Creating an advisory board to support research on immigration, integration and labour market outcomes

The ‘why’

As part of my ADR UK fellowship I analysed the Annual Survey of Hours and Earnings (ASHE) linked to the 2011 Census dataset, to generate new, high-quality evidence on the labour market performance and integration of immigrant workers in England and Wales.

At the start of the project, I discussed public engagement strategies with Shayda Kashef, Senior Public Engagement Manager at ADR UK. Following this, I decided to form an advisory board comprising stakeholders from organisations within the voluntary and community sector, as well as representatives from think tanks, research organisations, and trade unions, who would be likely to have a strong interest in the project.

The goal was to foster a two-way dialogue from the outset, with ongoing engagement throughout the project to exchange knowledge and produce impactful research. This involved listening and responding to the advisory board’s feedback, perspectives, and expert advice – all the way from the design phase through to the dissemination of research findings.

Initially, I had some hesitation about forming an advisory board, particularly at the start of the project. I wasn’t sure whether it would be more beneficial to form the board at a later stage, once I had findings to share. However, after considering the potential benefits of involving public perspectives from the outset, I decided to take a chance.

The ‘who’

The advisory board was formed with stakeholders from a range of organisations, including the Bevan Foundation, British Future, Migration Observatory, Migrant Help, Migrants’ Rights Network, and the Trades Union Congress.

The ‘where’

The advisory board met three times over the course of the project:

1. In December 2023 at the start of my fellowship
2. In April 2024 to update the board on my progress
3. In September 2024 to discuss the findings and dissemination.

All meetings were held online, allowing me to flexibly accommodate the stakeholders’ varied schedules.

The ‘how’

Recruitment

As I didn’t have many formal relationships at the time, I opted for a more traditional approach: I compiled a list of relevant organisations and identified key contacts from their websites. I then sent cold emails to these contacts, briefly introducing myself and the project, the aims of the advisory board, and the expectations for their involvement - including the anticipated time commitment and how their organisation might seek to be involved.

While I did not receive responses to all the emails I sent, my aim with the recruitment process was not to create a large board. Rather, I wanted to build a small, diverse group of stakeholders who were likely to have a strong interest in and engagement with the project.

Meetings

Over the course of the project, we held meetings approximately every three to four months. This provided me with enough time to make progress, address feedback from previous meetings, and bring relevant updates for discussion. The timing was agreed upon mutually, often arranged through scheduling polls and email.

The meetings were informal and conversational. I focused on gathering reflections, feedback, and ideas on specific aspects of the project, as well as seeking advice on any issues where board members could, if they wished, offer their insights.

Ongoing engagement

Beyond the scheduled meetings, I maintained ongoing engagement with the advisory board through regular email exchanges. I shared project updates and outputs, ensuring the members stayed informed of developments.

Additionally, I explored potential opportunities for events and collaborations, involving different board members based on their willingness to participate and areas of expertise.

Successes

Working with the advisory board has been incredibly beneficial. Their involvement and insightful contributions have shaped the project and informed my dissemination strategy, ensuring that activities were both meaningful and mutually beneficial. This engagement facilitated a two-way dialogue between myself, as an academic, and key public stakeholders in the area of immigration, extending beyond the academic community. Some of this continues to be ongoing. Looking back, it was one of the best decisions I made for the project.

Lessons learned

While the process hasn’t always been smooth — there were times when coordinating meeting times proved challenging, or when some members couldn’t attend — the value the advisory board brought to the project far outweighed these occasional setbacks.

If I could offer advice to someone considering forming an advisory group for their project, I’d say go for it — your advisory group could become one of your most valuable resources. While it may seem intimidating at first, the insights, feedback, and support you gain will be well worth the time and effort.

It’s important to remember that your panel doesn’t need to be large or rigidly structured. The key is to build a group of individuals with a genuine interest in your project — people who can offer candid feedback, challenge your thinking in productive ways, and who will benefit from your work.