CA State 4-H Futures Task Force:
Organization Subcommittee
Facilitator: Keeley Mooneyhan, HR Matters Inc.
March 25, 2014
Today’s Goals
• Create a high level organizational framework/structure for
consideration
• Clarify next steps
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
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
Today’s Focus
– 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
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
–
–
•
Communications Framework
–
–
–
–
•
Less bureaucracy
Keep it as simple as possible
Online with clear training/support
Improve efficiency
Expand outreach
–
•
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
–
–
–
•
•
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
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 Framework
Management
Board of Directors
Volunteers, Youth, Community
partners, & Staff
•
•
•
•
•
•
•
•
Management Committees:
State Staff, Volunteers, Youth,
Community
Marketing & PR
Fund Development
Adult & Youth Engagement
Communications
Incentives & Recognition
Treasury and Budget
Policy
Community Advisory
Sectional Council
Members participate in committees
or
act as advisory panel
Programs/Events
Program Working Teams
State & County Staff, Volunteers, Youth
• SET
• Healthy Living
• Citizenship
• Leadership & Speaking
Statewide Event Coordination
(Administration & logistics)
State Staff
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/Regional Program Delivery Teams
State Staff – Regional Partner
Volunteers – Sectional Councils
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
Vision, Mission,
and Objectives
Objectives
1. Make the Best Better
2. Learn by Doing
Organize 4-H to best meet
the growing and changing
needs
of the members,
Increase awareness, visibility,
outreach and participation in
volunteers,
and supporters
the program.
to better position growth for
theandnext
100+ with
years
Build
improve relationships
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.
Funding
The University of California 4-H Youth
Development Program engages youth in
reaching their fullest potential while
advancing the field of youth development
Funding
Mission
Priorities
Communication
Healthy, happy, thriving people who make a
positive difference in their communities
Engagement
Organization
Vision
Public Relations
FTF Strategy
Organization
• •Define
Define a consistenta
4-Hconsistent
organizational management
framework, tools and resource library
• Advance
alignment, synergy and
4-Horganizational
organizational
funding capture capabilities to increase funding,
reduce costs, and increase resources
management
framework,
tools and
Public Relations
resource library
• Develop a 4-H PR plan and associated marketing
materials
•Advance
• Build Public Relations efforts in coordination with
public
values initiative to increase public awareness to
organizational
the positive impact 4-H offers as a youth development
organization
alignment, synergy
and funding
capture
Engagement
capabilities to increase
• Enhance alignment of the various 4-H stakeholders
through intentional relationship building, training,
funding,
reduce costs,
sharing,
and communications
• Ensure staff, volunteer, and member capabilities
and evolve
increase
resources
continually
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
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.
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 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
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:
Program
1
Program
5
Program
2
Regionally Based:
Program
3
Program
6
Program
4
Program
7
Cross-County Participation
Breaks down the geographic siloes
Program
Specialists
Program
Advisor
Region 1
Program
Advisor
Region 2
Program
Advisor
Region 3
Program
Advisor
Region 4
Counties
Counties
Counties
Counties
Breaks down the program siloes
Organization Considerations – Stage 1
What moves us
towards success
Description of Status Quo
 Volunteers make up the majority of our organization’s support
structure
Passionate Volunteers
 Volunteers currently are loosely organized and in some
who offer their time,
situations not at all organized
insights, and experience
 Freedom of choice, movement, and autonomy are key
to other volunteers,
motivators for some volunteers
youth, and staff
 Opportunities for development, growth, and personal
satisfaction are motivators for others
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
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
Subject matter expertise resources, training, information, intentional design of tools and
at the state level
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).
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
Stakeholders involved in
not have enough youth who participate on these committees.
committees at the state
Sometimes we have to turn people away because there are too
level.
many applicants for the advisory committees. This happens less for
event-planning committees.
Things to consider, solutions,
recommendations
 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
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.
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 2
What moves us
towards success
Description 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,
understandable
communication
for all.
State and Sectional councils have over 33% youth in leadership
capacity. Expanding those numbers with each meeting.
There is wide spread communication from the state
council, to sections, to county councils and clubs.
Having a better state staff & volunteer relationships would
improve the engagement for youth to advance in leadership
capacities.
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 to
brainstorm the solutions. Using their heart, they become
passionate about the problem and passionate about
being a part of the solution.
How can we make Thrive not just a great life skill, but one so
compelling that 4-H’ers would excitedly invite their friends to
join and tell them all about it? Including youth to
design the curriculum ideas based on their needs and
concerns.
Organization Considerations – Stage 1
What moves
us away from
success
Working in
siloes/lack of
partnership and
collaboration
Description of Status Quo
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.
Things to consider, solutions, recommendations
It would be nice to see an organizational structure where the
State 4-H Office and the State 4-H Council be equally at the
top. 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
Ensure that the research is making its way to the youth and
What is happening now is far removed from the
having clear impact
original mission to bring research discoveries from
the college classroom and research to 4-Hers. The
It is this continuum of research to practice this is and always has
4-Hers are now the study subjects for the researchers‘
been the hallmark of Extension and 4-H.
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.
Organization Considerations – Stage 1, Cont’d
What moves us
away from success
Lack of respect &
engagement of youth and
volunteers
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.
Disconnect between
counties and sectional
councils and between state
and county councils as well
as state and county
programming.
Description of Status Quo
Things to consider, solutions, recommendations
 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
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.
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 4H Office staff in sectional and state council efforts will help
improve the disconnect currently experienced.
Roles of the sectional and Roles as identified in the bylaws and constitution are not
state council are not clearly what the sectional/state councils are currently focused on.
defined.
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.
Need more of a push
Generally, initiatives, goals, policies etc. are developed by
strategy instead of a pull
National, UC ANR and/or state office. While county-based
strategy (developing
stakeholders are at the table there needs to be a structure
initiatives, goals, needs
that can better support a push strategy. It is expected that
from the ground up).
what is decided at the top should be implemented at the
program delivery sites in the county with limited man
power.
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.
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’d
What moves us
away from success
Lack of Staff
Lack of volunteer input
and ongoing oversight.
Description of Status Quo
Things to consider, solutions, recommendations
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
There is a disconnect between policy, rules and
process between the county and state office structure.
Guarantee of representation across the state with out losing
what has been gained. Connect the working links with other
links to create a cohesive structure.
Organization Considerations – Stage 2
What moves
us away from
success
Passionate
volunteers who
mean well but are
not effective in their
current roles
Lack of trust &
information flow
Description of Status Quo
Things to consider, solutions, recommendations
 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
There is a “need to know” communication line from
the State office to the clubs. If it is felt the clubs,
counties, sectional or state councils do not need to
know, 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.
Bureaucracy
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.
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, cont’d
What moves
us away from
success
Focused on current,
internal audience.
This does not lend
itself to growing or
program.
Description of Status Quo
Things to consider, solutions, recommendations
Need more marketing of 4-H events to external audiences and those
The state has focused on this to some extent. More is
who participate in other delivery modes. Need to structure opportunities
needed with respect to state 4-H events. The sections focus
(e.g., scholarships, events, awards, etc.) so they are open and
on current clientele who participate in the 4-H community
accessible to all youth. Efforts to expand the reach of 4-H need to occur
club program.
see above recommendation.
Administrative
Each sectional council and the state council has their own
responsibilities are set of governing documents. They are not responsible to the
duplicated across the State Council but to the State 4-H Office. Each unit has their
sections and take a own accounts. Each unit requires independent financial
significant amount of oversight by the State 4-H Office. Each unit plans their
time for staff and
events separate from other sections.
volunteers.
Greater diversity (in Those who participate in sectional and state council
terms of ethnicity and meetings are generally from the 4-H community club
race of volunteer and program. Anyone can attend the meetings. The voting
youth) on
membership of sectional councils are selected from the
sectional/state
county councils. Currently, the voting membership is either
councils would
one race or minority youth/volunteers are severely
enhance the
underrepresented when these bodies represent multi-race,
program, help ensure multi-ethnic populous. State council voting members are
that events and
selected by the sectional councils. As such, the decisionactivities are
making body becomes less diverse from county to sectional
culturally relevant
and from sectional to state when the population being served
and meeting the
becomes increasingly more diverse.
needs of all youth as
well as enrich the 4H YDP.
No incentive for any Parents become leaders for their own children, not for
leader to recruit
someone else’s child.
members outside
their ‘comfort zone’.
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.
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.
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
Lack of funds
Description of Status Quo
Things to consider, solutions, recommendations
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 an
event, without the
appropriate
knowledge (youth,
adult or staff).
Good people that know events have been removed
to the whims of those in charge. (be it club,
county, sectional, or state; youth, volunteer, or
staff). Lack of clarity with regard to who is in charge.
There needs to be a conscience organizational structure that
allows for checks and balances on everyone. (youth, volunteer
or staff) When those individuals break policy, action is taken
depending on the severity of the policy. Increased cooperative
communication from State & co staff to State, sectional, and co
councils.