Table 1 Study characteristics
Authors and Year | Location | Lived Experience Co-Authorship | Study Design | Sample Size and Characteristics | Data Analysis | Key Findings |
|---|---|---|---|---|---|---|
Berry, C.; Hayward, M. I.; Chandler, R 2011 | United Kingdom | Yes | Qualitative Semi-structured interviews | N = 4 2 lived experience workers 2 lived experience managers | Inductive thematic analysis | Organisation to provide support: clear messaging on role of PSW; formal recognition of role through promotion as distinct service; job security; stable working environments; recovery focused teams; Need for ‘readiness’ of PSW employment Highlights need for supervision for role performance, learning and development |
Byrne, L.; Roennfeldt, H.; Wang, Y.; O’Shea, P 2019 | Australia | Yes | Qualitative | N = 29 19 employed in non-peer designated roles, 8 in designated lived experience roles, 2 in lived experience carer roles | Grounded theory | Highlight management and senior management role in creating accepting organisational culture, developing commitment and demonstrating confidence in PSW role. Education for peer supervisors Culturally prepare workplace for introduction of the new role– top-down support. |
Byrne, L; Roennfeldt, H; Wolf, J; Linfoot, A; Foglesong, D; Davidson, L; Bellamy, C 2021 | United States | Yes | Qualitative | N = 132 Interviews [8] and focus groups [14] across five organisations | Grounded theory | Placing peers in positions of senior authority within organisation Whole of workforce training in addition to peer training Peer led supervision Whole of organisation commitment essential to transformation of culture and practice necessary to support effective employment of peers. |
Clossey, L.; Gillen, J.; Frankel, H.; Hernandez, J. 2016 | United States | Unknown | Qualitative Interviews | N = 13 lived experience workers 7 male, 6 female | Grounded theory Inductive approach Action focused research | Organisational culture change through education of the roles– to come directly from the organisation and leadership group Adequately informed supervisors Greater communication of the roles throughout the organisation Championing the role |
Franke, C. C. D.; Paton, B. C.; Gassner, L. A. J. 2010 | Australia | Unknown | Mixed methods | Survey n = 50 Interviews n = 25 | Thematic analysis | Leadership crucial to how roles initially perceived by staff leading to overall acceptance and positive integration of peer roles Commitment from leaders required in both preparing organisation and supporting peer workers in their roles |
Gates, L.; Mandiberg, J.; Akabas, S. 2010 | United States | Unknown | Mixed methods– Pilot study Interviews, focus groups and process logs | N = 71 23 lived experience workers, 31 non-peer workers, 17 supervisors or directors | Inductive thematic analysis Descriptive statistics Pre/post survey evaluation | Service agency to clearly define peer roles– clearly communicated to all employees and competitive recruitment strategies Consistent policy for all staff Commitment and support from leadership groups |
Gillard, S.; Edwards, C.; Gibson, S.; Holley, J.; Owen, K. 2016 | United Kingdom | Unknown | Qualitative Comparative case study In-depth interviews | N = 89 participants across locations N = 10 different case study locations | Descriptive statistics Thematic and framework analysis approach | Equality in pay and valuing peer roles Opportunities for promotion and career development Clear expectations and role clarity Recruiting peers with experience of services they are working within |
Hamilton, A. B.; Chinman, M.; Cohen, A. N.; Oberman, R. S.; Young, A. S. 2015 | United States | Unknown | Qualitative | Interviews n = 19 Focus groups n = 8 | Thematic analysis guided by diffusion of innovation theory | Detailed pre-implementation planning Sufficient supervision Access to internal and external support Clear expectations for peer roles and on job training for all staff |
Kivistö, M.; Martin, M.; Hautala, S; Soronen, K. 2023 | Finland | Unknown | Qualitative | Focus Groups total n = 22 (n = 9 professional staff, N = 13 ‘experts by experience’) | Abductive content analysis | Sufficient resourcing and structural adjustment to accommodate lived experience practices and operations. Facilitating culture that values lived experience expertise Facilitating activities to build engagement and buy-in Delivering training and building understanding of peer work. Recruitment of diverse experience and provision of clear role description |
Kuek, J.; Chua, H.; Poremski, D. 2023 | Singapore | Unknown | Qualitative | Individual interviews n = 10 peer support specialists | Thematic analysis | Key actions identified include supportive figures such as leadership ad management roles supportive and inclusive of peer work Clear defined roles to establish boundaries and productive working relationships between peers and non-peers Provision of resources such as offices, materials and funding to conduct peer role. |
Mancini, M. A. 2017 | United States | Unknown | Qualitative Interviews | N = 34 across 10 agencies 23 lived experience workers, 11 non-peers | Thematic analysis | Clear policies, procedures and expectations around introduction of new professional role Clear expectations for outcomes Full inclusion of peer roles into teams Leadership support at executive level and middle management Quality supervision Training for non-peers for the use of peer provided services |
Nixdorf, R; Nugent, L; Aslam, R; Barber, S; Charles, A; Mier, L; Grayzman A; Hiltensperger R; Kalha J; Korde, P; Mtei R; Niwemuhwezi, J; Ramesh, M; Ryan, G; Slade, M; Wenzel, L; Mahlke, C. 2022 | India Israel Germany Tanzania Uganda | Unknonw | Mixed-methods | Focus groups n = 6 (total n = 22 participants) Questionnaires n = 21 | Deductive coding analysis Inductive coding after initial deductive coding to add codes. | Implementing an organisational culture open to learning from each other Prepare staff for changes to teams and service delivery Provision of training to peer workers Organisations establishing and providing clear role definitions and providing adequate resources to undertake the peer role Peers having access to a peer network and ongoing support from organisations to continue to develop |
Ramesh, M.; Charles, A.; Grayzman A.; Hiltensperger R.; Kalha, J.; Kulkarni, A.; Mahlke, C.; Moran, G.; Mpango R.; Mueller-Stierlin, A., Nixdorf, R.; Ryan, G.; Shamba, D.; Slade, M. 2023 | Germany Israel Tanzania Uganda | Unknown | Qualitative | Focus groups n = 12 groups Total of n = 86 participants 3 individual interviews | Combination of deductive and inductive thematic analysis | Organisation facilitating activities to promote inclusion of lived experience expertise and reduce stigma associated with mental health Provision of resources to carry out work Clear role definition and organisational expectations Inclusive culture, reasonable adjustments to structures to accommodate peer roles Provision of opportunity to network and create wider peer circles for ongoing external support. |
Reeves, V.; Loughhead, M.; Halpin, M.; Procter, N. 2023 | Australia | Yes | Qualitative | Individual interviews n = 18 All peer workers | Thematic analysis | Prior preparation including education for staff on peer roles and thorough induction of roles to service teams Supervision and opportunity for debriefing, Structural adjustments including clear referral pathways into peer service and regular consultation with peer workforces Sustainable culture changes including leadership support and professional development pathways. |
Shepardson, R.; Johnson, E.; Possemato, K.; Arigo, D.; Funderburk, J 2019 | United States | Unknown | Qualitative descriptive study Semi structured interviews Exploratory descriptive study | N = 24 7 peer support specialists, 6 peer support supervisors, 6 primary care providers and 5 primary care mental health integration workers | Conventional content analysis | Providing peer workers with autonomy to establish roles and responsibilities where needed Supervision from qualified and experienced supervisors Training and upskilling for professional development Commitment from leadership Ensuring peer roles are clear and visible to encourage service use |
Stefancic, A.; Bochicchio, L.; Tuda, D.; Harris, Y.; DeSomma, K.; Cabassa, L. 2021 | United States | Unknown | Qualitative Semi-structured interviews | N = 9 4 lived experience workers, 5 supervisors across three supportive housing agencies | Thematic analysis | Encourage role negotiation and development Multiple supervisors to provide different levels of advice and perspective Encourage professional development Provide opportunity for peers to provide feedback placing values in roles |