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Strategies to Strengthen Youth Leadership and Youth Participation Opportunities in Central Appalachia

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Strategies to Strengthen Youth Leadership and Youth Participation Opportunities in Central Appalachia University of New Hampshire Carsey School of Public Policy PHOTO COURTESY OF APPALSHOP Strategies to Strengthen Youth Leadership and Youth Participation Opportunities in Central Appalachia Spring 2015 Rebecca O’Doherty Ada Smith Ben Spangler Elandria Williams Katie Richards-Schuster carsey.unh.edu 2 CARSEY SCHOOL OF PUBLIC POLICY Introduction Youth participation, as a field of practice and subject of study, draws on directions in health planning, social Appalachia is at an economic crossroads. Coal min- policy, community development, and youth develop- ing is decreasing as our country increasingly relies ment practice; interdisciplinary research in social work, on natural gas and other alternative forms of energy. public health, and community planning; and recognition Because of these changes, the Appalachian region by the United Nations Convention on the Rights of the has lost thousands of its most high- ‐paying jobs, Child (Checkoway, 1995, 1998; Finn & Checkoway, 1998; causing other sectors to suffer—and although these Checkoway & Richards-Schuster, 2001, 2003; Checkoway industries are well known for their “boom-bust” et al., 2003; Mullahey et al., 1999; Rajani, 2000). cycles, the future of another “boom” for Central Although some view young people as problems or Appalachian coal is unlikely. With this economic victims, a youth participation approach views young reality in mind, everyday conversations include the people through a lens of citizenship with agency and region’s future. What kind of economy can be made as contributors to the development and change of their in Appalachia? What type of future do residents communities and institutions (Finn & Checkoway, want? How should local governments deal with the 1998; Finn, 2001; Kurth-Schai, 1988). lack of appropriate infrastructure and educational Youth participation engages a youth development institutions given the economic challenges already continuum that distinguishes youth as participants facing the region? Leadership is essential when con- from youth as partners or leaders (Hart, 1997; Pittman sidering these questions. & Fleming, 1991). For this project, we were interested Appalachia is facing a vacuum of new leader- in examining the role of youth as partners or leaders ship to move forward. Now is the time to specifi- rather than youth as participants in programs. Too cally develop and encourage youth leadership in the often, any activity that engages young people is labeled region, inviting young people to sit at decision mak- youth leadership. This distinction fails to capture the ing tables and allowing them to speak directly to the potential of actual youth leadership to contribute to type of communities in which they want to remain. positive social change. Youth engagement and youth In Appalachia, critical youth leadership is important development activities are an important part of the but few opportunities and organization spaces exist youth development continuum. However, actual youth to help understand and promote its value. leadership requires an intentional focus on developing Youth participation is a process of involving young this leadership using a number of different environ- people in the institutions and decisions that affect ments, training, experiences, mentorships, and strate- their lives. It is a process that builds the individual gically sequenced learning experiences. capacities and abilities of youth while contribut- The Central Appalachian region is an ideal location ing to collective community development. The for employing youth participation and youth leader- youth participation process in rural communities ship strategies. Because of the many challenges facing of Central Appalachia is a unique vehicle for help- the region, rural communities need young people ing young leaders develop the abilities, desire, and who are dynamic and who can be entrepreneurial vision to move past the barriers with which they in new approaches to community development and are confronted in everyday life. Youth participation community change. Coupled with this need is the includes young people taking initiative and organiz- long and diverse history of social action in the region, ing around policy, community building, and social which informs youth leadership practices with cultur- change issues that concern them; youth participation ally specific practices and assets. Furthermore, youth also occurs when adults involve them in proceed- participation represents a key strategy for building ings of public and community agencies and institu- the civic infrastructure needed for leadership and cre- tions—and when youth and adults work together in ating sustainable community development necessary intergenerational partnerships (Checkoway, 1998; to lift communities out of poverty (Richards-Schuster Checkoway & Richards-Schuster, 2006). & O’Doherty, 2012; Fisher & Smith, 2012). CARSEY SCHOOL OF PUBLIC POLICY 3 Report Purpose and Structure Transnational corporate ownership—and exploita- tion of the region’s natural resources—complicit with The purpose of this study was to assess opportunities local, state, and federal governments has siphoned for strengthening youth leadership and participation in off thereg ion’s wealth and abetted corporate abuse the Central Appalachian region. In particular, we sought of the land and people. Harlan County, Kentucky, for to understand and document the range of activities example, has produced more than 1 billion tons of coal and strategies in the region as well as understand the in the past century, yet today it is one of the poorest nuances involved in promoting and sustaining youth counties in the nation. leadership opportunities. Through interviews with key Historically, the energy industry has used various leaders in the region, we explored critical themes for methods to maintain control of the region’s towns, strengthening youth leadership. To highlight the poten- stores, schools, doctors, churches, media, and local and tial and opportunities for future development, we share state politicians. A deliberate lack of investment in the a case study of an innovative approach to nurturing and area has discouraged any meaningful economic devel- sustaining youth leadership. We conclude with a set of opment alternatives to the energy industry and has left recommendations for consideration by policy makers residents and politicians with a sense of dependency and stakeholders interested in developing sustainable on extraction industries (such as, mining, drilling, and youth leadership practices in Central Appalachia. forestry) as the only economic engines. This explicit The report includes the following sections: agenda to separate Appalachian people from the 1. Background and Context opportunities and tools necessary to participate in gov- 2. Approach and Methodology erning their communities has contributed to a pattern 3. Examining the Region: Exploring Youth of chronic poverty, high unemployment, low literacy, Leadership Opportunities lack of essential services, and environmental degrada- 4. Understanding and Assessing Youth Leadership: tion. Poverty in the region is multilayered and cyclical. Key Themes From Interviews Developing positive models of community leadership 5. Strengthening Youth Participation: A Case Study and social change agencies for a new generation is one of the Stay Together Appalachian Youth (STAY) pathway to breaking the cycle. Project Levels of youth participation have historically fol- 6. Strengthening Youth Leadership in the Region: lowed the patterns of governmental and philanthropic Recommendations investments on local, state, and national levels. The 7. Conclusion year 2013 marked the fiftieth anniversary of the War on Poverty, which invested in regional entities such as Background and Context Appalshop and youth enrichment and literacy programs. Fifty years later, Central Appalachia has made economic Youth participation in leadership and organizing in gains but still trails the rest of the country. In the 1970s the region stems from the need for resistance and and 1980s, communities responded to destructive and renewal in Appalachian communities. The region has exploitative mining and extraction industries, lack of a long history of activism and grassroots organizing. public health care, and limited opportunities for early Today, the work of youth is fueled by this legacy of and higher education with infrastructure improvements resilience and creativity. The communities of Central in the form of community centers, civic organizations, Appalachia have long been rich in natural resources, head start programs, cooperatives, rural health clinics, heritage, and culture; however, many of its people workers’ unions, Black and Brown Lung Associations, are economically poor. Appalachian youth grow up Appalachian studies programs, and more. in communities with an average high school comple- Youth leadership development programs and youth tion rate of 68 percent and college completion rate organizing groups such as Big Creek People in Action of 7 percent. Roughly 17 percent of the residents live in McDowell County, West Virginia; Direct Action in poverty and youth are disproportionately affected Welfare Group in Charleston, West Virginia; the Young (Appalachian Media Institute, N.D.). in the Restless Program at the Highlander Research 4 CARSEY SCHOOL OF PUBLIC POLICY and Education Center in New Market, Tennessee; unions, and youth philanthropy initiatives—or as an and YouthBuild across the region were born from
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