Inside ACA: A look at our association – the brutal truths as we approach our next 100 years.

Inside ACA:

A look at our association – the brutal truths as we approach

our next 100 years

Over the last fifteen years, ACA has made significant progress:• 1996 – New Chartering agreement adopted• 1998 – Peg Smith hired as new CEO, brings extensive

experience in youth development to association• 1998 – ACA Board made decision to re-align the

association• 1999 – Membership system and service fees altered;

realized membership growth for first time in nearly 15 years

• 2000 – ACA Board developed Master Plan for organization

• 2002 – Campaign ‘07 launched

• “Building on the momentum achieved over the past few years, today, the ACA seeks to embrace the following positioning:

“The American Camping Association is the pre- eminent authority on the camp experience and a credible leader in the field of experiential education, with a particular focus on children and youth.”

• “As the ACA embraces this position, it will further promote the benefits of the camp experience and enhance the range of services offered to individual camps. Through the development and implementation of this position, the ACA seeks to establish:

“Value – demonstrating credibility in the fields of education, recreation and youth development.

“Image – capturing and expressing visually the ACA values and purpose to member, parents, campers, youth development experts and others”

“Identity – identifying and promoting messages that convey the ACA’s and its members’ position and contributions to children, youth and families.

“Influence – creating a climate where the ACA and its members possess the credibility to drive and participate in national discussion around the camp experience and its value for young people, adults and the community.”

So – how did we do?

• Value – we now have excellent research that clearly articulates the value of the camp experience: Published Directions in 2005; Published Inspirations in 2006; Published Innovations in 2006

• Image – we have a new name and a new corporate identity, both designed to express ACA values to different audiences Modified and improved ACA’s name by dropping the “ing” Updated the corporate identity, rebranding ACA

• Identity – our website and publications clearly convey the contributions of camp to children, youth, and families Published ACA’s first publication targeted toward parents,

CAMP Developed a parent web site Developed online parent newsletter Developed Spanish version of web site and CAMP and

secured Spanish translation for phone service

• Influence – we have been participants in numerous national dialogues and/or collaborations Children & Nature Network Search Institute High Scope American Academy of Pediatrics

In the last five years, we also…

• Developed and expanded on-line services for members• Revised the Camp Standards• Conducted a series of organizational audits to sharpen

the view of ACA’s current reality• Developed a National Office Business Plan• Outsourced our publishing efforts to Healthy Learning• Revised our Bylaws, Articles of Incorporation, and

Charter• Adopted Policy Governance ® on the national level• Continued addressing non-dues revenue

• Experienced a modest membership growth• Initiated more aggressive fundraising• Continued research efforts

Healthy Camps Study Ongoing research on trends, enrollment, and program specific

research such as nature programs

• Improved association technology capabilities significantly through the purchase and installation of new hardware and software National and all sections will share a common database Software will be a true constituent management system Information access will increase substantially We anticipate “going live” in May 2008

We have looked at ourselves and know that there are some “brutal

truths” which we must face.

However....

1. We’re not the only game in town

• Other non-profit associations and some for-profit businesses are often quoted in the media as camp experts

• There are at least twenty other major websites listing hundreds of camps (in addition to all of our sections, some of whom have their own searchable databases) – not including regional sites or sites dedicated to a specific clientele (i.e., camps in the New York area, YMCA camps, sports camps or Presbyterian camps)

2. We don’t own the term “camp”

• Thousands of summer programs call themselves a “camp”, regardless of the attributes of the program;

• Malls offer short programs they call “camp”;

• Sports teams call their pre-season practices “camp”;

• Some youth detention programs are labeled “boot camps”;

• Even man’s best friends can go to “camp”….

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3. It’s not easy for camps who are either new or not accredited or for individuals not associated with an accredited camp to receive services from ACA

• For now, the only perceived way to become a part of ACA is through accreditation of a camp

• Membership has been tied closely to camp fees (paid by accredited camps)

• Service fees are viewed by some non-members as too expensive

4. ACA Accreditation does not have the public recognition that we want it to

• Our own research tells us that over 90% of the public doesn’t know what accreditation by ACA means (nor what ACA is)

• The standards program, however, continues to be ACA’s signature program

?

5. Of the estimated 12,000 camps in the US, only 2,700 are accredited by ACA• The number of accredited camps has increased, but only

by a relatively small number over the last ten years• As an organization and as individuals, we are passionate

about the camp experience. But so are the operators of the other 9,300 camps in the United States who are NOT accredited by ACA.

• Many view our current accreditation program as cumbersome, with too many standards

6. There are approximately 11,000,000 children and youth who attend camp. Of those, only 10% attend ACA camps.

• According to the US Census Bureau, there are an estimated 53,317,926 children ages 5 – 17, as of July 1, 2006

• The number attending all camps is less than 20% of the total population of children

• The number attending ACA camps is less than 2% of the total population of children

7. Our message is not being heard.

• As an association, we have provided a tremendous amount of information to the public on a very limited budget

• Unfortunately, it’s not enough. One of our major funders told us “your voice is too soft.” To make a significant impact, we must commit significant dollars to public awareness.

• It is estimated that a national public awareness campaign will cost approximately $300,000….

• ….per year, every year, to make an impact and to influence not only the public, but public decision makers.

8. Since the revamp of the charter agreement in the mid-1990s, sections have grown stronger. However…..

• 9 of 24 sections have fewer than 200 members• 15 sections have fewer than 100 camps• 4 sections have fewer than 50 camps• 15 sections do not have a full time staff person• only 4 sections have more than one staff person• 7 sections have less than $50K in net assets• 6 sections have less than $50K in annual income

9. Generating charitable contributions and non-dues revenue for ACA continues to be a major challenge. These efforts are crucial because…

• 45% of the national organization’s budget is currently from dues and fees (mainly camp fees)

• 16 of our 24 sections rely on dues and fees for over 60% of their annual operating budgets

• Some camps now pay over $10,000 annually in fees

….mission motivates, but money makes things happen!

• If we want more children to have a true “camp” experience;

• If we want more public awareness of camp;

• If we want to influence the public, including government, education, and business leaders;

• If we want our association to evolve into a larger, more inclusive organization………

• ...then we must change our culture

10. To change our culture, we must begin by changing our governance.

• Our national board is unlike most other 501(c)3 membership organizations, as almost all of their board members are from the public, not the membership

• To recruit public leaders (corporate, business, professional, educational, and others), we must have a board where a significant majority of the members are also public leaders

• Public leaders as board members can provide access to public awareness and charitable dollars that we currently don’t have

• Public leaders can provide a stronger voice for both ACA and camp to the public

So those are the “brutal facts” about our organization.

What are we going to do?

How can we achieve our 20/20 vision?

How can we gain influence for ACA?

How can we pay for what needs to be done?

What does this mean for me? For my camp?

What does this mean for children and youth?

We can achieve our vision of 20 million campers and 20 thousand participants in ACA only by taking drastic measures.

• The ACA National Board has decided to change its composition so that public leaders, not camp professionals, make up the majority of board members

• The Board has committed funding to develop an integrated funds development/cause marketing/public awareness program

• ACA’s membership system must be more inviting to both individuals and camps. The membership task force is already working on this issue. The first changes in membership will go into effect this year.

• Our accreditation/education system must be easier to access by camps and camp professionals. A new task force has been formed to develop recommendations on how our accreditation/education system can be more effective.

What else?• We must step out of our comfort zone, letting go of the fraternity-

like association that many of us have enjoyed for years

• We must embrace a ‘new’ ACA that serves the public first and foremost

• We must take a careful look at the health of our organization, especially our sections

• We must act like a 501(c)3 public-benefit organization, not a 501(c)6 trade association

• The Council of Delegates must decide for what purpose it exists and how it should function

What does this mean for me?My camp?

• Greater recognition as a professional who adds value to the growth and development of others

• Recognition as an expert in the area of human development

• Greater potential to receive funding from new sources

• More influence on the public stage• Increased enrollment

What does this mean for children, youth, and adults?

• More parents from all social, cultural, and economic groups will value of the camp experience understand the

• Increasing numbers of children, youth, and adults of all social, cultural, and economic groups will have a camp experience

Only those who will risk going too far can possibly

find out how far they can go.T.S. Elliot

With courage, we can make the American Camp Association….

• an organization with diversified funding that allows us to achieve our 20/20 vision, ultimately providing

public awareness, professional education, and widespread influence

• that encourages and enables 20 million children and youth to have a high quality camp experience and

• includes 20,000 participants in ACA programs

for over 20 million children and youth