CA State 4-H Futures Task Force:

Organization Subcommittee

Facilitator: Keeley Mooneyhan, HR Matters Inc.March 25, 2014

• Review common recommendation themes from feedback received

• Develop an organizational framework/structure– Questions to consider– Real-time development– Review against goals and outcomes identified

• Next Steps– Assess additional meeting requirements– Report out to ftf committee

Agenda

Today’s Goals• Create a high level organizational framework/structure for consideration

• Clarify next steps

Organization Recommendations: Review Organizational Considerations

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 as “One 4-H Organization”.

*See appendix for full set of outcome notes from meeting

Organization Recommendation – Stage One vs Stage Two

• Stage One– Focus on big structural organizational components/grouping of

work (e.g. programs or operations)– General purpose of the organizational group, high level role &

responsibilities– High level – how work gets done (board, committee, etc)

• Stage Two– Drilling down on the details– More detailed roles & responsibilities– How the organization functions– Communication Framework– Selection process

Today’s Focus

Organization Considerations from Feedback– Stage 1

• Break down the siloes– Increase partnership between state staff and volunteers

– Need better integrated committees and not siloes

– Shared responsibilities between State 4-H office and State 4-H council

– County staff and volunteers involved in developing strategic plan

• Shared Goals – May require redefining staff roles, state council and section council

responsibilities

– County-to-County consistency on some fundamentals

• Engagement of Volunteers– Meaningful opportunities but respectful of time

– Use the volunteers to supplement staff as needed

– Keeping the local youth engaged in leadership capacities

• Organization – Address recommendations of 4-H FTF: PR, Marketing (branding),

outreach, recruiting, communication

– Leverage State Subject Matter Experts

Future Considerations from Feedback – Stage 2• Review Roles and Responsibilities

– State to look at selection process to pull from broader community- state staff and volunteers have a role in the selection– State Staff- Sections focus on events- outreach director

• Communications Framework– Communication, transparency, trust, and respect– Face-to-face if possible– Communicate appropriate to audience– Improve access to resources

• Reduce/streamline administrative aspects (paperwork) as much as possible– Less bureaucracy– Keep it as simple as possible– Online with clear training/support

• Improve efficiency• Expand outreach

– Beyond club emphasis – to other delivery avenues and external audiences

• Diversity & Inclusion– Increase participation to reflect communities served– Councils & state staff– Outreach efforts

Organization Recommendation: Develop a Framework

Creating the Framework – Ground Rules

• Respect for what people bring to the table

• Solutions-oriented (not revisiting past problems)

• Look forward – don’t dwell on the past (look to the past to provide alternative solutions)

• Design should meet the overall objectives

• Collaboration – recommendations provided for the state to make the final solution

Remember the Key Objectives

• 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

• An 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

• 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

Determine the big buckets (categories of work)

What work needs to be done? Are there clear categories of work?

Potential buckets (Are these the right ones?):

Management/Operations• To effectively manage 4-H to meet its youth development mission

and outreach objectives now and in the future• Includes: fund development, PR, marketing, outreach, incentives &

recognition, youth & adult engagement

Programs/Events• Development programs focused on growing youth who thrive

through science, engineering and technology; healthy living; and citizenship

• Includes SET, Healthy Living, Citizenship, Leadership & Speaking

Delivery Mechanisms• Engage youth through multiples avenues of involvement in 4-H

youth development programs/project/events• Includes: clubs, afterschool, camps, military

Need to Assess Potential Organizational Methods to Bring Different Groups Together

• Boards - a group of persons having oversight/management authority• Management Committees – comprised of a representative group of 4-H

members, adult volunteers, program partners, county staff, state YDP staff to create recommendations for the operation and management of the 4-H YDP

• Academic Advisory Teams – are groups involving faculty, staff (school & county level) and extension educators researching and designing learning experiences for youth development within specific content areas

• Program Work Teams – groups with a diverse and representative group of 4-H YDP youth, volunteers, and staff focused on specific 4-H area. Work on identifying issues, studying needs, creating educational materials, and designing learning experiences that address these issues and needs within specific content areas

• Panels - a group of people who answer questions, give advice or opinions about something, or take part in a discussion. Shorter-term. Can be more ad-hoc. May use existing team as an ad-hoc panel.

• Councils – advisory body or a governing body of delegates from local teams

Potential FrameworkProgram Working Teams

State & County Staff, Volunteers, Youth• SET• Healthy Living• Citizenship• Leadership & Speaking

Programs/Events

Statewide Event Coordination (Administration & logistics)

State Staff

Sectional/Regional Program Delivery TeamsState Staff – Regional Partner

Volunteers – Sectional Councils

Delivery Mechanisms

Management

Delivery Working TeamsState & County Staff, Volunteers

• Afterschool• Camping• Military

Management Committees:State Staff, Volunteers, Youth,

Community•Marketing & PR•Fund Development•Adult & Youth Engagement•Communications•Incentives & Recognition•Treasury and Budget•Policy•Community Advisory

Sectional CouncilMembers participate in committees

or act as advisory panel

Board of DirectorsVolunteers, Youth, Community

partners, & Staff

Academic Advisory Teams State & County Staff

(SET, Healthy Living, Camping, Citizenship, Thrive)

Creating the Framework – working slide

Review Proposed Organization versus Objectives• Does this meet the “One 4-H” objective?• Does it 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? Or will stage 2 need to be completed before can assess?• Does it define a consistent 4-H organizational management framework, tools and resource library?• Does it advance organizational alignment, synergy and funding capture capabilities to increase funding, reduce costs, and increase resources?• Is it an effective structure for the California Youth Development Program to further empower and give youth and adult volunteers greater

authority in the program?• Does the structure focus on 4-H Public Relations, Youth and Adult Engagement, and Fund Development as well as expand the programmatic

focus at the state level? • Does the structure improve communication and minimize administrative and management responsibilities?

• Does it better facilitate Collaboration, Communication, Operational Efficiency, Transparency, and Cross-Organizational Alignment? Or will phase 2 need to be completed before this can be assessed?

Next Steps

Review of Timeline

Next Steps• If agreement on high-level framework –

– Prepare for FTF report out presentation– Assign owners– Review process

• If no agreement on high-level framework– What do we share with the FTF

• Discuss next steps FTF

Appendix

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

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

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•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.

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

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

Previous Submittal: Management Body

Statewide management of the following (through a board & statewide committees):

– Visibility & PR– Fund Development– Incentives & Recognition (current advisory committee)– Youth Engagement– Adult Volunteer Engagement– Policy (current advisory committee)

Previous Submittals: Program Support

Two structure recommendations (both legitimate) but different emphasis on what siloes are broken

Program Based: Regionally Based:

Program 1

Program 1

Program 2

Program 2

Program 3

Program 3

Program 4

Program 4

Breaks down the geographic siloes

Cross-County ParticipationCross-County Participation

Program Advisor

Region 1

Program Advisor

Region 1

Breaks down the program siloes

Program Advisor

Region 2

Program Advisor

Region 2

Program Advisor

Region 3

Program Advisor

Region 3

Program Advisor

Region 4

Program Advisor

Region 4

Program 5

Program 5

Program 6

Program 6

Program 7

Program 7

Program SpecialistsProgram

Specialists

CountiesCounties CountiesCounties CountiesCounties CountiesCounties

Organization Considerations – Stage 1What moves us

towards successDescription of Status Quo Things to consider, solutions,

recommendations

Passionate Volunteers who 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

Youth Engagement & Opportunities

Youth stay involved as they see the social & personal benefits for themselves. They develop strong support networks

Opportunities for learning and discovery exist at multiple levels: club, county, section, state, national (conferences, field days, reviews, etc)

Connection with the University

University curriculum (mostly) Positive staff and good technical support from the CE Office

Subject matter expertise at the state level

The state level staff are knowledgeable in their program/job responsibilities. The counties have a go to person for each area of competence. The State 4-H Office is a source of support for policy resources, training, information, intentional design of tools and FAQs, etc. And, are responsive to emails and phone calls from county staff. The State 4-H Office supports current 4-H county work throughout the state and our initiatives (National, CA, UC ANR).

Continue to have content expertise at the state level and a go to person for each area of competence (SET, policy, ORB, enrollment, etc.). The state is supporting programmatic efforts well; could do a better job at supporting the research efforts of our Advisors.

Stakeholders involved in committees at the state level.

Youth, volunteers, county PRs, Advisors, specialists, partners, etc. can participate on advisory committees. Many planning committees for events are open to youth, volunteers, PRs, and Advisors. We do not have enough youth who participate on these committees. Sometimes we have to turn people away because there are too many applicants for the advisory committees. This happens less for event-planning committees.

Increase the diversity of youth and volunteers serving on committees. How to better communicate when folks are not accepted to serve on committees so they don't feel discouraged/upset or don't understand why they weren't selected. We have event planning committees but need more youth and volunteers with particular interests/skill sets to participate. Need to figure out how to engage more youth and volunteers who are not currently involved in multiple roles within the organization to serve on committees. Need to have committees better integrated and not siloed.

Organization Considerations – Stage 2What moves us

towards successDescription of Status Quo Things to consider, solutions,

recommendations

Sectionals provide an opportunity for regionally based programming. And, programs can be tailored made based on community needs.

The sectional councils determine what events they are going to offer. Volunteers (and some youth depending on the event/section) are involved in planning the event. Some sections have more opportunities for youth than others. The quality of events and participation could be improved by utilizing knowledge and experience of other sections and state staff. Sectionals have not been to date but have the potential to be a place to facilitate statewide training regionally based on identified needs.

Have stronger connections to the other sections as well as state staff in planning, implementing and evaluating events. Annually, have sectional leaders come together in a planning retreat with the state staff to develop goals for the year and identify what resources are available in the system to support efforts. Through collaborative planning training, programming and events can be strengthened, as well as partnerships.

Open, honest, understandablecommunicationfor all.

State and Sectional councils have over 33% youth in leadershipcapacity. Expanding those numbers with each meeting.There is wide spread communication from the statecouncil, to sections, to county councils and clubs.

Having a better state staff & volunteer relationships wouldimprove the engagement for youth to advance in leadershipcapacities.

Allowing those that know how events need to run, run them. Keeping the local youth engaged in leadership capacities.

4-H’ers are using their heads to think about their problems and tobrainstorm the solutions. Using their heart, they become passionate about the problem and passionate aboutbeing a part of the solution.

How can we make Thrive not just a great life skill, but one socompelling that 4-H’ers would excitedly invite their friends tojoin and tell them all about it? Including youth todesign the curriculum ideas based on their needs and concerns.

Organization Considerations – Stage 1What moves us away from

success

Description of Status Quo Things to consider, solutions, recommendations

Working in siloes/lack of partnership and collaboration

Lower than required interaction between the state staff organization and the volunteer organizations

State Committees are made up heavily with staff and few volunteers, and rarely a youth. This leads to policies which may sound good, but are often hard to put into practice. There are an abundance of state committees and work groups whose work is rarely seen in the counties.

It would be nice to see an organizational structure where theState 4-H Office and the State 4-H Council be equally at thetop. Both bodies can share responsibilities on different aspects of the 4-H program (e.g. advisory committees, mission mandates etc) along with having their own responsibilities. It would make for a nice cohesion between youth members, volunteers, and 4-H staff. This type of structure will provide a stronger way to provide support at all levels from the local club, county, section, and state level. It has a potential to support upward and downward communication and give a more equal field when it comes to decision making.

Meet regularly with volunteers and staff (maybe once a year?) for brainstorming, what works/doesn’t work in each county and asking the questions what can staff do for the volunteers? What can volunteers do for staff? Staff attend the volunteer-run state leaders conference

Put all state committees under the auspices of the State Council (or Board). This way the meetings can be in conjunction with Council meetings on weekends, and volunteers and youth can attend and provide input. Overseen by staff, of course

Change in university research emphasis - lack of research exchange

What is happening now is far removed from theoriginal mission to bring research discoveries fromthe college classroom and research to 4-Hers. The4-Hers are now the study subjects for the researchers‘ programs raw research. Instead of being able to access the absolutely, newest findings and discoveries from the University, making sure those facts are delivered to 4Hers, they are the subjects in an experimental curriculum.

Ensure that the research is making its way to the youth and having clear impact

It is this continuum of research to practice this is and always has been the hallmark of Extension and 4-H.

Organization Considerations – Stage 1, Cont’dWhat moves us

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

Lack of respect & engagement of youth and volunteers

Perceived lack of respect of what volunteers bring to the table

Some committees lack youth participation

Volunteers should augment state staff Keep it simple and let the youth run their program

Not focused statewide effort on PR, branding, recruitment (youth and adults), outreach, marketing or communication at any level. No "body" has this as their defined role.

These efforts are not happening in any concerted, coordinated or integrated way. As such, these critical areas of our program are not being adequately addressed and counties don't have the support needed to be successful in these areas.

Need to incorporate in our organizational structure volunteer positions that focus on PR, branding, recruitment, outreach, marketing and communication. Position descriptions should be developed that identify the skill set needed to be successful in the position.

Disconnect between counties and sectional councils and between state and county councils as well as state and county programming.

Some counties do not feel connected to the sectional councils, some counties have opted out of the sections (do not pay dues), sectional councils are not seen as a resource and/or their purpose not clear. Sectional and councils do not consistently help support the rollout of state-level programs and ideas (e.g., Thrive, ORB). In some instances there is even resistance. The sections/state council and State 4-H Office may, at times, have different goals and priorities. In some instances, there is disconnect between state and county goals.

Engage in shared development of goals and priorities. Support for statewide priorities, goals and initiatives is critical and necessary. Sectional/state councils should operate within the broader vision, framework and goals set for the program. Identification of local priorities and goals statewide is needed to ensure sectional and statewide programming is addressing these. The system would benefit from greater consistency. Greater involvement from State 4-H Office staff in sectional and state council efforts will help improve the disconnect currently experienced.

Roles of the sectional and state council are not clearly defined.

Roles as identified in the bylaws and constitution are not what the sectional/state councils are currently focused on. The sectional councils primarily focus on putting on events. The state council does not have an explicit purpose. Staff (county and state) are generally not active participants in council planning or meetings.

Redefine roles and responsibilities of sectional and state councils. At the same time need to ensure that the needs of the system as identified by the 4-H FTF (PR, marketing, etc.) are built into the system and the explicit responsibility of some entity/body. Redefine the roles of staff in relation to the sectional and state councils to strengthen the partnership.

Need more of a push strategy instead of a pull strategy (developing initiatives, goals, needs from the ground up).

Generally, initiatives, goals, policies etc. are developed by National, UC ANR and/or state office. While county-based stakeholders are at the table there needs to be a structure that can better support a push strategy. It is expected that what is decided at the top should be implemented at the program delivery sites in the county with limited man power.

Stakeholder representation is not enough. Need to develop a strategy to get ongoing and continuous feedback from the local level on needs, goals, priorities etc. Need to develop a strategic plan that guides our program development over the next five years where county staff and volunteers are involved in a significant way in the development of the plan.

Organization Considerations – Stage 1, Cont’dWhat moves us

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

Lack of Staff The increased job responsibilities of the CE staff has decreased the time they can spend on 4-H, therefore limiting their contact only to those issues which need personal attention, ie problems. Therefore the staff does not enjoy working with 4-H

increase paid staff at county levels to manage all the jobs

Lack of volunteer inputand ongoing oversight.

There is a disconnect between policy, rules andprocess between the county and state office structure.

Guarantee of representation across the state with out losingwhat has been gained. Connect the working links with otherlinks to create a cohesive structure.

What moves us away from

success

Description 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

Lack of trust & information flow

There is a “need to know” communication line fromthe State office to the clubs. If it is felt the clubs,counties, sectional or state councils do not need toknow, then it is not shared.

All information that is useful to the state, sectional, county, and clubs should be shared. Creating a streamline of communication, transparency, trust, and partnership. Know the audience – the communication should be in clear simple language that the youth understand.

CE office to make annual club visits; attend Field days, camps, presentation days, etc. Come to County meetings.

Two-way communication, exchange of information and ideas, and access to resources throughout the system is difficult.

Too much information is being sent down the system. Information is difficult to access since there are multiple places to go (state website, county website, club website, state/national and local social media, club meetings, council/VMO meetings, newsletters). Information does not flow easily up the chain (what are the needs of the local club leaders, camp directors, afterschool providers etc.).

Need a cascade communication protocol. Need to examine effectiveness of current communication efforts to better meet the needs of our 4-H families and those who want to join our program. Develop a plan to improve communication and access to resources.

Bureaucracy

Increased paperwork that is cumbersome and non-value add

On-line everything, with major support from the CE office in terms of training and hands-on help.

Organization Considerations – Stage 2

What moves us away from

success

Description of Status Quo Things to consider, solutions, recommendations

Focused on current, internal audience. This does not lend itself to growing or program.

The state has focused on this to some extent. More is needed with respect to state 4-H events. The sections focus on current clientele who participate in the 4-H community club program.

Need more marketing of 4-H events to external audiences and those who participate in other delivery modes. Need to structure opportunities (e.g., scholarships, events, awards, etc.) so they are open and accessible to all youth. Efforts to expand the reach of 4-H need to occur see above recommendation.

Administrative responsibilities are duplicated across the sections and take a significant amount of time for staff and volunteers.

Each sectional council and the state council has their own set of governing documents. They are not responsible to the State Council but to the State 4-H Office. Each unit has their own accounts. Each unit requires independent financial oversight by the State 4-H Office. Each unit plans their events separate from other sections.

Increase efficiency by reducing administrative duplication. Have one set of governing documents. Have the sectional councils responsible to the state council who is then responsible to the State 4-H Office. Have all of the finances managed by the State Council with subaccounts for each section. Shared planning of events (e.g., conferences) may result in decreased duplication of administrative tasks.

Greater diversity (in terms of ethnicity and race of volunteer and youth) on sectional/state councils would enhance the program, help ensure that events and activities are culturally relevant and meeting the needs of all youth as well as enrich the 4-H YDP.

Those who participate in sectional and state council meetings are generally from the 4-H community club program. Anyone can attend the meetings. The voting membership of sectional councils are selected from the county councils. Currently, the voting membership is either one race or minority youth/volunteers are severely underrepresented when these bodies represent multi-race, multi-ethnic populous. State council voting members are selected by the sectional councils. As such, the decision-making body becomes less diverse from county to sectional and from sectional to state when the population being served becomes increasingly more diverse.

Formal decision-making bodies should reflect the diversity of the community they serve. Revisit the sectional and state council selection process so that selection is not dependent on county council membership and helps to ensure membership on the sectional and state councils reflect the populous of the section and/or state. The selection process should allow for the recruitment of volunteers and youth on these decision-making bodies from the broader community and other delivery modes.

No incentive for any leader to recruit members outside their ‘comfort zone’.

Parents become leaders for their own children, not for someone else’s child.

CE office hires their own staff to recruit/train volunteers for new clubs in low income or at-risk areas. If research says the only reason these families don’t join 4-H is because of a perceived class distinction, they then need to have clubs in their communities where they feel comfortable.

Organization Considerations – Stage 2, cont’d

What moves us away from

success

Description of Status Quo Things to consider, solutions, recommendations

Lack of funds Lack of funds for each county to really successfully be supported by a UC staff, one who does not have multiple other responsibilities

close partnership with the 4-H Foundation; giving the foundation the freedom to raise money as best as it can and distribute it freely to those areas in need.

Leaders lack the training/inspiration to do something

new

The same leaders doing the same jobs over and over; lack of training/inspiration to do something new

provide trainings in the counties on everything from running animal field days to recruiting more help. Utilize the talented State Staff to travel and work with the counties at the level they need. This would open communication, introduce state staff, emphasize WHY certain policies are in place and highlight state-wide opportunities

Leader of a group discussion or anevent, without the appropriate knowledge (youth,adult or staff).

Good people that know events have been removedto the whims of those in charge. (be it club,county, sectional, or state; youth, volunteer, orstaff). Lack of clarity with regard to who is in charge.

There needs to be a conscience organizational structure thatallows for checks and balances on everyone. (youth, volunteeror staff) When those individuals break policy, action is takendepending on the severity of the policy. Increased cooperative communication from State & co staff to State, sectional, and co councils.

Organization Considerations – Stage 2 – cont’d