Ministry Plan

Lake Louise Christian Community,                                

United Methodist Camp & Retreat Center                                         Approved February 2008

Introduction

This plan is the result of more than two years work and the combined efforts of many persons at Lake Louise; the Board of Trustees, staff, our consultant, Cathey Prudhomme, cottagers around the lake, and the suggestions of volunteers, campers and retreaters.  This plan is forward looking, reflecting a need and a desire to build and broaden our ministry over the next five-to-ten years.  Philosophically, we understand that a growing ministry proceeds from community – dedicated volunteers, staff, cottagers, and donors committed to seeing our ministry change to meet new challenges and satisfy emerging needs.   We expect to move from being primarily a seasonal ministry to one that fills the calendar with events and programs the year-round.  Additional staff is needed to serve as resources to an expanded ministry, and a new generation of facilities will provide the home for our education.  Finally, this is a living document – and it should remain so - reviewed and revised as our organization and ministry evolves, and as our understanding of our vocation and responsibilities deepens.

Our History

Founded in 1934 as a Methodist ministry affiliated with both the Detroit Area Conference and the Michigan (now West Michigan) Conference of what is now the United Methodist Church, Lake Louise has from the beginning been an independent religious non-profit organization-  a 501(c)(3). The beginning mission statement was “Dedicated to calling youth to follow Christ.”  In the early years Lake Louise had a two-fold purpose; to host a series of summer camps organized by Methodist districts and to provide a summer home for Methodist pastors who often lived in parsonages and moved frequently.  A summer camp program staffed by 180 volunteers continues to be a centerpiece of the ministry, along with a cottage community of 125 families supporting the camps with volunteer hours and financial generosity.  In 1983, a year-round retreat center was added and in the 90’s, CampSojourner was launched from lands originally occupied by a Presbyterian camp.  In 2003 a county park was created at the east end of the lake on lands sold to Charlevoix County to ensure that residents of the area always have access to the lake, guaranteeing that it would not become the private domain of The Community.  Ted Halsted’s book, ‘Spring Fed Waters” tells the remarkable story of this place and ministry from its founding into the 1990’s.

Our recent history puts us at a significant crossroads, with multiple challenges and opportunities.  Through the last decade changes in camping, retreats and our traditional supporting organizations prompted a re-evaluation of our ministries.  Camp attendance declined from 1154 in 1997 to 630 in 2006, a decline of 45%.  Though we saw a slight increase in camp attendance in 2007, it is too early to predict the trend of the last ten years has reversed.  During this same period, attendance at retreats has remained essentially flat, with most of our activity concentrated in a dozen weekends, January through March.  Lastly, our facilities infrastructure is showing its age.  Many of our buildings were built by volunteers and date from the 1940’s, 50’s, 60’s, and 70’s, the zenith of traditional church-related camping, and have not kept pace with changes in attitude, style and the environment that supports camping and retreat education in the 21^st century.  The failure and closure of one of our bathhouses in 2007 has made our search for more modern and permanent infrastructure improvements a critical issue.  Finally, while we receive some funding for camper scholarships from Detroit Conference, both the Detroit and Michigan Conferences of the United Methodist Church stopped supporting Lake Louise financially in any significant way in 1997, signaling the erosion of our traditional denominational funding. 

In the spirit and vision of the founders in 1934 the Board of Trustees launched a strategic planning initiative to redevelop Lake Louise’s ministry in 2005.  The goal was and is two-fold; to develop a plan for ministry and funding to support the community and education of Lake Louise into future generations, and to develop a master plan for our facilities and physical resources to support the ministry plan.  Together, the Ministry Plan and the Master Plan become our Strategic Plan.  In August of 2006, the Board adopted a new Mission Statement, Vision and nine Core Values to provide the foundation for the Strategic Plan.  The strategic planning initiative was interrupted by a change in executive leadership in the fall of 2006.  With new leadership in place midway through 2007, the Board restarted the strategic planning process.  This Ministry Plan is the first step toward a Strategic Plan to redevelop our ministry and carry us into the next five-to-ten years.  

Mission Statement – What we believe we must become and do for ourselves and for the world.

“Creating an environment that nurtures Christian growth and Christ-like community.”

Vision Statement – What we will do, with God’s help.

“Our community will empower people to impact the world for Christ.  People will gather for spiritual growth, Sabbath, education, leadership development, and recreation in a Christ-centered community equipped for creative, multi-purpose, multi-seasonal ministries.”

Core Values – What under girds and focuses our work.

The first three values are primary.

1. We provide opportunities for children and youth to know Christ and grow in faith.
2. We protect God’s creation by responsible stewardship of the water, land, forest, and living creatures.
3. We offer a setting and opportunities for people to build relationships.

4. We value, share and build upon the vision and heritage of those who preceded us.
5. We nurture a spiritual environment by providing time and sacred spaces for individuals and community worship experiences.
6. We affirm our affiliation with The United Methodist Church and its expression of Christianity as our heritage and our future.
7. We practice the ministry of hospitality.
8. We are intentional about finding ways to make the Lake Louise Christian Community experience broadly available.
9. We exercise fiscal responsibility to secure the present and to ensure the future of Lake Louise Christian Community.

Five Critical Spheres

It is helpful to think of the challenges and opportunities of our ministry as falling into five separate, but overlapping spheres (see definition below) in which our Strategic Plan will take shape.  There are three attending issues – staff, finance and governance – and those are dealt with at the end.  However, our primary challenges and opportunities lie in these five spheres, which are listed in sequential order.

• Community :  Given our mission, Lake Louise needs to strengthen ties with the cottage community and those living in the surrounding area, to attend to internal communications and relationships, and to broaden the number of persons who are welcomed into our ministry.
• Educational and Spiritual Formation Program :  Lake Louise needs to develop a philosophy that animates our Mission Statement, “Creating an environment that nurtures Christian growth and Christ-like community,” grows our summer camp and retreat center programs, and supports outreach to the church and local communities.
• Natural Resources :  Lake Louise needs to balance responsible development of resources to support our ministry with preservation and conservation on its 2800 acres of sacred space.   
• Facilities and Grounds :  In the near future, facilities need to be replaced and improved to build and sustain a more vital ministry.  Meeting and education space needs to be expanded.  Grounds and recreational spaces need to be upgraded.  Down the road, we need to construct new buildings and new spaces to meet the needs of an evolving ministry.
• Advancement :  We need to build relationships with friends who have a stake in our ministry, and to responsibly develop our resources to support an energizing educational program, improved facilities and grounds, and the staff to develop and care for them.

Strategic Plan – A coordinated, broad approach or direction adopted by an organization in response to the environment so that the organization can achieve its purpose. 

Spheres , Goals , Strategies , &Objectives

Spheres – Broad spheres of influence within our ministry, places we have a measure of control and must have an impact.

Goals – An outcome statement that guides a program or management function.

Strategy – One approach, a definable effort, to meet the goal.

Objective – A precise, measurable, time-phased result that supports the strategy in the achievement of the goal.

Community:   Given our mission, Lake Louise needs to strengthen ties with the cottage community and those living in the surrounding area, to attend to internal communications and relationships, and to broaden the number of persons who are welcomed into our ministry.

Goal : Build relationships with cottagers, our broad-based constituency (alums, donors, and people with deep connections to LLCC), connections with church and business leadership, and the community

Strategy : Partner with cottagers and UMC for mutual benefit.

Objectives

·         Develop volunteer opportunities for all our constituents; involvement with camps, Louise’s Conservation Corps - by summer 2008

·         Provide more ministries for cottagers and their families, including enrichment, educational, small group opportunities; Bible study, book discussion, Last Lectures, nature walks, invasive species seminar, concerts, VBS, swim, kayak, and sailing lessons – by summer 2009

·         Regular LLCC communications and staff and Board presence at Cottage Council, in 2008

·         Soundings; regular small group meetings through summer 2008 with the ED

·         Explore the possibility of a cyber café for cottagers in summer 2008

Strategy : Connection to church, college, and school leadership

Objectives

• Board and ED participation in ORM leadership in conference(s)
• Expand our retreat, outdoor ministry, and educational opportunities to churches, and schools (by 2010)

Strategy : Outreach to the local community, and business and non-profit groups

Objectives

• Art at the Lake, August 16, 2008 (cottagers and community)
• Advertise our availability as a weekday workshop and seminar site
• Extend our invitation and promotion of summer Sunday worship in Tennant

Educational and Spiritual Formation Program :  Lake Louise needs to develop a ministry philosophy that animates our Mission Statement, “Creating an environment that nurtures Christian growth and Christ-like community,” grows our summer camp and retreat center programs, and supports outreach to the church and local communities.

Defining our educational and spiritual formation philosophy.  How will the world be better because Lake Louise is in it?

The modern world presents intrusions and dilemmas in every facet of our lives.  We embrace technology thinking it will help us balance our lives and solve a myriad of problems, only to discover the pressure of being available 24/7 and that technology creates as many problems as it solves.  We know the temptation to “have it all” only to find the balance between professional and home life remains elusive and family time becomes one more thing to schedule in.  We are seduced by formulaic answers to complex problems, but intuitively know that simple responses are inadequate to the confounding ethical choices about health care, race and inter-religious strife, the alternatives created by scientific advancement, resource use and conservation, and the problems of violence and war.

At the end of the day we are often left with minds overflowing with questions.  How does one balance the demands of modern professional life with time for God, family, and friends?  How do we balance myriad responsibilities with grace, contemplation and action?  How does one discern the balance between responsible development and care for the environment?  In our ethical dilemmas and choices, how do we counterbalance the short term with the long view?  The individual with the community?  Truth with loyalty?  Justice with mercy and humility?

In such a world our ministry is three-fold:

Ø  To articulate Christ-like community and invite persons to become a part of it.

Ø  To provide a respite from and a balance to the demands of a world tending toward tipping points and polarization,                 and

Ø  To identify and equip Christians for transforming leadership in an increasingly diverse and complex world.

Goal: Create an environment in which children, youth and adults can name what Christ-like community is, and how their experience at Lake Louise creates Christ-like community here and within them.

Strategy: Work with permanent and volunteer staff to identify Christ-like behaviors they will exhibit when working a Lake Louise and how those behaviors grow out of their faith commitment.

Strategy: Help all staff members identify how they will invite our constituents into Christ-like community, what Christ-like community will look like, and how it will be lived out consistent with Lake Louise’s core values.

Strategy: In equipping transforming leaders, help them identify how they will encourage growth in living out Christ-like values; e.g. How do we take  what is learned about Christ-like community at Lake Louise home to where we live in the world?

Goal: In our practice of hospitality, to provide respite and balance to campers, cottagers, retreaters, and day users

Strategy: Review and modify our lodging options and amenities, including making all facilities handicapped accessible.

Strategy: Review and modify our food service to accommodate a broader spectrum of dietary needs, and menu and dining options

Objective

• Experiment with a variety of food and hospitality events, menus, and options, beginning in spring 2008

Strategy: Review and modify our recreational options to include a broader spectrum of opportunities, and encourage use of our natural setting on the water and in the woods.

Objectives

• Begin trail redevelopment, and development of new trails utilizing volunteers, summer 2008
• Work with Deans and retreat leaders to provide recreational opportunities, spring 2008
• Initiate kayak use, summer 2008

Goal : Equip children, youth, and adults for transforming leadership in an increasingly diverse and complex world.

Strategy : Develop camp, retreat, and day programs on environmental topics, stewardship-based ecology (faith and sound science) by summer 2009

Strategy: Do a needs assessment of opportunities for cottager kids and grandkids

Strategy : For staff training, work with Deans and counselors on the concept of Christians in Leadership; identification of promising young adults, what it means to be a Christian leader, and how we develop them

Strategy: Create a leadership institute for youth and young adults, perhaps working with the Board of Ordained Ministry, focused on developing transforming leadership for tackling the challenging issues of the church in the world

Strategy: Target Wesley Foundations, campus ministries and young adult retreats for recruitment, and develop workshops to offer to these groups.

Objective

• Develop “How Good People Make Tough Decisions,” topics on the environment, medicine and health care, interfaith conversations, ethical decision making, how to talk with persons with whom you differ and other communication skills, etc. – begin in 2009
• Engage camp deans in the development of a thematic summer youth ministry; topics on social justice, the environment, handling conflict, intercultural communication, gender roles and decisions, for summer 2009
• Work with Terry and Carl Gladstone on the ReMember Camp for UMC Interns and college-aged adults, June 2008

Strategy : Promote the RC and other facilities as a weekday site for individuals and small groups for self-directed re-creation; Sabbath, contemplation, prayer, and planning, begin by summer 2008

Strategy : In partnership with seminaries, colleges, conferences, and districts, offer leadership development institutes on a variety of topics to strengthen clergy and lay leadership

Objective

• Family Camp for Young Clergy and Ministry Professionals, August 2008
• Explore hosting the Conference Youth Assembly, the Mission school of the North, and an Ecumenical Small Church Institute of the North.

Strategy: Increase the number of summer campers by 10% in each the next five years.

Objective

·         Increase summer camp scholarships to accommodate increases in summer camp numbers.

·         Explore the viability of mini-camps for K through 3, with parents, or camps with younger children while parents utilize Sojourner

Strategy : Increase the number of retreaters and day-users by 10% in each of the next five years

Objective

• Work with districts on joint UMC men’s retreat, September 2008
• Host Clergy Women’s’ Retreat, Fall 2008

Natural Resources :  Lake Louise needs to balance responsible development of resources to support our ministry with preservation and conservation on its 2800 acres of sacred space

Goal : Protect our land and lake, and develop an ecology-minded community through environmental education and low-impact living

Strategy : Develop an effective strategy for education of cottagers and boaters regarding invasive water plant species; Eurasian Milfoil, etc.

Strategy : Develop and implement an effective strategy for eradication and control of invasive species

Strategy: Engage the Cottager Council for education.

Goal : Greater utilization for recreation within and interaction with our natural environment

Strategy : Develop waterfront and lake opportunities; kayaks, boating, swimming, sports

Strategy : Develop and maintain our trails for hiking and X-country skiing

Strategy : Begin feasibility study of developing high adventure/challenge course options

Strategy : Outpost camps at Sojourner, and possibly StandardLake, for summer 2008

Goal : Balance conservation with responsible development of our natural resources

Strategy : Management of our physical resources consistent with the best environmental, forestry, wildlife, and conservation practices, and as a model for other communities, development practices, and education

Objective

• Continue investigation of gas leasing with an emphasis on low impact, and the relationship between responsible care for the environment and responsible development
• Use the environmental concerns and issues around proposed gas exploration to challenge and educate the cottager community on the environmental issues we face, and our shared responsibilities
• Develop and initiate an energy conservation plan for our current facilities plant and systems.  Begin efforts in 2008.
• Continue managing our forest for healthy growth and according to our 10-year forestry management plan.

Strategy : Develop an educational focus/curriculum balancing conservation and responsible development

Strategy: Develop the capability for the entire LLCC to “live green,” including the establishment of a recycling program for the camp and cottagers.

Strategy : Explore alternative energy sources, such as wind generated electricity

Strategy: Address the limitations of the current cottager lease from an environmental impact perspective

Strategy: Assess the environmental impact of additional lease lots as a way to raise capital

Goal : Re-evaluate our land resources as a resource for ministry, and develop a wise-use strategy for our land-holdings, leases (cottager and Kinawind), and our first-right-of-refusal agreement with the Baptist Camp.

Strategy : Develop options on how we handle leasing and sales, in 2008

Strategy : Consult with a real estate attorney on the lease issues, in 2008

Objective

• Begin conversations with Detroit Conference before conference vote and merger to resolve the tax issue with Kinawind, and consult with an attorney if necessary

Strategy: Investigate the ownership of the Baptist Camp from the stand point of restricting development and preserving the land.  Consider the development of a plan to reacquire the land, or preserve it in a nature conservancy

Facilities & Grounds :  In the near future, facilities need to be replaced and improved to build and sustain a more vital ministry.  Meeting and education space needs to be expanded.  Grounds and recreational spaces need to be upgraded.  Down the road, we need to construct new buildings and new spaces to meet the needs of an evolving ministry.

Goal : Complete arrangements for the development of a Master Plan for all of LLCC land, lakes, and facilities

Objectives

• Hire our Master Planner, in February 2008
• Master Plan is ready for approval by August 2008 Board Meeting

Goal : Develop facilities and grounds for year-round use, and address current bathhouse problem

Strategy : Replace the 19 existing cabins and bathroom buildings with 15 new self-contained structures, insulated, with bathroom, shower, heat, for year-round use.  Consider cabins of different configurations to meet different group needs.  Structures could be constructed with volunteer labor with the exception of heating, plumbing and electrical.  New structures placed in three clusters around fire rings.  Build two structures per year, with the first two to be started in 2008 using temporarily restricted funds.  Undertake a “Build a Cabin, Build a Faith” fund raising program targeted at churches and other groups that could raise the funds and provide the volunteer work to raise the cabin.  Once the funds are raised, invite the church or group to a weekend “cabin-raising” under the direction of the OD.  Existing cabins can be sold or converted to a new use, possibly at Camp Sojourner.

Objective

• Develop plans for cabins by June 2008.  Begin construction of first two cabins (supported with restricted funds already in hand) in 2008-09 utilizing existing work camp crews.
• Develop plans for “Sabbath Houses” that could be used by clergy, families, or small group retreats in 2008-09

Strategy: Modify RetreatCenter space to better accommodate retreat groups

Objective

• Modify semi-private rooms and convert dormitories to increase the number of semi-private beds and increase meeting space, by January 2009.  Renovations should be in compliance with ADA.

Strategy: Assess and develop a plan for improvements in Horner; space vacated by camp store and maintenance, addition of restrooms, kitchen improvements, upgrade AV system, etc.

Objective

• Begin assessment and planning during 2008 for implementation in 2009-10   

Strategy: Build a labyrinth for use by cottagers, camp and retreat participants

Objective

• Identify a location and a design in 2008, for construction by volunteers in 2009

Goal : Increase our small group educational/meeting space

Strategy : Develop plans through 2008 for implementation in 2009 (See strategy for Horner, above)

Strategy: Explore wireless internet for the entire camp and retreat center, and possibly all of LLCC.

Goal : Develop a permanent plan for Sojourner by 2009, possibly involving log cabins moved from camp.

Objective

• Utilize Sojourner as an outpost facility for summer camps, and for occasional overnight guests and volunteers for the next two summers (no change)

Goal : Develop recreational opportunities on the water; peddle boats, kayaks, games, slide, boating

Objectives

• Engage cottagers with power boats to offer tubing, wake and knee boarding, skiing, etc., and evaluate liability issues
• Hire additional seasonal lifeguards for 2008
• Evaluate sailboat(s) for utilization in 2008

Strategy : Evaluate field sports utilization and needs

Objective

• Develop a disc golf course within the bounds of the existing camp by the 2009 camping season

Strategy : Do a feasibility study for the development of an adventure/challenge education option (indoors? outdoors?) to enhance our work with schools, churches and businesses.

Goal : Create an energy and material resource conservation plan for the camp, the cottagers, and potential participation of Kinawind and Baptist Camp.

Strategy : Have conversation with CharlevoixCounty officials and begin development of a recycling plan in 2008

Advancement :  We need to build relationships with friends, within the United Methodist Church and without, who have a stake in our ministry, and to responsibly develop our resources to support an energizing educational and spiritual formation program, improved facilities and grounds, and the staff to develop and care for them.

Goal : Tell the Lake Louise story to more people and groups to obtain and keep their support of Lake Louise

Strategy : Develop and implement a comprehensive promotional and marketing effort that includes staff and Board activity, written materials, newsletters, DVD’s mailings and events, and website.

Objectives

• Investigate hiring a PR consultant, by June 2008
• Hire a web design consultant, February 2008
• Redesign the Lake Louise website to enable better information access and online registration for camps, by March 2008.
• Train administrative assistant to maintain and update the site, by April 2008.
• Design a Lake Louise logo, by June 2008

Strategy: Utilize LLCC’s 75^th anniversary as an advancement opportunity and tool.

Strategy : Create a signature event or activity as a way to tell the Lake Louise story, build recognition and as a volunteer opportunity for our 75^th anniversary in 2009

Objective

• Organize and hold a brainstorming session for the creation of a signature event or activity

Strategy : Plan and implement Camp Fires Up Life and Fuel the Flames events on a regular schedule to enable raising $250,000 in new pledges a year over the next five years.

Objective

• Identify the fund raising leadership team
• Send the fund raising leadership team to training (Benovan 101) by March 2008
• Develop schedule for CFUL and FF events, recruit volunteers, and implement by June 2008
• Develop and add to donor base constantly – beginning now.
• Learn and utilize donor data base, winter 2008
• Develop a schedule for purposeful communication, recognition, and face-to-face interactions with donors for implementation in June 2008

Goal : Plan and implement a strategy for fundraising by acquiring bequests by 2009

Goal: Look outside of the UMC to groups or organizations that have a stake in youth ministry and leadership development

Staff

Goal : Fully staff for the new ministry plan

Objectives

• Hire a Program Director skilled in program development and promotion – ASAP
• Fully staff for the needs of the 2008 camping season, utilizing college connections and volunteers
• Hire one additional full-time person to handle custodial and maintenance tasks

Strategy : In 2009 ED and Personnel Committee assess staffing needs for the future and return recommendation to Board

Finance

Goal : To create a useful and realistic operating and growth budget

Objectives

• Develop and approve a balanced operational budget for 2008 consistent with the current needs and growth of the ministry
• Develop a short-term (one-year) plan for capital improvement projects consistent with the ministry plan
• Create an endowment with a) a yearly growth goal from new revenue, b) quasi-endowment growth, and c) a set percent drawdown toward ministry plan goals

Governance and Accountability

Goal : Refocus and reorganize the Board of Trustees as a governance/policy making body, leaving the operational decisions to LLCC staff.

Objective

• Board approves and begins monitoring progress on Strategic Plan (Ministry Plan + Master Plan) Summer 2008
• Board develops restructuring plan for the Board by year-end 2008
• Board passes and implements bylaws changes for new structure, by year-end 2008

Strategy : Personnel Committee develops Personnel Policy Manual in concert with ED through 2008

Strategy : Board implements a performance evaluation process for Executive Director

Strategy : Executive Director develops and implements regular performance evaluation process for OD, PD, and hourly staff

Down the Road…

Goal : Construction of an ecological village on StandardLake as a model for environmentally sustainable development in a natural setting.

Goal : Build a multipurpose facility for speakers, conferences, concerts, worship, indoor recreation, and adventure education

Goal: Explore our options for the creation of outdoor winter sports