Targeted Outreach - Governor's Office of Crime Control & Prevention ...

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What Did Clubs Do? GPTTO and GITTO Strategies and Challenges 33 Figure 2 Frequency of Contacts with Outside Agencies—Prevention Clubs 20 15 10 5 0 Police Probation Schools Courts Corrections Families Social Services Counseling Services Health Services Employers City County Daily Weekly Monthly Quarterly Yearly None or Missing Note: 21 prevention clubs. Figure 3 Frequency of Contacts with Outside Agencies—Intervention Clubs 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 Police Probation Schools Courts Corrections Families Social Services Counseling Services Health Services Employers City County Daily Weekly Monthly Quarterly Yearly None or Missing Note: 3 intervention clubs.
34 Targeted Outreach Clubs had varying experiences trying to engage schools in collaboration and referrals. At one Club where the relationship between the schools and the Club was solid, the relationships became even stronger because the Club employs teachers as afterschool instructors, and former Club staff are teachers at nearby schools. In another city, a middle school principal expressed her positive response to the Club staff’s willingness to spend time at the school over the lunch hour and hang out with the youth in the lunch room and school yard. She felt that by doing so, they helped the youth and the teachers to be more aware of what the Clubs could offer and how they could help the teachers. Not surprisingly, at Clubs where the buy-in of the local schools is greatest, the Club staff’s ability to follow up on youth’s progress at school and identify educational areas of need are also greatest. Responsiveness to the Clubs from any of these outside agencies took time to build. One Club indicated it spent a year reaching out to multiple agencies with little response. At the start of their second year of GPTTO, the Club focused on fewer agencies and was subsequently able to build a solid relationship with probation that is leading to new referrals. Relationships between partner agencies and the Clubs not only take time to establish, they also require ongoing maintenance. Staff turnover at the partner agencies is a key obstacle to maintaining relationships. Partner agencies felt keeping staff at their agency familiar with the program would help improve the Clubs’ effectiveness. Partner agency staff felt that they would benefit from at least a yearly presentation so that the word about GPTTO and GITTO would be transmitted effectively to new staff. In order to maximize the potential for the relationship to produce referrals and partnerships, training sessions and contact with organizations should occur more frequently than yearly. The establishment of a network of partnerships with other agencies is a prerequisite to success in recruitment and outreach, particularly with regard to referrals both into and out of the Club. The next section describes the recruitment process. Recruitment The Clubs’ existing recruitment efforts (i.e., word of mouth, membership drives) would not have been sufficient to reach the youth intended for GPTTO and GITTO. Youth most at risk of gang involvement or hard-core gang members are not likely to walk through the doors of the Club on their own (Boys & Girls Clubs of America, 1993). Thus, the Clubs involved in the initiative had to make special efforts to identify appropriate youth and entice them into the Club. To identify and recruit youth at risk of gang involvement and those who are already gang members, BGCA recommends two general approaches. The first is direct outreach, which typically consists of Club staff getting to know youth outside the Club and encouraging them to join. The second is recruiting youth via referrals, which requires developing strong ties with community agencies and organizations that can direct youth to Clubs and their staff. Clubs utilizing GPTTO and GITTO used both methods of recruitment. Direct Outreach As noted in Chapter II, 35 percent of the prevention and 29 percent of the intervention target youth were recruited through direct outreach. The proportions ranged from 0 percent to 83 percent among prevention Clubs and 0 percent to 60 percent among intervention Clubs. All Clubs, however, attempted to recruit through direct outreach, with varying success for different methods. Direct outreach at schools appeared to be one of the more effective methods. Five Clubs noted that going to schools, hanging out there and passing out flyers—with the approval of school administrators— helped them identify youth and attract their interest. Even though these efforts took place on school grounds, we can consider them to be direct outreach because they did not involve teacher referrals. Six Clubs noted the importance of having an outreach coordinator who visits schools, goes to parks and other youth hangouts and visits youth homes. Several Clubs hired members of the local community with whom families and youth felt comfortable.
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Page 59 and 60: 48 Targeted Outreach Pittman, Karen
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