group of students and staff celebrating around a table with a science experiment

Broader Impacts Group

Assorted craft supplies

Section Overview

This section includes a worksheet/discussion tool and tip sheet for recruiting and laying the groundwork for a successful, mutually beneficial CAG.

Worksheet and Discussion Tool

  • Start small, perhaps 3-5 people, keeping in mind that prospective members are also likely knowledgeable partners in helping you expand the list to best represent your intended audiences.

  • For each prospective member, describe their:

    1. Affiliation (professional and/or role in the community, formal or informal):

    2. Relationship to your intended audience(s):

    3. Your relationship with the prospective partner, if any:

    4. Why you hope to partner with this individual:

  • Reviewing the potential CAG members you identified above: who or what identities, professions, and funds of knowledge are absent? In what sectors or subpopulations within the community do you already have strong relationships, and where could you invest effort building new or stronger relationships?

  • Consider how you will introduce your research and broader impacts interests to prospective CAG members. How will you frame your message based on potential partners' interests, expertise, and constituencies/audiences? What questions or concerns do you anticipate they might have, and what questions do you have for them? 

 

Tip Sheet for Recruiting CAG Members

 

Do

Don't
Consider the many kinds of expertise that could enrich the CAG's efforts. If your broader impacts are intended to serve youth, is there a seat on the CAG for one or more children or young adults? Are you inviting prospective members with relevant lived experience not necessarily captured on a C.V., for example parents/guardians, people with disabilities, or people who have experienced poverty? Don't assume that people in conventional positions of power (e.g., elected officials, executive directors, or school superintendents) are necessarily the ideal CAG members. They may bring valuable expertise and community relationships, but your CAG may also benefit from perspectives from people who engage in direct service (e.g., formal or informal educators, policy advocates, and community organizers), people with lived experience among the audiences you intend to serve, and people who do not always have a seat at the table when community decisions are made. Also consider that people in high-level professional and public figures may have less time and energy available to participate in a CAG.
Visit prospective CAG members, ideally in person at their work setting (if appropriate) or a venue of their choice, to learn about their interests and share your vision for the CAG. Even if they decline to join the after this initial conversation, you will have initiated a community relationship and ideally learned more about your intended audience(s). Don’t squander your CAG members’ time and energy on tasks that do not require their unique expertise or perspective. Provide paper copies of agendas, as well as pens and note paper if needed. If subcommittee or one-on-one meetings are needed, take the lead on scheduling and logistics.
Compensate CAG members for their effort.  Don’t assume that the best meeting times will necessarily fall within the traditional workday. Ask prospective CAG members what times and days of the week work best with their personal and professional schedules.
Offer refreshments at meetings. Keep in mind that many grants do not permit food purchases; you may need to explore alternative funding sources for refreshments. Don’t expect the CAG to come to you. Consider meeting venues that are accessible and convenient to members.
Understand and take the time to learn more about cultural considerations among potential CAG members and the audiences you intend to engage. See Section IV. Resource Library for resources on inclusive and culturally sensitive engagement. Don't assume that CAG members have consistent access to a computer and wifi. If you need to meet virtually, be prepared to provide options such as a loaner tablet or laptop and access to private meeting space with an internet connection. Public libraries and other community organizations may offer technology services, but keep in mind that transportation costs and travel time can also create barriers.