University engagement in community settings is increasingly valued and expected. Extension efforts vary slightly from community engagement conducted at private institutions but the ultimate goal has been focused on a stronger level of societal relevance that improves both society and the overarching goals of higher education. The Organizational Change model helped frame the discussion of external or internal forces that would create opportunities or barriers for intercollegiate Extension programs. The research question was developed to explore how transformational factors influence the success or failure of intercollegiate Extension programs. A qualitative, phenomenological approach was used, and eight interview transcripts were analyzed. Participants were required to be Extension employees who had experience with an intercollegiate Extension program. Data were analyzed using the template analysis and the constant comparative method. Findings reported that transformational factors were: (a) Financial Needs of Intercollegiate Programs Exceed What Is Commonly Available Through Internal Funding, (b) Promoting Access to Higher Education and Serving the Public, (c) Leaders Recognizing the Potential of Intercollegiate Extension Programs to Help Improve the Reputation and Visibility of the University as a Whole, and (d) Changing Culture to Integrate Intercollegiate Extension Programs. Nevertheless, more research is needed to better understand these non-traditional programs.
Keywords: collaboration, interdisciplinary, university-wide, mission, funding