When The Renovation List Is Too Long

Combine smaller projects to pack a punch

By Dan Syvertsen
Photos: Camp Spofford

Located in Southwest New Hampshire just minutes from Vermont and Massachusetts, Camp Spofford sits on 18 acres along Spofford Lake and provides programs and retreats that allow families and youth an opportunity to rest in the beauty of creation.

Camp Spofford’s mission, to provide a place of rest for all guests, requires that facilities are in great condition. Over the years, the camp has combined a commitment to upgrading facilities with a strong donor base to help fund many of the capital improvements. In the last 10 years, the camp has successfully run campaigns that funded a year-round chapel, a year-round dining hall, a rock wall, a new office, and upgrades to some of the camp housing.

Yet, with all those successful campaigns and projects, a simple walk-around revealed other buildings and areas that needed to be repaired, upgraded, or completely replaced. The list of projects seemed endless.

In looking at all of the needs of the camp, a conscious decision was made to tackle the small projects by combining them into larger capital campaigns. These campaigns would identify needed projects, combine the estimated cost into a total fundraising goal, and then provide the necessary dollars to cover the costs. Most campaigns of which I have been a part typically have one large project—both in cost and scope—that has the potential to fundamentally change the direction of the organization. The campaigns may work well, but they also leave a gap for the rest of the facility, which is often dealt with through a limited operating budget that competes with staffing costs, program costs, and other recurring camp expenses. By running annual capital campaigns with a list of smaller (but still costly) projects, my staff and I have been able to see noticeable improvements throughout the camp without adding significant expenses to general operations. Here is a look at what has happened over the last 2 years at the camp and what we have learned about consistently renovating facilities.

Have A Facility Plan

A strong campaign starts with a plan for the future. In our camp’s case, that plan included a look at the entire facility and making a list of everything we would need to accomplish so every area of camp would be in great condition. This list included planting new grass, repairing walls, resurfacing roads, and fixing an outdoor basketball court. It also included upgrades such as adding air conditioning to the dining hall, renovating a small dining area, and converting outdoor courts for program purposes. The facility-repair list also had areas to be completely replaced, like a gazebo on the waterfront. Having a good facility plan keeps the needs and the goals in sight. After completing these projects over the last 2 years, we are now working on a new 5-year facility plan that will address current needs. We have fences that are folding over, old buildings that need to be replaced, and buildings that need both repairs and upgrades.

Have The Right Staff And Another Plan, And Be Prepared For Anything

One of the reasons Camp Spofford has such a great facility and can be so aggressive in its improvement plan is because of the staff members. There are two full-time members who dedicate the majority of their time to facility work. They are both uniquely skilled in construction, so the work can be done ourselves, which keeps costs down. There can be a downside to having two staff members on the team because of the potential for an overlap of responsibilities. Again, this is where planning proves crucial. One employee spends his time managing facility upkeep and repairs. The second focuses primarily on capital improvements and working with outside contractors. Each employee knows the responsibilities of the other, even to the timeline for completion of a project. This has had two major benefits. We get a lot done, and we can handle any facility crisis—big or small.

We experienced such a crisis in 2018. We had a plan to tackle six small projects over a 9-month period between the 2018 and 2019 summers. At the beginning of that timeline, a fire completely destroyed the interior of a building. This building was not part of the plan, yet we had a major renovation we had to complete. We were going to use an outside contractor, but those who have done major renovations with contractors know it still demands a lot of time from staff members. We met to change the plan, but instead decided we could still accomplish everything on the list in addition to the major renovation caused by the fire. Having the right staff and plan gave us the needed confidence.

I Love It When A Plan Comes Together

When you plan ahead, raise the funds, and prepare staff members, then it becomes more fun to see the projects develop. In spring 2019, all of the projects were coming together. We converted an old café with 1980s décor into a modern coffee bar with an espresso machine. We removed an old outdoor basketball court and converted one of two tennis courts into a half-court basketball court and a pickleball court, which gave us a new program option. We reseeded some camp areas, resurfaced dirt roads, and added new parking. When guests returned for another summer, they were welcomed by a camp that looked very different than the one from the summer before—not because of one new building, but because of a number of small changes that were spread out.

Don’t Do It Alone

I have one last recommendation, and it is vital. Don’t put the responsibility for a facility on one person. It can be overwhelming and impossible to accomplish. We have a building committee of staff members, guests, and board members who oversee the facility plan. Then, over the last 2 years, we have actually had four employees involved in the project’s execution. Two facility employees were responsible for the actual work on the ground. As executive director, I was responsible for the final planning and financial decisions. A business manager is also responsible for the oversight and tracking of all revenue and expenses, making sure we are following the plans in place. Our improvements over the years have been a team effort, and I have no doubt we are better because we did it together. Now, we are on to the next list.

Dan Syvertsen is Executive Director at Camp Spofford. He can be reached at dan@campspofford.org.