May 2014 - Parks & Recreation - 48

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dential-camp settings, with park and recreation departments
providing a wide range of camp experiences. Research findings show that camp employment helps to develop a wide
range of abilities, including teamwork, initiative and interpersonal relationship skills. Working at camp has also been attributed to positive changes in identity, development of a sense
of belonging and an enhanced ability to effectively solve problems. Other research-based benefits associated with working at
camp include development of and appreciation for diversity,
teamwork, group cohesion, personal growth, leadership and
responsibility, acquisition of technical skills, administrative
skills and the opportunity to serve as a role model.
A recent study involving interviews with former camp
staff conducted by the authors of this article examined how
camp employment influenced former camp staff members'
development of skills relevant to the workforce. Study participants said their camp experience increased aptitudes in
communication, personal interactions, problemsolving and
leadership, all areas that 21st-century employers cite as desirable but lacking among the emerging workforce.
Research on camp employment has also identified negative
aspects of camp staff experiences. One commonly mentioned
drawback of camp employment was " burnout. " Burnout is
produced by a variety of camp-related factors, including daily
hassles such as homesick campers and physical exhaustion.
Indeed, fatigue can be a contributing factor in a range of staff
injuries and illnesses. Meeting the challenges associated with
common daily camp activities creates more stress for staff
members than would a major crisis such as an all-camp illness.
Based upon the existing evidence, it appears that working
at camp is more than just fun and games. Camp employment
provides camp staff with the skills most valued by future
employers that are tough to find in the existing labor pool.
To best structure the camp experience for staff, administrators need to recognize camp as developmental, not only for
the youth participants, but also for the staff who are working with those individuals. This includes avoiding common
camp employment pitfalls such as burnout, as well as intentionally promoting opportunities for staff to take leadership
roles and other responsibilities that will help them be ready to
confidently enter the post-camp workplace.
Detailed references for this article can be found at www.
parksandrecre ation.org/2014/May/The-Benefits-of-CampEmployment-More-Than-Just-Fun-and-Games.
Mat Duerden, Ph. D., is an Assistant Professor of Recreation
Management at Brigham Young University (duerden@byu.edu).
Barry Garst and Deb Bialeschki of the American Camp Association
contributed to this article.

May 2014 - Parks & Recreation

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