Likewise, as British sociologist Anthony Giddens has stressed, policymakers in this age of austerity are placing an increasing emphasis on dialogue and empowerment, approaches that encourage individuals and groups to address change by making things happen rather than having things happen to them.

A pre-occupation with personal empowerment will persist for a long time. The good news for us is that personal empowerment is our business. We are an agency of empowerment.

As government searches for cost-effective alternatives in the midst of these budgetary restraints, the role we serve enabling people to do more with less will garner a renewed appreciation — at least, so long as we are telling our story.

4. We are human infrastructure:

We all know that in the 21st century, there is a strong emphasis on building technological infrastructure. Small wonder why: It offers enhanced opportunities for intellectual exchange, which, in turn, creates enhanced opportunities for creativity and innovation.

Let’s not forget that we are infrastructure — not the inanimate stuff like high-speed rail or Internet connections — but the flesh-and-bone variety — human infrastructure.

Even in this wired age, there remains an enormous value in the dense network of face-to-face relationships that characterize the Cooperative Extension mission. They have enormous potential for enhancing the connections that emerge from this newer, technological infrastructure.

5. We are contextualizers:

The bad news: As flesh-and-bone knowledge providers, we cannot hold a candle to virtual knowledge sources, especially search engines — no doubt about that.

The good news is that we still possess something that search engines and other online applications lack: the ability to provide our audiences knowledge within deep, enriched learning contexts. We help our diverse audiences not only understand knowledge within a wider learning context but, even more important, how to use it to enhance their lives in lasting, meaningful ways.

6. We are synergists:

Our longstanding experience with forging and cultivating partnerships among diverse groups has often enabled us to succeed where others have failed.

As our work in community resource development has underscored time and again, Extension educators have provided the crucial impetus that moves ideas from the drawing board to the assembly floor and, ultimately, to the end user.

7. We are collaborators:

To an increasing degree, wikinomics, which emphasizes the power of collaborative wisdom and learning, is being adopted by everyone from global companies to educational institutions.

Extension pioneers Seaman Knapp and Booker T. Washington anticipated this 21st century mindset more than a century ago: They didn’t view their clients as passive subjects; they considered them equals — more than that, they regarded them as active collaborators in their outreach efforts.

Simply put, they viewed them as equals.

Wikinomics is written into our organizational DNA — a trait that gives us an enormous competitive advantage over other public and private entities that are just now coming to terms with new demands of the 21st century knowledge economy.

A charge to keep

I’ll close this by admitting to something — bias.  I love Extension work. I feel fortunate to have served a quarter century in an agency — an educational movement — that puts knowledge to practical use.

Even in this cash-strapped era, we have a charge to keep. In the midst of this gloom, I believe that our longstanding appreciation for dialogue, forging partnerships and empowering people uniquely equips for the challenges of the 21st century.