Overview
Silver Lake Camp & Retreat Center and Pilgrim Day Camp & Family Center are two long-standing ministries of the Southern New England Conference. Each serves different audiences, yet both play an important role in how the Conference forms leaders, nurtures community, and engages families across the region.
When the Conference began this process, leaders were navigating a mix of questions about identity, financial health, and long-term direction. Silver Lake needed a clear model for long-term viability. Pilgrim Day Camp, a highly successful secular day camp, needed a program and business plan that captured why it worked and how it could grow responsibly. The Conference also wanted a deeper understanding of how these sites aligned with broader mission priorities.
Kaleidoscope partnered with Conference leadership to provide a thorough assessment and a practical path forward grounded in real usage, real numbers, and industry best practices.
The Challenge
Both sites were valued, yet there was uncertainty about how they fit into the Conference’s long-term strategy. Leaders needed clarity around:
- How current operations compared to industry norms.
- Whether facilities, staffing, and program models were positioned for sustainable performance.
- How to project future viability for each site with realistic financial modeling.
- How to align mission expectations with the operational needs of each camp.
Decision makers wanted a clear understanding of present realities and a plan they could communicate confidently.
Our Approach
Kaleidoscope carried out a comprehensive assessment of both ministries, combining data, stakeholder input, and financial analysis.
Our work included:
- Reviewing program delivery, staffing models, and facility use across both sites.
- Conducting interviews and visioning sessions with Conference leadership and site stakeholders.
- Identifying strengths, barriers, and opportunities unique to each camp.
- Developing a financial model that projected realistic expectations over the next five years.
- Clarifying the future role and identity of each ministry within the wider Conference.
The process helped leaders move from instinct and history to a shared understanding rooted in current data and long-term mission goals.
The Plan
The final plan provided distinct guidance for each ministry:
For Silver Lake:
- A clear model for viability that identified operational priorities and long-term scenarios.
- Financial expectations that helped the Conference plan for responsible support and investment.
- Recommendations that aligned mission, staffing, and facility needs with sustainable performance.
For Pilgrim Day Camp:
- A full program and business plan that detailed why the camp was succeeding and how to continue that momentum.
- Metrics and operational benchmarks grounded in best practices from the camp industry.
- Clear direction on how to strengthen and protect the camp’s established value in the region.
Together, the plans gave the Conference a framework for consistent decision making and long-term stewardship.
Outcomes
Early results showed positive movement for both ministries.
- Increased usage and stronger financial footing followed the implementation of recommended changes.
- Leadership reported clearer alignment around priorities, which improved communication and reduced internal uncertainty.
- Staff and Conference leaders developed a shared vocabulary for strategy, operations, and mission delivery.
- The Conference is now better equipped to support both camps because it has a more complete and accurate understanding of their needs and potential.
Reflection
This project helped the Southern New England Conference see each ministry with fresh clarity. Leaders gained the information and confidence needed to invest wisely, support staff more effectively, and communicate a long-term vision grounded in real data and mission purpose. The plans continue to guide conversations about sustainability, growth, and the future impact of these important sites.
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