{"id":{"repo_id":"vt","oai_identifier":"oai:vtechworks.lib.vt.edu:10919/140687"},"canonical_url":"https://search.dev.ndltd.org/etd/vt/oai:vtechworks.lib.vt.edu:10919/140687","repository":{"repo_id":"vt","name":"Virginia Tech","base_url":"https://vtechworks.lib.vt.edu/oai/request"},"display":{"title":"Assessing Extension Engagement and Collaboration Through the Virginia Cooperative Extension Situation Analysis Process","abstract":"Engagement and collaboration among Extension personnel and community stakeholders are critical for maintaining the relevance, effectiveness, and sustainability of Cooperative Extension programs. This study examined internal and external perceptions of collaboration during the Virginia Cooperative Extension (VCE) Situation Analysis process, which is a formal, statewide assessment conducted every five years to identify and prioritize local community issues. The purpose of this study is to gain additional insight into the perceptions of collaboration between and among employees and stakeholders who participated in the VCE Situation Analysis process and to better understand areas for professional development for employees and stakeholders regarding this process. The objectives of this study were to: (1) describe the perceived strength of collaboration from internal and external perspectives, (2) compare these perceptions across groups, (3) identify differences or similarities in perceived collaborative strength, and (4) determine areas for employee development to enhance future engagement. A modified Wilder Collaboration Factors Inventory (WCFI), excluding the Environment and Resource domains, was administered via Qualtrics to 420 identified participants, yielding 167 responses (39.7% response rate). Quantitative data were analyzed across four collaboration domains: Membership Characteristics, Process/Structure, Communication, and Purpose. Mean ratings across all respondents who completed the survey (n = 102) indicated moderate to strong collaboration (M = 3.71 on a 5-point Likert scale), with the Purpose domain receiving the highest mean (M = 3.78) and Process domain the lowest (M = 3.64). External stakeholders consistently rated collaboration higher (M = 4.10) than internal participants (M = 3.63). The highest-rated indicator was \"I have a lot of respect for other people in this collaboration\" (M = 4.20), while the lowest was \"All of the organizations that we needed to be members of this collaborative group became members\" (M = 3.12). Qualitative data from open-ended survey responses (N = 50) and 16 follow-up interviews identified recurring themes of community connection, issue identification, and the need for enhanced communication and engagement strategies. Participants emphasized that stakeholder involvement improves the accuracy of community needs assessments, strengthens trust, and supports the development of relevant, high-impact programs. Key skills identified for effective collaboration included soft skills (listening, communication, facilitation, leadership) and technical competencies (data analysis, process knowledge, time management). Findings suggest that while VCE demonstrates strong collaborative intent and mutual respect, gaps remain in stakeholder inclusion and communication consistency. Improving stakeholder engagement through targeted employee development, intentional outreach, and clearer process communication could strengthen future Situation Analyses. Overall, the study underscores that effective collaboration not only enhances Extension's local relevance but also reinforces accountability and support at federal, state, and local levels.","abstract_html":"Engagement and collaboration among Extension personnel and community stakeholders are critical for maintaining the relevance, effectiveness, and sustainability of Cooperative Extension programs. This study examined internal and external perceptions of collaboration during the Virginia Cooperative Extension (VCE) Situation Analysis process, which is a formal, statewide assessment conducted every five years to identify and prioritize local community issues. The purpose of this study is to gain additional insight into the perceptions of collaboration between and among employees and stakeholders who participated in the VCE Situation Analysis process and to better understand areas for professional development for employees and stakeholders regarding this process. The objectives of this study were to: (1) describe the perceived strength of collaboration from internal and external perspectives, (2) compare these perceptions across groups, (3) identify differences or similarities in perceived collaborative strength, and (4) determine areas for employee development to enhance future engagement. A modified Wilder Collaboration Factors Inventory (WCFI), excluding the Environment and Resource domains, was administered via Qualtrics to 420 identified participants, yielding 167 responses (39.7% response rate). Quantitative data were analyzed across four collaboration domains: Membership Characteristics, Process/Structure, Communication, and Purpose. Mean ratings across all respondents who completed the survey (n = 102) indicated moderate to strong collaboration (M = 3.71 on a 5-point Likert scale), with the Purpose domain receiving the highest mean (M = 3.78) and Process domain the lowest (M = 3.64). External stakeholders consistently rated collaboration higher (M = 4.10) than internal participants (M = 3.63). The highest-rated indicator was "I have a lot of respect for other people in this collaboration" (M = 4.20), while the lowest was "All of the organizations that we needed to be members of this collaborative group became members" (M = 3.12). Qualitative data from open-ended survey responses (N = 50) and 16 follow-up interviews identified recurring themes of community connection, issue identification, and the need for enhanced communication and engagement strategies. Participants emphasized that stakeholder involvement improves the accuracy of community needs assessments, strengthens trust, and supports the development of relevant, high-impact programs. Key skills identified for effective collaboration included soft skills (listening, communication, facilitation, leadership) and technical competencies (data analysis, process knowledge, time management). Findings suggest that while VCE demonstrates strong collaborative intent and mutual respect, gaps remain in stakeholder inclusion and communication consistency. Improving stakeholder engagement through targeted employee development, intentional outreach, and clearer process communication could strengthen future Situation Analyses. Overall, the study underscores that effective collaboration not only enhances Extension's local relevance but also reinforces accountability and support at federal, state, and local levels.","abstract_has_math":false,"creators":["Johnson, Lonnie L. Jr."],"institution":"Virginia Tech","degree_name":"Doctor of Philosophy","degree_level":"doctoral","degree_discipline":"Agricultural and Extension Education","degree_department":"Agricultural, Leadership, and Community Education","school":null,"contributors":[],"advisors":[],"committee_chairs":["Kaufman, Eric K."],"committee_members":["Board, Barbara A.","Archibald, Thomas G.","Grisso, Robert Dwight"],"year":2026,"date_issued":"2026-01-08","date_published":"2026-01-08","updated_at":"2026-07-22T22:18:49Z","subjects":["collaboration","engagement","stakeholder participation","Wilder Collaboration Factors Inventory","community development","Virginia Cooperative Extension"],"languages":["en"],"rights":["Creative Commons Attribution 4.0 International"],"rights_urls":["http://creativecommons.org/licenses/by/4.0/"],"identifier_entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["vt_gsexam:45534"],"render_values":[{"text":"vt_gsexam:45534","href":null,"code":true}]}]},"links":{"outbound_url":"https://hdl.handle.net/10919/140687","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.committeechair","label":"Committee Chair","values":["Kaufman, Eric K."]},{"key":"dc:contributor.committeemember","label":"Committee Member","values":["Board, Barbara A.","Archibald, Thomas G.","Grisso, Robert Dwight"]},{"key":"dc:contributor.department","label":"Department","values":["Agricultural, Leadership, and Community Education"]},{"key":"dc:creator","label":"Author","values":["Johnson, Lonnie L. 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This study examined internal and external perceptions of collaboration during the Virginia Cooperative Extension (VCE) Situation Analysis process, which is a formal, statewide assessment conducted every five years to identify and prioritize local community issues. The purpose of this study is to gain additional insight into the perceptions of collaboration between and among employees and stakeholders who participated in the VCE Situation Analysis process and to better understand areas for professional development for employees and stakeholders regarding this process. The objectives of this study were to: (1) describe the perceived strength of collaboration from internal and external perspectives, (2) compare these perceptions across groups, (3) identify differences or similarities in perceived collaborative strength, and (4) determine areas for employee development to enhance future engagement. A modified Wilder Collaboration Factors Inventory (WCFI), excluding the Environment and Resource domains, was administered via Qualtrics to 420 identified participants, yielding 167 responses (39.7% response rate). Quantitative data were analyzed across four collaboration domains: Membership Characteristics, Process/Structure, Communication, and Purpose. Mean ratings across all respondents who completed the survey (n = 102) indicated moderate to strong collaboration (M = 3.71 on a 5-point Likert scale), with the Purpose domain receiving the highest mean (M = 3.78) and Process domain the lowest (M = 3.64). External stakeholders consistently rated collaboration higher (M = 4.10) than internal participants (M = 3.63). The highest-rated indicator was \"I have a lot of respect for other people in this collaboration\" (M = 4.20), while the lowest was \"All of the organizations that we needed to be members of this collaborative group became members\" (M = 3.12). Qualitative data from open-ended survey responses (N = 50) and 16 follow-up interviews identified recurring themes of community connection, issue identification, and the need for enhanced communication and engagement strategies. Participants emphasized that stakeholder involvement improves the accuracy of community needs assessments, strengthens trust, and supports the development of relevant, high-impact programs. Key skills identified for effective collaboration included soft skills (listening, communication, facilitation, leadership) and technical competencies (data analysis, process knowledge, time management). Findings suggest that while VCE demonstrates strong collaborative intent and mutual respect, gaps remain in stakeholder inclusion and communication consistency. Improving stakeholder engagement through targeted employee development, intentional outreach, and clearer process communication could strengthen future Situation Analyses. Overall, the study underscores that effective collaboration not only enhances Extension's local relevance but also reinforces accountability and support at federal, state, and local levels."]},{"key":"dc:description.abstractgeneral","label":"General Abstract","values":["The Virginia Cooperative Extension (VCE) works in every county and city across the Commonwealth to connect communities with education and resources that improve quality of life. Every five years, VCE conducts a process called the Situation Analysis to identify the most important issues facing local communities and to guide Extension's programming and priorities. This process relies on strong collaboration between VCE employees, community members, local government, and other organizations. However, until now, the level of collaboration and engagement in this process has not been formally studied. This study set out to understand how well VCE and its partners are working together during the Situation Analysis and to identify ways to strengthen that collaboration. The research asked both VCE employees and community partners about their experiences through a detailed survey and follow-up interviews. The survey measured how people felt about communication, teamwork, shared purpose, and participation. A total of 102 people completed the survey, representing both Extension staff and community stakeholders. Overall, the results showed that collaboration is a strong part of the VCE Situation Analysis process. Most participants agreed that they respected the people they worked with and clearly understood the goals of the process. However, some areas need improvement. The lowest rated area was membership, meaning not all the organizations that should have been involved were included in the process. Community partners rated the process more positively than VCE employees, suggesting that Extension staff may see more room for improvement from within the organization and face more challenges when having the responsibility to conduct the Situation Analysis. Interviews and open-ended survey questions revealed that collaboration helps build stronger community connections, increases awareness of local issues, and ensures that Extension programs reflect what people truly need. Respondents emphasized the importance of communication, trust, and inclusion. They also identified key skills that make collaboration more successful, such as active listening, clear communication, leadership, organization, and the ability to analyze and use data. The findings show that collaboration and community engagement are essential for VCE's continued success. By improving communication, expanding participation, and helping employees and partners develop both soft skills (listening, communication, facilitation, leadership) and technical competencies (data analysis, process knowledge, time management), Extension can better identify community priorities and deliver more effective programs. Stronger collaboration not only supports Extension's mission but also helps communities across Virginia work together to solve local problems and build a better future."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["Doctor of Philosophy"]},{"key":"dc:format.medium","label":"Dc Format Medium","values":["ETD"]},{"key":"dc:title","label":"Title","values":["Assessing Extension Engagement and Collaboration Through the Virginia Cooperative Extension Situation Analysis Process"]}]}],"canonical_facts":{"dc:contributor.committeechair":["Kaufman, Eric K."],"dc:contributor.committeemember":["Board, Barbara A.","Archibald, Thomas G.","Grisso, Robert Dwight"],"dc:contributor.department":["Agricultural, Leadership, and Community Education"],"dc:creator":["Johnson, Lonnie L. Jr."],"dc:date.accessioned":["2026-01-09T09:00:29Z"],"dc:date.available":["2026-01-09T09:00:29Z"],"dc:date.issued":["2026-01-08"],"dc:description.abstract":["Engagement and collaboration among Extension personnel and community stakeholders are critical for maintaining the relevance, effectiveness, and sustainability of Cooperative Extension programs. This study examined internal and external perceptions of collaboration during the Virginia Cooperative Extension (VCE) Situation Analysis process, which is a formal, statewide assessment conducted every five years to identify and prioritize local community issues. The purpose of this study is to gain additional insight into the perceptions of collaboration between and among employees and stakeholders who participated in the VCE Situation Analysis process and to better understand areas for professional development for employees and stakeholders regarding this process. The objectives of this study were to: (1) describe the perceived strength of collaboration from internal and external perspectives, (2) compare these perceptions across groups, (3) identify differences or similarities in perceived collaborative strength, and (4) determine areas for employee development to enhance future engagement. A modified Wilder Collaboration Factors Inventory (WCFI), excluding the Environment and Resource domains, was administered via Qualtrics to 420 identified participants, yielding 167 responses (39.7% response rate). Quantitative data were analyzed across four collaboration domains: Membership Characteristics, Process/Structure, Communication, and Purpose. Mean ratings across all respondents who completed the survey (n = 102) indicated moderate to strong collaboration (M = 3.71 on a 5-point Likert scale), with the Purpose domain receiving the highest mean (M = 3.78) and Process domain the lowest (M = 3.64). External stakeholders consistently rated collaboration higher (M = 4.10) than internal participants (M = 3.63). The highest-rated indicator was \"I have a lot of respect for other people in this collaboration\" (M = 4.20), while the lowest was \"All of the organizations that we needed to be members of this collaborative group became members\" (M = 3.12). Qualitative data from open-ended survey responses (N = 50) and 16 follow-up interviews identified recurring themes of community connection, issue identification, and the need for enhanced communication and engagement strategies. Participants emphasized that stakeholder involvement improves the accuracy of community needs assessments, strengthens trust, and supports the development of relevant, high-impact programs. Key skills identified for effective collaboration included soft skills (listening, communication, facilitation, leadership) and technical competencies (data analysis, process knowledge, time management). Findings suggest that while VCE demonstrates strong collaborative intent and mutual respect, gaps remain in stakeholder inclusion and communication consistency. Improving stakeholder engagement through targeted employee development, intentional outreach, and clearer process communication could strengthen future Situation Analyses. Overall, the study underscores that effective collaboration not only enhances Extension's local relevance but also reinforces accountability and support at federal, state, and local levels."],"dc:description.abstractgeneral":["The Virginia Cooperative Extension (VCE) works in every county and city across the Commonwealth to connect communities with education and resources that improve quality of life. Every five years, VCE conducts a process called the Situation Analysis to identify the most important issues facing local communities and to guide Extension's programming and priorities. This process relies on strong collaboration between VCE employees, community members, local government, and other organizations. However, until now, the level of collaboration and engagement in this process has not been formally studied. This study set out to understand how well VCE and its partners are working together during the Situation Analysis and to identify ways to strengthen that collaboration. The research asked both VCE employees and community partners about their experiences through a detailed survey and follow-up interviews. The survey measured how people felt about communication, teamwork, shared purpose, and participation. A total of 102 people completed the survey, representing both Extension staff and community stakeholders. Overall, the results showed that collaboration is a strong part of the VCE Situation Analysis process. Most participants agreed that they respected the people they worked with and clearly understood the goals of the process. However, some areas need improvement. The lowest rated area was membership, meaning not all the organizations that should have been involved were included in the process. Community partners rated the process more positively than VCE employees, suggesting that Extension staff may see more room for improvement from within the organization and face more challenges when having the responsibility to conduct the Situation Analysis. Interviews and open-ended survey questions revealed that collaboration helps build stronger community connections, increases awareness of local issues, and ensures that Extension programs reflect what people truly need. Respondents emphasized the importance of communication, trust, and inclusion. They also identified key skills that make collaboration more successful, such as active listening, clear communication, leadership, organization, and the ability to analyze and use data. The findings show that collaboration and community engagement are essential for VCE's continued success. By improving communication, expanding participation, and helping employees and partners develop both soft skills (listening, communication, facilitation, leadership) and technical competencies (data analysis, process knowledge, time management), Extension can better identify community priorities and deliver more effective programs. Stronger collaboration not only supports Extension's mission but also helps communities across Virginia work together to solve local problems and build a better future."],"dc:description.degree":["Doctor of Philosophy"],"dc:format.medium":["ETD"],"dc:identifier.other":["vt_gsexam:45534"],"dc:identifier.uri":["https://hdl.handle.net/10919/140687"],"dc:language.iso":["en"],"dc:publisher":["Virginia Tech"],"dc:rights":["Creative Commons Attribution 4.0 International"],"dc:rights.uri":["http://creativecommons.org/licenses/by/4.0/"],"dc:subject":["collaboration","engagement","stakeholder participation","Wilder Collaboration Factors Inventory","community development","Virginia Cooperative Extension"],"dc:title":["Assessing Extension Engagement and Collaboration Through the Virginia Cooperative Extension Situation Analysis Process"],"dc:type":["Dissertation"],"thesis:degree_discipline":["Agricultural and Extension Education"],"thesis:degree_level":["doctoral"],"thesis:degree_name":["Doctor of Philosophy"],"thesis:institution_name":["Virginia Polytechnic Institute and State University"]},"updated_at":"2026-07-22T22:18:49Z"}