PRINCETON-BLAIRSTOWN CENTER INC
A Place to Grow
Programs and results
What we aim to solve
PBC focuses on teaching critical 21st Century social-emotional and leadership skills like communication, cooperation, teamwork, problem-solving and healthy risk-taking. The staffing agency, Adecco compiled a survey that found that, “44% of respondents cited soft skills, such as communication, critical thinking, creativity, and collaboration, as the area with the biggest gap." According to the P21, “the 3Rs are no longer adequate and collaboration, as the area with the biggest gap." SEL skills are critical to being a good student, citizen, and worker, and help young people avoid risky behaviors like drug use, violence, bullying, and dropping out of school. PBC's facilitators use ropes and challenge courses to focus on crucial P21 skills and students have multiple opportunities to apply and practice them each day. Additionally, daily project-based learning provides opportunities for students to reflect, problem solve, cooperate, think creatively, and collaborate in small groups.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Summer Bridge Program
The Princeton-Blairstown Center's award-winning Summer Bridge Program is a one-week leadership and academic enrichment program that is designed to serve young people from historically marginalized communities, free of charge. Summer Bridge provides equitable access to transformative outdoor experiences, and helps students: -Lessen summer learning loss -Build critical 21st Century Skills like cooperation, communication, creativity, and critical-thinking -Nurture positive climate and culture by forming supportive relationships with peers and adults -Develop an increased comfort in and appreciation for nature
Blairstown Campus Programs
PBC's Blairstown Campus Programs serve youth approximately 6,000 youth from the Mid-Atlantic states annually. Structured one- to five-day curriculum offerings on our beautiful 268-acre campus to promote the concepts of community, environmental stewardship, and sustainability, while helping participants strengthen critical 21st Century skills like problem-solving, teamwork, and leadership. Our highly trained staff members facilitate adventure-based experiential education that promotes social & emotional learning and practical STEM applications, and helps students transfer learning back to their schools, families, and communities.
Where we work
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New Jersey (United States)
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New York (United States)
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Newark (New Jersey, United States)
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Pennsylvania (United States)
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Trenton (New Jersey, United States)
Awards
Harold Breene Youth Education Award 2015
American Camp Association
Community Impact Award 2017
NonProfit Connect
New York Life Founder's Award 2018
National Summer Learning Association
Affiliations & memberships
American Camp Association - Member 2019
Chamber of Commerce 2016
Association of Experiential Education 2019
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of students showing interest in topics related to STEM
This metric is no longer tracked.Totals By Year
Related Program
Summer Bridge Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of children who have access to education
This metric is no longer tracked.Totals By Year
Related Program
Summer Bridge Program
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
In 2020 the COVID-19 pandemic kept us from running in-person programs. Instead, we ran a virtual program for several of our partners. We are fully back to in person residential style of programming.
Number of children who have the ability to understand and comprehend communication
This metric is no longer tracked.Totals By Year
Related Program
Summer Bridge Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth who demonstrate leadership skills (e.g., organizing others, taking initiative, team-building)
This metric is no longer tracked.Totals By Year
Related Program
Summer Bridge Program
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Princeton-Blairstown Center works in partnership with school and community-based organizations to help young people increase their social-emotional skills (i.e. assertiveness, empathy, social responsibility, and self-regard). These are an important part of an individual's overall emotional intelligence (E.I.). Daniel Goleman, in his 1998 book “Working with Emotional Intelligence," reports that job performance, as measured by superiors, peers and subordinates, is predicted three times as well by an individual's E.Q., a measure of EI, than by I.Q. Experts from close to 500 corporations, government agencies and nonprofits throughout the world have replicated this finding. Goleman also reports that leadership skills are directly related to Emotional Intelligence. John Gottman, in his 1997 book, “Raising an Emotionally Intelligent Child," reports that children with high E.Q. are more likely to succeed academically than those with low E.Q. Further, he reports that aspects of a child's E.Q. predict the likelihood of later delinquency, violence, and drug and alcohol abuse. These findings demonstrate that E.I. is an important indicator of many aspects of future success. By building the skills and qualities of E.I., PBC prepares students for accomplishment and readies them to make positive personal choices.
What are the organization's key strategies for making this happen?
PBC's Blairstown Campus programs help young from historically marginalized communities by providing access and equity in the outdoors:
1. Form positive and supportive relationships with peers and adults:
PBC's curriculum is sequential and intentional. Small groups of students are engaged in initiatives, trust-building activities, challenge course activities, and then they progress to work on the low and high ropes courses. Through this carefully facilitated programming, groups set norms, learn to trust each other, develop effective and powerful ways of solving problems, overcome challenges, and celebrate individual and group successes. Strong bonds and friendships form and are transported back to school. Faculty members reference these experiences when students return to the classroom, helping to transfer the learning back home. The documented benefits of challenge course programming include gains in team building, trust, and cohesiveness (Glass & Benshoff, 2002; Priest, 1998).
2. Foster positive, productive social skills:
PBC's experiential education programs are designed to build SEL skills. Students will live and work in small groups. They must work together to successfully complete challenge course activities and restoration (stewardship and clean up of the site). Communal living and working together in a rustic setting strengthens empathy, cooperation, and conflict resolution skills. Challenge course work has been proven to increase self-esteem, group cohesion, leadership skills, self-efficacy, work efficacy, and leadership efficacy (Hart & Silka, 1994; Hatch & McCarthy, 2005; Paxton & McAvoy, 2000; Propst & Koesler, 1998).
3. Develop group norms that support school climate and culture:
PBC helps young people and their leaders develop and reinforce group norms around climate and culture. According to the National Council on School Climate, “school climate refers to the quality and character of school life and is based on patterns of students', parents' and school personnel's experience of school life that reflects norms, goals, values, interpersonal relationships, teaching and learning practices and organizational structures." A positive school climate fosters positive youth development and learning. A positive climate consists of school norms, values and expectations that support people feeling socially, emotionally, and physically safe; students, faculty, and staff who are engaged and respected; students, parents, and educators working together to develop, live, and contribute to a shared school vision; educators who model and nurture attitudes that emphasize the benefits and satisfaction gained from learning; and students, faculty, and staff who take pride in the school and the care of the physical environment. Peer-reviewed educational research has consistently demonstrated that a positive school climate is associated with academic achievement, effective risk prevention efforts and positive youth development.
What are the organization's capabilities for doing this?
PBC has a beautifully maintained 268-acre campus in Northwest New Jersey complete with 11 rustic log cabins, challenge courses, ropes courses, climbing towers, Bass Lake, Blair Creek, hiking trails, classrooms and a modern dining room and group meeting space. PBC's staff is carefully trained in experiential education methodology so that they can facilitate student learning. PBC has partnerships with more than 100 schools and community based organizations.
What have they accomplished so far and what's next?
More than 90% of chaperones and teachers report that their students improve their social-emotional and 21st Century skills after a week of Summer Bridge programming. From 2017-2022 (no data available for 2020 due to COVID-19), on average, students demonstrated the following improvements according to their teachers/chaperones:
87% demonstrated improved teamwork skills.
85% demonstrated improved leadership skills.
86% demonstrated improved problem-solving skills.
80% demonstrated an improved appreciation of the natural world.
From 2017-2022 (no data available for 2020 due to COVID-19), on average, student results indicated that 77% reported improved teamwork skills, 72% reported improved problem-solving skills, and 75% reported improved appreciation of the natural world.
In 2022, 45% of the students served identified as female; 45% as male; and 10% as non-binary, prefer to self-describe, or prefer not to say. Fifty-nine percent identified as African American, 26% as Latinx, 4% as Biracial or Other, 1.5% as AAPI, and 1.5% as Caucasian. Over 90% of the students were eligible for free (families with incomes at or below 130% of the poverty level) or reduced (families with incomes between 130% and 185% of the poverty level) meals.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
PRINCETON-BLAIRSTOWN CENTER INC
Board of directorsas of 6/12/2025
Bruce Ellsworth Trustee
Bruce Petersen Trustee
Christopher Moser
NRG Energy, Inc
Christopher Van Buren Vice Chair
Cindy Weinstein
Derek Simpkins Trustee
Heather Reilly
Johnson & Johnson
Jennifer Golson Trustee
Jennifer Richardson
Kate Danser Trustee
Lubaina Maimoon Trustee
Michael S Fletcher Trustee
Peter Gasparro Trustee
Randy D Stephens Trustee
Russell Dasilva Trustee
Sarah Tantillo Trustee
Shawn Maxam Msw Chairman
Susan G Danielson Trustee
Theresa S. Thames
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as: