How We Decide on Research Incentives: Our Internal Framework

One of the most common questions we get from clients is about participant incentives. Should they pay? How much? What if procurement says no?

We've developed an internal decision-making framework that guides every project.

Why This Matters: The Data

Projects with appropriate incentives show:

• 3x higher participation rates from priority demographics
• More diverse perspectives (not just retirees and advocates)
• Higher quality insights (participants feel valued, share more openly)
• Better retention in longitudinal research

Without incentives, research systematically excludes people who can't afford to volunteer.

Our Five-Point Assessment

When scoping any research, we assess these factors:

1. Time Investment

We calculate the real time cost—not just the session. Travel, preparation, childcare arrangements, emotional recovery. What looks like a 1-hour interview might be a half-day commitment.

2. Expertise Required

We distinguish between general feedback and specialist knowledge. Someone explaining how they navigate NDIS appeals isn't giving opinions—they're providing expertise consultants would charge hundreds per hour for.

3. Emotional Labour

We consider the emotional cost. Sharing experiences of discrimination, system failures, or trauma requires labour that extends beyond the session. This always factors into our recommendations.

4. Power Dynamics

We map who holds power. When government researches benefit recipients or hospitals study patient experiences, there's an inherent imbalance. Compensation helps acknowledge (though can't eliminate) this.

5. Existing Compensation

We verify if participants are already paid. Employees during work hours typically don't need additional payment—but we always check if participation is actually within their role.

Our Decision Process

We work through these questions in order. Stop when you reach your answer.

Question 1: Are participants already being paid to be there?

Yes (e.g., employees during work hours, paid board members) → No additional payment needed

No → Continue to Question 2

Question 2: Is the ask significant?

Consider:

• Time: 2+ hours including travel and prep
• Expertise: Specialist knowledge or lived experience
• Emotional labour: Sharing trauma or difficult experiences

Yes to any of these → Pay meaningful compensation ($125-200)

No to all → Continue to Question 3

Question 3: Are we asking about sensitive or traumatic topics?

Examples: discrimination, system failures, personal trauma, health struggles

Yes → Use maximum rates ($150-200+)

No → Continue to Question 4

Question 4: Do participants face economic disadvantage?

Examples: people on income support, experiencing homelessness, casualised workers

Yes → Incentives are essential for equitable participation

No → Continue to Question 5

Question 5: Could payment create problems?

Consider: Would payment make people feel pressured to participate? Could it affect service delivery? Are there cultural sensitivities?

Yes → Reconsider approach or find alternatives to cash

No → Use standard rates based on time commitment

So, what do we actually pay?

These are our starting points (always adjusted for context):

Workshops (2-3 hours)

• General public: $100-125
• Lived experience experts: $150-200
• Professional stakeholders: No payment (participating as part of role)
• Remote participation: Same as in-person
• Support worker costs covered separately if needed

In-depth Interviews (60-90 minutes)

• Sensitive topics: $150-200
• General topics: $125-150
• Professional expertise: $200-300 (match consultant rates)
• Follow-up interviews: Same rate as initial

Focus Groups (90-120 minutes)

• General public: $125-150
• Targeted demographics: $150-200
• Professional groups: $100 or no payment

Surveys

• Quick (5-10 minutes): $5-10
• Moderate (15-20 minutes): $15-20
• Detailed (30+ minutes): $30-40
• Longitudinal: $1/minute per round
• Note: Survey rates lower due to flexibility in completion

Payment Methods We Offer

• Gift cards (most common - no tax implications)
• Bank transfer (requires ABN or tax declaration)
• Cash (for immediate needs situations)
• Donations to nominated charity
• Account credit for service users

How We Navigate Client Constraints

When clients (especially government) say they can't pay participants, we:

1. Reframe the language — We use "reimbursement" or "recognition of expertise" instead of "incentives"
2. Suggest partnerships — Community organisations can often distribute payments when government can't
3. Find existing mechanisms — Vouchers, catering, or transport support often fit within procurement rules
4. Build the case early — We include this in project scoping, with clear rationale
5. Track the impact — We document participation rates to strengthen future cases

Why We Use This Framework

We developed this because every project would end up in lengthy debates about incentives. Now, we work through the same criteria every time. It makes our recommendations consistent and defensible—especially important when challenging procurement restrictions.

The framework isn't perfect. We still wrestle with questions like incentives in participatory research, cross-cultural considerations, and preventing coercion in small communities. But it gives us a structured way to think through each situation.

Special Considerations

Mixed Groups
When running workshops with both paid professionals and community members, we:

• Explain the differential clearly upfront
• Frame it as recognising different types of contribution
• Sometimes split into separate sessions

International Research

• Rates adjusted to local context (not direct conversion)
• Partner with local organisations for guidance
• Consider purchasing power, not just exchange rates

Support Requirements

• Support worker costs covered separately
• Accessibility requirements (transport, interpreters) additional
• Child care support considered case-by-case

Using This Yourself

Feel free to adapt this framework. The key is having explicit criteria rather than making ad-hoc decisions. Document your reasoning—it helps when you need to defend decisions to stakeholders or procurement.