Preparation

With the decision to move forward with peer recovery support services, preparation is now needed. The purpose of the preparation phase is to provide a bridge between your team’s decision (exploration) and the successful delivery of these services (action). In addition to preparation tasks for hiring a peer professional, a growing body of research identifies staff readiness, developing supportive policies, and planning for integration as important tasks for implementation success (SAMHSA, 2023). Results from a statewide survey of Wisconsin peer professionals (DHS, 2024b) provide additional insights into ways to successfully prepare your organization for action.

 Preparation task checklist:

• Form a leadership team
• Cultivate staff readiness
• Develop supportive organizational policies
• Create job description
• Recruit and advertise
• Interview and hire
• Fund the position
• Plan for integration

Cultivate staff readiness: part 1

Once the decision is made to move forward with peer recovery support services, the leadership team should begin cultivating staff readiness. Staff attitudes toward adopting evidence-based practice in human services comprise an important ingredient of successful implementation (Gotham, 2006; Scaccia et al., 2015) and are particularly important to address when preparing to implement peer recovery support services (Bochicchio et al., 2023; SAMHSA, 2023). Studies consistently show that without adequate preparation, staff skepticism, dismissiveness, or lack of acceptance that lived experience is a form of expertise can undermine peer professional effectiveness (Ehrlich et al., 2020; Firmin et al., 2019; Scannell, 2021; Vandewalle et al., 2016). Staff readiness is, therefore, an important theme addressed throughout this toolkit. Your leadership team can begin the process by convening staff (all staff or program staff) for an initial readiness conversation.

Before meeting

• Send out selected exploration background materials with meeting agenda. The purpose is to provide enough background for staff to engage initial learning and discussion while also understanding your leadership team’s decision to move forward. Background materials could include any of the following:
  • Description of the Wisconsin model
  • Benefits of peer recovery support services
  • Evidence of peer recovery support services
  • Your team’s assessment of needs, fit, and capacity
  • Your team’s reasons for moving forward with implementation
• Request that staff review the materials prior to meeting and come prepared to discuss.
• Decide who will facilitate the meeting and who will take notes to document discussions, questions, and concerns.

Meeting agenda example

1. Welcome and set the stage: Introduce the leadership team and its purpose to guide implementation of peer recovery support services. Then briefly provide the team’s rationale for moving forward in terms of need, fit, capacity, benefits, or evidence. Consider using your team’s summary of learning for talking points.
2. Discuss initial thoughts on background materials: Have staff turn to one another for a “pair-and-share” so everyone gets a chance to discuss initial learning and thoughts on the background materials. Then facilitate a share-out among the large group.
3. Draw out questions: What questions do staff have about moving forward with peer recovery support services? There may be promoters of the new service and there may be detractors; all perspectives should be welcomed. The goal here is not to address questions on the spot, but to carefully document for later follow up.
4. Surface concerns: What concerns do staff have about moving forward with implementing peer recovery support services? It is important to surface and document concerns for the leadership team to later address.
5. Identify next right steps: Clarify how and when the leadership team will follow up on staff’s questions and concerns.

After meeting

• Leadership team meets to review notes. Consider staff’s questions and concerns. Because these are potential barriers to successful implementation, brainstorming thoughtful responses will be important.
• Circle back to staff with detailed responses to questions and concerns. This may be done in written format and presented in the next meeting.

Cultivate staff readiness: part 2

To supplement the informal discussion described in part 1, your team can continue to understand and cultivate staff readiness by administering a survey.¹   The survey comprises four areas:

• Staff’s understanding of peer recovery support services
• Staff’s appeal of the new service
• Staff’s openness to the new service
• Staff’s perceived feasibility of its implementation.

Together, these areas offer useful insights into staff readiness with actionable planning to address a particular area. Consider the following steps:

1. Administer survey: Print off and distribute for paper-and-pencil administration or place into an electronic survey format with survey link to share. Be sure to provide the instructions with emphasis on confidentiality of responses.
2. Collect and compile: Collect the surveys, then compile staff responses. This can be done in a simple spreadsheet or by hand.

3. Score: Calculate staff average scores by each area:

   Area of Readiness	Items	Calculation
   Understanding	1, 2, 3, 4	(Item 1 + Item 2 + Item 3 + Item 4)   4 =
   Appeal	5, 6, 7, 8	(Item 5 + Item 6 + Item 7 + Item 8)   4 =
   Openness	9, 10, 11	(Item 9 + Item 10 + Item 11)   3 =
   Feasibility	12, 13, 14	(Item 12 + Item 13 + Item 14)   3 =

   Add together average scores to get the total score. Use the Peer Employer Toolkit Implementation Survey Results Calculations (Excel) spreadsheet to enter all your scores and get results automatically.

4. Interpret: Higher scores indicate more staff readiness for implementation within that area. Notice how average scores compare across areas.
5. Plan: Identify the area that has the lowest average score (and the lowest item within that area) and develop a strategy for how to increase it moving forward. Here are example strategies by area:
   1. Understanding: Have staff review and be ready to discuss specific background materials on the Wisconsin model found in exploration section.
   2. Appeal: Have staff review and discuss background materials related to the benefits and evidence of peer recovery support services found in the exploration section. Another strategy is the leadership team can facilitate discussions about need, fit, and reasons for implementation (see exploration section).
   3. Openness: Put the topic on the supervision agenda during individual or group sessions. Have the supervisor facilitate discussion about staff’s attitudes toward implementing peer recovery support services (see supervision in action section).
   4. Feasibility: Gather staff’s input into how to best reduce barriers to implementation. This could be done in a meeting led by the leadership team.

Develop supportive organizational policies

As your organization prepares to implement peer recovery support services, reviewing existing policies is an important task. Organizational policies shape and guide operations, services, and personnel. When introducing a new service, updating policies can directly support initial implementation. Indeed, research shows that successful implementation of peer recovery support services is linked with organizational policies that are recovery-oriented, that tailor human resources to the uniqueness of the peer professional role, and that guide personnel and practice (Bell et al., 2025; Byrne et al., 2021; Chinman et al., 2014; Gagne et al., 2018; Mirbahaeddin & Chreim, 2022; SAMHSA, 2023; Stefancic et al., 2021). If your organization is preparing to deliver peer recovery support services in a state-certified program, it will also be important to review and update policies to ensure alignment with Wis. Admin. Code ch. DHS 72 (DHS 72).

Using the following worksheets, take a team approach (including your human resources representative) to review each policy area (recovery-oriented, human resources, personnel, and service delivery), assess the extent to which specific policies are currently in place, and consider an action plan to develop selected policies.

• Develop Supportive Organizational Policies Worksheet 1: Recovery-Oriented
• Develop Supportive Organizational Policies Worksheet 2: Human Resources
• Develop Supportive Organizational Policies Worksheet 3: Personnel
• Develop Supportive Organizational Policies Worksheet 4: Service Delivery

Create the job description

From human resources policy to practice, this subsection focuses on how to create a peer professional job description.

An effective job description is important because it:

• Clarifies the position. It is not sufficient to label a position “recovery coach” or “peer support staff” and assume a uniform understanding of the daily responsibilities. Given the diverse service contexts in which peer professionals operate (Gagne et al., 2018; SAMHSA, 2023; Stack et al., 2022), the leadership team should invest time in how to best describe the specifics of the position while tailoring it to your organization and to your service participants’ needs.
• Clarifies the role. Role clarity of the peer professional is one of the most important factors in successfully implementing peer recovery support services (Bell et al., 2025; Ehrlich et al., 2020; Reeves, McIntyre et al., 2024; Shepardson et al., 2019). Role clarity starts with the job description. When creating the job description, consider scope of practice, roles and responsibilities, and limits of peer recovery support services as described in the exploration phase.
• Clarifies the responsibilities. Establishing clear responsibilities in the job description lays the foundation for later effective supervision based, in part, on clear expectations of the peer professional. Consider: What is your organization specifically looking for a peer professional to do in this position? If the peer professional is anticipated to provide services in a specific reimbursable program, what are the duties required for that specific program? What responsibilities will be required for effective work with service participants?
• Creates efficiency in the hiring process. By creating a job description that clarifies the position, the role, and the responsibilities, your organization will be more likely to attract qualified job applicants, which will streamline the hiring process.

Components of the peer professional job

The peer professional job has several components your team should consider when writing the job description. This subsection provides guidance for each component to successfully write a peer professional job description. See an example of a peer professional job description.

Job title and classification

Clearly state the title, such as peer support professional. Include the position's classification (example: full time, part time, hourly, or salaried).

Purpose of the position

To attract individuals with lived experience with mental health and/or substance use challenges, the job position should explicitly describe what the organization is seeking (example: to provide peer recovery support services to individuals with mental health and/or substance use challenges by sharing lived experiences, promoting recovery, and fostering resilience).

Duties and responsibilities

Identify duties and responsibilities of the position:

• Peer support and advocacy (example: share personal recovery experiences to inspire and build trust; advocate for individuals' needs and rights within the system)
• Recovery planning and support (example: assist in developing wellness and recovery plans; provide one-on-one and group peer support)
• Linkage to resources (example: connect individuals to culturally relevant community resources, housing, employment, or educational opportunities)
• Team collaboration (example: work as part of a multidisciplinary team, providing peer perspective; participate in team meetings and case discussions)
• Education and outreach (example: educate individuals and families on recovery principles; conduct community outreach to connect and engage identified populations)
• Documentation (example: maintain accurate and timely records of services provided)

Qualifications

Specify required and preferred qualifications such as:

• Certification (example: passed exam and is now a certified peer specialist or certified parent peer specialist).
• Lived experience with mental health and/or substance use challenges (example: comfort with sharing recovery story to connect and inspire hope).
• Training needed (example: training aligned with DHS 72).
• Education (example: high school diploma or equivalent).
• Skills (example: strong communication and interpersonal skills, ability to work independently and as part of a team).
• Technical skills (example: basic proficiency in computer use and programs such as Word, Excel, or electronic health record software).

Requirements

Include any physical, logistical, or availability requirements:

• Reliable transportation or a valid driver’s license, if travel is required
• Flexibility to work evenings or weekends, as needed
• Physical requirements (example: lifting, sitting, bending, or reaching)
• Ability to maintain professional boundaries and confidentiality

Competencies

Highlight the personal qualities and skills essential for the role:

• Empathy and active listening
• Resilience and adaptability
• Cultural humility
• Knowledge of recovery principles and trauma-informed care.

Supervision and reporting

State who the position reports to, such as a peer supervisor, clinical supervisor, or program director. Clarify whether the position involves supervising other staff or volunteers.

Employment conditions

Outline the work environment and conditions, such as in-person, virtual, or hybrid work settings. Clarify travel expectations. Mention compliance with background checks, if applicable.

Equal opportunity employer statement

Include a statement reflecting your organization's commitment to employment non-discrimination and how your organization complies with state or federal law.

Additional notes

Add other relevant details, such as opportunities for ongoing training and professional development or required adherence to ethical guidelines and state certification standards. 

Recruit and advertise

Delivering effective peer recovery support services draws upon the talents and expertise gained from lived experience, previous work experience, previous leadership experience, and formal training or education. To effectively recruit, the leadership team will need to give some time, attention, and planning to tap into the right pool of talent. Use the Recruit and Advertise Worksheet to plan your approach.

Interview and hire

Interviewing for a peer professional position differs from interviewing other behavioral health positions. When interviewing a peer professional, much of the focus will be on how the applicant can utilize their lived experience and past work experience to support service participants with similar experiences. First, create the interview questions and structure, then consider best practices for what happens before, during, and after the interview. This outline provides an example of a 60-minute interview:

Before the interview

• Assemble a team to conduct the interview. This team could be the leadership team engaged in completing tasks in this toolkit or could be an ad hoc interview team. The important thing is the team represents multiple perspectives and backgrounds from across the organization: a leader, such as the organization’s director or a board member; a human resources representative; a program director or supervisor of the program the applicant would be working under; a team member that would be working alongside the applicant; and a currently employed peer professional or a staff champion of peer support, if possible.
• Prior to the interview, the interview team should fully understand the position responsibilities. All members should review the current job description and posting, the applicant’s application, and any other relevant documents. A basic understanding of peer recovery support services is important as well.
• Finalize the interview questions. Is there anything specific in the applicant’s application that you would like to know more about? Are there questions to add or revise?
• Decide how the interview will progress and who will lead which part. The team should be on the same page prior to the interview.

During the interview

• Set the tone from the introduction. For any interview, no matter the position, interviewers should create an environment that fosters emotional safety, empowerment, and choice. For example, offer grounding moments at the start, invite the applicant to take a break at any time, and allow the applicant to skip or pass on any question if not comfortable responding.
• Use person-first, plain language. Avoid clinical or deficit-based terms.
• Take a trauma-informed approach to interviewing. Peer professionals may have trauma histories that can be activated in an evaluative setting like a job interview. Work to keep the interview conversational and exploratory by asking open-ended questions. If sensitive topics arise, remain present, compassionate, and non-judgmental. Allow the applicant to choose how they wish to share their lived experience.
• Affirm that the personal story being shared belongs to the applicant and provide autonomy regarding how much to share or not share. Avoid inappropriate questions that ask for specific diagnoses or trauma details. Instead of asking the applicant to “share your story,” a better question is: “What parts of your experience have you found helpful to share in peer support relationships and settings?”
• Listen carefully to the applicant’s ability to model recovery, connect through shared experience, uphold peer values, and maintain wellness. It’s important to listen for the presence of recovery principles—whether those happened in a formal work setting, a community role, or a personal recovery journey. Recognizing an applicant’s potential and alignment with peer values is only meaningful if the team takes time afterward to come together, reflect, and thoughtfully evaluate how those qualities showed up during the conversation.

After the interview

• Discuss applicant responses as a team as soon as is feasible following the interviews. Consider these questions in the review:
  • Did the applicant demonstrate lived experience with mental health and/or substance use and recovery?
  • Did the applicant share aspects of lived experience strategically and appropriately?
  • Did the applicant clearly articulate the foundations of peer work?
  • Did the applicant seem to have a good understanding of boundaries, mutuality, and empowerment?
  • Did the applicant display experience and comfort with advocacy, navigating systems, and working in multidisciplinary teams?
  • Did the applicant seem to have the ability to maintain wellness and model recovery?
• Beyond specific responses and credentials, carefully consider the applicant’s potential for providing highly effective peer recovery support services. There are strong peer applicants who may not present with extensive professional experience or traditional work histories—especially if workforce participation was interrupted by treatment, incarceration, caregiving, or housing instability. Although these lived experiences may be perceived as liabilities by interviewers, these experiences can make a peer applicant uniquely qualified to offer authentic and highly effective peer recovery support services.

In summary, interviewing for a peer professional position focuses on the applicant’s lived experiences with mental health and substance use challenges, prior work experiences providing peer support, and how the applicant may use these experiences to support and meet the needs of your organization’s service participants. The team should work to keep the conversation open-ended, flexible, and comfortable to build rapport with the applicant. After the interview, the team will consider the extent to which the applicant is qualified via experience, background, training, certification, and ability to bring the skills needed for success.

Fund the position

As part of preparation to hire a peer professional, considering funding options now is important for sustainability later. According to SAMHSA’s (2024) Issue Brief: Supporting and Financing Peer Services (PDF), funding for peer professional positions is primarily driven by Medicaid and (more limitedly) by federal grants. While a grant can be useful for launching peer recovery support services, most have a limited timeline and can present administrative challenges—especially to smaller organizations.

Wisconsin has been a national leader in funding peer recovery support services. Wisconsin Medicaid currently reimburses peer recovery support services in behavioral health programs guided by Wis. Admin. Code chs. DHS 34, 35, 36, 63, 75, and 124. An organization providing peer recovery support services, coordination, and continuation of care with service participants at high risk for or in response to substance use overdose may also become certified to receive Medicaid reimbursement under Wis. Admin. Code ch. DHS 72. See ForwardHealth Update 2026-05 (PDF) for more information.

Given potential funding options, it is recommended that your leadership team consider a braided funding approach: combine Medicaid reimbursement with a federal, state, or local grant in conjunction with a nonprofit or philanthropic source of funds. At this time, private insurance companies do not reimburse for peer recovery support services.

Plan for integration activities

Planning for how a new peer professional will be integrated into existing teaming and routine operations is an important ingredient of successful implementation (Bell et al., 2005; Cooper et al., 2024; Mancini, 2018; Reeves, Loughhead et al., 2024; SAMHSA, 2023). Effective planning involves staff learning, guided team discussions, and supervisor selection. Note: this planning should occur before hiring new peer professional. Print and use the following worksheets to help your organization plan for integration.

• Plan for Integration Worksheet 1: Staff Learning
• Plan for Integration Worksheet 2: Guided Team Discussion
• Plan for Integration Worksheet 3: Getting Ready for Supervision

¹ Created by DHS, a pilot study of this survey (N = 24) showed inter-item subscale reliability ranged from good to excellent: openness (α = .84), understanding (α = .88), feasibility (α = .90), and appeal (α = .91).