What is the number one challenge OST leaders share with me?
Finding and keeping staff.

Staff in out-of-school time (OST) programs have long been characterized as transient, with little pay and a lack of growth opportunities blamed for high employee turnover and staffing shortages. Without enough staff, we know activities can be removed from the schedule and, in some cases, programs are forced to limit enrollment — closing kids out of programs altogether. Turnover is a well-documented challenge that disrupts relationships with young people and can hinder positive youth development outcomes. Moreover, turnover is costly and can lead to low staff morale.

The problem? OST jobs are part-time and typically pay entry-level wages. As much as turnover is a negative thing for organizations, securing a job with more hours, better pay and/or stronger benefits is often a good thing for the staff moving on. This is especially true when we recruit staff from the communities we serve, often alumni of the program themselves. If we want the best for our staff, we should celebrate them when they move on.

Let’s explore the paradox of staff turnover by exploring two strategies, allowing us to both avoid turnover where appropriate and celebrate turnover when it’s the right time.

Strategy 1: Invest the cost of turnover in staff to keep them longer

At Change Impact, we’ve calculated the cost of turnover for OST staff and, spoiler — it’s expensive! By our estimate, it can cost $2,000 each time a part-time staff member leaves the program (this cost will vary by location and organization). This includes the cost of time spent on offboarding, recruitment and onboarding as well as the costs of things such as background checks and new employee training. By reinvesting these expenses in staff before they leave, we can save time and money for the program and provide benefits to the staff member, too. When they do eventually leave, they are more prepared for their own next steps — and more likely to be a supporter of your program for years to come.

[Related: Investing in the OST workforce: Dreaming big and starting small]

How might you invest $2,000 in a promising staff member to keep them on board for another year (or more!)?

• Provide a pay increase of $3 to $4 an hour after one year of strong performance
• Offer a tenure incentive, such as a $500 stipend for every 6 months they stay after their first year of employment
• Offset the cost of their college tuition
• Pay for specialized training that could help them secure a promotion
• Cover the cost of a professional coach to support them in preparing for their career
• Pay for their transportation or other expenses that might be a barrier to continuing their employment

Check out our OST Staff Cost of Turnover Calculator below, and click here for an editable version for your organization.

Strategy 2: When staff are ready to move on, trade turnover for graduation

Courtesy of Jen Curry

Jen Curry

The first step to Strategy 2 is acknowledging that for many staff, it makes sense to move on after two to four years of part-time OST work. When Change Impact reviewed turnover data for 1,600 staff in our professional development programs, we found approximately 50% of staff were no longer working for the same organization by the end of a two-year period. We imagine by creating better working conditions for staff and investing in them per Strategy 1, we can do better in terms of staff longevity. But, when the time comes for staff who are ready to move on for a new role, attend school or achieve another milestone, we can celebrate their success.

Reframing turnover looks like:

• Creating a culture in which discussions about future work plans are welcome and encouraged
• Offering career coaching to staff, mapping a professional pathway for them that is transparent to everyone
• Establishing a role term, such as a two-year commitment, after which staff either “graduate” from the job and move on or recommit to a new role and term, similar to programs like AmeriCorps
• Celebrating staff who accept a new job, pursue a degree or take other positive steps in their careers

Celebrating a staff member’s graduation doesn’t erase the disruption and expense of turnover. That’s why strong systems and investments matter. However, they ensure the loss is manageable and the graduation feels intentional rather than sudden.

[Related: Expanding horizons, essential relationships — The evidence of afterschool impacts]

Finally, it helps to be ready for staff to leave. Having strong systems for recruitment, onboarding, training, observation, coaching and performance reviews will help your organization be ready for new staff and have more foresight when staff are getting ready to move on. Check out NAA’s Job Quality Standards for ideas and resources to support staff.

The final word? Let’s think about OST staff as both heroes for kids today and the leaders of tomorrow, supporting them as they move through their career journey.

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This piece is the third in the Thriving Youth Need a Thriving Workforce Series. 

Jen Curry, Ed.D., is CEO and founder of Change Impact, a capacity-enhancing organization working with nonprofits, schools and systems to achieve results and advance equity for youth.