Many camps make it a goal to have 40% to 50% of
their staff return the following summer. By develop- ing an ecosystem people want to be in, you’re more likely to hit and exceed that goal. The key to getting staff to return is creating an environment of a healthy culture, high trust and wild fun. By focusing on the five principles below, you can create an atmosphere where staff are invigorated at the end of the summer and are already talking about next year.
Engaging Culture Te current generation of Gen Z staff highly values workplace culture, sometimes more than they realize or can articulate. In my conversations with other camp leaders, we’re seeing that key aspects like mental health, inclusivity and a biblically-based community are prioritized more than in previous generations. Gone are the days of “controlled chaos” and “we
can power through this.” Instead, at our camp and others I’ve talked with, staff members seek an inten- tional, biblically-aligned program. To establish a top-quality culture, it starts with year-round staff embracing and living out the ministry’s core values and organizational behaviors. Gregg Hunter, president and CEO of CCCA, has
often talked and taught about the organizational behaviors developed at the national office. He views organizational behaviors as the actions of living out the core values of an organization.
Consider how you reinforce and maintain engage-
ment with staff and a set of organizational behaviors. Are they memorized? Are your organizational behav- iors integrated into daily language and actions? Culture transcends mere documentation; it should guide meet- ings, one-on-one interactions and even disciplinary actions. It is through clear expectations and accounta- bility that a healthy, values-driven community is cultivated. (Learn more in the sidebar on page 32 about the organizational behaviors that CCCA’s national office has implemented to foster a healthy culture.) Mental health is at the forefront of culture today
and is highly valued. Camps need to be concerned with staff mental health rather than viewing seasonal staff as disposable. Creating an environment where staff have an outlet to share their stresses and concerns allows them to have great and appropriate boundaries and be called to healthy standards. Camps are beginning to focus on Mental, Emotional
and Social Health (MESH) in different ways. It is important to let staff know during training how you want them to address these needs. Is there someone on the staff who isn’t their supervisor they can talk to? I have seen camps partner with local pastors or pay for sessions with a professional therapist. By positioning and intentionally building an
organized and healthy camp culture, as opposed to disjointed and uncaring, you create a space where people feel safe and valued, making it a place people want to be a part of.
May/June 2024
www.ccca.org
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Photo courtesy of Camp Pondo
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