Building 4-H Volunteer Management Organizations

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

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.

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

Creating & Empowering Volunteer Middle Managers

4-H YDP Organizational

Structure Activity

County Director

4-H Youth Development Advisor

4-H Youth Development

Management Board

County 4-H Program

Development Board

4-H Program Representative

Committees Ad Hoc Fundraising Awards Liaison with Fairs Budget Visibility

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

4-H Youth Development Program4-H Units

SLO ScientistsResearch Projects

School InvolvementShort Term Activities

Special Interest GroupsYouth Organization Networking

Event/Activity& AD HOC

Committees

Key: Administrative authority & responsibility Assistance, advice & two-way communication

California 4-H Foundation

STAGE I: STAFF DOES MOST OF THE DIRECT WORK

w w w w ww

v

w

S

W = Work S = Staff V = Volunteer MMV = MM Volunteer

7 CONTACTS7 UNITS OF WORK

STAGE II: STAFF DOES SOME DIRECT WORK, VOLUNTEERS DO MOST OF THE DIRECT WORK

S



w w w w ww w www

V V V V VV V V

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.

MMV



w w w w ww w www

V V V V VV V V

MMV

Staff

V


Stage & ContactsActivity

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)

• 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.

Roles of Middle Managers?

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.

Concepts of Organizational Responsibility

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…

Questions? Comments?

4-H Playground in the Woods in Norway

Middle Management – A Systems ApproachIf 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…

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

• 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

MIDDLE MANAGEMENT SYSTEMS APPROACH PRINCIPALS, 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

MIDDLE MANAGEMENT – A SYSTEMS APPROACH, cont’d

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

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).

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

Push for shifts in advisor’s role and program1. CE Admin2. 4-H Admin3. 4-H Advisors

o National Level SLO County “4-H Think Tank” – The PROCESS!

o Formed in June ’85 to 1. Address the coming changes in relation to the

SLO County Program2. Come up with a middle management approach

Comparison with Santa Barbara County

SLO County 4-H YDP

Timeline/Rollout for Restructuring Santa BarbaraCounty 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

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

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

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

County Director



Management Board

County 4-H Program

Development Board


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 Program4-H Units

SLO ScientistsResearch Projects

School InvolvementShort Term Activities

Special Interest GroupsYouth Organization Networking

Event/Activity& AD HOC

Committees



County Director



Management Board


Committees Ad Hoc Fundraising Awards Liaison with Fairs Budget VisibilityKey:

Administrative authority & responsibility Assistance, advice & two-way communication


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…

4-H Management Board

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

Directors

County 4-H Program Development Board


Adult LeadershipLarge Animal ScienceCitizenship & Community Service

Healthy LivingHome Economics & Expressive Arts

Small Animal ScienceScience Engineering & Technology

Youth Leadership Event/Activity& AD HOC

Committees


Key Leaders = Middle ManagersEight Current Program AreasDirectly responsible to the 4-H YD Staff & Management BoardResponsible for program development mattersCoordination of programs & activities

4-H Program Development Board

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

Key Leaders

Same program areas as key leader positions

Key Leader serves as chair of PDC Planning, developing, facilitating &

communicating… Special emphasis on AA/Outreach

4-H Program Development Committees

Detailed planning, conducting & in part, evaluating…

Detailed planning based on direction from PDC and the vision

Event/Activity Committees


Job Description & Contract

Activity

Ownership/Commitment Dynamic Results… Enthusiastic people Focused A team approach

Why It Has Worked

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!

Cautions/Concerns

Leadership as discussed above 4-H/ANR/UC/USDA Policy o Discussions & assistance with

implementation Work closely with/support the “Directors”

& “Key Leaders”o In-service/Education

In partnership, setting direction…

Roles/Responsibilities of Staff

0200400600800

100012001400160018002000

1986/1987 2010/2011

ParticipantsAdults

24 year 4-H Comparison

Santa Barbara County4 year 4-H Comparison

2009-2010 2010-2011 2011-2012 2012-20130

100

200

300

400

500

600

700

800

900

YouthAdults

ExtensionCooperative


USDAMerced County 4-H

Program 1993

4-H Youth Development Program B.

DeliverySystem Key:

Administrative authority & responsibility, assistance, advice & two-way communication

University of

CaliforniaCounty

Board of Supervisor

s

Extension System

County Director

Regional Director

DANR

Cooperative Extension

A.Management

System

Extension4-H Youth Development Management Team

Charged with providing financial, educational and other support for the programs

Resource Development

Board

VisionA 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.

Educational Development

Board

Promotional Development

BoardEDB Commissions

1. Research/Adult leadership2. Animal Science3. Engineering /Science/Tech4. Home Economics and leisure5. Plant/Resource Sciences6. Social Sciences

Charged with the development and operations of educational programs and activities

RDB Commissions1. Personnel and Support2. Incentives and Recognition3. Fundraising4. Budgeting - Accounting5. Auditing

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

POB Commissions1. Evaluation2. Expansion & Review3. Visibility Public Relations4. Delivery System5. Advocacy

Extension

4-H Youth Development Program Delivery

Mode

Issue

Category

Youth Developmentgeneralat-riskteen pregnancymigrant youthdisabilityothers...

4-H Unit Type1. Club/Group2. Special Interest3. School Enrichment4. TV- Distance learning5. Individual6. Camp7. After School

Sponsorship1. UC conducted2. Collaboration3. Consultation

4-H UnitsYouth Members and or Participants

Adult Volunteers 1. Activity Volunteer 2. Project Leader3. Chaperone 4. Other

Unit Coordinator1. Volunteer2. Teacher3. Other Collaborator

Youth Volunteer1. Jr / Teen Leaders2. Officers3. Camp Staff4. Other

Questions? Comments?


Middle Management

Systems ApproachStructure Activity

(redo of first activity)

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


NEXT STEPSTo Develop a MM Systems Approach

Activity

Presented by:

Richard P. EnfieldCounty Director & 4-H YD

Advisor

The End

Documents

Building 4-H Volunteer Management Organizations