Engaging in Advisory Roles
About this Toolkit
Engaging families and consumers in advisory roles or capacities is a worthwhile investment for programs. Working with families and consumers at this level solidifies one's commitment and begins to shift from 'engagement' to 'partnership.' When programs prioritize the experiences of those they serve, take their input under advisement, and make programmatic decisions based on that with that input, this demonstrates that a program is committed to providing person- or family-centered services.
Just as the previous section described, this can help you know the services will be utilized by the population they are intended for, but in a more robust way. This is certainly not as common as engaging for input, but it is not uncommon to engage those with lived experiences in groups referred to as committees, councils, boards, etc. Engaging in this way does require more preparation and commitment on behalf of the agency/organization, and more follow-up on the part of the family/consumer.
The Benefits of Advisory Opportunities
Providing either ongoing engagement opportunities, or one-time events, help families and consumers feel heard and listened to. Providing space for feedback and ideas builds trust and partnership within the communities you serve. In general, we've heard from families they love to give feedback on their experiences - both good and bad. However, often they only reach out to share when things did not work out so well - but many have expressed a desire (and joy) in also sharing the difference the services they received made in their lives. Creating advisory opportunities within your agency provides the space for that to happen.
Engaging in advisory roles also creates space to establish organizational champions in the community. If you take family and consumer feedback with an open and honest mindset - your program will be able to build and sustain in ways that profoundly impact those who use it. This can also bring empower families and consumers while strengthening your program or agency.
Types of Advisory Roles
In general, there are two types of advisory roles: self and system. The distinction is slight, but ultimately with regard to the initiative, it comes down to focus. The difference is if the focus of the group is specific to an issue, condition, or population (self) or broad and includes many issues, conditions, or populations (system).
- Advisory - Self: Serve on advisory committees and/or task forces typically focused on specific issues, conditions, or populations. Input is provided based upon their own personal lived experiences only.
- Advisory - System: Serve on advisory committees and/or task forces that are more general to a system that represents many issues, conditions, or populations. Input is provided based on both their own personal lived experiences and those of others in their communities.
| Example | Advisory - Self | Advisory - System |
|---|---|---|
| Bureau of Family Health Family Advisory Council | Members represent their own experiences within population-specific work groups to drive change related to a particular population (e.g., children with special health care needs) or objective (e.g., well-woman preventive medical visits) | Work Group Members make up a larger group of families who will collectively discuss and advance broader systemsrelated issues (e.g., social determinants of health, workforce development, system policies) |
| Medicaid System | Home and Community Based Service (HCBS) Member Work Groups: Members represent their families' experience regarding the services provided to inform and improve services within a specific waiver program. (specific population) | Managed Care Organizations (MCO) Member Advisory Groups: Members represent their families' experience to with that specific MCO to improve services provided through that MCO. (general population) |
| Head Start | Local Head Start Policy Councils: parents have a voice in making program budget decisions, classroom activities, and community partnerships (local community) | Head Start Association Board of Directors: Parents serve alongside professionals in a governance role for the KS Head Start Association (broad state programming) |
In addition, the group or program may have determined the focus to be at the “system” level, however the family or consumer may still be at the “self” level. This ultimately comes down to the intent of the family or consumer in engaging, or their own goals. Are they hoping to change something with their own family's impact in mind (self)? Or are they engaging with the goal of changing things for everyone that comes into the system behind them (system)?
Strategies to Create Advisory Opportunities
Engaging in an advisory capacity can look differently based upon your goals, organizational structure, capacity, and community. Some examples include:
- Strategic Planning Community Events: Limited number of meetings; beyond collecting input, rather focused on setting goals and priorities; can be specific or broad
- Committees or Work Groups: Groups established with specific outcomes; generally shorter in duration; specific to a program, topic, or activity
- Councils or Boards: Groups established with goals of oversight and monitoring; generally long-standing; focus is often on effectiveness, efficiency, and accountability
- TIP: Establish protocols and policies related to logistics, facilitation, organization goals/needs, and scope of work within the group BEFORE the group convenes.
- TIP: Be adaptable based on input received and willing to shift or adjust when possible
- TIP: Be open and transparent about goals and objectives. This includes letting families know about boundaries you have (e.g., what you can/cannot change, what constraints, must follow a certain plan or guidelines, barriers you are not willing to push).
- TIP: Providing a list of commonly used terms and acronyms can help families feel equipped to engage in discussions.
- TIP: Assure you have the capacity to provide support to prepare families and consumers for these efforts and can respond or follow-up based on outcomes of the meetings.
Tips for Meaningful Engagement
All experiences, both personal and professional, add value to an organization. Establishing and building rapport is essential to make lasting change. Building rapport includes viewing families and consumers as equals among staff and professionals and recognizing their preferences. For example, families have expressed feeling “less than” their professional peers in interdisciplinary advisory situations. One way to address this is to refer to them as a “Member” as a standard of practice, at least until you confirm their preference. These things, and the following tips, will help assure families feel their engagement is authentic and genuine - not simply to “check a box” for a grant requirement or “lip service” for community perception.
Strive to build knowledge, increase skill, and assure comfort.
- Establish a point of contact, or liaison, to assure families and consumers know they are an important part of the group. This includes connecting before and after meetings to support participation.
- Create a judgement-free space so people feel comfortable engaging and opening up. This can include establishing ground rules for the groups (e.g., no finger-pointing, avoid politics, use strengths-based language, focus on inclusion).
- Recognize the importance of race, ethnicity, and culture among members and that one's experiences and culture shape their views and beliefs.
- Expect respect and openness among members of the group, acknowledging that all cultural views bring equal value. Accept and appreciate that practices, perceptions, interpretations, and experiences differ for each member.
- Provide time and guidance associated with meeting preparations (e.g., let them know what to expect, discuss meeting objectives, go over materials or discussion questions to assure understanding).
Engage early. Engage often.
- While it's never too late to make changes, it's certainly harder later in the process. Bring in families and consumers early in the process of designing, evaluating, or making changes to your program.
- Allow space for families and consumers to engage at every step (design, implementation, evaluation) and assure they are involved in the whole process.
- Set clear expectations on what you are wanting and what is expected, however do allow for family or consumer brainstorming sessions to finalize plans or set priorities.
Listen with intent and encourage open discussion.
- In all encounters, be sure to allow enough time for open discussion. Ask open ended question and non-committal responses to keep the discussion going.
- Strive for a balanced discussion, assuring all members are sharing ideas and feedback and minimizing time spent hearing from the agency.
- Engage active listening skills and be careful to not “talk at” the families or consumers.
- Be open to what you hear, even if it is not what you think they should think or do. Give space for their perspectives and provide facts as needed to assure understanding
Actions speak louder than words - make the family/consumer experience special.
- Consider the “little things” that you can do to make families feel welcomed, supported, and appreciated.
- Provide reimbursement for out of pocket costs (e.g., child care, travel) and compensation for participation (e.g., stipends). If the professionals are being paid to be there, they should be too.
- Meet families and consumers where they are. Consider their schedules and needs when scheduling (e.g., non-traditional business hours, meetings on weekends).
- Consider making it a point to give family and consumers the first and last opportunity to speak during interdisciplinary groups, this shows their voices are heard, respected and recognized by all members!!
Summary
Ultimately, there is not a “one size fits all” approach when it comes to engaging in an advisory role. Maintaining a focus on strengths and skills provides space to celebrate the families and consumers and show how their engagement and involvement is making a difference for the organization and those you serve. The mantra of “Do for. Do with. Cheer On.” describe the overarching goals in including family and consumers in advisory roles, however in the reverse order. Through cheering on, supporting, and encouraging families and consumers to engage in your organization, you will build partnerships to work together, collaborate to establish and enhance programs to provide services most necessary and valuable to your target population.
