More than just a professional development program 

We believe that a truly robust and effective workforce development initiative (eg. work/learn programs dedicated to creating pipelines) must live alongside ongoing professional development (eg. skill-training specific to program quality and leadership training needed to rise to senior positions). Therefore we are rethinking professional development and have tailored three pathways to engage and support young people along the various stages of their career journey. 

We know that many working families rely on summer camps, after schools, and other youth development programs as part of their childcare and education solution; however many programs are challenged in finding and retaining staff who are equipped to deliver high quality program experiences. Staff matters: they have a direct impact on children’s cognitive and linguistic competencies, school readiness and achievement, and social interactions. When staff are undertrained and undersupported, program quality suffers and the children in the program suffer. The Academy makes it possible for youth programs to serve their communities. 

We also believe that nurturing staff, particularly early-stage professionals, is a programmatic end in itself. The 16-21 age range is fraught with many transitions, including: leaving high school, first jobs, choosing colleges, new financial pressures, and new challenges to mental health. We are working to equip young people in this age group with the life skills, practical knowledge, and social capital needed to pursue the path of their choosing and to thrive. 

An opportunity to support early-career professionals in the youth development field while meeting the need for high-quality staff 

The past two years, staffing shortages made national headlines as youth programs were forced to close or reduce size. Fall 2021, the Afterschool Alliance’s nationwide survey revealed that 87% percent of providers were concerned about finding staff. This mirrors our experience and that of our peers. However, it was not for lack of interest. Summer 2021, Trail Blazers received over 1000+ applications; in NYC nearly 25% of 18-24 year-olds are out of school and unemployed. However, we observed that many staff were coming to the field needing additional support and development. Furthermore, the pandemic has necessitated that employers re-think what it means to support staff and what is needed to foster retention. Childcare/youth development is an evergreen and an essential industry, upon which families continue to rely. We asked ourselves, what solution can we provide to meet this challenge?

The Academy was born out of the realization that this is more than a temporary side effect of the pandemic and there is an opportunity here to engage young people ‒ including those who may not be college bound or need more time to prepare for college ‒ and ensure they can participate fully in the youth development workforce, a field with perpetual demand, or develop essential transferable skills to embark on the career of their choice.  

Our model is informed by research demonstrating that supporting first-time workers with training, tuition assistance, mentorship, and other financial resources can help them stay employed (Schultz Family Foundation, 2018). This research also mirrors feedback from our own frontline staff, who indicated they wanted mental health support, more formal training, and more opportunities to connect with peers. The model is also cohort based, because we know that social support and the ability to build a network for social capital are keys to being able to thrive and succeed. Lastly, and most importantly, the model is also informed by the reality that financial ability can determine whether a young person can access the class, credential, or other training necessary to advance in their careers. Therefore, The Academy addresses this specific barrier to development by adopting an earn-to-learn model: participants earn wages while participating in trainings and developing their skills on the ground while working at our Day Camp and After School.

Ignite Cohort, for ages 16-18

Who: Young people enrolled in high school during the 2022/2023 school year (SYEP can be included in aspects of the program as well).

Objective: To provide high school age staff with a fulfilling first job experience at Trail Blazers Day Camp that includes building skills for fostering positing youth-development in elementary school-age children. 

Activities: During the summer, participants 

1) Engage in a month of pre-season training; 

2) Participate in weekly in-season training and push-in coaching; 

3) Receive on-demand counseling services; and 

4) Attend a post-season summit. 

Sample skill-building workshops include: 

• Understanding the value and challenges of working outdoors
• Engaging with Children Job Shadow (in after school).
• Effectively communicating with parents, co-workers, and supervisors. 
• Strategies for leveraging camp to pressure your goals.  

Outcomes: Participants complete the program with: 

• Professional skills that can be implemented in any workplace;
• Resume-building experience at a hands-on youth development program;  
• Personal growth, including having developed skills for navigating new/unfamiliar challenges, leadership, and creativity;
• A community of peers; and 
• Wages earned.

Funding Impact: The program’s additional year has been supported by NYC Discretionary Funding from Councilmember Crystal Hudson and Assemblymember Brian Cunningham. Additional funding would support the next cohort and a dedicated coach to provide focused and consistent mentorship and coaching throughout the program.

Status: Pilot successfully completed Summer 2022, full launch scheduled for May 2023

Accelerate Cohort, for ages 18-21

Who: After-school staff less than 24-months removed from high school graduation (also known as Grades 13-14).

Objective: To provide early-career staff with tools they needed to be successful as Trail Blazers After School staff, while also equipping them to position themselves for long-term career fulfillment and stability. 

Activities: Over the course of a 10-week cycle participants:

 1) Attend training to lead programs; 

2) Engage in a Foundations of After School mini-course; and 

3) Set goals and receive career support. 

Sample skill-building workshops include: 

• Techniques for leading nature-science activities 
• What is Social Emotional Learning and How Does it Apply to After School
• Principles of Childhood Development and Learning (online)
• The Power of Reflective Goal Setting

Outcomes: Participants complete the program with:

• Deepened understanding of foundational Childhood Education concepts;
• Increased aptitude for leading high-quality After School programs experiences; and
• Clear plans and goals for the next step in their career and/or continued education path. 

Funding Impact: Additional funds would facilitate the program’s expansion to serve more young people and continued development, including work needed to align Accelerate with accredited educational institutions and further equip participants to succeed in the field. 

Status: The first 10-week cohort will launch as a pilot in October 2022. 

Rise Retreats for all Trail Blazers frontline staff

Who: Current Trail Blazers Staff, seeking to transition into leadership and management positions.

Objective: To staff equip current frontline staff with the tools, knowledge, and mentorship needed to be effective as leaders and managers. 

Activities: Rise operates concurrently with pre-existing training that is part of the on-boarding process when staff assume a new position in the organization. As part of Rise, staff will 

1) Attend a day-long Rise Retreat, focused on leadership development; and 

2) Participate in follow-up calls for peer-to-peer mentorship and support. 

Sample workshops include:

• Understanding the importance of emotional intelligence in transitioning to leadership
• Identifying your leadership style and understand how to use it effectively
• Managing the stress of leadership.

Outcomes: Over the course of the 8-week transition, staff complete the program with:

• Leadership and management-specifc skills;
• A peer-network of colleagues in a similar position

Funding Impact: Additional funds would move this initiative from concept to full program.

Status: This project is in the concept phase, pending funding. 

Interested in nominating an Ignite participant, being a program partner, or supporting a cohort? Contact Josh Borkin EdD, Director of Strategic Initiatives, at jborkin@trailblazers.org.