“Getting It Right:

The Real Cost of Listening to Impacted Individuals”

I’ve been in those conference rooms where the flip charts are full, the sticky notes are colorful, and the coffee’s cold. And yet, something crucial is missing. The voices we most needed to hear had either been oversolicited, filtered through someone else, or, worst of all, unpaid. That’s when it hit me: we’ve got to stop calling this “engagement” when it’s mostly an extraction.

The idea of engaging impacted individuals—people who live at the intersections of the issues we aim to address—is increasingly becoming a recognized standard in nonprofit work, public planning, and social innovation. And I’m glad it’s happening. But let’s be honest: a lot of the time, we’re still getting it wrong.

We ask people to fill out surveys, join advisory groups, attend focus sessions—and then walk away with their wisdom, often without offering compensation, follow-up, or real inclusion in the outcomes. That’s not ethical engagement. That’s resource extraction, just dressed up in nicer language.

That’s why I center everything and try to frame it in with the 5 Rs of Ethical Engagement: Relationships, Relevance, Reciprocity, Remuneration, and Respect. These aren’t just helpful tips—they’re non-negotiable if we actually care about dignity, reciprocity, and equity.

Relevance: Before You Show Up, Study Up

If you’re going to ask someone to help you build a better program, you’d better know who you’re talking to. Impacted individuals are not a demographic label or a checkbox. They’re people with nuanced experiences, personal histories with institutions, and often a justified skepticism about your intentions.

Before engagement ever begins, we need to understand the context. How has this group been approached before? What promises were broken? What power dynamics are in play? What trauma or fatigue are they bringing into the room? You don’t need to write a dissertation—but you do need to do your homework.

Case Study: The Havasupai Tribe and Arizona State University

In the early 1990s, researchers from ASU collected blood samples from approximately 400 members of the Havasupai Tribe. The tribe consented to this under the impression that the research aimed to study the genetic factors contributing to type 2 diabetes, a significant health concern within their community. However, it later emerged that these samples were also utilized for studies on schizophrenia, inbreeding, and population migration patterns—areas to which the tribe had not consented. ​

This breach of trust led to a lawsuit, culminating in a 2010 settlement where the Havasupai Tribe received $700,000 in compensation, and their blood samples were returned. This case highlights the profound importance of obtaining clear, informed consent and ensuring that research practices respect the cultural values and autonomy of Indigenous populations. ​

Lessons Highlighted:

• Relevance by Research: Thorough understanding and respect for the cultural and ethical contexts of the population involved are paramount.​
• Reach: Building and maintaining trust through transparent and honest communication is essential.
• Respect: Sticking to the deal that was agreed to, and not embellishing, taking advantage without permission, and honoring the agreement​
• Remuneration: While financial compensation was part of the settlement, the case underscores that remuneration also involves honoring agreements and ensuring that participants’ contributions are used solely as consented.​

Relationships: Real Ones Take Time

This part can’t be rushed, faked, or templated. Building relationships with impacted individuals takes time, trust, and consistency. You don’t get invited into someone’s lived experience just because your organization has good intentions.

I’ve found that people are much more open to engaging when they’re not treated like a data point. When you show up consistently. When you listen without an agenda. And when you follow through on what you say. That’s when things start to shift—from transactional to transformational.

Remuneration: Because Respect Looks Like a Paycheck

Let me be clear: if you’re asking someone to share their lived expertise, you need to pay them. Period. Exposure doesn’t pay bills. Gratitude doesn’t buy groceries. And the people we’re engaging are often those most economically vulnerable—so asking for unpaid labor is not just unethical, it’s exploitative.

At Trinity, we compensate people for every activity they engage in—whether it’s giving feedback, co-creating programs, or advising our internal strategy. If someone shows up, they get compensated by Time, Talent, or Treasure. They’re a big part of our “T5” initiative.

Not maybe. Not “if the budget allows.” Always.

Please know that I understand. Not every organization has flexible budgets. But that’s where creativity comes in. We’ve helped partners explore different compensation models that meet people where they are—including a free lunch, cash, gift cards, or payments through trusted community-based organizations (CBOs). What matters is not just that people benefit tangibly from their contributions—but that the process of getting paid doesn’t become another barrier.

We’ve had to help people get set up with business plans, teach them how to construct start-up and operating budgets, or even help them navigate paperwork. And that’s part of the relationship-building, too: equipping people to participate without being penalized for not having the infrastructure institutions take for granted.

Getting Creative with Compensation

Here are a few models we’ve used or seen work well when direct payment to individuals is complicated:

1. Partner with a CBO using a 1099 and MOU:

Identify a trusted organization already connected with the population you’re trying to reach. Let them identify impacted individuals who can participate and allow them the flexibility to compensate those individuals as they see fit. This builds both individual trust and institutional relationships.

2. Individual Cash Equivalency (Gift Cards):

Fast, flexible, and low barrier. Gift cards can often bypass burdensome tracking requirements while still honoring people’s time and contributions.

3. Partner with a CBO via Donation:

Fund the CBO directly and let them manage the engagement and compensation. This fosters mutual respect, autonomy, and sustainability.

Final Thought: Equity Is in the Details

Ethical engagement isn’t a slogan. It’s a practice. And practices are defined by how well we follow through—especially when it gets hard or inconvenient.

So if you’re designing a program, a policy, or a process, and you want to engage those most directly impacted by it, here’s my challenge to you: Slow down. Ask yourself whose voice you fit your need—and how you’re going to honor it.

That means budgeting for compensation from the beginning. That means researching the history and context before sending out invites. That means investing in real relationships, not just efficient transactions.

Because at the end of the day, ethical engagement isn’t just about inclusion—it’s about integrity. And if we don’t get that part right, nothing else we build will hold.

Have questions about how to compensate impacted individuals equitably and effectively? I’ve got stories, tools, and lessons learned. Let’s talk.