Authentic Reform: How Lived Experience Transforms Public Policy

Establishing permanent advisory councils composed of individuals with direct experience of the criminal legal system, including both victims and those who have caused harm, ensures that their perspectives shape reform beyond one-time consultations. Embedding people with lived experience into formal advisory structures is a foundational step, but for their involvement to be sustained and impactful, these structures must be designed for long-term engagement. These councils should have clearly defined roles, voting rights where applicable, and access to decision-makers. Municipalities like Minneapolis have implemented such models through initiatives like the Office of Violence Prevention’s Community Advisory Board, which includes individuals with lived experience and has influenced local policy decisions on restorative justice and community safety strategies¹.

To be effective, these bodies must be more than symbolic- they must have a mandate to influence outcomes. This can be established through city resolutions or executive directives that require their input in drafting or revising policies. Embedding these groups into the strategic planning process means involving them at each stage: agenda-setting, policy drafting, implementation planning, and evaluation. For instance, when developing a strategic plan to reduce incarceration rates, advisory council members should participate in reviewing data, identifying root causes, and co-developing metrics for success. These continuous structures help shift power and ensure reforms are grounded in the realities of those most affected.

Compensating Experience and Building Capacity

Recognizing lived experience as expertise means compensating individuals fairly for their time, contributions, and emotional labor. Compensation should be equitable with other consultants or subject matter experts and reflect the value of input provided. This is not only a matter of fairness but also a practical necessity to ensure participation from those who might otherwise be excluded due to financial constraints. Cities like Portland have adopted stipends for community members serving on justice reform boards, acknowledging that without compensation, participation may be skewed toward those with more privilege and availability².

In addition to financial compensation, municipal governments should invest in building the capacity of participants. This includes providing training on strategic planning processes, data literacy, and policy analysis. Equally important is trauma-informed facilitation that prepares both staff and participants for emotionally charged discussions. Providing wraparound supports such as transportation, childcare, and mental health resources can also increase access and retention. When people with lived experience are supported in these ways, they are better equipped to contribute meaningfully to strategic deliberations and policy development.

Shaping Goals and Operations

Strategic planning should include mechanisms for individuals with lived experience to shape not only high-level goals but also the operational details of reform. This includes involvement in drafting policy language, reviewing procedural guidelines for law enforcement and correctional staff, and co-designing community-based alternatives to incarceration. For example, Washington, D.C.’s Criminal Justice Coordinating Council has engaged directly impacted individuals in its policy subcommittees, where they have contributed to the development of diversion programs and pretrial services guidelines³.

Once a strategic plan is adopted, people with lived experience should be included in steering committees or implementation teams to ensure fidelity to community-informed principles. Their input can identify unintended consequences early and help adapt strategies in real time. Municipal leaders should also consider contracting with community-led organizations, especially those led by formerly incarcerated individuals or survivors of violence, to implement key components of the plan. This not only ensures alignment with lived realities but also builds community trust and legitimacy in the reform process.

Ensuring Representation Reflects Community Diversity

For lived experience to inform strategic planning authentically, representation must mirror the diversity of those affected by the criminal legal system. This includes racial and ethnic diversity, gender identity, age, disability status, and geographic representation across neighborhoods. Outreach efforts should be proactive and include partnerships with grassroots organizations, reentry programs, victim advocacy groups, and faith-based networks. By building relationships through trusted intermediaries, municipalities can connect with individuals who may not otherwise engage in formal civic processes.

Special attention should be given to including youth with lived experience, who often face unique challenges and are frequently overlooked in policy discussions. Youth advisory councils, like those initiated in Chicago’s My Brother’s Keeper initiative, have provided critical insight into school discipline, juvenile justice, and policing reform⁴. Including a wide range of lived experiences ensures that strategic planning efforts address systemic issues comprehensively rather than through a narrow lens.

Evaluating Impact and Adapting Approaches

Municipal governments should establish evaluation frameworks that measure not only policy outcomes but also the effectiveness of community engagement. Metrics might include the number of lived experience participants involved, their level of influence on decisions, and satisfaction with the process. Qualitative feedback, collected through interviews or focus groups, can provide deeper insight into whether participants felt heard, respected, and empowered. These evaluations should be transparent and shared publicly to reinforce accountability.

Strategic planning is iterative, and incorporating lived experience requires ongoing adaptation. Regularly revisiting engagement strategies, updating roles, and adjusting compensation policies based on participant feedback demonstrates responsiveness and improves practice over time. Municipalities should view lived experience engagement not as a one-off initiative but as a core function of democratic governance and equitable service delivery. Institutionalizing these practices ensures that future reforms continue to be shaped by those most impacted.

Fostering Organizational Culture that Values Lived Experience

Beyond structural inclusion, municipal agencies must foster a culture that genuinely values and respects lived experience. This begins with leadership modeling inclusive behaviors, acknowledging past harms, and making clear commitments to equity. Staff at all levels should receive training in trauma-informed care and racial equity. These trainings should be ongoing and paired with performance measures that assess how well staff engage with community stakeholders, particularly those with lived experience.

Hiring practices should also reflect this commitment. Including individuals with lived experience in staffing—not only in outreach positions but in planning, research, and leadership roles—builds internal capacity and shifts organizational perspectives. Cities like Los Angeles have hired formerly incarcerated individuals into senior roles within their Office of Reentry Services, demonstrating that lived experience can coexist with professional expertise in driving systemic change⁵. Creating career pathways for impacted individuals helps institutionalize their perspectives within the very systems being reformed.

Bibliography

1. City of Minneapolis. 2021. “Office of Violence Prevention: Community Advisory Board.” City of Minneapolis. https://www.minneapolismn.gov/government/programs-initiatives/office-of-violence-prevention/.

2. City of Portland. 2022. “Community Safety Division: Advisory Group Participation.” https://www.portland.gov/community-safety/community-safety-advisory-group.

3. Criminal Justice Coordinating Council (CJCC). 2020. “Strategic Plan 2020-2023.” Washington, D.C. https://cjcc.dc.gov/page/strategic-plan.

4. City of Chicago. 2019. “My Brother’s Keeper Youth Advisory Council Report.” https://www.chicago.gov/content/dam/city/depts/mayor/mybrotherskeeper/YAC_Report.pdf.

5. County of Los Angeles. 2021. “Office of Diversion and Reentry: Staff Directory.” https://dhs.lacounty.gov/office-of-diversion-and-reentry/.