Youth opportunity: a private sector investment in prevention - Leaders in Prevention's Youth Opportunity Project

Youth Opportunity: A Private Sector Investment in Prevention

A vacant field, parched by the drought of summer 1988, seemed an unlikely place for young adolescents to find direction and opportunity for their lives through a work initiative. Yet, in spite of the relentless heat and dryness of the land, the Youth Opportunity Project yielded a harvest rich in benefits to a corporation that "cared," and to six youths who might otherwise have been adrift during summer vacation months.

The ambitious initiative was an attempt to bring the world of work together with hands-on learning experiences for youths, in the framework of preventing substance abuse and school dropout. The goal was to involve youths, ages 12 to 14, in work sites where learning as well as productivity were maximized. The method was to provide apprenticeships in a corporate setting so that the youths could learn from their supervisors, who also served as mentors, as they worked.

The Youth Opportunity Project was initiated by Leaders in Prevention, a nonprofit community-based volunteer organization in Washtenaw County, Michigan, dedicated to reducing and preventing substance abuse through the development of formal and informal community leaders. Under the enthusiastic and expert guidance of Millie Schembechler, "Leaders" challenged local community groups and individuals to take the initiative in developing projects emphasizing prevention for youths throughout the county. "We must all be leaders, doing whatever we can, wherever we are in daily life," she reminded them. "When we can join resources, then prevention measures are strengthened and we all benefit."

Seizing her unique opportunities as wife of the well-known University of Michigan football coach, "Bo" Schembechler, Millie began calling the people she knew to join with her in her concern for a healthier and safer environment for youths--and consequently for people of all ages.

Thomas S. Monaghan, Founder and President of Domino's Pizza, Inc., responded by sharing his vision of using youths to help in developing a high productivity farm at Domino's World Headquarters in Ann Arbor, Michigan. Inspired and promoted by Dr. Booker T. Whatley of the Tuskegee Institute, the "Whatley concept involves a small, diversified farm involving at least 10 crops of farm product components on a year-round basis, fit to support a community, and of course, to yield a profit."

The time had come for putting the vision into form and action. The decision to develop the farm at Domino's had been made, and senior farm staff had been selected. The land lay vacant but ready for use. The drought--at first seen as an obstacle--gave rise to the need for bringing in youths as "extra hands" to help make the land bear fruit during a difficult season. All that was needed was a blueprint for strategies to put it together and make it work.

The preceding winter months were spent in linking and orienting the people essential for carrying out a successful working model and gaining their commitment to the project. Before the last strawberry plant of the season had been planted, corporate executives, educators, parents, and university professors were only a few of the people who had joined John Wise, the Director of Whatley Farm, his small staff and the youths in making it all run smoothly. The sense of community that resulted was an unexpected but exciting and important outcome.

In carrying out the goal of providing younger adolescents opportunities to participate in meaningful summer work, several challenges emerged. The first was how to involve youths who didn't have a lot of other options available to them.

As a starting point, project planners decided to try to reach those who were having difficulty in school. The youths were selected because they were perceived as having potential but were working below their ability for academic achievement. Some were positive leaders--in spite of grades lower than their capabilities, these pacesetters were known for their capacity to give positive direction and guidance to their peers. Others were negative leaders who had developed reputations as "trouble makers," or "difficult to handle." Still others were shy and "hard to reach" in the classroom and school setting. One youth had failed an entire year's classes and was destined to repeat the 8th grade.

It was a challenge to meet the needs of the youths in ways that would inspire them to do better in school and then to set goals for completing high school. Equally challenging was the need to place the project participants where they could meet the genuine work needs of the corporation. It was expected that the youthful employees would have an integral role in the company's production force, and not be "add ons." While there were several other work options open to youths at Domino's for the summer, the Whatley Farm concept seemed to hold unusual promise for personal and educational growth.

Leaders in Prevention served as a catalyst to get the project started, then continued throughout the summer as a liaison between the farm staff, students and parents. A modest grant was provided through the School of Public Health, University of Michigan, from the Governor's Prevention Initiative Program. This provided funds to pay for coordination and transportation.

Domino's, Inc. paid the youth workers' salaries. The corporation also encouraged and supported selected staff people to serve as mentors while supervising the young people.

The Ann Arbor Schools' Teaching-Learning Communities (T-LC) Mentor's Program, an effort designed to prevent school dropout, provided transportation and mentoring with respect to educational goals and growth.

At best, the project involved a risk. The youths were not only vulnerable to poor performance, they were also at the youngest end of the age spectrum for securing work permits. This meant that the type of activity they were called upon to carry out had to be carefully selected in order to meet state requirements. Some people expressed doubt that workers this young could settle down to carry out a real job.

Most of them had no access to transportation. Even if public buses had been available to them in their neighborhoods, there was no way to get to the field at the end of a dirt road except by private transportation--and determination. An Ann Arbor Schools' teacher, committed to serving youths at risk, volunteered to drive the 7:00 a.m. shift. A willing and dedicated parent picked up the tired but happy six at 5:00 p.m.

In retrospect, the 45-minute trips to and from the field proved to be an ideal time for educating and mentoring to occur. Use of the tape deck speeded up the process. When the youths brought "inappropriate" tapes, it was suggested that they write their own "raps" with respect to getting an education, staying off drugs and getting good jobs. This challenge sparked great interest. During times of monotonous tasks in the field, or during rest breaks, the six worked individually or together, getting shows ready for audiences as yet unknown to them. Parents reported that after work hours became rehearsal time. There was no stopping the words and the rhythm once they started.

Rides home from the job site provided an opportunity to share what had been learned in the field. Everything that was relevant to the crop being planted that day formed the subject matter for a living classroom. The pH factor in the soil, why blueberries could be planted here and not there, soil conservation and weather conditions necessary for productivity were only a few of the topics these young farmers talked about on the way home from work. Discussions that followed would be the envy of any junior high science teacher.

John Wise had a special liking for young people. He was eager for them to experience as many facets of the planting process as possible. The ground had to be plowed, the pond needed to be cleared of old brush and debris, an irrigation system was required to counteract the summer drought. In every aspect of the work, the students had to learn to cooperate and work together.

At summer's end, a canopy was set up at the edge of the field in preparation for a festive Harvest Celebration. Fellow workers at Domino's, family, friends and neighbors came from near and far to share in a productive harvest where the land had been empty. Dr. and Mrs. Whatley flew in from Alabama to see the promise of ideas realized. They found rows of blueberries, strawberries, sweet potatoes, corn, pumpkins and a vegetable garden. Dr. Whatley was eager to talk with the young people about their accomplishment. He encouraged them to continue learning about what crops might be best for the kind of growing conditions present in the field. He then challenged them to think of going into horticulture as a career. "The greatest promise of all is in you young people," he told the group of six, circled by family and friends.

After an old-fashioned farm picnic, the celebration continued with congratulations, fun and laughter. Then Danny, a youth too short of stature for a world where "tall and big" seem to go with prestige, rose to speak. His fellow field hands gathered around him to give the sustaining background beat to his words: If you stay in school You can still be cool Get an education Don't be a fool. We go to school And look at us now, We're chillen on the mike And we're rockin' the town. I'm 14 years old and a smart M.C. I'm stayin' in school so I can get a degree! I'm goin' to go to college at U.N.L.V. Gonna make sure I get a Ph.D! So stay in school and be like me I go by the name of the Double D. D.J. Termanter and cool Nu on my side We're going to school to learn How to get a new peace of mind.

Investment in primary prevention must involve and reach the entire community. Regardless of age or economic, cultural and racial background, all of our youth are vulnerable to harm by the fallout of substance abuse and dropping out of school as long as there is a problem anywhere within the society. The issues are interrelated. One dysfunction increases vulnerability to the other.

The Youth Opportunity Project was designed as a way to begin unraveling a complex knot. The million teenagers who drop out of our schools each year cost businesses $40 million to teach remedial reading, writing and math. American citizens pay more than $75 billion a year in unemployment, welfare and other costs for dropouts and their families. Lack of meaning and direction in young people's lives contributes to the rise of other problems. Many youths admit to drinking alcohol and/or doing drugs as a desperate effort to gain the respect of their peers, or just to "dull the pain" of their daily lives. The despairing cycle of addiction follows only too soon. According to recent studies, over 100,000 10- and 11-year-olds admit to getting drunk at least once a week. In youths aged 14 to 17, 4.6 million each year suffer such negative consequences of alcohol abuse as being arrested, involved in a serious accident or developing significant health problems.

In light of such staggering statistics, assisting six youths in a work project may not seem like much of a start. But in evaluating the results of such efforts as the Youth Opportunity Project, one must look at the larger picture--including the potential for expansion, as well as the benefits to the youths themselves. Before the summer ended, 22 corporate executives and countless other Domino's employees had been touched by the project in some way or another. The receptionist at Domino's World Headquarters commented: "I really miss those kids. When they came in from the fields, we all got a lift. They were full of enthusiasm and life."

Since then, other corporations have become involved in similar efforts. For example, Edwards Brothers, a large printing company, will begin using youth apprentices as soon as appropriate tasks are defined and mentors are selected. Currently, plans are being made to employ 175 youths in 25 corporations and agencies during the summer of 1989.

The Whatley Farm Project has produced strategies that can be adapted in many different communities and work settings. The primary resource needed is interest on the part of a few people who are willing to invest time and energy to get the process rolling, and then to see it through to completion. The structures needed for this approach to succeed are in place in the work setting. The challenge comes in seeing them in new ways, and in involving people who are already there in the effort.

The Youth Opportunity Project offers more than a job. It opens the door to learning, growth and productivity to all who participate. Working with small numbers of youths at each site, the prevention effort soon begins to spread. Youth by youth, mentor by mentor, corporation by corporation--the number of participants continues to add up, and then to multiply. Before long, entire communities are touched with the promise of new directions and hope.

Building a community committed to prevention takes time. Like forming any lasting relationship, the bonding cannot be rushed. It is the process itself, as it involves individuals, families, schools, neighborhoods and businesses, that creates protection for our youth and well-being for us all. Each of us can and must make the investment as "leaders in prevention" if we are to enjoy safe and healthy communities, now and in the future.

PHOTO : It's planting time at Whatley Farm, with Director John Wise driving the tractor.

PHOTO : La Mar Ashford (left), who competently handles wrestling opponents, tries out a new skill

PHOTO : as he gently separates a plant. Later, Heather Teachout prepares to sample the harvest.

PHOTO : John Wise and Stacy Dotson take a break from farm chores.

PHOTO : Heather Teachout planted more plants per minute than any of the male farmhands.

Carol H. Tice, Founder and a Coordinator of Teaching-Learning Communities, Ann Arbor Public Schools, created the Youth Opportunity Program for Leaders in Prevention, Ann Arbor, Michigan.

COPYRIGHT 1989 U.S. Government Printing Office
COPYRIGHT 2004 Gale Group