Camp Amy Molson 2011 Action Plan

Action Plan - Section 1: Services and Activities

Action Plan - Section 3: Camp Management

Introduction

Mission

Camp Amy Molson’s mission is to provide underprivileged children with a happy, outdoor experience where campers can build self-esteem develop positive relationships and learn valuable life skills in a context that promotes group learning and nurtures each child individually.

Highlights of 2010

In 2010, we saw excellent results in programs, relations with the community, and staff skill level. We continued to face challenges related to the economy including lower donations as well as a reduction in demand for our program. In addition, our facilities have reached an age where maintenance has become more costly. As a result of our successes in some areas and new challenges in others, this strategic plan presents our priorities for 2011.

We are proud to report success in key programs such as Leadership in Training (LIT), Staff Training, Health Awareness, and Bullying Prevention. The LIT Program continues to show long term positive results with 3 of our first 2007 graduates returning for a second year as part of our staff team and one of them receiving the “JC of the year” award. Also, we had 2 of our 2008 graduates return as CITs this season. In the past, our own campers rarely met the requirements to be hired as Camp Amy Molson staff. To see 5 of our former campers on staff confirms the potential of our LIT program. Our staff training program was a success this year with our participation in the development and implementation of the first Tri Camp conference where three camps came together to share and learn over the course of 2 days as well as certifying our staff in first aid training. The health awareness program was popular and informative thanks to three doctors who spent a day at camp answering kids’ questions. In addition, our Camp Nurse held regular workshops for the campers. There was a significant reduction in bullying this season as campers learned positive behaviours to help them stay safe throughout the year. We placed a large focus of our staff training and development on equipping our staff with the necessary skills to address bullying. In addition, we were able to secure funding to add 2 activities to our current program. Archery and photography were implemented and well received by our campers this season.

Our relationship with the community of Grenville-sur-la-Rouge continues to improve. We are now welcomed participants at Town Council meetings and honorary members of the Lake McGillivray Association.

Staff quality was exceptionally high for two reasons: we had more applicants to choose from because of a competitive summer job market and we had a strong staff training program with several workshops and presentations by outside consultants.

However, we faced similar challenges to 2009 with a decrease in attendance; reduced revenue from donations; and aging facilities. Attendance was 6% under capacity partly because families had less access to funding from Generations and the CSSS. Donations from corporations and foundations are less than in previous years because of the economic climate. The final strain on our finances came from our facilities because of their age; several buildings need major repairs or replacement. Also, our septic system is in need of replacement. We initiated the work this season with the research phase to ascertain what type of system our current water usage would require. We were able to secure funding for this phase of the project through the Centre Local de Developpement. We will need to focus efforts on securing funding for the replacement of our current septic system prior to the start of our 2011 season.

In summary, we have good momentum in the areas of programs and staff quality therefore the 2011 strategic plan will focus on new opportunities to fill the camp to capacity, raise additional funds and make critical repairs to the facilities.

2011 Priorities and Core Strategies

The camp’s primary goal is to ensure the well-being of the children who attend. To achieve this, we will focus on three priorities while continuing to implement core strategies.

Priorities:

5-year facilities plan to ensure that we make critical repairs to the facilities and anticipate maintenance costs that would otherwise erode our operating budget.
New fundraising plan to support the facilities plan and to bolster our traditional approach.
Increased outreach and marketing to restore attendance to 100% capacity.

Core strategies:

Solid governance and sound financial management
Enriched programs: rich programs such as LIT, Outdoor Appreciation, Health Promotion and Bullying Awareness are essential to our mission of helping kids build self-esteem, develop positive relationships and learn valuable life skills.
Skilled Staff: great camp counselors are at the heart of a fun and enriching camp experience.
Year-round contact with campers: it is important to keep in touch with the campers throughout the year and into their teenage years in order to have a lasting impact in their lives.
Continuity: based on the ongoing demand, we need to offer the same service year after year over the long term so as to have a lasting impact on the kids and the community.

These priorities and core strategies figure in all three sections of the following Action Plan.

Action Plan Section 1: Activities and Services

The following section outlines the action plan for activities and services planned in 2010-2011.

Most services and activities have been carried out in previous years; new activities are indicated as such.

Resource needs indicate resources needed in addition to the camp’s permanent staff of 1 Executive Director, 1 Administrative Assistant and 1 Facilities Manager.

Activities and Services	Affected Parties
Fill the camp to capacity	Camp’s clientele

Requirement	Every year, our first requirement is to recruit campers that need our services. Because of tougher economic conditions, this effort demands more focus than in past years.
Objective	Run at full capacity, fully meeting the needs of the community we serve.
Expected results	Fill the camp to capacity with our target clientele: inner city kids.
Means/activities	Keep the price as low as possible to make the camp accessible to low income families (not raising the fee). Use the website as a low-cost means to reach out to families in the community. Maintain a parent’s mailing list. Follow up with parents to help them resolve funding issues. Advertise in community centers, CSSSs, schools, Batshaw center, Head and Hands. Contact additional community centers and CSSSs in the neighborhoods we serve. Seek more opportunities to inform families about our services. Create a Facebook Fan Page to maintain contact with campers and keep them interested in returning to camp. This is an effective communication tool that we can create at no cost. New Explore new avenues of marketing to our clientele-camp fairs that target our clientele
Resource needs	1 Part-time staff to handle registrations in April, May, June 2 volunteers to market our services to community centers, CSSS, schools, via print collateral and speaking opportunities. Web developer to keep the website up-to-date. Fan page will be created and maintained by the Executive Director.
Evaluation method	Track registrations.
Past Year Results	This year, the camp was filled to 94% capacity. The decrease in enrollment was due to: economic conditions which made it difficult for families to send their kids to camp and less funding from Generations and the CSSS. 42% campers came from various child care services. 55% campers paid the lowest fees.

Activities and Services	Affected Parties
Skilled Staff	Camp Counselors

Requirement	We need skilled staff to provide the higher level of service required by our clientele. To maintain a highly skilled staff we need: A large number of returning staff. A strong staff training program. Staff with post-secondary education in related fields.
Objective	Provide a better service to the campers; have a more positive effect on the campers during their vacation and throughout the year.
Expected results	Have more counselors returning from year to year (goal of 50%.) Attract counselors with post secondary education in Education, Health Science, Psychology, or Social Sciences as well as specialized fields such as drama and environmental science and outdoor recreation. Obtain high levels of performance by the staff throughout the summer and see a high level of service to the children.
Means/activities	Incentive for staff to return: Provide development path from year to year. Offer competitive remuneration. Offer on-the-job training with certificates of completion. Hold a pre-camp session for returning staff to build the team dynamics and increase employee engagement. Offer training grants to specialized staff. Offer letters of references to staff. Run Scholarship and Award programs and recognition events. Train staff: nd year offer a 1-day First Aid training for new staff and a 2-day Therapeutic Crisis Intervention for managing and returning staff. Provide 7-days of training in compliance with QCA requirements with added focus on the special needs of our clientele. Provide Team building, QCA, OCA and the International Camping Association conferences to Executive Director and Camp Director. Recruit staff with post-secondary education in related fields: Post job openings on university and CEGEP websites. Get more referrals from staff in CEGEP or University.
Resource needs	See 2010 Budget. First Aid Training in 2012. Therapeutic Crisis Intervention (TCI) Training in 2012. Funding for staff training week (food, supplies, external trainers). Funding for scholarship program.
Evaluation method	Count the number of staff returning from year to year. Monitor results of Training Evaluation forms completed by the staff immediately after the training and at the end of the summer. Monitor counselor’s years of education and area of study.
Past Year Results	The scholarship program had to be cancelled this year because of budget constraints. We held an awards ceremony to recognize top achievers in the following categories Most Valuable CIT, Most Valuable Junior Counselor, Excellence in First year, Outdoor Leadership, Creative Leadership, Leadership Among Peers, Commitment to Improvement, Camp Spirit, Dedication to the CAM Philosophy. All staff attended 7-days of training. Outside speakers included Batshaw Youth Services on behaviours specific to their clientele; First Aid Training, Tri Camp conference which included Peggy Moss on Bullying and Kate Moore on diversity. In course evaluation surveys, when asked ‘how useful was the training in your work at camp’ 85% responded Very Useful; 5% responded extremely useful. When asked the same question at the end of the season the results were 80% and 15% respectively. Overall staff performance was excellent this year with strong performances reflected throughout our staff evaluations. Our Executive Director, Camp Director and a member of our leadership team attended the Ontario Camping Association conference. Our Executive Director assisted on the organizing committee of the Quebec Camping Association Conference and participated in the conference. Recruiting included job postings at CEGEPS, and in Montreal and Ottawa Universities as well as on the QCA website. 84% of our staff were 18 years old or older (QCA requires 65%) 77% are at CEGEP or University. 61% of counselors and 83% of the senior staff were in studies in the area that we are targeting.

Activities and Services	Affected Parties
Community Ties Initiative	Municipality of Grenville sur la Rouge, Québec Government; Environment Québec. Lake McGillivray Association, Neighbors and other service groups

Requirement	Establish better communications and understanding of the community in which the camp resides and maintain a harmonious relationship with our neighbours.
Objective	Establish (above)
Expected results	To be able to take a proactive approach and open dialogs prior to issues becoming major problems.
Means/activities	Continue to participate in council meetings. Invite representatives of the local community to Visitor’s Day at Camp (Rotarians). Join the Lake Association.
Resource needs	Members of the Board to attend the various meetings.
Evaluation method	Attendance in Council meetings and presence on Lake Association.
Past Year Results	Two members of the Board attended regular Council meetings of Grenville-sur-la-Rouge. Through open communication and collaboration, we addressed issues related to noise, garbage and lake-side washroom facilities. The feedback has been very positive. This is a turnaround in our relationship with the community in which we operate.

Activities and Services	Affected Parties
Leaders In Training (LIT)	12 to 13 year old inner city kids

Requirement	Inner city children at the age of 13 are still very much in need of positive activities during the summer months and this age group is extremely vulnerable to negative influences.
Objective	Keep our kids safe and happy for one more year.
Expected results	Enroll twelve 13-year olds in LIT in each of the three summer sessions.
Means/activities	Include the need for 2 new LIT cabins in the 5-year facilities plan. Purchase equipment and supplies needed for LIT activities. Recruit 3 dedicated staff for teens at risk. Add one activity that offers more learning opportunities and fun for this age group.
Resource needs	Construction costs for LIT cabins. LIT Equipment. Dedicated staff salaries. Additional operations costs. Funding for new activity design and implementation.
Evaluation method	Verify parents’ feedback in letters, e-mails, and satisfaction surveys. Monitor enrollment (a high enrollment/demand is a measure of success.)
Past Year Results	This year we saw continued success of the program with 3 of our first LIT graduates from 2007 joining our team as second year staff members. In addition, we had two of our 2008 graduates as CITs. In the past, we could rarely offer staff positions to past campers because they did not have the skills required for the job. So for us to be able to hire out of our LIT program is a big success for the Camp and for the kids we hire. In addition we were very proud to offer the “JC of the year” award to one of our own LIT graduates. Now that the LIT group is established with dedicated staff and a program designed for this age group, we are seeing a need to add more activities that offer greater challenges and learning opportunities for older kids. While we were able to add to the program with activities such as photography and archery, this remains a priority. Tests at the start and end of each session showed that 94% of LITs had a better understanding of leadership concepts after they had participated in one session at camp. Since the pilot in 2008, we have been running the LIT program at the expense of other budgetary items and cannot continue without proper funding. The LIT program was full with 40 LITs for the season and a waiting list in session 3. 38 of the 40 LITs received a graduating diploma and a letter of reference they can present when applying for other volunteer work.

Activities and Services	Affected Parties
Maintaining year round ties and extend the reach of summer camp	Campers and their community

Requirement	While the kids are happy and safe at camp, they often face difficulties throughout the year.
Objective	Ensure a year round contact which allows our staff to act as mentors and creates a sense of belonging to a positive community that survives outside of the summer months for our campers.
Expected results	Stay in touch with the campers throughout the year.
Means/activities	Use the Office to route correspondence between counselors and kids. Send birthday cards. Hold one Christmas event for campers and their families. Keep website Kid’s corner active. Keep websites Captured Memories up to date. Facebook fan page.
Resource needs	Christmas party committee and volunteers Website updates Birthday cards Christmas party supplies, food, location Presents Website hosting Stationary
Evaluation method	Monitor turnout at Christmas party, correspondence. Track hits to website specifically to our Kids Corner, newsletter).
Past Year Results	We have over 421 subscribed to the Camp Newsletter. Facebook Fan Page is active with 284 fans. Unfortunately, we had to cancel our Christmas Party this past year due to a lack of funding.

Activities and Services

Affected Parties

Enrich Programs:

Health Promotion

Outdoor Appreciation

Bullying Awareness

Campers

Requirement	Promote a preventative positive health lifestyle. Ensure inner-city children gain a deep appreciation for both nature and environmental elements in which they live. Provide campers with tools to help them cope with bullying and to discourage the practice.
Objectives	Show campers the benefits of a positive healthy lifestyle; Appreciate and embrace nature and environments elements; educate and build awareness around bullying.
Expected Results	Camper participation in programs.
Means Activities	Workshops with nurse on healthy lifestyle. New Add a second Doctor Day at camp to reach more kids. Recruit staff for outdoor/environmental studies. New Expand composting program to younger kids. New Continue recycling and add a 20-ton container. New Expand nature lore program with new activities for older kids. Creation of gardens Continue to offer bullying workshops and prevention practices.
Resources	Doctors for two days. Approach specialized staff with background in outdoor recreation and environmental sciences or outdoors educational sciences. New Equipment needed to enrich Nature Lore activities for older campers. Facilitator for Bullying Workshop. Updating staff knowledge via conferences, seminars on the subject matter such as latest technique around bullying.
Evaluation method	Attendance of workshops with Doctors and Nurses. Attendance of overnight camping program. Lower the incidents of bullying at camp.
Past Year Results	Health Promotion: Three pediatricians with experience in social pediatrics spent a day at camp and were bombarded by questions from very interested pre-teens. The feedback from the doctors and campers was excellent. Our camp nurse held workshops on nutrition, health, protection from the sun which were well attended by all age groups. Environmental awareness:. 10-12 year-olds and LITs participated in the outdoor camping and survival skills activities. Nature Lore and Arts and Crafts program directors collaborated to integrate leanings for younger campers. Composting was active and popular amongst all of our camper ranges. 6 Recycling bins were placed all around the camp as well as small containers in each of the cabins that were heavily used by very enthusiastic campers. Our recycling output is double the capacity of the city container! On the up side, our garbage output is greatly reduced. Bullying A 3-hour workshop on prevention was presented by Peggy Moss at our Tri Camp Conference. Our Executive Director attended a workshop on preventing bullying as well as strategies to intervene in bullying. This information was transmitted to our staff in a staff development workshop. There were no incidences of ongoing bullying reported this year. The prevention methods included secret boxes in the cabins, “say something nice about your cabin mate” envelopes in the senior girl cabins, and generally heightened awareness of signs of bullying amongst the staff. We also had a bullying awareness day with our all of our campers with activities animated by our leadership team.

Section 2: Governance

There are no requirements to change the camp governance except for adding two new board members.

Governance	Affected Parties
Add board members	Board of Directors

Requirement	Several board members retired over the past five years; now there is a need to bring on new members to take on fund-raising, lead various programs, and to participate in committees.
Objective	Have enough members on the board to ensure sufficient fundraising for programs and continuity.
Expected results	2 new board members in 2010
Means/activities	Get referrals from current members. Hold visitor’s day for partners and board members. Volunteer to draft list of candidates and follow up with each board member on recruitment progress.
Resource needs	No additional resource needs.
Evaluation method	Track membership.
Past Year Results	We were able to recruit two new directors. Both have shown a strong commitment to our organization primarily focused on fundraising, strategic planning and marketing.

Section 3: Management

The camp’s management practices continue to be effective from year to year. The following table highlights our commitment to strict financial management.

Management	Affected Parties
Financial Management	Board of Directors

Requirement	The camps operating costs are increasing because of additional programs and increasing costs.
Objective	Increase fundraising to meet increase in operating costs.
Expected results	All operational costs are covered by fundraising and any financial surplus is maintained at a value that keeps up with inflation.
Means/activities	Retain the services of Investment Adviser (Mirabaud). Rent the vacant house on the camp grounds to generate some revenue. Encourage donations for equipment such as sound systems, tables, office computers, and so on. Continue independent fundraising with yearly mailing to supporters. . Encourage new board members to extend the list of financial supporters. Facilitate donations through VISA and MASTERCARD. Accept donations online. Fundraising plan – see below.
Resource needs	No additional resource needed other than Treasurer.
Evaluation method	Review balance sheet and portfolio level at every other Board meeting; review investment portfolio quarterly; and review budget twice per year.
Past Year Results	Proper financials reviews take place at every other meeting of the Board of Directors. Due to our increased scope in the area of extending our programs, the Board has had to draw funds from its continuity and contingency funds for the past 3 years. These funds are currently valued at under 50% of our 12-month of operations and are decreasing year over year. We cannot continue to erode the contingency funds without drawing into the overall stability of the Camp.

Management	Affected Parties
: 5-year Facilities Plan	Board of Directors

Requirement	The facilities are showing signs of age and many buildings require urgent repairs or replacement. We need to secure funds for designated projects in advance in order to properly maintain the facilities in a cost effective manner.
Objective	Establish a 5-year Facilities Plan and raise funds to carry out these designated projects.
Expected results	Make critical upgrades and eliminate the need for urgent repairs that erode our operations budget.
Means/activities	Create facilities upgrade plan and designated projects budget. Secure funding to implement plan according to schedule. See fundraising below.
Resource needs	Facilities Committee
Evaluation method	QCA and Tourism Association ratings. Plan and roadmap approval by the board. Monitor progress compared to plan twice per year.
Past Year Results	This year, we made several urgent repairs including replacing the roof of one of our indoor activity stations, the foundation of one of our staff accommodations. In addition, we are in the first phase of replacing our septic system. We have secured funding for this initial phase, however, there is only a portion of the funding secured for the replacement phase. Because of the age of many buildings, the rate of repairs has surpassed the capacity of our maintenance manager and our traditional annual maintenance budget.

Management	Affected Parties
Fund Raising Plan	Board of Directors

Requirement	The camp’s operating costs are increasing; we need a designated projects budget to restore the facilities; and our donors and foundations are contributing smaller amounts.
Objective	Establish new sources for fundraising that will grow over several years.
Expected results	Raise additional funds and start a new tradition of Camp Amy Molson fundraising.
Means/activities	Consult fundraising professional. Elaborate a new 5-year fundraising plan.
Resource needs	Fundraising Committee. Advice from Fundraising Professional.
Evaluation method	Monitor revenues and feedback from initial results. Report on progress relative to plan every second board meeting.
Past Year Results	th anniversary of Camp Amy Molson was held in September 2009. The reunion attracted over 100 past camp counselors and others loyal to the camp. Donations in excess of $5000 were received from participants. We Received pledges for $17,000 over 5 years. The event rekindled the loyalty of past staff. Continue to focus part of our fundraising efforts on our alumni staff. The board is exploring hiring a fundraising professional to assist with our growing need for increased revenue.

Management	Affected Parties
Action Plan	Directors and Camp Management

Requirement	The Centraide Evaluation report of 2005 highlighted the need to translate the camp’s vision and priorities into an action plan with specific expected outcomes.
Objective	Update action plan and monitor results yearly
Expected results	Refer to previous tables in this document.
Means/activities	Prepare an action plan according to Centraide guidelines. Review the plan and progress twice per year.
Resource needs	Volunteer to track Evaluation methods for all Activities and Services.
Evaluation method	Review Centraide Evaluation Comments. Gather feedback from Board members at the end of one year to assess the value of the action plan.
Past Year Results	Our edition of the 2010 Action Plan has been reviewed by the board this year prior to the start of the 2010 year.