented care; however, the shared role of staff in maintaining engagement was acknowledged. Threats to recovery‐oriented rehabilitation practice included staff burnout and external pressure to accept consumers who are not ready. The reality of working at a community‐based recovery‐oriented rehabilitation unit is complex. Active vigilance is needed to maintain a focus on recovery and rehabilitation. Leadership needs to focus on reducing burnout and in adapting these services to emergent needs.</jats:p>

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