How are camps becoming more financially sustainable? While camps are
cutting costs and
deferring expenditures, the greater impact on long-term financial sustainability, by far, is on the revenue side. Most camps run lean: there just isn’t much “fat” that camps can cut from expenses if they want to continue to provide quality offerings. Enrollment, fundraising and other revenue generation provide more significant long-term opportunities.
Based on 230 responses to the most recent JCamp 180 Camp Insights societal trends survey, the following is a summary of approaches camps are taking to
increase revenues.
While these ideas aren’t new, the notion of needing to develop a strategy that takes into account multiple revenue streams simultaneously is new. Further, we also know that fundraising is no longer a ‘nice to have’ but a fundamental part of the revenue picture, accounting for 18% on average of overall revenues.
Summary
The following conclusions from this analysis stand out:
- The continuing centrality of growing tuition revenues through strategies of increasing enrollment and/or prices
- The ever-growing importance of fundraising, which now accounts for 18% of all revenues
- The increased efforts camps are making to increase funds from alternate sources such as day camps and property rentals
Camp Approaches to Increasing Revenue
Raising Tuition and Fees
“We increase camp tuition every year by 5%.”
“[We are] increasing the cost [of camp] in a fair but steady way.”
Camps are:
- Implementing annual tuition hikes in manageable increments
- Offering staggered pricing
- Introducing sliding scale/tiered pricing structures to link tuition to income, balancing affordability and camp revenues
- Charging special fees to cover specific cost areas (security, transportation, capital improvements, etc.)
Growing Enrollment
"[We are] trying to focus on 2nd session programming to keep it exciting and fresh to not only attract new campers 2nd session but to keep first session campers longer.”
“[We are] broadening our program offerings to increase tuition revenue.”
“Expanding the number of campers will push our expense per camper [down] and generate more dollars to the bottom line.”
Camps are:
- Offering shorter session options to cater to different demographics
- Introducing summer programs for younger kids to build loyalty before they reach camper age
- Collaborating with local organizations (JCCs, businesses, etc.) for joint programming and sponsorship
- Strengthening marketing and partnerships
- Expanding facilities to enable more capacity
- Modernizing buildings and infrastructure to improve camper experiences and attract more rentals
Focus on Fundraising
“[We are] increasing our fundraising to cover costs so that we don't have to rely on tuition as much.”
“Donor relations and development need to be a critical component of the ongoing strategy for camp.”
“[We are] launching [an] endowment and legacy giving campaign in conjunction with 50th reunion.”
“An endowment specifically for scholarships would help ease the cost burden on families and maintain diversity within the camp community.”
Camps are:
- Investing more time and resources into donor engagement/stewardship (especially major donors)
- Strengthening connections with alumni, campers, families, and staff to increase contributions and engagement
- Engaging their boards more consistently and fully in development efforts
- Increasing efforts to raise funds for scholarships to offset rising fees
- Growing endowments; launching comprehensive campaigns that include legacy and endowment giving
- Pursuing grants more aggressively - seeking state, federal, and private grants for infrastructure, security, mental health, staffing, and operational costs
- Exploring sponsorship opportunities and creating standalone philanthropy programs
Diversifying Programming Revenues
"We are trying Camp365 programs throughout the year including family events and Saturday night events for kids."
Camps are:
- Developing off-season programs like winter and spring camps, family events, and educational opportunities (e.g., science schools) to grow the pipeline AND bring in additional offseason revenue
- Expanding niche programs such as ropes courses, off-site specialty camps, and day camp options
- Implementing year-round experiential programs such as short evening camps or workshops to engage parents and generate income
- Providing year-round experiential education (such as forest school programming)
- Considering additional sites for specialized programs during the summer and year-round
Increasing facility rentals
“We are focused on trying to build ancillary income for our campsite that is used for weddings, family reunions etc. We have engaged a local event planner to market the space for events and Airbnb.”
“[We are] investing in facility modernization and growing rental and retreats business, which directly supports our summer and mission-based programming.”
Camps are:
- Winterizing campsites and hiring dedicated staff to support rental business expansion
- Expanding retreat offerings for both affiliated and non-affiliated groups
- Marketing the site for off-season events like weddings, family reunions, community programs, corporate retreats and conferences
About the JCamp 180 Camp Insights Societal Trends Survey
Since 2019, JCamp 180 has conducted an annual survey of Jewish camp leaders to understand the implications of a wide range of economic, demographic, technological, cultural and other societal trends on Jewish camps. The goal of this work is to support effective future planning by Jewish camp professionals and boards so that camps can navigate the myriad issues coming their way. 230 individuals from 100+ camps responded to the November 2024 Trends survey, which included a number of qualitative questions relating to financial sustainability.