Peer Career Implications of an Academic Credential: Report from the Field

Wolf, Jessica

doi:10.1080/15487768.2014.903876

Cited by 7 publications

(14 citation statements)

References 32 publications

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“…; Hurley et al . ; Wolf ). As a result, the way peer workers are employed and included within multidisciplinary service environments is highly variable.…”

Section: Introductionmentioning

confidence: 99%

‘You don't know what you don't know’: The essential role of management exposure, understanding and commitment in peer workforce development

Byrne

Roennfeldt

Wang

et al. 2019

Int J Mental Health Nurs

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The peer workforce has increased significantly in recent years; however, structured development and support for the roles are lacking. This paper explores the role of executive and senior management understanding in the employment of peer roles. In‐depth, semi‐structured interviews and one focus group were conducted with 29 participants from a range of nongovernment and public mental health services within Queensland, Australia. Findings of this study suggest management exposure to and understanding of peer work are essential to the development of an effective peer workforce. Exposure and understanding of peer roles reportedly led to greater acceptance and commitment from management. This commitment inspired action in the form of; enhanced support including advocacy/championing, increased development of roles and influenced culture within the organization to be more accepting of peer work. There was a perception that developing an ‘accepting’ organizational culture supported the integrity and expansion of peer roles including designated ‘peer management’ positions. Development of peer management positions is suggested as an effective means of improving the impact of peer perspectives, advocating for peer work and providing ongoing and timely supervision. Recommendations include the need for training and information for management on the unique function, purpose and value of peer roles; and the development of networks, including mentoring opportunities, for organizations with limited experience to gain support and advice from those with greater experience developing peer roles.

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“…; Hurley et al . ; Wolf ). As a result, the way peer workers are employed and included within multidisciplinary service environments is highly variable.…”

Section: Introductionmentioning

confidence: 99%

‘You don't know what you don't know’: The essential role of management exposure, understanding and commitment in peer workforce development

Byrne

Roennfeldt

Wang

et al. 2019

Int J Mental Health Nurs

View full text Add to dashboard Cite

show abstract

“…Of the seven papers that addressed employment outcomes, six indicated an increase in employment rates (in any capacity) related to the mental health system at both follow-up (Franke et al, 2010;Gammonley & Luken, 2001;Hegedüs et al, 2016) and post-training periods; Hegedüs et al, 2021;Rapp et al, 2008;Wolf, 2014). One found that more completers were employed in a related field or in accredited settings compared to non-completers (Horwitz et al, 2020).…”

Section: Post-training Employmentmentioning

confidence: 99%

Training of Lived Experience Workforces: A Rapid Review of Content and Outcomes

Opie

McLean

Vuong

et al. 2022

Adm Policy Ment Health

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Recently, the lived and living experience (LLE) workforce in mental health and alcohol and other drugs (AOD) sectors has expanded. Despite widespread benefit of this inclusion, some LLE practitioners have encountered personal and professional challenges in their workforce roles. An essential avenue to address these challenges is through provision of training to ensure adequate LLE role preparation, and to support integration of LLE workforces within mental health and AOD settings. We aim to understand the primary components applied in LLE training programs (i.e., content and methods), the outcomes from program participation, and to summarize observed patterns between training components and outcomes. This rapid review utilized a systematic methodology following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines to synthesize existing literature on training programs for service users or carers/family in lived experience roles, in the mental health and AOD workforce. We searched CINAHL, PsycINFO, Medline, and Web of Science databases. We identified 36 relevant studies. Findings indicate short- and long-term impacts of training participation for this emerging workforce, with the most promising outcomes being increased professional knowledge and skills and improved personal psychosocial wellbeing and trauma recovery. Other positive training outcomes included high trainee satisfaction, increased application of training skills, and employment/education opportunities following training completion. Gaps and training limitations were noted in relation to the training content/delivery, trainee reservations, and personal barriers to training participation or completion. In response to program benefits and limitations investigated, we present recommendations for improving training processes for this workforce.

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“…Strategies include the need for specific policies and practice that promote role clarity (Jacobson et al . 2012), the value of training and qualifications within the lived experience workforce (Wolf 2014), and specific lived experience supervision (Davis 2015).…”

Section: Reasons For the Growth In The Lived Experience Workforcementioning

confidence: 99%

Skin in the game: The professionalization of lived experience roles in mental health

Roennfeldt

Byrne

2021

Int J Mental Health Nurs

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The lived experience workforce has moved from being a grassroots support and activist movement to become the fastest growing workforce within mental health. As lived experience work becomes assimilated within mainstream mental health service delivery, it faces mounting pressure to become more professionalized. Professionalization has evoked both optimism and fear, with diverging views within the lived experience workforce. In this paper, an assessment of the existing professionalization of the lived experience workforce is undertaken by drawing on theoretical positions and indices of what constitutes a profession. The arguments for and against professionalization are explored to identify the risks, benefits, and considerations for the lived experience workforce. The drive for professionalization has largely occurred due to the clinically focused mental health systems’ valuing of professional identity. The argument in favour of professionalization is motivated by a need for credibility within the views of that system, as well as greater regulation of the workforce. However, tensions are acknowledged with concerns that professionalization to appeal to the clinically focused system may lead to erosion of the values and uniqueness of lived experience work and nullify its effectiveness as an alternative and complementary role. Given mental health nurses are increasingly colleagues and often line managers of lived experience workers, it is important at this stage of lived experience workforce development that mental health nurses understand and are able to advocate for lived experience roles as a distinct professional discipline to help avoid the risks of co‐option to more dominant clinical practice.

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Peer Career Implications of an Academic Credential: Report from the Field

Cited by 7 publications

References 32 publications

‘You don't know what you don't know’: The essential role of management exposure, understanding and commitment in peer workforce development

‘You don't know what you don't know’: The essential role of management exposure, understanding and commitment in peer workforce development

Training of Lived Experience Workforces: A Rapid Review of Content and Outcomes

Skin in the game: The professionalization of lived experience roles in mental health

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