Peer Support Workers (PSW)

Overview

Sheffield Health and Social Care NHS Foundation Trust (SHSC) created the Peer Support Lead role in 2022 to establish a strategic, consistent, and uniform approach to peer support work. Prior to this intervention, peer support workers (PSWs) within the trust faced challenges related to inconsistent supervision, unclear banding, and a lack of structured professional development. Staff surveys indicated that PSWs felt undervalued and unsupported, and it was observed that the organisation had a smaller PSW workforce compared to other similar trusts. Nationally, the NHS Mental Health Implementation Plan (2019-2024) prioritised the expansion of peer support roles, highlighting the need for an organisational framework to align with this direction.

Both SHSC and national agendas recognise the importance of co-production within services. True co-production is founded on the principle that individuals with lived experience of mental health challenges or crisis possess unique expertise that others cannot have. Their insights are invaluable in shaping and improving services, and Peer Support Workers play a pivotal role in ensuring these voices are heard. The value of PSWs is increasingly acknowledged, and they are becoming an integral part of mental health services and national strategies.

The Peer Support Lead role was initially funded for three months by Health Education England (HEE) and later extended, with the aim of embedding peer support into SHSC’s workforce strategy. By fostering a sustainable development pathway for PSWs and enhancing the visibility and value of lived experience roles, SHSC is working towards a more inclusive and effective approach to mental health care.

Objectives

The primary objectives of the Peer Support Lead role included:

• Establishing a clear and strategic approach to peer support work across SHSC.
• Creating and implementing a structured supervision and training framework for PSWs.
• Developing a strategic plan and business case to secure long-term funding for the role.
• Raising awareness of PSWs’ contributions within clinical teams and ensuring alignment with national workforce strategies.
• Increasing the number of PSWs employed within the trust to support service user care and enhance inclusivity.

Approach

A collaborative approach to strategic development increases engagement and advocacy for change. When individuals understand the vision, their role within it, and the impact of diverse perspectives, they are more likely to support and integrate new ways of working. By fostering awareness of different roles within a team and their unique contributions, organisations can encourage openness to collaboration and appreciation of lived experience perspectives.

To achieve these objectives, a series of interventions were implemented:

• Stakeholder Consultation: Engaged with key stakeholders to develop and finalise a peer support strategy and implementation plan.
• Training and Awareness: Delivered workshops and consultation groups with clinical teams to clarify the PSW role and increase understanding across services.
• Development Framework: Designed an induction and training framework for PSWs, ensuring appropriate supervision and professional development pathways.
• Business Case Development: Created and submitted a business case to secure long-term funding for the Peer Support Lead post.
• External Collaboration: Strengthened relationships with local and national peer support networks, contributing to ICS initiatives.

Results

The establishment of the Peer Support Lead role has had a significant positive impact on the workforce and service user experience at SHSC. The structured development of peer support within the trust has enhanced PSWs’ visibility, support, and career progression, ensuring alignment with national workforce expansion goals. The long-term funding of the role marks a critical step in embedding lived experience into mental health services, fostering inclusivity, and strengthening the workforce. SHSC is now recognised as a leader in peer support work within South Yorkshire, setting an example for other NHS trusts aiming to enhance the role of lived experience professionals in their services.

The intervention led to tangible and qualitative improvements, including:

• Strategy Development: Completion of a trust-wide peer support strategy with a four-year implementation plan.
• Workforce Growth: The Specialist and Rehabilitation Clinical Directorate has prioritised PSW expansion in its 2023/24 service objectives. Many SHSC services have submitted business cases or invested in peer work, marking the beginning of a broader effort to grow the peer support workforce. Before the introduction of the PSW Lead post, SHSC employed 7 PSWs across 4 services. As of June 2023, this has increased to 9 PSWs, with an additional 9 roles in development and 5 more in the business planning stage.
• Training and Integration: Implementation of training sessions for clinical teams and new PSWs, increasing awareness and understanding of the role – A structured training plan has been established, ensuring teams understand and integrate peer support roles effectively. When a team expresses interest in peer work, the Peer Support Lead engages with them to clarify the role, provide training, and co-develop job descriptions. Additionally, training is delivered in collaboration with the national organisation ImROC to enhance implementation. The Peer Support Lead has also played a key role in identifying and organising nationally recognised training for PSWs, funded by HEE. This training is now an expectation for PSWs entering new roles and supports their ongoing professional development (CPD).
• Enhanced Support: Monthly peer supervision sessions were introduced, providing a structured space for PSWs to reflect and receive guidance.
• Recognition and Impact: Feedback from PSWs indicated an improved sense of value, legitimacy, and professional identity within the organisation.

Lessons Learnt

• The lack of job security impacted the initial development of the role, highlighting the need for sustainable funding from the outset.
• A structured, well-communicated strategic plan helped build trust and engagement among stakeholders.
• Having a dedicated lead role significantly improved PSWs’ visibility and integration into clinical teams.
• Collaboration with national organisations (e.g., ImROC) enhanced the training quality and professional development opportunities for PSWs.

Recommendations

• Ensure that lived experience roles have a clear strategic framework, aligning with national and local workforce policies.
• Secure long-term funding from the outset to provide stability and allow for sustainable growth.
• Promote ongoing engagement with clinical teams to strengthen the recognition and integration of PSWs.
• Invest in structured supervision and development pathways to retain and support PSWs effectively.
• Expand peer support leadership roles to ensure continued advocacy and representation at organisational and regional levels.

Contact Information

Zoe Dodd, Peer Support Lead/RMN, Sheffield Health and Social Care NHS Foundation Trust, zoe.dodd@shsc.nhs.uk