Why equal footing engagement works – reflections from Andrew Murtha, chair of the RIC
As Chair of the Resident Influence Committee, I have seen first‑hand how powerful genuine engagement can be when residents and senior leaders meet each other on equal footing.
Not identical roles — but equal value. That difference matters.
For years, public engagement across housing, policing, health and other services has too often slipped into a “them and us” dynamic. It creates tension, shuts down honesty and stops progress before it even starts. The RIC has shown there is a better way.
By working in a co‑design way — residents, executives and Board members shaping solutions together rather than in isolation — we were able to turn that belief into something structural. It allowed us to take my original vision for the RIC and translate it into a new set of Terms of Reference that make one principle absolutely non‑negotiable: if something changes within emh, we must be able to demonstrate how resident voice influenced it.
What makes the RIC successful
Our success comes from a simple but important shift: we talk to the executive team as partners, not opponents. We respect their responsibilities and pressures, and they respect the lived experience, and insight residents bring. When both sides show up with openness rather than defensiveness, the conversation changes completely.
We challenge decisions, yes — but we do it constructively, with the aim of improving services, not scoring points. And because our Terms of Reference require EMH to evidence how resident voice has shaped decisions, residents can see the impact of their input. That builds trust on both sides.
This approach works everywhere
Although the RIC sits within housing, the principles behind it apply far wider:
- Residents speaking with housing executives
- The public engaging with police leadership
- Patients influencing NHS boards
- Communities shaping any public‑sector service.
In every case, the best outcomes come from respectful, direct dialogue — not confrontation. When people feel heard, they contribute more. When leaders feel respected, they listen more openly. And when both sides recognise each other’s strengths, decisions improve.
A shared purpose, not a stand‑off
Talking to senior leaders on an equal footing does not mean ignoring hierarchy; it means not being intimidated by it. It means recognising that everyone in the room wants better outcomes — and that the best way to get there is together.
The RIC has shown that when residents and executives work side by side, the organisation becomes more transparent, more responsive and more confident in its decisions. That is not good engagement. It is good governance.