Project Real Job’s Staffing Summit of 2024 suggested that one way out of the staffing dilemma is looking inward.

Rather than relying solely on outside hires, camps can cultivate the next generation of staff from within their own communities. Counselor-in-training (CIT) programs offer a powerful way to do this. These programs have the potential to develop campers into capable, confident leaders who already know and love camp.

When designed with intention, CIT programs can be one of the most effective tools for ensuring camps have strong and prepared staff.  

More Than a Transitional Step

CIT programs are the bridge between being a camper and becoming a staff member, but they are more than a transitional step. When thoughtfully designed, CIT programs provide intentional leadership development that prepares young people for the realities of working with campers. A high-quality CIT program allows participants to develop essential life skills: building positive relationships, practicing leadership, navigating conflict, and mentoring younger campers. Unlike traditional campers, they learn to see camp through the eyes of a leader, not just as a participant. With mentorship and feedback, CITs gain confidence and a clearer sense of responsibility.

For camps, CIT programs can serve as a reliable staffing pipeline. Instead of starting fresh each summer with new counselors, directors can promote from within — ensuring that new staff are both competent and culturally aligned. Over time, this can build to become a sustainable cycle that helps alleviate staffing stressors. By investing in high-quality CIT programs, camps can nurture leaders who will carry their organization’s mission and values forward.

Insights from Research

CIT programs are more than just a stepping stone between camper and counselor — they are a critical space for teens to develop leadership skills, practice responsibility, and grow as individuals. Camps also benefit directly from these programs. Strong CIT programs offer a reliable flow of staff who are trained, motivated, and culturally aligned with the organization. When designed intentionally, CIT programs ensure stability, foster community, and prepare future counselors who are ready to lead.

From my dissertation research on CIT programs, four core elements emerged as essential to effective CIT programs. Offered here are strategies and practical tips based on insights from camp professionals and researchers across the field that are designed to help you strengthen your program and prepare the next generation of staff to lead and support your camp community. 

• Authentic engagement between staff and CITs — Staff act as mentors and role models, providing guidance, encouragement, and a safe space for growth.
• Intentional structure — Clear expectations, boundaries, and a progression of responsibilities, with reflection and varied learning opportunities.
• Supportive camp culture — Inclusive, respectful environment that fosters leadership, teamwork, and camaraderie.
• Developmental objectives — Focused on personal growth and skill-building, including collaboration, accountability, and real-world practice.

By understanding these four key themes, camp professionals can see not just what makes a CIT program high-quality but better understand how to make a high-quality program. The next step is translating research into concrete strategies that strengthen your program and help CITs grow into skilled counselors.

Authentic engagement: CITs thrive when they have staff who genuinely invest in them. Look for staff who demonstrate servant or transformational leadership — adults who guide, inspire, and model positive behavior. Pair CITs with mentors, schedule regular one-on-one check-ins, and involve them in planning sessions or team meetings. These connections help CITs learn from experienced staff while feeling supported and valued.

Intentional structure: A clear, intentional structure makes all the difference. Start with a needs assessment to understand each CIT’s skills and knowledge. This helps you identify areas of your curriculum that may need extra focus. Give participants choices in how they engage with the program content and set boundaries and expectations from day one. Include regular reflection and debrief sessions so CITs can process experiences and share feedback. Build a progression of responsibilities — as participants gain skills, let them take on more complex tasks that positively contribute to the camp environment.

Supportive camp culture: CITs do best in an environment where they feel included and respected. Integrate them into the wider camp community through team projects, social activities, and daily interactions. Hire and train staff who model effective leadership and foster peer support – strong peer connections boost engagement and performance. Celebrate CIT achievements publicly to reinforce their contributions and strengthen a culture of recognition, respect, and camaraderie.

Developmental objectives: High-quality CIT programs intentionally support personal growth. Provide opportunities for CITs to practice collaboration, accountability, and leadership in real camp situations. Support their growth with hands-on experiences, model positive behaviors as staff, and offer guidance and encouragement along the way. Celebrate successes with verbal praise when tasks are done well — this helps CITs build confidence and put their new skills into practice.

The Big Picture 

High-quality CIT programs don’t happen by accident. By focusing on authentic engagement, intentional structure, a supportive camp culture, and clear developmental objectives, camps can create programs that truly prepare the next generation of staff. When these elements are applied thoughtfully, CITs gain the skills, confidence, and experience they need to become impactful leaders — and camps benefit from a steady stream of reliable staff who strengthen and support the whole community.

Reflection Questions

If your camp doesn’t already have a structured CIT program, now is the time to consider one. And if you do, consider whether it’s truly designed to shape participants into the next generation of camp leaders. To help you start thinking about your program, consider reflecting on a few key questions:

• What does our CIT program aim to achieve (e.g., leadership development, staff recruitment, skill building)?
• How intentional is our current approach to training and mentoring CITs?
• In what ways are CITs part of our camp community?
• What evidence do we have that our CIT program is meeting its goals?

Taking the time to reflect on these questions can help you better understand your current program — its strengths, areas for growth, and opportunities for improvement. This reflection is the first step towards creating a more intentional, effective CIT program that consistently develops capable, confident staff.

This blog was written on behalf of ACA's Project Real Job, whose goal is to support camps in their efforts to recruit, hire, and retain staff. 

Leslie Heffington is a lecturer in the Department of Parks, Recreation, and Tourism Management at Clemson University. Her research focuses on youth development in out-of-school settings, with an emphasis on leadership development and youth transitions in the camp space. A former camp professional, she aims to integrate practical experience with academic scholarship to help prepare the next generation of camp leaders. Leslie can be reached at [email protected].