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The purpose of this paper is to examine the economic cost and social benefits of the National Youth Service Corps (NYSC) set up some years back by the Federal Government of Nigeria.

The paper combined qualitative and quantitative information to substantiate the clarion calls by some scholars and concerned social commentators for a review of the NYSC. Based on the objective stated above, a sample size of 200 respondents was selected and administered copies of structured questionnaires in order to elicit information from a cross‐section of Nigerians. At the end, out of the 200 respondents, only 150 respondents returned their questionnaires on the basis of which recommendations and conclusions were based.

The main policy thrust of the scheme is to serve as a catalyst for sustainable development in Nigeria after the Nigerian civil war. However, on the strength of the survey, the authors found that the scheme has failed in many respects in accelerating the socio‐economic development of Nigeria, when the relevance of the scheme is measured by Eight‐Scale Perception Index developed by the authors.

The paper cautions that despite the setback of the NYSC, it would be absurd to advocate that the scheme be scrapped completely. What is rational is for the policymaker to initiate a process for the reform of NYSC scheme in order for it to meet the contemporary expectations and challenges.

The results of this paper support the structural‐agency framework in sociology. The relationship between structure and agency is seen as a dialectical one because society forms the individuals, who in turn create better society by forming a continuous loop. NYSC was laudable at inception, but humans made it crooked; it is therefore expedient that the scheme be revitalized by humans in order to meet contemporary challenges.

Multiple forces that shape the identities of adolescents and young adults also influence their subsequent career choices. Early work experiences are key among these forces. Recognizing this, youth service programs have emerged worldwide with the hope of shaping participants’ future trajectories through boosting engagement in civically oriented activities and work. Despite these goals, past research on these programs’ impact has yielded mixed outcomes. Our goal is to understand why this might be the case.

We rely on interview, archival, and longitudinal survey data to examine young adults’ experiences of a European youth service program.

A core feature of youth service programs, namely their dual identity of helping others (i.e., service beneficiaries) and helping oneself (i.e., participants), might partly explain the program’s mixed outcomes. We find that participants focus on one of the organization’s identities largely to the exclusion of the other, creating a dynamic in which their interactions with members who focus on the other identity create challenges and dominate their program experience, to the detriment of a focus on the organization and its goals. This suggests that a previously overlooked feature of youth service programs (i.e., their dual identity) might prove both a blessing for attracting many diverse members and a curse for achieving desired outcomes.

More broadly, our results suggest that dual identity organizations might attract members focused on a select identity, but fail to imbue them with a blended identity; thus, limiting the extent to which such organizations can truly “redirect” future career choices.

Two major reform movements have shaped child and adolescent mental health services over the past quarter-century: the Systems of Care movement, and more recently, the movement toward evidence-based practice. Results from several studies indicate that youth served in traditional residential or inpatient care may experience difficulty re-entering their natural environments, or were released into physically and emotionally unsafe homes (Bruns & Burchard, 2000; President's Commission on Mental Health, 1978; Stortz, 2000; Stroul & Friedman, 1986; U.S. Department of Health and Human Services, 1999). The cost of hospitalizing youth also became a policy concern (Henggeler et al., 1999b; Kielser, 1993; U.S. Department of Health and Human Services, 1999). For example, it is estimated that from the late 1980s through 1990 inpatient treatment consumed nearly half of all expenditures for child and adolescent mental health care although the services were found not to be very effective (Burns, 1991; Burns & Friedman, 1990). More recent analyses indicate that at least 1/3 of all mental health expenditures for youth are associated with inpatient hospitalization (Ringel & Sturm, 2001).

The Lemuel Shattuck Hospital Youth Service Program adopted a public health approach to address the mental health needs of incarcerated juvenile offenders in Massachusetts. The program, which operated for 6 years, provided psychiatric care and neuropsychological assessment to delinquent youth as well as training for psychiatry residents, neuropsychology fellows and Massachusetts Department of Youth Services’ staff. The program recognized and attempted to address the health care disparity of limited access to quality mental health services for incarcerated youth, particularly those from disadvantaged and minority backgrounds. The program was a collaborative venture among the Massachusetts Departments of Public Health and Youth Services, and Tufts-New England Medical Center. The scope of the problem of mental health care for incarcerated youth will be first outlined, followed by a history and evaluation of the program from a public health and system integration perspective.

The purpose of this study was to identify and understand the barriers and enablers to the implementation of youth peer support in a clinical mental health service. The development of a lived experience workforce in mental health is a key component of policy at both the state and the federal level in Australia. Implementing a peer workforce within existing clinical services, however, can be a challenging task. Furthermore, implementing peer support in a youth mental health setting involves a further degree of complexity, involving a degree of care for young people being invited to provide peer support when they may be still early in their own recovery journey.

This paper reports on a formative evaluation of the beginning stages of implementation of a youth peer workforce within an existing clinical mental health service in Melbourne.

The project found that it was feasible and beneficial to implement youth peer support; however, significant challenges remain, including lack of appropriate training for young people, uncertainty amongst clinical staff about the boundaries of the peer role and the potential for “tokenism” in the face of slow cultural change across the whole service.

Very little evaluation has yet been undertaken into the effectiveness of implementing peer support in youth mental health services. This paper offers an opportunity to investigate where services may need to identify strengths and address difficulties when undertaking future implementation efforts.

Youth violence victimisation impacts on health, mental health and future risk trajectories. A London hospital emergency department (ED) outreach youth service provides a unique intervention opportunity to support adolescents involved in violence. The purpose of this paper is to describe the set‐up of the service.

Young people (YP) targeted were aged 12‐18, from two London boroughs and attended ED with injuries from a violent incident. They were referred to Oasis youth workers for a mentoring/youth work intervention. Lifestyle and symptom scales were used to assess risk profile. Hospital staff questionnaires determined service awareness in the first six months, and interviews/focus group identified potential barriers to service uptake.

By 12 months, the service was operating smoothly. Of the first 505 YP attending ED, a third were referred, a third ineligible and a third non‐contactable/refused. Detailed analysis of the first 30 attending found most were male (87 per cent), equal White or Black ethnicity (40 per cent) with 20 per cent “Other” ethnicities, with only a third living with both biological parents. This was similar to the full population attending. Nearly half (49 per cent) had been assaulted, 30 per cent had injuries self‐generated through poor anger management, the remainder injured in fighting. Over half (57 per cent) had disorder, mostly behavioural, correlated with lifestyle risk scores. Barriers to service use/implementation included YP mistrust and fear of reprisals, problems with service visibility in the busy hospital environment and ineffective staff communication with YP, all countered during the running of the service. Gauging outcome at follow‐up is the second evaluation stage.

The youth violence project is an important initiative for intervention in youth violence.

This chapter examines the barriers to reentry for justice involved young people in the US and Australia from the perspectives of the 44 Australian and 14 US stakeholders who work with them. The interviews were analyzed using inductive content analysis to identify key internal and external barriers. Results suggest a need for improvement in the areas of collaboration among systems, family engagement, and student self-determination. The discussion focuses on the similarities and differences in the barriers that exist across nations and systems. Implications for future research, practice, and policy are included to improve transition services and supports for juvenile justice involved youth.

This paper aims to explore the experience of one large Irish youth work organisation, Foróige, to measures introduced during the initial phase of COVID-19 in 2020. In the face of the unprecedented crisis including the closure of schools and curtailment of many youth services, this paper examines how the organisation responded and adapted its service offering.

Qualitative semi-structured interviews were conducted with 12 senior managers and youth officers in Foróige to explore their perspectives on the organisation’s response. Participants were purposively sampled from across the operational management functions and also from regional levels and youth workers engaging in work “on the ground”.

Shifting from a face-to -face, relationship-based to a distanced mode of engagement with young people, colleagues and volunteers required significant adaptation of Foróige’s service model. Innovation took place both in the delivery platform and fundamentally, in its service orientation. The accelerated move to online youth work brought about by the pandemic enabled the organisation to embrace and learn from the challenges and opportunities posed by digital technology. Responding to the immediate and tangible needs of young people in receipt of services, staff found themselves working with families at the more basic levels of intervention.

This paper provides new insights into the nature of non-profit service innovation during a time of unprecedented crisis management. It highlights characteristics of organisational agility that can assist organisations in managing crises, while also pointing the way towards a more flexible operating model for youth work service delivery.

This study aims to improve accessibility to frontline psychological services for youths in difficulty. In the province of Quebec, Canada, the first significant intervention must take place within 30 days for at least 75% of the clients. Achieving this target is challenging. This was observed in the Youth Programme of a health-care network in Montreal (Centre Intégré (Universitaire) de la Santé et des Services Sociaux Centre-Sud-de-l’île-de-Montréal).

Lean Six Sigma (LSS) approach within the Action Research methodology was used. Define, Measure, Analyse, Innovate, Implement and Control structure combined with Lean techniques and a Kaizen event were implemented.

In total 69% of the clients have now had their first intervention within 30 days and 91% within 60 days. Improving accessibility to frontline services led to improving accessibility to second-line services. Communicating performance objectives to employees led to increasing their awareness about the importance of performance assessment and their willingness to contribute to improvement. The Kaizen event was a driving force that enabled more collaboration and trust. The participation of a partner-client in the Kaizen helped finding client-centred solutions. The large number of participants in the Kaizen added complexity.

It was difficult to sort and rank a large number of solutions during the Kaizen. The impact of hiring additional employees has not been investigated. Despite the significant improvements, the targets were not achieved. More research is required to identify more accurately critical factors that have a major impact on the success of LSS projects involving complex processes.

This study contributes to the body of knowledge in Lean health care. It describes Lean tools/techniques used, solution implementation and improvements achieved in a real context. 10 success factors and 4 challenges were identified. The study provides a model for other organizations for developing their own roadmap to improve accessibility to their services, notably in large and complex processes.

The purpose of this article is to determine the types of collaborative activities public youth services and school librarians in rural locations engage in and to ascertain whether there are methods that youth service librarians believe can be employed to improve collaborative activities with public school librarians.

A mixed method design was implemented with an online self-administered survey. The survey contained open and closed-ended questions.

The findings indicate that many public librarians serving youth in rural locations find it important to collaborate with school librarians. Yet, they struggle to build strong collaborative relationships. Factors such as time, a lack of school librarian administrative support, and a lack of understanding about the roles of school librarians and public librarians, are collaborative barriers.

The study was limited to a purposive sample of 80 public librarians serving youth in rural areas in the United States.

Librarianship training programs can help school librarians and youth services librarians learn how to form collaborative partnerships through mentorship programs, requiring pre-service school and youth services librarians to collaborate on projects, and educating them about the similarities in their goals. School and public librarians can also benefit from training to teach them how to build community partnerships.

The results provide evidence that public librarians serving youth in rural areas favor building stronger collaborative relationships with school librarians. Building these relationships can improve the quality of education for youth in these locations. This article also includes proposed strategies for improving these relationships.