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)