Employers are responsible for sexual harassment perpetrated by a supervisor. Camps may be responsible for sexual harassment between campers. Steps to reduce liability include providing multiple channels for reporting sexual harassment; having written policies prohibiting sexual harassment and procedures for reporting it; posting these policies and…

Focus-group interviews with 52 camp counselors examined their experiences as camp staff. Positive outcomes included important relationships with campers and other staff; appreciation of diversity; teamwork; group cohesion; leadership and responsibilities; and technical, interpersonal, and administrative skills development. Problems included…

Camp program staff and service staff can "war" and negatively affect campers. Frequent causes are misunderstood roles, conflicting expectations, jealousy, and feelings of being undervalued. Presents ideas for integrating program and service staff in the off season, when staff arrive, and during camp, and for dealing with a "civil…

Like other organizations, camps need creativity, which breeds originality, improvement, inspiration, and renewal. Explains three broad types of creativity, describes characteristics of organizations that encourage creativity, lists barriers to creativity, and discusses ways that administrators can foster creativity in staff. A sidebar lists…

Techniques for supervising day camp staff so that they develop responsibility include holding daily morning meetings with the entire staff, taking the "open door" to staff, encouraging information sharing, managing by walking around, ending the day with a short assembly, and observing staff at the end-of-the-day dismissal and other major…