building better lived experience advisory groups

Recently, we've been loving helping organisations reimagine their lived experience advisory groups with thought and care. We thought we’d share some practical shifts to help build and grow robust and effective advisory groups that can help shape kinder, better policies, programs and services. 


better seats at better tables

Motivated people with a mix of backgrounds, identities, experiences, and ideas working on something they all care about can produce big change. Done well, advisory  groups can work in partnership at the highest- decision making levels in curious and productive ways to guide and influence real and meaningful action. 

problem

This is not always the experience. We've sat at many tables that failed to meet the mark in a variety of different ways, including individual agendas, poor communication, lack of literacy around power, cultural or emotional safety (on all sides), too much ego from members and organisations, the need to be right, to have the loudest voice, knowing that the most needed voices of those with less privilege or representation were missing or drowned out, frustration around tokenism, and so much more. Often, senior leaders and 'professionals' would show up with the best of intentions but need more understanding of their responsibility to give as well as to take, and the difference between 'doing to' and working in partnership.

No one gets what they need from these ways of doing and being. Our ways of working need to change. Making sure those affected by your work have genuine opportunities to be part of decision making isn't a ‘nice to have’ or a box to tick. These ways of working matter… and they’re not going anywhere.

here are some practical examples of shifting from outdated ways to those that will set your advisory up for success 

moving from (outdated ways) moving to (modern days)
we should (tick this box) valuing and expecting to
partner with people and communities at a systemic level because without their perspectives we don’t have the full picture that we need
one size fits all models making sure it’s fit for purpose (and people)
working in curious and collaborative ways, leaving room wherever possible for members to guide and decide how we will work together
tapping familiar voices on the shoulder recruiting a thoughtfully considered mix of people,
perspectives and experiences, who reflect the diversity of communities
actively seeking out new voices, including those who are marginalised or may not have ‘high profile’ platforms,
making the process to get involved open, accessible and inclusive to all, not just some
one-sided and transactional ways of working prioritising relationships and connection
with members who can work together in curious, collaborative and relational ways that are outcomes and solutions focused, and doing the work to build trust over time [3]
making sure people actually get something of value to them from the experience. Directly asking “what do you want to get out of this?” and acting on it
we’ll let you be at our table let’s work together in partnership
actively understanding and building power literacy on all sides
seeking to share power in partnership
valuing life and professional experience equally
valuing and embracing diversity and differences
comfortable and familiar for some welcoming and safe for all
taking care (and time) to build conditions where people feel welcome and able to ‘come as they are’
working in ways that are trauma aware/healing informed culturally safe and appropriate
visibility for some everyone’s in the loop
building in clear communications and progress checks making sure everyone involved knows their input was valued and how it was taken forward
a few speaking for many building bridges to communities and depth of experiences
not expecting one conversation or one person to represent a whole community (unless they have cultural permission to do so), and having members who can reach out to their communities and networks when needed
work for us for free valuing and recognising people’s contribution and expertise
by budgeting to pay people in line with current remuneration standards, and making the payment processes clear, accessible, prompt and fair [4]
hoping it will work setting up for success
working with all members (including those bringing their professional voices) to make sure they have the information and support or training they need too fulfil their roles and work as a team

shifting mindsets and outdated ways of working takes thought, care and commitment

We love seeing (and helping) organisations think of (and invest in) their advisory groups as care-fully curated 'people pods' of curious and collaborative partners who care about the value that a service or organisation delivers. Building conditions (and bringing mindsets) where they can all be part of shaping improvement and change. Like a seed planted deep in an organisation (or project) nurtured and embedded over time to become part of the weave of its fabric, helping them deliver kinder, more effective services and solutions for everyone.


This is what building better seats at better tables looks like and how you build lasting relationships and trust with the people and communities you serve.


Is there room for improvement in your lived experience advisory, or are you about to establish one and need some direction? 

Download the free cheat sheet: Six things to think about before you set up your advisory group here

Get in touch if you’d like some help to set up or improve your lived experience advisory group for success here

Here’s a few helpful references and resources that we built on in the table above

[1] Australian Commission on Safety and Quality in Health Care Standards 

[2] All of Us. A guide to engaging consumers, carers and communities across NSW Health.  Six Ways of Working 

[3] Model of Care for Co-design. McKercher, KA. 2020. Beyond Sticky Notes Co-design for real: mindsets, methods, and movements. Sydney, Australia

[4] NSW Health Consumer, Carer and Community member Remuneration Guide. 2023