Strategic Plan for Central Christian Camp

Transcription

1 Strategic Plan for Central Christian Camp Guthrie, Oklahoma November 2011 Executive Summary

2 The Strategic Plan for Central Christian Camp was completed to provide a comprehensive vision and strategy for the future. It was completed by the consultant based on research, analysis and workshops by the staff and the Board of Directors. This plan was completed by: Jody Oates Kathleen Trotter Julie Byron Principal Consultant Consultant Business Manager KALEIDOSCOPE, inc. 130 Wetherby Lane, Suite 104 Westerville, Ohio Specializing in planning services to enable camps, conference centers, retreat centers, environmental education centers and other leisure-learning facilities to THRIVE. All rights reserved. Except as it is used in direct relation to the project, no part of this publication may be reproduced or used in any way without express written permission by KALEIDOSCOPE, inc. and Central Christian Camp. Copyright 2011, KALEIDOSCOPE, inc. p.1

3 EXECUTIVE SUMMARY The following summary document provides the key areas of strategic planning completed by the KALEIDOSCOPE, inc. in conjunction with the Board of Directors of Central Christian Camp in The full document outlines the context, specific initiatives for the next five years, and supporting and resource documents. MISSION Review The Mission Statement (reason for existing) for Central Christian Camp is: to provide an outdoor oriented, safe haven where all persons may come to retreat, reflect, have fun and gain knowledge and skills which will nurture their lives, their love of God and one another. While this mission statement is broad, the board and staff do not have ownership of the statement. The statement is a list of values which the board supports. The statement is not necessarily reflective of the current program offerings (which are staff determined), but rather a board decision of focus. The consultant would advise the board do work to develop a mission statement to reflect the primary purpose of Central Christian Camp under which all programs and hosted groups can be aligned. A Shift of the Main Audience The saying keep the main thing the main thing is a helpful reminder to stay focused. The challenge for Central Christian Camp is that the main thing has shifted. For many years the Disciples of Christ (DOC) summer camp program was the primary focus of the program. Other groups or programs used the property, but everyone was clear that CCC was a church camp. In recent years the Make Promises Happen (MPH) program has become the main thing. The rich heritage and values of the DOC inform the ministry AND the DOC churches continue to be a primary guest and user of the property. This value, history and present constituency should not be lost. Claiming and identifying the main thing is critical, maybe more now than ever. Where are the places where CCC can be most effective and most successful? Higher quality facility and grounds, a more complete staff to provide leadership and resources, an organization that can expand its donor base, and that can include expanded gifts and talents in leadership will improve the experience for all guests at CCC. Use & Financial Analysis Summary The following analysis is based on 2010 reports. 1. Based on use, Central Christian Camp is primarily a youth camp and retreat center, with a fairly large adult audience and limited family use. 2. The primary audience of full service groups is the MPH programs. These programs represent 62% of the usage. The Disciples of Christ events generated 31% of the use; while other churches and non-church affiliated groups represent 7% of the use. 3. The fees collected per user is low in comparison to other similar facilities. The board and staff need to determine the policy for reducing fees for particular p.2

4 groups and plan for the operation to be compensated by other funds or subsidies. 4. The typical group size of overnight groups is people. FIVE STRATEGIES FOR EFFECTIVE SERVICE The Central Christian Board of Directors recognizes that, in order to fulfill the mission and bring about the vision for the organization, it must see that resources are applied in effective ways to these key areas: 1. Increase Number of Guests Served (MPH, DOC, Retreats and Trip) 2. Upgrade & Expand Facilities 3. Create Leadership & Structure for Growing the Organization (staff, volunteers and board) 4. Strategic Learning and Planning as Model of Continued Growth 5. Funding the Mission and Program Further, this leadership body recognizes that the vision will be accomplished by many people carrying out their respective roles. It is the role of the Board of Directors: to envision the potential of the center to meet the needs of the guests; to establish specific goals to address current challenges; to hire and supervise capable leadership to carry out the ministry at the site; to provide adequate resources to support quality programs, administration of the operation and facilities; and to monitor all of this activity to assure that it continues to achieve the vision and goals. [In the full document, each key area is defined with specific, measurable goals for 6-12 months, 1-3 years and 3-5 years.] Increase Number of Guests Served (MPH, DOC, Retreats and Trip) There are primarily four components of the program operation; Make Promises Happen, Disciples of Christ summer camps, retreats hosted or directed by CCC throughout the year (many different guest/group types), and trip programming. The potential for growth is present in each of these program areas. Note that CCC may live its program mission by hosting groups (providing hospitality), resourcing (providing leadership to activity areas), partnering (with another organization) or directing a program (any time of year). Upgrade & Expand Facilities All facilities will be universally available to all guests (sleeping, bathing, recreation, meal service). This is a shift from being a friendly site to all populations while being ADA compliant to being a place where all areas are available to all guests, including guests with special needs. An example would be restrooms all facilities in all restrooms would be available to everyone. This likely will raise the quality level for all guests as a larger p.3

5 population base can use CCC, expanding revenue, and expanding potential reinvestment. Create Leadership & Structure for Growing Organization (staff, volunteers and board) There are four primary areas to explore; 1. board training as a not-for-profit board; 2. creating written policies for board and staff; 3. creating a structure for MPH to receive funding and gifts from organizations that typically cannot fund church related organizations; 4. developing a staffing structure to support the expanded initiatives. Strategic Learning & Planning as Model of Continued Growth Strategic planning cannot be a static, one time process, but rather an ongoing process as a part of the rhythm of the organization. Funding the Mission & Program Many of the initiatives listed above require resources of staff, board members and volunteers. Resources necessary include staff time and funding. There are three areas of financial considerations for a camp and retreat centers: 1. Operational funding (annual budget funds for day to day operations) 2. Major maintenance funding (including catching up on any deferred maintenance) 3. Capital funding (for any new projects) Each of these areas must have a plan for how they will be funded. The decisions about funding policies are board decisions with both board and staff implementation. Operational Funding The annual operating budget at Central Christian Camp has been funded by two different sources, guest fees and gifts/contributions/earned income. Roughly 65% of the 2010 operating budget was funded by guest fees with the remaining 35% funded by gifts/contributions/earned income. The gift income was comprised from: Individual contributions (both MPH and DOC constituents) DOC church contributions Income from endowments Fundraising events (OCCRA races, Frontier City) Presently there is not a policy for the level of subsidy to guests/programs that is desired, nor is there a strategy for raising funds. Many generous donors have provided gifts. NOTE: Increasing attendance for any of the programs will require additional funds to be raised to provide the subsidy to fund the difference between the guest fee AND the actual cost of the event. p.4

6 Major Maintenance Funding Expenses for major maintenance projects can create a large gap in an operating budget for a Center the size of CCC. While it is important to plan for replacing key units (HVAC, roofs, coolers, etc.), these large expenses may not be able to be funded by the annual budget OR when these expenses happen unexpectedly. Capital Funding Any new development requiring capital funding will necessitate a comprehensive funding approach with leadership from the Board. The Board may decide to seek outside counsel for fundraising. The staff should provide administrative support (tracking gifts/pledges, data entry). As recommended, a staff member may have primary responsibility for development, but the board will serve as the key drivers of any campaign. It will also be imperative that all board members participate in annual and special capital projects. Future Considerations Central Christian Camp is to be commended for reaching into new markets and defining a niche to serve the community most effectively. Creative and bold leadership allowed the operation to remain healthy, focused and ready to plan for an exciting future, all the while staying faithful to the roots of the organization. The challenge for board and staff leadership will be to remain focused and driven to provide the most effective, life-changing experience possible to guests of all abilities. As the experience (program, leadership, facilities, financial considerations) improve the quality of the product will improve for all guests. Goals and growth needs to be projected annually, measured with appropriate accountability for staff and volunteers, and continued planning. The chart of initiatives and timeline will further define the strategic plan outlined above. ~Thank-you The KALEIDOSCOPE, inc. team November 2011 p.5

7 Central Christian Camp - Chart of Initiaves and Timeline INCREASE NUMBER OF GUESTS SERVED MPH 6-12 months (2012) 1-3 years ( ) 3-5 years ( ) Asssignment Resources Identify new campers for potential growth through Increase MPH campers 5% growth in MPH existing programs by 3% programs Staff time Identify 3-5 trips and begin to create models and Increase volunteer list by Increase volunteer list partners for first trip 3% by 5% Increase/maintain active cabin leaders to Form partnershp for leadership and marketing Take initial 2-3 test trips 30, Directors to 10 Staff led in relation to volunteers Board approval of new program / business model, including start-up funding Staff present full plan to board for each area of growth Staff will develop a comprehensive leadership and trainng program for leaders Evaluate travel program and set annual goals DOC Summer Camp Provide in increased program directed support of DOC summer camp experiences Identify program areas that could be available to DOC Annual review and events (value added support) support needed/desired Communicate services available to DOC leaders for 2012 Work with DOC leaders to identify recreation and program areas that would enhance DOC programs Annual review and support needed/desired Staff led w/ support from DOC board leaders Additional summer staff to serve as resource staff MPH/DOC Partnerships Explore international MPH programs with DOC Churches Share vision and identify need, create team from CCC and DOC to explore Develop a program and operational plan for MPH mission program Raise funds to meet budget need Offer/take first test trip Board task force to raise funds Staff create model Staff time, funds for start-up and staff participation, supplies UPGRADE AND EXPAND FACILITIES 6-12 months (2012) 1-3 years ( ) 3-5 years ( ) Asssignment Resources All Facilities are Universally Accessible Identify all areas that can be immediately improved Develop plan for feasibility study and capital campaign New core facility in place Develop plan for funding major maintenance and capitial funding Funds secured for master planning Identify planning firms and begin master planning work Property Committee hire firm to lead MP process Funds secured for master planning 1

8 Central Christian Camp - Chart of Initiaves and Timeline CREATE LEADERSHIP & STRUCTURE NECESSARY 6-12 months (2012) 1-3 years ( ) 3-5 years ( ) Asssignment Resources Board Training Continue board training Board leadership to drive initiatives, Develop schedule of board traning. Incorporate training (including orientation of Conduct evaluation of training and Funding needed for into each board meeting new members) board and members recruitment training Review by-laws Establish functioning board governance committee Recruit board members with necessary skill sets Create Structure to allow MPH giving Identify policies needed for board development and guidance AND staff policies (begin with recording present practices), seek legal review of initial written Review and approve policies remaining policies implement by-law changes Hire legal counsel to research necessary structure to allow MPH giving by outside organizations Approve new structure and begin fund drive Annual review of all policies Annual review of bylaws Continue fund drive Staff record unwritten staff policies, suggest beginning board policies Board leadership with staff direction Funding for legal counsel review Funding for legal counsel Develop staffing structure to support initiative With board approval, begin implementation Begin fundraising plan and gift cultivation Review present staff responsibilities and job descriptions (written and unwritten) Develop evaluation model for key staff Annaully assess current facility and program needs for funding Create annual review of staffing model Staff support with board cultivation of gifts Staff review present roles AND roles needed in Strategic Plan Funding for expanding staff Create staffing model for board consideration Implement new staffing model Board review and fund Develop budget to include expanding staffing model Begin succession planning for key roles 2

9 Central Christian Camp - Chart of Initiaves and Timeline STRATEGIC LEARNING AS MODEL 6-12 months (2012) 1-3 years ( ) 3-5 years ( ) Asssignment Resources Develop and Ongoing Planning Model Continued review Add to board agenda a time of review and accountability (including orientation of Continued review and Board leadership with Agenda time for for strategic plan (board and staff initiatives) new members) annual sessions staff support board Develop a mission statement to reflect the primary purpose of CCC Annual session of board to update document and discuss new initiatives Seek outside assessment, including update Funding for outside leadership as desired FUNDING THE MISSION AND PROGRAM 6-12 months (2012) 1-3 years ( ) 3-5 years ( ) Asssignment Resources Operational Funding Define level of subsidy needed for each program area Determine level of fee each participant can/should pay Create annual plan to raise funds not covered by guest fees Conduct annual study to Conduct annual study Staff conduct study, determine cost/guest to determine cost/guest board review Develop annual goals for Develop annual goals fundraising for fundraising Board approve goals Consider creating Consider creating Board explore endowment to fund each endowment to fund possibility of area of subsidy each area of subsidy endowment Staff time and resources Fund staffing needs to raise funds Determine necessary staffing level to live into initiatives Major Maintanence Funding Establish endowment Review major maintanence schedule, create schedule fund for upcoming for major component replacement projects Create budget estimate for annual funding needed for MM Create annual plan to raise funds not covered by guest fees Review annnual goals and budget for MM funding Staff create schedule for review and replacement Board initiative to fund projects Staff time and resources Board funding Determine necessary staffing level to live into initiatives 3

10 Strategic Plan for Central Christian Camp Guthrie, Oklahoma November 2011

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12 The Strategic Plan for Central Christian Camp was completed to provide a comprehensive vision and strategy for the future. It was completed by the consultant based on research, analysis and workshops by the staff and the Board of Directors. This plan was completed by: Jody Oates Kathleen Trotter Julie Byron Principal Consultant Consultant Business Manager KALEIDOSCOPE, inc. 130 Wetherby Lane, Suite 104 Westerville, Ohio Specializing in planning services to enable camps, conference centers, retreat centers, environmental education centers and other leisure-learning facilities to THRIVE. All rights reserved. Except as it is used in direct relation to the project, no part of this publication may be reproduced or used in any way without express written permission by KALEIDOSCOPE, inc. and Central Christian Camp. Copyright 2011, KALEIDOSCOPE, inc.

13 Central Christian Camp Mission: To provide an outdoor oriented, safe haven where all persons may come to retreat, reflect, have fun and gain knowledge and skills which will nurture their lives, their love of God and one another. TABLE OF CONTENTS HISTORY AND CONTEXT Context for Planning 1 Process 1 ANALYSIS Mission Review 1 A Shift of the Main Audience 2 Use Analysis STRATEGIES FOR EFFECTIVE SERVICE 5 Key Areas 4 Increase Guest Attendance 4 Upgrade and Expand Facilities 7 Create Leadership and Structure 8 Strategic Learning as Model 10 Funding the Mission and Program 11 NEXT STEPS Future Considerations 13 ADDITIONAL AND SUPPORTING INFORMATION Board Roster 15 Summary Chart of Initiatives 16 Executive Summary of Strategic Plan 17 Use Analysis Sample Budget Analysis 33 Maintenance to Capital Continuum 35 Board Source Basic Responsibilities 36 Master Planning Process 40

14 History and Context KALEIDOSCOPE had the opportunity to work with Central Christian Camp (CCC) in 2008 as a part of the Feasibility Study sponsored by the Region. The interactions with the staff and Board at that time, though brief, plus some recent conversations, led to these understandings that helped to inform the current project 1. While there have been strides made in reconciling the relationship between Christian Church programs and Make Promises Happen (MPH), there is still some confusion and conflict about priorities. 2. The Board has grown in its understanding and commitment both to effective governance of the ministry, and to fundraising. However, the fund raising role must be more fully developed to address the needs for the future. 3. The site has had considerable TLC in the last 6-8 years, but still suffers from facilities that are in need of major renovation or replacement, which takes significant capital funding. 4. The operation has been stable for a number of years, but there is a continuing need to clarify the financial relationship to Regional programs with regard to costs, fees, grants, etc. 5. The Board and staff wish to increase the visibility of the camp and its ministry in the local and regional area, particularly seeking recognition for the nationally-renowned Make Promises Happen program. Process The consultants visited the Central Christian Camp property and conducted two workshops with the Board of Directors. The primary work completed in these visits included: 1. Assessment of the current operation a. Conducted through review of materials related to use and financial stability, facility visit, dialogue with staff and board members 2. Visioning work with the board including two sessions (3-4 hours in length) a. Identified key areas of strategic planning b. Named specific goals for each area of planning The consultants have used this information to draft a strategic plan reflecting the vision set forth, the measurable outcomes that will provide evidence that the vision is being achieved, and the strategies and actions required to produce the outcomes. The staff and board members have provided comment and further edits to the strategic plan. Analysis MISSION Review The Mission Statement (reason for existing) for Central Christian Camp is: to provide an outdoor oriented, safe haven where all persons may come to retreat, reflect, have fun and gain knowledge and skills which will nurture their lives, their love of God and one another. p.1

15 While this mission statement is broad, the board and staff do not have ownership of the statement. The statement is a list of values which the board supports. The statement is not necessarily reflective of the current program offerings (which are staff determined), but rather a board decision of focus. The consultant would advise the board do work to develop a mission statement to reflect the primary purpose of Central Christian Camp under which all programs and hosted groups can be aligned. A Shift of the Main Audience The saying keep the main thing the main thing is a helpful reminder to stay focused. The challenge for Central Christian Camp is that the main thing has shifted. For many years the Disciples of Christ summer camp program was the primary focus of the program. Other groups or programs used the property, but everyone was clear that CCC was a church camp. In recent years the Make Promises Happen (MPH) program has become the main thing. As the usage report indicates, roughly 62% of all use is by MPH programs while 31% are DOC programs. The rich heritage and values of the DOC inform the ministry AND the DOC churches continue to be a primary guest and user of the property. This value, history and present constituency should not be lost. Claiming and identifying the main thing is critical, maybe more now than ever. Where are the places where CCC can be most effective and most successful? The answer lies in the usage and market availability. Claiming and identifying the primary user as MPH guests and programs allows for the organization to continue to strengthen and grow, thereby serving all guests more effectively. Higher quality facility and grounds, a more complete staff to provide leadership and resources, an organization that can expand its donor base, and that can include expanded gifts and talents in leadership will improve the experience for all guests at CCC. The DOC churches and members in the Region will be proud of the ongoing, ever-growing program at CCC where they can continue to experience summer camp, retreats and events. Use Analysis The consultants conducted a use analysis of the guests who used Central Christian Camp in 2010 (last complete year). This analysis includes all users of the property, retreat guests of all ages, Make Promises Happen summer campers, Make Promises Happen hosted events, Disciple of Christ summer campers, events hosted on site that stayed overnight but did not receive meal service, and groups who came to the property for one day events (no overnights). The usage is broken down into units, or user days (1 overnight and 3 meals), to provide comparable information within the analysis and within the industry. It is also broken down by age groups; 1) children/youth; 2) adults; and 3) family. The full analysis can be found in the supporting information. 1. Central Christian Camp had a total full service volume of use (from all age groups, overnight with meals served) of 8, user days in This usage is considered a small to medium center in the industry. Many denominational centers will range from 5,000 to 15,000 user days (some larger). Typically, the consultants would expect to see a mom and pop style of operation operate p.2

16 around 5,000 user days. Below 5,000 user days is hard to be viable into the future. 2. Of the full service usage, 69% of volume was in children/youth usage, roughly 22% in adult usage and 9% in family use. Based on use, Central Christian Camp is primarily a youth camp and retreat center, with a fairly large adult audience and limited family use. 3. The primary audience of full service groups is the MPH programs. These programs represent 62% of the usage (40% in MPH directed events by CCC staff, 22% MPH hosted events directed by other organizations). The Disciples of Christ events generated 31% of the use (summer camps and retreats throughout the year); while other churches and non-church affiliated groups represent 7% of the use. From use analysis, this site serves primarily MPH programs and populations. The other one-third use of site is made up of DOC churches and guests and other not-for-profit groups. 4. The revenue from the FULL SERVICE use (according to this data) was $298,800 an AVERAGE of $35.46 per person per user day (3 meals and 1 overnight). This is low for an average fee. The MPH directed events income is $24.48, reducing the overall average. NOTE: In reviewing the financial statements, the low fee is offset by significant fundraising and support. The board and staff need to determine the policy for reducing fees for particular groups and plan for the operation to be compensated by other funds or subsidies. 5. The Frequency of Group Size chart illustrates a key factor to monitor with future development and to marketing. Some key numbers include: a. 55% of all groups were people. This size is the typical group size using the facility. These groups generated 66% of the income for the site. b. Only six groups had more than 100 people. 6. The site hosted 23 day groups, none of which received meals. The large percentage of these groups were YMCA Day Camp events (80%). Day use only groups generated $7.24 per person, but $22,839 as a type of user. Typically this is NOT an area for growth as the income versus staff time and work are not equal. The structure of the YMCA Day Camps cost the site very little and use an area and building not in service for CCC programs. 7. There were 24 groups that stayed overnight on the site but did not receive meals. These groups generated $19.91 per overnight. This is very low compared to similar groups that received meal service ($35.46). Typically centers need to sell the whole package (meals, overnight accommodations, meeting space) to generate income to cover expenses for the operation. p.3

17 STRATEGIES FOR EFFECTIVE SERVICE Five Key Areas The Central Christian Board of Directors recognizes that, in order to fulfill the mission and bring about the vision for the organization, it must see that resources are applied in effective ways to these key areas: 1. Increase Number of Guests Served (MPH, DOC, Retreats and Trip) 2. Upgrade & Expand Facilities 3. Create Leadership & Structure for Growing the Organization (staff, volunteers and board) 4. Strategic Learning and Planning as Model of Continued Growth 5. Funding the Mission and Program Note: Each of the first four initiatives contain funding considerations specific to each area. The fifth key area, Funding the Mission and Program, will further elaborate on the need for resources for growth. Further, this leadership body recognizes that the vision will be accomplished by many people carrying out their respective roles. It is the role of the Board of Directors: to envision the potential of the center to meet the needs of the guests; to establish specific goals to address current challenges; to hire and supervise capable leadership to carry out the ministry at the site; to provide adequate resources to support quality programs, administration of the operation and facilities; and to monitor all of this activity to assure that it continues to achieve the vision and goals. Each key area is defined with specific, measurable goals for 6-12 months, 1-3 years and 3-5 years. Where appropriate, tasks are delineated as board or staff functions. CHALLENGE The action items of strategic planning many times are assigned to the staff while the board holds an accountability and oversight function. The board needs to set policy, be keepers of the vision and set overall direction. The board CANNOT expect the staff to add these tasks to their workload, but to help the staff prioritize these initiatives in their work. Increase Number of Guests Served (MPH, DOC, Retreats and Trip) There are primarily four components of the program operation; Make Promises Happen, Disciples of Christ summer camps, retreats hosted or directed by CCC throughout the year (many different guest/group types), and trip programming. The potential for growth is present in each of these program areas. Note that CCC may live its program p.4

18 mission by hosting groups (providing hospitality), resourcing (providing leadership to activity areas), partnering (with another organization) or directing a program (any time of year). Programing components are included with growth goals: 1. Make Promises Happen (MPH) a months i. identify new campers for potential growth through existing programs ii. identify 3-5 trips and begin to create models & partners for the first trip iii. form partnerships for leadership and marketing iv. staff present full plan (program, market, budgets, hoped for outcomes) to board in 12 months for each area of growth v. staff will develop a comprehensive cabin leader, director, and counselor training program b. 1-3 years: i. Increase number of MPH participants by 3% ii. increase active volunteer list by 3% iii. take initial 2-3 test trips to local destinations (like Branson, MO) c. 3-5 years: i. 5% growth of participants in MPH programs (new programs or expanded participation in existing programs) ii. Increase active volunteer list by 5% iii. Increase/maintain active Cabin Leaders to 30, Directors to 10 iv. Evaluate travel program and set annual goals d. Assignment: Staff led in relation with MPH volunteers and leaders e. Resources needed: staff time (possibly additional staff), start-up funds for expanding program (to be put into operating budget), board review and approval of trip programming business model 2. Provide increased program directed support of DOC summer camp experiences a months i. Identify program areas for summer camp program that CCC could offer and make available to DOC summer events (value p.5

19 added program support) with CCC staff support. Examples might include: 1. Staff to lead challenge course 2. Night hikes / nature studies 3. Group games ii. Communicate services available to DOC leaders for summer 2012 iii. Work with DOC leaders to identify recreation and program areas/support that would increase the quality of DOC events b. 1-5 years: i. Annual review of program and support needed/desired by CCC to enhance and add value to the DOC programs, including possible directors provided by CCC c. Assignment: Staff led in relation to DOC volunteer leaders ALSO with support of DOC board members related to summer programs d. Resources needed: additional summer staff to serve as program staff 3. Create international MPH camping opportunities in partnership with DOC churches a months: i. identify a need for international MPH camping experiences (possibly connected to the DOC). Share vision and develop partnership with DOC church(es)/regional leadership to create a team to develop the mission. CCC would bring the expertise in working with special needs population; the church would bring spiritual leadership. b. 1-3 years: i. Develop a program and operational plan for MPH mission camp program ii. Raise funds to meet budget needs c. 3-5 years: i. Offer/take first test trip d. Assignment: Board task force, including raising necessary funding, and staff led process e. Resources needed: staff time, funds to pay for CCC staff mission experience, supplies Financial Considerations: Welcoming more campers will require additional fundraising as each camper is presently subsidized. While the percentage of subsidy various with campers and programs, CCC funds 30-40% of campers actual expenses. Assignment: create a plan for fundraising for each subsidized program area so that growth is advantageous and not detrimental to the operating budget. The plan should consider the board and staff roles, allowing resources (time and funding) for both. Note: details of financial implications will be explored further as the strategic planning process continues. p.6

20 Upgrade & Expand Facilities All facilities would be universally available to all guests (sleeping, bathing, recreation, meal service). This is a shift from being a friendly site to all populations while being ADA compliant to being a place where all areas are available to all guests, including guests with special needs. An example would be restrooms all facilities in all restrooms would be available to everyone. This likely will raise the quality level for all guests as a larger population base can use CCC, expanding revenue, and expanding potential reinvestment. 1. All facilities universally accessible by all guests: a months: i. Identify all areas that can immediately be improved to be more accessible, including a necessary budget ii. Identify professional firms that can conduct a land use plan and a master plan for the property. Define the project, secure funding for planning, obtain proposals from planning firms, contract with planners for process, and begin master planning work. b. Assignment: i. Property Task Force from Board and staff. Note: KALEIDOSCOPE will provide information to help define the project and process of land use/master planning. c. Resources needed: i. funding to address immediate concerns on the property, funding for master planning ($30-40k depending on the level detail and graphics that will be desired and needed for fundraising. Fee will also depend on previous work completed). d. 1-3 years: i. With master plan in place, develop a capital campaign to raise funds for the prioritized areas. The board will need to evaluate the capacity of potential funders (through informal conversation and likely a formal feasibility study) to identify the highest prioritization. Areas for consideration may include: new/expanded dining hall, replacing housing areas/cabins and bathhouses, additional program/meeting space, adding recreation areas). e. Assignment: Board task force with staff f. Resources needed: funds for any immediate upgrades, funds for master plan development, funds for developing fundraising plan g. 3-5 years: i. New core facility in place, likely a new dining and/or meeting building Financial Considerations: p.7

21 Assignment: develop a plan for immediate needs for funding (deferred maintenance, ongoing major maintenance, continued professional planning, capital campaigns and expenditures). The plan should consider training for the board in regard to their fundraising role and staff roles, allowing resources (time and funding) for both. Create Leadership & Structure for Growing Organization (staff, volunteers and board) There are four primary areas to explore; 1) board training as a not-for-profit board; 2) creating written policies for board and staff; 3) creating a structure for MPH to receive funding and gifts from organizations that typically cannot fund church related organizations; 4) develop a staffing structure to support the expanded initiatives. 1. Board training as a not-for-profit board a months i. Develop schedule of board training (with learning from Oklahoma Center for not-for-profit). Each board meeting should have a component of training. ii. Establish a functioning board governance committee. b. 1-3 years i. Continue board training, including orientation for new members (history, reports, roles, strategic planning and visioning) ii. Recruit board members to fill various roles/skill sets needed for the board. Recruit members with history of NFP board experience. c. 3-5 years i. Conduct evaluation (with local resource or internal resources) to evaluate the board effectiveness and potentially to evaluate board members (self-rating tool) to ensure growth in leadership. d. Assignments: Board leadership to create process for leadership training. Board Governance Committee to live into the details of the plan e. Resources needed: Funding for local board training as necessary, and possibly membership with a resource group such as Board Source 2. Review and edit bylaws to reflect strategic plan initiative and create written policies for board and staff a months i. Identify the policies that are needed for both staff use and board use. Record and collect the common practices/policies that are in use presently, even if not in writing. Gather examples from other centers, professional organizations like ACA, CCCA, IACCA or NFP resource groups such as Board Source. KALEIDOSCOPE, inc. can also provide examples of many policies (the consultants have examples from various centers for board p.8

22 and staff policies that can be provided upon request as you determine which policies remain to be implemented) ii. Ask legal counsel to review policies and adopt the initial policies for implementation. Create a schedule and process for creating any additional policies. b. Assignments: board task force review and recommend immediate changes to the board c. 1-3 years i. Write and approve remaining policies not immediately implemented. ii. Implement by-law changes d. 3-5 years i. Annual review all policies (both staff and board) ii. Annual review of by-laws e. Assignments: i. Staff record policies for staff AND suggest draft policies for implementation ii. Board leadership should record policies for board operation (with assistance from staff) and suggest draft policies for implementation f. Resources needed: funding for legal counsel assistance for reviewing by-laws & policies 3. Create a structure for MPH to receive funding and gifts from organizations that typically cannot fund church related organizations. a months i. Hire legal counsel to research legal, tax, organizational implications and procedures to allow organizations to fund the mission and program to the special needs population (as they cannot presently fund ministry and church-related organizations). ii. Begin implementation with the board with necessary approvals for each step. iii. Begin to create gift/cultivation and fundraising plan to be ready when the new structure is in place b. 1-3 years i. Approve new structure and begin fund drive specific to new programs and/or facility projects (AFTER master plan is in place) c. 3-5 years i. Continue fund drive (donor cultivation, continuing relationships) ii. Annually assess current facility conditions and necessary upgrades for guest/program needs d. Assignments: board leadership and lead staff research legal procedures e. Resources needed: funds for legal advice, process, and implementation, funds for creating fundraising plan f. Considerations: i. CCC will need to develop a communication plan for constituents and guests p.9

23 4. Develop a staffing structure to support the expanded initiatives a months i. Review staffing responsibilities presently to assign the present roles and the expanded initiatives in the strategic plan 1. Create position descriptions for all current positions ii. Create staffing model for board consideration iii. Develop the 2012 operating budget to include the expanded staffing model b. 1-3 years i. Develop an accountability/review model for each of the key staff (Board for Executive Director, Executive Director for rest of staff team) ii. Implement the new staffing model iii. Begin succession planning for key leadership roles c. 3-5 years i. Create annual review of staffing model (roles) and position descriptions d. Assignments: i. Staff review present roles and additional responsibilities included in plan. Board review and fund. e. Resources needed: Likely expanded staff funding in the 2012 budget f. Considerations: i. A future model to consider for the lead staff may be: 1. Executive Director: primary role as fundraiser, public face of Center, supporting board initiatives 2. MPH Director: working with all MPH programs 3. Retreat Director: working with all other groups, including DOC groups 4. Business Manager: overseeing the administrative day to day operations 5. Facilities Manager: oversees property and facility Strategic Learning & Planning as Model of Continued Growth Strategic planning cannot be a static, one time process, but rather an ongoing process as a part of the rhythm of the organization. 1. Develop an ongoing planning model a months i. Add to the board agenda an update on the present strategic plan, assignments, and necessary edits. This should be a time of review and a time for accountability for the process (both board and staff). ii. Develop a mission statement to reflect the primary purpose of Central Christian Camp. Describe the reason the organization exists. p.10

24 b. 1-3 years i. Continued review (including orientation for new members) ii. Annual session dedicated to updating the document and discussing new initiatives. Ongoing planning is the only agenda for this annual board meeting as each section is reviewed and updated. c. 3-5 years i. Continued review and annual dedicated session of planning ii. Consider an outside assessment of the operation and for leading an updated strategic planning process. d. Assignments: board leadership consider agenda and leadership for this section of the agenda (may be board or staff led facilitation, but needs to be the board s plan) e. Resources needed: board agenda time at each meeting and annual focused meeting (not necessarily an additional meeting) Funding Considerations: funding for outside facilitation, if desired. Funding the Mission & Program Many of the initiatives listed above require resources of staff, board members and volunteers. Resources necessary include staff time and funding. There are three areas of financial considerations for a camp and retreat centers: 1. Operational funding (annual budget funds for day to day operations) 2. Major maintenance funding (including catching up on any deferred maintenance) 3. Capital funding (for any new projects) Note: see the Maintenance to Capital Continuum in the supporting information. Each of these areas must have a plan for how they will be funded. The decisions about funding policies are board decisions with both board and staff implementation. Operational Funding The annual operating budget at Central Christian Camp has been funded by two different sources, guest fees and gifts/contributions/earned income. Roughly 65% of the 2010 operating budget was funded by guest fees with the remaining 35% funded by gifts/contributions/earned income. The gift income was comprised from: Individual contributions (both MPH and DOC constituents) DOC church contributions Income from endowments Fundraising events (OCCRA races, Frontier City) Presently there is not a policy for the level of subsidy to guests/programs that is desired, nor is there a strategy for raising funds. Many generous donors have provided gifts. p.11

25 NOTE: Increasing attendance for any of the programs will require additional funds to be raised to provide the subsidy to fund the difference between the guest fee AND the actual cost of the event. Recommendations regarding operating income: 6-12 months: 1. Through a financial analysis, define the level of subsidy provided for each program area. 2. Determine the level of income desired for each participant to pay to attend CCC programs. This level may vary depending on program, but should be a target for each guest. 3. Create an annual plan to raise the funds for operating expenses not covered by guest fees. 4. Determine the necessary staffing level needed to provide services to guests AND provide the leadership necessary for the organization to live into the future. 1-3 years / 3-5 years: 1. Conduct an annual study to determine the cost per guest per program area. 2. Develop annual goals for fundraising for operating expenses that are to be subsidized. 3. Consider creating endowment funds to provide ongoing support for program scholarships for each primary program area. Staff Considerations The present staff have full portfolios of work. Each of the key staff will be challenged to take on additional responsibilities. The board needs to identify the key roles they wish the staff to fulfill, help prioritize the staff responsibilities and fund additional positions as necessary. Major Maintenance Funding Expenses for major maintenance projects can create a large gap in an operating budget for a Center the size of CCC. While it is important to plan for replacing key units (HVAC, roofs, coolers, etc.), these large expenses may not be able to be funded by the annual budget OR when these expenses happen unexpectedly. Recommendations for major maintenance planning and funding: 6-12 months 1. Review major maintenance schedule and/or plan for replacement of key components of each facility. 2. Create budget estimated funding needed for yearly major maintenance expenditures. 1-3 years 1. Establish endowment fund for upcoming projects. Many Centers will set aside 10% of capital fundraising toward an endowment fund for ongoing major maintenance needs for new facilities. 3-5 years 1. Review annual goals and projects for major maintenance funding p.12

26 Capital Funding Any new development requiring capital funding will necessitate a comprehensive funding approach with leadership from the Board. The Board may decide to seek outside counsel for fundraising. The staff should provide administrative support (tracking gifts/pledges, data entry). As recommended, a staff member may have primary responsibility for development, but the board will serve as the key drivers of any campaign. It will also be imperative that all board members participate in annual and special capital projects. Implications Without a specific plan and implementation of new funding initiatives in all three areas, expansion and growth of the operation will suffer. Future Considerations Central Christian Camp is to be commended for reaching into new markets and defining a niche to serve the community most effectively. Creative and bold leadership allowed the operation to remain healthy, focused and ready to plan for an exciting future, all the while staying faithful to the roots of the organization. The challenge for board and staff leadership will be to remain focused and driven to provide the most effective, life-changing experience possible to guests of all abilities. As the experience (program, leadership, facilities, financial considerations) improve the quality of the product will improve for all guests. Goals and growth needs to be projected annually, measured with appropriate accountability for staff and volunteers, and continued planning. Thank-you for the opportunity to work with Central Christian Camp and the Make Promises Happen program. It will be our pleasure to continue to see the growth of this important outreach organization. ~The Kaleidoscope Team p.13