What Does Data Have to Do With Christian Camping? Te terms “summer camp” or “retreats” don’t typically conjure images of dashboards, spreadsheets, surveys or contact lists for most people. In fact, one could argue that one of the main attractions of camps and retreats is to unplug — to disconnect from the distrac- tions of everyday life (including screens). But like any organization, camps and conference
centers face challenges staying relevant and competi- tive in the market while also fulfilling their mission. That’s why it’s so important to harness the power of data. It’s a transformative and revealing tool that can help you make informed decisions, optimize your programs and operations and ultimately help you level up your ministry impact. Steve Garcia is a passionate advocate for data ana-
lytics in camp ministry. As president and executive director of Trademark Camping (Crestline, Califor- nia), a camp management company that oversees seven camping companies in two states, he knows firsthand how important the skills of data collection and analysis are to camp leadership. “[If] you go back a couple of decades and look at a
camp director’s core competencies,” Garcia explained, “you’ll find good leadership, spiritual foundation, solid theology, outdoor skills, PR or communication skills.” Garcia went on to say that while those are still vital skills for a director, “to stay competitive in today’s mar- ket, we must add data analytics to our small-business know-how tool belt. And that includes using data to drive change and decision-making.” You can’t control the economy or the shiſting market-
place, but you can control the direction your camp is moving in. “It’s an adapt or die kind of thing happening right now,” Garcia warned. If you don’t find new ways to reach your campers and guests and stay relevant, you won’t be around to help them experience the same things you did that led you to love camp ministry. “How do you stay relevant? How do you stay busy?
How do you get customers to convert from inquiries to confirmations?” These are all questions Garcia said camp leaders face year after year, and the answers to all of them start with the process of data-driven decision-making.
Collecting Relevant Data Beth Schuette has been serving as director of people operations at New Life Ranch (Colcord, Oklahoma) for almost three years. Her leadership role in HR has led her to explore various ways New Life can collect and analyze data to fulfill its mission more effectively. “It takes manpower, time and effort to collect data
and respond to it well,” Schuette shared. “And you learn from your mistakes. But … when the process of collecting and using data is done right, you’ll not only create a better program or work environment but also, you’ll be increasing your mission impact.” Effective data collection begins with identifying the
key metrics that align with your ministry’s mission. Tis can include quantitative data, such as age demo- graphics, retention records and program outcomes. It can also include camper, parent and guest feedback, staff testimonials and observations or qualitative data. Tese metrics will likely span across multiple depart-
ments, leadership teams and contacts, which is why it’s important that everyone’s aligned with your mission and goals. One of the biggest pitfalls of data collection is wasting manpower, time and resources on metrics that aren’t drillable. In other words, collecting data that you can’t mine for information that will help your mission. “Tere’s not a single part of our ministry that isn’t
measured,” explains Nate Parks, president and CEO of Berea Ministries (Hebron, New Hampshire). He has been with Berea, a ministry that oversees three camps in New England, for 25 years. During that time, he’s learned the importance of looking at relevant data points from all his camp departments as a collective whole, painting an accurate picture of where his camps are now and where they’re headed. “One number doesn’t tell you much, but several
numbers in a row will tell you a story. Aſter I get the numbers,” said Parks, “I can ask the right questions that reveal real problems. And once I can identify the problems, I can discuss those with my leadership teams. Ten together, we can implement clear solutions.” It’s a process that takes time and practice to get
right. But it all starts with connecting the dots between your mission and knowing which key metrics you need to mine for relevant data.
“One number doesn’t tell you much, but several numbers in a row will tell you a story.” —Nate Parks, president/CEO of Berea Ministries (Hebron, New Hampshire)
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www.ccca.org September/October 2024
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