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What needs to be in place for a peer workforce to flourish?
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[Music]
welcome Fran thank you so much for um
being up for joining us for um this
webinar um I'm just finding my um little
notes for our conversation I've got them
here um so in the next 15 minutes we're
going to start with a bit of the journey
so far and what we know is that you're
working as part of a lift experience
Workforce of 15 colleagues and that
there is a whole range of roles from
your own role as trust head of lived
experience Workforce to Advanced lift
experience roles peer workers peer
employment Specialists loads of
different roles would you tell us a we
bit more about how um you've got to this
point and yeah that Journey absolutely
well yeah thanks so much W and thanks
for inviting me here today it's a
pleasure to meet all of you um yeah so I
mean our J as an
organization um forly sort of started
with with peer roles in about
2012 um so even though we've had lived
experience roles before then in some of
our Addiction Services and some of our
Sexual Health Services it wasn't sort of
a formal kind of peer role before then
um so in 2012 um the first some two peer
support workers were um recruited um as
part of the organization and when I
joined the trust uh in 2013 there was
five workers and one sort of lead so
it's a really really small team and
basically we've just been growing ever
since both kind of in in types of roles
but also in in the kind of quantity of
rols we've got so we do have over 150
rols now um and really the journey has
been um I mean we've had some great sort
of support um along the way our CEO um
really Champions our work um so there's
a lot of buying and investment sort of
in our infrastructure and I think what
became clear really early on is that
having peer workers um is really good
but we needed the infrastructure to be
able to support the roles properly
there's so much research around actually
the um the fact that the peer worker and
lived experience roles really need um
sort of professional supervision support
structures around them to thrive in the
teams that they're in particularly
because they're often working on their
own in the teams um in teams that may
not know much about peer support when
they first sort of join that um that
working space so we had you know we were
able to make um a lot of um a lot of
kind of changes around how we were
infrastru the infrastructure so as the
peer worker Workforce grew we started to
introduce more senior roles in order to
be able to support um those and our
previous head of profession melbour who
some of you may have heard of before
really worked quite innovatively and
pioneered some of our more advanced
leadership roles um so yeah so that's
sort of our journey has been um
certainly kind of propelled by a lot of
support from lead senior leadership and
you know getting things wrong along the
way and really trying to kind of figure
out the best way to do things um to be
in a position where we are now with the
150 roles and really kind of spanning
lots of um different sort of bands and
areas um working areas thanks that
that's really interesting to hear and I
think um I was going to ask you about
what some of the key enablers have been
and I guess like you've touched on some
of that and what hearing is like that
topown investment has been really
fundamental and investment you know
Financial investment is one thing but
also that value and recognition of the
role um that lived experience plays
within the service and is there anything
else you'd add to that in terms of
enablers I mean I think I think the fact
that we've had the autonomy to be able
to uh guide our own policies and
governance around how the p and
experienced Workforce has grown and the
infrastructures that we needed around it
and the voice sort of in within
leadership kind of in as a sort of lived
experience leadership um voices have
been really heard and respected around
that so um you know when we've seen
we've been able to hold the line really
strongly in areas and had the backing
from sort of senior leadership within
our exec board to be able to do that so
I think that's been a huge enabler
because I know that otherwise sometimes
sometimes lived experienced workforces
are led by and run by people that
without lived experience and you haven't
actually had the professional experience
of being in a peer role so be to be able
to um to kind of lead from that lived
experience perspective and that
professional um sort of experience
perspective and be heard and and
respected in that way it's been really
important and I think I think there's
something about that pathway as well so
there is there is like a significant
pathway of roles um and has that evolved
over time um yeah absolutely so I mean
we started off with um as I said it was
sort of a handful of entry level sort of
band three I don't know if remind me if
you have similar sort of bandings yeah
we do have a similar sort of banding
syst yeah so of entry level band three
roles so really equivalent to our
Healthcare assistant and support worker
roles and then sort of a band Serv lead
role and that was that was it and over
time we've evolved in that we've started
to create a leadership team so we've got
sort of there's three of us that kind of
are our Central leadership team and
we've got sort of our entry-level peer
support workers we've got band five
senior peer support workers that provide
that professional supervision to our
entry-level roles we've got Advanced
lived experienced practitioners who not
only oversee sort of the senior and peer
lived experience workers that work under
them but also they they oversee patches
of our different service areas um
including sort of not just our Mental
Health Service areas but addiction
service that's are Health and Justice
and they're really sort of the
leadership team for that specific area
and they work work much more
strategically than peer workers might
usually work so all of our peer and
Senior work peer workers always work
much more clinically whereas our
Advanced experienced practitioners have
much more of a strategic role um and
they also lead on the co-production and
involvement within their specific areas
so it's not just actually about the peer
workers that are employed in the
services but it's also the voices of
people that are accessing Services right
now and getting their input and so they
really lead on that in their specific
roles and then there's our Central
leadership team that oversees it all so
and and really I mean it's it it was
impossible not to do it this way because
as as the workforce grew it became
really difficult for one person to be
able to you know meaningfully oversee it
all so it kind of Evol evolved
organically in that way because it
became the only sort of yeah the only
way that we could make it work yeah and
you can see by the way you're describing
that you can see how that would evolve
and that is the Natural Evolution and
it's really um inspiring to hear that
that has been allowed and invested in to
create this whole Workforce um and to
hear a bit more about the um the
involvement of people in different
aspects of activity like more clinical
activity or the Strategic stuff and
bringing in that kind of lived
experience engagement aspect too um
thanks Fran for that something that you
have spoken about is the and I think
what we've um sort of chatted about
quite a bit is the infrastructure and I
think you've Illustrated that really
well and I'm wondering I'm sure I'm
curious and I'm sure others will be um
curious to know a bit more about you
know what does that look like what does
it mean to you guys and what does it
look like in practice and I think when
I'm thinking about infrastructure I'm
thinking about you know whole whole
approach to um Recruitment and support
and reflective practice and all
development and learning and all of
those kind of things so tell us a bit
about that yes absolutely so um yeah as
I said sort of we've got kind of all
those various layers of of roles within
the organization um and some are sort of
more clinical facing some are more kind
of strategic um roles what is so we you
know I guess one of the things that
we've been really clear on is that we
don't recruit into roles unless there is
the proper infrastructure around it so
as you can imagine we often get um
services that are really keen on ENT
level peer support worker roles um but
they may not have a senior peer worker
in place or ADV an expence practitioner
that oversees their service area so we
have had to hold the line often around
that and really ensure that actually if
we are going ahead with the recruitment
we do have the proper infrastructure in
place for that um all of our recruitment
is done sort of jointly with with the
service area so whilst our peer workers
and Senior peer workers and some of our
Advanced practitioners are line managed
locally by the service that they are
they're employing them we have an
additional kind of input into the
recruit the supervision of these roles
so all the recruitment is done jointly
um we hold our job dist description
centrally um so and we have really good
um working relationships with our
recruitment teams so if there are any
roles that are being recruited into that
have peed experience in the title that
we're not aware of we will be notified
because that is something that used to
happen a bit early earlier on before our
infrastructures were in place was that
roles were being recruited into and we
weren't aware of them and then all of a
sudden we had peer worker and they don't
have supervision structures in place and
and all of that so so we undertake
recruitment jointly we you know do joint
short listing interviews we you know at
interview we ask of people to share bit
about their recovery journey and that's
really important for us to be able to to
kind of get a sense of of where people
are at and whether they are you know
willing to kind of bring their lived
experience in that professional way to work
work
um what happens actually even before
recruitment that we really I think you
know we have to actually refocus on and
this is something that I've recently
been um kind of reflecting on actually
we've maybe let slip a little bit and
it's so so important is we have Team
what we call team preparation sessions
with a service beforehand um and that's
really to you know get the team to
really understand what the role is about
what their expectations might be but
also a bit for us to sound check whether
actually a service is in a position to
be ready to actually embrace lived
experience and embed it properly because
otherwise we we're setting up people to
fail really so a team prep happens even
before recruitment happens um we're
quite keen on ensuring that most you
know as much as possible our roles are
permanent roles we do sometimes have
fixed-term roles that's inevitable with
with some of our service areas that are
commissioned sort of you know for for
chunks of time but um we do try and make
sure that we have permanent roles where
possible because we find that we can do
recruitment a lot better because we can
take our time and make sure that we're
getting the right person but so the job
just you know give people job security
is really important so um and then once
someone is in post we've got sort of a
Triad of supervision so um people are
line managed locally by line managers if
they do have you know if they work
clinically they they will also have a
clinical supervisor sometimes that's the
same person that line manages them and
then there is a peer professional lived
experience supervisor um sort of
depending on where their their role is
and they do that kind of that level of
of supervision sort of really looking at
what it means to bring your to work in
that way and really kind of the
complexities about around this role and
we also have mandated reflective
practice for all of our peer workers
across the organization that happens
every two months and that's sort of with
other peers across the organization and
it's led by our leadership team um and
again it's sort of an opportunity to
reflect on the work but in a group
setting um and we've got quite a bit of
training um that we offer so all of our
entry level roles will start with in all
of our staff have a probation period but
within the probation period for uh our
peer roles we've got a peer worker
foundation training and that sort of
they will go through that with their
supervisor in the first eight weeks of
their um role and then once people have
been in post through a little while we
um they start are developing expertise
and peer support course which is our
level four accredited training um
alongside that we have sort of a regular
CPD we've got Li experience training
sessions that are run by our Workforce
um we've got PC Vision training so any
of our peers that do provide
professional supervision have training
around that and we're working at the
moment on an an additional layer of
training for a more senior leadership
roles I think it's just really um stands
out how robust that kind of
infrastructure is and I think you know
pure support isn't pure support without
lived experience and actually you've
really honed in on how that's supported
um within the work force and supporting
people to bring that into the space and
actually and I think something that is
so uh crucial is that pre-team prep work
that you've spoken about you know when
there is sort of multi-disciplinary
teams um involved um I think we are
coming to the end is of our 15 minutes
Fran but I would like to sort of finish
up on just a bit of looking to the
Future and I know you have launched a
new Workforce strategy very exciting um
and yeah just you know what's your
Ambitions for the future of the lived
experience Workforce in your trust yeah
absolutely so yeah we we just a couple
of weeks ago launched the first ever
strategy that we've had for our
Workforce and it sort of spans the next
five and a half years so until 2030 um
it's essentially divided into four kind
of separate areas so I'll just really
briefly touch on them but um so one is
around literacy and value so really
ensuring that our that that the rder
workforce at cnwl really understand what
peer working is and they value the offer
that we make as as a Workforce and part
of that will look at sort of expanding
our training offer for for our staff but
also not just internally actually
externally too um and also maybe you the
hope is also to create a bit of a
research Hub so that then we can
disseminate the research that we you
know that we might kind of be able to
put together around the effectiveness of
these roles and ensuring the
organization understands it um the other
bit is around kind of access so ensuring
that actually anyone that comes into
contct with cnwr Services can have
contact with a peer worker should they
need to so that really that's about
expanding our Workforce and ensuring
we've got the like appropriate
infrastructure to do that um then we are
looking at service cultures so really
supporting and inputting into our
clinical and Corporate Services
supporting the recovery focused practice
um in the way that the organization
works with people accessing Services as
well as those that work in our services
as well so we really find that there's
there's something that we can offer for
for a wider staff Workforce because we
know that a lot of professionals within
the workforce that aren't part of the
the peer and lived experience Workforce
might have lived experience as well so
how do we support them um through our
work and the other is around our career
Pathways um and Justice Equity diversity
and inclusion so ensuring like robust
career Pathways and really supporting
our communities to enter the
organization so that we're reflective of
the communities we serve um so that's
really kind of in a nutshell what we're
hoping to do over the next 30 yeah over
the next five years the next few well
yeah thank you so much and I think that
gives us a really good sense of the
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