Living out your values is never easy. One of our core Camp Fire values is, “We honor the power of young people.” To us, honoring power means sharing power through significant youth participation and decision-making.  

But what does this look like in practice? We’re working hard to authentically integrate youth voice through all layers of our organization. It takes forethought and extra energy to upend the adult-led status quo, but it’s worth it if it builds a Camp Fire truly for and by young people.  

It’s a matter of equity 

Youth Voice isn’t just a nice-to-have. It’s a justice issue. 

“A huge part of it for me is the equity piece,” said Ben Matthews, Diversity, Equity, Inclusion & Access Manager. “Young people are also a marginalized and oppressed group of people, because of their age and adults’ assumption that they don’t know how to make decisions for themselves.”  

This bias is called adultism, and it’s pervasive in our culture. Ben explained that a major red flag for an adultism attitude is responding to questions from young people with “Because I said so,” “Because I’m the adult,” or “Because that’s just the way we do things.”  

“It’s so much easier to shut down the conversation, rather than to reflect on, ‘Wait a second, why do we do that?’” Ben said.  

Being open to questions doesn’t mean a rule has to change. But treating young people as valuable members of a community means listening to their concerns, brainstorming solutions, and letting them share responsibility for taking action. After all, being a kid or teenager now is completely different from being a kid or teenager 20, 10 or even five years ago. Every generation has unique experiences, challenges and needs. Growing up is hard. 

“Technology, language, the way relationships work—all of that has changed so much,” said Ben. “There’s really no way an adult or anyone more than a couple years older can have any idea what [young people] need right now,” said Ben.  

Challenging adultism by championing youth voice ensures young people get the Camp Fire they need, not the one adults want them to have. 

What is youth voice? 

Inspired by the David P. Weikart Center for Youth Program Quality’s work on youth voice, Nikki Roe Cropp, Senior Director, Program Effectiveness, explained that when youth voice is fully integrated into an organization, young people share leadership with adults. On the way to that holistic collaboration, organizations often start with seeking youth input and giving young people more choices. The goal is to build on those valuable beginnings to arrive at true power-sharing.  

• Input: Creating opportunities for youth feedback on activities, programming aspects, and more. 
• Choice: Creating opportunities for young people to make relevant, meaningful and authentic decisions.  
• Shared Leadership: Creating opportunities for all youth to lead in diverse, varied and age-appropriate ways. 

“Youth voice has been a crucial part of Camp Fire for a long time,” said Nikki, “but it’s one of those areas we need to talk about, concentrate on, and ensure we’re doing intentionally—and developmentally.”  

Going from status quo to youth-led 

Making the shift to shared leadership means overcoming ingrained cultural beliefs about how adults and young people are supposed to interact. Both Ben and Nikki emphasized how liberating (and even relaxing) it can be for adult leaders to share power with young people. 

“It’s really getting adults to act as facilitators of learning rather than instructors of content,” said Nikki. “It’s having power with young people instead of power over.”  

Sometimes organizations think of youth voice as something for older teens only, but shared leadership can start early and deepen as children grow alongside their leadership skills. Adults still need to be responsible for making safety decisions along the way, but other leadership roles can be shared at all ages. Youth voice isn’t always a linear trajectory, and Camp Fire creates space to share power in multiple overlapping ways. The leadership opportunities listed below roughly correlate to developmental stages, but don’t underestimate younger kids’ abilities to carry out more high-responsibility power-sharing. We want young people to be the leaders they are today, not just build leadership skills for the future.  

• Lower responsibility leadership tasks:  
• Handing out materials 
• Presenting ideas to a small group 
• Helping peers 
• Setting up snacks 
• Helping a group stay positive 
• Taking responsibility for daily routines 
• Explaining directions 

• Intermediate-responsibility leadership tasks:  
• Leading a group discussion, song, project, event, etc. 
• Co-facilitating program activities with an adult 
• Participating in a program task force or leadership program 

• High-responsibility leadership tasks:  
• Planning program activities 
• Facilitating program activities 
• Mentoring other youth 
• Participating in a youth advisory group 
• Starting their own initiative or group 
• Shared power in organizational decision-making 

Advising the adults 

Youth advisory groups deserve a special mention in any discussion of youth voice. They are a powerful channel for integrating youth voice into the larger organization—if the advisory component is prioritized. Leadership programs aren’t the same things as an advisory board whose function is to practice leadership. It’s easy for adults to blur the lines between youth programming and youth advisory cabinets, but adult sponsors can help maintain the focus.    

Julia Fleenor Bejarano, Camp Fire Marketing Manager, and Hannah Howard, Camp Fire Evaluation Manager, both serve as Youth Voice Coordinators for the National Youth Advisory Cabinet (YAC).  

“We think of our YAC like a person on our staff,” explained Hannah. “We treat our YAC members equally; they are important.” 

YAC members are 16 to 18 years old, have Camp Fire experience, and commit to meeting (virtually) with Camp Fire adult leaders (our CEO, president, senior directors and directors) once a month, September through May. As experts in youth experience, they are paid for their time. 

“We try to be really clear,” said Julia, on making sure other adult leaders understand the purpose of the YAC. “The youth are here to help you make decisions. Come ready.” 

YAC meetings include educational content when it’s necessary for them to fulfill their mission, but the first goal is shared leadership. YAC has advised on a wide variety of topics including website design, social media content, how to word youth survey questions, internal training courses and more. In the past, the YAC has led the redesign of awards and recognitions and traditionally been one of the first stops for strategic plan feedback.   

Julia and Hannah have led a professional learning community for Camp Fire affiliates interested in expanding youth voice and have met with other national youth organizations who want to start youth advisory groups. They report that it’s hard for adults everywhere to make the youth-voice shift.  

“It’s really hard for folks to wrap their brain around,” said Hannah. “It’s a longer process of rewiring our brains to understand that young people are equally if not more important in conversations about youth development. It’s a reframe of the power dynamics between adults and youth.”  

Learn more about youth voice at Camp Fire 

The post It’s not a program; it’s a practice appeared first on Camp Fire.

You’ll find in this report the many ways that we continued to learn and grow as an organization. Advancing equity will remain a priority as we move forward as a values-led organization and strive to be relevant to today’s youth and families, meeting the current moment we all find ourselves in.

Our 46 affiliates in 24 states served more than 713,000 youth, adults and families across 5,100+ program sites over the past eight years. Numbers are important, but what really matters are the individual stories of impact at the local level.

We share the following snapshot of Camp Fire’s impact across the country to connect you with the work you make possible. Thank you for being with us on this journey.

Wishing you more courage for more connection,

Greg Zweber, CEO | Camp Fire National Headquarters

Download the Report

The post Camp Fire’s People & Impact: 2022-2023 appeared first on Camp Fire.

It’s our annual invitation to intentional connection. So we’ve been thinking about how we can align our #KidDay efforts with what children and teens need from us now. Our National Youth Advisory Cabinet has been sharing what kinds of messages mean the most to them.   

We were also inspired by Stephanie Malia Krauss’s recent presentation at our National Leadership Conference. Her book Whole Child, Whole Life had so much applicable connection wisdom, we wanted to ask how to apply it to #KidDay encouragement this year.  

Stephanie’s own growing-up challenges made her curious about what it takes for kids to thrive. It’s a question she has explored throughout her professional life as an educator, coach, social worker, consultant, and author.  

“I dropped out of school soon after the eighth grade, but ended up in college at 16,” Stephanie said. “And I would wonder what I had that made me ready because I didn’t have an excellent childhood, excellent standardized test scores, or any of the typical success measures.”  

What she did have was what researcher Jonathan Zaff called “a web of support,” including a middle school counselor who continued supporting her after she dropped out and consistent, practical care from coaches, friends’ parents, and bosses. Stephanie’s work now bridges that kind of frontline, community-led support with addressing the systemic barriers that keep kids from the futures they want. And connection is at the heart of it all.  

“What we know from the research is that being known and understood is one of the most tender and transformative experiences we can have,” said Stephanie. “And that magic connection of relationship ends up helping both the kid and the grown-up at the same time.” 

Here are five opportunities for deeper connection Stephanie suggested for #KidDay:  

1. Be curious about the differences in your growing-up experiences 

“The lived experience of today’s kids is significantly different from our own,” Stephanie said. “We know from the science that we’re wired and rewired based on our environments and experiences.” 

To create richer connections with young people, adults can check ourselves for assumptions we might be making and get curious about kids’ realities.  

Stephanie shared that her sons (ages 13 and almost 11) have been able to experience a “range of wonders,” including travel, an “eclectic” family, and chances to explore their passions, including athletics, art, and Lego. They also endured a pandemic, complex health issues and witnessed their godbrother survive and recover from a brutal school shooting. Their worries aren’t the same ones Stephanie had as a child.  

“It’s important for us to honor and recognize the reality of what kids have lived through and the strength and struggle that brings,” said Stephanie. “There’s something deeply profound in honoring their emerging, evolving stories.” 

Try it: This #KidDay, ask a young person what they love the most about being young right now. Then ask them what worries them.  

2. Listen first 

“Conversations about kids need to start with kids,” said Stephanie, whose most recent book opens with a preface written by her son.  

Stephanie described a recent listening and learning session she facilitated for a high school in Hawaii. Caregivers, teachers, coaches and counselors were invited to sit on the periphery of the circle while students were in the middle with Stephanie, sharing their thoughts on mental health, relationships and their hopes for the future. 

“The job of the grown-ups was to listen,” said Stephanie. “Those kinds of practices with groups and individuals can be really powerful, so long as trust is present and safety is held at the center.”   

Whether you’re holding a formal or informal listening session of your own, centering the voices of young people is a powerful statement of support. You can encourage them without saying a single word. 

Try it: Leading up to #KidDay, ask a young person how they want to be encouraged. Then follow their direction!  

3. Go beyond transactional to transformational 

Stephanie outlined five pieces to getting to know a whole child. The first three are the baseline need-to-knows for adults who are working with or caring for a young person:  

• Demographics and determinants: What risks and opportunities do young people experience based on what they look like and where they live? 
• Age and stage: What does the child need developmentally right now? 
• Brain and body: How does the child’s health affect their life? 

“I could know all that information, but still not create the conditions where a child feels cared for,” said Stephanie.  

She described the first three categories as transactional — things an adult needs to know to do the basics of their youth-related job, whether that’s teaching, providing services, mentoring or caregiving. But the last two categories are the ones that can transform information into true relationship:  

• People and places: Who are the people in the child’s life? Where do they spend time together? What is the child-like with those people and in those places? 
• Strengths and struggles: What makes the child come alive and what shuts them down?  

“If we can earnestly and honestly pursue those pieces, that’s when connection comes,” said Stephanie.  

Try it: Ask a young person where their favorite place is or who their favorite people are. Can you help arrange a #KidDay gathering or outing to celebrate those people or places? 

4. Recognize you’re part of a relationship web 

Stephanie is a fan of psychologist Urie Bronfenbrenner, who helped develop the Head Start program. She paraphrased one of his main tenets: Every kid needs one adult who thinks they are the greatest of all time. But they also need a whole network of people who are showing up and offering everyday support.  

You don’t need to be every kid’s Biggest Fan, but you can be a consistent source of positivity for a wide range of young people in your life. There will always be kids you don’t gel with. Stephanie said that’s ok: You can treat all kids with care and help connect them to adults they may relate to better. 

“We don’t have to be all things to all kids, all the time,” said Stephanie. “But we can strive to create the conditions that are optimal for whatever relationship needs to emerge.”  

Try it: Do you know a young person who needs a mentor…who isn’t you? Use #KidDay as an excuse to make an introduction!  

5. Value the mundane moments 

Stephanie reminds adults that they often don’t know the impact they are having. For Whole Child, Whole Life, she interviewed David Shapiro, former CEO of MENTOR, about what he learned during his time there.  

“One of the things he said was never underestimate the power of a mundane moment,” remembered Stephanie. “What might be boring for you, may not be for the kid in your care. And that’s not for you to decide.” 

Stephanie encourages adults and kids to find ways to just be humans together, whenever you can. 

“The quality of connection is far more important than the quantity of time,” Stephanie said. “Our life is a string of moments and experiences. Do not undervalue the power of those moments, even if they’re periodic.” 

Try it: The next time you’re doing chores, driving between activities, or having another mundane moment with a kid in your life, let them know you like doing the everyday stuff with them and why.  

LEARN MORE about how you can participate in #KidDay2024! 

*#KidDay coincides with Camp Fire’s birthday – this year we turn 114 years old! 

The post #KidDay: An invitation to connection appeared first on Camp Fire.

Our values are our North Star. They guide our strategic vision and our day-to-day work. We’ve been a values-led organization since 1910, and it’s what has allowed us to survive for 114 years and it’s what will help us continue to meet the current moment.

On our journey to inclusion, which includes a commitment to expanding spaces for young people to “simply be”, we sought to understand how the intentionality in which we create programs impacted participants. We asked the question,  

“What impact (if any) do gender-inclusive and gender-affirming measures have on young people, their caregivers, and their camp experience?” 

This question led to a year-long study at two of our camps, which engaged transgender and non-binary youth and their caregivers following their summer camp experience.  The result is this report, a product of the vulnerability and honesty the participants were willing to share with us. We are honored to share with you and the world today: the first-of-its-kind report around the impact of both physical spaces and psychological conditions that allow youth “to just be,” with an emphasis on identity and gender-affirming practices for transgender and non-binary young people.

We believe all young people deserve to belong and access opportunities to thrive, so we intentionally craft our Camp Fire programs and spaces in ways that make this possible. Inclusion, belonging, and thriving don’t just happen by accident – it takes a lot of thoughtfulness, attention, and work.

The Othering and Belonging Institute website says, “The concept of belonging describes more than a feeling of inclusion or welcome. Its full power is as a strategic framework for addressing ongoing structural and systemic othering, made visible, for example, in the wide disparities in outcomes found across a variety of sectors and identity groups.”

Camp Fire isn’t just implementing gender-affirming practices, we’re expanding opportunities for young people to exist in their fullness through any means necessary – looking at and updating our policies, practices, language, operations, and structures.

We believe this report is just the tip of the iceberg. Our goal and hope is to scale the research in the years to come and continue to learn and grow, while always centering youth voice. So Camp Fire can continue to best serve our incredible transgender and non-binary youth. 

Download the full report below.

Download the Report

Space for Identity Exploration: Through the Lens of Gender © 2024 by Camp Fire, is licensed under Creative Commons Attribution-NonCommercial 4.0 International 

The post New, First-of-its-Kind Study: Creating Gender-Affirming Spaces at Summer Camp appeared first on Camp Fire.

“We are extremely excited about this dynamic group of individuals that span the worlds of youth development, HR, entrepreneurship, communications and marketing, and executive leadership, ” said Greg Zweber, Camp Fire National Headquarters CEO. “Coming through the impacts of COVID-19 and with recent investments from #startsmall, 3M, and AT&T, Camp Fire is at a pivotal time in its growth and development. Ann, Jason, Quincy, Matthew, Terri, and Christopher’s timing couldn’t be better: they will bring much-needed expertise and experience to the national board, which help us build on our momentum and prepare for future success.”

Meet this impressive group of leaders:

Christopher S. Moore is the Chief Executive Officer of FIRST, a global robotics community that prepares young people for careers in science, technology, engineering, and math (STEM). Chris has been a leading voice, advocate, and positive youth development champion for more than 15 years. Before his role at FIRST, Chris served as CEO of Positive Coaching Alliance, a youth sports training and content development organization, and the CEO of United States Youth Soccer Association, the largest youth sports organization in the country.

At both organizations, Chris led efforts to train millions of youth and amateur coaches and increase youth participation in recreational and competitive soccer programs worldwide, while transforming the lives of millions of youth, high school, and collegiate athletes. Before those roles, he was President and CEO of GENYOUTH.

Chris holds a B.A. in International Relations from Lake Forest College in Illinois and earned his MBA from The University of Chicago Booth School of Business. He is originally from Chicago but currently resides in the suburbs of Dallas, TX, with his wife of 23 years. They have two sons, one of whom is a second-year college student at the University of Texas in Austin, and the other is a high school senior.

Terri Ferinde is a partner of Collaborative Communications where she supports organizations and ecosystems that ensure youth learn and thrive. Known for her work in afterschool systems building, she manages the 50 State Afterschool Network funded by the Charles Stewart Mott Foundation. Terri was named one of the 25 most influential people in the afterschool sector by the National AfterSchool Association in 2014 and continues to connect people and organizations devoted to afterschool and summer learning.

At Collaborative, Terri leads teams that develop innovative solutions with extraordinary results and lasting impact, offering deep expertise in education, out-of-school time learning, and youth development with exceptional skills in media and engagement, organizational learning, events, and digital solutions. 

Terri is a Doctorate of Education candidate at Vanderbilt University’s Peabody College focused on organizational leadership and learning. She holds a master’s degree from George Mason University and a bachelor’s degree from American University. She grew up in the shadow of Pikes Peak and now strives to be outdoors exploring mountains and lakes with her dogs whenever possible.

Matthew Egan is the Managing Director of Strategy, at global brand consultancy Siegel+Gale. In his work, he partners closely with clients across a range of industries to help them define, design, and deploy world-class brand experiences. Matt received a bachelor’s degree from Cornell University. Father to Lila (age 18), Matt is a recent empty nester and lives in Chappaqua, New York.

Quincy Henry is the Co-Owner and CEO of Campfire Coffee in Tacoma, WA, an outdoor and coffee brand. He and his wife Whitni launched Campfire Coffee in March 2020. Before starting Campfire Coffee, he was once upon a time a Grammy-nominated musician and in his free time, executed marketing campaigns for everyone from Microsoft to REI and nonprofits around the Seattle area. His curiosity led him to a PhD in industrial and organizational psychology but everything led him back to the thing that he and Whitni enjoyed most: being in the outdoors with family and friends. They can often be found getting outside with their three kids who also love to camp, kayak, and hike.

Ann Sheets spent 43 years with Camp Fire First Texas, as camp director and Sr. Vice-President for Finance and Administration, then retiring after serving as President and CEO in 2020. She served as co-chair of Camp Fire’s Charter Task Force and currently serves as a member of the National Finance Committee. Her experience also includes numerous volunteer positions with the American Camp Association (ACA), including serving as national president and national treasurer. She is the author of The Business of Camp, ACA’s Guide to Staffing and ACA’s Guide to Financial Management and edited the 9th edition of Basic Camp Management.

Ann is a graduate of East Texas State University and George Williams College (GWC), now a part of Aurora University, where she is a member of the Board of Trustees and Executive Committee. She was recognized as a GWC Distinguished Alumna, was named the Non-profit CFO of the Year by the Fort Worth Business Press, and was honored with ACA’s Distinguished Service Award. She currently works with BT Consulting and is a member of the Fort Worth Rotary Club and an instructor in the TCU Silver Frogs program. She has two adult children and one grandson.

Jason Peterson leads a global team of 10 Talent Acquisition consultants and Talent Brand specialists for Entrust, a global leader in cybersecurity. In his role, he is responsible for team and individual development, organization onboarding of new hires, talent and workforce planning strategies, and perpetuating DEI efforts.

Jason lives outside of Minneapolis, Minnesota with his three children and wife of 26 years. He is passionate about youth development and has volunteered as a coach or player development leader for more than 10 years through local youth sports programs.

Welcome Matthew, Chris, Quincy, Ann, Terri, and Jason! We are excited to have your unique insights and leadership to guide Camp Fire in 2024 and beyond.

###

ABOUT CAMP FIRE

Growing up is hard. That’s why Camp Fire connects young people to the outdoors, to others, and to themselves. Founded in 1910, Camp Fire was the first nonsectarian, multiracial organization for girls but today is an inclusive national youth development nonprofit that serves all young people. By creating safe spaces where young people can have fun and be themselves, its 46 affiliates in 24 states provide affirming, year-round, youth-driven experiences—school day programs, afterschool programs, leadership programs, and camps and outdoor education—that enable youth to develop essential skills that have long-term benefits and make a positive social impact on the world. 

For more information please contact:

Erin K Risner, Director of Marketing & Communications, Camp Fire National Headquarters, 913.289.4773, erin.risner@campfire.org

The post Six New Members Join Camp Fire’s National Board of Trustees to Kick Off 2024 appeared first on Camp Fire.

Camp Fire and the National Indian Education Association (NIEA) have spent the past year intentionally developing a relationship similar to that of two rivers converging. Both groups have long recognized that there may be natural points of intersection and alignment where their combined efforts could benefit each organization and yield a greater impact for young people and communities. Our programs are different in scope and mission, yet we are united in our dedication to youth. 

​​Camp Fire exists because growing up is hard. That’s why Camp Fire connects young people to the outdoors, to others and to themselves. But Camp Fire’s history of cultural appropriation has made growing up harder, not easier, especially for Native youth. And for that, we are deeply saddened and sorry. In looking at the cultural appropriation with our organization, we recognized this work will be waiting for us, whether we address it now or in 100 years. Thus began our journey from appropriation to reparations over the past years.

Today, as we find ourselves in a new relationship with NIEA, to build an ecosystem of abundance, where our strengths are not the same but are complementary and create a world where young people thrive. Our shared mission is to carry their hopes and aspirations and support them becoming their reality, now and in the future.

The ultimate goal of our collaboration is to create Camp Fire spaces in Native communities or increase access for Native youth to safely attend Camp Fire programming. This means:

• Co-creating safe spaces for Native and non-Native youth
• Co-creating place-based teaching and opportunities ABOUT and FOR Native youth
• Supporting Camp Fire to create awareness of unique and complex Native youth identities that should be reflected our programming.

The Camp Fire/NIEA equitable partnership will focus on two areas: Environmental Education and 2Spirit youth. Through environmental education, we seek to understand stewardship of the Earth through a Native lens but doing so without borrowing or appropriating Native practices or traditions. We will also be expanding Traditional Ecological Knowledge through joint curriculum and program opportunities.

Environmental Education

Programming aimed to understand stewardship of the natural world through a Native lens, but without borrowing or appropriating Native practices or traditions.

Objective 1: Create a framework for current and future environmental education programming, with focus less on nature-based activities, more on personal connections and understanding.

Objective 2: Co-develop a nature-based toolkit based on the framework.

Objective 3: Pilot a program using the new framework and toolkit.

Objective 4: Expanding joint curriculum to wider organizational networks.

In support of 2spirit LGBTQ+ young people, we will work to ensure the safety and positive identity development of 2S youth through youth participatory action research that starts with their voices around what they need and desire to feel safe and supported. We will amplify the stories of 2S young people who are thriving because representation matters. We will also be scaling community action clubs and affinity spaces that support the social and emotional well-being of young people.

Two Spirit, LGBTQ+ Youth Support

Ensuring the identity safety of 2SLGTQ+ youth through programs, resource development, and local and national policy work.

Objective 1: Develop or update wellness survey or needs assessment for national 2S youth (12-17) inclusive of the health of the environment in which the youth live

Objective 2: Create media content that captures stories of 2SLGBTQ+ young people and how they want to be supported.

Objective 3: Scale Camp Fire Green Country’s GSA model to tribal and BIE schools.

Objective 4: Co-develop a course for supporting and advocating for youth.

Objective 5: Develop indigenous-focused 2SLGBTQ+ policy/advocacy and programming toolkits for youth and educational leaders.

We are determined to elevate the voices of those who have been and continue to be, marginalized by a dominant culture. Our intention is to uplift, educate, listen, and learn. We look to each organization’s knowledge, skills, and advocacy to further improve our own.

“[This] relationship did not happen overnight. They took their time, getting to know each other as people and as organizations. Finding where they have common goals and discovering each organization’s strengths and how they could share those strengths to help one another. Camp Fire needed to show it was serious in order for Diana (NIEA’s CEO) to really let them in. So they did the work. And they kept showing up. And they offered what they had, and they earned Diana’s trust. In Diana’s words, it takes “grace, patience, and understanding” to develop true partnerships.

Reverend Jen Bailey, founder of the Faith Matters Network, says that: “Social change happens at the speed of relationships. And relationships move at the speed of trust.” And I’ve also heard Shawna [Rosenzweig, Camp Fire National Headquarters President] say that “partnerships move at the speed of relationships.”

Camp Fire and NIEA took their time to build that trust. Shawna has shared that this partnership is laying the blueprint for how they’d like to approach all partnerships – steeped in transparency, honesty and equitable power.”

Rebecca Goldberg (she/her), Impact Group Facilitator, Grantmakers for Education

Both NIEA and Camp Fire want to model how organizations can go beyond a transactional one-off partnership but work together with equity at the center––not only to address past injustices, but to provide the best possible programming for young people to be healthy, strong, and resilient leaders both today and in the future.

We’re excited to accelerate the flow of this river together, bringing new life and abundance to the ecosystem around it in the years to come.

The post A Confluence of Two Rivers: Introducing a New Relationship with the National Indian Education Association (NIEA) and Camp Fire appeared first on Camp Fire.

Right now, really hard. Like, clinically hard. We’re in a youth mental health crisis, and one of the underlying causes is trauma.   

What is trauma?  

The National Child Traumatic Stress Network gives us a simple definition of trauma:  

“When a child feels intensely threatened by an event [they] are involved in or witnesses, we call that event a trauma.”

Trauma has many sources: Child abuse and neglect, domestic violence, community violence, bullying, medical events, disasters or other emergencies, loss of a loved one, racism/discrimination, family instability, worldwide pandemics — the list goes on. Researchers are even beginning to make the link between climate change and trauma.  

Not every stressful event automatically leads to trauma, and individual circumstances (age, cultural beliefs, the presence or absence of a support system, etc.) around an event may lead to differing effects in different people. 

 “A particular event may be experienced as traumatic for one individual and not for another,” explains the Substance Abuse and Mental Health Services Administration (SAMHSA). 

What happens to us in early childhood influences the people we become. “[But] it isn’t just something that happens to kids,” said Nikki Roe Cropp, Camp Fire’s Senior Director, Program Effectiveness. “It’s a human experience.”   

Many of us experience adversity that has a lasting impact on our physical and emotional health — no matter our age. The book What Happened to You? by brain development and trauma expert Dr. Bruce Perr and Oprah Winfrey suggests healing can begin with a shift to asking, “What happened to you?” rather than “What’s wrong with you?” or “Why are you behaving that way?”  

What happened to us in childhood is a powerful predictor of our risk for health problems down the road and offers scientific insights into the patterns of behaviors so many struggle to understand.  

What does trauma do to the brain?  

When we experience something traumatic, our brain stem takes over to help us survive. Our stress hormones kick in and enable us to do whatever needs to be done to get through (fight, flight, freeze, fawn). The cognitive and emotional processing parts of our brains take a back seat.  

These are helpful responses in the moment, but when the danger is past, the brain and body aren’t always able to shift back into a non-reactive mode. Our brains can stay on high alert, keeping us stuck in those emergency reaction patterns, making us act, feel and think in ways that others find hard to understand.

That stuckness is particularly damaging to developing brains. The National Child Traumatic Stress Network explains:  

“When a child is experiencing traumatic stress, these reactions interfere with the child’s daily life and ability to function and interact with others. … Without treatment, repeated childhood exposure to traumatic events can affect the brain and nervous system and increase health-risk behaviors (e.g., smoking, eating disorders, substance use, and high-risk activities). Research shows that child trauma survivors can be more likely to have long-term health problems (e.g., diabetes and heart disease) or to die at an earlier age.”  

The key phrase here is “without treatment.” Trauma may be almost unavoidable, but it’s definitely not untreatable. There are many evidenced-based treatments for traumatic stress, and there are many ways that those of us who aren’t mental health professionals can help, too.  

We call those ways a “trauma-informed approach.”  

What is a trauma-informed approach to working with youth? 

“Trauma-informed care is being aware of what young people are bringing with them,” said Ben Matthews, Camp Fire’s Diversity, Equity, Inclusion & Access Manager.  

Indeed, SAMSHA defines a trauma-informed approach as:  

“A program, organization, or system that is trauma-informed realizes the widespread impact of trauma and understands potential paths for recovery; recognizes the signs and symptoms of trauma in clients, families, staff, and others involved with the system; and responds by fully integrating knowledge about trauma into policies, procedures, and practices, and seeks to actively resist re-traumatization.” 

SAMHSA lays out six principles for trauma-informed programs:  

• Safety 
• Trustworthiness and transparency 
• Peer support 
• Collaboration and mutuality 
• Empowerment, voice and choice 
• Cultural, historical and gender issues 

How does Camp Fire use trauma-informed principles? 

1. Trauma-informed principles are embedded into our framework. SAMHSA’s trauma-informed principles line up well with Camp Fire’s values.  
    
   “Trauma-informed care is very much baked into our program framework,” said Nikki, pointing to Camp Fire’s emphasis on safe interactions, connected relationships, youth voice and inclusivity. “These things are good for everybody, but they are particularly valuable for kiddos who have experienced trauma or toxic stress.” 
    
   Many of Camp Fire’s foundational practices — time in nature, routines and rituals, emotional check-ins, relationship building, volunteering — are now known to be trauma-informed tools that can help release toxic stress. Camp Fire also offers some specific programming for young people who have shared experiences of trauma, including El Tesoro de la Vida Grief Camp.     

2. We train our staff on trauma-informed approaches. Camp Fire’s national Learning Lab has a variety of courses to help staff learn trauma-informed strategies, and affiliates do their own training as well.  
    
   “It’s so important to understand the effects of stress and trauma on the brain and how that impacts behavior,” said Nikki. “We can look at behavior through the lens of trauma and unmet needs. It’s not, ‘What’s wrong with this kid?’ It’s, ‘What happened to this kiddo in the past and how does that inform what they need right now?’”  
    
   Part of being a trauma-informed organization is not only training staff, but supporting their mental health. “Providing support for our staff gives them the capacity to support young people,” said Ben, who shared that Camp Fire National Headquarters builds extra mental health time into every pay period.  
    
   “We need to connect our staff to themselves, others and nature before they can provide that for kids, too,” agreed NIkki. “With trauma-informed care, you have to continuously work on and care for yourself.”  

3. We do our historical/community trauma homework. “Even if we can’t be fully prepared for what every single individual is bringing in, we can know what historic trauma a community might have experienced,” said Ben. “We can educate ourselves prior to folks showing up.” 
    
   Camp Fire began adding community-specific trauma training to our toolbox alongside our CAMPER grant work to improve camp access for historically excluded groups. Camp Fire also partners closely with organizations like Transplaining for Camps, S’more Summer, The Trevor Project, the National Indian Education Association to learn how to support campers who might have experienced trauma because of their identities. 
     

4. We partner with other trauma-informed organizations. On a national level, Camp Fire has worked with Let’s Empower, Advocate, and Do Inc. (LEAD), the Alliance for Camp Health, On Our Sleeves and others to both educate staff and further conversations about youth trauma and mental health.   
    
   Our affiliates also form relationships with local organizations for both training and resource sharing. “For example, Camp Fire Green Country works with the local LGBTQ2s+ organization and the shelter that serves youth experiencing homelessness,” said Ben. “They work with these folks to know what the situation is for young people accessing their services and they also do cross training for each other.”   
    

5. We resist retraumatization by creating safe spaces. Camp Fire’s first priority is making sure young people are safe, both physically and emotionally. Camp Fire has extensive child safety and protection protocols, and many summer camps now have a designated inclusion specialist or team ready to address issues that impact emotional safety as they arise. 
    
   “It’s also important to recognize that Camp Fire has been part of trauma for particular communities,” said Ben, referencing past practices of cultural appropriation that the organization has been working to identify, address and repair.  
    
   “Our work to end cultural appropriation is a good example of learning how we harmed and turning that knowledge into program practices that minimize the potential for re-traumatization,” Nikki said.    

6. We connect young people and their families to trauma-treatment resources. When young people are dealing with serious trauma after-effects, Camp Fire helps connect them to professionals who can help. Programs held in schools collaborate with the school’s mental health staff. A few camps have social workers on staff, and all programs have local mental health resource lists and crisis contacts on hand to share with kids and families who need them.  

Our trauma-informed knowledge and practices will grow as we continue to find ways to help connect kids to nature, others and themselves. We may not be able to make growing up easy, but with trauma-informed approaches, we can make it kinder, more connected and full of hope.    

Resources:  

• “About Child Trauma” and “Trauma Types,” The National Child Traumatic Stress Network. Accessed 13 July 2023.  
• “Climate Change and Trauma,” International Society of Traumatic Stress Studies, istss.org, Accessed 13 July 2023.  
• “How Trauma Changes the Brain,” Boston Clinical Trials, bostontrials.com. 10 June 2020. Accessed 13 July 2023.  
• “SAMHSA’s Concept of Trauma and Guidance for a Trauma-Informed Approach,” SAMSHA, DHS, July 2014.

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2SLGBTQ+ youth in states across the country who are facing attacks by lawmakers, we see you and believe you when you tell us who you are. We support your ability and right to discover yourself, find community, and thrive. Even as the Supreme Court decides to allow businesses to refuse 2SLGBTQ+ people service if it does not align with their faith, we promise to never use faith as a barrier to deny you access to our services, resources, and support. We support and affirm youth and adults of all religions and non-religion.

To Black, Brown, and Indigenous youth who see their histories and stories being silenced and erased, we hear you and will continue to stand with you and hold space for you to lift your voices. We will be here to encourage and empower you to seek higher education even as the Supreme Court denies the value of your lived experiences and the historical exploitation, exclusion, and erasure of Black and Brown people within higher education institutions by removing affirmative action.

Camp Fire and the National Indian Education Association are committed to listening to and learning from you. We are committed to educating ourselves and our colleagues about what you need from adults in today’s world to feel safe to be yourself and to thrive. We are committed to showing up for you in our afterschool programs, our day and overnight camps, in your communities, and across the country. We will use our individual and collective power as organizations to fight for your rights as young people. This includes showing up to your rallies, contacting our legislators, sharing our power and platforms with you, and supporting bills like Community Mental Wellness and Resilience Act of 2023 and Oklahoma SB429.  

Please know that there are not just adults in the world who care about you, there are entire organizations that are dedicated to connecting you with yourself, with others, and with your communities.

The post Dear young people, appeared first on Camp Fire.

KANSAS CITY, Mo. – (July 5, 2023) – National inclusive youth development organization Camp Fire announced today that Shawna Rosenzweig, Chief Strategy Officer for the past four years, has been promoted to President. To further the innovative work happening at the organization, the President & CEO title has been split into separate positions to better leverage the talent and leadership at headquarters. Greg Zweber will remain CEO.

“Shawna’s strategic leadership within Camp Fire over the past decade has been instrumental to getting the organization to where it is today,” said Zweber. “She has brought our diversity, equity, and inclusion efforts to life over the past four years, driven the charge to address and end cultural appropriation in the organization, helped build the capacity of our national headquarters and staff around the country, and launched and spearheaded key initiatives for the organization, like C.A.M.P.E.R., among other notable accomplishments. Not only is this promotion well-deserved but it gives us the opportunity to further our organization’s distributed leadership model. Shawna is a tremendous asset to the organization and I am excited to see what she will do next in this new role.” 

Shawna’s track record of impact extends beyond her time at Camp Fire. From the Middle East to Sesame Street, Shawna has spent two decades working in the Positive Youth Development field. Beginning her career in New York City, she worked in summer camp and afterschool programming at Seeds of Peace and Global Kids Inc. She eventually moved to San Francisco to take on a Program Officer position at Thrive Foundation for Youth, where Camp Fire was in her portfolio of grantees. Recognizing her talent, Camp Fire recruited her to join the organization in June 2013 as the Director of Program Delivery & Evaluation. She began her tenure at Camp Fire leading program quality efforts, improving evaluation processes, and launching a new outcome evaluation tool. Shawna was also tasked with bridging research to practice around how young people thrive, which led to Camp Fire’s research-based framework, called Thrive{ology}.

Shawna’s continued success led to the continual evolution of her role; as Director of Program Effectiveness, she was then tasked with building staff capacity and professional development. She developed a national training program, which led her to design and launch the organization’s first internal learning management system in 2017, called the Learning Lab. Shawna then began to operationalize a larger program strategy, working to scale middle school programming and launching Camp Fire’s new program framework which is now known as the Camp Fire Journey. Shawna was promoted to Chief Strategy Officer in 2019, shifting her focus beyond program innovation and professional development to organization-wide strategy. She led culture change efforts and leadership transitions at the national office and designed and launched DEI efforts across the network, including creating an equity task force to address and end cultural appropriation in the organization. Shawna also spearheaded the design and implementation of Camp Fire’s current strategic plan, helped optimize national leadership conferences, shaped alumni engagement efforts, built strategic national partnerships, and elevated youth voices within the organization. Shawna’s efforts include working with young people to create a complete redesign of Camp Fire’s reward and recognition system of emblems for the first time in the organization’s history. Her thought leadership is sought after in the broader youth development field and has elevated Camp Fire on the national stage. 

“Over the past decade, Camp Fire has given me the opportunity to innovate around a solid mission, vision, and value set for supporting young people,” said Rosenzweig. “It’s been exciting to continually adapt the organization’s 113-year legacy to meet the needs of today’s young people. Working collaboratively with such an incredible team and having the space to be creative is what has kept me here. There is a sense of belonging here, which is what we want for the young people we serve. As a member of the LGBTQ2S+ community, I’ve been able to be my full self at Camp Fire. I’ve been fortunate to be supported by an amazing set of mentors who have also continuously challenged me to grow. I’m honored to step into this new role as President and scale our national partnerships. My goal is to make sure Camp Fire is no longer the best-kept secret in Positive Youth Development.” 

Shawna proudly serves on the Board of Directors for the National Afterschool Association (NAA), as well as the Journal of Youth Development as the Co-Chair of the Publications Committee, and advises the National Partnership for Student Success. Shawna earned a Master’s Degree in Curriculum & Instruction at the University of Wisconsin-Madison. She holds a B.A. in Sociology and a minor in Education and Applied Psychology from the University of California Santa Barbara.

She lives in Seattle with her wife, Stef, their two children, Raffi and Crosby, and their two dogs. 

###

ABOUT CAMP FIRE 

Growing up is hard. That’s why Camp Fire connects young people to the outdoors, to others, and to themselves. Founded in 1910, Camp Fire was the first nonsectarian, multiracial organization for girls but today is an inclusive national youth development nonprofit that serves all young people. By creating safe spaces where young people can have fun and be themselves, its 46 affiliates in 24 states provide affirming, year-round, youth-driven experiences—school day programs, afterschool programs, leadership programs, and camps and outdoor education—that enable youth to develop essential skills that have long-term benefits and make a positive social impact on the world. 

For more information please contact:

Erin K Risner, Senior Director of Marketing & Communications, Camp Fire National Headquarters, 913.289.4773, erin.risner@campfire.org

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I believe anyone can lead from anywhere in an organization. Actual leadership has little to do with title or position and more to do with influence. At Camp Fire, our definition of leadership and shared power also includes young people in the decision-making process AND a distributed leadership model that goes beyond the individual. Enter Just HQ. 

At Camp Fire National Headquarters, Just HQ is a voluntary, employee-led group of leaders focused on championing the inclusive, equity-driven organizational culture and learning environment we want and seek. Just HQ does this through leading biweekly Diversity, Equity, Inclusion, and Access (DEIA) staff meetings on different relevant topics, facilitating reflection and intentional conversation, inviting guest speakers (most recent was someone from the Anti-Defamation League to talk to us about Antisemitism), touching on a ‘This Day in History’, actionable Land Acknowledgment, conducting regular culture surveys, and helping keep us accountable to our values. This grassroots initiative makes a positive difference to all of our employees, affiliates, and the youth and families we serve. By creating the conditions where employees and staff feel safe and supported to learn, lead, and thrive, they are, in turn, strengthening the ecosystem that offers youth the same conditions. We know DEIA doesn’t just happen, and Just HQ is a way for us to intentionally prioritize it and bake this value into our culture and organization. We are all on a continual learning journey.

I had a great conversation with two Just HQ members and leaders, Nikki Roe Cropp and LaSheé Thomas, who are working toward a better culture at Camp Fire. We talked about their experience so far on the small but mighty team and what they are learning individually and as a group. 

Shawna: For those who aren’t familiar with Just HQ, could you share what it is and why you wanted to be a part of it?

Nikki: Just HQ was formed to champion an engaged, positive organizational culture and to move us forward in our diversity, equity, and inclusion work. We believe that they are very much intertwined.

LaSheé: I would add that Just HQ is staff-led, so you get all of these voices at the table from multiple levels in the organization. That was extremely important to me and one of the reasons I volunteered to join. I have a strong personal belief that the more voices at the table, the better. 

Nikki: Compared to other staff engagement committees I’ve been a part of at other organizations, this feels more meaningful. It’s more than having a hot dog day to show appreciation for staff. We are truly working on culture–increasing trust, sense of belonging, decision-making, and communication among our staff. 

Shawna: I think it’s a strength that C-suite leaders are not on Just HQ. There is no one who is a de facto leader because of their title. Everyone leads. Can you talk a bit about how that works?

Nikki: We aren’t really prescriptive about who does what, but we do know what jobs need to be done and take turns doing them. For me, since I am a manager, I try to hang back and give other members the opportunity to lead in that way. I try to listen more than I talk. 

LaSheé: Our process is the definition of collaborating. There is conversation and figuring it out together. I get to do things with Just HQ that I normally wouldn’t do in my regular role. We allow people to do what they desire to do even if it doesn’t match their job role. 

Nikki: We spent a lot of time in the beginning talking about how we wanted to function together as a team and how we wanted our meetings to go. 

LaSheé: On this committee, we’re all learning as we go. We’re learning together.

Shawna: I’m curious, what has been the most challenging part of your work on Just HQ? 

LaSheé: I ask myself whether we (Just HQ) are doing enough to allow people to push themselves to the next level of equity work, not just attending meetings and taking in information. I want to be sure that we are taking equity work to the next level.

Nikki: I agree with what LaSheé said. We know that everyone has to own our culture–this team is here to champion that. So, while we want 100% of the staff to feel like they belong and feel included, we’re not at 100% yet. We have to keep figuring out what’s not working and why and keep trying to improve. We also need to keep lines of communication open with the rest of Camp Fire staff and learn from feedback about the education we are offering so our discussions can stay productive.  

LaSheé: I would add that we need to know our limits as a group. There are areas where we have to seek outside assistance to be able to provide the information staff needs in a particular area of equity. Even though there are multiple voices at the Just HQ table, there are still voices missing. 

Shawna: A standard part of your meeting agenda is reviewing Camp Fire norms and values. Can you talk a little about why you do that?

LaSheé: We feel like leading with those is an important way to hold ourselves and each other accountable to what we collectively believe and want to accomplish. It’s turned into an opportunity for staff to affirm each other for acting out those values. Team members give shout-outs to each other for things like exhibiting strong trust and collaboration. 

Nikki: We regularly check in on the values and make sure that they are still relevant to the culture we want and seek. That is part of the process, to make sure we’re staying on the same page.

Shawna: Are there other parts of Just HQ we haven’t talked about yet? 

LaSheé: We have optional book clubs and podcast discussion groups that give people a casual way to connect over certain topics and broaden thinking by considering perspectives from outside the organization. 

Nikki: We borrowed a framework from Christopher Littlefield that encourages teams to learn and grow, laugh and play, rest and rejuvenate, celebrate and appreciate, and connect and reflect together. We use that framework as a guide to make sure we’re staying balanced. 

Shawna: With a team that’s spread across the country, it’s so important to connect and see people as whole people. 

Shawna: What advice do you have for someone who wants to start a group like Just HQ in their organization?

LaSheé: I would encourage them to be clear and honest about what the organization is already doing to advance equity because if that work has not already started, it will be a lot harder. And allow teams, not leaders, to set parameters around what the team might look like. Staff have a closer view to what’s happening on the ground and this process allows those voices to be heard when they might not otherwise be.

Nikki: We don’t want a top-down structure, but leadership does have to be committed to the work in order for it to be successful. We’re able to do what we do because our leadership prioritizes the work.  

Shawna: How has your experience at Camp Fire changed because of your involvement with Just HQ?

LaSheé: I have never been in a role where I am leading or presenting anything, ever. Being a part of Just HQ has allowed me to be in that role and combat my fear of public speaking and present to my peers on topics I’ve researched. It’s allowed me to be more comfortable speaking and leading. It has allowed those walls to come down. I still get nervous but I am not afraid anymore. Instead, I’m proud of the things I’ve learned, researched, and presented.

Shawna: How has your experience at Camp Fire changed because of your involvement with Just HQ?

LaSheé: I have never been in a role where I am leading or presenting anything, ever. Being a part of Just HQ has allowed me to be in that role and combat my fear of public speaking and present to my peers on topics I’ve researched. It’s allowed me to be more comfortable speaking and leading. It has allowed those walls to come down. I still get nervous but I am not afraid anymore. Instead, I’m proud of the things I’ve learned, researched, and presented.

Nikki: I am generally happier, more productive, and more motivated in my job because of my involvement with Just HQ.  It’s energizing to be a part of something that is truly making a difference to how we function and work together.  My hope is that this effort outlasts my time at the organization–that there will always be a committee dedicated to this important pursuit. 

Shawna: How has your definition of leadership changed as part of your experience on Just HQ? 

Nikki: For me, I have gotten fulfillment in seeing others on the team grow in their leadership. It’s more satisfying for me to watch others lead and leverage what power I have to advocate for this group. I now measure my leadership in terms of how each individual on the team feels empowered to create change. 

LaSheé: I have a hard time with the concept of leadership. While I believe everyone can be a leader, I have struggled to define what it means for me personally. But I think that has changed. I have been able to say to myself, “you are leading the values of this organization” which is a quality of leadership. Even if that makes me feel uncomfortable, it is allowing me to step back and see leadership qualities in myself that I have not been able to see before working with the Just HQ committee. I would encourage other organizations to think about those employees that are not as vocal and to prioritize bringing voices to the table that are otherwise not heard.

Shawna: I’m struck by how many important leadership lessons I’m hearing from you two today, like sitting in the discomfort, sharing power, designing from the margins, progress over perfection…all of those things that are pivotal for individuals and organizations that are committed to equity. Just HQ hasn’t been around that long but it’s already changed the org culture and the ways that people are showing up. It’s really quite remarkable. With that, I’ll end with saying thank you for all that you do for the organization, for the team, and for each of us as individuals on our own journeys!

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