I’m often asked “why” questions related to Advisory Committees, focus groups, needs assessments etc. To some it may feel like an extra step that there isn’t capacity or time for, but the truth is that stakeholder engagement is at the heart of what we do in Extension – ensuring that programs are based on community needs, and that we aren’t just doing what always has been done for simplicity or desire for continuity. Annually, the National Institute of Food and Agriculture (NIFA) asks Cornell to submit a research and extension plan as it relates to federal funding. The plan is broad allowing for us to navigate the nitty gritty, but the majority of the content asks about stakeholder engagement – how do we intend to get input from the public or underrepresented groups? How will we intentionally identify audiences that represent diverse demographics and experiences? And then, how will we consider their input?
Some have heard me say that assessing needs, and reaching out to community groups, leaders, and representatives does two things – it helps us gather input, but it also sends a strong signal to others that we really do value their thoughts and potential collaborations. It is a way to better understand needs, but it is also a way to genuinely invite others into our programs, honor their lived experience, and grow our audience appeal to our communities.
Over the last couple of years, Extension Administration has renewed our commitment to developing resources for staff working with Advisory Committees. You may have seen the Advisory Committee Handbook or attended a training session about the key elements. If you are unfamiliar with the documentation on the needs for and actions of Program Advisory Committees take a look at the one-page summary about Advisory Committees. CCE Executive Directors and Regional Team Leaders will be most familiar with the standard requirements around Program Advisory Committees, but in essence, Associations are asked to embrace advisory committee work 4 times a year for all major programmatic efforts (as noted in your PDR program listing).
I’ve had some pushback on the idea of recruiting external stakeholders (those not traditionally involved in Extension work) into Advisory Committees. To that I typically will respond that Program Advisory Committees are intended to take an objective look at data and evaluations and “advise” – providing insights but not “doing the work” – (the doing is more aligned with the work of a program development committee; typically made up of enrolled participants and volunteers to help staff to do the work of putting on events and activities). The difference is monumental – being a part of an advisory committee isn’t a large commitment of time, and considering input as opposed to doing it all…is a different animal.
There is a great example of an external group that provided advisory-level guidance to CCE Cayuga for their 4-H Youth Development program – complete with a report shared back to leadership. The advisement wasn’t an edict, “though shalt” but rather a – “here is what we see based on data, talking with enrolled volunteers and youth, and public documents”. The external stakeholders that were engaged came into the task not knowing much about 4-H Youth Development, but left as huge fans that wanted to see the program implemented more widely. The report was intended as an advisement to help grow the 4-H Youth Development program – not as a judgment, but as opportunity and advice. There are many ways to approach Advisory Committees – and this example helps showcase how to meet the requirement without having one more full-fledged extension committee.
Summarized Actions found in the Cornell Research and Extension Plan of Work Related to Stakeholder Engagement:
Actions to Seek stakeholder input that encouraged their participation:
- Use of media to announce public meetings and listening sessions
- Targeted invitation to traditional stakeholder groups
- Targeted invitation to non-traditional stakeholder groups
- Targeted invitation to selected individuals from the general public
- Survey of traditional stakeholder groups
- Survey of traditional stakeholder individuals
- Survey of the general public
- Survey specifically with non-traditional groups
- Survey specifically with non-traditional individuals
- Survey of selected individuals from the general public
Methods to identify individuals and groups:
- Use Advisory Committees
- Use Internal Focus Groups
- Use External Focus Groups
- Open Listening Sessions
- Needs Assessments
- Use Surveys
Methods for collecting stakeholder input:
- Meeting with traditional Stakeholder groups
- Survey of traditional Stakeholder groups
- Meeting with the general public (open meeting advertised to all)
- Meeting specifically with non-traditional groups
- Survey specifically with non-traditional groups
- Meeting with invited selected individuals from the general public
- Survey of selected individuals from the general public
A statement of how the input will be considered:
- In the Budget Process
- To Identify Emerging Issues
- Redirect Extension Programs
- Redirect Research Programs
- In the Staff Hiring Process
- In the Action Plans
- To Set Priorities
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