Barrier 2: Lack of higher-level executive support for agency engagement with broader constituencies
Higher-level executives (i.e. commissions, boards, cabinet secretaries, or governors) may not be supportive of engaging broader constituencies if engagement would disrupt or change agency work, cause concern to key constituencies, or be politically risky. Higher-level executives may also disagree with the need for, or urgency of, engaging with broader constituencies.
Strategy 1: Secure executive-level support to engage and serve broader constituencies.
Executive-level support for broader engagement may be necessary for an agency to embark on an initiative to engage broader constituencies. The standing and influence of executive-level leaders could help mitigate any resistance to broader engagement by traditional constituencies or agency staff and help new constituencies see the value of engaging with the agency. An executive-level leader who is clear and outspoken in their support about the need to engage and serve broader constituencies would set a positive tone for change.
Step 1: Identify reasons/factors for lack of executive support.
Tactic 1: Confirm assumptions and identify reasons for lack of executive support.
Agency staff or partners may hold assumptions that an executive leader does not support engagement with broader constituencies. Such assumptions need to be tested to ensure they are accurate. The executive-level leader, their staff, and associates should be consulted to understand whether there are reasons (and their basis) for not supporting broader engagement.
Step 2: Develop and implement strategies to address reasons/factors for lack of executive support.
Tactic 1: Consult with peers (within and out-of-state/province) for advice.
Peers in other agencies and organizations within and beyond jurisdictional boundaries should be consulted for advice on addressing the concerns of executive leader(s). Lessons learned from past interactions with broader constituencies or guidance on political risks would be useful.
Tactic 2: Assess benefits and potential risks to engaging broader constituencies.
Engagement with broader constituencies can provide benefits such as broadening support for the agency or bringing new sources of funding, but it can also pose potential risks such as alienating supportive constituencies. An objective assessment of benefits and risks should be done to determine positive attributes and challenges for broader constituency engagement.
Tactic 3: Establish a team to develop an approach or strategy to increase executive support for engaging diverse constituencies.
A team made up of agency staff and/or representatives from key constituencies should be assembled to develop an approach or strategy to increase the executive’s support for broader engagement. The strategy should identify specific actions needed to overcome factors that impede support. The plan should include actions that are achievable and tailored to the current executive but also relevant to future leaders. When possible, the actions should avoid creating new, or heightening existing, tensions between the agency and executive-level leader(s).
Tactic 4: Implement, monitor, and evaluate the strategy.
Upon implementation, the strategy should be monitored and routinely evaluated to determine whether it was successful and if not, why. The strategy may need to be revised or adapted if the actions are unsuccessful or if there is a personnel change among executive-level leadership.
Step 3: Ensure executive leadership understands and values the need to serve all constituencies.
Tactic 1: Communicate the scope and importance of engagement to meet the agency's public trust responsibilities.
Although most agency staff have an understanding of their public trust responsibilities, the full scope of the agency’s obligations may not be evident to all executive-level leaders. Although conservation and management of game species is a major focus of fish and wildlife agency work, these agencies also have responsibility for most other species of fish and wildlife. A thorough treatment of the implications of the public trust doctrine to fish and wildlife is available in a technical review by The Wildlife Society and guidance for agencies to apply the public trust doctrine can be found in the Wildlife Governance Principles (Decker et al., 2016).
Tactic 2: Provide executive-level leader with evidence that engaging broader constituencies has benefits or that costs can be mitigated.
Fish and wildlife agencies strive to work on behalf of and provide service to all members of the public. In many states and provinces, the core of agency support is from hunters, anglers, and wildlife viewers. Engaging broader constituencies that use the outdoors in other ways or benefit indirectly from fish and wildlife conservation can expand support for the agency. As public and political support for an agency grows, those resistant to change may come to understand the benefits of broader engagement.
Tactic 3: Agency director and executive leadership jointly engage broader constituencies.
Beyond mere agreement that broader engagement is necessary or the right course of action, gaining the active support of an executive and their team can be essential to engaging broader constituencies. A higher-level executive who is willing to work with agency leadership to do outreach and build relationships with broader constituencies is the most desirable outcome.
© Texas Parks & Wildlife Department
Public engagement with broader constituencies can provide benefits to an agency but can also pose potential risks, like alienating supportive constituencies. Agencies must assess the benefits and challenges of broader constituency engagement. They must also ensure executive leadership understands and values the need to serve all constituencies.
