This is a question that is now a valid one in both the faith and non faith sector of youthwork in the UK. It used to be that it was more likely that a manager in the council youthwork was educated as a youthworker, or trained as one, whereas, due to the newness of the academic side of things, managers of faith based youthwork were less likely to have had experience, or training in youth work – before they became a manager of a project, a programme or an organisation. But this is no doubt shifting. Whilst youth work degrees have become more popular in the ‘faith’ based side of youth work, then it would be expected that some reflection on the role as manager is done, in readiness of for the potential face to face and managerial aspects of the role.
In a way the former criticism was obvious, the youth worker could rightly accuse their manager of ‘not knowing what it was like’ to be a youth worker in a face to face role – not that the youth worker would know at that point what it was like to have to be a manager of youth workers either. But the criticism could be made, and easy at that.
The challenge for the youth workers as managers, and I am one of them, is that i know what its like to be on the receiving end of bad management (a good thing to learn from) – but i am also acutely aware of being subject to changes in an organisation that have disrupted the professionalism of the work and its integrity – because of decisions made about funding, funding streams that then affect the youthworker. When i say integrity, i mean in terms of the cornerstone values of youthwork for the youthworker in their interaction with young people.
Right now, for example, at Durham YFC, and almost every year, there is a challenge to find funding for the great projects that we do, such as mentoring work, detached and open access clubs. Now it might be a personality thing, or a believer in youthwork thing, that i find it difficult or have no desire at all, to affect one of the projects and thus one of our workers roles, just to be able to write or obtain funding. For me, as a former youthworker, am i more concerned that a piece of work is done well, and done in conversation and dialogue with the youthworker (as their manager) than just trying to fit their work into any impact shaped opportunity that a funder might provide. As a former youth worker i would hope that this adherence to values and its professionalism would make for a good reason that a former youth worker could be a manager of youth workers.
On the other hand, when funding might be more of a challenge- does this desire to do something in accordance with principles and values of youth work become a hindrance in the sustainability of a youth work organisation? should i just play the funding game- be ruthless and keep the organisation going by applying here , there and everywhere – is the respect i would have for my staff that i manage, and the community/youth work values that they have (and i understand) just a hindrance. Maybe understanding youth work, and its profession, causes me to be hesitant about playing such a funding game, Alternatively making a decision to value the integrity of the practice of good youthwork, done by youth workers in a particular situation is ruthless a decision enough.
It might be that as an organisation where good youth work exists it flaunts with survival in this current time, maybe it will keep its integrity and purpose intact to a point, without baying to funding that shifts its focus, this might be the consequence of a youth worker managing youth workers and the factors that affect their decision making. The first thing they might not think about is funding their own role, management roles, or organisational survival, but taking professional and practice integrity first, something that they know their workers also value too. Managing youthwork with community & youth work values might currently mean alot of tightrope walking…