Resilient Extension for Resilient Client: Understanding the Response of Florida Cooperative Extension to the Marketing Challenges of Producers During the Covid-19 Lockdown

Arati Joshi; Sebastian Galindo; John Diaz; David Outerbridge; Trent Blare

doi:10.5032/jae.v66i1.2889

Authors

Arati Joshi University of Florida https://orcid.org/0000-0002-4946-9366
Sebastian Galindo University of Florida https://orcid.org/0000-0002-4061-773X
John Diaz University of Florida https://orcid.org/0000-0002-2787-8759
David Outerbridge University of Florida https://orcid.org/0000-0002-0495-005X
Trent Blare University of Florida, International Potato Center, CGIAR https://orcid.org/0000-0002-2318-0409

DOI:

https://doi.org/10.5032/jae.v66i1.2889

Keywords:

adaptive capacity, coping capacity, organizational resilience, organizational learning, extension and advisory services

Abstract

Cooperative Extension plays a vital role in supporting rural communities during crises and in building community resilience. Studies report that during the COVID-19 lockdown, producers in the USA reported concern about the demand for their fresh produce and needed information on marketing, digital marketing, community engagement, and collective marketing and distribution of products. Extension continued to support its clients and their changing demands during this dynamic time. However, the role of Extension in responding to its clients’ evolving needs regarding marketing produce during the COVID-19 lockdown has not been explored. Using a capabilities-based organizational resilience model, this study aimed to understand the anticipation, coping, and adaptation capabilities of Florida Cooperative Extension (FCE) during the COVID-19 lockdown, particularly focusing on response to marketing challenges of producers. A narrative research approach was used, and data were collected through Zoom interviews with Extension agents (n = 9), and Extension leaders (n = 6). The six-step thematic data analysis process resulted in four major themes. Participants described FCE as unprepared to deal with the challenges of lockdown. FCE’s response to the challenges of producers was reactive, and it primarily helped producers market their products by connecting producers with consumers through online platforms and setting up farm stands. After the lockdown, Extension agents made some changes in their Extension programs, however, no higher-level changes were found. Our findings suggest strengthening adaptation capabilities by including reflective activities to take lessons from this event, which could also be incorporated into future crisis planning to enhance resilience.

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