Thriving Lived Experience Workforces

People thrive when they are understood, supported, and valued. This holds true for Lived Experience (Peer) Workforces, who flourish in workplaces where their contributions are recognised, and their colleagues also thrive.

In Western Australia, the Lived Experience (Peer) Workforces have grown significantly in recent years through the efforts of dedicated individuals and organisations advocating for, and building evidence of, the positive impact of Lived Experience (Peer) workers on mental health, alcohol and other drug, and suicide prevention outcomes.

Across Australia, Lived Experience (Peer) workforces are among the fastest growing in the mental health sector. While many roles have historically emerged in the non-government sector, there is now increasing recognition and expansion of these workforces across public health services and other sectors. ^[1]

Additional information for employers on how to progress Lived Experience workforce development in a sustainable and effective manner to create conditions for Lived Experience workforce to thrive can be found :National Mental Health Commission // National Lived Experience (Peer) Workforce Development Guidelines

Essential Elements for Thriving Lived Experience (Peer) Workforces

International, national, and state workforce studies have identified the key elements necessary for building and sustaining thriving Lived Experience (Peer) Workforces:

- - Lived Experience Peer Workforces Principles: Grounding the workforce in values such as connection, authenticity, diversity, humanity, mutuality, and human rights, which guide peer relationships and practice.
  - Role Clarity: Defining specialised and leadership roles to ensure shared understanding, consistency, and purpose.
  - Organisational Development: Identifying and addressing structural and cultural barriers to embedding and supporting the workforce.
  - Training: Providing both accredited and non-accredited learning options that reflect the unique nature of Lived Experience work.
  - Professional Development: Offering ongoing and tailored opportunities to grow the capabilities and confidence of the workforce.
  - Career Pathways and Progression: Offering opportunities for leadership roles within the Lived Experience (Peer) Workforces

These elements were endorsed through the Framework development stakeholder workshops as essential for achieving genuine reform across the mental health, alcohol and other drug and suicide prevention sectors and embedding thriving Lived Experience (Peer) workforces.

Testimonial

In this video leaders and allies speak to the Lived Experience (Peer) Workforces as agents of change. They discuss importance of organisational readiness as organisations employ a diverse range of Lived Experience (Peer) workers and the need to remove barriers to see these workforces thrive.

Empowering Stakeholders through Lived Experience (Peer) Workforces

Lived Experience (Peer) Workforces provide an opportunity for all stakeholders to gain valuable insights from lived experiences, leading to better outcomes for individuals, families, supporters, and the broader community. Workforce development goes beyond job creation; it also focuses on fostering internal organisational growth and supporting professional development, particularly in understanding the experiences of mental distress, alcohol and other drug issues, and suicidal crises. ^[2]

Organisational Contribution

“Organisations providing mental health services play a crucial role in laying the groundwork for an effective Lived Experience Workforce. They stand at the forefront, creating employment opportunities, nurturing individual workers, and showcasing the impact of this employment strategy” ^[2]

References