Peer Work Strategic Framework

Key findings related to emerging/promising principles for engaging PWLLE:

Mutuality: Peer work involves the giving and receiving of help and support based on recognition of shared and common experience, with those involved sharing a responsibility to make it work.

Voluntary engagement: Peer work should be voluntary. That is, both the person giving and the person receiving support should consent to work together.

Self-determination: Peer work recognises and respects people’s rights to have control over their lives, to make decisions and have their preferences and aspirations respected.

Hope: Peer work is underpinned by the reality of recovery and the beliefs that:

• Peer workers are powerful role models and evidence of the reality of recovery.
• All people are unique individuals with hopes, dreams, and aspirations with the potential to be all that they can be.
• The peer relationship offers a unique healing environment and powerful way of promoting hope and optimism.
• It is possible to learn and grow from challenges and setbacks.

Responsibility: Wellness and recovery involves taking responsibility, which means:

• Peer workers support people to achieve changes by “being with” rather than “doing for”.
• Peer workers have a responsibility to ensure that the values of peer support are nurtured and developed.
• Peer workers should take responsibility for their learning and development.
• Peer workers have a responsibility to challenge stigma and discrimination encountered in their role.

Empowerment:

• happens through drawing on strengths and abilities both individually and collectively.
• Peer work builds people’s capabilities and strengths, rather than providing services based on their problems and deficits, and assists people to access resources that enhance their recovery goals.
• Having power and control comes from identifying our own needs, making choices and taking responsibility for finding solutions.
• Peer workers provide perspectives and information to support empowerment that are not always available to or recognized by other service providers.

Key Findings Related Implementation Approaches:

• Strong supportive organization leadership (the Board and senior management)
• Organizational cultural preparedness, mediation efforts and a strategy outlined
• Support for peer workers (through induction, initial training, supervision and development)
• The integration of the role into organizational policies and practices

Introduction of peer workers into an organization should ensure that:

• Have a good understanding of peer work and principles for organizational change management and access training to address any gaps in knowledge and skills
• Opportunities are created for their service users to engage in the planning processes
• Time is used effectively and efficiently by accessing available research, documentation, tolls and resources to inform and assist their planning process,

Smaller organizations could consider planning strategies such as:

• using its management team, or supervisory staff to manage the process;
• inviting people external to the organisation to bring their various perspectives, experience and expertise in peer work to key points in the planning process, or to act as advisors;
• temporarily reallocating some existing responsibilities to free time for one senior staff member to act as a special project officer;
• joining with another small organisation that wants to introduce peer workers, to share their knowledge, learning and resources and to plan collaboratively;
• being mentored in their planning by a trusted larger organisation in their network, that already employs peer workers and is achieving positive outcomes for their service users;
• on their own, or jointly with other organisations, seek funding for an external consultant with experience in the peer worker role, and in program design and implementation, to assist them.