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North Carolina Extension & Community Association A Vision for the Future Creating a Preferred North Carolina Extension & Community Association A Vision for the Future Creating a Preferred Future to Serve the Needs and Concerns of All North Carolinians

Background and Overview • a rich organization with a magnificent record of accomplishments for Background and Overview • a rich organization with a magnificent record of accomplishments for the people of North Carolina • an outgrowth of Home Demonstration Clubs established in the early 1900’s • strong emphasis on education and service, emphasizing the importance of service to impact education, health, nutrition, civic engagement and community development. • strong advocate for NC State University and North Carolina A&T State University

• Experiencing a steady decline in membership • Complex structure/policies don’t appeal to • Experiencing a steady decline in membership • Complex structure/policies don’t appeal to prospective members, new leaders

Strategic Planning Process Initiated March 22 & 23, 2007 in Raleigh West District Representatives: Strategic Planning Process Initiated March 22 & 23, 2007 in Raleigh West District Representatives: • Nellie Jo Maney, Buncombe County • Diana Brown, Watauga County • Janet Town, Yancey County

Strategic Planning Is Getting from Here to There What is likely to happen? What Strategic Planning Is Getting from Here to There What is likely to happen? What is desired to happen? PRESENT FUTURE HOW?

Visualize preferred future state. Draft vision statement. Process starts over. Analyze strengths and weakness. Visualize preferred future state. Draft vision statement. Process starts over. Analyze strengths and weakness. Identify opportunities and threats. Monitor, revise. The Strategic Planning Process Reflect on purpose, values. Draft mission statement. Implement action plan. Consider critical issues. Form action plan. Determine goals and objectives.

ECA Present & Future-SWOT Analysis of NCECA • Strengths • Weaknesses • Opportunities • ECA Present & Future-SWOT Analysis of NCECA • Strengths • Weaknesses • Opportunities • Threats

Strengths • Professional Staff • Buildings • In place volunteer network • Vehicles—owned by Strengths • Professional Staff • Buildings • In place volunteer network • Vehicles—owned by county or state • NCSU & NCA&T commitment and support through research based resources and website • Experienced member base rich in life experience and professional history • Validation from local and state governments • In place community programs • Members with proven track record of leadership

Weaknesses • Communication • Age of members • Image deterioration • Lack of balance Weaknesses • Communication • Age of members • Image deterioration • Lack of balance (service/social/educational) • Scope of mission/goals too broad--Fragmentation • Reporting system • Lack of visibility/marketing • Lack of interconnectivity between clubs/organization & Cooperative Extension

Weaknesses, continued • Facilities • Repetitive programming • Great programs not reaching intended audience Weaknesses, continued • Facilities • Repetitive programming • Great programs not reaching intended audience • No perceived relevance for younger women (and men or families) • Some members resentful of change • Funding and support • County authorities do not recognize the usefulness or need

Opportunities • To develop NCECA leadership for county, state and national levels • To Opportunities • To develop NCECA leadership for county, state and national levels • To be educators/teachers • To be conveners of Train-the-Trainer opportunities for recruitment of new members • To be able to meet some individual needs • To market NCECA • To help communities develop around common issues • To help influence policy

Opportunities, continued • To give “hope” • To make NCECA a “viable” organization • Opportunities, continued • To give “hope” • To make NCECA a “viable” organization • To meet and interact with a more diverse population • To collaborate with other groups and organizations

Threats • Aging out of members • Not attracting younger members • Unwillingness of Threats • Aging out of members • Not attracting younger members • Unwillingness of members to do anything but “fun” • Complication of by-laws and structure • Lack of resources for marketing/membership • Lack of funding from county • Not localizing needs

Threats, continued • Alignment with county/state • Failure to keep on-going reports • Members/clubs Threats, continued • Alignment with county/state • Failure to keep on-going reports • Members/clubs not reporting accomplishments/ volunteer hours—Standard of Excellence • Standard of Excellence needs to be simplified • Attitude of members about $10 annual dues • Inability of members to see that they need to do more than listen to a program—they need to teach it to others • Busy lives of individuals/responsibilities

Our History Findings & Results Summary 1911: First tomato canning and gardening clubs for Our History Findings & Results Summary 1911: First tomato canning and gardening clubs for white girls and … 1916: Home Demonstration divided the clubs for girls from those for women 1924: The Federation of Farm Bureaus changed its name to the North Carolina Federation of Home Demonstration. 1920: The Federation of Farm Bureaus was created as a statewide federation of local Home Demonstration clubs for white women Jane S. Mc. Kimmon was hired to oversee those tomato clubs through the Home Demonstration Division 1917: Home Demonstration began its program for African American women 1966: Home economics clubs officially desegregated… and became the North Carolina Extension Homemakers Association

1999: North Carolina Extension Homemakers, Inc. disaffiliated from Family & Community Leadership, Inc. (the 1999: North Carolina Extension Homemakers, Inc. disaffiliated from Family & Community Leadership, Inc. (the national organization that owns the right to the “Extension Homemaker” service mark, and changed its name to…

What were the issues in Jane Mc. Kimmon’s day? • • • Education Status What were the issues in Jane Mc. Kimmon’s day? • • • Education Status Food Safety Social Change Use of Resources • Voting—Civic Education • Health Issues for Women & Children • • • Transportation Home Safety Food Preservation Race Issues Environment Poverty and Survival • Self-Esteem--Women • Financial Resource Management • Thinking and Financial Independence for Women • Communication/Connection/ Sharing of Knowledge

How did she address these issues? • Began with one-on-one discussions • Small groups How did she address these issues? • Began with one-on-one discussions • Small groups to assess and plan to address needs • Started with where people were and built from there • Education to unleash power

ECA Present-- What are the compelling issues facing North Carolina? • Education—literacy, heritage education/skills, ECA Present-- What are the compelling issues facing North Carolina? • Education—literacy, heritage education/skills, drop-out Education— rate, ESL • Family Resource Management—parenting, family Management— survival/hope, elder care, poverty, job loss, media influence, debt management, values • Health—food safety, childhood issues, intergenerational Health— health care, insurance, nutrition, exercise, infant mortality, HIV, obesity

What are the compelling issues facing North Carolina? continued • Youth Development—teen pregnancy, gangs, What are the compelling issues facing North Carolina? continued • Youth Development—teen pregnancy, gangs, drug use, Development— child poverty • Environmental Education—water quality, farmland Education— preservation, landfills, disposable waste • Diversity—race/gender issues, immigration Diversity—

ECA Present-- What action steps could we take to address the compelling issues? • ECA Present-- What action steps could we take to address the compelling issues? • Tutoring and mentoring programs • Community/county resource center with educational materials and classes for families and youth • Target youth programs for 4 -H and other groups • Disability service for the blind, hearing impaired and mobility-challenged • Programs at Senior Centers

What action steps could we take to address the compelling issues? continued • Volunteer What action steps could we take to address the compelling issues? continued • Volunteer and organizational training • Lobbying on issues important to community • Skill training (i. e. computer, interviewing, résumé writing, etc. • Meal planning and preparation training

What action steps could we take to address the compelling issues? continued • Sponsor What action steps could we take to address the compelling issues? continued • Sponsor 4 -H clubs for ESL students • Teach financial skills • Encourage students to stay in school.

ECA Present-- What resources are needed for ECA to address today’s issues? • Need ECA Present-- What resources are needed for ECA to address today’s issues? • Need more FCS agents and staff support for ECA • Need adequate audiovisuals and support materials • Need money for marketing • ECA needs to partner with agents—maybe in interdisciplinary teaching • Use NCCE info concerning employment needs, controlling anger, budget management, etc.

What resources are needed for ECA to address today’s issues? continued • Need for What resources are needed for ECA to address today’s issues? continued • Need for better education of financial resource management • Solicit training from NC State University

ECA Present-- Summary of Issues in North Carolina • Health and Nutrition--25 • Education ECA Present-- Summary of Issues in North Carolina • Health and Nutrition--25 • Education Excellence--14 • Family Resources--14 • Economic Issues--6 • Youth--6 • Family Strengths--6 • Environment--3 • Cultural Diversity--3 • Networking--2 • Heritage Skills--2 • Community Development--1

ECA Present-Summary of Issues in North Carolina— Combined List • Health and Nutrition • ECA Present-Summary of Issues in North Carolina— Combined List • Health and Nutrition • Educational and Youth Excellence • Family, Economic and Community Development

Organizational Suggestions • Need a comprehensive marketing plan Eliminate rural image Marketing budget • Organizational Suggestions • Need a comprehensive marketing plan Eliminate rural image Marketing budget • Simplify reporting system • Asset maps to identify member strengths Assign projects to members so that everyone has buy-in

Organizational Suggestions, cont. • Organize NCECA into a more supportive/active participatory role with regard Organizational Suggestions, cont. • Organize NCECA into a more supportive/active participatory role with regard to Mission and MOU with closer ties to NCCE and FCS --Membership Network of interested citizens Learning communities Interest-based or target clubs with inter-related working pattern --Focus Social (both a hook & motivator) Service--informal --hands-on --outreach projects Leadership Development--FCL Influencers of Policy through advocacy --for fun projects

Organizational Suggestions, cont. --Focus, continued Educational Programs Working with Cooperative Extension On-line Delivery through Organizational Suggestions, cont. --Focus, continued Educational Programs Working with Cooperative Extension On-line Delivery through DVD’s Power. Point Diverse programs designed for specific groups Multipliers of Education—”Train-the-Trainer” & “Master Volunteers” --Inter-related, coordinated relationships with Extension, NCSU, NCA&T, other community agencies

Organizational Suggestions, cont. • Communication --Website --E-mail --Telephone --Newsletter • Financial --Eliminate state dues Organizational Suggestions, cont. • Communication --Website --E-mail --Telephone --Newsletter • Financial --Eliminate state dues structure --Create volunteer-based membership --Media (UNC-TV)

FCS State Leader’s Suggestions • Consider changing its name to North Carolina Extension Community FCS State Leader’s Suggestions • Consider changing its name to North Carolina Extension Community Association Network • Think of NCECA Network as a network that provides multiple avenues for individuals to join and to affiliate • Phase-out state dues structure over the next 12 months • Network in each county should focus 60% of its efforts on: 1. Support the County Cooperative Extension Programs 2. Supporting the State Initiatives of: --Health/Nutrition --Education/Youth Education --Family/Community/Economic Development --Civic Engagement

FCS State Leader’s Suggestions, cont. • Network in each county should focus 40% of FCS State Leader’s Suggestions, cont. • Network in each county should focus 40% of its efforts on addressing the social, networking and relationship building functions to address the interests and needs of the local network members • NCECA Network should streamline and align all district and state awards to focus on the 60% of the NCECA state program • Network should have local, district and state officers to provide leadership opportunities for its members and to increase the coordination of effort by the state organization • NCECA Network should have a quarterly newsletter distributed primarily through e-mail and posted on website

FCS State Leader’s Suggestions, cont. • should consolidate its current spring and fall meeting FCS State Leader’s Suggestions, cont. • should consolidate its current spring and fall meeting into one, three-day conference (fall or spring) that is focused on the following: --Leadership Development --Train-the-Trainer Workshops --Recognition --Volunteer Development --Organizational Development --Resource Development --Subject-matter Training

North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, President-elect, Secretary, Past President, 7 VPs (1 per district) District ECN Leadership: State VP and County Presidents County ECN Leadership: Officers and/or coordinators as needed Local Networks – optional Leadership: Officers and/or coordinators if needed, may or may not be structured

North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, President-elect, Secretary, Past President, 7 VPs (1 per district) Purpose: Develop, coordinate implementation and evaluate educational program and objectives. Provide leadership and support for statewide initiatives Meets: Quarterly (face-to-face, video conferencing, phone) District ECN Leadership: State VP and County Presidents County ECN Leadership: Officers and/or coordinators as needed Local Networks – optional Leadership: Officers and/or coordinators if needed, may or may not be structured

North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, President-elect, Secretary, Past President, 7 VPs (1 per district) District ECN Leadership: State VP and County Presidents Purpose: Educational workshops, seminars or training other than program focus, i. e. advocacy, train the trainer, leadership development, etc. Host annual NCECN Conference – Rotation Basis Meets: At least annually for training and Cultural Arts Competition – more often when hosting state conference or as needed for special initiatives County ECN Leadership: Officers and/or coordinators as needed Local Networks – optional Leadership: Officers and/or coordinators if needed, may or may not be structured

North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, President-elect, Secretary, Past President, 7 VPs (1 per district) District ECN Leadership: State VP and County Presidents County ECN Leadership: Officers and/or coordinators as needed Purpose: 1. Develop, coordinate implementation and evaluate educational program and 2. projects as determined by county assessment and statewide initiatives in support of County Extension Program (60%) 3. Cultural Arts Competition, trips, relationship-building, social activity (40%) Meets: Monthly, Quarterly, at least Semi-annually to accomplish its purpose and for Cultural Arts Competition Local Networks – optional Leadership: Officers and/or coordinators if needed, may or may not be structured

North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, North Carolina Extension Community Network (NCECN) Suggested Organizational Structure State Steering Committee Leadership: President, President-elect, Secretary, Past President, 7 VPs (1 per district) District ECN Leadership: State VP and County Presidents County ECN Leadership: Officers and/or coordinators as needed Local Networks – optional Leadership: Officers and/or coordinators if needed, may or may not be structured Purpose: Implement educational programs and projects as determined by county assessment and determination through: Community Network – come together by neighborhoods Special Interest Network – come together around a specific interest Project Network – come together around a specific project

Educational Programming ECN Steering Committee FCS / 4 -H Specialists 1 County Director 1 Educational Programming ECN Steering Committee FCS / 4 -H Specialists 1 County Director 1 District Director ► 2 – 4 Statewide Initiatives (S-1, S-2, S-3, etc) ▼ Delivered to County Presidents at State Conference County Leadership NCCE County Director NCCE Staff ► Using Environmental Scan or other determination of county priorities and needs, develop a plan of action that helps NCCE address needs of the county and extends the reach of NCCE education through projects, workshops, seminars, etc. (C-1, C-2, C-3, etc. ) ▼ Plan of action for County ECN: S-1 S-2 S-3 C-1 C-2 C-3. . . ► Results and impacts of projects and activities reported to State ECN Steering Committee

Timeline • June 5 th —Materials sent to County Presidents, District Presidents, Liaison Agents, Timeline • June 5 th —Materials sent to County Presidents, District Presidents, Liaison Agents, County Extension Directors • June 15 th —Buncombe County Executive Board Meeting • Notice of Called Meeting of NCECA sent to voting delegates • June 29 th —Buncombe County Council Meeting (Leader Training Replaced with Strategic Planning Meeting) • July 14 th –- Deadline for County Meetings • August 7 th – West District ECA Council Strategic Planning Meeting • August 10 th – Deadline for District Meetings • August 28 -30 th – NCECA Voting Body convenes to discuss/consider reorganization

• What do you see in “A Vision for the Future” that meets • What do you see in “A Vision for the Future” that meets your need as an ECA member? • How do you see yourself fitting into this structure? • Who would be left out of this proposed structure?

• What would be lost if this proposed structure were adopted? • What • What would be lost if this proposed structure were adopted? • What additions would you like to see added to the proposed structure? • Other?