The principles and processes for engaging youth-adult partnerships (Y-AP) in organizational and community decision making have often been articulated from developmental and social justice perspectives. A broad empirical foundation for Y-AP has been established. Y-AP remains an innovative idea in the United States, however. The belief that youth and adults can, and should, collaborate on issues of importance runs counter to prevailing policies, institutional structures, and community norms. 4-H Youth Development is one public system that is actively seeking to disseminate and implement Y-AP. 4-H Youth Development seeks to integrate Y-AP into its own governance structures as well as those of local government and community coalitions. Through qualitative analysis of the efforts in one Midwestern state, this study examines the contextual challenges faced by county staff-the providers of program support within 4-H Youth Development-and the ways in which county staff respond to these obstacles. This project identifies the goals, leverage points, and strategies through which county staff seek to integrate Y-AP into established forums of decision making. Implications for the dissemination and implementation of principle and process-based innovation are offered, with special attention to the role of the program support system.
This unusual approach has allowed us to show how youth-adult partnerships are being implemented in four very different environments with different functions. Yet across these environments common themes, strategies, and lessons can be learned about the practices that are most effective in implementing and maintaining youth-adult partnership. OVERVIEW By Shepherd Zeldin Adolescence has long been a social construct with a negative stereotype. Most adults consider adolescence to be a phase, a developmental period filled with storm, stress, and alienation. Youth are potential problems waiting to happen. Consequently, youth policy has traditionally embraced the goals of protection, with a double meaning of protection of young people and from young people. Conventional policy seeks to isolate youth from civic life and the "important" work of organizations and communities. This old construct is out of date and inaccurate. Adolescence is now being seen as a time for role exploration, relationships and belonging, and preparation for an unpredictable future. It is true that far too many youth are vulnerable and face serious challenges. It is also true that these same young people are willing and able to contribute to others. All youth want to be a part of something larger than themselves. They deserve the opportunity. Consistent with this new perspective, many organizations are championing practices that engage youth in shared decision making and collective action with program staff and community leaders. These partnerships exist in the context of organizational change, voluntary service, local governance, and community organizing. Youth-adult partnerships are potent, not only for youth, but for the participating adults as well. When implemented in a quality manner, research demonstrates that these partnerships lead to: 1) increased competence, connections, and confidence among youth; 2) enhanced skills among adults who work with youth; 3) reduced stereotypes and greater commitment among organizational and community leaders; and 4) more collaboration and inclusive policies across municipalities (see Ginwright, 2010; Zeldin, Larson, & Camino, 2005).
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