Cyber Security Questions To Ask
Is your camp/retreat ministry's data secure? Are we protected against ransom attacks like those we've seen in recent news? What questions should we be asking our software providers? View the list
Is your camp/retreat ministry's data secure? Are we protected against ransom attacks like those we've seen in recent news? What questions should we be asking our software providers? View the list
Is Your Staff Crumbling in 2021? With Fraying, We Must be Braiding
I have a feeling that many of us running summer camps have seen and experienced elements of this fraying — and practiced braiding — in the last month.
People are exhausted, mentally and physically. Expect the crumble. It’s coming, if it hasn’t already. Plan for the crumbling and consider new ways to braid people, yourself, and your community back together.
What have you learned? Leave a comment here.
I have a feeling that many of us running summer camps have seen and experienced elements of this fraying — and practiced braiding — in the last month.
People are exhausted, mentally and physically. Expect the crumble. It’s coming, if it hasn’t already. Plan for the crumbling and consider new ways to braid people, yourself, and your community back together.
What have you learned? Leave a comment here.
Job: Director of Program Ministries (Pecometh Methodist Camp and Retreat Ministries, Maryland)
The Pecometh Camp and Retreat Ministries (Pecometh) Selection Committee announces a national search and invites inquiries and resumes for its next Director of Program Ministries. Pecometh seeks a highly skilled professional to administer and oversee all aspects of the program operations including, but not limited to camp, retreat, and outdoor programs.
Pecometh partners with over 400 churches of the Peninsula Delaware Conference of The United Methodist Church to provide camps, retreats and outdoor programs to persons of all ages and from all walks of life. Pecometh has operated continuously since 1946 on the Chester River near Centreville, Maryland, providing Christian hospitality and programming that promotes God-inspired, life-changing experiences through camp and retreat ministries.
The Director of Program Ministries is responsible for providing visionary, spiritual leadership and oversight, direction and management for the Pecometh Camp and Retreat Ministries program operations. The preferred candidate must be a highly skilled, visionary leader with genuine passion for people, camping, and the outdoors.
Pecometh’s intention is for the successful candidate to ultimately assume the position of Executive Director in the next two to three years. This is not guaranteed but interested candidates should consider this when making application.
Key Responsibilities:
Responsible for articulating the mission, vision, and values, serving as representative of Pecometh’s ministry in all instances, in both word and deed.
Cultivate vital, healthy relationships for ongoing ministry engagement with staff, volunteers, campers, congregation, donors, local community, organizations, and other potential groups.
Supervise the Camp Programs Coordinator, Retreat Programs Coordinator, and Outdoor Programs Coordinator, ensuring they are meeting the needs and requirements of their programs and are providing high quality experiences.
Coordinate with the Director of Facilities and Director of Retreat Ministries to ensure that facilities and program requirements are met for each program.
Collaborate with the Executive Director and Registrar/Bookkeeper to ensure the financial health, stability, and sustainability of the camp and retreat ministry is maintained. Assist in the development of the annual operating budget.
Create, develop, and implement a fundraising strategy that is mutually beneficial for campers, guests, and donors.
Direct the marketing efforts for all program ministries including, but not limited to, print materials, direct mail, email, website, and content marketing.
Collaborate with the Executive Director to learn all aspects of the donor development operation.
The Pecometh Camp and Retreat Ministry is an Equal Opportunity Employer and actively seeks and encourages applications from minorities, women, and individuals with disabilities. All offers of employment are subject to the applicant successfully completing background, reference, and other applicable checks.
Minimum Qualifications:
High School Diploma or GED equivalency is required. Bachelor’s Degree is preferred.
7+ years operational management experience is required, preferably in a camp and retreat setting.
3 to 5 years of previous experience working in a camp and/or retreat environment is required.
3+ years of supervisory experience, including responsibility for program staff is strongly preferred.
Prior experience working with budgets and payroll systems is strongly preferred.
Must possess excellent customer service and interpersonal skills.
Must possess strong written, verbal and communications skills.
Genuine passion for people, camping, and outdoors is required.
Ability to independently manage time and effectively prioritize tasks.
Ability to effectively manage a crisis.
Microsoft Office Suite and basic computer knowledge is required.
First Aid, CPR and additional training is strongly preferred.
Current knowledge or willingness to learn the polity and theology of The United Methodist Church is required.
Experience within mainline denominational camping strongly preferred.
Email resume and cover letter to jobs@gcfa.org.
The Pecometh Camp and Retreat Ministries (Pecometh) Selection Committee announces a national search and invites inquiries and resumes for its next Director of Program Ministries. Pecometh seeks a highly skilled professional to administer and oversee all aspects of the program operations including, but not limited to camp, retreat, and outdoor programs.
Pecometh partners with over 400 churches of the Peninsula Delaware Conference of The United Methodist Church to provide camps, retreats and outdoor programs to persons of all ages and from all walks of life. Pecometh has operated continuously since 1946 on the Chester River near Centreville, Maryland, providing Christian hospitality and programming that promotes God-inspired, life-changing experiences through camp and retreat ministries.
The Director of Program Ministries is responsible for providing visionary, spiritual leadership and oversight, direction and management for the Pecometh Camp and Retreat Ministries program operations. The preferred candidate must be a highly skilled, visionary leader with genuine passion for people, camping, and the outdoors.
Pecometh’s intention is for the successful candidate to ultimately assume the position of Executive Director in the next two to three years. This is not guaranteed but interested candidates should consider this when making application.
Key Responsibilities:
Responsible for articulating the mission, vision, and values, serving as representative of Pecometh’s ministry in all instances, in both word and deed.
Cultivate vital, healthy relationships for ongoing ministry engagement with staff, volunteers, campers, congregation, donors, local community, organizations, and other potential groups.
Supervise the Camp Programs Coordinator, Retreat Programs Coordinator, and Outdoor Programs Coordinator, ensuring they are meeting the needs and requirements of their programs and are providing high quality experiences.
Coordinate with the Director of Facilities and Director of Retreat Ministries to ensure that facilities and program requirements are met for each program.
Collaborate with the Executive Director and Registrar/Bookkeeper to ensure the financial health, stability, and sustainability of the camp and retreat ministry is maintained. Assist in the development of the annual operating budget.
Create, develop, and implement a fundraising strategy that is mutually beneficial for campers, guests, and donors.
Direct the marketing efforts for all program ministries including, but not limited to, print materials, direct mail, email, website, and content marketing.
Collaborate with the Executive Director to learn all aspects of the donor development operation.
The Pecometh Camp and Retreat Ministry is an Equal Opportunity Employer and actively seeks and encourages applications from minorities, women, and individuals with disabilities. All offers of employment are subject to the applicant successfully completing background, reference, and other applicable checks.
Minimum Qualifications:
High School Diploma or GED equivalency is required. Bachelor’s Degree is preferred.
7+ years operational management experience is required, preferably in a camp and retreat setting.
3 to 5 years of previous experience working in a camp and/or retreat environment is required.
3+ years of supervisory experience, including responsibility for program staff is strongly preferred.
Prior experience working with budgets and payroll systems is strongly preferred.
Must possess excellent customer service and interpersonal skills.
Must possess strong written, verbal and communications skills.
Genuine passion for people, camping, and outdoors is required.
Ability to independently manage time and effectively prioritize tasks.
Ability to effectively manage a crisis.
Microsoft Office Suite and basic computer knowledge is required.
First Aid, CPR and additional training is strongly preferred.
Current knowledge or willingness to learn the polity and theology of The United Methodist Church is required.
Experience within mainline denominational camping strongly preferred.
Email resume and cover letter to jobs@gcfa.org.
Handling Negative Reviews & Comments Online
Caffeinated Church offers some tips and tricks for engaging (or not) with snarky, negative, hateful, or spam comments on social media or a review site:
Don’t ignore negative messages, especially on public platforms. Unless you are a church with thousands of negative comments and messages a day, you do not have the luxury of affording those comments going unnoticed or unacknowledged. This not only makes the commenter feel as if their experience and anger has gone unheard, but it makes visitors, church shoppers, and everyone else who can see that comment believe that you are trying to avoid confronting the issue and the person behind it. In this moment, everyone who can see the unacknowledged comment or message will begin to doubt your level of public engagement with your community.
Caffeinated Church offers some tips and tricks for engaging (or not) with snarky, negative, hateful, or spam comments on social media or a review site:
Don’t ignore negative messages, especially on public platforms. Unless you are a church with thousands of negative comments and messages a day, you do not have the luxury of affording those comments going unnoticed or unacknowledged. This not only makes the commenter feel as if their experience and anger has gone unheard, but it makes visitors, church shoppers, and everyone else who can see that comment believe that you are trying to avoid confronting the issue and the person behind it. In this moment, everyone who can see the unacknowledged comment or message will begin to doubt your level of public engagement with your community.
4 Expert Recommendations on Managing Gen Z in the Workplace
This article offers four practices for engaging and managing Gen Z in the workplace:
Keep things moving, and fast
Want their attention? Use visuals, not text
Keep your internal communications game strong
Offer workplace flexibility
Read the complete descriptions here. The article is two years old now, and doesn’t take into account the effects of the pandemic. What still rings true? What would you add?
This article offers four practices for engaging and managing Gen Z in the workplace:
Keep things moving, and fast
Want their attention? Use visuals, not text
Keep your internal communications game strong
Offer workplace flexibility
Read the complete descriptions here. The article is two years old now, and doesn’t take into account the effects of the pandemic. What still rings true? What would you add?
4-day workweeks can boost happiness
At non-profits, and camps, and church organizations, we’re used to doing more with less. What might that look like with actual work days?
Some companies have started exploring shortened work weeks, and not noticing a drop in productivity.
When employees are given a good reason to work harder, they often focus more ruthlessly on their most important tasks. Barnes found that even though weekly working hours were cut by 20 percent, employees’ time spent on nonwork websites fell by 35 percent. It also helped that employees had more time outside of work to manage the rest of their lives, so nonwork responsibilities were less likely to intrude on the workday.
What could this look like in your setting? And what ramifications could a shortened work week have on our retreat centers or camp programs?
At non-profits, and camps, and church organizations, we’re used to doing more with less. What might that look like with actual work days?
Some companies have started exploring shortened work weeks, and not noticing a drop in productivity.
When employees are given a good reason to work harder, they often focus more ruthlessly on their most important tasks. Barnes found that even though weekly working hours were cut by 20 percent, employees’ time spent on nonwork websites fell by 35 percent. It also helped that employees had more time outside of work to manage the rest of their lives, so nonwork responsibilities were less likely to intrude on the workday.
What could this look like in your setting? And what ramifications could a shortened work week have on our retreat centers or camp programs?
Six reasons it pays to trust your employees
One survey found that employees in a trusting environment felt 76% more engaged than those in “low-trust workplaces”: Trusted employees generally feel happier, and happy people are more likely to go the extra mile for their employers. Here are six other benefits to practice trusting your staff:
Enhanced employee engagement
Increased productivity
It enables flexible working
Improved communication
It helps to build team spirit
It encourages employee advocacy
One survey found that employees in a trusting environment felt 76% more engaged than those in “low-trust workplaces”: Trusted employees generally feel happier, and happy people are more likely to go the extra mile for their employers. Here are six other benefits to practice trusting your staff:
Enhanced employee engagement
Increased productivity
It enables flexible working
Improved communication
It helps to build team spirit
It encourages employee advocacy
One way to build trust is to practice flexibility: Get tips on doing that here.
How to Be an Antiracist Supervisor: Start with Changing What You Call Yourself
This article from Nonprofit Quarterly asks an essential question: What would we call ourselves if we were not using terms rooted in oppression? What would we do differently?
European management thinkers are credited for identifying the function of supervisors into five roles: to plan, organize, coordinate, command, and control. This mechanization of labor and unrelenting drive for production led to long work hours, unsafe working conditions, low wages, and exploitative child labor…
Recently, that narrative has been shattered by documented accounts of violently sophisticated business practices originating on the slave plantations of the Caribbean and in the Southern states of America.
This article from Nonprofit Quarterly asks an essential question: What would we call ourselves if we were not using terms rooted in oppression? What would we do differently?
European management thinkers are credited for identifying the function of supervisors into five roles: to plan, organize, coordinate, command, and control. This mechanization of labor and unrelenting drive for production led to long work hours, unsafe working conditions, low wages, and exploitative child labor…
Recently, that narrative has been shattered by documented accounts of violently sophisticated business practices originating on the slave plantations of the Caribbean and in the Southern states of America.
A note about sharing health manuals from the Association of Camp Nursing
Sharing resources is one of the simplest ways to engage within the ECCC and UMCRM networks. We ask questions, share job descriptions, page through other camps’ websites, in search of inspiration, support, or direction. Here are a few considerations from the Association of Camp Nursing about sharing health-related policies and procedures:
Defining a "health manual" is challenging and may contain a variety of items. For some camps, this is a brief summary of health policies while other camps include everything in their health manual.
Each state has different camp regulations that may impact your health protocol decisions.
Camp facilities/structures/layout are different, meaning how you communicate, operate, and access health services at your camp are unique to you.
Camps serve different populations (boys, girls, special needs) that drive decisions about care policies (Ex; a Sports camp will have robust orthopedic policies while an asthma camp has well-constructed protocols for respiratory conditions).
Camps are located in different places which impacts their access to higher-level healthcare services. Decisions about onsite camp health services are impacted by distance from ER or other health supports.
Camp healthcare providers onsite may have significant variance in their scope of practice so you need to understand what camp healthcare providers (typically nurses) can and cannot do and what oversight is required in each state to provide care.
These are some examples of variance between each camp. The beauty of camp is that we are diverse; the challenge of camp is that we are diverse. As you develop or refine your camp health policies/procedures/guidelines, be sure to consider all of these elements (and more) so that your policies reflect your practice, your structure, your state regulations, and your activities. There are many resources available to help you develop your camp "Health manual" on the Association of Camp Nursing website (www.campnurse.org) under Educational Resources.
Sharing resources is one of the simplest ways to engage within the ECCC and UMCRM networks. We ask questions, share job descriptions, page through other camps’ websites, in search of inspiration, support, or direction. Here are a few considerations from the Association of Camp Nursing about sharing health-related policies and procedures:
Defining a "health manual" is challenging and may contain a variety of items. For some camps, this is a brief summary of health policies while other camps include everything in their health manual.
Each state has different camp regulations that may impact your health protocol decisions.
Camp facilities/structures/layout are different, meaning how you communicate, operate, and access health services at your camp are unique to you.
Camps serve different populations (boys, girls, special needs) that drive decisions about care policies (Ex; a Sports camp will have robust orthopedic policies while an asthma camp has well-constructed protocols for respiratory conditions).
Camps are located in different places which impacts their access to higher-level healthcare services. Decisions about onsite camp health services are impacted by distance from ER or other health supports.
Camp healthcare providers onsite may have significant variance in their scope of practice so you need to understand what camp healthcare providers (typically nurses) can and cannot do and what oversight is required in each state to provide care.
These are some examples of variance between each camp. The beauty of camp is that we are diverse; the challenge of camp is that we are diverse. As you develop or refine your camp health policies/procedures/guidelines, be sure to consider all of these elements (and more) so that your policies reflect your practice, your structure, your state regulations, and your activities. There are many resources available to help you develop your camp "Health manual" on the Association of Camp Nursing website (www.campnurse.org) under Educational Resources.
Request for Proposals: Interim Director Training 2022
The Outdoor Ministry Connection (our partnership with other outdoor ministry associations across the mainline Protestant denominations) will hold an Interim Director Training, September 26-30, 2022 in the southern or south-central part of the United States. This event will be for 25-30 attendees, and we are seeking an Episcopal host site. Please review the criteria and submit your site for consideration by Junw 15 here.
The Outdoor Ministry Connection (our partnership with other outdoor ministry associations across the mainline Protestant denominations) will hold an Interim Director Training, September 26-30, 2022 in the southern or south-central part of the United States. This event will be for 25-30 attendees, and we are seeking an Episcopal host site. Please review the criteria and submit your site for consideration by Junw 15 here.
New round of Economic Injury Disaster Loan (EIDL) Advances:
The U.S. Small Business Administration is launching a new round of Economic Injury Disaster Loan (EIDL) Advances:
Targeted EIDL Advance provides eligible businesses with $10,000 in total grant assistance. If you received the EIDL Advance last year in an amount less than $10,000, you may be eligible to receive the difference up to the full $10,000. The combined amount of the Targeted EIDL Advance and any previously received Advance will not exceed $10,000.
Supplemental Targeted Advance provides the smallest and hardest hit eligible businesses with a supplemental payment of $5,000. Even if you have previously received the original EIDL Advance in the full amount of $10,000, you may be eligible for the Supplemental Targeted Advance if you meet eligibility criteria. The combined amount of the Supplemental Targeted Advance ($5,000) with any previously received EIDL Advance or Targeted EIDL Advance ($10,000) will not exceed $15,000.
The eligibility criteria for the Targeted EIDL Advance and the Supplemental Targeted Advance are slightly different.
Businesses eligible for the Targeted EIDL Advance must meet ALL the following eligibility criteria
Located in a low-income community, as defined in section 45D(e) of the Internal Revenue Code. The SBA will map your business address to determine if you are in a low-income community when you submit your Targeted EIDL Advance application.
Suffered economic loss greater than 30 percent, as demonstrated by an 8-week period beginning on March 2, 2020, or later, compared to the previous year. You will be required to provide the total amount of monthly gross receipts from January 2019 to the current month-to-date.
Must have 300 or fewer employees. Business entities normally eligible for the EIDL program are eligible, including sole proprietors, independent contractors, and private, nonprofit organizations. However, agricultural enterprises, such as farmers and ranchers, are not eligible to receive the Targeted EIDL Advance or the Supplemental Targeted Advance.
Businesses eligible for the Supplemental Targeted Advance of $5,000 must also meet ALL the following eligibility criteria:
Located in a low-income community, as defined in section 45D(e) of the Internal Revenue Code. The SBA will map your business address to determine if you are in a low-income community when you submit your Targeted EIDL Advance application.
Suffered economic loss greater than 50 percent, as demonstrated by an 8-week period beginning on March 2, 2020, or later, compared to the previous year. You will be required to provide the total amount of monthly gross receipts from January 2019 to the current month-to-date.
Must have 10 or fewer employees. Business entities normally eligible for the EIDL program are eligible, including sole proprietors, independent contractors, and private, nonprofit organizations. However, agricultural enterprises, such as farmers and ranchers, are not eligible to receive the Targeted EIDL Advance or the Supplemental Targeted Advance.
Before You Apply: To help applicants determine if they are located in a low-income community, as defined in section 45D(e) of the Internal Revenue Code, the SBA is making available a mapping tool at https://sbaeidl.policymap.com/app.
Workshop: Preparing for the future of retreats
The Retreat Center Collaboration is offering a free, online retreat for retreat center leaders.
Deepen shared values, exchange insights, expand relationships, and support one another in the challenges of reopening. We'll be exploring and exchanging our new understandings of 'retreat,' individual resilience, land legacies, and transformation.
The Retreat Center Collaboration is offering a free, online retreat for retreat center leaders.
Deepen shared values, exchange insights, expand relationships, and support one another in the challenges of reopening. We'll be exploring and exchanging our new understandings of 'retreat,' individual resilience, land legacies, and transformation.
CDC Update on Catching COVID From Surfaces
The Centers for Disease Control and Prevention (CDC) just released a new scientific brief that says your risk of contracting COVID-19 from a surface is about 1 in 10,000. That means, on average, you have a 0.01% chance of actually picking up the virus from, say, touching a counter.
More hopeful news: The CDC says “in most situations,” you’re just fine to clean a surface using soap or detergent, and once a day is enough if you feel the need to be extra thorough. You actually don’t need disinfectants under most circumstances, the agency says.
The Centers for Disease Control and Prevention (CDC) just released a new scientific brief that says your risk of contracting COVID-19 from a surface is about 1 in 10,000. That means, on average, you have a 0.01% chance of actually picking up the virus from, say, touching a counter.
More hopeful news: The CDC says “in most situations,” you’re just fine to clean a surface using soap or detergent, and once a day is enough if you feel the need to be extra thorough. You actually don’t need disinfectants under most circumstances, the agency says.
Trauma-Informed Care Training
Saturday, April 17th, 9:00 am-12n PT noon PT
Join OR-ID Conference Camp & Retreat leaders for this timely and relevant training with Resilience and Trauma Educator Shauna Signorini. Participants will learn about trauma, understand the possible lasting impact of toxic stress, recognize "flight, fight, and freeze," and explore ways our camp and retreat ministries can offer support, adaptive skills, and brain healing. $25 Learn more and register.
Saturday, April 17th, 9:00 am-12n PT noon PT
Join OR-ID Conference Camp & Retreat leaders for this timely and relevant training with Resilience and Trauma Educator Shauna Signorini. Participants will learn about trauma, understand the possible lasting impact of toxic stress, recognize "flight, fight, and freeze," and explore ways our camp and retreat ministries can offer support, adaptive skills, and brain healing. $25 Learn more and register.
Compassionate Communication Course
Wednesdays, April 14-May 5th, 10 am PT / 1:00 pm ET
Compassionate Communication teaches that when we are able to identify our unmet needs and express them in a healthy way we can improve our relationships. Likewise, being able to listen to others to understand what they need fosters deeper emotional connection.
This free course is led by UMCRM colleagues Rev. Todd Bartlett (OR-ID), who has studied Compassionate Communication for the last decade, and Rev. Jack Shitama (Pecometh, MD), who helps to synthesize the material with family systems theory to increase our capacity as non-anxious leaders. It will be hosted within The Non-Anxious Leader Network, a private forum created by Jack to help leaders grow together. Both the Network and the course are FREE. All sessions are recorded so you can access the material when it works for you. Sign up here
Wednesdays, April 14-May 5th, 10 am PT / 1:00 pm ET
Compassionate Communication teaches that when we are able to identify our unmet needs and express them in a healthy way we can improve our relationships. Likewise, being able to listen to others to understand what they need fosters deeper emotional connection.
This free course is led by UMCRM colleagues Rev. Todd Bartlett (OR-ID), who has studied Compassionate Communication for the last decade, and Rev. Jack Shitama (Pecometh, MD), who helps to synthesize the material with family systems theory to increase our capacity as non-anxious leaders. It will be hosted within The Non-Anxious Leader Network, a private forum created by Jack to help leaders grow together. Both the Network and the course are FREE. All sessions are recorded so you can access the material when it works for you. Sign up here
Thinking About Interims
Interim Ministry is a specialized ministry of leadership engaged during a time of organizational transition. UMCRM colleague Melinda Trotti has served as an intentional Interim Director in a variety of camp/retreat settings. In this new blog post, Melinda describes the reasons a ministry might seek out an Interim Director, roles that person might fulfill, and other details to help plan for an intentional interim role. We've also included a sample Interim Covenant/MOU. Read the article
Interim Ministry is a specialized ministry of leadership engaged during a time of organizational transition. UMCRM colleague Melinda Trotti has served as an intentional Interim Director in a variety of camp/retreat settings. In this new blog post, Melinda describes the reasons a ministry might seek out an Interim Director, roles that person might fulfill, and other details to help plan for an intentional interim role. We've also included a sample Interim Covenant/MOU. Read the article
How to Be a Great Leader in Tough Times
Here’s an hour well-worth your time: Six questions from author Marshall Goldsmith that all great leaders must ask.
Here’s an hour well-worth your time: Six questions from author Marshall Goldsmith that all great leaders must ask.
How to manage up when your boss lacks self-awareness
If a leader doesn’t know how to use the collective intelligence of their employees, it can result in poor engagement, high turnover, and costly mistakes. This article outlines three ways you can help a leader with aunawareness become more in touch.
If a leader doesn’t know how to use the collective intelligence of their employees, it can result in poor engagement, high turnover, and costly mistakes. This article outlines three ways you can help a leader with aunawareness become more in touch.
Can you require your staff to be vaccinated?
Two perspectives as we look to expanding our staffs:
What else have you learned, and what does your organization plan to do? Share in the comments.
Two perspectives as we look to expanding our staffs:
What else have you learned, and what does your organization plan to do? Share in the comments.
How do households make giving decisions?
This new report — Women Give 2021: How Households Make Giving Decisions — from the Lilly Family School of Philanthropy explores charitable giving decision-making in the general population. The report analyzes the first new data on this topic in 15 years, and finds that household giving dynamics are changing, with fewer couples making decisions jointly. For example: 61.5% of couples make giving decisions together – a decline from 73.4% in 2005.
This new report — Women Give 2021: How Households Make Giving Decisions — from the Lilly Family School of Philanthropy explores charitable giving decision-making in the general population. The report analyzes the first new data on this topic in 15 years, and finds that household giving dynamics are changing, with fewer couples making decisions jointly. For example, 61.5% of couples make giving decisions together – a decline from 73.4% in 2005.