CA State 4-H Futures Task Force:

Organization Subcommittee

Facilitator: Keeley Mooneyhan, HR Matters Inc.January 28, 2014

• Review Expectations and Goals• Recap of December 20th meeting• Subcommittee Process Overview• Define Goals and Outcomes• Next Steps

– Dates for next meeting– Prepare pros/cons of current organization and recommendations for the

future– Revisions to Goals & Outcomes

• Adjournment

Agenda

Today’s Goals• Alignment on common goals• Identify next meetings

Shared Expectations

• Partner, share, and build trusting relationships

• Be the voice of innovation, change and opportunity

• Help 4-H evolve • Make 4-H relevant and important • Speak of aspirations• Lead by example

Guiding PrinciplesTaskforce Goals

– Strengthen program delivery: Connect People, Resources, Programs, Tools, and Technology

– Accelerate distribution of information, education, and learning– Honor and respect the past while leading 4-H’s next evolution – Identify “Best Practices” to grow, develop, and support 4-H across CA

Outcomes– Be committed to the mission, vision, and pillars of 4-H – Appreciate different perspectives of 4-H – Create a future where 4-H is considered a cornerstone of Youth

Development– Identify areas of shared interest and value to the organization and

commit to preserve what’s great and to evolve what can be betterOverall Experience Goals

– Minimize “Negativity”– Establish Trust and Grow Partnerships– Build Excitement & Maintain Momentum– Create Interest– Gain/Retain Youth, Volunteer, and Community Engagement and

Participation– Empower Youth– Drive Commitment– Set the Stage for Success (Expectation Setting)– Recognize Uniqueness

Our FTF December Recap

Our Journey . . .

Insights• Collect and share statewide feedback• Identify statewide themes for

opportunity and preservation

Recommendations• Draft Recommendations for the future

Context• Understand the history of 4-H• Identify some of the opportunities for

the future• Discover and Discuss Opportunities to

“Make The Best Better” • Identify Areas of Interest• Draft Priorities

Alignment• Confirm areas of interest • Set Priorities• Collect recommendations

Where Are We today?Current Conversation

The Roadmap to the Future

Priorities

Objectives1. Make the Best Better2. Learn by Doing

Organization

• Define a consistent 4-H organizational management framework, tools and resource library

• Advance organizational alignment, synergy and funding capture capabilities to increase funding, reduce costs, and increase resources

Engagement• Enhance alignment of the various 4-H stakeholders

through intentional relationship building, training, sharing, and communications

• Ensure staff, volunteer, and member capabilities continually evolve to make the best better

• Build cross-organization training, cultural sensitivity (generational, rural/urban, ethnic), communications, and change management processes

• Share learning and continuously increase the competence of all volunteers, staff, and members

Communications• Develop, define, and implement robust communication

strategies and best practices to reach each individual member/volunteer

• Determine multiple methods for information delivery; especially for areas without access to internet

Organize 4-H to best meet the growing and changing needs of the members, volunteers, and supporters to better position growth for the next 100+ years

FTF StrategyVision, Mission,and Objectives

Build and improve relationships with members, potential members, leaders, and external advocates; increase knowledge of programs/opportunities; recruit more members to participate; increase delivery modes of 4-H; and increase diversity by reaching more people in our communities

Increase communication across the 4-H organization, share opportunities across sections, and improve the flow of information.

Vision

Healthy, happy, thriving people who make a positive difference in their communities

MissionThe University of California 4-H Youth Development Program engages youth in reaching their fullest potential while advancing the field of youth development

Increase awareness, visibility, outreach and participation in the program.

Public Relations

• Develop a 4-H PR plan and associated marketing materials

• Build Public Relations efforts in coordination with public values initiative to increase public awareness to the positive impact 4-H offers as a youth development organization

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Engagement RecommendationsEngagement is how we interact, recruit and retain youth and adults in the program. Relationships and being part of a community are real tangible benefits from being part of 4-H. We want to increase outreach and participation in the program, particularly among underserved and underrepresented populations. 4-H needs to represent the diversity of the communities we serve and provide rich and diverse programs. Build and improve relationships with members, potential members and volunteers, and external advocates; increase knowledge of programs/opportunities; recruit and retain more members and volunteers; and increase diversity of youth and volunteer participants.

RecommendationAnswer the question: “What is 4-H?” in relevant and understandable language. This would help with recruitment, orientation, public image, and retention.

Explore the recruitment and “Welcome Experience” for 1st year families, youth, and adult (including teenagers). Create a “Welcome to 4-H” orientation framework and develop a “graphic” video to provide an introduction to 4-H.

Development of models to reach and establish 4-H programs in underserved areas with attention to integration with 4-H and sustainability. Explore streamlined (alternate) models of 4-H Clubs while maintaining the essential elements of the club model. Need recruitment effort for younger adult volunteers (age 18-30).Explore statewide programmatic consistency/alignment/standardization while balancing the need for local adaptability (particularly for those affected).Strengthen youth-adult partnerships while minimizing micromanagement and undermining (aka politics)Provide training to youth and adults – either a statewide training corps or online matrix of topics with videos and activities.Smaller and simpler record book.Explore existing 4-H incentives and recognition programs to ensure it is meeting the needs of 4-H members (to retain youth).Create consistent 4-H identity for all delivery modes (branding).

Communication RecommendationsCommunication is the exchange of information, ideas, and access to tools. Information doesn’t flow easily through the 4-H organization in any direction. Despite efforts to push information down from the State to the local levels, information doesn’t get to every individual and locally information doesn’t always flow back up to the State so that information becomes 2-way. It is important to consider the best communication strategies to reach every individual member/volunteer and ensure access for the majority if not all involved.

RecommendationConduct and Environmental Scan to determine the most common and effective communication delivery methods to establish an organization-wide communication plan. The overall consideration should include; traditional print/web media, social media, newsletters, calendars, updates, organization policy access, and non-connected participants. The goal is to increase information and reduce redundancy and meet the diverse needs of the organization both geographically and generationally.Establish website guidelines, template, and resource library to gain consistent look, feel, and content of all county websites. Define a template and standard approach with links to/from the State web site to include menu/headers, file organization, and search features. Build in performance tracking (to track active links), metrics, and web search optimization to increase incidence in key word searches.

As part of an overall Communication and Engagement strategy, create an escalation organizational chart with names, titles, and contact information for club, county, section, and state resources.

When members/volunteers register online, there should be a disclaimer that they will automatically be enrolled to receive the standard formats for communication correspondence including but not limited to newsletters, emails, calendar updates, etc. Individuals can “opt out”. As part of the registration process these communication vehicles should be set-up to be automatic so individuals start receiving information immediately.

Public Relations RecommendationsPublic Relations is the process of creating and maintaining a favorable public image. 4-H could benefit from a robust public image campaign to increase positive awareness, visibility, outreach, and participation in the program.

Recommendation

Define and align on “What is 4-H” to include:Organization ValuesClear Public and Private ValuesKey Messages related to what 4-H is and how it worksLock on public image which may include (uniform, symbols, and pledge)

Create a Marketing strategy that provides statewide templates, brochures, and social media collateral (@CA4H or # 4-H) and instruction which can be customized for local use and distribution

Develop core messages, frequently asked questions (FAQ’s), and standard scripts to drive consistency in messaging for different purposes and audiences which are culturally and geographically sensitive. These messages should be shared with the organization so they can be customized and leveraged locallyIdentify and support visible 4-H participation in non-4-H events such as maker faires, speaking contests, college bowls, etc. Create a PR platform to promote 4-H as an educational development opportunity that expands beyond current perceptionsCreate consistent approach to the use of the uniform to include guidelines around informal and formal dress so that 4-H maintains tradition and recognizes the changes necessary to meet the needs of today’s youth. The emphasis is on creating an updated, comfortable, easy and affordable dress code for 4-Her’s to be recognizable at any/all 4-H events.

Organization RecommendationOrganization refers to how 4-H as a body of people is organized for governance, administration, and delivery of programs. How 4-H is organized in CA may impact communication, what we do, and access to resources. The CA 4-H organization is complex and has multiple areas which have become unintentionally siloed. An organization should be established to best meet the growing and changing needs of the members, volunteers, families and supporters; and to help 4-H grow for the next 100+ years. Organization should address administration, management, program development and delivery, and funding challenges and create additional opportunities for efficiency and combined synergies for shared success and growth.

Recommendation

An effective structure for the California Youth Development Program should further empower and give youth and adult volunteers greater authority in the program. A structure should focus on 4-H Public Relations, Youth and Adult Engagement, and Fund Development as well as expand the programmatic focus at the state level. The structure needs to improve communication and minimize administrative and management responsibilities.

Organization Deep Dive: Goals and Objectives

Subcommittee Process and Timeline

The Roadmap to the Future: Organization

Priorities

Objectives1. Make the Best Better2. Learn by Doing

Organization• Define a consistent 4-H organizational management

framework, tools and resource library• Advance organizational alignment, synergy and

funding capture capabilities to increase funding, reduce costs, and increase resources

Engagement• Enhance alignment of the various 4-H stakeholders

through intentional relationship building, training, sharing, and communications

• Ensure staff, volunteer, and member capabilities continually evolve to make the best better

• Build cross-organization training, cultural sensitivity (generational, rural/urban, ethnic), communications, and change management processes

• Share learning and continuously increase the competence of all volunteers, staff, and members

Communications• Develop, define, and implement robust communication

strategies and best practices to reach each individual member/volunteer

• Determine multiple methods for information delivery; especially for areas without access to internet

FTF StrategyVision, Mission,and Objectives

Build and improve relationships with members, potential members, leaders, and external advocates; increase knowledge of programs/opportunities; recruit more members to participate; increase delivery modes of 4-H; and increase diversity by reaching more people in our communities

Increase communication across the 4-H organization, share opportunities across sections, and improve the flow of information.

Vision

Healthy, happy, thriving people who make a positive difference in their communities

MissionThe University of California 4-H Youth Development Program engages youth in reaching their fullest potential while advancing the field of youth development

Increase awareness, visibility, outreach and participation in the program.

Public Relations

• Develop a 4-H PR plan and associated marketing materials

• Build Public Relations efforts in coordination with public values initiative to increase public awareness to the positive impact 4-H offers as a youth development organization

Pu

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dingOrganize 4-H to best meet

the growing and changing needs of the members, volunteers, and supporters to better position growth for the next 100+ years

Org

aniz

atio

n

•Define a consistent 4-H organizational management framework, tools and resource library

•Advance organizational alignment, synergy and funding capture capabilities to increase funding, reduce costs, and increase resources

Organization RecommendationOrganization refers to how 4-H as a body of people is organized for governance, administration, and delivery of programs. How 4-H is organized in CA may impact communication, what we do, and access to resources. The CA 4-H organization is complex and has multiple areas which have become unintentionally siloed. An organization should be established to best meet the growing and changing needs of the members, volunteers, families and supporters; and to help 4-H grow for the next 100+ years. Organization should address administration, management, program development and delivery, and funding challenges and create additional opportunities for efficiency and combined synergies for shared success and growth.

Recommendation

An effective structure for the California Youth Development Program should further empower and give youth and adult volunteers greater authority in the program. A structure should focus on 4-H Public Relations, Youth and Adult Engagement, and Fund Development as well as expand the programmatic focus at the state level. The structure needs to improve communication and minimize administrative and management responsibilities.

4-H FTF Subcommittee on Organization Recommendations: Proposed Outcome Summary*

Based on our discussions there were several clear themes which emerged and should be at the basis for any organizational design initiative: Collaboration, Communication, Operational Efficiency, Transparency, and Cross-Organizational Alignment

CA 4-H has a unique operational and support structure in cooperation, oversight, and shared ownership with the USDA, State of CA through the University of California Division of Agriculture and Natural Resources, Local Counties, multiple volunteer organizations, and 4-H youth/adult participants. Not to mention, funding and program support are often provided by external partners, grants, and fund development in and around our communities. We cannot change the organizational ownership; however, one of the ways we might move forward is to think in terms of “One 4-H” and how we can drive towards an outcome where CA 4-H operates like “One 4-H Organization”.

*See appendix for full set of outcome notes from meeting

Next Steps

Next Steps• Schedule Next Subcommittee Meetings• Using the attached templates:

• Draft Pros/Cons of Current Organization • Draft recommendations/inputs towards an ideal 4-H

organization• Identify any refinements to the organizational

outcomes/goals we may want to include

Pro Organization ConsiderationsWhat moves us

towards successDescription of Status Quo Things to consider, solutions, recommendations

Passionate Volunteers who are offer their time, insights, and experience to other volunteers, youth, and staff

Volunteers make up the majority of our organization’s support structure

Volunteers currently are loosely organized and in some situations not at all organized

Freedom of choice, movement, and autonomy are key motivators for some volunteers

Opportunities for development, growth, and personal satisfaction are motivators for others

The organization needs to recognize the importance and impact of volunteers and potentially start with volunteers as the first point organizational opportunity

Creating a rigid set of parameters for volunteers may impact morale and curtail personal satisfaction for some volunteers

Create meaningful opportunities for volunteers to put their interests in play the same way we do our youth; learn by doing

Con Organization ConsiderationsWhat moves us

away from successDescription of Status Quo Things to consider, solutions, recommendations

Passionate volunteers who mean well but are not effective in their current roles

Volunteers make up the majority of our organization’s support structure

Volunteers currently are loosely organized and in some situations not at all organized

Freedom of choice, movement, and autonomy are key motivators for some volunteers

Opportunities for development, growth, and personal satisfaction are motivators for others

Some volunteers go where they are needed or based on their interests or perceived value, and not always where they are best suited or equipped

The organization needs to recognize the importance and impact of volunteers and potentially start with volunteers as the first point organizational opportunity

Some modest guidelines and assessments would be useful for filling critical volunteer positions

Creating a rigid set of parameters for volunteers may impact morale and curtail personal satisfaction for some volunteers

Create meaningful opportunities for volunteers to put their interests in play the same way we do our youth; learn by doing, but not without support, mentorship, and an opportunity to be successful

Appendix

4-H FTF Subcommittee on Organization Recommendations: Proposed Outcome Notes

• Create an organization to support better communication processes, 4-H public relations, youth and adult engagement and fund development.

• Structure supports a smooth roll-out of programs and ideas from state to local level and local level back to the state

• Focus on youth and adult engagement; where youth, families, and volunteers feel supported

• Youth, adults, and staff are empowered to generate ideas and the development of new programs which should flow both from the bottom to the top and vice versa

• Transparent system

• Everyone feels like they are a valued part of the model

• A model should be as simple and clear as possible.

• A structure should be clear in areas of responsibility, communication, decision-making and accountability.

• Eliminate bureaucracy as much as possible – decision making that doesn’t interact together.

• Everyone should be able to find their place in the program - if it’s complicated they won’t be able to find their place - create a clear line of sight to where everyone fits into the organization

• Create a nimble structure to allow for more future flexibility – if structure is nimble conflicting priorities will be minimized.

• Needs to be more streamlined and easier to navigate

• Empower the youth at the State level and have a standard operating procedure

• Org structure needs to support the academic responsibilities that support the mission and be a place for collaborative academic work to happen; publication, research, etc.

• Make things simpler: Develop an easy way to enroll for new members and describe 4-H

4-H FTF Subcommittee on Organization Recommendations: Proposed Outcome Notes Con’t.

• Easy to navigate and find information/get answers.

• Work towards common goals and be one organization

• Promote, assist and support interdisciplinary work - decoupling silos in our subject matter/project areas

• Org structure needs to leverage current staff, since there is no current opportunity to add staff unless on a limited basis through grants or funded event

• Create a transparent policy and rules which delineate what is optional vs. required and offer a rationale, benefit, and smoother transition

• Programs and policy are consistent and aligned with identified priorities

• Provide new opportunities to engage new leaders and youth at the state and sectional levels (more opportunities to engage and participate in leadership roles)

• Decrease administrative and management overhead by streamlining bank accounts, contracts for events, bylaws, etc.- to be more efficient

• Create efficiencies without taking away all authority and autonomy from within the system

• Drive for more volunteer support to do more lifting in the programs