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  • 18 Aug 2021 9:25 PM | Jen Burch (Administrator)

    Highlights of 8/6/21 UMCRM Community Conversation

    What has been UM camping's history of summer staff compensation?

    • We have been slow to keep up with summer staff raises.
    • Other cost increases, which have been out of our control, became the priority, pushing summer staff raises down the list of things to fund.
    • Typically we struggle every year in hiring enough quality summer staff. This year, all industries were struggling to hire staff.
    • We have been afraid to raise camper rates. It is an important value to keep camp accessible for every child.
    • We know that returning staff are exponentially more valuable the longer they stay, but salary increases do not reflect that value.
    • Bonuses (hiring bonuses or end-of-summer bonuses) have become more popular in recent years.

    Why is increasing summer staff salary base pay important?

    • Higher wages bring the opportunity of working at camp to a more diverse group of people. Affording to work at camp currently could be considered a "privilege." Only those with other sources of financial support can work at a low wage.
    • Increasing wages is the norm in the business industry right now. Increasing the pay rate will make camping more competitive with other industries trying to hire the same demographic.
    • "The experience" of being on summer staff is not enough to get young people to apply for these positions, or may not outweigh the realities of the cost of living and education.
    • United Methodist doctrines and Social Principles support fair pay and justice for workers.
    • Paying more will influence how we are perceived in the marketplace. What we charge and what we pay sets a certain expectation.

    So how do we fund it?

    • Change the camper fee structure; adopt or adjust tiered pricing.
    • Charge the actual cost of camp, front-loading scholarships rather than cutting expenses.
    • Provide payment plans for families to pay for camp throughout the whole year, instead of all at one time.
    • Strengthen fundraising efforts. Consider who benefits from us having excellent, well-compensated camp staff (camper families, churches, local businesses...)?
    • Reach out to civic organizations like Rotary Club to sponsor leadership development through multi-year bonuses.
    • Reach out to larger churches to fund salaries.
    • Invite conferences or other denominational entities to provide support, interpreting the value of camps in culture of call and young clergy recruitment.
    • "Adopt A Counselor" program - donors sponsor a staff salary but also serve as a prayer partner, send care packages, etc. Fun way to engage staff alumni.
    • Change end of summer bonuses and other incentives into a weekly pay increase.
    • Take incremental steps to increase the base salary over several years so your budget doesn't take a huge hit all in a single year.

    Special thanks to UMCRM colleague Nick Coenen (Pine Lake, WI) for initiating this conversation. Many of us came away with a new idea or insight, and it helps to know that other camps struggle with the same challenges. Feel free to add your thoughts in the comments!

  • 11 Aug 2021 3:38 PM | Jen Burch (Administrator)

    Image result for laundry fireDid you know that after being washed, towels and sheets left in a tumble dryer overnight can catch fire? This linen can start a fire from spontaneous combustion.

    It may surprise you to know that fires caused by spontaneous ignition are very common. While cooking remains the leading cause of house fires, laundry room fires account for an average of 15,000 fires each year in the United States according to the National Fire Protection Association.

    “Spontaneous combustion” refers to the gradual increase in temperature of a flammable material to the point of ignition. The process is a chemical reaction in which heat is generated. In laundry, the exothermic reaction occurs from oxidation of oils on fabric. (Source: Kelchner Cleaners)

    It’s possible for fires to start by spontaneous ignition in any type of business. These types of fires usually start late at night and are not discovered until the fire is in full bloom. A fire could damage your premises and even put a halt to your facility operation. This potential liability issue could also endanger staff or guests at your site. 

    Fortunately, there are some simple practices you can put in place to reduce the risk of a laundry fire. Oils are most likely to occur in kitchen laundry. Please review spill management and look at how greasy or oily residue is cleaned up at your site. (Resource from United Laboratories)  Also, review practices with staff who care for laundry to ensure that possibly contaminated laundry is not left in a warm, enclosed space overnight.

    Special thanks to Dale Connell from A1 American Group/ American Associated Companies for alerting us to this important risk management topic!

  • 30 Jul 2021 2:43 PM | Jen Burch (Administrator)

    As Ken Overholser moves into retirement this month from his role as Director of Camping & Retreat Ministries in the West Ohio Conference, we asked him to reflect back on his calling and ministry, and to share a little advice for current leaders. 

    How were you called into C&R ministry?

    I was available and was asked to fill a temporary position in late March 2013. Summer was coming and someone was needed to step in and take charge. I later felt called to the permanent position and applied for the position. I had previously worked with youth and children and it seemed a natural fit.

    Where have you served? 

    I was called into vocational ministry in 1998 during a Walk to Emmaus. I didn’t know how or where, but was ready to answer God's call. God taught me great patience until the door opened at Ginghamsburg Church. They had opened a new youth center and needed someone to oversee the outreach. I later became the Director of Student Ministries and eventually Executive Director of  Discipleship Ministries. I spent 12 years at Ginghamsburg.

    Significant changes you've seen over the years in this ministry?

    The start of Day Camps, vision planning for the future, and social media telling the stories of camp. Camp does change lives!

    Your greatest blessings in this work?

    Seeing youth come together on the camping field and seeing social justice, something they don’t see at home, in the community, or at schools.

    What's one thing you're looking forward to doing in your retirement?

    Being a servant, helping others and it not being my job, but a volunteer.

    What's one important thing you've learned that you would like to pass along to other camp & retreat leaders?

    Communication is key in almost all business/ministry models of teams and staff working together towards a common goal.

    It's been a gift to have Ken as part of the UMCRM community over the years. May God continue to bless you, friend, as you move into a new life stage. Our Association would be glad to hook you up with some volunteer opportunities!

  • 14 Jul 2021 2:32 PM | Jen Burch (Administrator)


    As our conference takes an in-depth look at cyber security, we questioned our camp operation and the vulnerability, most importantly, of our camp software program which is stored in the cloud. What would we do if faced with a ransom attack on our private information? The West Ohio Conference camps use CampBrain, but the questions we developed could be used anywhere with any system. See if you might be able to answer these questions and, if not, take this opportunity to do some investigation and risk management.


    1. How and where is data stored? If your camp software is cloud-based, who is the hosting provider, and where are the servers located?
    2. How is our data protected "at rest” and during “transition”? Since camp software contains sensitive & confidential information, verify that data is fully encrypted to reduce the likelihood of it being accessed by unauthorized parties. This might be access "at rest" (stored on a server's hard drive) or when “transmitted” (accessed remotely or anywhere in between). This is a question that may have a lengthy answer — let your software provider speak to their procedures, safeguards, and strategies.
    3. How are camp software users authenticated? Are strong passwords enforced?  Is two-party identification available for administrative or front-line staff with access to sensitive information?
    4. How are camp software users and data managed/audited? Make sure there is a record of who has access to what. How are you tracking who has added or deleted data?  Who has exported which data? How and how often is that monitored? 
    5. Do any third parties have access to my data? Review any agreements in place. Ensure that all relevant details are provided to you and that third parties won't present any additional risk. What level of access will these organizations have, and what methods does the vendor have in place to select and manage them to ensure security?
    6. When data is deleted, is it permanently erased? When we delete confidential & privacy data, we must be confident that it's really gone. In some systems, deleting is more of an “archive” function — it is removed from sight but is still accessible, like a document in the Trash on your desktop. Depending on the situation, this could be a good or a bad thing, so make sure you understand how the system functions.
    7. How is data recovered in the case of loss?  What protections are there against malware, specifically ransomware, or hardware failure? What are you actively doing to prevent breaches?
    8. Has your camp software had any breaches or security issues in the past 2 years?  Can you provide the results of your most recent external security audit?
    9. How are incidents reported to customers, your Conference or board?  How will your software company support you if there is a breach as a result of your camp software? How do you inform customers about security issues?
    10. Do you have cybersecurity or liability insurance that also protects the Conference or your board?
    11. What happens if our partnership ends with our camp software company?  Who owns the data? Some vendors may become the owner of your data when you transfer it into their system, while others allow you to maintain ownership. Understanding this is good to know when we have sensitive and financial information within our camp software.

    Thanks to Ken Overholser for sharing what he has learned by walking through this process in West Ohio. We appreciate the expert counsel of the Conference IT team. Ken wisely recognized that these are questions we should all be asking.

    Ken is the Director of Camping and Retreat Ministries for the West Ohio Conference for just a few more weeks before he retires! Ken has been an active member of the UMCRM Association for the last 8 years and we are so grateful for his friendship and engagement in our community life.

  • 07 Jul 2021 4:20 PM | Jen Burch (Administrator)

    On July 1, UMCRM Director Jessica Gamaché joined a panel of experts to discuss vaccine advocacy in camp settings as part of the COVID-19 Vaccine Education and Equity Project. As the only presenter who was not a health professional, she brought a faith-based perspective to the conversation,  highlighting ways that our Christian faith is informing vaccine promotion in our camp communities. Gamaché described UMCRM Association foundations and United Methodist values as they relate to caring for our neighbors, building community, and promoting public health. 

    The featured speakers:

    View the hour-long presentation in its entirety here:

    Following are key quotes from the presentation worth sharing with parents, caregivers, and camp staff. 

    From Dr. Cohn:

    "It is really important that we as a community of healthcare providers, as camp providers, as educators help support a parent's decision to vaccinate their children. And are confident ourselves in the safety and effectiveness of these vaccines."


    From Dr. Blaisdell:

    "For many, camp provided a reason to get vaccinated ... I have heard anecdotally, 'I wasn't going to, but now that my kid is going to camp, we will go ahead and do that.' I heard that from our staff as well, 'I wasn't going to, but now that I understand that you have unvaccinated community at your camp, I will do that for your camp.'" 


    From Association Director Jessica Gamaché, on behalf of UMCRM:

    "...Health and safety has a long-standing spot as the number one priority in the youth camping field. ... This priority of safety, specifically in the United Methodist camping and retreat field, is deeply rooted into the fabric of our ministries. We prioritize safety, not because a manual tells us to or out of fear of being sued. We prioritize safety because we are called by God to love one another."

    "John Wesley, the founder of Methodism, urged Christians to  'Do no harm' & to ... 'Do all the good you can, by all the means you can, in all the ways you can, in all the places you can, at all the times you can, to all the people you can.' Promoting COVID vaccination is one way we can live that out."

    "In the Wesleyan tradition, the Christian faith is not a solitary journey. We are part of a larger community — our church families, our neighborhoods, and the world.  UM camp sites can leverage our visibility and trust within our own communities to help increase access to life-saving vaccine, especially in rural areas that may be underserved."

    "Additionally, our Camp & Retreat Ministries are oriented around 7 core foundations... (One is) to 'Inspire & Equip Lives for Love & Justice' and a second is to 'Extend Christian Hospitality & Community.' For us, advocating for vaccination is a justice issue and practice of hospitality as we follow our call to love our neighbors."

  • 26 May 2021 6:40 PM | Jen Burch (Administrator)

    Chris Alexander is a longtime supporter of Lakeshore Camp & Retreat Center (TN). Chris attended Lakeshore in his younger years as a retreat camper for 5 years. He later was a part of the summer staff for 5 summers. Chris just couldn’t get enough of camp, so he has continued on as a dedicated volunteer, taking care of a variety of tasks. Chris is on our Board of Directors, serving on the Program Committee. Year after year, he helps in training our summer staff. When he is not leading a session in staff training, he is helping our maintenance crew get the facilities ready for summer. Along with two others, Chris leads Senior High Camp each summer. These are just a few samplings of all the work Chris does at Lakeshore. He is a “let’s do it” kind of person, always ready to jump in and do whatever needs to be done. 

    When asked why he is dedicated to giving so much to this ministry, Chris said, “... I love the ministry that is done. It allows kids to be authentically who they are. And I have the greatest friends at Lakeshore.”

    Chris is a great support to the team here. We are incredibly blessed to have him serving alongside us in this ministry.

    Allison Doyle is the Program Director at Lakeshore Camp & Retreat Center. She enjoys hikes, sunny days, warm weather, and riding her jet ski!

    • Are there some dynamite past volunteers that your ministry might reconnect with this season? 
    • Are there new ways to utilize volunteers this summer to meet your camp's needs?
    • Is there a special volunteer who blesses your ministry who ought to be publicly recognized and celebrated?

  • 25 May 2021 3:37 PM | Jen Burch (Administrator)

    Summer camps are having a challenging time hiring staff this season. Here are some strategies some UMCRM camps are trying: 

    • Leverage past summer staff’s connections (even from years ago). Are they interested in working a week or two? Do they know a young adult who would be great? 
    • Recruit volunteers to make up for paid staff shortfall. Allow them to sign up for one or more weeks. Give them a free week for one child, either theirs or someone else’s.
    • Require churches to send one adult chaperone with every x # of campers coming from their church.
    • Hire staff for shorter durations (2, 3, or 4-week job). Include mandatory staff training as one of the weeks.
    • Share staff with a nearby camp (works well for specific roles like lifeguards).
    • Share staff with a camp that starts later or ends earlier than yours.
    • Recruit international staff.
    • Combine camp weeks to shorten season.
    • Limit registration to a smaller camper capacity.
    • Eliminate some specialist jobs and cross-train all staff for all roles (so everyone’s a generalist and can help in the kitchen, facilitate archery, ropes course, etc.)
    • If you have raised the pay rate at your camp, be sure to mention that in your promotions. 
    • Ask already-hired staff to help recruit from within their networks. Offer a "finder's fee" or special gift for each person they recruit who is hired and completes their term of employment.

    What's working for you as you seek to hire fantastic summer staff? 

    Share your ideas in the comments below!

  • 24 May 2021 2:44 PM | Jen Burch (Administrator)

    May 20th, 2021 – United Methodist camps are gearing up for a full summer of fun, friendship, learning, and faith formation out in God’s creation. After the challenging summer of 2020, when most United Methodist camps were unable to host programs due to the COVID-19 pandemic, camp ministries across the United States are delighted to be open for business in 2021.1

    The demand for summer programming for children and youth is high, especially the kinds of opportunities offered at United Methodist camps – outdoors, active, led by trained leaders who prioritize safety and Christian community. Families who have been cooped up at home with virtual school are eager for children to play and socialize with others in wholesome, fresh-air environments, taking a well-earned break from technology screens. Jessica Gamaché, Director of the United Methodist Camp & Retreat Ministries (UMCRM) Association, observes, “Time exploring faith and independence is what our youth are longing for. Our camps are ready once again to provide safe spaces where that can happen.”

    Churches that have struggled to provide engaging, age-appropriate Christian education for children, youth, and young adults during this difficult year are relieved to know that camps will be doing what they do best, helping those young people encounter God’s good news in experiential, fun ways. Children and camp staff who were devastated to miss their “best week(s) ever” last summer are excited to return to the beautiful forests and shores of their camp to reconnect with friends, with nature, and with the best of summer camp traditions. The isolation, stress, and grief of the pandemic have taken a toll on young people’s mental health,2 for which camp will be a welcome balm. Active days in fresh air and sunshine in the company of other children and near-peer counselor role models can help to provide a social, emotional, and spiritual reset, getting them in touch with connection, peace, joy, and a sense of normalcy that has been largely absent over the past year. 

    Of the nearly 170 United Methodist camps in the U.S., 90% were unable to operate in summer 2020, leading to staff furloughs and massive financial hardships.3 The few camp ministries that were able to offer programming last season provided insights into health protocols and best practices that will inform operations for all camps opening this year.

    A study by the American Camp Association (ACA) provides strong data showing that camps can provide COVID-safe environments through layered mitigation strategies, including small group cohorting, masking and distancing where appropriate, cleaning protocols, and more.4 Camps have been gearing up all year, reviewing guidance from the CDC and ACA, purchasing supplies, and training staff to meet the increased demands of a safe reopening. Many have found it a challenge to hire staff for the summer and are still seeking qualified applicants for seasonal and short-term paid and volunteer positions. Readers who are interested in applying to work at a United Methodist camp or referring a potential staffer should contact their local camp directly.5 

    The United Methodist Camp & Retreat Ministries (UMCRM) Association encourages churches and communities to pray for your camps now and throughout the summer. Consider providing extra financial and volunteer support as camps seek to surmount every hurdle to make meaningful, wholesome experiences for children, youth, and families in a year when we all need them more than ever. The partnerships among our Association, local health authorities, Annual Conferences, and others affirm the importance and interconnectedness of camping ministries and communities at large. Camps can’t wait to welcome you back to United Methodism’s sacred grounds.

    The American Camp Association maintains a state-by-state map of COVID operating guidance for camps

    Covid stress taking a toll on children's mental health, CDC finds

    Data collected by the UMCRM Association, Summer 2020. Faithfulness In a COVID Summer: How United Methodist Camp/Retreat Ministries Navigated the Summer 2020 Season

    New American Camp Association Survey Demonstrates Camps Can Operate Safely; ACA Camp Counts COVID approach infographic

    Camp Finder Map of United Methodist Camps & Retreat Centers in the U.S.

    Jen Burch (M.Div.) is Association Administrator for UMCRM and edits weekly S'more Mail e-news. Jen is a former Director of several United Methodist Camp/Retreat Centers and youth-serving nonprofit organizations. 

  • 28 Apr 2021 4:00 PM | Jen Burch (Administrator)

    Our colleague Jeff Wadley (Camp Bays Mountain, Holston) attended the 4/21/21 webinar hosted by the National Council of Nonprofits. Jeff helpfully shares the highlights:


    Presenters: Joe Tumolo, Tim Sarrantonia, and Amy Silver O’Leary

    National Council of Nonprofits

    April 21, 2021

    This workshop was not specific to faith-based nonprofits or camps, but was a generic briefing on Legacy Giving; however, the presenters offered a few items that were helpful in my setting and likely for yours, as well.

    What is Legacy Giving? 

    Legacy Giving is one part of a total integrated financial plan including annual, capital, operations, etc., but is one that can produce huge dividends and is often overlooked by those in the nonprofit sector, simply due to not knowing how to begin the conversation.

    There are two types of planned giving:

    1. Current outright (transfer of assets during the donor’s lifetime such as from a Required Minimum Distribution from an IRA Qualified Charitable Distribution)

    2. Deferred Gift – testamentary (will/estate gift after death) or life-income arrangement (Charitable Gift Annuity)

    Why should my Camp/Retreat Ministry add Legacy Giving to our fund development portfolio? 

    The majority of your donors’ wealth is not cash-in-pocket but delayed/invested assets.

    It is statistically proven that once a donor names a nonprofit in their estate plan, their annual contributions also increase.

    How Do We Ask?

    The key is to ask a potential donor if they would consider a contribution to camp as a legacy gift that would not interfere with their current cash flow, retirement plan, or family obligations, but would have an enormous impact after they are deceased.

    The “ask” can begin with the question, “Are we in your top five charitable gifts?” and if so, ask the donor:

    • Why do you care so much about us?

    • What would you like to do with your assets that would enrich other people’s lives?

    • How would you like our camp to help you do that?  This is where the donor and asker can develop a plan of intention in the form of a letter or formal declaration of intent in their will.

    Planning Our Asks & Identifying Potential Legacy Givers

    For a Development Officer, Director, etc. who is leading the asks for your camp, it is helpful to set goals in terms of behaviors and results (# number of planned conversations or # amount of a financial goal).

    Make a list of your top ten current donors who are interested in the camp, who are invested in the mission, etc., and simply ask for the opportunity to sit down with them and have a conversation about legacy giving and how you could help the donor think about their legacy and how camp could benefit as well as the donor.

    Other ways to ID potential givers:

    • Who are people who have been affected positively through camp?

    • Who shows up to help at camp?

    • Who are your main volunteers?

    • Who are frequent givers?

    • Who are the largest givers?

    • Who promotes camp?

    • Who is loyal to camp and has no children?

    • All Board members

    The bottom line is that Legacy Giving (as well as all other giving) is dependent on the notion that people are generally philanthropic to what matters to them. All philanthropy rests on the principle that people have a desire to give to things that make a difference.

    At Camp Bays Mountain, we offer a person the opportunity to transfer their financial resources as an opportunity to assure that their values live on after they are gone.

    This goes beyond what was shared in the webinar, but here’s how we are implementing Legacy Giving: 

    • Simple Will – The camp receives cash, property, or a percentage of the donor’s estate after death.

    • Trust Accounts – Camp is the beneficiary of the remainder of a trust account after the death of the donor. There are many types of Trust accounts.

    • Charitable Gift Annuity – A monthly payment is made to the donor until their death from an annuity and the remainder value is retained by the camp.

    Camp Bays Mountain has just started in the past couple of years with planned giving. We have five planned gifts currently; one of those was a Charitable Gift Annuity which after our donor’s death resulted in the camp receiving a substantial remainder gift. The other planned gifts are estate percentage gifts. Our goal is to double our planned gifts by the end of 2021 with a total of ten estate gifts and continue to set these up each year.

    The Holston Foundation is our custodian for stock transfers, charitable gift annuities, and other estate plans. Your conference foundation can assist you in starting a planned/legacy giving plan.

    Contact Jeff for more details: Jeff Wadley, Camp Bays Mountain (Holston Conference)

  • 31 Mar 2021 6:53 PM | Jen Burch (Administrator)

    Thinking About Interim Camp Ministry

    What is Interim Ministry? 

    Interim Ministry is a specialized ministry of leadership engaged during transition in an institution, in this case at a camp. The transition may be planned or unplanned. Engaging an Interim Director is recommended: 

    1. after a long-term Director has retired, resigned, passed away, or been terminated; 

    2. when larger structural questions need to be answered before the Director job description can be developed; 

    3. when there has been disruption within a ministry and skills for addressing the result of that disruption are needed; or 

    4. when a Director needs to step out of their role for a specific amount of time for family, health, or other commitments. 

    “One foot in and one foot out,” is a phrase often used to describe the reality as well as the strength inherent in an Interim Ministry season. The interim person can operate both as an Insider working for the organization and as an Outsider who can make decisions without their own livelihood being at stake. Operating with “one foot in and one foot out” can allow the Interim to assess and address structural strengths and dysfunctions. Typically, the Interim has had training in conflict awareness and management such that they can assess the level of conflict within the organization and how best to address it (or not.) Each ministry situation is unique, and the Interim needs to be flexible in order to respond to the situation with its specific history, challenges, and strengths.  

    When might a camp need an Interim Director?

    Typically, Interims can be classified as one of three types, although there are no rigid definitions; and these often overlap.

    1. Placeholder – This describes a situation where a leader is needed to fill a gap, often until a Director returns from a leave or until a new Director can arrive. Even within this small period of time, the Interim can act as a consultant in assessing and reporting observations and suggested changes within the system. Usually, the scope of change expected or allowed during this short term is small.
    2. Consultant – This person acts as an Interim on-site and actively engaged in the day-to-day operation of the site while also creating conversations and offering recommendations to the Board, Executive Director, Bishop, or other supervisor or oversight group. The consulting can be either formal or informal. Expectations for how the consultation proceeds should be established before the interim begins. It can be as informal as regular conversations in which concerns or recommendations are given, as formal as a plan being developed before the arrival of the Interim for intentional feedback, or the Interim giving a final report.
    3. Change Agent – This type of Interim is usually engaged due to an urgent need for crisis intervention or for change that is needed in a quicker timeframe than normal. A few situations where a Change Agent is needed are after there has been a trauma to the system because of a moral lapse or financial or other malfeasance or an unexpected death. Another time when this type of interim might be established would be when a Board or agency establishes a plan that needs leadership skills to make the recommended changes while also creating an organization that will need a skill set different for the Settled* Director than is needed for the Interim Director. This Interim may be the one who is tasked with identifying and reporting the systemic changes needed or may also be given the authority to enact those changes. 

    The United Methodist system in which the Bishop and Cabinet appoint clergy rather than each congregation searching for and hiring and terminating its own pastor means that Intentional Interims are not often engaged in the appointing of pastors as in other denominational systems.  It can be helpful to think of the hiring of an Interim Director as a business arrangement as opposed to an appointment that happens within a structure with already established directives and processes for doing that. United Methodists are often not well-practiced in the processes of intentionally creating job descriptions, interviewing, hiring, welcoming, supervising and engaging, and ending an interim leaders’ ministry. Following are some processes that will help create a more successful interim season. 

    Some nuts and bolts:

    1. Develop a contract or Memorandum of Understanding (MOU) between the Interim and the Interim Director’s Supervisor, Conference, or oversight Board. Establish salary, health and other benefits, use of vehicle, reimbursements, time off, etc. within the hiring contract. It is unfair to expect the Interim Director to point out these details to their employer. Whether or not an Interim will be able to participate in a Conference’s pension plan will differ from Conference to Conference, and it is the responsibility of the hiring party to be knowledgeable of their Conference’s pension rules and communicate them before hiring the Interim Director. Also note that this is not the time to try to save some money for the camp. A successful interim season can increase the likelihood that a ministry will thrive, and the person facilitating that ministry should be paid at least as much as the Director coming in. Their salary should, if at all possible, mirror the former Director’s whom they are following. 

    2. Create a formal start date and finish date before hiring the Interim Director and stick to it. Unfortunately, with overburdened Conference staff members or Boards unsure of their role in engaging an Interim, the end date can be pushed out indefinitely when it is not firmly established ahead of time. A vague end date can negatively impact the Interim Director’s leadership, the staff whom they supervise, their personal well-being, and the ministry as a whole.

    3. Create a Welcome Event where the Interim Director is introduced to stakeholders where questions can be engaged both formally or informally defining the parameters of the interim season and the Interim Director’s role. At the end of the interim season, create an Appreciation Event in which the Interim is thanked for their work. These events with write-ups in Conference and other newsletters and social media outlets help supporters understand the role of the Interim as they come into the new role while also establishing boundaries for the completion of that Interim’s role. 

    4. Create a welcoming living situation for the Director so that they arrive to a clean, fresh house with enough food to tide them over for a day or so until they can get settled.

    What does an Interim Director need to succeed? 

    1. A well-crafted, written contract

    2. Support from and easy access to the supervisor or supervisory group

    3. A mutual understanding of the role of Interim by all involved

    4. Ability and freedom to objectively engage the situation into which they are stepping. (Projection and emotionality from past conflicts and mistakes and anxiety regarding the future are expected aspects of interim ministry.)

    5. A mutually agreed-upon and well-articulated understanding of the hierarchy of the context and the level of authority of the Interim Director

    6. Informal support from stakeholders to counterbalance some of the social isolation usually inherent for an Interim Director during the interim season. This can include invitations to worship, coffee, dinners, introductions within the local community, and occasional calls of, “How are you doing?” or “How can I be of help?” or ”How would you like for me to pray for you?”

    7. Kindness and grace given freely

    How long should an Interim stay at one site? 

    Typically, an Interim Director should not serve for more than one summer season. 6-18 months should give a Board or staff person overseeing camping ministry enough time to assess needs, develop a job description, and complete a job search. Overlap between the Interim and successor Director helps to orient the new Director, allows time for the Interim Director to make needed introductions and give needed information, and offers space for the developing and answering of questions as the Interim leaves. Two weeks is typical. The timeline needs to be established ahead of time. It should be long enough for the Director to receive what they need to succeed, and short enough that the Interim Director does not inadvertently create confused or divided loyalties amongst staff or stakeholders through their staying too long.

    What is the role of an Interim Director in choosing the subsequent Director?

    Sometimes, the Interim Director is asked for their expertise in creating a job description and/or a search process if it has not been done previously. The Search Committee or individual in charge of hiring the Director usually conducts the screening of applications and initial interviews, and may bring the Interim Director into the process to meet and answer questions of the final candidates. Often, the Interim Director takes on the tasks of providing hospitality for the finalists’ visits to the site such as providing transportation, getting candidates settled for overnight accommodations, giving a tour of the camp including the Director’s house, introducing the candidates to the staff, offering a tour of the local community, and introducing the candidates to local stakeholders or supporters. Of course, some of these tasks can be done by supporters of the site or members of the Search Committee. However, it is important to include the Interim Director in the final candidates’ introduction to the site. Not doing so can inadvertently send the message to finalists that the Interim Director is not trusted or that there is fear on the part of the Hiring Committee that the Interim Director will give information the Search Committee is hiding. In addition, the opinion of the Interim Director can be sought after the finalists have been interviewed. Often, the Interim Director can give a nuanced assessment based on their experience at the present and previous sites they have led. However, the Interim Director, just as the current staff members, should not have a vote in who is chosen.  

    Can an Interim Director apply for the role of Director?

    The Interim is typically not available for hire in the Director search, in order to allow for their insider/outsider viewpoint. However, if applying for the settled position is a possibility, then this needs to be well-communicated to all parties ahead of the Interim Director’s being hired. If the Interim is allowed to make an application for the settled position, often a term such as “temporary” is used instead. Temporary typically refers to a period which is short-term but does not have a defined ending, whereas interim usually refers to a period of employment during a transition that has a defined ending. Hiring someone as an Interim Director to “see how they work out” invites confusion as to what is actually offered and expected and can lead to assumptions being made within the void of clarity. Each context is unique, so differing arrangements can be successful. However, clear and ongoing communication as plans or processes change is required to avoid incorrect assumption-making and possible legal consequences resulting from differing understandings of verbal promises or changed or broken contracts. 

    What is the role of the Interim Director after they leave?

    The former Interim Director typically is available for short questions or consultations for a month or two after leaving. If more consultation is needed, a MOU or contract with an established rate of pay and process can be negotiated amongst the Board or supervisor, the Director, and the Interim Director. Care must be taken to avoid the undermining of the new Director’s leadership and their developing relationships with staff and stakeholders. A previous Interim’s involvement with former staff or stakeholders or the camp operation should be minimal or only through permission granted by the Director and not engage conversations about the Director’s decision-making or overall ministry. It is also unfair to assume that a previous Interim Director is available to volunteer their time and expertise indefinitely.  

    How do I find an Interim Director? 

    The United Methodist Camp and Retreat Ministries (UMCRM) Association partners with Lutheran Outdoor Ministries to train previous Directors for interim camp ministry and keeps a list of individuals available for Interim service. While this list does not act as a recommendation or endorsement, the names are typically people who have received Interim training and/or served as Interim Directors in one or more contexts. The same screening processes should be used for hiring an Interim Director as are used for any other position. Interviewing the Interim applicants to identify their strengths and weaknesses to ascertain the best fit should be done along with the checking of references and background check as required by one’s Conference or context for any employee. Contact UMCRM for the list of available interims. 

    What if I am interested in becoming an Interim Director?

    The next Interim Director training is being planned for fall of 2022. In the meantime, contact UMCRM if you would like to be added to UMCRM’s list of available Interim Directors.

    Download Sample Agreement/MOU for Interim Director

    *Settled is a term often used instead of "permanent," as Camp Directors are typically hired with an expectation of 5-10 years of service, not for a lifetime appointment or tenure.  

    Melinda Trotti has served as Director for urban day camps, overnight camps, and retreat centers around the country, as well as Interim Director in several Conferences and denominations. She is currently serving as Interim Director at Lake Lucerne Camp & Retreat Center in the Wisconsin Conference. Melinda is a part of the UMCRM Diversity, Equity and Inclusion leadership team and has led countless workshops at UMCRM events. She is certified as a Spiritual Director and enjoys traveling with her husband David Berkey, long walks in the woods with her dog, Gouda, journaling, and cooking meals from scratch.

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