Building 4-H Volunteer Management Organizations

1. Building 4-H Volunteer Management Organizations Prepared for the Creating a Thriving Organization for the Next 100 Years! Conference February 12, 2013 by Richard P. Enfield, County Director & 4-H YD Advisor SLO and Santa Barbara Counties

2. Workshop’s Educational Goals • Understand a middle management approach to volunteer, program and fund development. • Contrast middle management volunteer system approach vs. a non formal volunteer approach. • Identify the benefits of a middle management systems approach for the 4-H YDP.

3. Workshop’s Educational Goals, continued • Become familiar with the process used in two counties for transformation to a middle management approach • Introduce planning tools that can support and result from this process

4. Creating & Empowering Volunteer Middle Managers 4-H YDP OrganizationalStructure Activity

5. County Director 4-H Program Representative 4-H Youth Development Advisor County 4-H Program Development Board California 4-H Foundation 4-H Youth Development Management Board Program Development Committees • Committees • Ad Hoc Fundraising • Awards Liaison with Fairs • Budget Visibility • Adult Leadership • Large Animal Science • Citizenship & Community Service • Healthy Living • Home Economics & Expressive Arts • Small Animal Science • Science Engineering & Technology • Youth Leadership 4-H Youth Development Program 4-H Units SLO Scientists Research Projects School Involvement Short Term Activities Special Interest Groups Youth Organization Networking Key: Administrative authority & responsibility Assistance, advice & two-way communication Event/Activity & AD HOC Committees

6. STAGE I: STAFF DOES MOST OF THE DIRECT WORK W = Work S = Staff V = Volunteer MMV = MM Volunteer w w w w w w w v S 7 CONTACTS 7 UNITS OF WORK

7. STAGE II: STAFF DOES SOME DIRECT WORK, VOLUNTEERS DO MOST OF THE DIRECT WORK W = Work S = Staff V = Volunteer MMV = MM Volunteer V w V V w w V w V V V V w w w w w w S 10 CONTACTS 10 UNITS OF WORK

8. STAGE III: WORK GROWTH EXCEEDS THE TIME AVAILABILITY OF THE STAFF TO OPERATE IN THE STAGE II MODE. STAFF WORK PRIMARILY THROUGH MIDDLE MANAGEMENT VOLUNTEERS. W = Work S = Staff V = Volunteer MMV = MM Volunteer w w w w w w w w w w V V V V V V V V V MMV MMV 5 CONTACTS 10 UNITS OF WORK Staff

9. Creating & Empowering Volunteer Middle Managers Stage & Contacts Activity

10. What are Middle Managers? • A volunteer “middle manager” is a generic term to denote a person who works primarily and directly with other adult volunteers who, in turn do the direct work of the organization • Or, a volunteer middle manager is a person who assumes primary responsibility for all aspects of a specified program function or process (including planning, organizing, guiding and evaluating)

11. Roles of Middle Managers? • The concept of “middle” suggests that the volunteer functions between a salaried staff person to whom she or he is accountable and the people or target audience to be served. • The primary role of the salaried staff is leadership in developing and coordinating the strategic vision in partnership with MM volunteers and insuring adherence to that vision (setting the right directions and doing the right things). • The primary role of volunteers is designing and developing their programs to consistently execute this vision in a coordinated, high quality way.

12. Concepts of Organizational Responsibility Empowered: Empowered people are capable, willing and have the authorization of the organization to carry out delegated responsibility. An empowered volunteer staff is an important goal of a volunteer middle management system. Authority: Authority means having the official power or permission to do something. Sometimes a letter or document confirms that somebody has permission to do something or be somewhere.

13. Empowerment • An empowered volunteer staff is an important goal of a volunteer middle management system. • Empowered people are capable, willing and have the authorization of the organization to carry out delegated responsibility. • Staff need to be able to relinquish responsibility to Middle Management Volunteers. • An empowered and supported volunteer is a happy volunteer…

14. Questions? Comments? 4-H Playground in the Woods in Norway

15. Middle Management – A Systems Approach If 4-H YD Programs wish to initiate, revitalize or significantly expand the use of volunteers as program managers, responsible staff should think about a “volunteer system.” Developing a “systems approach” is an empowering and innovative act. Idea of formal vs. non-formal: Yea, we do it… Leaders have lots of responsibility… We or I don’t have time…

16. A VOLUNTEER MIDDLE MANAGEMENT SYSTEMS APPROACH WOULD REFLECT THE FOLLOWING PRINCIPALS: • Volunteer middle management roles are accepted and established as an integral part of the staffing pattern of an organization. • Volunteers are intentionally recruited according to their skills to fill written job descriptions for each volunteer role. • Staff resources are allocated to monitoring & supervising the Middle Management Role

17. MIDDLE MANAGEMENT SYSTEMS APPROACH PRINCIPALS, cont’d • The work to be done by the organization is collaboratively identified, planned and evaluated with clear divisions of labor between volunteer and salaried staff roles

18. MIDDLE MANAGEMENT – A SYSTEMS APPROACH, cont’d • A “systems approach” requires • Removing and replacing volunteers when appropriate • Rotating volunteers to new jobs if they wish • Conducting orientation and training sessions for volunteers • Involving Key volunteers in succession planning • Recognizing individuals for appropriate involvement and achievement

19. MIDDLE MANAGEMENT - A SYSTEMS APPROACH, cont’d • Opportunities: • Conflicts resolved among people and methodologies • The work of standing committees, ad-hoc committees, and task forces supported and serviced • Volunteers take responsibility during interim vacancies in the ranks of salaried staff

20. Roles of Staff & MMV in a Systems Approach The primary role of the salaried staff is leadership in setting the vision and strategies to achieve high quality programming (in collaboration with the VMO, setting the goals and doing the right things to achieve those goals). The primary role of MM volunteers (aka unpaid staff) is leadership in developing their program areas to execute the vision and strategies (doing or seeing that these right things are done correctly).

21. The PROCESS! • The PROCESS is most important piece! • What is the best process for your county(s) • Who to Involve • Who not to involve • How to approach the topic/players • SLO vs. SB vs. current counties • What is your timeline

22. SLO County 4-H YDP • Push for shifts in advisor’s role and program • CE Admin • 4-H Admin • 4-H Advisors • National Level • SLO County “4-H Think Tank” – The PROCESS! • Formed in June ’85 to • Address the coming changes in relation to the SLO County Program • Come up with a middle management approach • Comparison with Santa Barbara County

23. Timeline/Rollout for Restructuring Santa Barbara County 4-H Youth Development Program April - June, 2011 – Four Meetings of the Task Force June 29, 2011 – SB County 4-H Club Council Approves Restructuring – Application packets available for 4-H Youth Development Management Board positions and County 4-H Program Development Board Key Leader positions August 1, 2011 – Application deadline September 1, 2011 – Program Development Committees fully staffed with Key Leader (Committee Chair) and adult and youth committee members – Ad hoc committee formed to establish Vision, Business Plan December 31, 2011 – 4-H Youth Development Management Board fully staffed with 10 board members

24. Goals of the Santa Barbara County 4-H Youth Development Futures Task Force • Examine the current situation with 4-H in Santa Barbara County • Become aware of the situation in the Tri-County area • Learn about other possible organizational structures • Develop the most effective structure for 4-H in Santa Barbara County • Empower adult and teen leaders in middle management

25. Santa Barbara County 4-H Futures Task Force Plan of Action • Meetings • Next meeting • Timeline • Sub-Committees • Information needed from staff • Communication forum and files in the Bulletin Board System 4HFTF.ucanr.org

26. The PROCESS! AGAIN! • What is the best process for your county(s) • Who to Involve • Who not to involve • How to approach the topic/players • What is your timeline

27. County Director 4-H Program Representative 4-H Youth Development Advisor County 4-H Program Development Board California 4-H Foundation 4-H Youth Development Management Board Program Development Committees • Committees • Ad Hoc Fundraising • Awards Liaison with Fairs • Budget Visibility • Adult Leadership • Large Animal Science • Citizenship & Community Service • Healthy Living • Home Economics & Expressive Arts • Small Animal Science • Science Engineering & Technology • Youth Leadership 4-H Youth Development Program 4-H Units SLO Scientists Research Projects School Involvement Short Term Activities Special Interest Groups Youth Organization Networking Key: Administrative authority & responsibility Assistance, advice & two-way communication Event/Activity & AD HOC Committees

28. County Director California 4-H Foundation 4-H Program Representative 4-H Youth Development Advisor 4-H Youth Development Management Board • Committees • Ad Hoc Fundraising • Awards Liaison with Fairs • Budget Visibility Key: Administrative authority & responsibility Assistance, advice & two-way communication

29. 4-H Management Board • Youth and Adult Directors • Responsible for program management matters • Oversight includes both local policy making and implementation of policy, as well as basic program management decisions. • Controls the finances of the 4-H YD Program • Coordination of program efforts • In addition to basic management responsibilities, the board is responsible for specific identified areas…

30. Directors • Directors = Middle Managers • Work as a team • Responsible to the 4-H YD Staff • Some Directors are responsible for a Program Management Committee… • Responsible for their budget area • See 4-H YOUTH DEVELOPMENT MANAGEMENT BOARD GUIDELINES handout

31. County 4-H Program Development Board Program Development Committees • Adult Leadership • Large Animal Science • Citizenship & Community Service • Healthy Living • Home Economics & Expressive Arts • Small Animal Science • Science Engineering & Technology • Youth Leadership Key: Administrative authority & responsibility Assistance, advice & two-way communication Event/Activity & AD HOC Committees

32. 4-H Program Development Board • Key Leaders = Middle Managers • Eight Current Program Areas • Directly responsible to the 4-H YD Staff & Management Board • Responsible for program development matters • Coordination of programs & activities

33. Key Leaders • Middle Managers • Responsible for the development and delivery… • Responsible to the 4-H YD Staff & Management Board • Responsible for a Program Development Committee • Works with the chairs of event/activity committees • Function as an important link between… • Responsible for their program budget • See Job Description & Contract

34. 4-H Program Development Committees • Same program areas as key leader positions • Key Leader serves as chair of PDC • Planning, developing, facilitating & communicating… • Special emphasis on AA/Outreach

35. Event/Activity Committees • Detailed planning, conducting & in part, evaluating… • Detailed planning based on direction from PDC and the vision

36. Creating & Empowering Volunteer Middle Managers Job Description & Contract Activity

37. Why It Has Worked • Ownership/Commitment • Dynamic • Results… • Enthusiastic people • Focused • A team approach

38. Cautions/Concerns • Responsibilities of Key leaders vs. Staff and vice versa • Relationship/Communications between Mgmt. & P. Dev. Boards • SLO vs. SB approach • Plans for Succession • Too much Enthusiasm – REALLY!

39. Roles/Responsibilities of Staff • Leadership as discussed above • 4-H/ANR/UC/USDA Policy • Discussions & assistance with implementation • Work closely with/support the “Directors” & “Key Leaders” • In-service/Education • In partnership, setting direction…

40. 24 year 4-H Comparison

41. Santa Barbara County 4 year 4-H Comparison

42. Cooperative Extension Merced County 4-H Program 1993 USDA Extension System University of California DANR Cooperative Extension County Board of Supervisors Regional Director County Director 4-H Youth Development Advisor • 4-H Youth Development Program A. Management System B. Delivery System Key: Administrative authority & responsibility, assistance, advice & two-way communication

43. Vision • A shared management of program, where adults, teens, and staff work together toward a common goal of youth development which reflects the diversity of the community. 4-H Youth Development Management Team Extension Resource Development Board Educational Development Board Promotional Development Board RDB Commissions 1. Personnel and Support 2. Incentives and Recognition 3. Fundraising 4. Budgeting - Accounting 5. Auditing EDB Commissions 1. Research/Adult leadership 2. Animal Science 3. Engineering /Science/Tech 4. Home Economics and leisure 5. Plant/Resource Sciences 6. Social Sciences POB Commissions 1. Evaluation 2. Expansion & Review 3. Visibility Public Relations 4. Delivery System 5. Advocacy Charged with the development and operations of educational programs and activities Charged with the assessment and development of programs to meet needs of youth and sharing with the community of the value, opportunities and potential benefit for youth Charged with providing financial, educational and other support for the programs

44. 4-H Youth Development Program Delivery Issue Extension 4-H Units Youth Development general at-risk teen pregnancy migrant youth disability others... Youth Members and or Participants Adult Volunteers 1. Activity Volunteer 2. Project Leader 3. Chaperone 4. Other Youth Volunteer 1. Jr / Teen Leaders 2. Officers 3. Camp Staff 4. Other Category Unit Coordinator 1. Volunteer 2. Teacher 3. Other Collaborator Sponsorship 1. UC conducted 2. Collaboration 3. Consultation Mode 4-H Unit Type 1. Club/Group 2. Special Interest 3. School Enrichment 4. TV- Distance learning 5. Individual 6. Camp 7. After School

45. Questions? Comments?

46. Creating & Empowering Volunteer Middle Managers Middle Management Systems Approach Structure Activity (redo of first activity)

47. Why Convert ? • Get more volunteers involved in specific areas of the program • Allow the organization to capitalize on people’s passions and strengths • Identify key ways to increase the quality of the program • Enable the program to have a positive impact on the lives of more people – youth & adults

48. Creating & Empowering Volunteer Middle Managers NEXT STEPS To Develop a MM Systems Approach Activity

49. Presented by: Richard P. Enfield County Director & 4-H YD Advisor The End