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  • 15 Jan 2025 9:44 PM | Jen Burch (Administrator)


    In the dynamic and ever-changing field of camp and retreat ministries, staying inspired, connected, and equipped is essential for leaders shaping lives and fostering faith. This year presents a remarkable opportunity for United Methodist camp and retreat leaders to attend two transformative events: the UMCRM National Gathering and the OMC Great Gathering. Each offers unique benefits, with the National Gathering focusing on the United Methodist mission and the Great Gathering fostering ecumenical collaboration. Together, these gatherings provide an unparalleled chance to deepen the impact of your ministry through practical tools, fresh perspectives, and a strengthened network.


    Perhaps you are already registered for the UMCRM National Gathering, happening soon. This biennial event challenges leaders to embrace the awe and wonder in their ministries through the theme “WonderFULL.” With workshops, meaningful connections, and opportunities to reflect on their shared mission, attendees will leave inspired and equipped for the work ahead. Featured speakers include Beth Jenson, who brings practical leadership wisdom, and Rev. Dr. Darrell Hall, whose powerful messages connect faith, leadership, and spiritual growth. This event is a vital touchstone for strengthening United Methodist camp and retreat ministries through tools, relationships, and a renewed sense of purpose.


    On the other hand, the OMC Great Gathering, with its theme “Reimagine: a Way in the Wilderness”, broadens the focus to an ecumenical level, uniting leaders from diverse denominations to address shared challenges and exchange innovative solutions. Workshops on sustainability, equity, and program innovation foster creative collaboration and provide actionable tools for thriving ministries. Inspiring speakers include Rue Mapp, founder of Outdoor Afro, who celebrates Black leadership in nature; Dr. Deborah Gilboa, a resilience expert who equips leaders to turn challenges into growth; and Brian D. McLaren, a theologian and activist advocating for a just and collaborative Christianity. This gathering fosters ecumenical dialogue, mutual understanding, and creative solutions, making it a transformative space for collaboration and innovation.


    The synergy of attending both events lies in their complementary strengths. The UMCRM National Gathering provides a strong foundation in United Methodist identity, grounding leaders in their values and mission. The OMC Great Gathering expands on this by offering fresh perspectives, cross-denominational collaboration, and innovative approaches to outdoor ministry. Together, they create a holistic experience that equips leaders with strategies, relationships, and inspiration to strengthen their ministries from both within and beyond the denomination.


    Imagine leaving these events not just with new ideas but with a network of supportive peers who share your mission. By building relationships at both gatherings, leaders can tap into a wealth of collective wisdom and create partnerships that enhance their ministries. Whether it’s learning how another camp incorporates sustainability practices, discovering new ways to engage youth, or finding inspiration in shared worship, these events empower leaders to dream bigger and accomplish more.


    This is also a rare opportunity to prepare for the future of outdoor ministries in a rapidly changing world. The challenges of environmental sustainability, social equity, and spiritual engagement require creative and adaptive solutions. Attending both events ensures that leaders are equipped with the tools, connections, and confidence to address these issues faithfully and effectively.


    Participating in the UMCRM National Gathering AND the OMC Great Gathering is not just about individual growth—it’s about strengthening the collective impact of camp and retreat ministries across the country. United Methodist leaders who attend both will end the year inspired, empowered, and ready to help shape a vibrant future for camps and retreats, ensuring they continue to be places of transformation, connection, and spiritual growth for generations to come.



  • 08 Jan 2025 8:56 PM | Jen Burch (Administrator)

    At its January meeting, the UMCRM Association will welcome three new members of the Board of Directors. Let's meet them!


    Rev. Erica Robinson-Johnson brings extensive experience and deep commitment to the mission of UMCRM. With over 20 years of pastoral leadership, including a decade as Director of Connectional Ministries in New England, she has overseen multiple camp directors and developed executive leaders across several conferences. Her background in HR, legal oversight, and conflict resolution equips her to handle complex organizational challenges. A passionate advocate for safety and inclusion, Erica is dedicated to fostering environments where all individuals can explore faith freely and feel valued. Her strategic leadership, connections to episcopal offices, and collaborative experience with UMCRM during the pandemic further enhance her ability to support the Board’s mission and vision.


    Sharon Godbolt, an attorney and mediator for the State of California, brings her passion for diversity, inclusion, and transformative leadership back to the UMCRM Board, where she previously served from 2014 to 2022. With nearly two decades of involvement in camp ministry, Sharon’s journey began at Camp Lodestar in the California-Nevada Conference and evolved from counselor to board member. Her deep love for camp stems from its power to change lives, including her own, and she actively advocates for increasing ethnic diversity in camp participation. As a graduate of UMCRM’s Immersion Experience, she offers a unique blend of legal expertise, heartfelt dedication, and visionary leadership to foster more inclusive and impactful camp communities. Sharon returns to the board with a renewed commitment to ensuring that all children, especially those from underrepresented backgrounds, have the opportunity to experience the life-changing love of Christ through camp.


      Rev. Angie Sherer has served as Vision Team Chair and volunteer director at Camp Otterbein, part of the West Ohio Conference, and has experience as a conference trustee. Currently serving in the Texas Annual Conference, Angie is known for her ability to organize and lead diverse groups, even across geographical distances. Her strengths in development, budgeting, and strategic ministry align well with the Board’s mission. With ongoing education including a Doctor of Ministry in Leadership, Angie offers fresh insights, a commitment to discernment, and a heart for ensuring that camps remain welcoming spaces where all can experience the transformative love of Christ.


      "Excellent choices!", you may be thinking. "But how were these amazing leaders elected?" In a 2021 blog post we demystify UMCRM's Board Development Process


      We are grateful for these remarkable individuals' willingness to help guide the UMCRM Association in a governance capacity, sharing their depth of experience and insight while bringing their passion and a spirit of fun to our shared work. Please join in praying for them and all of our Association's leadership as they envision a thriving future for United Methodist Camp and Retreat Ministries.


    • 18 Dec 2024 9:21 PM | Jen Burch (Administrator)


       

      'Twas the night before registration, and all through the land
      Camp leaders were stirring, excited and planned.
      The dates were all set for a gathering bright,
      January 27th through 31st, nearly in sight!


      At Camp Allen in Navasota, so peaceful and welcoming
      Preparations began for Methodist leaders incoming
      The WonderFULL theme of this year’s event
      A chance for renewal, crafted with intent.


      Dr. Rev. Darrell Hall would lead with great care,
      While Beth Jenson’s wisdom would be ready to share.
      And the Ripe Worship team, from Philly they came,
      Their music and passion would set hearts aflame.


      Engaging workshops would spark deep reflection,
      On topics of ministry, prayer, and connection.
      Networking opportunities would help all to grow,
      Meeting with colleagues, sharing what they know.


      A time for encouragement, to strengthen the soul,
      As leaders unite in their common goal.
      To learn and to serve, with hearts full of grace,
      At the UMCRM Gathering, in this special place.


      So mark down the dates, don't let them slip by,
      Register soon, the next weeks will fly!
      For the WonderFULL Gathering, a time to be fed,
      To Camp Allen in Texas, full speed ahead!



      Merry Christmas, everyone! We look forward to seeing you at the National Gathering next month. There is still time to register by heading over to United Methodist Camp & Retreat Ministries - 2025 National Camp & Retreat Leaders Gathering! This experience is a wonderful gift to give yourself, your staff, and volunteers as you prepare for the new ministry year.



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

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


      Read more about the reversal here, here, and here


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


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


      Leverage the OMC Salary Study

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


      View the full report or explore the interactive tool 


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


      Next Steps: 

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

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

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

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


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


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


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



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


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


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


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

      the gift of UMCRM.






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




      *photo credits: Dail Ballard

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

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


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


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


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


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


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


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


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


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


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





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



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


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


      What is the National Summer Staff Exchange Program?


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


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


      Why is This Initiative Important?


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


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


      How UMCRM Members Can Get Involved


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


      The task force will be responsible for:


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

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

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


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


      Why Your Involvement Matters


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


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


      Next Steps: Join the Task Force


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


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


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


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

      please contact jessica.gamache@umcrm.org



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

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


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


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


      1. Leadership Development: Building a Comprehensive Pathway for All


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


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


      How Your Feedback Shaped This Initiative:

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

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

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

      2. Advocacy: Amplifying Our Voice and Impact Together


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


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


      How Your Feedback Shaped This Initiative:

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

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

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

      3. Networking: Enhancing Connection and Collaboration Across Our Community


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

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


      How Your Feedback Shaped This Initiative:

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

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

      Get Involved: Your Participation Matters

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

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

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

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

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


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


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



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


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


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


      What is the Fluctuating Workweek Method?

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


      Key Points to Remember

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

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

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

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

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


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


      1. Identify Eligible Staff

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

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

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

      2. Set a Fixed Salary

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

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

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

      3. Calculate Overtime Pay

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

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

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

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

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

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

      4. Keep Accurate Records

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

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

      5. Stay Compliant with Laws

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

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


      Specific Challenges for Camp and Retreat Ministries


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

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

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

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


        Practical Examples for Your Ministry Team


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


        Example 1: Facilities Director with Fluctuating Weekly Hours

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

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

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

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

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

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

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

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


        Example 2: Hospitality Coordinator Working Varying Hours

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

        • Week 1: The coordinator works 48 hours.

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

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

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

        • Week 2: The coordinator works 45 hours.

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

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

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

        Tips for Smooth Implementation

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

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

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

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



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


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


        1. FWW is NOT a Way to Avoid Paying Overtime

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

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


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

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

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


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

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

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


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

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

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


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

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

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



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

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



        Learn more about the 2023 Ministry Impact Grants


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



        Camp Innabah (Eastern PA) - Health Care Upgrades


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



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


        mattresses at Grand Mesa


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


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




        Hinton Rural Life Center (NC) - Mattress Replacement


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




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


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




        Wesley Woods Camp (PA) - Bunks and Mattresses


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



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