The principles and processes for engaging youth-adult partnerships (Y-AP) in organizational and community decision making have often been articulated from developmental and social justice perspectives. A broad empirical foundation for Y-AP has been established. Y-AP remains an innovative idea in the United States, however. The belief that youth and adults can, and should, collaborate on issues of importance runs counter to prevailing policies, institutional structures, and community norms. 4-H Youth Development is one public system that is actively seeking to disseminate and implement Y-AP. 4-H Youth Development seeks to integrate Y-AP into its own governance structures as well as those of local government and community coalitions. Through qualitative analysis of the efforts in one Midwestern state, this study examines the contextual challenges faced by county staff-the providers of program support within 4-H Youth Development-and the ways in which county staff respond to these obstacles. This project identifies the goals, leverage points, and strategies through which county staff seek to integrate Y-AP into established forums of decision making. Implications for the dissemination and implementation of principle and process-based innovation are offered, with special attention to the role of the program support system.