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In granting the American Camp Association $40 million, the Lilly Foundation determined that character and its formation among campers and staff is a crucial matter for study and implementation. The UMCRM Association was one of 14 camp networks to receive a 2026 planning grant to strategize for implementation in 2027-29.

So, what is character? Philosopher Lao Tzu said: “Watch your thoughts, they become your words; watch your words, they become your actions; watch your actions, they become your habits; watch your habits, they become your character; watch your character, it becomes your destiny.”

Given this, character as a concept is value-neutral. It is what we think, say, do, repeat, and become as humans in this world. In the "Tale of Two Wolves," a Cherokee parable, an elder teaches his grandson that an internal battle rages within everyone, imagined as two wolves: one evil (anger, envy, greed, ego) and one good (joy, peace, love, kindness). Which of the wolves will prevail? The one we feed the most.

As United Methodist followers of Jesus in camp and retreat ministry, we are in the business of character formation as we lead discipleship programs. And those of us who lead are characters, too! How can we help our campers and staff to spend more time and effort feeding the good wolf within? How do we set about a disciplined life to feed the good wolf within ourselves?

The UMCRM grant from ACA focuses on three aspects of character: Spirituality, Integrity, and Leadership. We believe that spiritual practices help form the integrity of our leaders as disciples. Over the next few months, we will be developing a strategy to implement a targeted character/discipleship effort for camp and retreat leaders at every level: volunteers, executives, board members, seasonal and year-round staff.

We need your help in responding to surveys and participating in focus groups to assess where we are now, where we need to go, and what we need to do to get there.  Please pray that this wonderful opportunity may bear fruit in all of our shared ministries. Stay tuned for updates and ways to engage in our Character At Camp Initiative in the coming weeks and months.

Meet the UMCRM Character At Camp Initiative Co-Coordinators:

Dr. Gabby McHarg serves as the Director of Children and Family Ministries at Fuquay-Varina United Methodist Church (NC). After graduating from UNC Chapel Hill and the University of Cambridge with degrees in developmental psychology, Gabby taught preschool and was a postdoctoral researcher and later the Assistant Director of Children and Screens: Institute of Digital Media and Child Development. In 2022, Gabby followed God's call to combine her education and skills in child development with her passion for ministry with children of all ages and abilities by joining the staff at FVUMC full time, and is excited to continue to blend all of her gifts and experiences together with UMCRM. She brings United-Methodist-grounded faith, research skills, and expertise in children's faith development to her leadership in the Character At Camp Initiative.

Rev. David Berkey has been a United Methodist Conference-level camp and retreat executive for 31 years in Eastern PA, Florida, Cal-Pac, and Michigan, and recently retired from that role. He served as a pastor, youth and camp leader in the NY Conference for 15 years before entering camp ministry full-time. David has served on the national boards of the American Camp Association, the National Council of Churches Outdoor Ministries Committee, and the UMCRM Board of Directors/National Camp & Retreat Committee. He is an ACA accreditation visitor, has taught faith formation in the UM Camp and Retreat Certification program, and is a regular workshop leader at regional and national events. After having served in a volunteer capacity on the design team for the Inside Out ecumenical summer camp curriculum for 25 years, David has now stepped into the role of Project Manager. David brings deep knowledge and experience of the UMCRM context and a passion for Christian spiritual leadership to his role with UMCRM's Character at Camp Initiative. 

Every summer begins the same way. Cars pull in. Luggage is unloaded. Nervous laughter mixes with anticipation. Young adults step onto camp property carrying excitement, uncertainty, hope, and more than a few invisible burdens. They arrive with resumes half-written, faith still forming, leadership they don’t yet recognize, and questions they’re not always ready to say out loud.

Over the past several months, this blog series has explored what the 2025 UMCRM Summer Staff Impact Study reveals about these young adults who serve at our camps, and about the environments we create for them. We’ve looked closely at what motivates today’s staff, how support and agency shape their growth, why burnout is not inevitable, where training makes the biggest difference, and how leadership emerges in the lived experience of camp. This final post draws those threads together, returning us to the people at the heart of the data: the young adults who arrive at camp each summer and the leaders they are becoming through the experience.

Who Shows Up at Camp

Nearly 800 summer staff from 47 UMCRM camps participated in this study, offering one of the clearest snapshots we’ve ever had of the people saying “yes” to this work.

• The median age was 20.
• More than half (56%) were returning staff, many coming back to the same camp.
• Only 41% identified as United Methodist, meaning most arrived from other Christian traditions or backgrounds.
• 16% identified as LGBTQIA+.
• 18% identified as people of color.
• 11% were international staff.

Our camps are welcoming young people with diverse backgrounds and stories. Faithful stories. Questioning stories. Joyful stories. Heavy stories. And all of them matter.

What They Carry With Them

Most staff arrived with some connection to faith. Nearly three-quarters grew up as regular church participants, many with experience in camp, mission trips, or youth ministry. And yet, the study reminds us that faith formation doesn’t end with familiarity.

By the end of the summer:

• 93% said their personal faith was strengthened
• 91% said camp gave them greater clarity about their life direction or calling

At the same time, many staff reported feeling unsure about leading faith conversations or offering spiritual guidance, especially in unplanned, vulnerable moments. This isn’t disinterest; it’s faith still taking shape.

Camp doesn’t meet young adults after formation is complete. It meets them in the middle of it.

The Weight They Don’t Always Name

The data also reveals something we can’t afford to ignore.

At the beginning of the summer:

• 40% of staff had no mental health indicators
• 41% had one or two indicators
• 19% had three or four indicators

In other words, nearly 60% arrived carrying at least one mental health concern. Anxiety. Overwhelm. Trouble sleeping. Feeling very down or hopeless. Thoughts of self-harm. Questions about identity and worth.

These staff weren’t less capable. But they were more vulnerable to burnout, to exhaustion, and to environments where support was inconsistent. And yet, many still grew. They grew because camp didn’t ask them to be perfect. It asked them to show up.

Belonging Is Not Experienced the Same Way

One of the most sobering findings emerged when researchers looked at support and agency across demographics.

While 18% of respondents identified as people of color, only 9% of staff in high-support/agency environments were people of color. In contrast, 20% of staff in low-support/agency environments identified as people of color.

The data doesn’t explain why people of color are feeling less supported, but it does invite reflection on ways camps could adapt and improve systems of support. Because the research findings clearly show that support and agency impact growth, faith outcomes, leadership confidence, and burnout, camp leaders must take seriously our commitment to equity in this area.

Belonging must be designed. Support must be intentional. Agency must be shared.

Who They Become by Summer’s End

Despite everything staff carry (and sometimes because of it,) the transformation is real.

By the end of the summer:

• 98% said they grew in their leadership abilities
• 97% said the camp experience had a significant positive impact on their life
• 98% said they had a positive impact on specific young people
• 94% said they felt more confident in themselves

Last summer, leadership wasn’t taught in theory. It was formed in cabins, kitchens, chapels, and quiet moments of responsibility. Last summer, camp didn’t remove challenge. It paired challenge with meaning. This is where the truest value of a United Methodist summer staff experience is found.

The Heart of the Matter

This series has never been about perfect programs or flawless summers. It’s been about designing experiences that meet young adults where they are and walk with them toward who they are becoming.

The data has shown us:

• Purpose matters more than pay
• Support and agency change outcomes
• Burnout results from systems, not weakness
• Practice builds confidence
• Leadership grows when trust is real
• Belonging must be intentional

Most of all, it has shown us that camp remains one of the church’s most powerful formation spaces, precisely because it holds complexity with care. Each of these insights drawn from the research inspires possible action items, shifts in policy or practice, and new ways to bring intentionality to helping summer camp staff thrive.

A Closing Word

Every summer, young adults trust us with a season of their lives. They bring their questions. They bring their faith. They bring their whole selves. What they become next is shaped, in part, by what they experience with us. Thank you for the faithful, demanding, holy work of raising leaders—often before they know they are ready.

This concludes Raising Leaders: New Data Every Camp Director Should Know. To explore the full research behind this series, you’re invited to read the complete 2025 UMCRM Summer Staff Impact Study Findings Report.

Since 2017, the Solomon Cramer Fund has supported sending young people to United Methodist camps. The annual grants have helped camps to develop innovative programs and reach new people in new places, widening the circle of leadership and campership.

Scholarship grants from the Solomon Cramer Fund encourage UMC camps to consider the breadth of our ministries by focusing on the following four priorities:

• Experiences that minister with youth living in poverty

• The intentional development of young people for spiritual leadership and/or leadership with Camp & Retreat Ministries

• Camp experiences that collaborate with local churches and agencies in processes of faith formation 

• Opportunities for increasing racial/ethnic diversity within ministry participation and leadership.

Twenty-one programs received Solomon Cramer Fund grants in 2025, the most that have been funded in a single year. This week, the UMCRM Association is celebrating a second installment of completed programs. Every year we are inspired by the ways grant recipient camps are extending God’s love to young people who might not otherwise have an opportunity to experience camp. 

Grow Day Camps/Experiential Leadership Institute - North GA Conference

Camperships were funded for 10 day campers from low-income and racially diverse families in metro Atlanta, hosted by Impact Church. Grow Day Camp provides access to camp experiences for families previously untouched by NGCRM overnight camps. The mobile camp program includes faith-based learning and youth mentorship, and supports leadership development through the Experiential Leadership Institute (ELI) for high schoolers. It aims to foster community, spiritual formation, and self-confidence.

Joaquin, a rising 5th grader, started the week apprehensively, but it was clear after the first day that he was going to have a wonderful week. Every day, Joaquin looked forward to Grow Day Camp. At Grow, Joaquin was able to participate in worship, field games, archery, crafts, and so many fun activities. More than anything, Joaquin looked forward to spending time with his counselors and the other campers in his living group. "It feels like the group actually cares about me," Joaquin shared, "I already know I really want to come back to Grow Camp next year, and I want to tell my friends to 'Come to Camp,' too!"

Each week, Grow campers spend one day out of their camp session going to Glisson Camp and Retreat Center, a sister ministry in North Georgia. This day trip provides an opportunity for Grow campers to see some of the overnight camping opportunities available to them. Plus, this provides an opportunity for sites even in the heart of the city to spend intentional time in nature. On this day trip, campers go on creek hikes, play at the pool, and have lunch at Cane Creek Falls. This adventure to Glisson was the high point of Joaquin's week. "I love swimming at the waterfall!" Joaquin yelled, "It feels just like Disney World!"

Mental Health At Camp - Pecometh (MD)

This project introduced a part-time mental health support role into summer camp programming to enhance camper and staff well-being. The position provided training on inclusivity and mental wellness, allowing more campers and staff—especially those from diverse backgrounds—to thrive. The goal was to retain staff and provide spiritual and emotional safety that encourages return campers and future leaders.

Diego, a returning staff member, was initially apprehensive about serving at camp without his cousin and was unsure about his ability to stay on and succeed. Extra mental health support enabled him to excel. He quickly stepped into leadership roles and was a trusted member of the staff. He overcame his adversity and was able to impact hundreds of our campers. 

New Neighbors Become New Leaders - Potosi Pines (NV)

This initiative revives a leadership training program for teens, specifically reaching out to the Pacific Islander church community in Las Vegas. Youth from this underserved group receive year-round mentorship and are trained to become camp counselors and spiritual leaders at Potosi Pines.

Cooperative Parish Camp Initiative - Camp Quinipet (NY)

The grant funded 5 scholarships for children of formerly incarcerated women, in partnership with the New Hour nonprofit. Through a week of overnight camp, the children experience healing, fun, and spiritual nurturing in a supportive environment. The project addresses poverty and emotional trauma related to incarceration. The collaboration involves local UMC churches and the NYAC Church and Society committee.

On the way to camp for the first time from the New Hour Brentwood location, the campers were incredibly nervous, asking lots of questions about how camp works and how they will make friends here. The car ride home at the end of the week was a completely different conversation. The hesitation and worry were all gone. They felt comfortable at camp, they made friends, and they had gotten involved in new activities they hadn’t tried before. The girls in the program really came out of their shells, finding the confidence to perform for the whole camp. They had worked incredibly hard all week during their dance elective and it was an absolute pleasure to see smiles on their faces when they were performing. The boys’ cabin bonded together throughout the week and really grew as a group. As we watched them all say goodbye to each other, we could see the true friendship and connections they had made in just a week. During the drive home, the campers were exclaiming how they want to come back every year and would like to be counselors when they grow up. Seeing this passion for summer camp grow in these children and seeing their outlook change throughout the week was remarkable.

Beloved Community Day Camp Program - Susquehanna Conference (PA)

The grant supported camperships for new campers as part of a new strategic plan to help congregations connect in new ways with young people and their families. We had 4 great Beloved Community Pilots with 4 different local community settings this Fall. The goal was for the congregations to build relationships with new families in their communities through a collaborative Camp experience in the communities where the youth live. Some of the events were hosted by single churches and others were groups of churches coming together with Susquehanna Conference Camping Leaders to plan and lead the events. Close to 125 children participated, most of whom had never been to camp before. It was especially exciting to see a much higher participation among children of color in this model of camping.

Native American Culture & Faith Camp - Camp Norwesca (NE)

This initiative offers outdoor Christian camping to youth in rural western Nebraska, many from economically disadvantaged, Native American families. Activities promote environmental stewardship, spiritual formation, and leadership. Campers explore faith through devotions, peer relationships, and nature immersion.

On the final evening, during campfire worship under the stars, one camper volunteered to share a reflection, expressing gratitude for learning how faith, culture, and nature connect. They shared that the week helped them feel more confident, more curious, and more connected—to God, to others, and to the world around them. This moment reflected the heart of the week: building understanding, faith, and community through shared experiences made possible by this grant.

Helene Scholarship Fund - Camp Tekoa (NC)

This new fund provides camperships for children whose families were severely impacted by Hurricane Helene. Two campers had the opportunity for a time away from the devastation and heartbreak they are living through. While at camp they experienced God in nature, through the written and spoken Word, through caring staff and fun, meaningful activities.

One camper said it was like a breath of fresh air to get away from the destruction she sees everyday at home and be in a place where she felt safe and loved. She went on to say that she would be able to go home and tell her parents that with God, they would be able to arise from the destruction of Hurricane Helene.

Campers in Leadership Training - Pocono Plateau (PA)

This program fills a gap for up to 3 young teens (13–15) who have aged out of the day camp but are too young to stay home unsupervised. It provides a leadership training track where CILTs assist with Bible lessons and activities and are mentored by camp chaplains and staff. Camp serves a growing, underserved population in rural Pennsylvania that migrated from NYC post-COVID.

Kaeden’s mother was grateful that he spent his days outdoors, in Bible study, unplugged, and in community with others. If it was not for our program, he would have been home alone Monday through Friday while his mother worked. Kaeden stepped up quickly and showed a passion for helping younger children play games and participate in activities, even singing and dancing! It was beautiful to witness him grow in his abilities and confidence throughout the course of the summer season.

Summer Camp Fee Assistance - Camp Uskichitto (LA)

30 campers were able to attend camp through this support. Already, the camp partners with churches which fund 50% of camp fees for campers in need. This new fund covered the remaining cost for families that would not otherwise be able to pay the rest.

One mom of 7 was delighted by the inclusion of her neurodivergent children in Camp Angel Tree, for kids with an incarcerated parent. She reflected: “They accepted ALL of my kids, regardless of their background and difficulties. For the duration of my children's time at Uskichitto, they were just kids, just siblings! My over-watched and judged autistic child got to go swimming, throw axes, shoot a BB gun, use a bow and arrow! All of these things I knew he was capable of, but society doesn't always see, they see a high risk. Abel not only got to just be 12, he got to be included and not judged. He truly broke out of his shell and immersed himself in living his best life. Normally his communication is very limited; he is considered nonverbal. He spoke up during chapel and expressed his own religious views, saying, "God is good; He has a plan." 

The UMCRM Association is blessed to steward this grant in Rev. Cramer's memory. He would be amazed to see how God multiplies these gifts to transform lives, strengthening individuals, churches, and communities. The application for 2026 Solomon Cramer Grants will open on February 20th.

We’re excited to introduce you to the Design Team and the roles they’ll be serving in:

Co-Chairs: Hope Montgomery (Camp Magruder, OR)

and Jeff Wilson (Camp Lake Stephens, MS)

UMCRM Staff: Jessica Gamache (Director, PA)

and Jen Burch (Communications & Registrar, CO)

UMCRM Board Liaison: Nick Coenen (Pine Lake, WI)

Worship Chair: Rev. Amanda Crice (TWK Conference, TN)

Marketing/Communications Chair: Audrey LeSage (Camp Glisson, GA)

Main Stage/Keynote Chair: Gillian Mager (Lazy W Ranch, CA)

Exhibitor Chair: Erik Bengston (Lake Michigan Campground, MI)

Hospitality Chair: Ryan Siver (Camp Fontanelle, NE)

Workshops Chair: Stephen Ward (Camp Lookout, GA)

We cannot wait to share more as plans continue to take shape! Stay tuned for updates on our theme, speakers, workshops and more. Be sure to save the dates: January 24-28, 2027!

Many summer staff don’t arrive at camp calling themselves leaders. They come to camp because a friend invited them; because they loved camp once; because they wanted to help kids have a good week; because they weren’t sure what was next, but camp felt like a place to figure that out. And then, sometimes without realizing it, they begin to lead.

The 2025 UMCRM Summer Staff Impact Study names this reality clearly and consistently: Camp is one of the most effective leadership formation environments young adults experience.

Leadership Growth Was Nearly Universal

When staff were asked to reflect on their growth at the end of the summer, one outcome stood above all others. 98% of staff agreed they grew in their leadership abilities.

It wasn’t just a feeling. It showed up in multiple ways across the data:

• Leadership confidence was the strongest area of growth measured from pre-summer to post-summer
• Growth in leadership appeared regardless of role, experience level, or camp size
• Even staff who struggled in other areas still reported leadership growth

This wasn’t accidental. It was embedded in the experience itself. Unlike classrooms or workshops, camp doesn’t teach leadership by talking about it.

It teaches leadership by asking young adults to:

• Care for others when they’re tired
• Make decisions in real time
• Navigate conflict with compassion
• Hold responsibility that actually matters
• Learn from mistakes (quickly and publicly)

The study’s findings reflect that experiential model. At the end of the summer:

• 94% of staff agreed they felt more confident in themselves
• 98% agreed they had a significant positive impact on specific young people
• 91% agreed camp gave them greater clarity about their life direction and career

Leadership wasn’t abstract. It was lived.

Confidence Grows When Support  Is Present

One of the most powerful insights emerges when leadership growth is viewed alongside support and agency. Staff who experienced high support and agency reported the strongest leadership outcomes:

• 99% of high-support staff agreed they felt more confident in themselves

• 98% said the camp experience had a significant positive impact on their life

• 95% reported greater clarity around vocation and calling
  

Leadership didn’t grow in isolation. It grew in community with others. It grew when staff felt trusted, supported, and connected to the mission.

However, it’s important to name something honestly. Leadership growth often occurred alongside exhaustion.

• 40% of staff finished the summer feeling exhausted or burned out
  

This doesn’t negate leadership formation, but it does shape how it’s remembered. Staff who experienced burnout showed weaker overall outcomes, even when leadership growth was present. The data suggests a simple truth: Leadership formation is strongest when challenge is paired with care.

What Camp Teaches That Other Spaces Don’t

Many staff named camp as the first place they:

• Were trusted with real responsibility

• Felt accountable to a community

• Saw their actions visibly affect others

• Practiced leadership rooted in values rather than performance
  

This is why leadership growth appeared so consistently across the data. Camp doesn’t just train leaders, it treats young adults like leaders. And they rise to that trust.

Why This Story Matters Beyond Camp

These leadership outcomes aren’t just internal wins. They are stories camp leaders can and should share with:

• Boards and conference leaders

• Donors and supporters

• Parents and churches

• Young adults discerning what comes next
  

Camp isn’t just staffing a summer. It’s shaping leaders who carry these skills into congregations, workplaces, and communities long after the season ends.

Try This This Month

Reach out to one former staff member, not to recruit them, but to listen. Ask them how camp shaped their leadership, confidence, or sense of calling. Then write down their words.

Those stories, paired with the data, are some of the most compelling evidence we have of why camp matters and why investing in staff formation changes lives.

Up Next in the Series

In the final post of this series, we’ll look closely at who today’s summer staff are (their faith backgrounds, mental health realities, and expectations) and what the data invites us to do differently as we care for emerging leaders.

Until then, thank you for the ways you continue to call young adults into leadership—often before they know they’re ready. 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.

Since 2017, the Solomon Cramer Fund has been sending young people to camp by granting scholarship funds to United Methodist conference camp/retreat ministries. Through these grants, camps have developed innovative programs that reach new people in new places, widening the circle of leadership and campership.

Scholarship grants from the Solomon Cramer Fund encourage UMC camps to consider the breadth of our ministries by focusing on the following four priorities:

• Experiences that minister with youth living in poverty

• The intentional development of young people for spiritual leadership and/or leadership with Camp & Retreat Ministries

• Camp experiences that collaborate with local churches and agencies in processes of faith formation 

• Opportunities for increasing racial/ethnic diversity within ministry participation and leadership. 

Twenty-one programs received Solomon Cramer Fund grants in 2025, the most that have been funded in a single year. The UMCRM Association celebrates the completed programs. Here are some highlights from the grant reports. We'll feature more projects next week!

IGNITE 2025 - Aldersgate (RI) 

IGNITE was born from a vision of faith in action—of equipping young people with the tools to recognize injustice and the courage to respond. Because of your support, we were able to bring that vision to life. Campers met directly with lawmakers at the Rhode Island Statehouse, served at ministries working with unhoused neighbors, and reflected deeply on how their faith calls them to be agents of justice in the world. Many of the youth who participated in IGNITE shared that it was the most impactful week of their summer.

One camper described it as “eye-opening,” while another said, “I didn’t know faith could look like this, serving, learning, showing up for people.” These moments wouldn’t have been possible without you.

One of the most powerful moments of our inaugural IGNITE week came after packing lunches in the church basement. Our campers walked to a nearby park with the pastor and a caseworker from a local service provider. There, they handed out lunches, not just as an act of charity, but as a starting point for real conversations. Campers sat side-by-side with unhoused individuals, listening to their stories with compassion and respect. They watched as the caseworker moved from person to person, checking in, offering support, and helping several individuals begin the paperwork to access housing and medical services. For many campers, it was the first time they had seen social work and ministry in action, not in a classroom or a sermon, but on the sidewalk. That afternoon changed something in them. One camper shared, “I always thought helping meant just donating things. Now I see how important it is to be present, to really know people.” It was a lesson in dignity, advocacy, and incarnational ministry and a reminder of how faith becomes real when it shows up in the park with a sandwich and a listening ear.

Catalyst in Special Needs Ministry Leadership - Camp Bays Mountain (TN)

This initiative equipped youth and young adults with special needs to serve as summer camp staff, offering them roles in worship leadership, maintenance, crafts, and more.

With the generous gift of this grant, Bays Mountain brought onto the summer staff four young staff members who have special needs. They all contributed significantly to the summer program. Director Jeff Wadley says, “there is no way we could have had a successful summer camp without them.” Participants indicated that they had gained skills such as pool cleaning, using the commercial dishwasher, starting campfires, weed trimming, and laundry. They also noted that the highlight of the summer was their close community with each other. One staff member was promoted to Lead Support Staff, excelling in his ability to communicate, delegate, and problem-solve. This talented young leader will go into a skilled trade after high school and we hope he will continue to serve at camp.

Soma Partnership - Camp Lake Stephens (MS)

This project expanded a successful pilot to provide a full week of Christian day camp to Hispanic children ages 6–10 from the Tupelo, MS area. The project is made possible through a partnership with a local multi-ethnic church.

Two weeks after our camp week, the pastor of Soma called our office. Four kids were picked up by a van on the way to camp every morning in a town between CLS and Tupelo, where Soma church meets. Two of the moms met for the first time while awaiting camper pickup and dropoff. While both families were sporadic attenders at Soma Church, the moms had never met until they started conversing at daily camp pickup each morning and evening. They became friends and discovered they had grown up within 30 miles of each other in Mexico and migrated to the US to the same town of 6000 people. After the camp week, the families began meeting together once a week for dinner, also attending church together almost every Sunday. One week of day camp not only positively impacted the campers, but resulted in two families becoming great friends, sharing meals together, growing in their faith together, and leaning on each other as they navigate how to create home in their new town.

Rural UMC Outreach Scholarship - Camp Lookout (Holston, TN)

This scholarship program supported youth from three small, rural UMCs in the Holston Conference, covering 50% of camp fees. Each church worked with the campers’ families and the congregation to provide the remaining funding needed for camp tuition.

One mom reported, “Both of my boys have had wonderful experiences at Camp Lookout. It was their first time away without siblings, and they felt completely comfortable. Upon pickup, I noticed social and spiritual growth, particularly with empathy and kindness to others.”

Camper Scholarships - Ceta Canyon (TX)

56 campers (28 boys & 28 girls) attended a weekend "Mentor Camp" free of charge. The program was provided by the Potter County Sheriff's office to help build positive rapport between the School Resource Officers and youth from two schools. Sheriff Brian Thomas reflects, “We give them some Jesus, teach them how to change tires and change oil, we do Low Ropes course with them that teaches them that they have to work together to get to the end goal. We let them fish, hike, zip line and feed them, and explore Ceta Canyon and its beauty! My SRO's volunteer to come spend the weekend with the kids and we have school staff that also comes out! This is something these kids will never forget and will remember these officers for life!”

Traveling Day Camp - Camp Chestnut Ridge (NC)

This mobile day camp program partners with churches to bring camp experiences to underserved communities, including children experiencing homelessness or living in foster care. The initiative fosters long-term connections between campers, families, and local churches, offering full or partial scholarships. The program has a strong legacy of inclusivity and leadership development, especially among diverse camper populations.

Duke Memorial UMC partnered with Families Moving Forward, a local agency in Durham, NC that helps shelter children and their families while providing support for families facing housing instability. Camp staff would pick the campers up from Families Moving Forward and bring them to Duke Memorial for camp activities. During a lunch break one of the boys came up to a staff member and asked if they were able to come back next week. Camp gave them an opportunity to play, build relationships with peers and with caring adults. I believe this is an example of the love of Christ in action. This partnership, and the 12 camperships from Solomon Cramer grant funds, made it possible for these children to experience normalcy, community, and love during a time of great instability in their lives.

Summer Spirit Community Day Camp at Covenant UMC - Gretna Glen (PA)

Held in Lebanon, PA, this Day Camp program is a partnership among Covenant UMC, Transformando Vidas (a Latino church plant), Ebenezer UMC, and Gretna Glen. It serves Spanish-speaking children, many from single-parent, low-income homes, with a week of Christian day camp close to their community. Activities include games, crafts, devotions, and faith-building in a culturally responsive environment. The initiative also integrates campers and families into the local faith community.

We served 30 campers from 12 different families, 10 of whom were new to this church. After the week of camp, 4 of those families have stayed in contact with the church and the church is continuing to invite the other families to events. This church has been inspired to explore other ways to be engaged with its community.

We give thanks for the stewardship of these gifts to make Christ's love known in creative ways in so many places. Next week we'll feature more 2025 Solomon Cramer Grant project stories. The following week, the application period will open for 2026 grants. 

Training Gaps and Opportunities: Where Staff Feel Least Prepared

The realization doesn’t usually happen during staff training. It happens a few days later on a bunk bed at night, on a dock at sunset, or during a walk back from the dining hall. A camper asks a hard question. Or two campers are locked in conflict. Or a moment opens that feels holy and fragile, and a summer staffer isn't sure what to do with it.

The 2025 UMCRM Summer Staff Impact Study helps us name something many directors have sensed for years: our staff are deeply committed to campers, but many don’t feel fully prepared for the moments that matter most.

Training Is Working in Key Areas

In addition to being asked about their level of burnout (which we explored in the previous post in this series), at the end of the summer, staff were asked how prepared they felt after staff training in a variety of areas. By nearly every structural measure, staff training across the UMCRM network is doing important work. The strongest areas of preparation were clear:

• Understanding the mission and core values of the camp

• Knowing camp policies and procedures

• Leading camp activities and fulfilling their primary role

• Working effectively with fellow staff

Overall, 93% of staff agreed that after staff training they felt prepared and empowered for their role at camp. That’s no small thing! It speaks to the care, intention, and professionalism camp leaders bring to training. But when the data is disaggregated, an additional story begins to emerge.

Where Staff Felt Least Prepared and Why It Matters

When staff were asked to reflect on areas where they felt less prepared, a different pattern emerged. And this pattern showed up consistently across camps. The lowest-rated preparation areas were:

• Leading or facilitating Bible study or devotions

• Initiating conversations with campers about God and faith

• Spiritually guiding camp participants

• Managing camper conflict

These were not marginal gaps. They were among the lowest-rated preparedness areas across the entire survey. This matters because these skills sit at the heart of camp ministry. They are often the moments when staff feel the most pressure and the least confident.

Faith Leadership: Willing, But Unsure

One of the most important nuances in the data reveals that despite feeling underprepared in these areas, staff are having a positive impact on campers’ lives and faith. In fact:

• 98% of staff agreed they had a significant positive impact on specific young people

• 93% agreed they were strengthened in their own personal faith

• 91% agreed camp gave them greater clarity about life direction and calling

So what’s going on? United Methodist summer staff are stepping into these moments anyway. They’re showing up with courage, care, and heart. But many are doing so without the confidence they wish they had.

This gap doesn’t reflect a lack of commitment. The data doesn’t suggest staff lack faith. It also doesn’t suggest they lack commitment. The data suggests summer staff lack practice, which shows up as a lack of confidence. Practice and confidence are things that training can shape.

Through the survey, we learned a significant number of young adults serving on staff:

• Did not grow up leading faith conversations

• Worry about “saying the wrong thing”

• Assume spiritual leadership requires expertise rather than presence

• Feel unsure how to navigate conflict without escalating it

Training often tells staff what matters, what their tasks are, what they are required to do. What they’re asking for (implicitly) is help learning how to do it.

Connection: It’s also worth noting how these training gaps connect to burnout. We know from earlier findings that:

• 40% of staff finished the summer exhausted or burned out

• Staff who felt unprepared in emotionally demanding areas often carried a heavier internal load

When staff feel uncertain in moments of conflict or faith guidance, those moments take more energy. Over time, that contributes to exhaustion, even when the summer is meaningful. While preparation doesn’t remove challenge, it can change how heavy the challenge feels.

What This Means for Camp Leaders

This data invites a subtle but powerful shift in how we think about staff training. Not as a transfer of information nor as spiritual instruction alone, but as rehearsal.

• Rehearsal for hard conversations

• Rehearsal for moments of doubt

• Rehearsal for conflict, emotion, and care

Even brief practice opportunities like naming what to say, how to listen, or when to ask for help can dramatically increase confidence.

Try This This Month

Choose one moment from your upcoming staff training where faith, conflict, or emotional care is likely to surface later in the summer. Instead of adding more content, build in five minutes of practice. Here are some examples:

• Invite a returning staff member to model how they responded to a hard camper question.

• Walk through a real conflict scenario and name three ways a staff member might respond.

• Offer simple language that gives staff permission to say, “I don’t have the perfect answer, but I’m here with you.”

These small rehearsals don’t lengthen training. They deepen it. They give staff confidence before the moment arrives and remind them they don’t lead alone.

The data suggest those few minutes could color the entire summer.

Up Next in the Series

In Post #5, we’ll turn to one of the most encouraging findings in the entire study: leadership development. We will explore why leadership growth was nearly universal, and how camps can better name, nurture, and share that story with staff, boards, and donors.

Until then, thank you for the intentional ways you prepare young adults not just to work at camp but to lead with care and courage.

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.