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ACA and Youth Development M. Deborah Bialeschki, Ph.D., ACA Marge Scanlin, Ed.D., ACA Michelle...
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Transcript of ACA and Youth Development M. Deborah Bialeschki, Ph.D., ACA Marge Scanlin, Ed.D., ACA Michelle...
ACA and Youth Development
M. Deborah Bialeschki, Ph.D., ACAMarge Scanlin, Ed.D., ACA
Michelle Gambone, Ph.D., YDSIFunded by Lilly Endowment Inc
ACA Program Improvement Project 2004-2006
• Benchmark Study on Supports and Opportunities– 80 Camps in 4 regions– 7672 Campers
• Program Improvement Process– 23 camps for two summers– Targeted improvement strategies– 2278 campers
Community Action Framework for Youth Development
© Connell & Gambone 1998
Increase Supports & Opportunities for Youth (C)
Build Community Capacity and Conditions for Change (E)
Implement Community Strategies to Enhance Supports & Opportunities for Youth (D)
Improve Long-Term Outcomes in Adulthood (A)
Improve Youth Developmental Outcomes (B)
Adequate nutrition, health & shelter
Multiple supportive relationships
Meaningful involvement
Challenging & engaging skill building activities
Safety
Overall Supports & Opportunities(Optimal) (Insufficient)
69%
9%
30%
1% 5%
39% 41%
25%
0%
20%
40%
60%
80%
100%
SupportiveRelationships
Safety Youth Involvement Skill Building
How Camps Might Compare:
Adult Support
9%22%
52%
32%
0%
20%
40%
60%
80%
100%
Camps YouthDevelopment
Orgs
Middle Schools High Schools
How Camps Might Compare: Skill Building
25%
43%
29%
48%
0%
20%
40%
60%
80%
100%
Camps YouthDevelopment
Orgs
Middle Schools High Schools
Steps in the Organizational Improvement Process
1. Leadership Sets Initial Targets
2. Staff Reviews Survey Results
3. Youth Review Survey Results
4. Develop Action Plan
5. Prioritize Areas for Improvement in Year One
6. Re-set Targets for Year One Plan
7. Leadership Reviews Survey Results
Percent ACA PIP Camps with Positive Change in 1 or More Dimension
(N=23)
0%
10%
20%
30%
40%
50%
60%
70%
80%
SupportiveRelationships
Safety Skill Building Youth Involvement
% camps with positive change in 1 or more dimension
YOUTH INVOLVEMENT:What Is Important?
• Decision Making
• Leadership
• Belonging
DECISION-MAKING LEADERSHIP BELONGING OVERALL
Camp 1 ++++++++++ ++++++++++ ++++++++++ ++++++++++
Camp 2 XXXXXXXXXX ++++++++++ ++++++++++
Camp 3 ++++++++++
Camp 4 ++++++++++ ++++++++++ ++++++++++ ++++++++++
Camp 5 ++++++++++ ++++++++++
Camp 6 ++++++++++ ++++++++++ ++++++++++ ++++++++++
Camp 7 XXXXXXXXXX ++++++++++ ++++++++++
Camp 8 ++++++++++
Camp 9 ++++++++++ XXXXXXXXXX XXXXXXXXXX
Camp 10 XXXXXXXXXX XXXXXXXXXX
Camp 11 ++++++++++
Camp 12 XXXXXXXXXX ++++++++++
Camp 13 ++++++++++ ++++++++++ ++++++++++
Camp 14
Camp15 ++++++++++ ++++++++++ ++++++++++
Camp16 ++++++++++ ++++++++++
Camp 17 ++++++++++ XXXXXXXXXX ++++++++++ ++++++++++
Camp 18 XXXXXXXXXX ++++++++++
Camp 19 ++++++++++
Camp 20 XXXXXXXXXX
Camp 21
Camp 22
Camp 23
Effective Strategies for Improving Youth Involvement
Providing early adolescent campers with an unstructured hang out time
Having older campers mentor younger campers
Using camper feedback on a regular basis
Effective Strategies for Improving Youth Involvement
Training staff to involve youth in decision making
Involving campers and staff in decision-making with camper councils and allow more opportunities to plan cabin/camp activities
Having counselors ask campers for input on their upcoming week and then meeting together to plan the rest of the week
That being said…
It is NOT ABOUT specificStrategies….
It IS ABOUT being purposeful in making
organizational changes.
Organizational Improvement Process
Step 2. Organizational AssessmentOrganizational structures (S):• Low youth to staff/volunteer ratios• Safe, reliable, and accessible activities and spaces• Continuity and consistency of care
Organizational policies (P):• Ongoing, results-based staff and organizational
improvement process• Flexibility in allocating available resources• Community engagement
Organizational activities (A):• Range of diverse, interesting, and skill-building
activities• Youth engagement in organizational decision making• High, clear, and fair standards
Rate of Improvements Associated with Level of Implementation
(Structure, Policy and Activities)
0%
10%
20%
30%
40%
50%
60%
70%
Change in 3 or moreS&O areas
Change in 1 or 2 S&Oareas
No Change
11 S, P & A Camps
12 non SPA Camps
LESSONS FROM DIRECTORS: What Worked?
Start with Systematic Datao “We always thought we were camper centered…this
process brought meat to what it means to be camper centered.”
Use a Youth Development Frameworko “The process helped us do strategic planning in direct
relationship to youth development. We thought about youth development but this helped us focus…and re-motivated us around youth development principles.”
Focus on Intentionality and Accountabilityo “Leaders felt more confident about knowing their job –
better prepared to provide the emotional support. What we covered and how we covered it was different… felt prepared to focus on the campers. There was a different attitude through camp because of intentionality on a fun safe summer.”
LESSONS FROM DIRECTORS: What Was Challenging?
Staff Buy In Staff SkillsCamp Structure Youth Buy In Unexpected Events
Next Steps
YOUTH INVOLVEMENTTraining tools for youth workers in
facilitation vs. control
Defining developmentally appropriate “leadership”
Decision-making power in things that matter
Next Steps
Move from language to practiceMentoring directorsHelping staff understand and support human
development
Tools for Youth WorkersMethods to capture information on
developmental quality from youth and front-line workers
A means/process for Program Improvement Development and implementation of culturally
appropriate “program”
So What?
• Camps of all types improved their impact on campers by specifically targeting camp structures, policies, and activities by using a continuous improvement process.
• In fact, 83% of camps in ACA’s study showed significant improvement in one or more dimensions vital to positive camper development.
• Getting feedback from campers and staff on their perceptions of camp programs, procedures, and relationships is critical to developing strategies that will work in camp.
• Simply selecting another camp’s strategies is not nearly as effective as using a process for self-examination that results in strategies that are designed by campers and staff and intentionally applied to the camp setting.
• To improve the likeliness of having a positive influence on camper growth, strategies need to integrated into the camp’s structures, policies, and activities.
Ponder Points?
• How do you pick a focus? Do you help your folks focus on outcomes? Behaviors that lead to outcomes? Both??
• www.acacamps.org/research then click on Inspirations (Benchmarking study) and Innovations (PIP study)