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