CALS Global

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https://hdl.handle.net/10919/102792

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Browsing CALS Global by Author "Davis, Kristin"

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    Extension and Advisory Services: Supporting Communities Before, During, and After Crises
    Grove, Ben; Archibald, Thomas G.; Davis, Kristin (Virginia Tech College of Agriculture and Life Sciences, 2020-10-10)
    Extension and Advisory Services (EAS) providers are important partners for communities to prepare for, respond to, and recover from shocks such as natural disasters and human, plant, and animal disease and pest outbreaks. EAS providers work long-term in communities to equip people with knowledge, skills, and technical resources to improve their livelihoods. EAS are provided by various actors including governments, nongovernmental organizations, private sector entities, higher education institutions, and other organizations. EAS often serve in bridging roles connecting resources from numerous actors operating in communities and are valuable conduits of information during shocks. EAS are seen as key partners in helping communities rebuild and strengthen food systems after the initial shock, given their long-term work horizons. There are numerous examples of EAS responding to crises around the world, such as HIV/AIDS, Ebola, Avian Influenza, malaria, and, more recently during the current COVID-19 pandemic. During COVID-19, EAS have undertaken an unprecedented shift to virtual and distanced programming as daily life has been disrupted through restrictions on movement and gatherings. EAS agents have been challenged to modify program delivery and remain effective in serving their clientele while navigating this new landscape. In this essay we explore examples of EAS supporting communities before, during, and after crises, and discuss implications for future EAS work, including considerations of lessons learned during the COVID-19 pandemic response.
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    Organizational Innovation in Times of Crises: The Case of Extension and Advisory Services
    Since it formally began, extension institutions have been innovating in response to the changing environment. Past crises have induced organizational innovation in limited ways. The COVID- 19 crisis appears to have brought about more radical change in extension organizations. In this manuscript, we apply organizational change theory—including insights from recent research on adaptive management in international development—to examine how extension organizations innovated during the COVID-19 crisis. We explore how extension organizations modified inputs such as human capital, technology, and equipment; outputs such as services; and organizational components, such as social structures, participants, and goals. We review previous crises to learn how global extension adapted and then examine contemporary experiences of organizational change during COVID-19. This allows us to provide suggestions for future directions for implementers on how to strengthen extension services to respond in times of crisis and continue to support clientele in varying circumstances. We suggest that extension organizations embrace inclusive technology cautiously, provide staff with skills to adapt and problem solve, and ensure flexible structures that allow for collaboration.