VISIONING PLANFOR 2013 AND BEYOND

ADOPTED AT MAY 4, 2013 BOARD MEETING

SACRAMENTO CAMP AND CONFERENCE CENTER

“Many are the plans in a man’s heart,but it is the Lord’s purpose that prevails.”

Proverbs 19:21

A ministry of the United Methodist Church

Table of Contents 

3. . . . . . . . . . .       Foreword

4. . . . . . . . . . .        Approach to Strategic Planning

5. . . . . . . . . . .       Slogan and Mission

5. . . . . . . . . . .       Vision

6 . . . . . . . . . .       Core Values

7. . . . . . . . . . .       Organizational Strengths and Weaknesses

9 . . . . . . .  . .        Ministry and Advancement Opportunities and

Threats

11. . . . . . . . . .        Ministry & Advancement Goals

17. . .  . . . . . . .      Addendum A “In House” Programs

18 . . .  . . . . . .      Addendum B “Facility Based” Programs

18. . . . . . . . . .      Addendum C Capital Expense Needs

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ForewordFrom a Christian perspective, strategic planning and Visioning is not an alternative to seeking the guidance of God, it is a system for seeking the guidance of God. It is rooted in the very nature of God, whose creative works demonstrate purpose (Psalm 19:1). If forethought, purpose, and plan can be seen in what our Father does, surely these qualities ought to characterize what is done at Sacramento. Strategic thinking and Visioning is more important than strategic planning. A strategic plan is beneficial only when it is used as a tool for strategic thought and action to advance the future of the organization. The strategic thinker is driven to achieve through a thought process that is creative and intuitive. This kind of thinking for Sacramento emphasizes goals, opportunities, possibilities, the future, values, the external adaptation, and concepts more than it does methods, obstacles, and limitations of the present, real or perceived. Sacramento must adapt to change if it hopes to remain vital. Strategic planning responds positively to a changing environment and yet does not require that an organization compromise its core values. Strategic planning (the techniques) must be built on something deeper—strategic thinking (a perspective). Strategic thinking allows us to view the paradigm under which we are operating, to evaluate it in light of scripture and a changing environment, and to adopt a new or renewed paradigm to meet the needs of that changing environment. Paradigm is a word borrowed from the scientific community which refers to shared assumptions about the world and how it works.  The purpose of the plan is to provide direction for Sacramento as it takes critical steps of action over the next three-five years and perhaps beyond. The era we are now in brings new opportunities to Sacramento. Hence, there is an opportunity to look to the future. A time to ask the questions: “What’s next for the ministry? If staffing and dollars were not an issue, what would Sacramento look like? How large of an asset base do we really want?”  

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Approach to Strategic Planning Sacramento’s strategic plan is built on several underlying principles:   To be effective, strategic planning should define the best course of action for the ministry to pursue in

order to get from one point to another in a given amount of time and with due consideration to the relevant forces within its internal and external environments.

  To be realistic, strategic planning requires honest analysis of the ministry’s current situation and

operating environment.

To be visionary, strategic planning requires ambitious dreams in light of real opportunities for growth—and articulation of these dreams in the form of specific goals and objectives, related to the entire program.

To be practical, strategic planning requires ownership on the part of all stakeholders, so the planning process must involve representatives of all those responsible for implementing the plan.

To be relevant, strategic planning requires a recognition of the limits of any plan—an effective plan can move an organization in the right direction and focus stakeholders on important tasks, but it cannot anticipate every new condition, trend, or attitude—thus plans must be regularly examined and revised in light of new information. The Strategic Plan for Sacramento should be reviewed and revised on an annual basis.

  

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SloganCome to the Mountain! Let God Refresh Your Soul!

Mission In the spirit of Christian hospitality Sacramento welcomes all who come to our mountaintop setting. We seek to encourage spiritual discoveries by offering each group and individual Christian acceptance, caring service, and opportunities for life transformation.

Vision   The vision of Sacramento is to be a God inspired Camp and Conference center ministry that is on the cutting edge in providing life changing experiences to anyone in the New Mexico/ West Texas area and beyond.

 

Sacramento will expand its services to include individuals of all ages, cultures, denominations, and regions. 

Sacramento will enhance its facilities & programs with an emphasis on “Radical hospitality” and “Excellence in All We do”. 

Sacramento will help develop “in-house” programs for special interest groups and assist all groups in facilitation of their desired programming. 

Sacramento will develop a funding plan that will eliminate present debt, fund operational needs, continue to grow an endowment, and pay for capital needs.

Sacramento will impact future generation as it has past generations by continuing to offer “Life Changing” opportunities to meet and grow with Christ.

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Core Values “Core Values” represent those things, which will not change about who we are as an institution. They are more enduring than staff, board, programs, services, or facilities.   

Spiritual character that is focused on the trinity: God the Father, Jesus Christ His Son, and the Holy Spirit.

A refuge and safe haven from the world, where people can experience the presence of God in the beauty of His creation.

A place where the Holy Spirit nudges people that come here and cause them to say or feel….. “There Is Something Special About This Place”!

Quality, biblically based programs that communicates an intimate relationship with Jesus Christ.

Available to all people, ages, races, and denominations.

Treat our guests and neighbors, as we would want to be treated with “Radical Hospitality” in a premier setting!

Service mind set; demonstrate servant hood.

Facilities used as tools for ministry will be orderly, safe, clean, and accommodating.

Good stewards of our natural resources and all God has entrusted to us.

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OrganizationalStrengths and Weaknesses of

Sacramento All organizations possess institutional attributes or characteristics that define how they function within their culture. The strategic planning process identifies the proven and defining strengths and weaknesses of Sacramento. Later, when forming strategic goals, the intention is to preserve those strengths and improve those areas of weakness.

  STRENGTHS WEAKNESSES

PER

SON

NEL

 

►  Servant hood testimony►  Dedicated Christ-filled staff and

trustees►  Great visionary leaders

►  Too many hats for one person in several areas

►  Need to place people in positions where they can accomplish more

►  Staff assignments need to be evaluated and re-assigned

►  Staff over-worked, under-paid►  Lack of employee retreat renewal►  Not enough staff to keep up facilities►  Not enough staff to do the expanding

programming

PRO

GR

AM

S 

►  Programming we do is good►  We touch people that may not be

touched otherwise►  Quality facility based programs    ►  Furthers participants, “Striving for

Perfection”

►  Offering Christ

►  Programming limited due to staffing►  Reaching the un-churched►  Few family, marriage and single parent

retreats►  No Bible-based study groups►  Not reaching all ages and races (minority

community)►  Provide more programming to those

coming in►  Feeling our way on programming►  A safe place for children when parents

are at a retreat►  Ministry isn’t as big as it could be►  Where to go from here

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FAC

ILIT

IES

and

SITE

 

►  Functional, but not extravagant►  Basic and user friendly►  Ability to grow as need arises►  Maintenance is improving►  Wonderful natural setting with

great trails►  Good Layout►  One of the best largest facility in

the region►  Located near the National Forest

►  Major old building updates needed inside and outside

►  Burn area is really ugly►  Meeting potential capacity during the

week►  More staff houses►  Parking, roads, lack of functional

facilities►  Poor master plan►  Need to separate large worship space

from large indoor recreation space►  More Meeting rooms► Lack Conference Center amenities ► More cabins/cottages for families retreats

FIN

AN

CES

&

FUN

D R

AIS

ING

 

►  We do fair on fundraising►  We are average on donor

development►  Beginning to get a core of donors

and alumni

►  Not keeping our heads above water financially. Close to entering the zone of insolvency. No financial cushion.

►  Need to pay off debt►  Endowment fund is not growing►  Memorials are lacking►  End of life gifts►  Not reaching broad basis of contributors►  Weak board involvement in fundraising►  Need more funds outside of UMC► Lack of financial “ownership” by

constituents.

MA

RK

ETIN

G 

► Word of mouth educating others about this place is great

► Improving on other marketing areas

►Good Marketing schedule developed

►  Promotions are infrequent►  Marketing is at infant stage►  Communications with Methodist church►  Advocate program in churches is very

weak►  We need to free up marketing $►  “Best kept secret” in the region is a bad

statement

OTH

ER 

►  Our heritage, many generations►  Great Food Service ministry►  Board attendance►  Board doesn’t micro manage►  Best “bang for the buck”► Growing Volunteer base

►  Not accredited through ACA►  Entrance road and entrance sign►  Signs getting guests here► 100% Board “Ownership” and

focus towards main purpose of providing “Works, Wisdom, and Wealth”

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Ministry and AdvancementOpportunities and Threats for

SacramentoDuring this process, opportunities for Sacramento are identified along with threats to consider in the future. When developing strategic goals, the intention is to take advantage of opportunities and seek to overcome threats.

  OPPORTUNITIES THREATS

PER

SON

NEL

 

►  Provide staff retreat►  Staff housing►  Growth in staff (a lot of people

want to work here) and staff needs continued training

►  Volunteer recruitment - work groups

►  Funds to pay for additional staff, staff benefits, adequate pay, and staff housing

► Long hard hours are the norm for much of the staff with no compensation for over 40 hour weeks

FAC

ILIT

IES

 

►  Purchase land and cabins back that use to be owned by Sacramento

►  Adequate core group of blds with remodel potential, good site programming potential and RV park

►  Coffee/gift shop

►  Economy and Funds needed to purchase, build, etc.

► Aging facilities ► Lack of buildable space.

PRO

GR

AM

S 

►  Provide more in-house programming to other religious, ethnic groups, secular, etc

    ∙    non-churched, business, military    ∙    marriage enrichment groups    ∙    Senior citizens    ∙    broken/dysfunctional

families/individuals    ∙    Equestrian & sports camps    ∙    “survival” theme camp    ∙    educational (school groups)    ∙    low income groups or youth at

risk    ∙    pastor family days    ∙    Hispanic community

►  Additional funds needed for     ∙    new programs     ∙    facilities to accommodate new

programs    ∙    increase in staff►  Insurance liability costs►  Competition with other sport

camps, etc.►  Security►  Need for bi-lingual staff►  Increased demands on current staff►  Creating too large a vision

(unattainable)►  More volunteers (i.e., counselors)

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FIN

AN

CE

&

FUN

D

RA

ISIN

G 

►  Greatest transfer of wealth in history

►  Grow the endowment►  Camper alumni funds program►  Improving economy►  Start “Planned Giving”

program►  Establish Sacramento Friends

funds program to increase annual giving

►  Raising funds for an endowment►  Identifying alumni►  Getting more and new resources

for funding needs

► Dedicated staff time needed► Economy

MA

RK

ETIN

G

 

►  Market more retreats►  Market in 50-100-150 mile area

and set up El Paso office/position

►  Big Annual Special event: Concert, Open House etc.

►  Improve Email communications

►Offer to Groups: “How can we help you plan your event”

►  Funds for additional marketing needs

► Dedicated staff time needed and finding the right staff for the El Paso based position

OTH

ER 

► An ICON! What is it going to be?

►  New Lighted cross visible from the road heading up from Weed

►  Recruit corporate use of facilities

►  Market weekday availability►  Market being biggest & best in

the region…Glorieta is closing?►  Recruit committed board

members► Name Change

►  Losing the vision of Sacramento►  Our own limits not to grow►  Resting on our blessings► Name Change

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Ministry and Advancement Goals forSacramento

GOAL #1:  Establish a fund raising and stewardship plan to increase annual giving, retire current debt, improve the endowment fund, and provide capital funds that are necessary to facilitate growth goals identified in five year plan.

Action Steps Time Frame

A.     Annual Giving & Debt Retirement  

         1.      Evaluate current methods used in fund raising. Ongoing

         2.      Develop and implement a comprehensive fund raising plan that will:                  ∙    establish contact and enhance relationships with current, new, and

potential donors and improve Board involvement in giving and solicitation. Also establish and/or expand on fund raising events.

                  ∙    evaluate and improve on the “Shareholders” program.                  ∙    incorporate effective marketing materials, technology, and

promotional items as needed.                  ∙    develop a marketing and fund raising budget for additional

exposure to constituency and area of influence.

Started 2012Ongoing

         3.      Debt Retirement Strategy and implementation Started 2012

B.     Endowment  

         1.      Develop and promote an estate planning program (end of life gifts) 2013

         2.      Develop the “Friends of Sacramento” and/or an “Alumni Association” funding program.

2013

         3.      Develop promo materials & establish a budget for promo materials. Started 2010Ongoing

         4      Aggressive partnership with NM Methodist Foundation. Started 2012

         5.      Develop a donor recognition program. 2013

C.     Capital

         1.      Define the overall scope of the campaign including renovations, new Started 2011 

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facilities, furnishings, etc. and set dollar goal. On Hold til debt

         2.      Conduct a feasibility study to determine constituent involvement. Started 2011

         3.      Establish campaign leadership. Decide if consultant is needed. 2013

         4.      Meet with potential lead gift donors. 2013

         5.      Hold fund raising banquet and other events. 2013

         6.      Write grants for project funding. 2013-2014

         7.      Encourage improved financial involvement from churches. 2013-2014

         8.      Prepare a campaign budget. 2013-2014

         9.      Decide if outside counsel is needed. 2013

People/Groups

Executive DirectorBoard of Trustees

Development Staff and CommitteeNumerous Volunteers

Outside Counsel

 GOAL #2:  Continue to develop and implement new “in-house” programs for special

interest groups and “niche” programs

Action Steps Time Frame

1.      Conduct a needs assessment study with constituency including church leaders, community leaders, and past and current participants to determine level of interest for new in-house programs.

2013-2014

2.      Network with other camp ministries providing similar programs regarding their success and implementation.

Started 2011Ongoing

3.      Determine additional staffing needs. Ongoing

4.      Determine additional expenses and revenue. Ongoing

5.      Hire additional specialty staff or contractors (Goal #6) 2013Ongoing

6.      Prioritize the implementation of new in-house programs that will attract participants and provide for their spiritual, emotional, and physical needs.

2013Ongoing

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People/Groups

Executive DirectorStaff

Board of Trustees

 

GOAL #3:  Continue to expand the current facilities based program offered.Action Steps Time Frame

1.      Conduct a thorough evaluation of all current programs to determine overall effectiveness.

Through 2013

2.      Revise or discard any program that is not producing expected results.

Through 2013

3.      Network with like camp ministries to identify new program facility possibilities.

2013/2014

4.      Prioritize and develop new facilities programs that will both attract new participants and provide for their spiritual enrichment.

2013Ongoing

5.      Determine increase in cost for liability to operate facility. 2013

6.      Schedule implementation time frame to implement programs. 2013Ongoing

People/Groups

Executive Director and StaffBoard of Trustees

Volunteers and Camp Deans

 GOAL #4:  Provide quality facilities necessary to accommodate an increase in program offerings and the number of individuals using these facilities.

                        (See Addendum C)Action Steps Time Frame

1.      Determine additional facilities needed in relation to program and growth needs. (Goal #1)

2013-2014

2.      Develop a six year site plan based on priority of facility needs. Ongoing

3.      Continue to modify and develop a plan for scheduled maintenance.

Started 2007Ongoing

4.      Implement a capital campaign to raise funds for new facilities and renovations of various current facilities. (Goal #4, C)

2013-2014

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People/Groups

Executive DirectorStaff

Board of TrusteesDevelopment Committee and Outside Counsel

GOAL #5:  Develop and implement a marketing/promotions plan to build greater awareness of Sacramento and its programs in the region including the Military Bases.

Action Steps Time Frame

1.      A more active presence in El Paso/Las Cruces area 2013

2.      Develop a marketing budget for additional exposure 2013-2014

3.      Cont. active approach to working with the regional Military Bases.

2013

4.      Enhance communications to churches through:         ∙       recruit ministry representatives to meet with pastors/church

leaders and/or speak in church services.         ∙       enlist a contact person (advocate) in each church for timely

distribution of various promotional materials to pastor and church members.

         ∙       continue to develop quarterly bulletin inserts promoting various aspects of the ministry.

Started 2009Ongoing

5.      Research “premier” camp ministries promotional materials and inquire as to what is most effective.

Started 2009Ongoing

6.      Continue to reinforce the quality web site with updated information and incorporate new technology as needed.

Started 2009 & ongoing

7.      Continue to develop promotional presentations for use at annual conference, in churches, civic groups, etc.

Ongoing

People/Groups

Executive DirectorBoard of Trustees

Volunteers

GOAL #6:  Maximize current staff and volunteers, fully utilizing each person’s gifts and skills, as well as expanding new qualified staff and volunteers to fill those needs mandated by this growth plan.

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Action Steps Time Frame

1.      Define/redefine/reorganize current and new staff positions and volunteers. Revisit and modify as needed clearly stated job descriptions for each position.

2013

2.      Aggressively seek/use more volunteers for support of operations. 2013

3.      Provide sufficient staff and volunteer assistance to free up the Executive Director to implement the primary responsibilities for which he has been hired.

Started 2012Ongoing

4.      Continue with scheduled annual performance review for all staff including the Executive Director

2013Ongoing

5.      Plan for and schedule the hiring of additional staff/contractors based on sequence of need. (i.e., director of development, marketing, church relations director, promotions director, etc.)

Ongoing

6.      Develop a “long term intern” program in partnership with another ministry or university or mission agency.

2013-2014

7.      Review staff compensation and benefits and increase to a standard comparable to other “like” ministries.

2013-2014Ongoing

8.      Schedule an annual off site staff and board retreat. 2013Ongoing

People/Groups

Executive Director, Board, Staff, Personnel Committee

GOAL #7:  Develop a program for the recruiting and training of dedicated board members and volunteers.

Action Steps Time Frame

A.     Board of Trustees  

         1.      Continue the development of the Board Governance and Development Committee within the current board to identify and cultivate future board members and educate for the revised purpose and direction of the board.

Started 2012 ongoingOngoing

         2.      Continue with the improvement of the Board Members Handbook with continue Board member growth.

Started 2008 Ongoing

         3.      Continue to provide an orientation for each new board member.

Started 2010 Ongoing

         4.      Study the number of meetings held and effectiveness. Study virtual off site meeting possibility

2013Ongoing

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         5.      If appropriate, provide continued training to the Board of Trustees in the “Role of a Non-Profit Board.”

2013 Ongoing

B.     Volunteers  

         1.      Improve upon a volunteer recruitment program for assistance in maintaining facilities and other infrastructure needs.

2013

         2.      Continue to promote volunteerism to churches, parents of campers, adult retreat guests, etc.

2013Ongoing

         3.      Continue to use “missions oriented” volunteer programs. (i.e., “Nomads”)

Ongoing

         4.      Provide clearly stated Volunteer job descriptions and skill requirements. (i.e., electrician, plumber, etc.)

2013 Ongoing

         5.      Expand on the volunteer recognition program. 2013

People/Groups

Executive Director, Board, Volunteer Coordinator

 GOAL #8:  Increase the emphasis on partnership and collaboration with the Sacramento

Mountain and surrounding communities: Citizens, Chamber of Commerce’s, Forest Service, other Federal, State Agencies, Military, & School Districts etc.

Action Steps Time Frame

A.     Staff  

         1.     “Plug In” with media such as radio, newspapers, etc. 2013Ongoing

         2.      Join Chamber of commerce and have a presence at meetings and events.

Started 2008 Ongoing

         3.      Increase pro-active interaction with the Forest Service in areas of mutual benefit and also just being a “Friend and Ally of their efforts.”

Started 2008 Ongoing

         4.      Pursue collaboration and partnerships with all agencies that present an opportunity for advanced partnership.

2013Ongoing

         5.      Actively support, communicate, and “minister” to local school districts as opportunities arise. (Including home school programs and private school)

2013 Ongoing

B.     Volunteers  

         1.      Be ready for an improved volunteer program that could 2013

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result from the activity laid in in section “A” listed above

         2.      Be proactive with aggressive with active partnership with organizations such as Rocky Mt. Elk Foundation, Friends of the Forest, NRA etc.

2013Ongoing

People/Groups

Executive Director and Staff, Board, Volunteer Coordinator

Addendum A“In-House” Programs

Suggested examples of “in-house” or “facilitated” programs to continue to develop 

Programs for Hispanic and other ethnic groups Marriage enrichment retreats Adventure camps specific for Groups and Churches Singles camps Family camps including Clergy Family Camp Broken families retreat Domestic abuse program Substance abuse program Senior citizens retreats Single parent retreat Nature program Military appeal Three day youth & adult retreats Corporate retreat Annual Sacramento “Open House” Others such as: Youth Ministry Rallies, Bible Training, Equestrian programs, Cowboy

church revivals, women’ and young ladies specialty retreats…….                         

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Addendum BFacility Programs

Continue to introduce or expand sports and specialty camps which would require specific facility upgrades

                         ∙    basketball                         ∙    baseball, soccer, football                       ∙    band                        ∙    music

Other                         ∙    bike trails, hiking trails, ATV use, Equestrian use                         ∙    Adventure theme programs, and Frontier themed programs                         ∙    extreme sports and challenge course                         ∙    orienteering

Addendum C Capital Items (Needs as taken from 2013 Budget Summary)DEFINITIONS:

2013 ITEMS & FUTURE ITEMS FOR MAJOR MAINT. & IMPROVEMENTS "A" Priority due to Safety,Security, Legal, Insurance, Immediate energy savings, Major Guest Complaints, Potential Loss of Guests

"B" Priority due to Guest/Hospitality needs, Employee efficiency improvements, Building Maintenance upkeep, Increased Revenue"C" Priority due to Aesthetics, Employee benefit,

Year to do

itPrior year Items typically over $1000 Funded from Operating, Donations, and Grants

Code request CAPITAL BUILDING IMPROVEMENTS Est. Cost

      Items at Aspen Lodge    BLD A 2011 New Front Porch with Handicap Ramp at Cloudcroft remodel $1,500.00 2013

BLD A 2011 Restroom Addition off of meeting room $5,000.00  BLD A 2011 Upgrade Elec Service to relieve overloaded status on Main boxes $5,000.00  

BLD B 2011Bedroom/bathroom renovation project (elec, plumbing, hardflooring) 3 rooms $1500 per room NOMADS $4,500.00 2013

BLD B 2011 Complete meeting room renovation (ceiling work and lights) NOMADS $1,000.00 2013BLD C 2008 New Front Porch Furniture (6 Rockers) at $200 apiece (Spring SH) $1,200.00 2013

      Items at Ayers    BLD A 2008 Replace bad mattreseses ($175 Full x 16 + shipping) Fluid Proof/bedbug proof (Spring SH) $3,000.00 2013

BLD A 2013 Porch Roof Repair $2,000.00 2013

BLD A 2011Water Heater Replacement Program ($5000 per water heater x 2 but do one per year for two years) (SH) $5,000.00 2013

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BLD B 2008Renovate rooms 5,6 & 29 as test rooms: Flooring 150sqft x $2 $300, elec fixtures $300, paint window covering & deco $400, restroom fixtures $500 as needed, add twin bunk over Full $400, Fluid proof anti-micro mattress 3 twin at $145 1 full at $170 for a total per room of:$2,500 $7,500.00  

BLD B 2011 New Furniture in Meeting Rooms and Library meeting room (Tables and Chairs) (Spring SH) $4,000.00  BLD B 2011 Remove Carpet in Hallways and expose existing hardwood floors $1,000.00  

BLD A 2011 Gazebo/shelter/firepit outside on north side of bld for meeting space (In phases $6000 total) NOMADS $1,000.00 2013      Items at Forrest    

BLD A 2009 Retaining Wall behind building $1,000.00  BLD B 2011 Blinds for windows and doors in meeting room (motorized over high windows) $1,000.00  

BLD A 2012 Bedspread Replacement at Forrest $5,000.00 2013      Items at Laity    

BLD A 2011 Add a water heater (SH) $4,000.00  

BLD A 2011 Elec. Upgrades with additional outlets $2,000.00  

BLD B 2008Renovate rooms 5 and 6, as test rooms: Flooring 150sqft x $2 $300, elec fixtures $300, paint window covering & deco $400, restroom fixtures $500 as needed, Fluid proof anti-micro mattress 3 twin at $145 1 full at $170 for a total per room of:$2,500 plus kitchenet in Mtg room area $6,000.00  

BLD B 2008 Mtg Room downstairs: Replace carpet with wood laminate and entry ceramic tile ($2000) $2,000.00  

BLD B 2008 Mtg Room upstairs: Replace carpet with wood laminate and entry ceramic tile ($1000) $1,000.00  

BLD B 2011 Remove Carpet in Hallways and expose existing hardwood floors $1,000.00  

      Items at Trinity Cabins    

BLD A 2008 Repair Porch and Deck $1,000.00 2013

BLD B 2008 Major renovation: Flooring $2000, Furniture/Beds $2000, deco/fixtures, $2000 ($2000 per year x3yrs) $2,000.00 2013

      Items at Dining Hall    

BLD A 2011 Repair broken walk in refrigerator $4,000.00        Items at Skippers    

BLD A 2011 Replace broken entry door $1,500.00  

BLD B 2011 Add housekeeping closet and chair/table storage room in Hallway outside Lower Classroom $2,000.00  

BLD B 2011 Expand a Receptionist area outside of main office into the Foyer $5,000.00  

BLD B 2011 Phase III Expansion for Challenge Course to have elements inside of Skippers $5,000.00  

BLD A 2011 Replace locks in doors to a keyed alike system with changeable core 20 x $150 $3,000.00  BLD C 2011 New Entrance and Landscaping $14,000.00  

BLD C 2011 Expand a Maintenance/Housekeeping office off of Skippers $10,000.00  BLD A 2012 Sound Booth continued upgrade with rool down door and cabinets $1,600.00 2013

BLD C 2011 Blinds for windows in Gym $750.00 2013

      Chapel    

BLD A 2013 Improve HVAC and Insulation $5,000.00  

BLD A 2011 Doors to separate chapel from Restroom area for energy savings $2,000.00  

BLD A 2011 Elec upgrade on lights and plugs, timeclocks, photocells, exterior lighting improvements (CFLs) SH $2,000.00 2013

           

      Casa Sierra    BLD A 2011 Septic System overhaul $5,000.00  

BLD C 2011 Convert Garage or Add on a room for expanded housing solutions for larger familiy $15,000.00  BLD A 2012 Furniture for a better building rental atmosphere SH $2,000.00 2013

BLD C 2011 Water Well repair $3,000.00  BLD A 2013 Outside Building upgrade and repairs…..siding…..painting……steps $2,000.00 2013

      Carlsbad Cabin    BLD B 2011 New Septic System $7,000.00  

BLD B 2013 Carport $1,500.00        Other    

BLD B 2011 Major painting and staining all over campus (exterior of blds) $5,000.00  

BLD B 2011 Program building for program eq. storage and maint. (below Skippers) $2,000.00 2013

BLD A 2011 Directors House: Materials for Deck and Porch improvments and backyard fence improvements $1,500.00 2013

BLD C 2011 Site mgt House: Materials for Deck improvments and backyard fence $2,500.00  

BLD A 2008 Carport at Directors House $1,500.00 2013BLD C 2008 Carport at Site Mgrs House $1,500.00 2013

BLD C 2011 Storage Bld/Carport at Double Wide $4,000.00  BLD A 2012 NRA Grant Improvements to Gun Range: Trap Throw House, and Shelters for Shooting benches $4,000.00 2013

BLD A 2013 Challenge Course Shelter/Storage $2,000.00 2013      CAPITAL BUILDING SUB-TOTAL $175,550.00  

      CAPITAL EQUIPMENT IMPROVEMENTS    EQ A 2011 Vitality: Cell Phone Extender $3,000.00  

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EQ A 2008 Vitality: Continue adding to ATV fleet with Razor youth models $5,000.00 2013

EQ A 2008 Vitality: Continue adding to ATV fleet with 2nd "Razor Side by Side" for Adults $8,000.00 2013EQ A 2012 Vacuums throught campus buildings (replacement) $1,600.00 2013

EQ A 2011 Vinyl mattress covers $16 X 60 for mattresses without vinyl covers (bedbug proof) $1,000.00  EQ A 2011 Spring box upgrade and allow for use in main water system including routing spring water into tank $1,000.00  

EQ A 2011 Water line improvement from shop to Skippers $5,000.00  EQ A 2011 Sacramento Water system improvements $8,000.00  

EQ A 2011 Overhead projecter (new style that projects a video image) $1,000.00  

EQ A 2011 Repair Dump Truck (Has not run well in 4 years) Engine work, windshield, seat, door, hydrolics $1,500.00  

EQ B 2008 Water well auto fill system and auto chlorine system $5,000.00  

EQ B 2008 Tractor (used) for landscape work and pulling hayrides etc $10,000.00  EQ B 2008 Stacking chairs for camp 300x$50 per (put these at skippers take old ones around to other mtg rooms) $15,000.00  

EQ A 2013 Grappler attachment for Backhoe $3,000.00  

EQ B 2011 Skid Loader Accessories: Grappler $3000, Tires $2000,, Angle Blade $5000 $10,000.00  EQ B 2011 Replace Business Phone System $13,000.00  

EQ B 2008 Interpretive trail information about nature, fires etc. Worship trail interpretation also $3,000.00  

EQ A 2011CO2 Fill Station for paintball refill. (It’s a pump system rather than just an equalizer from tank fill system) $2,000.00  

EQ C 2008 Steamer at Dining Hall for Cooking $6,000.00  

EQ C 2008 Portable commercial equip. steamer for cleaning ovens, trash cans, steam tables, floors, grease areass $1,000.00  EQ C 2011 Vending Machine for soft drinks $3,500.00  

EQ C 2011 Grill Guard and winch for Dodge 3/4 ton Pickup $2,700.00  

EQ C 2012 Trailer Goose neck style large enough to haul the Backhoe $6,000.00  

      CAPITAL EQUIPMENT SUB-TOTAL $89,700.00  code   CAPITAL SITE IMPROVMENTS cost do it

SITE A 2008 Vitality Grant: Horse Program 2nd Phase Construct Corrals and Stables $10,000.00 2013

SITE A 2013 Vitality Grant: Horse Program 3rd Phase Aquire Horses and Tack $115,000.00 2014

SITE A 2008 Improved Lighting on Blds, Walks , Steps, and Trails (guests complaints) $2,000.00 2013

SITE A 2008 Trail shelters for getting out of storms and shade while on 3 mile trail (3 x $1000 per shelter) $3,000.00  

SITE A 2008 Chapel in Sky worship site improvements $1,000.00  

SITE A 2011 Rustic Shelter Repair and upgrade $500.00 2013

SITE A 2011 Security Gates with Auto openers x 2 x $2000 $4,000.00  

SITE B 2008 Covered "Home in the Woods" with benches (3) $3,000.00  

SITE B 2008 Improve Camp Entrance $5,000.00  

SITE B 2011 Steps to trail between Skippers and Forrest and Ayers and Forrest (cross ties and rock work) $1,000.00  

SITE B 2011 Asphalt patch work and seal coating on roads around camp $10,000.00  

SITE A 2013Site Improvments at New Playground site. Fencing, Flume, Water wheel, Rocks, Benches, Tables, Shelter $3,000.00 2013

SITE B 2011 Sports Court Improvements: Drainage and court paint $4,000.00  

SITE A 2011 Picnic/BBQ grill/Shelter at old playground site when it is relocated $4,000.00 2013

SITE C 2008 Sports field improvements: Irrigation and resoding $4,000.00  

      CAPITAL SITE IMPROVEMENT SUB-TOTAL $44,500.00           

      Total for Capital Items (between $1000-$30,000) $309,750.00  

      For Operating, Grants, and Donations to do in 2013 as Capital Improvements $80,150.00                   CAPITAL PROJECT ANNUAL HISTORY $95,646.87 2007        $155,210.09 2008        $38,103.72 2009        $206,756.98 2010        $128,859.00 2011        $121,977.28 2012Major Projects     MAJOR CAPITAL ITEMS OVER $30,000 (Not funded from operation budget)    

      Many items listed below are contigent on the Strategic Plan project of approx $7,000,000    

      Roof Repair at Dining Hall $30,000.00  

      Outdoor Dining Expansion $30,000.00  

      Columbarium Project Site construction $30,000.00  

      Aquire Land down in Flat area for Sports Complex Area $100,000.00  

      Future Sports Complex Construction $100,000.00  

      Repair 40,000 gal steel rusted out water tank $15,000.00  

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      New dedicated raw water line to tank (then it goes to distribution) $30,000.00  

      Pave roads to Shop, RV, Entrance, and Repairs $60,000.00  

     New bunk bed combos in Forrest to increase capacity from 48 to 96 (1 twin over twin and 1 twin over full) $48,000.00  

      Add on to Skippers Gift shop and concession (SMA as general contractor) Café Wesley $100,000.00  

      New Worship Center with meeting rooms and restrooms at Rec court location $1,000,000.00  

      New Covered Activity Center (open air sides that can be closed) BB/VB When worship center is done $200,000.00  

      Recreational Lake where sports field is currently at $75,000.00  

      Laity Remodel: Restrooms 1200 sq ft/ meeting rooms/ room remodel $200,000.00  

      Carlsbad Cabin: add bedroom and bath $40,000.00  

      Casa Sierra: add bedroom and bath $40,000.00  

      Minature Golf Course $30,000.00  

      Add restrooms and new entryway at Dining Hall $75,000.00  

      Swimming Pool $500,000.00  

      New Lodge and Classrooms to replace Education bld $2,500,000.00  

      Sewage Treatment Plant $700,000.00  

      Ayers Remodel $200,000.00  

      Dining Hall expansion and renovation, Add on Din room and new restrooms $300,000.00  

      Total for major capital expense over $30,000 $6,403,000.00

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