CA State 4-H Futures Task Force: Organization Subcommittee

1. CA State 4-H Futures Task Force: Organization Subcommittee Facilitator: Keeley Mooneyhan, HR Matters Inc. March 25, 2014

2. Today’s Goals Agenda • 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 • Create a high level organizational framework/structure for consideration • Clarify next steps

3. Organization Recommendations: Review Organizational Considerations

4. 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

5. Organization Recommendation – Stage One vs Stage Two Today’s Focus • 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

6. 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

7. 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

8. Organization Recommendation: Develop a Framework

9. 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

10. 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

11. 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?):

12. 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

13. Programs/Events Potential Framework • Program Working Teams • State & County Staff, Volunteers, Youth • SET • Healthy Living • Citizenship • Leadership & Speaking Management Board of Directors Volunteers, Youth, Community partners, & Staff Statewide Event Coordination (Administration & logistics) State Staff • Management Committees: • State Staff, Volunteers, Youth, Community • Marketing & PR • Fund Development • Adult & Youth Engagement • Communications • Incentives & Recognition • Treasury and Budget • Policy • Community Advisory Academic Advisory Teams State & County Staff (SET, Healthy Living, Camping, Citizenship, Thrive) Delivery Mechanisms • Delivery Working Teams • State & County Staff, Volunteers • Afterschool • Camping • Military Sectional Council Members participate in committees or act as advisory panel Sectional/Regional Program Delivery Teams State Staff – Regional Partner Volunteers – Sectional Councils

14. Creating the Framework – working slide

15. 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?

16. Next Steps

17. Review of Timeline

18. 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

20. Appendix

21. The Roadmap to the Future: Organization Vision, Mission,and Objectives FTF Strategy Priorities • 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 Objectives 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 Vision Mission 1. Make the Best Better 2. Learn by Doing Healthy, happy, thriving people who make a positive difference in their communities The University of California 4-H Youth Development Program engages youth in reaching their fullest potential while advancing the field of youth development Public Relations Organization Public Relations Engagement • 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 • 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 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 Communication Funding Funding • 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 Increase awareness, visibility, outreach and participation in the program. 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.

22. Organization Recommendation Organization 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.

23. 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

24. Guiding Principles Taskforce 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 better Overall 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

25. 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

26. 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

27. 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)

28. Previous Submittals: Program Support Two structure recommendations (both legitimate) but different emphasis on what siloes are broken Program Based: Regionally Based: Program Specialists Program 1 Program 2 Program 3 Program 4 Program 5 Program Advisor Region 1 Program Advisor Region 2 Program Advisor Region 3 Program Advisor Region 4 Program 6 Program 7 Cross-County Participation Counties Counties Counties Counties Breaks down the geographic siloes Breaks down the program siloes

30. Organization Considerations – Stage 1

31. Organization Considerations – Stage 2

32. Organization Considerations – Stage 1

33. Organization Considerations – Stage 1, Cont’d

34. Organization Considerations – Stage 1, Cont’d

35. Organization Considerations – Stage 2

36. Organization Considerations – Stage 2, cont’d

37. Organization Considerations – Stage 2 – cont’d