Strategic Plan 2014-2019
Master Gardener™ Program, Portland metro area including Clackamas, Multnomah and Washington counties. Oregon State University Extension Service
Weston Miller, Associate Professor Pukhraj Deol, Horticulture Instructor Jordis Yost, Volunteer Coordinator Margaret Bayne, Administrative Specialist
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Contents
Introduction……………………………………………………………………………………………………………………..…3
The Planning Process……………………………………………………………………………………………………..……5
Strategic Actions 2014 – 2019………………………………………………………………………………………….….6
Expand reach of the MG program and services………………………………………………………..…….……6 Goals for expanding the reach of the MG program and services……..….…...6
Strengthen the MG Brand and Communications……………………………………………………………….…8 Goals for strengthening the MG brand and communications……………..…….8
Improve Master Gardener Training……………………………………………………………………………………..9 Goals for improving Master Gardener training……………………………………..…..9
Grow the Next Generation of Gardeners……………………………………………………………………..…….10 Goals for growing the next generation of gardeners…………………………...…….10
Optimize Resources…………………………………………………………………………………………………………..11 Goals for optimizing resources………………………………………………………………..11
Call For Action……………………………………………………………………………………………………………………12 Funding…………………………………………………………………………………………………….12 Expertise and volunteer engagement………………………………………………..…….12
Supporting Documents………………………………………………………………………………………………………13
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Introduction
From a test program in Clackamas and Douglas counties in 1976, Oregon State University’s Extension Master Gardener™ program has come a long way. In 2013, OSU Master Gardeners were trained in 30 counties where over 3,800 active volunteers contributed more than 206,800 hours towards advising home gardeners of sustainable gardening practices.
The Portland metropolitan area is home to 790 Master Gardener (MG) volunteers who serve their community year-round via telephone and the Internet. Presence of Master Gardeners expands into many area farmers’ markets and regional attractions during the summer months. The Oregon Zoo, International Rose Test Garden, Blue Lake Regional Park, Champoeq State Park, and Pittock Mansion are just a few examples.
The OSU Extension Master Gardener Program distinguishes itself with gardening information that is reliable, relevant, and reachable. Master Gardener training is rooted in science and adapted to the region. MG volunteers enjoy sharing their knowledge to promote gardening success while improving soil health, conserving water, and protecting the environment.
“This program is a real asset to the community because it brings people together to provide a valuable service to others. The service being science- based education. It develops important social capital for the area. Benefits are to the community, to the environment, to the members, and to those directly served. “– Stakeholder of OSU Master Gardener program
A strong partnership between Oregon State University, the Oregon Master Gardener Association (OMGA), and county-based chapters of the OMGA is requisite to a thriving Master Gardener program. The diagram on the next page shows this partnership.
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The Planning Process
This plan culminates the team effort of Weston Miller, Sandy Japely, and Sherry Sheng. Weston Miller, OSU faculty and Portland area Master Gardener Program Manager, provided overall vision. Sherry and Sandy are Master Gardener volunteers who collaborated in developing and leading the planning process.
This team shares the belief that ideas from a broad spectrum of individuals will strengthen this plan. Therefore, their process began with soliciting input from stakeholders representing varied relationships with the Master Gardener Program. Over two months in early 2014, ninety-three individuals responded through written surveys and phone interviews. From their comments emerged five themes:
• Expand reach of the MG program and services • Strengthen the MG brand and communications • Improve Master Gardener training • Grow the next generation of gardeners • Optimize resources
Each theme highlights an area critical to the MG program’s future. To help identify strategic actions, twenty-three persons collaborated in a work session in May 2014. Participants were a mix of OSU faculty, staff, MG volunteers, and outside experts. Their expertise included public relations, horticultural education, backyard habitats, public school system, management and planning, and 4-H program, etc. Their reports are contained in the end of this document.
These draft actions became the basis of this plan. Sandy and Sherry made minor revisions to proposed actions to improve readability. In addition, the MG program team of Margaret Bayne, Pukhraj Deol, Weston Miller, and Jordis Yost prioritized potential actions against available and potential resources.
Only by making this plan a living document will we reap its full benefit. We envision updating this plan every 12 months so that accomplishments and new ideas are noted.
Steps in the strategic planning process: Time frame Action December 2013 Set Goals & Framework January – March 2014 Survey stakeholders May 2014 Conduct work session June – September 2014 Develop plan
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Strategic Actions 2014 - 2019
Expand reach of the MG program and services
“Is the demographic of current master gardeners white, middle age and middle class? Is it possible for Master Gardeners to engage Portland’s extensive community gardens as a way to improve food security in the metro area? How can the program become more diverse?” – Stakeholder, MG program
Providing service to more diverse audiences and improving communications between MG chapters and the MG program are key goals to help expand the reach of the MG program. First, to provide service to more diverse audiences, we will conduct an Equity Audit to determine a baseline of service to under-represented audiences. We will then form an Equity Committee of OSU staff and MGs to use results of the audit to create a five-year plan to develop and implement pilot projects. This will increase the reach to diverse communities. In addition, we will develop research-based presentations on hot news topics (such as climate change) with the intent to attract new folks not part of the current audience. Finally, updating the medium for the MG message is considered vital to attract new, younger users.
Greater Portland Pulse is a source of demographic information that may be useful to locate targeted groups. For details see www.portlandpulse.org.
Goals for expanding the reach of the MG program and services
1. Conduct an Equity Audit to assess the current baseline of service to under-represented and under-natured audiences. Lead: MG team and volunteer and partner advisors; due date January 2016.
2. Hold deep conversations with current partners to identify respective missions, additional partnerships, and opportunities for pilot projects. Lead: MG team and volunteer and partner advisors; due date January 2016.
3. Form an Equity Committee of OSU staff and MGs to review results of the audit and partner conversations. Develop a five-year plan to increase reach into diverse communities. Plan and implement pilot projects. Lead: MG team and volunteer and partner advisors; due date January 2016.
4. Create research-based presentations on topics in the news (such as climate change) to engage people who are not necessarily part of the current audience. Lead: MG team and volunteer and partner advisors; due date TBD.
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5. Update the medium for our message. The medium is as important as the message, especially with new, younger users who may question the relevance of our expertise. Updating the look and communications tools will support delivery of our expert message to a wider audience. Lead: MG team and volunteer and partner advisors; due date January 2016.
6. Develop “Master Gardener Volunteer Educator Fellowship” to provide a scholarship/mentoring program for under-represented audiences to participate in MG training and receive mentoring for MG team staff and volunteers to develop knowledge, skills, and capacity as a community-based garden educator. Pilot with a small group and develop a fundraising mechanism. Lead: MG team and volunteer and partner advisors; due date January 2016.
To improve communications between MG chapters and MG program, we will conduct regular meetings with chapter leadership/representatives to allow for deeper understanding of both sides of mission, values, priorities, and to find common ground on which to collaborate on new initiatives.
1. Hold regular meetings with MG chapter leadership and invite chapter representatives to attend MG program staff meetings. Aim these interactions to deepen the mutual understanding of OSU and Chapter missions, values, and priorities. Lead: MG team and volunteer and partner advisors; due date: October 2014.
2. Find common ground to collaborate on new initiatives identified in the five-year strategic plan and 2015 Master Gardener program operations plan. Lead: MG team and volunteer and partner advisors; due date: October 2014.
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Strengthen the MG Brand and Communications
“I wish we could bombard the Metro area with a year-long public service campaign to get the word out—of who we are and that we are here to help— use us.” – MG volunteer
Goals for strengthening the MG brand and communications
1. The goal is to create and adapt a recognizable brand for the Master Gardener program that uses a consistent logo across all communication formats and across metro counties. The logo will highlight the MG program name, followed by OSU, and, if appropriate, county connections. Lead: MG team and volunteer and partner advisors; due date January 2015.
2. The second goal is to further develop systems that recognize Master Gardeners as experts by developing and distributing periodic gardening tips using social media/Internet/realtors; further promoting/training for the Speaker’s Bureau; expanding use of MG signage in community gardens/parks/schools; and ensuring all educational material for youth is fully MG branded. Lead: MG team and volunteer and partner advisors; due date January 2017.
3. The third goal related to branding and marketing is focused on increasing the use of current MG online and human resources. A significant overhaul of the MG website is envisioned to make online resources more user friendly, easier to access, with higher functionality and increased use of social media. Online actions to increase MG brand awareness include promotion through social media, partnering with bloggers, and leveraging existing networks/partnerships websites, including linking partners/agencies to the new and improved MG website. Lead: MG team and volunteer and partner advisors; due date January 2015.
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Improve Master Gardener Training
“More online education opportunities!” – MG volunteer
“So much information is presented during training; once we are out in the ‘real world of master gardenering’ it is easy to panic.” – MG volunteer
Goals for improving Master Gardener training
1. The first key goal related to improving MG training identified a need to refocus training on maximizing the quality of MG-client interactions, including the accuracy, relevance, and mission-alignment of information shared and on customer satisfaction. Specific actions related to this goal are subdivided to address three separate training issues – (A) enhancing effectiveness of the new intern training program, (B) optimizing MG intern support, and (C) improving recertification training opportunities.
A. To enhance the initial MG training program, we will evaluate the current lecture format and schedule, provide more field-based training, offer some training information online, and require weekly quizzes during training. In terms of content, curriculum changes could be made to enhance the training sections related to pesticide risk, risk mitigation, IPM, and how an MG can effectively communicate with clients in general, and specifically with clients from diverse communities. Lead: MG team and volunteer and partner advisors; due date January 2015. B. To optimize MG intern support, we plan to evaluate the current system, consider alternative models for support, and implement a revised system of support. To build intern skills, interns in the revised system will be required to fulfill their internship hours by getting involved in a more diverse array of experiences (e.g., a mix of telephone hotline, clinics, demo gardens, parks, etc.). Lead: MG team and volunteer and partner advisors; due date January 2016. C. We will increase awareness of existing ways to get recertification hours including regular training classes, online curriculum, hands-on workshops, seminars, and other opportunities for continuing education. Lead: MG team and volunteer and partner advisors; due date January 2015.
2. Additional training related goals include: (a) enhance the diversity, accessibility of the trainees and training, the cultural competency, and accessibility of MGs to diverse communities and (b) increase retention of MGs. Given the meatiness of the topics and the short timeframe of the strategic planning session, these two goals will be addressed by the MG team and advisors. Lead: MG team and volunteer and partner advisors; due date January 2016.
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Grow the Next Generation of Gardeners
“I love the MG program and the support they provide to me, my students, and the community. “– Stakeholder, MG program
Goals for growing the next generation of gardeners
1. Extending the outreach to school-aged children and community gardeners are priorities to grow the next generation of gardeners. To further reach school-age children, we will develop a working task force of OSU Extension 4-H, MG and Family and Community Health (FCH) program staff. The task force will develop a curriculum of separate learning units that are age appropriate, optimizing already-existing training materials from the three Extension arms. A summer gardening program for school-age children is also envisioned, partnering with park and recreation summer camp program staff and others. Lead: Pukhraj Deol, Maureen Hosty, MG volunteers; due date: July 2015.
2. Expanding outreach to community gardeners is to be achieved by providing scripted programs to be given at public locations and developing programs which would have MGs presenting programs at community garden locations. Lead: Pukhraj Deol, Maureen Hosty, and MG volunteers; due date: January 2016.
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Optimize Resources
“The OSU Extension Service Master Gardener program is an amazing resource for our region and one that deserves more support in the form of resources to enhance and expand its role as a lead source of sustainable landscaping information. Bravo, and keep up the good work!” – Stakeholder, MG program
Goals for optimizing resources
1. We will engage Master Gardeners and partners in the strategic planning process by widely sharing the results of the planning process with stakeholders to create buy-in. Lead: MG team and volunteer and partner advisors; due date January 2015.
2. Create a business plan. To begin to accomplish this goal, program staff will ask a budget/finance committee to provide input, fundraising ideas, and communicate to heighten awareness of the current status of the finances. Costs to implement elements of the plan will be determined, followed by development of a plan to raise funds or shift resources to carry out priority elements of the strategic plan. Lead: MG team and volunteer and partner advisors; due date October 2014.
3. Improve internal and external communications. Key actions to implement this goal include inventorying current communication strategies and resources and conducting a communication audit to analyze effectiveness of each. With the resulting data and help from a technical expert, Program staff will develop a five-year communications plan, including costs, needed resources, and implementation timeframe. Lead: MG team and volunteer and partner advisors; due date January 2016.
4. Analyze the effectiveness of current staff and volunteer positions, clearly identify gaps, identify partner staff resources that may be leveraged to fill gaps, create a plan to bridge gaps, and to generate resources as needed to hire additional staff. MG team and volunteer and partner advisors; due date January 2016.
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Call for Action
A strong partnership between scientists and citizen volunteers gave rise to the Master Gardener program. Nurturing existing partnerships will help continue success while forging new partnerships to broaden program reach and effectiveness.
Funding
Current OSU Extension budget is made up of 25% state, 13% county, 6% federal, 2% sales and service, and 54% grants and contracts. Federal, state and local monies are required for an Extension program to function in a county. Thirty-four Oregon counties fund Extension service; Lane and Multnomah counties are exceptions. In twenty-two counties, voters approved permanent funding for OSU Extension; the latest is Jackson County in May, 2014. Where public funding falls short, grants and contracts have filled the gap. The Portland area MG program has relied on grants and contracts from public agency partners for faculty and staff salaries. In recent years, OMGA chapters have donated funds to offset rent for MG classes, scholarships to improve access to program, and purchased training resources, etc.
Moving forward, the program needs stable funding. OMGA chapters, county-wide tax base, and private philanthropy are desired ways to augment existing contracts and grants. We invite volunteer leadership to help initiate these efforts.
Expertise and volunteer engagement
It takes many talented people to turn ideas into reality. We invite partners and MG volunteers to join our effort. If you have expertise in public speaking, publicity, fundraising, writing, design, reaching under-served community, project management, social media, and/or foreign language, we need you! For ideas on how best to plug in contact Weston Miller ([email protected] or 503-706-9193)
The Master Gardener Program is built on volunteer commitment. Our planning process revealed many areas where MGs can make a greater contribution to our community. We ask all MG volunteers to rededicate themselves to our educational mission. Let’s spread your passion for sharing gardening success!
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Supporting Documents
OSU Master Gardener Program Mission and Vision
Survey Summary
Briefing Packet for Strategic Planning Work Session
Work Session Reports
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