Selecting a Summer Camp for the Kids You Love – Part 3 Staffing Policies and Practices
If a camp’s leadership and its camping and programming philosophy are the foundation to a camp’s ability to deliver an outstanding experience than its staff, the people who work directly with your kids, are the most important ingredient.Understanding a camp’s staffing policies and practices is absolutely necessary to assessing a camp’s ability to provide the kids you love a safe, uplifting and positive experience. The following are the questions you should ask and the answers you should look for from the camps you are considering. They center on three distinct areas: Selection, Training and Supervision, and Camper to Staff Ratios.
Selection:
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What is the criterion used to evaluate potential staff?
Look for the specific criteria used to evaluate potential staff, such as age requirements (over 18), education (minimum of a high school diploma), work experience, experience and interest working with kids, etc.
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Where does staff come from?
Look for a broad and comprehensive recruiting plan which includes diversity of camp experience, social economic and geographic backgrounds.
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How does a camp select their staff?
A camp should have a thorough interview process. They need to do background checks including criminal history and sex offender registries on all potential staff, preferably by an independent company. Finally, all applicant references need to be thoroughly checked.
Training and Supervision:
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How much and what kind of training do staff receive?
There should be a minimum of 100 hours of training to prepare staff to properly care for and supervise the kids you love. This training should focus on proper supervision of kids, being able to identify and address bullying and other inappropriate behavior as well as what to do and where to go in emergencies, etc.
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What is the ratio of staff to leadership and professional staff, how much supervision to they receive?
The ratio should be a ratio of no higher than 3 staff to every person in leadership. There should be a clear line of accountability from the executive director right down to the dishwasher.
Staff Ratios:
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What is the ratio of staff to campers? How much supervision will the camp provide the kids you love?
At minimum camps should meet both the state and the American Camp Association standards (10 campers to 1 counselor). Better camps will exceed these standards and will be 7 to 1 and for younger children 5 to 1.
Every one of these questions should be answered easily by the camps you’re researching. They are the most important questions because they related directly to the care that a camp will be able to provide the kids you love. Look for the answers listed above to help you select the right camp for you and your kids.
In my next post we’ll look at the questions you can ask to understand how a camp operates, its safety practices and policies and its supervision of its campers.
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Selecting a Summer Camp for the Kids You Love – Part 2 Leadership and Camping Philosophy
As I stated in my last post there are four critical areas you want to understand when evaluating a summer camp for the child your love.The first area you want to know is the camp’s leadership and its camping/programming philosophy.
So let’s start with the questions you should ask about leadership followed by questions to ask about the camp’s programing philosophy.
Leadership:
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Who is the Executive Director? How long has he or she work for the camp? How long have they been in this position? Have they worked at other camps or in other fields?
You want to find a seasoned camping professional who has 10 or more years of camping or related experience. Running a safe and effective camp requires experience.
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Who’s on the board of directors?
You’re looking for a board of experienced, business, educational, and ministry leaders who can provide the appropriate oversight to the camp.
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What kind of experience does the other senior leaders of the camp have, such leaders as program and facilities directors?
Once again you’re looking for both a minimum of 5 or more years of experiences in camping and in other related fields.
Camping/Programming Philosophy:
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What is the camp’s mission? What does the camp promise to provide your kids?
It’s important to understand the camp’s promised impact on your kids to see if it matches your expectations and desires for a camp experience.
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What is the programmatic theme? Is it focused on athletics, adventure, classic camp, spiritual focus? Is it high energy or laid back?
The camp should be able to articulate their programmatic philosophy so you can evaluate it against what’s best for your kid.
And remember the camp you’re researching should be able to clearly and easily articulate answers to all of these questions either on their website, brochures or by talking with camp staff. If this information isn’t readily available then the camp’s not the place you want to send the kids you love.
In my next post we’ll look at the critical area of staffing policies and practices.
Also check out “Why Kids Need Camp”
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Dancing to Your Organization’s Music
There’s an old song by the band Genesis called I Can’t Dance which includes the lines “I can’t dance, I can’t talk. The only thing about me is the way I walk.” I can relate to these lyrics because they’re the words of someone who has no rhythm.
And though I have no musical rhythm, my goal has been to create an organization that does; I want SpringHill to have rhythm so it can dance to the music of its annual work calendar.
What does organizational rhythm look like? It’s when an organization’s structure, leadership, meetings, communication, reporting and planning align with the natural rhythm of its work.
For example, at SpringHill, we discovered that we have three distinct seasons (winter, summer, and fall) and not the traditional 4 quarters. So we’ve organized board meetings, SpringHill wide staff meetings, and planning sessions around these three seasons. It allows us to evaluate the past season and plan the next.
Then within each season all our teams meet after the middle of each month to review the monthly progress towards seasonal and annual goals. We also have weekly “huddles” where we review our weekly progress towards these same goals.
During the next two weeks, for example, we have our monthly leadership team meeting, our winter board meeting and our winter SpringHill wide staff meeting. In each meeting we’re reviewing, discussing and evaluating all the same information – the evaluation of our 2012 results and the progress on our 2013 plan.
And the beauty of having this rhythm is that at the end of this two-week period all our staff and board will be both informed, aligned, and focused on achieving our goals.
So like dancing, having organizational rhythm, makes moving to your organization’s music easier, exciting, and more importantly, effective in achieving your goals.
Every Non-Profit’s Best Shot
When I coach basketball I tell players “a good shot may be the easiest one but not the best one, so work for the best shot”.And every once in a while I’ll hear a leader of a non – profit say “wouldn’t it be nice if we had one big donor who would cover all our needs so we won’t have to spend so much time fundraising?”
And I always reply, like I do with basketball players I’m coaching, “yes, that would be good and it would be easier, but it wouldn’t be the best shot you can take for your organization.”
And exactly what is the best shots for a not for profit organization to take?
First, it’s simply to have donors.
Second, is to have lots of donors.
And third, an even better shot is to need all those donors to achieve your mission and vision.
Why are these the best shots for a non – profit?
First, because, as Jesus said, “where’s one’s treasure is, so is one’s heart” (Mt 6:21). So if you want people’s hearts with your organization, you need a bit of their treasure.
Second, when people hearts are with your organization they’ll do more than just financially support you, they’ll volunteer, promote and endorse your work.
Thirdly, having many donors provides a broad level of accountability. With few donors, the accountability isn’t broad and the possibility exists that the accountability will not represent the interest of all those involved with the ministry.
Finally, being dependent on a large numbers of donors keeps an organization appropriately humble; open to input, and listening for opportunities to better serve.
So remember, don’t just take a good shot for your organization even if it’s an easy one, instead work for the best shot and your organization will benefit for years to come.
The One Ingredient Necessary for Any Team’s Success
Our exclusive IN Food Service Teams from the past 3 summers We’ve just hired a new Food Services Director for our Michigan overnight camp. Her name is Ann Marie and she moved here all the way from Texas. On her first night in Michigan she had dinner with Joel Hamilton, our Site Director, and her son in our New Frontiers Dining Hall. It was a Saturday night of one of our Winter Retreats.
And it just so happened that my wife Denise and I were also in the Dining Hall so we joined them for dinner where Ann Marie asked both Denise and I what we’d like to see in our Food Service program. I answered that I wanted people to brag about the food, the service, and entire dining experience.
My wife, on the other hand had the far better answer. She told Ann Marie, “I hope working in the Dining Hall becomes the most desirable job at SpringHill”
Why is Denise’s answer a far better one? Because accomplishing any great vision or achieving any big goal starts with having the right people. And the only way to have the right people is for the right people to want to be on your team. Which means you need to be the kind of organization that the right people want to work for.
And I know this is to be true, even in Food Service, because this is exactly what our Indiana overnight camp has accomplished over the last few years. Under the leadership of our Operations Director, Keith Rudge and his Food Service managers, working in our Indiana Food Service Department has become one of the most desirable jobs at camp. And the result has been an ever-increasing quality of food and better dining experience.
So after watching Joel, Ann Marie and her team work these past few weeks, I have no doubt they’ll exceed both Denise’s and my expectations and, more importantly, they’ll accomplish what our Indiana Food Service team has so beautifully accomplished over these past few years.
One Farmer’s Three Commitments to assure Success
Corn planter before converted into a tomato planter Last week I spent a couple of hours with Glenn Abbett, SpringHill camper parent and farmer in northern Indiana. We toured his farm where I learned more about his and his family’s formula for success. And successful they’ve been. Over the past 15 plus years Abbett Farms has grown 5 times over.
When I asked Glenn what he attributed their success to he answered by sharing three commitments they lived out:
- Integrity: Abbett Farms always does what they said they’re going to do. This has built confidence and loyalty with their major customers, assuring ongoing business even in difficult economic times.
- Innovation: They’ve made significant investments in innovative equipment and processes to assure they will deliver on what they say they’re going to do. For example, they’ve designed, built and now operate the largest tomato planting machine in the world, assuring they always deliver on their tomato commitments.
A corn planter which is now the worlds largest tomato planter - Advocacy: Finally, Glenn has personally invested time lobbying on behalf of other farmers and others who work closely with agriculture. This personal investment on behalf of his entire industry has led to further loyalty among his customers as well as assistance from his peers.
As I drove away from our time together I realized that these three commitments are worthy for any person to pursue and are foundational for any organization if it desires to be successful, whether a farm, business, church or Christian camp.
How to play your first Game like it’s Mid-Season
This weekend I watched our SpringHill Michigan team perform during our second Winter Teen Retreat of 2013. And frankly, it seemed like it was our seventh retreat because it went so smoothly. Yet I know this didn’t just happen, instead it was the result of our team’s good work before the first retreat.So what was that good work our team did leading them to perform at a mid-season level in our second weekend? Well our team took four intentional and necessary steps to be ready. First, they created a plan, second they prepared, and then they practiced before they ever played the first Winter Retreat.
Let’s take a closer look at the four steps our team took look:
Planning: plans require setting measurable goals and then mapping out in detail how to achieve these goals.
Preparation: preparation is where the identification and the gathering of all the resources necessary to successfully work a plan takes place. A plan without resources is just a dream.
Practice: once the necessary resources are in hand then practice and rehearsal provides insight into what needs to be re-planned and what resources are still needed. It also builds the confidence and habits required to win. This step is the one most often skipped, yet as any coach knows, without practice a team will not be ready for the game.
Play: playing is the outcome of the first three steps. And, as coaches know too well, how the team plays is 100% dependent on the game plan, the preparation, and most importantly, the practice a team’s had before the game.
And so, because our team worked through the first three steps before taking the fourth, this second retreat went as we’d expect our seventh one to go, which a good for our team, but even better for our campers.
Why I’m Not a Lions Fan (and what it would take for me to be one in the future)!
I’m 50 years old and having lived my entire life in the state of Michigan, I’ve always been a Detroit Tigers, Pistons, Red Wings and, until recently, a Lions fan. And, as a result, during my 50 years I’ve celebrated two World Series championships, three NBA championships, four Stanley Cups, and one NFL playoff victory.Yes, that’s right. The Lions have won one playoff game during my half century of life. Now I’m not greedy, I’m happy to be a Tiger’s fan and win a World Series every 25 years. I just need to know that my teams are doing what it takes to win and then actually bringing home a championship every couple of decades.
So, being a student of organizations and leadership, the question I’ve often asked is why have the Lions won just one playoff game while Detroit’s other professional sports franchises have won multiple world championships during the past 50 years? Well it’s not because of the players, coaches or management, since they’ve changed a dozen times during the past 5 decades. Nor is the city, because if it was, our other professional teams wouldn’t have won any championships either. There’s only one answer that makes any sense, because there’s only one common denominator found during the past 50 Lion’s seasons – the ownership.
This isn’t surprising because winning always starts at the top. So if there hasn’t been a NFL championship in 50 years it has to be because of the leadership at the top. I know this to be true because in every organization I’ve been a part of, winning, and losing, always started at the very top.
So a number of years ago I gave up being a Lions fan, along with the frustration and broken heart that come with being a Lion’s fan, until the day comes when they have new ownership. It’s the only change I believe will lead to consistent winning, the one that could lead to the Lions winning a Super Bowl
The Necessary Qualities to be on a Super Bowl Team
A few years ago, the season after the Indianapolis Colts won the Super Bowl; we hosted a small group of SpringHill friends at a Colts preseason practice session where we had a few minutes with Coach Tony Dungy. During the Q&A time one of the questions our group asked Coach Dungy was “what are the qualities the Colts look for in players?”He responded without even thinking about his answer, reflecting the deeply held values he and the Colts had about the kind of players they looked for. Coach Dungy said there were three things they expected from every player:
- Players had to be smart. To help assess this quality one of the things the Colts did was simply reviewed the academic records of players being considered for their team.
- Players had to be goal orientated. The Colts evaluated this quality by asking potential players to state their goals for their career and their life.
- Players had to be team players: Before drafting or signing players the Colts asked a number of current teammates of a potential player to name the 10 people on their team they’d most want to play with on future teams. If a potential player didn’t make these lists the Colts won’t sign them.
Simple, straightforward yet imagine if all the players on the team you’re currently on, whether it’s a sports team or a business or ministry team, had all three of these qualities. What kind of team would it be? What championships might you win?
Having the Resilience of Churchill
On June 4, 1940, during the early days of World War II, Winston Churchill made a powerful speech to the British Parliament where he articulated the British people’s resilience in the face of the Nazi onslaught.
“We shall go on to the end, we shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air, we shall defend our Island, whatever the cost may be, we shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender…”
It was Churchill’s stubborn resilience, and his ability to communicate it to the British people, that set the tone for British’s willingness to stand up to the evil aggression of the Nazi’s and their allies. This personal quality of Winston Churchill is what we, at SpringHill, call “Professional Will”. Professional Will is the ability to face and fight through adversity, to overcome obstacles, and continue to work without giving up.
This personal quality is important for a SpringHill staffer because working at SpringHIll, like working for any organization, has its ups and downs. We’re an organization of people serving people, so there are difficulties and frustrations that need overcoming. In addition we acknowledge the fact that we work in a fallen and broken world which creates the necessity to be resilient. That’s why our staff, though not needing to be Churchill like, does need to demonstrate his Professional Will.
This is part 12 of 14 in a series of posts about what it takes to be successful at SpringHill.
