ca state 4-h futures task force: next steps toward the future of 4-h & wrap up facilitator:...

CA State 4-H Futures Task Force: Next Steps Toward the Future of

4-H & Wrap Up

Facilitator: Keeley Mooneyhan, HR Matters [email protected] 18, 2014

mailto:[email protected]

• Welcome & Meeting Objectives• Review the FTF Journey & Recommendations• Chart the Course: Recommendations for Planning • Lunch• Building the Plan – Recommended High-Level Next Steps• Review Next Steps• Feedback on the FTF Process• Close – Final Thoughts & Recognition

Agenda

Today’s Goals• Finalize on Recommendations• Recommend high-level next steps for key projects• Feedback on FTF Process• Wrap Up

The Journey

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

Our Journey . . .

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

opportunity and preservation

Recommendations• Draft Recommendations for the future

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

the future• Discover and Discuss Opportunities to

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

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

The Roadmap to the Future

Priorities

Objectives1. Make the Best Better2. Learn by Doing

Organization

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

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

Engagement• Enhance alignment of the various 4-H stakeholders

through intentional relationship building, training, sharing, and communications

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

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

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

Communications• Develop, define, and implement robust communication

strategies and best practices to reach each individual member/volunteer

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

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

FTF StrategyVision, Mission,and Objectives

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

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

Vision

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

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

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

Public Relations

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

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

Organizat

ion

Public

Relations

Engagement

Communication

Fun

ding

Fun

ding

Fun

ding

Fun

ding

Review of Timeline

Charting the Course

Recommendations

Top 3 Recommendations Per Priority

Preliminary Approach

Review of Recommendations• High-level review• Share additional feedback received• Assess any changes to the recommendations• Prioritize the recommendations

– What is most critical need considering the goals for the future?

(state may need to revise priority later based upon any directives they have received)

• Preliminary Planning Approach– What would be high-level next steps that should be considered?

For top 3 items in each category.– Identify dependencies – Potential timeframe

9

Engagement

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

Engagement RecommendationsRecommendationAnswer the question: “What is 4-H?” in relevant and understandable language. This would help with recruitment, orientation, public image, and retention.*Explore the recruitment and “Welcome Experience” for 1st year families, youth, and adult (including teenagers). Create a “Welcome to 4-H” orientation framework and develop a “graphic” video to provide an introduction to 4-H. *Development of models to reach and establish 4-H programs in underserved areas with attention to integration with 4-H and sustainability. Explore streamlined (alternate) models of 4-H Clubs while maintaining the essential elements of the club model. (Examples of targeting engagement/participation ex; project based clubs like other states, Ensure there is sufficient staff to support program outreach in 3 ways: 1) working w/current staff to be inclusive without overburdening staff, 2) identify ways to recruit, train, and engage staff to increase diversity/inclusion to better represent the communities served, 3) leverage current resources who have interest and create opportunitiesNeed recruitment effort for younger adult volunteers and an effort to build and strengthen the collegiate 4-H program so that there are meaningful roles for them. (age 18-30). *Explore statewide programmatic consistency/alignment/standardization while balancing the need for local adaptability (particularly for those affected). Leveraging best practices from across the state.Strengthen youth-adult partnerships by minimizing micromanagement & politics and establishing an engagement code of conduct (promoting an inclusive and safe environment)Provide training to youth and adults – either a statewide training corps or online matrix of topics with videos and activities.Youth Leadership – sectional conferences should be planned by youth and provide more resources to the sectional conferences to strengthen them.Smaller and simpler record book.Explore existing 4-H incentives and recognition programs to ensure it is meeting the needs of 4-H members (to retain youth).Create consistent 4-H identity for all delivery modes (branding).Strengthen volunteerism programs removing barriers and providing more opportunities to participate (year-round registration, cross-county recognition of volunteer status, standard trainings, etc.). Evolve policy to engage where there is interest assuming the individual clears background requirements. Create state-wide mobility of volunteers while reducing any potential risk management concerns (DOJ tracking).Funding: Consistency and scalability through coordination and collaboration of funding outreach to meet local and statewide needs to create a “multiplier effect”

Engagement – High Level Next StepsRecommendation High-Level Next Steps

Identify Dependency & TimeframeOther Implementation

Considerations (Resources, etc)

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

1. Understand the current implementation•Survey of new families•Survey of retained families--why•Survey of why people left2. Study results3. Pilot information (6 month create then initiate)•Revisit/adapt (4 months)•Relaunch at 1 yr•Re-evaluate (3 months)4. Engagement Committee would own this work5. Media: Print packet, Video, tutorial, & procedures document5. Work with academic group working on retention studies and metrics to understand the results and capture the learnings at a state-wide level. We can also look at how we compare on a national level.




*Development of models to reach and establish 4-H programs in underserved areas with attention to integration with 4-H and sustainability. Explore streamlined (alternate) models of 4-H Clubs while maintaining the essential elements of the club model. (Examples of targeting engagement/participation ex; project based clubs like other states, Ensure there is sufficient staff to support program outreach in 3 ways: 1) working w/current staff to be inclusive without overburdening staff, 2) identify ways to recruit, train, and engage staff to increase diversity/inclusion to better represent the communities served, 3) leverage current resources who have interest and create opportunities

Who: Engagement CommitteePlan: •Develop research on what currently exists and what is working/not working•Look at programs outside of 4-H which do leadership and similar programs- how are they organized and what are they doing well•Create clear needs assessment and recruit/hire against the needs•Provide professional development and training opportunities in the core areas of need for a given community•Leveraging current staff- create diversity and inclusion programs to build capability, understanding, and opportunities to engage differently to meet the needs of the community. •Share best practices and determine if there are changes needed and evolve the programs to include •Understand what the needs of “others” (EEOC reporting boxes) are- people don’t want to be put in “boxes”•Define the cultural differences which include how groups organize, translate the terms and communication vehicles




*Explore statewide programmatic consistency/alignment/standardization while balancing the need for local adaptability (particularly for those affected). Leveraging best practices from across the state.

1. Gather sectional and state volunteers, youth, and staff to share how people are doing the work

2. Conduct further research across the state to identify how work is being done

3. For each event, area, program identify what is similar across the state, what’s different/unique

4. Engagement committee

------------------------------1. State creates standard quality and component

guidelines to ensure there are quality sectional events across the state

2. There should be more cross-sectional participation and openness to participate

3. Have a committee for youth leadership conferences which are comprised of youth and adults

4. Each event should have a YAP committee

Funding

Communication

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

Communication RecommendationsRecommendation*Conduct an Environmental Scan to determine the most common and effective communication delivery methods to establish an organization-wide communication plan. The overall consideration should include; traditional print/web media, social media, newsletters, calendars, updates, organization policy access, and non-connected participants. The goal is to increase information and reduce redundancy and meet the diverse needs of the organization both geographically and generationally.

*Establish website guidelines, template, and resource library to gain consistent look, feel, and content of all county websites. Define a template and standard approach with links to/from the State web site to include menu/headers, file organization, and search features. Build in performance tracking (to track active links), metrics, and web search optimization to increase incidence in key word searches. Define ownership through partnership with adult/youth participation.

As part of an overall Communication and Engagement strategy, create an escalation organizational chart with names, titles, and contact information for web/online content, club, county, section, and state resources.When members/volunteers register online, there should be a disclaimer that they will automatically be enrolled to receive the standard formats for communication correspondence including but not limited to newsletters, emails, calendar updates, etc. Individuals can “opt out”. As part of the registration process these communication vehicles should be set-up to be automatic so individuals start receiving information immediately.

Development of project resources.1.Project sheets (overviews)2.Standardized project curriculum. What are the top statewide curriculum needs progression (level 1, 2, 3, etc.), and resources available or required.3.Project Proficiencies. Define proficiencies based on the progressions.4.Criteria for rubrics, judging, rewards/recognition opportunities. Start by aggregating what’s working across the state; “Best Practices.” (Curriculum Content Database: There is a curriculum task force to organize content on the web; what process can we use to find curriculum, review, and add to database)

*Define what information gets priority for all recipients and how to prioritize all the potential information available. Create content and communications options to receive relevant, topical, and timely information. Ideally it there would be alignment of communications across the organization (state, sectional, & county).

Communication – High Level Next StepsRecommendation High-Level Next Steps



Conduct an Environmental Scan to determine the most common and effective communication delivery methods to establish an organization-wide communication plan. The overall consideration should include; traditional print/web media, social media, newsletters, calendars, updates, organization policy access, and non-connected participants. The goal is to increase information and reduce redundancy and meet the diverse needs of the organization both geographically and generationally.

Understand and identify individual information preferences and capability: Survey (paper/elec), web analytics, social media.Collect insights from the website.What’s redundant- how is it getting to people.Geographical/generational adaptiveness.Are their areas which are not flowing all the way down or upOwned by the communications committeeCreate a calendar of events which allows filters to see the information which is of interest to the end userCreate web link so clubs/counties can manage that page which is already part of ANRExternal Needs: Info for prospective members or donorsCurrent members and how they joined




*Establish website guidelines, template, and resource library to gain consistent look, feel, and content of all county websites. Define a template and standard approach with links to/from the State web site to include menu/headers, file organization, and search features. Build in performance tracking (to track active links), metrics, and web search optimization to increase incidence in key word searches. Define ownership through partnership with adult/youth participation.

Owners: Tech team could build a template website and email with a team at the State office to oversee the program. Sarah could own the social media component. Needs: funding mechanism for snail mail distributionState/Sectional Councils for implementation & discussion of plansGoal: One line of communication which moves two ways- up and down the organization

Some individuals don’t have access to computers or email

This creates a funding challenge to create an alternative way to communicate (perhaps partnering with a telecom company)




*Define what information gets priority for all recipients and how to prioritize all the potential information available. Create content and communications options to receive relevant, topical, and timely information. Ideally it there would be alignment of communications across the organization (state, sectional, & county).

Who gets the information and how does it get thereSome information could be age specific, color codedForm a communications committeeProvide less information with a link to the double click, and provide information with greater frequency

Public Relations

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

Public Relations RecommendationsRecommendation*Define and align on “What is 4-H” to include:Organization ValuesClear Public and Private ValuesKey Messages related to what 4-H is and how it worksLock on public image which may include (uniform, symbols, and pledge)*1. Create a Marketing strategy that provides statewide templates, brochures, and social media collateral (@CA4H or # 4-H) and instruction which can be customized for local use and distribution. Improve media relations and access to the press. Coordinate with the National Campaign on expansion and promotion of 4-H.2. Develop core messages, frequently asked questions (FAQ’s), and standard scripts to drive consistency in messaging for different purposes and audiences which are culturally and geographically sensitive. These messages should be shared with the organization so they can be customized and leveraged locally. Look at internal and external messages.3. Create a PR platform/strategies for dissemination to promote 4-H as an educational development opportunity that expands beyond current perceptionsCreate consistent approach to the use of the uniform to include guidelines around informal and formal dress so that 4-H maintains tradition and recognizes the changes necessary to meet the needs of today’s youth. The emphasis is on creating an updated, comfortable, easy and affordable dress code for 4-Her’s to be recognizable at any/all 4-H events. (Formal uniform is at I&R- could pass to I&R)*Identify and support visible 4-H participation in non-4-H events such as maker faires, speaking contests, college bowls, etc.

Public Relations – High Level Next StepsRecommendation High-Level Next Steps



Define and align on “What is 4-H” to include:•Organization Values•Clear Public and Private Values•Key Messages related to what 4-H is and how it works•Lock on public image which may include (uniform, symbols, and pledge)

Create a PR/Marketing committeeIdentify membersTimeline (start Sept –October 2014)Get information from the National, State, etc. to start getting something together




*1. Create a Marketing strategy that provides statewide templates, brochures, and social media collateral (@CA4H or # 4-H) and instruction which can be customized for local use and distribution. Improve media relations and access to the press. Coordinate with the National Campaign on expansion and promotion of 4-H.2. Develop core messages, frequently asked questions (FAQ’s), and standard scripts to drive consistency in messaging for different purposes and audiences which are culturally and geographically sensitive. These messages should be shared with the organization so they can be customized and leveraged locally. Look at internal and external messages.3. Create a PR platform/strategies for dissemination to promote 4-H as an educational development opportunity that expands beyond current perceptions

Hire a PR firm to set-up PR StrategyUse Volunteers/State Ambassadors to implement the created PRFocus on other fun projects/events/activities which are not only agriculture (let’s find all educational activities)Have one point of contact for the state to direct people to the correct PR resourcesHave a POC for each sectionHave a person experienced paid or volunteer with funding support to pursue different cultural groups/ethnicitiesImplementation:FundingResourcesExperienced ProfessionalsImplementation (starts when there is funding or there is a PR professional)




Identify and support visible 4-H participation in non-4-H events such as maker fairs, speaking contests, college bowls, etc.

Find general events which relate to interests of 4-Hers (6 months after board)Identify which events are best per the type of membersCreate list per county, section, state, nationalEstablish a recommended dress code with 4-H apparel Create more avenues of outreach How 4-H skills translateProvide access opportunities (funding)

OrganizationOrganization refers to how 4-H as a body of people is organized for governance, administration, and delivery of programs. 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.

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”. The basis of the organizational design initiative include Collaboration, Communication, Operational Efficiency, Transparency, and Cross-Organizational Alignment

Organization Recommendations

RecommendationAn effective state 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. State organization that engages youth, volunteers, academics, community partners, state and county staff to execute in the following areas:•Management (effectively manage 4-H to meet its youth development mission and outreach objectives now and in the future). This will be managed through a board of directors and management committees.•Programs & Events (development programs focused on growing youth who thrive through science, engineering and technology; healthy living; and citizenship). To include working teams, advisory teams, and state-level event coordination.•Delivery Mechanisms (engage youth through multiple avenues of involvement in 4-H youth development programs/project/events). This will include greater state/volunteer partnership at the sectional level as well as working teams focused on delivery.

Increased partnership for the state at the local level by assigning existing state staff partnership at the sectional councils and by reaching out to the county to determine better avenues of partnership with volunteers. Create value-add opportunities and work towards the annual sectional strategies and objectives. Consider a sectional executive retreat (to include youth) for strategic planning with state partners.

Recommendation High-Level Next StepsIdentify Dependency & Timeframe

Other Implementation Considerations

(Resources, etc)Organization that engages youth, volunteers, academics, community partners, state and county staff to execute in the following areas:•Management (effectively manage 4-H to meet its youth development mission and outreach objectives now and in the future). This will be managed through a board of directors and management committees.•Programs & Events (development programs focused on growing youth who thrive through science, engineering and technology; healthy living; and citizenship). To include working teams, advisory teams, and state-level event coordination.•Delivery Mechanisms (engage youth through multiple avenues of involvement in 4-H youth development programs/project/events). This will include greater state/volunteer partnership at the sectional level as well as working teams focused on delivery.

Step 1: Defining the Details of the OrganizationForm small working team to:•Create organization model from framework•Define roles & responsibilities for board of directors, committees and working teams •Confirm numbers and make-up of board, committees and working teams•Develop selection criteria, including diversity goals•Communication FrameworkStep 2: Planning & Validation•Planning: identify & execute on actions that need to be completed in order to implement new organization framework. This will include:•Recruiting for board•Recruiting for new committees & working teams•Recruiting community partners•Validation: test your assumptions re: how organization will be successful by collecting feedbackStep 3: Implementation•Implement new org framework July 2015•Build and execute on communications plan•Develop change management plan and execute

See Framework Diagram as a potential approach to designing a new org model

Organization – High Level Next Steps

Management

Sectional CouncilMembers participate in committees or

act as advisory panel

Sectional CouncilMembers participate in committees or

act as advisory panel

DeliveryMechanisms

Delivery Working TeamsState & County Staff, Volunteers, youth

• Afterschool• Camping• Military• Club• Etc.

Delivery Working TeamsState & County Staff, Volunteers, youth

• Afterschool• Camping• Military• Club• Etc.

Sectional/Regional Program Delivery TeamsState Staff – Regional Partner

Volunteers – Sectional Councils

Sectional/Regional Program Delivery TeamsState Staff – Regional Partner

Volunteers – Sectional Councils

Management Committees:State Staff, Volunteers, Youth, Community

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

Management Committees:State Staff, Volunteers, Youth, Community

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

Programs/EventsProgram Working Teams

Volunteers, Youth, Community Partners & Staff• SET (with sub programs)• Healthy Living (with sub programs)• Citizenship• Leadership & Public Speaking

• State Ambassadors• Collegiate 4-H

Program Working TeamsVolunteers, Youth, Community Partners & Staff

• SET (with sub programs)• Healthy Living (with sub programs)• Citizenship• Leadership & Public Speaking

• State Ambassadors• Collegiate 4-H

Academic Advisory Teams State & County Staff

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

Academic Advisory Teams State & County Staff

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

Statewide Event Coordination (Administration & logistics)

State Staff

Statewide Event Coordination (Administration & logistics)

State StaffBoard of Directors

Volunteers, Youth, Community/Funding Partners, Academics

& Staff

Board of Directors

Volunteers, Youth, Community/Funding Partners, Academics

& Staff



Other Implementation Considerations (Resources,

etc)

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.

See above next steps in terms of areas of focus.

Ensure selection criteria for committees and teams includes the right balance of youth and adult volunteers.

As the organization is put in place need to have check-in points to validate that the structure improves communication and increases efficiency.


Other Implementation Considerations (Resources, etc)

Increased partnership for the state at the local level by assigning state staff partnership at the sectional councils and by reaching out to the county to determine better avenues of partnership with volunteers.

Increase State/Sectional Partnership•Recommend immediately assigning state staff for each sectional council •State staff will bring information from the state and coordinate with council president to define annual goals with the council providing feedback to the state•Reach out to the county to determine better avenues of partnership with volunteers


Next Steps

Next Steps- Review

• State Review & Prioritization– The State 4-H Office will review

recommendations, prioritization & proposed next steps and compare against state directives to ensure the recommendations and priorities equate

• State 4-H Office will develop next steps for the planning and implementation phases

Next Steps- Planning

• Planning Phase– Take the approved recommendations and breakdown

into what work would need to be done– Identify actions that need to be completed in order to

move forward and implement. – Identify costs, resources, and other implementation

challenges, risks, and opportunities

Next Steps- Implementation

• Implementation Phase – Build out implementation project plan(s)– Start implementing approved plans– Build and execute on communications plan– Develop change management plan and execute

Feedback on FTF Process

Feedback

• What went well?

– Face to face meetings

– Facebook page• Drove conversation

• Got the discussion moving

– Level of participation from the group• Good mix of youth/adults

• Good accommodation of youth

– Cross-organizational sharing and discussion

• What didn’t work as well? What could be improved? Recommendations– Community webinars were not well attended; could we have “town hall meetings”

where representation from each county is highly encouraged from the clubs, council, etc.

Closing Thoughts

ca state 4-h futures task force: next steps toward the future of 4-h & wrap up facilitator:...

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h needs

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potential members

h organization

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h wrap upfacilitator

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