Capturing Promising Practices
2006
A Report prepared for the Human Services Workforce Initiative by
National Youth Development Learning Network
National Human Services Asmbly/National Collaboration for Youth
Table of Contents
Cornerstones for Kids Introduction (3)爱情的谎言
Acknowledgements (4)
Introduction (5)
Identifying Promising Practices (7)
Retention Begins with Recruitment and Is Ongoing (8)
Recruitment (9)
Provide Incentives (9)
Capitalize on Technology (10)
Create Specific Strategies for College-Age Workers (11)
Reach Out for Diversity (12)
Prepare Youth to be Youth Workers (14)
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Retention (16)建国几周年
Select Staff Carefully (16)
Provide Adequate Compensation (17)
Offer Opportunities for Advancement (19)
Create Supportive Environments& Climates that Foster Success (21)
Insist on Professional Development & Training (22)
Value & Respect Youth Workers (26)
Ensure Opportunities for Networking (27)
Recommendations for Improving Recruitment & Retention (30)
Conclusion (32)
Appendix A: The National Collaboration for Youth (33)
Appendix B: Interviewees (34)
Appendix C: Advisory Group (35)
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Appendix D: Organization Descriptions (36)
Appendix E: Methodology (40)
References (42)
Cornerstones for Kids Introduction
The Human Services Workforce Initiative (HSWI) is focud on the frontline workers rving vulnerable children and families. HSWI’s premi is that human rvices matter. Delivered well, they can, and do, positively impact the lives of vulnerable children and families, often at critical points in their lives.
We believe that the quality of the frontline worker influences the effectiveness of rvices they deliver to children and families. If workers are well-trained and supported, have access to the resources that they need, posss a reasonable workload, and are valued by their employers, it follows that they will be able to effectively perform their jobs. If, however, they are as vulnerable as the children and families that they rve, they will be ineffective in improving outcomes for children and families.
Unfortunately, all indications today are that our frontline human rvices workforce is struggling. In some instances poor compensation contributes to excessive turnover; in others an unreasonable workload and endless paperwork render otherwi capable staff ineffective; and keeping morale up is difficult in the human rvices fields. It is remarkable that so many human rvices professionals stick to it, year after year.
初音图片HSWI’s mission is to work with others to rai the visibility of, and n of urgency about, workforce issues. Through a ries of publications and other communications efforts we hope to
Call greater attention to workforce issues
Help to describe and define the status of the human rvices workforce Disminate data on current conditions
Highlight best and promising practices
Suggest systemic and policy actions that can make a deep, long-term difference
In this paper the National Collaboration for Youth reports on the findings of its investigation into best practices in the recruitment and retention of youth workers. Bad on surveys, interviews, and a symposium with reprentatives of NCY member organizations and on the input of an advisory group of experts, the report describes a variety of practical and effective strategies currently in u by a number of local organizations that rve youth. While this is not a comprehensive listing, it provides uful recommendations for any local organization attempting to respond to the challenges of effectively recruiting and retaining qualified and competent youth workers.
Additional information on the human rvices workforce, and on HSWI, is available stones4kids.
Cornerstones For Kids
2006
Acknowledgements
I wish to express my appreciation to the many people who have contributed to Capturing Promising Practices in Recruitment and Retention of Frontline Youth Workers. Special thanks to the National Collaboration for Youth/National Human Services Asmbly for over 30 years of commitment to the task of promoting youth issues intentionally.
This publication would not have been possible without Sharon Edwards and the generous funding provided by Cornerstones for Kids. I thank them for their support but acknowledge that the findings and conclusions prented in this publication are tho of the authors alone and do not necessarily reflect the opinions of Cornerstones for Kids.
Many people volunteered their time to Capturing Promising Practices in Recruitment and Retention o
f Frontline Youth Workers. My special thanks to
•Tho who completed the survey, graciously participated in the interviews, and made themlves available to attend the symposium. The programs they reprent were
chon becau of their forward-thinking efforts in advancing the youth work profession
(Appendix B).
•The Advisory Group who, in spite of their busy schedules, provided guidance, support, and encouragement throughout the final development of this publication (Appendix C).追悔莫及什么意思
泰极而否I am grateful as well to the talented team of consultants and staff who focud their time and experti to ensure the high quality of this publication:
•The rearch team at the University of Nevada, Reno: Joyce (Letner) Hartje, who, with assistance from Bill Evans, conducted the rearch, summarized the findings, and was
the primary author of this publication
•Terry Quinn, for his final editing
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•Shawn Newton, for her creative design work
•Stephanie Artman, Project Assistant, for reviewing the publication.
Pam Garza
Director
National Youth Development Learning Network
National Human Services Asmbly/National Collaboration for Youth
Introduction
A nation that truly wants no child left behind must make sure that workers who care for children, youth, and families have the motivation, resources, and support to succeed.1
The staff who work directly with youth in community-bad organizations reprent an esntial component in creating program environments that facilitate positive development. A common challenge faced by youth rvice organizations, however, is how to attract and retain qualified individ
uals. The Harvard Family Rearch Project (HFRP) emphasizes the critical link between youth outcomes and positive relationships between young people and skilled staff.2 A continual influx of inexperienced and inadequately trained workers threatens the development of such relationships as well as the implementation of effective youth programs, thus prenting significant challenges to achieving positive youth outcomes.3
The Annie E. Cay Foundation’s March 2003 report, The Unsolved Challenge of System Reform: The Condition of the Frontline Human Services Workforce, documented many conditions that are at odds with developing and retaining a healthy, productive human rvices workforce: heavy workloads, long hours, and high vulnerability to burnout; high turnover among the most talented employees; significant minorities reporting that they do not have access to esntial resources; low pay and few rewards for talent and achievement; and staff members’ dissatisfaction with the low level of respect received for their work.4 Working with youth is rewarding; however, it is also emotionally and physically challenging. Without adequate support, supervision, resources and training, staff turnover is likely to be high and to necessitate a continual rebuilding of a youth organization’s direct rvice gment.5
Given the ongoing interest in providing high-quality programming for youth among tho concerned
about children and families , a better understanding of how to find, develop, and retain skilled program staff becomes a high priority for
