By Sophie Wilson, Director of Research, BVSC

Peer Support Workers (PSWs) – people who draw on their own lived experience to support others facing similar challenges – are becoming an increasingly important part of services across the voluntary and community sector.

Peer roles are now widely used in organisations working across mental health, homelessness and substance misuse. Many voluntary organisations have been at the forefront of developing these approaches, recognising that lived experience can offer something distinct within support services: empathy, credibility and the ability to connect with people in ways that traditional services sometimes struggle to achieve.

However, while the value of peer support is widely recognised, implementing peer roles well can be more complex than it first appears.

Over several years, my doctoral research has explored how Peer Support Worker roles are introduced and developed within voluntary and community sector organisations working across these areas. Through interviews, observations and organisational analysis, the study examined how peer roles function in practice and what helps them succeed.

One of the motivations behind the research was to better understand how organisations can support peer roles in ways that protect the unique value of lived experience while also ensuring that peer workers themselves are well supported.

Understanding lived experience in peer roles

Peer support is built on the idea that lived experience can offer a powerful basis for connection, trust and hope. People who have navigated their own challenges can often build relationships with those currently facing similar difficulties in ways that feel authentic and relatable.

However, the research highlighted that the concept of “lived experience” is sometimes treated very broadly in practice.

In some organisations, any form of experience related to mental health or adversity was seen as sufficient for a peer role, regardless of how closely it related to the experiences of the people being supported. This could create situations where peer workers felt underprepared for the complexity of the issues they encountered.

For example, someone with experience of common mental health difficulties might find themselves supporting individuals who had experienced repeated hospitalisation, homelessness or complex substance misuse issues. While peer workers do not need to have identical experiences to those they support, the research suggested that careful thought needs to be given to how lived experience relates to the context of the role.

Considering the relevance of lived experience – and supporting peer workers to use it safely and meaningfully – is therefore an important part of implementing peer roles effectively.

The importance of organisational context

Another key insight from the research was that peer roles do not operate in isolation. Their success is shaped by the wider organisational environment in which they are introduced.

Organisations that were able to support peer workers effectively tended to invest in a number of important enabling factors. These included appropriate training, regular supervision, and access to wellbeing support. These structures helped peer workers to reflect on how they were using their lived experience and to manage the emotional demands that can sometimes come with the role.

The research also highlighted the importance of organisational understanding of the peer role. Where managers and team members had a clear understanding of what peer support involved – and how lived experience contributes to service delivery – peer workers were more likely to feel integrated within teams. In contrast, where the purpose of the role was less clearly understood, peer workers sometimes experienced role confusion, blurred boundaries, or uncertainty about expectations.

Ensuring that the wider organisation understands and values the distinct contribution of lived experience was therefore found to be a key factor in supporting peer roles to work well.

A framework for implementing peer support

Taken together, these insights suggested that implementing peer support is not simply about recruiting people with lived experience. Instead, it requires organisations to think about how peer roles are supported at multiple levels.

As a result of the research, a multi-dimensional framework was developed which considers peer support implementation across three interconnected areas:

• Individual level – how peer workers draw on their lived experience and how they are supported in their roles
• Service level – how peer roles are integrated within teams and service delivery models
• Organisational level – how culture, leadership and structures shape the implementation of peer support

This framework recognises that peer support works best when these three elements align.

Introducing the PEERS in Practice self-assessment toolkit

Building on this framework, the research led to the development of the PEERS in Practice self-assessment toolkit.

The toolkit is designed as a practical resource for voluntary and community organisations that are developing or already delivering peer support roles. It provides a structured way for organisations to reflect on how peer roles are working in practice and to identify areas where additional support or development may be needed.

Rather than prescribing a single model of peer support, the tool encourages organisations to consider their own context and to reflect on questions such as:

• How well are peer workers supported in drawing on their lived experience?
• How clearly are peer roles understood within teams?
• What organisational structures are in place to support peer workers’ wellbeing and development?

The aim is to support organisations to strengthen peer roles in ways that benefit both peer workers and the people they support.

Supporting peer roles in practice

Peer support has the potential to make a powerful contribution to services across the voluntary and community sector. When implemented well, peer roles can strengthen relationships, build trust with communities, and offer new forms of support that complement existing services.

However, this research highlights that realising this potential requires more than simply introducing a peer role. It requires organisations to think carefully about how lived experience is understood, supported and embedded within practice.

The PEERS in Practice self-assessment toolkit has been developed to support organisations in doing exactly that – providing a practical way to reflect on current approaches and continue strengthening the implementation of peer support.

Access the PEERS in Practice self-assessment toolkit

Disclaimer: Sophie Wilson was a recipient of an Individual Career Development Award [Award Number MH089] from the NIHR Three Research Schools’ Mental Health Programme. The views expressed in this toolkit are those of the author and not necessarily those of the NIHR, the NHS, or the UK Department of Health & Social Care.