It’s always fun to be the “new kid,” right? Where do you sit at lunch? Who are the cool kids? As one of the newer conference camping executives, I definitely arrived at the UMCRM Executive Summit and the OMC Great Gathering feeling like the new kid. What I discovered instead was a community that welcomed me with open arms. Camp people, after all, tend to be a little nerdy—and probably not who the world would label as “cool”—so naturally, I felt right at home.

What stood out most was the deep love shared for camps, for the outdoors, and for the incredible diversity of people who experience these sacred places across our connection – both in our UMC context and in the broader community of mainline denominational camp ministries. We are people with a deep call to ministry—one that doesn’t always look like traditional ministry or fit neatly within the institutional church. That calling is as unique as each camp and retreat center. Though we find ourselves in different places financially, physically, and culturally, we come together around a shared understanding of the profound importance of camp as sacred space—past, present, and future.

I cannot say enough about the holistic richness of the Great Gathering. The worship was deeply meaningful and served as a powerful reminder that impactful worship is rooted in intention, not spectacle. Again and again, we were reminded that camp plays a vital role in faith formation, leadership development, and in helping people discern God’s call in their lives.

One insight that stayed with me came from keynote speaker “Dr. G” Gilboa. It centered on the difference between danger and discomfort. As camp leaders, we walk a thin—but courageous—line: guiding children and youth (not to mention young adult leaders and camper parents) through discomfort while maintaining safety. In a world where discomfort is often mistaken for danger, camps remain places where managed risk is not only expected, but embraced. In many ways, the disruption of leaving one’s comfort zone is why people come to camp—to step away from daily life, to be changed, and sometimes to discover how they might help change the world.

I believe this willingness to lean into discomfort and disruption is at the heart of who we are as camp people. I’m often asked about the relevance of camps in today’s church, and my response is simple: camps don’t fit comfortably into our traditional ideas of church—and they shouldn’t. Instead, camps can continue to serve the wider church by being faithful disruptors, inviting people into deeper, sometimes uncomfortable questions, and helping push us toward new expressions of faith and spirituality. The feeling of risk is intentional, and moving through it helps us grow.

While taking on my new leadership role over the past several months has brought change, risk, and a departure from my own comfort zone, I am finding that the values I share with my fellow camp people help to keep me grounded. We welcome “the new kid” and the ones who are different, we seek after God in unexpected places, we create experiences that are as safe as possible while inviting challenge and managed risk. Reinforcing these values among 450+ camp people at the Great Gathering underscored the fact that none of us do this work alone– we can lean on an amazing, diverse community of support and inspiration as we face ministry challenges and navigate the wilderness of a changing church and world.

Rev. Katie Lamoureux joined the Mountain Sky Conference in 2025 as the Coordinator of Camps and Campus Ministries. She’s also the half-time pastor of Fruita United Methodist Church on Colorado’s Western Slope, and a mom of 3. She loves coffee dates, waterfalls, trail running, a good 90's movie, punk rock music, the Texas Rangers, and the Dallas Cowboys. 

Burnout Is Not Inevitable (What the Data Tells Us About Protecting Staff Well-Being)

Camp has always been demanding work. Long days, deep emotional investment, constant presence – the demands come with the territory. But the 2025 UMCRM Summer Staff Impact Study makes something clear: Burnout is not just a personal issue, it’s a structural one. The good news is that the same data that reveals the risk to summer staff also points toward real, actionable ways to reduce the factors that lead to burnout at camp.

How Common Was Burnout in 2025?

At the end of the summer, staff were asked to reflect on their overall state of being, spiritually, physically, and emotionally. The results were sobering:

• 40% of summer staff reported feeling exhausted or burned out in at least one of those three areas by the end of the summer.

• Burnout was not limited to one role, gender, or age group. Burnout appeared across counseling staff, support staff, and leadership staff.

It’s important to note that burnout didn’t mean staff had a “bad summer.” Many still reported growth and impact. But it did affect how deeply camp shaped them and whether they wanted to return.

Why Burnout Matters More Than We Might Realize

The study found that staff who experienced burnout showed significantly lower outcomes in nearly every area measured. Compared to staff who did not report burnout:

• Burned-out staff agreed less strongly that they were strengthened in their personal faith

• They showed less growth in self-confidence

• They were significantly less likely to feel a sense of calling toward ministry or church-related work

• They were less likely to express a desire to return to camp in the future

In contrast, staff who did not experience burnout showed statistically significant growth in self-confidence and in their openness to vocational discernment.

Burnout doesn’t erase impact, but it does diminish it.

Three Factors That Strongly Predict Burnout

The research identified three factors that were most strongly associated with end-of-summer exhaustion and burnout.

1. Lack of Sleep

Sleep emerged as one of the clearest predictors.

• 52% of staff reported averaging less than 7 hours of sleep per night during the summer

• Staff getting fewer than 7 hours of sleep were 2.5 times more likely to report burnout than those averaging more than 7 hours

This finding held true regardless of role or prior camp experience. Sleep wasn’t just a comfort issue. Sleep was a formation issue.

2. Incoming Mental Health Challenges

Staff entered the summer with a wide range of emotional and mental health realities. Based on four indicators measured at the start of the summer (overwhelming anxiety, feeling very down or hopeless, thoughts of self-harm, and dissatisfaction with life):

• 40% of staff had no mental health indicators

• 41% had one or two indicators

• 19% had three or four indicators

Staff with one or more indicators were twice as likely to report burnout at the end of the summer. Importantly, many of these staff also reported feeling supported at camp—suggesting that support helps, but cannot fully offset exhaustion without structural care.

3. Low Support & Agency

As we explored in last week’s blog post, support and agency were the strongest overall predictors of staff experience. When it came to burnout specifically:

• Staff in low support/agency environments were 2.5 times more likely to report burnout than those in high support/agency environments

• Low support was associated not only with burnout, but with declines in faith-related outcomes over the course of the summer

Burnout was far less common among staff who felt valued, supported by supervisors, and connected to the mission of their work.

What This Means for Camp Leaders

Burnout is a signal, not a failure. The data invites us to shift how we talk about burnout. It is not a sign that staff are weak, but rather a sign that systems, schedules, or support structures need attention. Camp will always be intense. But intensity without margin leads to depletion, and the data shows that depletion directly impacts formation, faith, and retention. Preventing burnout doesn’t require eliminating challenge, it requires designing for sustainability. Here are three places to start:

1. Treat sleep as mission-critical

When half of staff are sleep-deprived, the system (not the individual) needs adjustment. Small schedule changes, protected off-time, and clearer night-duty rotations can have outsized impact.

2. Normalize mental health care

Nearly 60% of staff entered the summer with at least one mental health indicator. Clear pathways for support, proactive check-ins, and permission to ask for help are essential, not optional.

3. Build support into daily rhythms

Burnout drops dramatically when staff feel supported by peers and supervisors. Support doesn’t have to be complicated, but it does have to be consistent.

Try This This Month

Review one week of your typical summer schedule and ask two questions:

• Where is rest protected?

• Where is it assumed?

Then ask returning staff what actually helped them recover during the week and what didn’t. Listen carefully. The data suggests their answers matter more than we realize.

Up Next in the Series

When S'more Mail returns in January, our Raising Leaders blog series will take a deeper look at staff training. We'll specifically highlight where staff felt most prepared and where the data revealed clear gaps, especially around faith leadership and conflict management.

Until then, thank you for the ways you continue to care for your teams with wisdom, humility, and courage.

Want to explore the full research behind these findings? You’re invited to dig into the complete 2025 UMCRM Summer Staff Impact Study Findings Report.

If there is one theme in the 2025 Summer Staff Impact Study that every Camp Director should pay attention to, it’s this: Support and agency shape everything about a staff member’s experience. When young adults feel cared for, trusted, and included, their growth skyrockets. When they don’t, the opposite is true, even if everything else seems to be going well. This isn’t just a trend. It’s one of the most consistent and compelling findings in the entire study.

What We Mean by “Support & Agency”

The study used four survey items (each strongly connected to staff growth) to measure whether a staff member experienced high, moderate, or low levels of support and agency:

• “When I was feeling down, exhausted, or not at my best, other staff members helped and supported me.”

• “I felt like my opinions and input were valued.”

• “I was confident that my specific tasks fit in with the mission of the camp.”

• “I felt supported by leadership staff and supervisors.”
  

Using these items, researchers created a Support/Agency Index and placed staff into three groups:

• 46% experienced high support/agency

• 14% experienced moderate support/agency

• 40% experienced low support/agency
  

The differences between these groups were striking.

High Support & Agency = Higher Impact Across the Board

Staff who experienced high support/agency consistently showed stronger outcomes in every area measured, including leadership, faith, confidence, clarity of calling, and desire to return.

Some highlights:

• 98% of high-support/agency staff agreed that the camp experience had a significant positive impact on their life.
  (Compared with just 73% of low-support/agency staff.)

•  99% of high-support staff said they felt more confident in themselves at the end of the summer.
  (Versus 87% among low-support staff.)

• 98% of high-support staff said they were strengthened in their personal faith.
  (Low-support staff also grew in their faith—but only 86% agreed.)

• 95% of high-support staff said they gained greater clarity about their life direction and career.
  (Compared to 88% among low-support staff.)
  
  

These aren’t small differences, they’re transformational. High support and agency almost guarantee a strong summer. Low support and agency almost guarantee struggle.

Low Support & Agency = Increased Burnout & Decline in Faith Outcomes

Low support doesn’t just reduce the positive outcomes, it actively contributes to negative ones. According to the report:

• Low-support staff were 2.5 times more likely to experience burnout than staff in the high-support category.

• Staff in the low-support group showed statistically significant declines in 10 survey items from pre-summer to post-summer—including six items directly related to belief, faith relevance, and connection to the church.
  

In fact, the low-support/agency group was the only cohort to show widespread decline in faith-related outcomes. This matters deeply. It’s not just about how well staff perform, it’s about how camp impacts their whole life. If burnout is the fire, low support and agency are the fuel.

Another important insight emerged when the research team examined support and agency across different demographic groups. Although 18% of all respondents identified as people of color, only 9% of those in the high-support/agency group were staff of color—while 20% of those in the low-support/agency group were. This disparity doesn’t point to any single cause, but it does invite all of us to reflect on how we can foster staff cultures where young adults of every background feel supported, valued, and empowered. Strengthening belonging isn’t just good practice, it’s a tangible step toward ensuring that every staff member has the opportunity to thrive.

Why Support & Agency Matter So Much to Today’s Young Adults

The data confirmed something many directors already know intuitively: Young adults want to be part of something meaningful, and they want to know they matter.

This aligns with broader generational themes, but the camp environment magnifies it. When staff feel:

• trusted,

• listened to,

• included in decisions, and

• cared for by peers and supervisors,
  

they experience camp not just as a job, but as a community of belonging and purpose. And that experience transforms them.

What This Means for Your Camp

You don’t need a major culture overhaul to raise support and agency. Small, intentional changes make a huge difference.

Here are three starting points:

1. Build micro-moments of voice and choice.

Ask staff for input on cabin assignments, activities, worship elements, or daily rhythms. Even simple choices reinforce a sense of agency.

2. Strengthen supervisory presence.

The data is clear: staff want leadership that is approachable, attentive, and supportive. A five-minute end-of-day check-in can shift a whole week.

3. Create clear pathways for peer support.

High-support/agency staff consistently mentioned leaning on fellow staff when overwhelmed. Pair new staff with returners, create prayer or reflection partners, or set up small support groups. Support and agency don’t happen by accident, they happen by design.

Try This

Identify one small decision you typically make without staff involvement. Then bring your returning staff (or a small focus group) into that decision. Ask them: “What do you think would make this work better for the team next summer?”

The goal isn’t to hand over control. It’s to send the message: “Your voice matters here.”

Up Next in the Series

In Post #3, we’ll turn to one of the most sobering findings: burnout—and the three key factors that predict it. You’ll walk away with practical shifts that can protect staff health, strengthen your program, and increase retention.

Until then, thank you for continually finding ways to nurture, uplift, and champion the young adults who serve at your camp.

Ready to explore the full data behind these findings? Dive into the complete 2025 UMCRM Summer Staff Impact Study Findings Report.

“Welcome Home” is a phrase shared at Camp Glisson during our opening amphitheater programs each week of summer camp. Campers are invited to be themselves for the week, and welcomed into a community of people who are eager to get to know them and ensure they experience deep, real belonging. This is not a unique concept, but it is a powerful one. We camp folks work all year long to embrace our guests and campers with the most transformational forms of hospitality, and that gets to be our job. Many of us first received this welcoming embrace as campers ourselves. It was in just such an experience of belonging where I first explored my own calling into camp ministry. 

As folks who do this incredible work as our job, it’s easy to forget just how impactful it can be to spend time as a “camper.” Gatherings of outdoor ministry professionals are a welcome reminder of how it feels to be on the receiving end of intentional preparation, barrier-breaking inclusion, and the embrace of a community that seeks to embody the love of God. In these rare and valuable times apart, we get a chance to be campers again: to visit a new place away from home and norms, to connect with people who come from different places and experiences, to learn and grow and be challenged – and I am so thankful for that. 

At the Great Gathering, I had no shortage of meaningful connection moments. I was embraced by old camp friends in warm hugs, I was inspired by colleagues from other denominational camp ministries who have overcome similar challenges to the ones my ministry is experiencing now, I had opportunities to learn and grow from some of the most unique workshops, and I was refreshed through worship experiences led by such a cool variety of voices. 

As we jump back into the hustle of camp life at home, I reflect on some really meaningful moments of connection from the Great Gathering. At open mic night I got to play in a band of longtime camp friends who now serve in leadership at three different camps. I shared in some incredibly meaningful mealtime conversations around the table. I took part in a ‘reunion’ of 11 people who have all been interns at Glisson over the years, who now serve in a variety of camps and support roles throughout our connection. And I was able to embrace a friend in a hug in person for the first time after multiple years of friendship from our Disciple Bible Study Intentional Leadership Group.

In this season of gratitude, I am so thankful for my chance to be “welcomed home” for a week among the OMC community, and can’t wait for the next one in 6 years!

Audrey LeSage serves as the Outpost and Sparrowwood Program Director at Glisson Camp and Retreat Center in North GA. 

What Are Today's Young Adults Seeking In A Summer Role?

If you’ve been working in summer camp for a while, you may have noticed a shift in what motivates young adults to spend their summer in ministry. The 2025 UMCRM Summer Staff Impact Study provides concrete data to match that intuition, pointing us toward simple, powerful changes camp leaders can make right now as we prepare for next year’s hiring season. The clearest takeaway? While paying a fair wage is important, today’s young adults are driven more by purpose, belonging, and joy far more than by paychecks.

The Top Motivators for Staff in 2025

For first-year staff and returners alike, across the UMCRM network the study revealed three motivators that rose above everything else, each showing strong patterns in the data:

1. To have a positive impact on others

This was the #1 motivator on both the first-year staff list and the returning staff list.

• Among first-year staff, 93% said this was “very” or “extremely important”.

• Returning staff reported nearly the same result: 95% also said it was “very” or “extremely important.”

Young adults want meaningful work. They want their efforts to matter. They want to see the lives of campers change, and know they played a role in it.

2. To experience community and make friends

Community consistently ranked near the top:

• 81% of first-year staff rated this “very” or “extremely important.”

• 85% of returning staff said the same.

Belonging isn’t a bonus—it’s essential. Staff consistently named friendships, connection, and shared purpose as central to their decision to serve.

3. To have fun

Fun landed at the top of the list as well:

• 79% of first-year staff said having fun was very or extremely important.

• 83% of returning staff echoed that priority.

Camp remains one of the few work environments where joy is part of the job description, and young adults are actively seeking that. Here’s the contrast that should grab every Director’s attention:

• Only 32% of first-year staff and 32% of returning staff said “earning or saving money” was very or extremely important—placing it at the bottom of the entire motivation list.

A special insight about male staff

While most motivation patterns were similar across genders, the study did identify one key difference: Male staff placed significantly higher importance on “a friend or mentor encouraged me to apply.” In other words, personal invitation matters, especially for those harder-to-recruit positions, and especially for our young men. Whether it’s encouragement from a peer or a nudge from an adult who believes you’ll be a great counselor, those individual connections helped to get guys to apply for camp positions.

What This Means for Recruitment

These insights give camp leaders an immediate advantage. Too often, recruitment messaging emphasizes schedules, job descriptions, pay rates, and responsibilities. Those things matter, but they do not spark initial interest. Insights from the research suggest three simple shifts Directors can make:

1. Lead with purpose.

Frame recruitment around impact, transformation, and meaningful relationships. Consider language like:

• “Make a difference in someone’s life this summer.”

• “Shape faith, confidence, and joy in the next generation.”

• “Help campers experience God in new and powerful ways.”

Your staff already believe this is why they’re showing up—98% told us so.

Showcase authentic community.

Use photos, videos, and stories that highlight connection, shared laughter, and belonging. With over 3/4 of staff naming community as a top motivator, it’s crucial to let applicants see the relationships waiting for them.

Don’t shy away from joy.

Fun isn’t frivolous. For 79% of staff, fun was a deciding factor. Show the playful side of camp: messy games, campfires, unexpected silliness, and moments of delight.

Finally: make the invitation personal.

Especially for male staff (and honestly, for everyone) a direct invitation makes all the difference. A mentor, youth pastor, former counselor, or camp leader saying, "I see something in you" is often what tips a young adult from “maybe” to “yes.”

Try This This Month

Pick five former campers, youth group members, or local college students and send them a personal message inviting them to consider serving on summer staff. No mass emails. No generic announcements. Just one leader saying, "I think you'd be extraordinary at this.”

That single, personal note may be more persuasive than a dozen job posts.

Bonus: Leverage your camp alumni and recent past staff. Prompt them to make a personal invitation to someone who they know would be a great summer staff member. Additionally, think about other adult leaders like youth workers, parents of current and past staff, and clergy, asking them to identify young adults (especially young men) whom they know and could extend an invitation to. Provide an easy action item: a postcard to share, or some sample text and a landing page link they can give to a promising camp staff prospect.

Up Next in the Series

In our next post, we’ll explore the most powerful predictors of staff success: support and agency, and why these two factors change everything about how young adults experience camp. 

Until then, thank you for the steady, faithful work you do to invest in the next generation of Christian leaders.

Want to explore the full dataset behind these insights? Dig into the complete 2025 UMCRM Summer Staff Impact Study Findings Report.

Introducing UMCRM’s Winter Blog Series for Camp & Retreat Leaders

Every summer, emerging leaders arrive at our camps with a mix of excitement, hope, questions, and potential. They show up ready to serve and ready to grow. And this year, we gained our clearest picture yet of how the camp experience shapes them.

Thanks to the UMCRM Summer Staff Impact Study, implemented in partnership with Sacred Playgrounds and United Methodist camps across the country, we now have data that confirms what so many camp leaders see firsthand: a summer on staff is one of the most transformative leadership experiences a young adult can have. During our October 22nd Community Conversation, Dr. Jake Sorenson walked us through those results, and the research insights are already reshaping the way we think about staff care, training, and recruitment.

Today, we’re launching Raising Leaders: New Data Every Camp Director Should Know, a multi-week blog series designed to turn these findings into practical insight for your ministry as you prepare for the year ahead.

Why This Matters Now

The numbers tell a compelling story:

• 98% of summer camp staff agreed they grew in their leadership abilities.

• 97% said camp had a significant positive impact on their life.

• 93% felt strengthened in their personal faith.

And yet, the data also highlights real challenges:

• 40% finished the summer exhausted or burned out.

• 52% reported getting less than 7 hours of sleep per night.

• Staff who experienced low support and agency were far more likely to struggle and far less likely to return.

These insights give us a clearer path forward. They affirm what’s working, spotlight what needs attention, and equip us to care for our staff with greater intention and compassion.

What to Expect in This Series

Between now and early February, we’ll share short, focused posts on topics such as:

• What today’s young adults are truly looking for in a summer role

• How support and agency shape staff well-being, return rates, and faith growth

• Practical ways to reduce burnout before it starts

• Training gaps staff identified—and how to strengthen your program

• Leadership development outcomes you can confidently share with donors and boards

Each post is built to offer something tangible: a tool, a conversation prompt, a training tweak, or a fresh lens on supporting the leaders who pour so much into your ministry. You’ll see them in S’more Mail, on the UMCRM website, and through our social channels.

If you miss one, don’t worry—we’ll collect the entire series in a downloadable resource at the end.

A Note of Gratitude

UMCRM is grateful for our partnership with Sacred Playgrounds and for Dr. Jake Sorenson’s guidance in unpacking these findings with our network. The work of our researcher-colleagues helps all of us move forward with greater clarity and purpose.

A Final Word as We Begin

Camp continues to be a place where young adults discover their voice, deepen their faith, and learn to lead with courage. When we invest intentionally in their experience, we invest in the future of our ministries and the future of the church.

This series is for you—the leaders who make that possible every day of the year. Thank you for the extraordinary ways you support and guide these emerging leaders.

Watch for new posts throughout December and January. If you’re ready to dive deeper right now, you’re invited to explore the full 2025 UMCRM Summer Staff Impact Study Findings Report.

If you’ve ever posted a camp or retreat job, you know how hard it can be to find the right person. Too often, there just aren’t enough applications, and many of those who do apply are not quite ready for the unique demands of camp life. Directors often end up hiring someone who has great potential but may not be fully qualified simply because the position needs to be filled. In this reality, getting your opening in front of the right audience—people who already understand the calling, pace, and purpose of outdoor ministry—makes all the difference. That is where the UMCRM Job Board shines.

When the Florida Conference of The United Methodist Church posted its opening for the Senior Director of Camp and Retreat Ministries at Warren Willis Center, they tried several well-known job sites. On one large commercial platform, 75 applicants responded, but only 17 were truly viable, and the posting cost $900. Another church-focused website charged $500 for seven applicants, and only one was qualified.

Then they listed the role on the UMCRM Job Board for free. That posting reached 41 engaged viewers and 29 active users, and nearly all were people already connected to Christian camping. The Florida Conference’s HR consultant described the experience this way: “Your reach is targeted and people are driven to you specifically for a purpose. … You walk the walk with your partners. … For a solid return on investment and a broad reach, UMCRM is the way to go.”

Behind those results is a community of more than 1,500 S’more Mail recipients, including the 250 active users of the job board last month. Faith-focused camp and retreat leaders regularly engage with S’more Mail and the UMCRM website every week. This means your posting is seen by professionals who already share your values and understand the calling of camp ministry.

Best Practices for a Job Post that Attracts the Right People:

To get the best results from your listing, take time to make it intentional and authentic. Here are a few practices that can help:

• Lead with your mission. Job seekers drawn to ministry want to know why your camp exists and how their work will make a difference. Describe the spiritual heartbeat of your site and the transformation you see in campers and guests.

• Be clear and specific. Outline key responsibilities and realistic expectations. Avoid vague language. Share what success looks like in the role and what kind of person thrives in your community.

• Be transparent about pay and benefits. The Outdoor Ministries Connection (OMC) Compensation Survey found that an organization’s budget is the main factor influencing salary levels. Including a salary range in your posting saves time for both you and applicants and demonstrates fairness, integrity, and respect for those considering the role. 

• Use inclusive and welcoming language. Write your listing in a way that encourages people from varied backgrounds and experiences to apply. Let your hospitality show through your words.

• Reflect who you really are. Let the tone of your post match your camp’s personality. If your ministry is creative and high energy, let that enthusiasm come through. If your site is known for peace and reflection, use words that convey that spirit. Authenticity attracts alignment.

A job posting is a reflection of your ministry’s culture and of the larger field of camp and retreat leadership. When camps describe their work clearly, pay fairly, and welcome diverse applicants, it strengthens the entire profession.

Better postings lead to better hires. Better hires lead to healthier ministries. Healthier ministries form faithful leaders for the church and the world.

Ready to Post?

Posting on the UMCRM job board is not only about filling a position. It is about joining a network that connects people called to serve through Christian hospitality, discipleship, and community. Each posting strengthens the wider field, signaling that the work of outdoor ministry continues and that new leaders are being raised up.

When you post through UMCRM, your job does not disappear into the noise of the internet. It is shared in weekly communications where engaged readers click, share, and forward opportunities to their circles. It is part of a living ecosystem of relationship and referral, not just recruitment.

The UMCRM Job Board is free for both job seekers and employers, easy to use, and deeply effective. Whether you are hiring a program director, head cook, or executive leader, your listing will reach people who already believe in the power of camp and retreat ministry. 

Important note: The UMCRM Job Board is not appropriate for seasonal positions like counselors, kitchen staff, or lifeguards. Your fellow UMC camp leaders (our primary audience) are seeking to fill those same positions each season! 

Every great camp story begins with the right people around the fire. Let us help you find yours.

Post an employment opportunity today

The camp insurance market has shifted drastically over the past five years, with especially sharp changes in the last 1-2 years.  This has led to camps all across the country, being faced with premiums multiplying and coverage pullbacks. There are a few reasons for this:

1. Lack of Competition. Five years ago, there were two or three more insurers willing to provide adequate coverage at a competitive rate for camps across the US. Currently, there are perhaps three or four carriers total who are even considering offering quotes on camps. 
2. Property Issues & Claims. Camp property is traditionally frame construction and in high protection class areas (areas that are difficult for fire departments to access). Most insurance company modeling identifies this combination as extremely undesirable. This results in higher rates and worse terms/conditions on policies.
3. Liability Exposures & Pricing. Traditionally, liability insurance costs for camps has been less than $10,000 for your average sized camp. Given that the operations of camps often have ropes courses, zip lines, shooting ranges, etc., the average liability claim was four to five times the annual premium paid. With social inflation continually pushing up the average claim payout as a result of bodily injury, this number is growing much faster than insurance premiums have.

Summary: In recent years, insurers in the camp space have lost millions on property and liability claims. As a result, most have either exited the market or raised premiums significantly while reducing coverage. Our experience is that there are camps all across the country that do not purchase property coverage because it is either (1) unavailable, or (2) not affordable. Some camps are buying liability-only policies that exclude a number of their primary exposures such as water activities, zip lines, and climbing apparatuses. Unfortunately, even though your renewal offer might have a significant premium increase and lower limits, there is a good chance it still might be your best option. 

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Grab your coffee. Let me tell you a story.

I felt the call to ministry in middle school. Maybe you know that feeling during youth group where you just know God is calling you to something? That was me. But I never felt drawn to becoming a pastor. While I can fill a pulpit when needed, ordination just never felt like my path.

After college, I started living with this posture of openness. When needs would arise, I'd say "Ok God, if you can use me, I will serve." Doors would open. Sometimes things didn't work out the way I expected, but I kept trying to say yes when I felt the Spirit's leading. Staying focused on my calling instead of chasing after what the world says I should want? That was hard sometimes. But I kept showing up.

For years, I thought becoming a Deacon might be my next step. As a United Methodist, that seemed like the only option for continuing my ministry journey as someone not becoming an Elder. The world has this way of telling us that all ministry positions are just stepping stones to becoming clergy (“real ministers”). I know that's not true, but this subtext is pervasive, both in and outside the church. Here's the thing, though–Jesus taught that we're all called to be ministers.

I could have found purpose as an Elder or a Deacon. I don't believe there's only one right path in life. But I never felt that pull toward the commitments of a clergy person. Looking back, I can see the Spirit was leading me somewhere different.

There's something powerful about lay leadership. When a layperson leads, it reminds everyone that ministry isn't just for pastors. It shows that we can walk through life together, sharing the hope of Jesus side by side. Church isn't something we watch happen, we're all part of it. 

When the Pieces Started Coming Together

I'd heard the term "Deaconess and Home Missioner" for years. Honestly? It went in one ear and out the other. I had no idea what it meant.

My friend Christina, who recently was consecrated as a Deaconess, changed that for me. She's been living out her calling in incredible ways here in the Illinois Great Rivers Conference. When I heard she was going through the DHM program, I was inspired to actually figure out what this was about. Some people's testimony carries weight because of how they serve, and Christina is one of those people.

I wanted to know if becoming a Home Missioner would help me grow in my faith journey and learn more about ministry. So I started asking questions.

Here's what I discovered: The United Methodist Church has three orders of ministry, not two. Most people know about Elders and Deacons. Those are the clergy orders. But there's a third order specifically for laity called Deaconesses and Home Missioners, which has been around for over 150 years.

Deaconesses and Home Missioners are laypeople called to make a lifetime commitment to ministries of love, justice, and service. We're part of a covenant community. The motto captures the foundational ethos: "I serve neither for gratitude nor reward but from gratitude and love; my reward is that I may serve."

The Community I Found

United Women in Faith runs the discernment and formation process, and they've built something special. Instead of creating barriers for lay people called to ministry, they remove them. They pay for all the classes. You can take classes online or attend intensives like the one I did in Chautauqua, New York. They understand life is complicated and offer real compassion as candidates work through discernment.

The people I met through the program blew me away. They came from all over the world, serving in wildly different contexts, education, social work, community organizing;... all kinds of ministry. We weren't working toward the same job or position, but we all felt called to ministries of love, justice, and service.

Learning about how God is working in different parts of the world, in contexts so different from mine, opened my eyes. Just being in conversation with this community helped me see God's presence in places I would have overlooked before. We shared our discernment stories with each other, which helped each of us work through our own calling.

The classes were some of the best I've ever taken. The teachers brought real wisdom. They didn't just assign books. We talked with people who had lived these experiences firsthand, who had devoted their lives to this work. That mix of practical application and deeper learning was exactly what I needed.

Nothing felt like busy work. Even the classes I wasn't sure about turned out to be engaging and valuable. The discussions helped all of us continue discerning as we followed the Spirit's leading. I could take what I was learning and immediately apply it in my own context.

I made friendships that will last a lifetime. I didn't expect that, but it might be one of the greatest gifts of this whole process.

What Grounds the Work

I serve as Coordinator of Missions and Outreach for the Illinois Great Rivers Conference, and I'm becoming a Home Missioner. These four pillars shape everything I do:

• Alleviate suffering 

• Eradicate causes of injustice and all that robs life of dignity and worth 

• Facilitate the development of full human potential 

• Share in building global community through the church universal

These give focus to ministry no matter what context one is serving in. They're not abstract ideas, they're the framework for how we engage with the world.

One aspect that really speaks to me is that Deaconesses and Home Missioners believe discernment is a lifelong journey. There's no finish line. We just keep discerning together, learning together.

I've been on this journey since middle school. At this stage of my life, I now know that journey of faith and service doesn't stop; you just keep listening, keep following, keep saying yes when the Spirit leads. Being part of a community that embraces that reality, that doesn't expect you to have everything figured out, that walks alongside you in ongoing discernment – that has been a priceless gift.

Maybe You're Feeling It Too

I'm sharing this because maybe something is stirring in you right now.

Maybe you've felt a similar call but couldn't name it. Maybe you've wrestled with whether to pursue clergy orders, but keep coming back to feeling called as a layperson. Maybe you just know deep down that church isn't something to watch, it's something we do together.

Or maybe you've never heard of DHMs before and you're curious about this path that's been quietly changing the world for over 150 years.

The discernment process is a gift in itself. If you feel called to love, justice, and service as a layperson, a vocation as a Deaconess or Home Missioner might be worth exploring.

What if that persistent nudge you've been feeling isn't random? What if it's been pointing you somewhere specific this whole time?

You can learn more at uwfaith.org/what-we-do/deaconess-and-home-missioner.

The journey of discernment doesn't end, it just goes deeper. And you don't have to walk it alone.

Is the Spirit stirring something in you? Ready for another cup of coffee while we talk about your calling?

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Curt Franklin's camping ministry journey began in the early 90s as a camper. In 2000, he attended a leadership camp and began serving as a counselor, launching a path that took him through summer staff roles to full-time camping and youth ministry leadership in the Illinois Great Rivers Conference, where he now serves as Coordinator of Missions and Outreach and Youth Ministries and is a United Methodist Home Missioner. 

Camping ministry remains one of his passions because of its unique ability to create sacred space where people encounter God through nature and community, experience unconditional love, take steps in their faith journey, and learn to recognize God's voice not just on the mountaintop but in everyday life. 

Curt lives in Springfield, IL with his wife Kristin, who serves as the Episcopal Office Administrative Assistant for the IGRC, and they serve together in ministry. Contact Curt

Summer staff are the lifeblood of camp and retreat ministry. Year after year, young adults set aside internships, summer jobs, and other opportunities because they believe so deeply in the mission of camp. They pour themselves into creating sacred spaces where children and youth can encounter God, build friendships, and grow in confidence. Their impact is immeasurable. And yet, how often do we pause to invest back into their journeys?

At Aldersgate Camp and Retreat Center in Rhode Island, staff support has taken on a creative and inspiring form: a Staff Scholarship Program designed to affirm the gifts of young leaders while equipping them for what comes next.

A Scholarship with Heart and Purpose

Each summer, Aldersgate offers at least one $500 scholarship to a member of the staff team, funded by a donor who is passionate about young adult faith formation. Staff are invited to apply by responding to a prompt connected to the summer’s worship theme. This summer, the theme was Micah 6:8—“Do justice, love mercy, and walk humbly with God.” The application asked staff to reflect on how they would live out those principles beyond the summer, in light of Aldersgate’s mission “to be a sacred space, empowering all in faith and friendship to change the world”.

Submissions can take any form: essays, paintings, videos, even songs. International staff are welcomed and supported, with translations provided if needed. Each application is anonymized and carefully reviewed by a small committee of board members and chaplains who served at camp that summer. The winners are then celebrated at the staff banquet, alongside honors like the Spirit of Aldersgate and Kid’s Choice awards.

Since the scholarship program’s inception in 2018, the camp has awarded 17 scholarships, totaling $8,500!

More Than Money

The financial support makes a meaningful difference; helping cover tuition, books, or other educational pursuits. However, the scholarship is about far more than dollars. It sends a powerful message: You matter. Your contributions to this ministry are recognized. Your future matters to us, too.

By tying the scholarship to the camp’s worship themes, Aldersgate reinforces that camp is not only for campers but also a place of transformation and faith development for young adults. Sharing the winning submissions publicly also allows the wider community to see camp staff as leaders, artists, theologians, and visionaries.

Could Your Camp Do This, Too?

The brilliance of Aldersgate’s program is its simplicity. It doesn’t require a large endowment or complex infrastructure. It started with one donor giving $500 and inviting friends to join in. From there, a tradition grew—one that blesses staff and enriches the entire camp community.

Other camps can do this, too. Imagine:

• A single scholarship underwritten by a board member or alum.

• An application prompt tied to your camp’s summer curriculum theme or mission.

• A celebratory announcement at the end of the season that honors the depth and diversity of your staff.

Even small recognitions can ripple out to strengthen staff loyalty, deepen alumni connections, and encourage donors.

Strengthening the Future

When we invest in summer staff, we are investing in the future of the church and the world. Aldersgate’s Staff Scholarship is one example of how camps can creatively affirm and empower young leaders. I encourage other ministries to dream about how you might adapt this idea for your setting.

Supporting staff isn’t just an extra, it’s essential. Because when our young leaders feel seen, celebrated, and supported, the entire ministry flourishes.

Thanks to Aldersgate's Director, John Spelman, for sharing this story. Photos of scholarship recipients were shared with permission from Camp Aldersgate RI.