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  • 20 Nov 2024 9:12 PM | Jen Burch (Administrator)

    On November 15, 2024, the U.S. District Court for the Eastern District of Texas struck down the Department of Labor’s (DOL) regulation that raised the salary threshold for white-collar overtime exemptions. This ruling nullifies both the increase that took effect on July 1, 2024, and the planned increase scheduled for January 1, 2025. The threshold now reverts to $35,568 annually, retroactively applied as of July 1. This decision may have organizations wondering if they should reconsider their recent adjustments to staff compensation. 


    Read more about the reversal here, here, and here


    Many of our UMCRM camp and retreat organizations worked diligently to comply with the now-invalidated FLSA updates, making significant changes to salary structures to meet the July 2024 threshold of $43,888. These changes demonstrated a commitment to fair compensation and the well-being of staff.  


    As this ruling rolls back salary requirements, it may be tempting to reverse recent adjustments. The UMCRM Association encourages our member ministries to view it instead as an opportunity to reinforce your commitment to fostering healthy work environments. Maintaining or enhancing the compensation levels established these past several months not only demonstrates your organization’s values but also strengthens staff retention, morale, and program delivery, ultimately fostering deeper connections with campers and retreat guests.


    Leverage the OMC Salary Study

    UMCRM, in partnership with OMC (the Outdoor Ministries Connection), conducted a detailed salary and compensation study across 240 outdoor ministry organizations. The findings provide comprehensive benchmarks for roles ranging from Executive Director to Program and Maintenance staff. Key takeaways highlight the strong correlation between an organization’s annual budget and compensation levels, offering a critical framework for boards and leaders to evaluate and plan for equitable pay.  


    View the full report or explore the interactive tool 


    Utilizing the insights from the salary survey, you can ensure your staff's compensation is competitive, fair, and reflective of the work they do. Whether your budget is modest or robust, this study offers actionable guidance tailored to the diversity of our ministries.  


    Next Steps: 

    • For Directors and Executives: Engage with your board to review your organization’s compensation strategy in light of this ruling.  

    • For Boards: Access the OMC Salary Study to benchmark your pay scales and explore long-term adjustments that align with your mission and values.  

    • For Staff: Advocate for fair compensation by sharing this resource and its insights with your leadership teams.  

    While the regulatory landscape may shift, our commitment to the people who make ministry possible remains steadfast. This ruling provides an opportunity to double down on creating workplaces that nurture not just the spirit, but the livelihood of those who serve our ministries.  


    For more information about the OMC Salary Study or additional resources, please contact UMCRM. Together, let’s continue building strong and sustainable ministries.  


  • 20 Nov 2024 8:39 PM | Jen Burch (Administrator)


    Pictured, from lower left back row: Alan Rogstad (Pacific Northwest), Jason Boggs (Western NC), Jessica Gamaché (UMCRM Association), Arthur Spriggs (SC), Chris Schlieckert (Baltimore-Washington), Kevin Witt (Susquehanna, PA), David Berkey (MI), Bob Kahle (Great Plains), Apryl Miller (Eastern PA) ; from lower left, front row: Nancy Lane (IL Great Rivers), Todd Bartlett (OR-ID), Sharon Pajak (Desert Southwest), Dail Ballard (NC), Ann Marie Carley (West OH), Mary Thompson (Holston), Brooke Bradey (NY), Gary Lawson (TN-Western KY), Corey Jones (FL), Keith Shew (Dakotas-MN), and special  guests Lee Padgett (retired), Kevin Johnson (UMC Discipleship Ministries) at the Scarritt Bennett Center, Nashville, TN, November 2024



    The 2024 Summit was a well-timed gift, hosted last week at the Scarritt Bennett Center in Nashville, TN. This was my second time attending the Summit as a Conference Chairperson and I have come to experience these gatherings as welcome places of mutual learning and support. This year’s Summit offered a diverse slate of presentations and activities from participants and ministry partners. One of the highlights of the Summit format for me is the peer-led TED Talk style presentations. This year’s talks included a ‘poetic ode’ to the often-misunderstood UMC Trust Clause, an overview of one participant's experience in leading through a strategic planning process, as well as a presentation and discussion about renewal leave and its benefits to leaders and their ministries.


    We also had the opportunity to hear from several ministry partners. Lee Padgett presented on a strategic conversation that he had with Bishops at a recent gathering. His conversations focused on the relationship of Camp and Retreat Ministries with the wider vision of the United Methodist Church. We were tasked with listening for “aha” moments and discovered places of alignment and opportunities for sharing information in our own contexts about how Camp and Retreat Ministries are actively participating in the mission of the United Methodist Church.


    One of our final gatherings welcomed partners from Discipleship Ministries. Panelists presented on their work and helped to foster a renewed sense of mutuality in relationship to the work of United Methodist Camp and Retreat Ministries. The learning content of this year’s Summit highlighted the value of our connection and the relationships fostered by this gathering help to make it tangible.


    The building and nurturing of relationships is the primary outcome for me in this moment. The relationships fostered during my first Summit experience (in 2023) proved to be an invaluable gift to my own ministry. These relationships provided a great deal of support and a wealth of knowledge to call upon in key moments throughout the year. As I emerge from this year’s Summit, I again feel a sense of support from the time spent together and look forward to continuing to grow in and through these relationships and

    the gift of UMCRM.






    Rev. Jason Boggs is a provisional elder in the Western North Carolina Conference of the UMC and chairs the Council on Camp and Retreat Ministry. He has served for many years in various camp staff and volunteer roles, in youth ministries, and currently pastors a thriving charge.




    *photo credits: Dail Ballard

  • 13 Nov 2024 9:46 PM | Jen Burch (Administrator)

    In 2006, Time Magazine named their annual “Person of the Year” in an unconventional manner. Noting the sudden rise of social media, YouTube, and other content creators, the cover of the magazine didn’t have a photo of a person, but instead had a picture of a computer screen that declared “You” as the person of the year.


    If this is the first you’ve heard of this award you’ve won, congratulations!


    We’d like to propose a different angle on this award as we think about the upcoming National Gathering. Allison and I have been a part of the planning process for two of these events now and a common thread always arises in our meetings.


    More than the speakers, the location, workshops, vendors, and everything else, the key component of every event is our community. All of the other components certainly add value, but they are really just the context for the conversations we have with each other.


    When we hear an amazing speaker, we gather to share how it may have encouraged a new way forward for our ministry. We attend workshops where we hear thoughtful questions and comments from colleagues, giving unique perspectives to the topic at hand.


    Isn’t this true at our camps and retreat centers as well? For all the planning and effort we put forth in an amazing program, we all know the success of our programs can rise and fall with the staff and campers who are present each week. Having a week filled with returning campers always reminds us that the program could fade totally away and they would still have the best week of their summer.


    The community we have in our organization is special. We have a wide range of experience, perspectives, and insights. To be that robust community takes all of us. For those who are new to this career, you can hear common experiences from fellow new leaders and the long-view wisdom from veteran camp and retreat ministry pros. Conversely, if you have been doing this for a while, isn’t it always good to hear the bright optimism and enthusiasm of those who are just wrapping up their first couple of summers?


    If you have never been to a UMCRM National Gathering event before, we invite you to join us in Texas in January. We are confident this is a community that can help you both grow professionally and encourage you personally. 


    If you have been to a National Gathering and haven’t registered yet…we understand. Your schedule is endlessly full and “one more thing” is easy to put off for another day. But consider this as doing something for yourself as well. For all the deadlines that loom, could this be a countdown on your phone that you can look forward to as an oasis? It’s helpful to our planning team to know that you’re coming, and your registration fees may be paid in the new year if needed. We encourage you to sign up today, and hope you will bring fellow staff members and a few board members or volunteers, as well.


    While we can’t promise a Time Magazine cover, the truth of that sentiment can still apply in a way. The most important part of the UMCRM and the National Gathering is certainly “You,” but even more, we like to think it is about “Us.” A community called to ministry in beautiful, unique, quiet settings that are set apart so God can move in the lives that seem immovable. We are blessed to steward these “WonderFull” places. Let’s gather together to remind each other of that blessing this January!





    Nick Coenen has served as the Director of Pine Lake Camp in the Wisconsin Conference since 2005. He is Co-Chair of the 2025 National Gathering Design Team along with Allison Doyle from Lakeshore Camp (TN). His ministry is fueled by the love of Jesus, his amazing spouse Jamie Coenen, and Count Chocula cereal.



  • 02 Oct 2024 10:28 PM | Jen Burch (Administrator)


    The United Methodist Camp and Retreat Ministries (UMCRM) community has long recognized the profound impact that summer staff have on the life and vitality of our camps and retreats. These young adults bring passion, energy, and fresh ideas to our ministries, making them invaluable members of our teams. As we look toward the future, we see these young people being the next generation of camp and retreat leaders who will shape our collective ministry. Right now, we have the opportunity to lift up these leaders and strengthen their connection to these holy spaces that God has called us to steward. As part of this effort, we are excited to share a new initiative designed to deepen their experience and connection within the broader UMCRM network: the National Summer Staff Exchange Program.


    What is the National Summer Staff Exchange Program?


    Scheduled to launch with a pilot in the Summer of 2025 and full implementation planned for Summer 2026, the National Summer Staff Exchange Program is designed to broaden the horizons of summer staff by connecting them to the wider UMCRM community. This program will allow participants to work at different camps across the country, experiencing the diversity and shared mission of our ministries firsthand.


    Through this exchange, summer staff will have the opportunity to be a part of the camp experience at a variety of locations. It’s more than just a chance to travel—it’s an invitation to become part of a larger movement, helping them see their role as integral to a collective ministry effort. By the end of their summer exchange experience, these young leaders will have a broader understanding of the impact they can have in camp and retreat ministries and how their unique skills and passions can contribute to meaningful, lifelong work.


    Why is This Initiative Important?


    This initiative is a key part of UMCRM’s strategic vision to create a comprehensive professional development pathway for students, non-executive staff, and leaders from diverse backgrounds. The program offers a unique opportunity for summer staff to work at different camps, experiencing new ministry settings and approaches that broaden their understanding of the field. By being exposed to different environments and methods, participants will gain a deeper appreciation for the shared mission and values that unite our UMCRM network. This broader perspective not only enhances their professional skills but also strengthens their connection to the larger camp and retreat ministries community.


    The National Summer Staff Exchange Program is designed to do more than just develop skills—it’s about inspiring young leaders to see themselves as part of a larger movement. When participants see how their work at their home camp connects to the bigger picture, they’re more likely to envision a future within our community. By June 2027, our goal is that at least 75% of non-executive association members will report improved career development opportunities. With this program, we are laying the groundwork to achieve that goal by nurturing a sense of purpose and commitment among young staff, encouraging them to pursue meaningful, lifelong careers in camp and retreat ministries.


    How UMCRM Members Can Get Involved


    To successfully launch the National Summer Staff Exchange Program, we need input and collaboration from a diverse range of UMCRM sites. This fall, we are assembling a task force to design the program framework. We invite members who are passionate about developing young leaders and who are committed to enriching the camp experience to consider joining this task force. 


    The task force will be responsible for:


    • Logistical Coordination: Designing the platform and processes for site exchanges, including participant matching, housing, and scheduling.

    • Participant Support: Establishing guidelines and resources to ensure a positive and enriching experience for all involved.

    • Program Goals: Defining the core goals and outcomes of the exchange program to align with UMCRM’s strategic vision.


    Task force members will also have the unique opportunity to serve as pilot sites for the first year of the program. This hands-on involvement will provide crucial insights and help shape the program’s success.


    Why Your Involvement Matters


    The task force’s work will lay the foundation for a transformative experience that can shape the future of United Methodist Camp and Retreat Ministries. As a task force member, you’ll be contributing directly to the growth and development of our young leaders and helping to build a sustainable future for our ministries.


    Your camp’s unique perspective is vital. Each of our sites has something special to offer, and bringing together a diverse group ensures that the exchange program reflects the full richness of the UMCRM community. By participating, you’re not only enhancing the professional development of summer staff but also strengthening the connections that bind our network together.


    Next Steps: Join the Task Force


    If you are interested in being part of this exciting initiative and serving on the task force, please reach out to UMCRM’s Director, Jessica Gamaché at jessica.gamache@umcrm.org. We encourage participation from camps of all sizes and locations to create a truly diverse and representative task force.


    Together, we can provide our summer staff with an experience that broadens their horizons, deepens their commitment to camp and retreat ministries, and inspires them to consider this work as a meaningful career path. Let’s build something extraordinary, starting now.


    Join us in creating a brighter future for UMCRM and the young leaders who will shape it.


    For more information or to express interest in joining the task force,

    please contact jessica.gamache@umcrm.org



  • 18 Sep 2024 10:13 PM | Jen Burch (Administrator)

    At the heart of United Methodist Camp and Retreat Ministries (UMCRM) is a commitment to listen, learn, and grow together. This month, the UMCRM Association Board established a set of strategic initiatives designed to shape the future of our community over the next three years. These initiatives, grounded in feedback from our members, reflect the collective vision of our camp and retreat leaders' network.


    In the spring of 2024, we conducted a survey to capture your insights, experiences, and hopes for the future of UMCRM. The results of this survey were instrumental in shaping our new strategic directions. (View the survey results)


    In this blog, we will highlight how your voices influenced these initiatives and why your involvement is crucial to their success. Together, we can build a stronger, more connected, and more impactful UMCRM community.


    1. Leadership Development: Building a Comprehensive Pathway for All


    Goal: By June 2027, UMCRM will create a comprehensive professional development pathway for students and non-executive staff, especially those from culturally and ethnically diverse backgrounds. The initiative aims to ensure that at least 75% of non-executive members report enhanced career development opportunities within camp and retreat ministries.


    Leadership development emerged as a key priority from the survey. Many members expressed a desire for more robust training opportunities and certification options beyond the traditional roles. You asked for diverse and meaningful pathways for professional growth that reflect the evolving needs of camp and retreat ministries.


    How Your Feedback Shaped This Initiative:

    • Expanded Certification Opportunities: Respondents highlighted the need for more certification tracks that go beyond the traditional Director role. To address this, we are working to introduce new certification tracks in areas such as fundraising, marketing, food service, hospitality, etc., starting in October 2025. This initiative directly responds to feedback about recognizing the unique contributions of various roles within our camps, such as maintenance, food service, and administrative roles.

    • Increasing the Value and Rigor of UMCRM Certificate Program: You told us that the value of certification needed to be elevated, with more rigorous standards and ongoing education requirements. As a result, we will be moving toward increasing the requirements for achieving and maintaining the UMCRM Certificate by adding proficiencies, applicable hours, and continuing education requirements starting in 2026. This will ensure that our certification reflects high standards and professional excellence, addressing concerns raised in the survey about better equipping leaders for the future.

    • National Summer Staff Exchange: The development of a new National Summer Staff Exchange Program will be designed to broaden the horizons of summer staff by connecting them to the wider UMCRM network. By working at different camps across the country, participants will experience the diversity and shared mission of our ministries, helping them see their role as part of a larger, impactful movement. This exposure aims to inspire them to consider a career in camp and retreat ministries by showing how their skills and passions can contribute to meaningful, lifelong work. The program is scheduled to launch in Summer 2025 with a pilot, followed by full implementation in Summer 2026, providing training and support to foster a positive and enriching experience.

    2. Advocacy: Amplifying Our Voice and Impact Together


    Goal: By December 2026, UMCRM aims to enhance advocacy efforts to showcase the value of camp and retreat ministries, ensuring that at least 80% of Annual Conferences recognize and support the impact of these ministries on their congregations and communities.


    Your feedback was clear: advocacy needs to be a stronger focus for UMCRM. Many of you mentioned the importance of advocating for our ministries, especially in a time of budget cuts and organizational transitions within the broader church. You emphasized the need for better communication with decision-makers and more robust tools for self-advocacy.


    How Your Feedback Shaped This Initiative:

    • Strengthening Relationships with Conference Leaders: Many respondents expressed the need for deeper relationships with Bishops, Directors of Connectional Ministries (DCMs), and other conference leaders. In response, we will immediately begin work to develop dedicated resources on the UMCRM website specifically for Conference leaders, aligned with the UMCRM 7 Foundations. We are also expanding our UMCRM Advisory Team to enhance support and advocacy efforts, starting in June 2025.

    • Organizing Advocacy Events and Building Stronger Networks: Respondents suggested more direct engagement with decision-makers through events and presentations. Starting in September 2025, we will organize advocacy events or luncheons at already established United Methodist Leadership Gatherings to facilitate direct interactions between camp advocates and conference leadership. This initiative aims to foster stronger support for our ministries within the church hierarchy, a need highlighted in many survey responses.

    • Creating Effective Advocacy Tools: You shared that advocacy efforts often feel disconnected or underutilized. We heard your call for practical, research-based tools that clearly communicate the value of camp and retreat ministries. To address this, we are developing a user-friendly advocacy document that synthesizes research findings on the positive impact of our ministries. This tool will be available by March 2025 and will be complemented by training sessions on how to use it effectively in presentations and communications.

    3. Networking: Enhancing Connection and Collaboration Across Our Community


    Goal: By May 2027, UMCRM aims to enhance networking and collaboration among its leaders by leveraging ecumenical partnerships and increasing jurisdictional-focused programs. The objective is to ensure that at least 90% of participants report a stronger sense of connectedness and professional growth.

    Networking was a recurring theme in the survey. Many of you highlighted the value of peer support, mentorship, and gatherings. You also expressed a desire for more opportunities to connect across jurisdictions and with ecumenical partners.


    How Your Feedback Shaped This Initiative:

    • Doubling Jurisdictional-Focused Programs: Survey respondents underscored the importance of jurisdictional connections for support and collaboration. To enhance these connections, we will double the number of jurisdictional-focused programs by December 2026. This will include quarterly, virtual peer-to-peer support opportunities within each of the five jurisdictions starting in February 2025, and a mentorship program pairing experienced leaders with emerging leaders by September 2025.

    • Strengthening Ecumenical Partnerships: Respondents also called for stronger ties with ecumenical partners and more collaborative initiatives. We will be developing and piloting initial partnership initiatives, such as joint training sessions and co-hosted events, in Fall 2025. This will help broaden and deepen networking connections among faith-based camp and retreat leaders, responding to feedback about the need to break down silos and work more closely with adjacent ministries.

    Get Involved: Your Participation Matters

    These strategic initiatives were shaped by you—our members—who have shared your insights, dreams, and concerns for the future of UMCRM. Now, we need your involvement to bring these initiatives to life. Here are a few ways you can participate:

    • Watch for opportunities to join a task force or working group as they form throughout the fall season: Contribute your expertise by joining a task force focused on developing new programs like the National Summer Staff Exchange or expanding certification tracks. Your unique insights will help shape these initiatives and ensure they meet the needs of our community.

    • Spread the word: Share information about these initiatives with your colleagues, Conference leaders, and supporters. 

    • Participate in new programs: Engage in programs and opportunities created by these initiatives, such as jurisdictional networking events, new certification tracks, or the summer staff exchange program. These programs are designed to enhance your ministry and strengthen connections across our network.

    The new strategic initiatives are not just about setting goals; they are about building a future together that reflects the collective wisdom, passion, and commitment of the UMCRM community. We are excited to embark on this journey with you, knowing that each of you plays a critical role in the success of our shared mission.


    Together, we can create a more vibrant, connected, and impactful UMCRM network. Let's turn these initiatives into action and continue to inspire, advocate, and lead with faith and purpose.


    Your voice matters, and your involvement is essential. Join us as we move forward, embracing the opportunities ahead and building a stronger future for camp and retreat ministries.



  • 04 Sep 2024 9:43 PM | Jen Burch (Administrator)


    Disclaimer: This article reflects information gathered from reputable sources including the U.S. Department of Labor, the UMC General Council on Finance and Administration (GCFA), and finance professionals. However, the content provided is for informational purposes only and should not be considered legal advice. For specific guidance on employment law or payroll management, please consult a qualified attorney or labor law expert.


    The recent changes to FLSA laws have underscored the complexity of managing payroll for camp and retreat staff, especially when work hours vary significantly throughout the year. In June, UMCRM provided resources to help ministry organizations navigate these changes. Now, we want to highlight an additional option for compensating employees that could benefit your ministry: the Fluctuating Workweek (FWW) method of calculating overtime under the FLSA. This method may offer a flexible and cost-effective solution for camp and retreat organizations. In this blog post, we will explain how camp and retreat leaders can understand and implement the FWW method for their ministry.


    What is the Fluctuating Workweek Method?

    The Fluctuating Workweek method allows you to pay non-exempt employees (those who qualify for overtime) a fixed salary each week, regardless of the number of hours they work, with additional overtime pay based on a simple calculation when they work more than 40 hours in a week. This method is especially helpful in camp and retreat settings, where hours can be long and intense during the summer but drop off significantly during the off-season.


    Key Points to Remember

    1. Fixed Weekly Salary: Employees receive a steady weekly salary that does not change even if their hours fluctuate from week to week.

    2. Overtime Calculation: If an employee works more than 40 hours in a week, they are paid extra, but at a half rate of their regular hourly wage for that week. The regular hourly wage is calculated by dividing their weekly salary by the total number of hours worked that week and thus will vary from week to week.

    3. Agreement with Employees: There must be a clear understanding between you and your employee that their salary covers all the hours they work each week, no matter how few or many.

    4. Variable Work Hours: This method is only for employees whose hours change week by week. If someone works the same hours every week, this approach is not an option.

    Steps to Implement the Fluctuating Workweek Method in Your Camp or Retreat Ministry


    Here’s a simplified breakdown to help camp and retreat ministry leaders implement the FWW method:


    1. Identify Eligible Staff

    Start by determining which of your team members are eligible for the FWW method. Non-exempt employees, like facilities directors, hospitality coordinators, or program directors, can benefit from this approach. Remember, only employees who qualify for overtime under the FLSA can be paid using this method.

    • Ensure Hours Fluctuate: Make sure that the employees’ work hours change from week to week. This method works well for roles that experience seasonal shifts in workload.

    • Get Employee Consent: It’s important to have a written agreement where the employee understands and agrees to the fluctuating workweek arrangement, including how overtime will be calculated.

    2. Set a Fixed Salary

    You’ll need to decide on a fixed salary that will cover all the hours an employee might work in a week, ensuring it’s enough to meet or exceed minimum wage requirements.

    • Estimate Maximum Hours: Think about the busiest time of year. For example, a facilities director might work up to 60 hours a week during the summer season when the camp is at full capacity.

    • Calculate Minimum Salary: At the federal minimum wage of $7.25 per hour, the minimum salary for a week with 60 hours would be $435 (60 * $7.25). This ensures that the employee always earns at least the minimum wage, even when their hours are high.

    3. Calculate Overtime Pay

    Under the FWW method, overtime pay changes depending on how many hours the employee works each week:

    • Determine the Regular Rate: The regular hourly rate for the week is calculated by dividing the fixed weekly salary by the total hours worked that week.

    • Calculate Overtime Pay: Overtime is then paid at half the regular rate for all hours worked over 40 in a week. For example, if your hospitality coordinator works 45 hours in a week and their salary is $435, the calculation would be as follows:

      • Regular Rate: $435 / 45 = $9.67 per hour.

      • Overtime Pay: 5 hours of overtime at $4.84 per hour (half of $9.67) equals $24.17.

      • Total Pay for the Week: $435 (salary) + $24.17 (overtime) = $459.17.

    4. Keep Accurate Records

    While employees under the FWW method receive a fixed salary, it’s crucial to keep track of the actual hours worked each week to ensure the correct overtime is paid.

    • Track Hours Carefully: Use a reliable system to track hours worked each week. This is not only a good practice but also necessary for accurate overtime calculations.

    5. Stay Compliant with Laws

    Before diving into the FWW method, make sure it complies with both federal and state labor laws. While this method is allowed under federal law, some states have additional regulations on overtime and minimum wage.

    • Check State Laws: Some states may have restrictions or different rules regarding the FWW method. It’s always good to check with a labor law expert or consult your state’s labor department for guidance.


    Specific Challenges for Camp and Retreat Ministries


    Camps and retreats have unique challenges when it comes to managing employee hours:

    1. Seasonal Fluctuations in Workload: During summer months, roles like facilities directors and hospitality coordinators may easily exceed 40 hours a week. This is when you will need to calculate overtime pay under the FWW method. However, during off-peak months in the winter, the same employees might work significantly fewer hours. The FWW method allows you to balance these seasonal variations without constantly renegotiating pay.

    2. Long Summer Hours: Employees working long hours in the summer need to feel their compensation is fair and understandable. By clearly explaining how their salary and any additional overtime are calculated, you can help them feel more secure and valued.

    3. Staff Morale and Communication: Employees, especially those deeply involved in ministry work, should understand that the fixed salary is meant to provide stability. Clear communication is key to maintaining morale and trust, ensuring everyone understands how their compensation works.


      Practical Examples for Your Ministry Team


      To make this more concrete, let’s look at some real-life scenarios in camp and retreat settings:


      Example 1: Facilities Director with Fluctuating Weekly Hours

      Your facilities director is paid a weekly salary of $435, with the assumption that their maximum workload could be up to 60 hours a week during peak summer months. Here’s how it works in practice:

      • Last week of summer camp: The director works 50 hours.

        • Regular Rate: $435 / 50 = $8.70 per hour.

        • Overtime Pay: 10 hours (hours over 40) at half the regular rate ($4.35) = $43.50.

        • Total Pay: $435 + $43.50 = $478.50.

      • First week of retreat season: The director works 34 hours.

        • Regular Rate: Since there is no overtime, the pay remains at the fixed salary of $435.

      This example shows how the pay can fluctuate depending on the hours worked, while the base salary remains steady.


      Example 2: Hospitality Coordinator Working Varying Hours

      Your hospitality coordinator is paid a fixed weekly salary of $600. During the peak season, their hours can vary greatly:

      • Week 1: The coordinator works 48 hours.

        • Regular Rate: $600 / 48 = $12.50.

        • Overtime Pay: 8 hours at $6.25 (half-time) = $50.

        • Total Pay: $600 + $50 = $650.

      • Week 2: The coordinator works 45 hours.

        • Regular Rate: $600 / 45 = $13.33.

        • Overtime Pay: 5 hours at $6.67 (half-time) = $33.35.

        • Total Pay: $600 + $33.35 = $633.35​.

      Tips for Smooth Implementation

      • Train Your Payroll Staff: Make sure those handling payroll understand how to calculate overtime under the FWW method and are up-to-date on relevant laws.

      • Communicate Clearly with Employees: Regularly explain to your staff how their pay is calculated, especially in roles where hours fluctuate seasonally.

      The fluctuating workweek method can provide a fair and flexible approach to managing payroll for employees in camp and retreat ministries. It helps balance the long hours of summer with the shorter hours of winter, ensuring your facilities directors, hospitality coordinators, and other key staff are compensated appropriately and in compliance with the law. By understanding the basics, communicating clearly, and staying organized, ministry leaders can simplify payroll while maintaining a fair and supportive work environment.

      For more detailed information on the fluctuating workweek method, check out the guidelines provided by the U.S. Department of Labor​.



      Bonus: What the Fluctuating Workweek (FWW) Method is NOT


      While the Fluctuating Workweek (FWW) method can be a helpful tool for managing payroll at camp and retreat ministries, it’s important to understand what it is not. Misunderstanding how the FWW works can lead to incorrect payroll practices, potential legal issues, and confusion among staff. Here are some common misconceptions about the FWW method and what it does not allow:


      1. FWW is NOT a Way to Avoid Paying Overtime

      A common misconception is that if an employee works 45 hours in one week, you can simply reduce their hours to 35 the following week to "balance out" the time and avoid paying overtime. This is not how the FWW method works. Under the Fair Labor Standards Act (FLSA), overtime pay is required for any hours worked over 40 in a single workweek, regardless of how many hours are worked in the next week. The FWW method still requires that employees be paid overtime for those extra 5 hours at half the regular rate for that specific week.

      Key Point: Each workweek is treated independently for overtime purposes. You cannot average the hours over two weeks to avoid paying overtime.


      2. FWW is NOT a Fixed-Rate System for Every Hour Worked

      The FWW method does not mean that you pay a single rate for all hours worked, regardless of how many hours an employee works in a week. Employees must still receive their fixed weekly salary plus half-time pay for every hour over 40. For example, if your hospitality coordinator works 45 hours in a week, you must calculate their regular hourly rate for that week based on their fixed salary and pay an additional half-rate for the 5 hours over 40.

      Key Point: Hourly overtime pay rates vary by week since overtime under FWW is paid at half the regular hourly rate for each hour over 40 in a given week.


      3. FWW is NOT a Method to Reduce Salaries When Employees Work Fewer Hours

      Some may think that if employees work fewer hours in a week, they should be paid less. However, under the FWW method, the salary remains fixed regardless of how few or many hours an employee works in a week. If a program director works 38 hours in one week, they still receive their full fixed salary. The only adjustment occurs when calculating the overtime rate for weeks where hours exceed 40.

      Key Point: Employees must receive the agreed-upon fixed salary for all hours worked each week, even if they work fewer than 40 hours.


      4. FWW is NOT Suitable for Employees with Fixed Weekly Hours

      The FWW method is designed for employees whose hours fluctuate from week to week. It does not apply to staff who work the same number of hours each week. For instance, if a camp administrator consistently works 40 hours every week, they should not be compensated using the FWW method, as their hours do not vary.

      Key Point: The FWW method is only for employees with genuinely fluctuating work hours.


      5. FWW is NOT a Simple Pay Structure for All Employees

      The FWW method requires careful calculation each week to determine the correct overtime pay. It is not a "set it and forget it" system. Payroll staff need to be well-trained to calculate the varying overtime rates based on the fluctuating work hours and the fixed salary.

      Key Point: The FWW method requires diligent record-keeping and accurate payroll calculations to comply with FLSA rules.



    1. 27 Aug 2024 11:36 AM | Jen Burch (Administrator)

      The UMCRM Association continues to celebrate completed Ministry Impact Grants this week on the blog. Last year, we were blessed to distribute $1.7 million in grants, funding 68 United Methodist camp/retreat ministry projects across the country. The common theme of this week’s projects is that they are the kinds of needs that can be hard to fund. However, it is indisputable that a good night’s sleep on a nice mattress can make or break one’s quality of life! Yet replacing mattresses at camp is a costly and time-consuming undertaking so it’s a project that sometimes gets deferred. This twelfth installment of Ministry Impact reports features five projects, completed at Camp Innabah (PA), Grand Mesa (CO), Hinton Center (NC), Mingus Mountain (AZ), and Wesley Woods (PA). Read the stories and join with us in giving thanks for these completed projects that will greatly enhance the guest experience these ministries provide.



      Learn more about the 2023 Ministry Impact Grants


      UMCRM will be celebrating completed projects in this ongoing series until all of the 2023 grant recipients have been featured. View previous project reports



      Camp Innabah (Eastern PA) - Health Care Upgrades


      nurse's quarters InnabahThe Ministry Impact Grant enabled Camp Innabah to improve the living quarters and bathroom for summer camp volunteer nurses housed in the 90-year-old Farmhouse building. The renovated bathroom, new flooring, and fresh paint have made the health care space more welcoming and sanitary. Goodbye to the 30+ year-old carpet!



      Grand Mesa Camp (Mountain Sky, CO) - Mattress Match and Chapel Ramp


      mattresses at Grand Mesa


      The grant award has increased the vitality of Grand Mesa Camp and renewed hope in the future of the ministry. The chapel ramp project provided an opportunity to develop relationships with several local contractors and to learn how to address the challenge of building and renovation in the camp’s remote region. 


      The second part of the grant-funded project was a fundraising and Adopt-A-Building campaign. The marketing team created an email, mailing, and social media campaign to reach churches, congregation members, campers and families, current and former camp staff, and alumni. Supporting churches received single-slide ads to be shown before or after service and a 5-slide presentation for use in worship. Altogether, this marketing blitz enabled the Camping Association to raise 73% of its funding goal by the end of the year; well underway to complete their goal in 2024. The Mattress Match initiative helped the camp to develop donor relationships and create momentum for a more sustainable ministry into the future.




      Hinton Rural Life Center (NC) - Mattress Replacement


      The grant allowed Hinton Center to purchase 97 new mattresses and mattress covers in the guest quarters that house Summer Mission volunteers, retreat guests, and confirmands in Hinton's Confirmation Retreat program. These badly needed improvements have been enthusiastically received by guests. We give thanks for the significant improvement in the comfort, cleanliness, and retreat renewal experience for Hinton's guests.




      Mingus Mountain Camp (Desert Southwest, AZ) - Kitchen Equipment


      tilt skillet Mingus kitchenGrant funding has enabled the food services ministry at Mingus Mountain to provide higher quality food, save money, and serve guests with increased hospitality. The new slicer helps in preparing fresh meats, cheeses and produce. The tilt skillet/brazier enhances cooking French toast, grilled cheese, soups, chili, hot dogs, scrambled eggs and more for larger groups. The staff has already been receiving great feedback: "Wow-the food is excellent and filling!" "The food was absolutely fantastic!” With care and maintenance, this investment will serve Mingus’s guests and campers for the next generation.




      Wesley Woods Camp (PA) - Bunks and Mattresses


      Wesley Woods PA bunksNow the nicest beds in camp, new bunks and mattresses replaced the ones that had outlived their usefulness at Wesley Woods. Guests are able to experience greater hospitality and good night’s rest. The new bunks also gave the space a needed facelift. 



    2. 14 Aug 2024 7:09 PM | Jen Burch (Administrator)


      The UMCRM Association is delighted to highlight more Ministry Impact Grants this week on the blog. Last year, we were blessed to distribute $1.7 million in grants, funding 68 United Methodist camp/retreat ministry projects across the country. This week's featured projects all engaged professional services for expert advice and strategy support. Whether creating a fresh marketing plan or engaging a strategic planning process, these ministries invested in a sustainable future. Bringing in new perspectives and expertise can prove invaluable to help envision new possibilities and make needed change in an organization. This eleventh installment of reports features six projects, completed in the Western North Carolina Conference, Great Plains Conference, Pacific Northwest Conference, Grand Mesa Camp (CO), Mountain Sky Conference, and Camp Magruder (OR).


      Learn more about the 2023 Ministry Impact Grants


      UMCRM will be celebrating completed projects in this ongoing series until all of the 2023 grant recipients have been featured. View previous project reports



      Western North Carolina Conference Council on Camps & Retreats - Collaborative Marketing Program

      WNC bonfire poster


      Three Western NC camps were given the unique opportunity to collaborate with Cube Creative for an entire year to rebuild websites, engage in targeted online marketing techniques, and redesign and purchase promotional materials. Together the camps launched a robust campaign at Annual Conference, including giveaways, raffle, bonfire and worship, and a Friday fun night with games and bounce house. 


      Each of the sites implemented long-dreamed-of marketing initiatives, and the Council’s preliminary research work has engaged beneficial networking and relationship building with key stakeholders. The ongoing data and research tools are in place to help the Council continue to develop marketing strategies and physical resources for sustainable camp ministry across the conference. This investment is expected to continue bearing fruit for years to come.



      Great Plains Camps - Marketing


      Leaders of the five camps across Kansas and Nebraska met with two nationally-recognized camp marketing professionals every other week for over a year to explore best practices to promote camper retention and recruitment. Registration trend data informed the implementation of new strategies, from an improved marketing timeline to evaluation processes for staff, campers, and families. Staff learned the value of scripting out tours and programs to seize opportunities to help people grow. The consultants helped to compare programs and communication plans with other industry best practices. The process motivated and equipped all involved to strive for continual improvement. This initiative already bore fruit in this camping season: enrollment was up for all five of our camps with no increase to the marketing budget. Parent camp champions have been engaged to help as references for prospective new camper families, and the scholarship fund has seen increased support.


      Executive Director Bob Kahle reflects, “We came to understand that effective camp marketing is not about finding the biggest hill and screaming out for people to come to our camps. We 

      cannot compete with large marketing budgets and unlimited resources. Instead, we learned how to make our camps better and saw the power in encouraging campers, families and guests to trust us enough that they will want to talk about our camps to their friends. The impact of this project includes a new confidence and pride our staff have in our program, which is translating into other areas of our life and ministry.”



      Pacific Northwest Conference Camping & Retreat Ministries - Strategic Planning


      Grant funding enabled consultation with Kaleidoscope, Inc., on a strategic planning process. The outcome of that process has provided the Camping Board of Stewards a context for how each of the four camps serves the PNW Conference and surrounding communities. Identifying each site’s strengths and weaknesses will inform future programming

      and capital development. Lazy F and Ocean Park camps worked this spring on site-specific strategic plans, building on insights gleaned from the Conference process over the past two years. Indianola and Twinlow camps will be continuing strategic work starting in the fall. In addition to the usable and concise professional report, the process with Kaleidoscope resulted in a significant amount of board training to help them think strategically about the role of the camps as a ministry of the PNW Conference and how they will serve the mission of the Conference in the future.



      Grand Mesa Camp - Coaching

      The grant funded consultation with an organizational coach and a team-building and visioning retreat for the staff and board. Throughout the coaching and team-building process, the leadership team discovered much common ground in their hopes and vision for the camp. Together they realized the need for a comprehensive leadership structure to implement the action steps to achieve those goals and visions. Following the retreat, the coach provided a final report outlining the goals, mission, vision, and talking points to continue the work begun at the retreat. A new board structure has been created and the team now has what they need to implement forward-looking strategies for the camp’s future.



      Mountain Sky Conference Council on Retreat and Camping - Software, Coaching, and Social Media


      The grant allowed this ministry, which spans 7 sites across 5 states, to accomplish three different goals. Flathead Lake Camp (MT) received support to purchase and implement Camp Brain registration software. The Mountain Sky Conference Camp budget matched the grant to cover the full cost. Buckhorn Camp (CO) engaged with a coach, Karen Grosz of Canvas Creek Team Building, to assist the staff and board with organizational development, and several other sites had an opportunity to receive strategic coaching. Finally, several of the camps utilized the grant support to create new marketing materials for promotional events and church visits. Overall, the grant support for all three initiatives strengthened camp operations and provided unique points of collaboration for the Council on Retreat and Camping across the region.




      Camp Magruder - Marketing Support


      The leadership of Camp Magruder knew they needed new strategies to reach a more diverse camper base beyond the United Methodist Church. The marketing support Camp Magruder received over an eight month period taught them a great deal about promoting camp and telling their story. The increased presence and visibility in their community has already made a noticeable difference. The advice received from consultant Casey Fuerst at TicTacToe Marketing led to many new community connections through church and school visits, discussions with retreat groups, and promotional materials shared in new places. The camp has developed a new, twice-a-month newsletter and increased communications with registrants as they prepare for summer camp. The team has created a more consistent social media presence, and an overall marketing strategy has taken the guesswork out of the process, focusing energy where it will yield the most effective results. This year’s marketing efforts produced an earlier boost in registration numbers and enhanced community-wide awareness about the opportunities camp provides.This investment in professional guidance will continue to pay back dividends in the coming years as these new materials, skills, and strategies become regular practices in the camp’s annual cycle of promotion. Marketing and growth are long-game endeavors that involve table-setting and relationship building, for which the Camp Magruder team is now better equipped.



    3. 31 Jul 2024 10:05 PM | Jen Burch (Administrator)

      The UMCRM Association had the joy of distributing $1.7 million in Ministry Impact Grants last year, funding 68 United Methodist camp/retreat ministry projects across the U.S. with a focus on future sustainability.

      Learn more about the 2023 Ministry Impact Grants


      UMCRM will be celebrating completed projects in this ongoing series until all of the 2023 grant recipients have been featured. Join us in giving thanks for the vision, hope, and expanded ministry reach represented in these stories. The projects featured this week all involved lodging spaces and residences. These buildings are central to the effective ministry of these centers. It is a great blessing to be able to devote resources to build and maintain these mission-critical spaces. 



      Camp Aldersgate (OH) - Retreat House Renovation

      An old, unusable Director’s residence is in a prime location to be renovated into a new Retreat House. The 1,446 square foot building will be modernized and its floor plan reworked in order to facilitate growth into the future, for a fraction of the cost of a new build. The proposed work will add 26 heated beds to the ministry (increasing heated capacity from 46 to 72, “right sized” for the ministry’s current heated dining and meeting space). Warm weather capacity will increase from 120 to 146, blessing Aldersgate’s summer programs with needed support staff housing and improving camper experience.


      The Ministry Impact Grant funding, combined with generous donor base giving to the project, enabled Camp Aldersgate to secure the completion of this massive project with lots of labor from staff and volunteers. The work is progressing slowly. So far the building has been stripped down to its bones, with old carpeting, wall boards, ceiling, and insulation ripped out. At the time of the report this spring, repair work to secure the building’s structural integrity was in progress. The entire floor plan has been reworked to meet future needs of this space. All needed material for the project is purchased, staged, and ready to go for the renovation and rebuilding work this summer and fall. The intent is for the refurbished building to be operational for Spring groups in 2025. 2024 guest groups who got a preview of the project lit up with excitement about the expanded capacity and new possibilities.



      Epworth Forest (IN) - Lodge Renovations


      Whitefield Lodge had succumbed to water damage and moisture issues that prevented it from being occupied. Water damage was removed and the entire interior was treated for mold. All the concrete floors were professionally ground down and sealed. All the walls were painted with volunteer help. All the lights were taken down and replaced with donated LED lights by a local church. The entire roof was replaced. Both furnaces were replaced and included air conditioning. These renovations will now allow more bed space, access to more handicap-accessible restrooms, and new options for future groups. Whitefield will be newly in-demand for guests preferring an air conditioned space. Next steps will include upgrades to electrical outlets in the dorm rooms and replacement of outdated windows. The improved space will be better maintained by managing the inside humidity through the humid summer season.



      Mount Eagle (AR) - Intern Housing 


      The vision of establishing an intern program was limited by the lack of appropriate on-site housing. Through the grant, Mount Eagle was able to purchase a 12’ x 32’ shed that was then converted into a tiny house with a full kitchen, bathroom, bedroom, and living room with a dinette area. The space may be small, but it is truly cozy. Electric and plumbing was run throughout the building. It was insulated and drywalled and an HVAC system added. The tiny house was situated in Mount Eagle’s RV park to allow for direct access to water and electricity. The new space will make a significant impact on the future of this ministry. The internship program is made possible because of the generosity, investment, and commitment of the Ministry Impact grant. Leadership is excited to provide a new learning experience that invests in young adults as they are exploring their calling within the world of camp and retreat ministries. When not occupied by an intern, the tiny house can house volunteers and solitude retreats, as well. A win-win solution!



      Lake Poinsett (SD)  - Director Residence Repairs


      The Director's residence is a key component to the life and health of camp and retreat ministries. When maintenance, upkeep, and upgrades to the Director's residence are deferred and funneled into other worthy projects around camp it can have a negative impact on the morale and health of those called to lead the camp. The grant blessed us by helping to catch up with that deferred maintenance and make the residence more usable, attractive, and comfortable for current and future leaders. This funding allowed an update of the flooring throughout the Director's house and replacement of the appliances. The flooring hadn't been replaced for over two decades and had seen its fair share of foot traffic, pets, and family life. The appliances were being held together by tape and rarely used by previous occupants because of their poor condition. The new vinyl plank flooring is economical, durable, and easy to maintain. New appliances allow for the current and future directors to be able to cook, host, and store meals with ease. Our homes contribute positively to our overall mental, physical, emotional, and spiritual health, and this project makes an important contribution to the wellbeing of Lake Poinsett’s Director.



      Pocono Plateau (PA) - Building Renovations


      Grant funding, along with 400 hours of volunteer labor, made this amazing transformation possible. The project started with the much-needed roof replacement. Next, the shag carpet that was installed back in the 1970s was removed from the walls! This was replaced with sheet rock and painted gray with white wainscoating along the bottom half. All the windows in the Lake Room, lobby, and game room were replaced. An old wood burning stove was replaced with an HVAC split unit to provide both heat and air conditioning. The cracked, old floor was replaced with new vinyl wood plank flooring. More electrical outlets were added to make the space more functional. Concrete was poured to create a handicap accessible walkway and entry way into Lake Room, and the bathroom was refurbished to be handicap accessible as well. The Pocono Plateau community is astounded at the difference of the before and after experience in this space. It is bright, welcoming, comfortable, and professional.


      Learn about other Ministry Impact Grant projects here

    4. 18 Jul 2024 12:00 PM | Jen Burch (Administrator)



      At a time when our nation faces deep political divisions and has recently experienced the attempted assassination of former President Donald J. Trump, I urge our community to come together to reaffirm our commitment to the values that unite us. 


      Our hearts are heavy with the pain and uncertainty that these events bring. We pray for the healing of those affected and for the restoration of peace in our land. As followers of Jesus and as members of the United Methodist Camp & Retreat Ministries community, we are called to be beacons of hope and instruments of God's love in the world. 


      The events of last Saturday may bring up strong emotions among camp and retreat staff, volunteers, and perhaps some campers. I invite you to consider the following call to action, deeply rooted in the 7 Foundations of our ministry, to guide us in our response:

      1. Extend Christian Hospitality and Community

        • Share God's Love: When in conversation, engage others with compassion and kindness, especially those who may feel marginalized or threatened by the current climate. Simple acts of love and hospitality can create a ripple effect of positivity.

        • Build Inclusive Spaces: Ensure our camps and retreats are welcoming to all, creating environments where everyone feels valued and safe. Let our actions reflect God's unconditional love for every person.

      2. Develop Principled Spiritual Leaders

        • Mentor and Support: Commit to mentoring children and young people in age-appropriate ways, helping them navigate these challenging times with faith and resilience. Encourage them to be servant-hearted leaders who promote peace and understanding.

        • Lead by Example: Demonstrate through our own actions what it means to be a principled spiritual leader. Show patience, humility, and a commitment to justice in all that we do.

      3. Nurture Christian Faith and Discipleship

        • Pray for Peace: Let us come together in prayer for our leaders, our nation, and for each other. Pray for wisdom, compassion, and the healing of divisions within our communities. Integrate prayer into our daily routines as a practice of our faith.

        • Promote Understanding: Engage in conversations that seek to understand different perspectives. Practice empathy and kindness, remembering that each person is created in the image of God. Use these interactions as opportunities to live out the teachings of the Bible and grow in discipleship.

      4. Inspire and Equip Lives for Love and Justice

        • Act in Love: As leaders and members of the camp and retreat community, organize and participate in service projects that address the needs of those in your local areas. Encourage campers and staff to engage in acts of kindness and service, which can bridge divides and bring us closer together. Through our collective efforts, we can inspire others to envision and work towards the beloved community of God's kingdom.

        • Advocate for Justice: Stand up for justice and righteousness in peaceful and constructive ways. Let our actions reflect our commitment to the principles of our faith. Equip ourselves and others to be voices for justice, embodying the vision of a world where love and justice prevail.

      5. Support Each Other: In times of fear and uncertainty, let us be a source of support and encouragement to one another. Reach out to those who may be struggling and offer a listening ear and a helping hand.

      Together, we can be a light in the darkness, showing the world that love, faith, and unity can overcome even the deepest divisions. Let us hold fast to our faith and to each other as we navigate these challenging times.


      May God bless and guide us all.


      In faith and solidarity,



      Jessica Gamaché

      Association Director

      United Methodist Camp & Retreat Ministries (UMCRM)

      Email


      Learn more about the 7 Foundations of UMC Camp & Retreat Ministry

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