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CA State 4-H Futures Task Force: Next Steps Toward the Future of 4-H & Wrap Up. Facilitator: Keeley Mooneyhan, HR Matters Inc. [email protected] May 18, 2014. Today’s Goals. Agenda. Welcome & Meeting Objectives Review the FTF Journey & Recommendations

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CA State 4-H Futures Task Force:

Next Steps Toward the Future of 4-H & Wrap Up

Facilitator: Keeley Mooneyhan, HR Matters Inc.

[email protected]

May 18, 2014


Today’s Goals


  • 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

  • Finalize on Recommendations

  • Recommend high-level next steps for key projects

  • Feedback on FTF Process

  • Wrap Up

Shared expectations
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
Our Journey . . .



  • 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

  • Confirm areas of interest

  • Set Priorities

  • Collect recommendations



  • Collect and share statewide feedback

  • Identify statewide themes for opportunity and preservation

  • Draft Recommendations for the future

The roadmap to the future
The Roadmap to the Future

Vision, Mission,and Objectives

FTF Strategy






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

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


Public Relations


  • 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


  • 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





  • 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.

Charting the course
Charting the Course


Top 3 Recommendations Per Priority

Preliminary Approach

Review of recommendations
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


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.


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.

Public relations
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.


Organization 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



  • Program 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

  • 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

Academic Advisory Teams

State & County Staff

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

Statewide Event Coordination

(Administration & logistics)

State Staff

Sectional Council

Members participate in committees or act as advisory panel

Board of Directors

Volunteers, Youth, Community/Funding Partners, Academics & Staff



  • Delivery Working Teams

  • State & County Staff, Volunteers, youth

    • Afterschool

    • Camping

    • Military

    • Club

    • Etc.


Program Delivery Teams

State Staff – Regional Partner

Volunteers – Sectional Councils

Next steps review
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
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
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


  • 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.