Because each camp is different in scope and purpose, a composite list of things to include in orientation would be impractical. However, the format for a quality beginning should include the following:

The careful greeting of each staff member — this needs to be personal.
A superior opening — this sends a message for the season, involves everyone, and is led by directors.
Schedules — this should be camp wide, by activity, by cabin, or group.
Administrative topics — this should include history of camp, purpose and philosophy of orientation, personnel policies, records and reports, typical camp routines (arrival, meals, rest hour, etc.), staff relationship guidelines, expectations, position descriptions, medical concerns, and evaluation.
Counselor and specialist specifics — this includes responsibilities, equipment, use of resources, guidance, age and stage information, skills, expectation of skill development, program rules by area, games, stages of group formation, behavior modification, and inner camp games.
Program — this needs to describe how it works, terminology, expectations, staff responsibilities (in and out of area), ordering supplies, special events, rainy days, travel procedures, theme events, strangers on site, security, first aid, religious expectations, free time, and record keeping.
Implementation — this can include group formation and discussion, role playing, mentors, demonstrations, skill lessons, consultants, surprise events, traditions, and videos.

Each of these suggestions should be divided into topics that specifically support the different aspects of your program. A trained person should lead each part of orientation using different methods of implementation. Pay close attention to the flow of how and when these techniques are scheduled. To give you an idea of how this might look in practice, let us examine one example of a creative, interactive, orientation session.

Under "program," you have to familiarize the staff with all the different activity or specialty areas of camp. You can do this by lecture, or provide them a map and let them wander around, or you could give them a list of areas and have them follow signs. All of these attempt to accomplish your objective, but does it really support how you want your mission interpreted? If you are doing one of these or you are doing something similar it is not necessarily wrong, but it could be better.

Think of the activities your camp has to offer and what creative ways you can introduce them to your staff.

Pretend you are a travel agency and let your returning staff be tour guides.
Have a map-drawing contest with pre-determined groups and then have each group travel around camp and get specialists to sign off on their areas.
Appoint each staff member to be a reporter and have him or her "investigate" each area.
Formulate it into a game like scavenger hunt; find the clue, or Columbus discovering the new world.

Be sure to personalize the experience and do not forget to immediately evaluate the exercise. This is where you secretly observe staff preferences and determine what areas need attention.

Originally published in the 2006 May/June issue of Camping Magazine.