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TABLE OF CONTENTS

Purpose and Method of the Study ………………………………………….. 2

Criteria for a Successful Campaign ………………………………………… 4

Findings and Analyses ………………………………………………………. 5

Public Image of Becket-Chimney Corners YMCA ………………… 5

Understanding of the Need ………………………………………….. 9

Opinion of the Plan to Meet the Need ………………………………. 12

Appraisal of the Project (Priority Rating) …………………………. 17

Receptivity to a Campaign ………………………………………….. 19

Attainability of the Goal …………………………………………….. 21

Availability of Standards of Giving Necessary for Success ……….. 23

Willingness to Volunteer/Accept a Leadership Role ……………….. 27

Fund-Raising Strength of the Board ………………………………… 29

Economic Outlook for the Campaign ……………………………….. 32

Proposed Timing of the Campaign ………………………………….. 34

Recommendation to Proceed ………………………………………… 36

Overview ………………………………………………………………………. 38

Observations ………………………………………………………………….. 40

Recommendations ……………………………………………………………. 42

Appendices ……………………………………………………………………. 48

A Special Study and Report on the Fund-Raising Potential of Becket-Chimney Corners YMCA 1

PURPOSE AND METHOD OF THE STUDY

This planning study was conducted by Becket-Chimney Corners YMCA’s Office of Development to assess the feasibility of successfully conducting a $15 million comprehensive campaign.

The funds secured during the campaign would be directed toward:

Creating a new road behind the soccer field at Camp Becket Constructing a new maintenance facility for Becket-Chimney Corners YMCA Constructing a new Welcome Center at Camp Becket Expanding the Paul Dudley White Dining Hall at Camp Becket Chimney Corners Camp Dining Hall Lower Level Creating a Common Area at the front of the Chimney Corners Camp Dining Hall Renovating the Chimney Corners Camp Arts Center Reconstructing Wellspring and Four Seasons Increasing Becket-Chimney Corners YMCA Endowment by $6,000,000 Raising $2.25 Million for the Annual Fund over the three year campaign period.

Needs were detailed in a Case Statement around which the study was conducted and which is included as Appendix B of this report.

To implement the study, Brenda Marsian, Chief Development Officer served as study director and conducted 54 confidential interviews from March 16 to July 12, 2011. Study participants were selected by Becket-Chimney Corners YMCA as individuals whose participation would be critical to the success of the proposed campaign. Among the 54 study participants, 18 are board members, 8 are top 10 donor prospects, 12 are Next 20 donor prospects and 34 are Next 50 donor prospects.

In the Findings and Analyses section of this report, responses from study participants are segmented in several categories, (e.g., Board, Top 10, Next 20, Next 50). Some respondents may fall into multiple categories; therefore, responses that have been charted graphically can be reconciled vertically but not horizontally. An alphabetical listing of all study participants is included in this report as Appendix A.

The personal interview format was designed to elicit advice, impressions, opinions, and information relating to Becket-Chimney Corners YMCA, the urgency and desirability of the proposed project, the viability of a major campaign, the availability of leaders and volunteers who will be needed, and the availability of gifts that will be sought. To ensure confidentiality, Study Director’s notes are not included in this report, but remain within the Office of Development’s Raiser’s Edge database under each prospect’s file.

In preparation for the interviews, respondents were asked to review a preliminary draft of the Case Statement. Persons interviewed were also asked to respond to a Chart of Standards (Appendix C), which reflects the approximate size and number of gifts required to raise $15 million. In addition, Study Participants were asked to suggest possible sources for the top gifts


on the Chart of Standards and to recommend those they believe are best qualified to successfully lead the proposed campaign. Those suggestions are summarized in a separate confidential memorandum.

Following completion of the interviews, Brenda Marsian, in concert with Phil Connor, CEO, John Anz, Director of the Annual Fund and Alumni Relations and Kim Raftery, Stewardship and Advancement Services Specialist, evaluated the data gathered. It is the opinion of the Office of Development that this planning study achieved its objective of obtaining facts and opinions upon which to base a strategy for a fund-raising campaign. The findings and their interpretations, as well as the recommendations in this report, are presented to the Board of Trustees of Becket-Chimney Corners YMCA in the belief that a successful campaign can be conducted. Thoughtful consideration should be given to the feedback, advice, and opinions of those who were interviewed.


CRITERIA FOR A SUCCESSFUL CAMPAIGN

Favorable Public Image – Becket-Chimney Corners YMCA must reflect a strong record of service that is perceived to meet the needs of its constituency.

Compelling Case Statement – The Case must be compelling and present a logical plan to meet tangible needs. The Case must reflect acceptable fiscal parameters.

Adequate Source of Contributable Dollars – there must be adequate financial resources within the constituency to support the proposed campaign. The core group from which financial support will be solicited must be receptive to the proposed projects.

Strong and Enthusiastic Governing Body – The nucleus of any campaign organization is the group that plans and authorizes the program. The governing body of Becket-Chimney Corners YMCA must be dedicated to the cause and willing to support it generously with their time and means, presenting a unified commitment to their constituencies.

Influential Campaign Leadership – Becket-Chimney Corners YMCA must have access to outstanding volunteer leaders who can influence those with the capacity to make substantial commitments. Leadership generally flows outward from the governing body of the institution conducting the campaign, and it is an essential element in successful fund-raising.

Sense of Urgency – There must be a pervasive belief that the project being undertaken is important to the institution conducting the campaign, as well as the constituency being served, and that it must be completed in a timely manner.

Campaign Timing – The environment should be favorable to conducting a campaign. This is generally more a reflection of commitment to the institution and its programs rather than external factors such as the economy.


PUBLIC IMAGE

The following findings are presented in statistical and narrative form. Specific and pertinent responses are quoted in order to present the spectrum of opinions that were offered. In order to preserve the confidentiality of the interview process, the sources of the representative comments are not identified.

The most successful fund-raising programs are presented on the basis of urgent needs that, if met, will provide significant returns to the constituency and the community. In order to successfully complete a major fund-raising campaign, Becket-Chimney Corners YMCA must enjoy the confidence and respect of its constituency

Findings

PUBLIC IMAGE Board Top 10 Next 20 Next 50excellent 11 4 10 23Good 7 3 3 10Averagepoor unaware 1

Excellent69%

Good30%

Poor1%

Public Image

AnalysisIt is impressive to report that 69% of respondents consider Becket-Chimney Corners YMCA to have an excellent public image with 30% rating it as good. It is important to qualify that those high rankings are based on what the internal Becket-Chimney Corners YMCA community’s public image is rather than a regional or national public image. Those interviewed were


impassioned and enthusiastic about how the Camps and Travel Programs in particular influenced their lives or their children’s lives in a significant and meaningful way.

Interviewees believe that Becket-Chimney Corners YMCA is an extraordinary organization whose four week residential, single sex programs are instrumental in changing lives for good, helping to form young people into respectful, cooperative, and engaged, service minded people in a safe, and rustic environment. Leadership development programs were credited as being of outstanding quality and the Camps are considered to be run well and enjoy full enrollment despite the recent economic downturn.

Despite these outstanding ratings, Becket-Chimney Corners YMCA does not have broad appeal outside of the Northeast. Respondents were quick to note that once you leave pockets of the Northeast where there is a large referral base and you are not a camp person, Becket-Chimney Corners YMCA does not have a huge following nor name recognition. Certainly, constituents know the Camps are noted with esteem within the YMCA of the USA, but being a YMCA camp does not seem to resonate with alumni, parents and leaders. The Camps stand out on their own merit, whether or not it is a YMCA camp is of no consequence to fans of the program. It is certainly nice that it is a YMCA Camp and does give the program credibility, but its followers would still attend and support Becket-Chimney Corners if it were not a YMCA.

Not having broad appeal outside the Northeast did not seem to be of great concern to those interviewed. However, the one respondent who rated the public image as poor found this concerning. How long can you rely on word of mouth to meet enrollment needs? At some point the Camps will need to broaden their reputations’ scope through more strategic marketing and outreach and look into new ways to introduce the mission of the Camps to new families and regions.

The Berkshire Outdoor Center was brought up by 15% of respondents as a part of the organization that is in question simply because they are not sure what the program does, how it fits into the camps and many assume that it is an off season effort to help subsidize the Camps. In fact the majority of respondents outside of the board did not even bring up the Berkshire Outdoor Center when discussing public image and only viewed the Camps when answering the question. This is of concern considering three of the campaign projects (lower basement of the CCC Dining Hall, Wellspring and Four Seasons) will have a significant impact on the Berkshire Outdoor Center programmatically. Some respondents felt the Berkshire Outdoor Center’s 8% annual growth is not particularly impressive and that the bar needs to be raised to generate more attention to the Berkshire Outdoor Center through enrollment. Some feel that an increase in revenue can happen with improved facilities and others believe increased enrollment should come first before new buildings. We will address this further in the study.

Many noted the improved outreach efforts via the new website, newsletter, electronic CEO Report and events and felt that they were much needed. However, the broader Becket-Chimney Corners YMCA community does not have a sense of the financial strains of the Camps and Berkshire Outdoor Center, nor what it costs to run the organization. Its public image is utopian, rather than a not for profit that has survived recent and costly facility needs. Parents in particular are not aware of the finances and also admitted that their purview of Camp is a four week


timeframe. Once camp is over their focus shifts to their child’s next interest or program even though all indicated the camp experience is by far the most beneficial extra-curricular activity their children do all year.

Representative Comments

90% of the people touched by Becket hold it in high regard; they reserve it in a special place. Loyalty rate is high and the number of kids transferring into staff positions and legacy generations aligns with this positive image. BCCYMCA is true to its mission and people are rarely disappointed. Externally we have 0 public image, no brand, no view. Being a YMCA is a bit of a stigma -- lacks any public perception. But does it matter? We have 100% enrollment. If you read the materials sent you should be well informed.

The Berkshire Outdoor Center is new to my purview. I think alumni think of camp as they did 20 years ago or when they attended.

Something changed in the last 18 months and suddenly I am back in touch - don't know what the catalyst was.

People feel sentimental towards camp but they have no knowledge of the financial strains.

Parental circle is removed and disconnected because this is the child's experience.

This is a place you can get back to basics - you see these counselors and it reassures you that the world is going to be fine under their leadership. This is what I want my kids to grow up and be. This is a safe environment to stretch yourself.

Perfect, magical place, everyone loves it

The Camps are doing better and things are going great with a super staff. Quality summers in recent years and everyone seems to be on message and priorities are clear. Returning staff, returning campers, a master plan, toxic dump, same sex parents – the board has addressed items thoughtfully and head on. I have positive feelings for CCC, daughter absolutely loves it, this is the most important place to her.

The only people who know the camps are affiliated with the camps. Those who do know it take pride in its simplicity and authenticity of experience and caliber of counselors as leaders and connections with campers and counselors. Opportunity for leadership is biggest appeal.

I'd say 80% of dads' exposed to Dads' Weekend have an overall positive feeling about the camps. If you break it down further -- 30% have a high level of enthusiasm and alignment of the mission and spirit of camp. 30-40% aligned with mission with lower level of zest - like it but not a part of their core. 20% are ambivalent or feel BCCYMCA is cultish and turned off by it. Alumni are different - 10-20% are hard core. 40-70% are


aligned and feel positive; 10-20% ambivalent and it is a function of them being removed from camp.

Broader camp community (parents) do not have a strong understanding of our fiscal operation - more education could be done on this.

Within the camping world it is highly regarded. Family experience narrow and flawed - newsletter, web, CEO Report are hitting the right buttons.

I like that BCCYMCA is about morality without being religious. I believe in this place.

Everyone thinks we are fat, dumb and happy, but we are mortgaged to the hilt. If the camps better informed people that may have an impact on increased support.

I have no sense of what goes on at the Outdoor center - I see it as just a way to fund summer camp. No sense of the mission of BOC.


UNDERSTANDING THE NEED

An understanding of the need for which Becket-Chimney Corners YMCA is seeking funds is a precondition for a successful fund-raising campaign. Potential donors must be convinced that the need is vital and that the success of the proposed campaign is essential to the mission of Becket-Chimney Corners YMCA and to the public it serves. Few donors will support a campaign that they do not understand or that they consider unimportant. In each interview, questions were sought to evaluate the participants’ understanding of and agreement with the need as set forth in the Case Statement.

Findings

UNDERSTAND NEED Board Top 10 Next 20Next 50

Understands 17 7 10 31does not 1 1 1 1accepts as stated 1Other 1 1

understands94%

does not5%

accepts as stated1%

Understands Need

Analysis94% of respondents understand Becket-Chimney Corners YMCA’s needs as they are addressed in the Case Statement. Of the remaining participants, it wasn’t so much they did not understand the need, but found the Case Statement to lack the emotional urgency that will draw supporters to give. The one respondent who did not understand the need was overwhelmed by the number


of projects as well as the campaign goal and was concerned that Becket-Chimney Corners YMCA was trying to do too much at one time.

Those interviewed appreciate the organization’s commitment to staying true to its traditions, values and 108 year history. For many the Case Statement reinforces the rustic nature of the programs and ensures a sustainable financial infrastructure as well as facilities well into the future. Respondents understand that a campaign will be about preserving the Camps while preparing for the future. Several commented that the Case Statement was well organized and clear and prioritized the master site plan projects well.

Former trustees as well as a former CEO interviewed commented that the projects on the table have been concerns for years and they were pleased to see that Becket-Chimney Corners YMCA was methodically putting together plans and gathering feedback from their constituency to address these concerns.

There were several questions on why the projects cost so much and further information was requested to justify the figures.

Some respondents want more visceral details within the Case Statement so that it evokes more emotion and nostalgia from a potential donor. Examples of the Camps influence on children and families, philanthropic gifts directly impacting our highly regarded programs as well as concrete examples of the financial strains and physical demands that affect the camps were suggested additions by many interviewed. It was repeatedly stated that parents and alumni removed from the Camps do not have a sense of what it costs to operate camp and to understand the need is to understand the cost of camp.

Certainly visuals such as maps that show physical plant updates were suggested to better show changes as well as providing collateral material such as DVDs, and four color brochures were suggested. This will be a part of any future campaign plan.


Very viable. The value system and ethical frame is very important, public service, service mission should be better articulated. Talk more about the morality of camping - we are building values - there is a maturization that kids are going through.

This campaign is about making us more current - making camp user friendly for the kids.

I like the way it reads, builds on history and mission with to where we want to go and how the money will be spent.

I am concerned that people will think we are money hungry because they don't understand our need.

You don't need a detailed case to think about the work and expense to maintain old facilities and the onslaught of weather you deal with. Even basic accommodations get


worn out. But these projects are not sexy. Endowment is less tangible. I think people don't realize that maintaining a rustic camp is expensive.

I don't understand why these projects are going to cost so much? And how big should our endowment be for an organization our size - that needs to be explained. When I read the Named Construction cabin I thought it meant you can name construction cabin?

Good document. I understand the need. I was terrified when the endowment was at $4M - we could not weather an emergency issue. Case should articulate what reasonably sized endowment we should have based on our operating budget. I think it should be $20M. We can't weather another emergency project. We are mortgaged to the hilt.

It's not only that we need to make the camps pedestrian friendly, there are legislative mandates coming from different directions like the ADA and ACA, etc. That needs to be articulated.

I was nodding my head while I read this. Many of the issues needed to be addressed 25 years ago. What you are doing are the right things.

Road is key to whole master plan, then you can execute everything else.

People will understand the need to get traffic off of Frontier green.

People think the camps are being run well, whereas the last campaign we were in trouble. There is no guarantee people will understand the need.

Is it going to improve the experience for the camper? Are these big issues that have to be done? There needs to be more emotion and a clear linkage to camper's experience. Last campaign was stuff that had to be done.

The case ensures that we will be here the next 100 years. We want to maintain our sustainability without worrying about the next emergency.

What is the big picture why this and why now? Need to better articulate this and how this is the right plan for the next 100 years, have we drifted away from woodsy, natural environment and this campaign is how we can redirect ourselves. Add visuals to help connect audience back to camp.

We need to make sure the camps are around in the future. This is an important place. Things weren't rosy for a decade. I understand the big push for finances, but we need to keep it confiscated from campers and staff. If they feel we have too much money then we risk taking away from the moral investment camp brings. I don't think Becket should turn into the Harvard of camps. We don't want a bunch of entitled kids.


OPINION OF THE PLAN TO MEET THE NEED

After determining the level of awareness regarding the Case Statement, respondents were asked for their opinion of the plan to meet the need. In order to succeed, the plan must be seen by those called upon for support as reasonable, practical and fair. The study also sought to differentiate a firsthand understanding of the plan as compared with a more passive acceptance based on the opinions of others.

Findings

Board Top 10 Next 20 Next 50OPINION OF PLANright plan 12 3 10 23wrong plan 1accepts plan 5 3 1 10don't know 1 1 1 1

right plan68%

wrong plan1%

accepts plan26%

don't know5%

Opinion of the Plan

AnalysisAfter reviewing Becket-Chimney Corners YMCA’s plans to meet the needs, 68% of respondents believe the plan to meet the needs is the right plan with 26% accepting the plan as stated. One person did not think it was the right plan and three were not sure, but deferred to the board and administration as knowing what is best.

Although the majority of those interviewed like the plan, many commented that the needs list is too lengthy. Some admitted that the prospective projects are all viable requests; however, these respondents believe Becket-Chimney Corners YMCA should prioritize what is most critical to


the enhancement of the camp experience for the child. Parents, in particular, were thought to be a constituency only motivated to give if they know the project will directly impact their child’s experience.

Several interviewed were surprised at the capital tally of $7,000,000 and would have liked to have seen the list itemized to show each cost per project along with a justification as to why these projects were so expensive.

Because of the number of projects proposed representing endowment, capital and the Annual Fund, respondents were asked to prioritize what they felt was most pertinent and necessary to be addressed.

Current board and top 10 prospects resoundingly believe addressing the endowment was of greatest concern to ensure the sustainability of the Camps and Berkshire Outdoor Center long-term. To double the endowment was of upmost priority and would have a ripple effect in all areas – increased operating budget including more camperships, more available dollars to address annual capital needs and a way to enhance the Annual Fund to support needs in addition to camperships. There were a small number of respondents who understand how the endowment is necessary, but felt it was not tangible and would not resonate with parents who want to have their gifts make an immediate impact.

It made sense for many respondents to ensure available monies annually to provide for new cabins by establishing a construction cabin endowment. Cabins are the core of the camp experience and to have available dollars funneled via the endowment rather than having to raise money annually to fund updated cabins seemed to be a sound decision. A few interviewed believe cabins should be covered by the operating budget rather than endowment.

Of the capital projects, the expansion of the Camp Becket Dining Hall and the creation of a common area at Chimney Corners Camp were projects that would be of interest to donors because they have a direct influence on the camper experience and a case can be made as to how those facilities facilitate camp programs.

Many felt that the aesthetic upgrade of the Arts Center at Chimney Corners, and the Welcome Center at Becket were nice, but not necessary to complete Becket-Chimney Corners YMCA’s mission. The only buildings campers care about are their cabin and the dining hall and for them camp is about relationships so whether or not a building is attractive or not did not seem important to those interviewed. If a case can be made on how these physical enhancements would impact programs and the sustainability of the camps, then donors would be more open to the Arts Center and the Welcome Center.

There were mixed reviews on whether or not to include the Annual Fund as part of a comprehensive campaign. Many understand keeping the Annual Fund within the campaign is an effort to preserve its growth and to engage smaller gifts to be a part of a greater campaign. Others found the inclusion of the Annual Fund to be confusing and could potentially garner substandard gifts from larger donors who consolidate their gift for both capital/endowment and Annual Fund.


Admittedly, those interviewed did agree that Wellspring and Four Season were in need of reconstruction; however, many interviewed are still unclear how the Berkshire Outdoor Center fits into the Becket-Chimney Corners YMCA organization. Does it help subsidize the camps? Does it have a plan to bring in an increase of groups? The question of which comes first, a new building or new groups continually came up and if Wellspring and Four Seasons are included in a campaign, these answers will need to be provided. Many also felt that alumni and camp parents will not be inclined to give to those facilities because they do not impact the camps.

Mixed reviews were also given regarding the elimination of the main road into Camp Becket and creating a service road behind the soccer field. Some did feel it would be great to have the main drag of Camp Becket become a walking path and appreciated its rustic appeal. However, many older alumni feel the road has been their forever and did not see that as a big deal.


Confused as to why Annual Fund was within a campaign. Annual Fund should be run separately because you don't want it to dive down. People do need to understand how camp is run and show us the gap that tuition doesn't cover.

The wasted food at CB dining hall drives me crazy - tell me how endowment will keep tuition under control… Give more emphases on the intergenerational connection between 7 and 17 year olds - that is really important to my kids.

As I read about the capital needs it addressed improvement to the summer experience, but not how we can improve the outdoor center. Need to show that improving facilities of BOC is in addition to improving the marketing, sales and management of BOC to build a pipeline of business. The BOC seems underutilized and people who do utilize it don't experience the same spirit that the camps ignite - there is no emotional appeal. 8% revenue growth is unimpressive.

Yes, CB dining hall is smart and logical with cost savings around food.

Yes, but it does need work on making the case more compelling. The maintenance building not very exciting. The basement of CCC will impact the BOC, but not too many donors will see the importance of that.

I don't think welcome center is something people care about - they've been driving by the maintenance building for years.

I think construction cabin should be built into the annual operating budget with campers paying for it in addition to it being a part of the budget. Regarding endowing construction cabin, you only take 3.5% a year so that would only cover one of them. I don't think $2M is going to throw off $180k.

The capital projects featured are sexier than dam and waste water treatment plant.


The more you can tilt toward endowment rather than new structures the better. $2 million endowment for construction cabin seems reasonable to maintain program.

Need to state how endowment will weather these issues: year round school, increased marketing of programs, etc.

Facilities and Annual Fund speak for themselves. I don't know if people correlate having an endowment for a camp. $6M seems modest. Maybe there needs to be more clarity around endowment. Explain how with X percentage goes to the annual operating budget - more about the purpose of the endowment. Camperships are great - emphasize within endowment how much would go to campers. Camp is the best deal in town with camperships. Annual Fund seems to be far more organized, professional with a system. I like that this all connects to the strategic plan.

Road behind soccer field at Becket- is this a major safety issue, then it should be stated, but Hamilton Road is a bigger deal. Then other priorities would be dining hall and welcome center.

I like the idea of the CCC Common, right now it is this dusty area. I don't know if the entrance to Camp Becket will appeal to men.

It feels like the main goal is increasing the endowment and the sub goals are enhancing the physical needs. We want people to take away a general health profile of the camps. Need to emphasize how endowment will expand programs and more of an emphasis on CCC dining hall forcing us to hawk the camps and how an endowment will prevent this from happening in the future and that this is the next step for long term health.

CCC Common feels like a pass through now and is uninviting. It is a higher priority than the facade of the Arts Center.

Don't have a sense of how BOC is doing - is Dads' Weekend the only reason to expand dining hall? Need to see more examples of the tangible benefits to the campers

Not sure how easy a sell endowment will be - people are nervous about investing.

Is there a way to quantify maintenance issues - show dollars and cents or a case for a greener environment? I think low hanging fruit folks will like construction cabin endowment.

This seems like a wish list - what do you really want to do in the next 5 years?

Yes, move CCC to the top of the list however the lower dining hall of CCC is uninspiring - just a space to be developed. Common and Arts Center should be a one or two priority


I am concerned that ordinary folk who have to budget for $4k a year to send their kids to camp will not see BCCYMCA as a camp that is intended for them. I don't think we want to be exclusively or follow a prep school model. There seems to be a gap in the middle and those are the folks that will view camperships as a stigma.

There is a clear sense of space at Becket and CCC is really lacking that. Creating an important common with an entry sequence will help.

I'd like to know how we are returning to nature programmatically how are new facilities going to impact programs.

Renovating Wellspring and Four Seasons is nice but not core to our mission

More details on operating cost - we don't know the cost of camp.

Modern changes safe guard the camps and this requires investments and resources.

Half of your money is going to come from Becket alumni. You spent way too much on the CCC Dining Hall do you need to spend more on that space even if it helps BOC?

CCC Camp Common makes great sense

Camp people don't care about BOC unless it can offset camp tuition.

There is not a lot to object to because the plan keeps cars out of camp and keeps it green and we like the idea of CCC Common being more like Moose Field.

Camp has to decide what their mission is - there was more diversity in camp when our kids went. Go back to your mission - do you just want kids from Newton and NYC, then that will drive your program in a different direction - who are we and what are we here for - got to give people opportunities.

A lot of it struck me as projects that parents care about. Kids don't care about it - removing roots - that's camp - now if it is insurance liability then that needs to be referenced. Kids come to camp to get dirty. You don't want a bunch of adults to screw up camp. How does a new entranceway help the kids?

How is an increased endowment going to impact a child's four week experience?

I struggle with the lower dining hall at CCC - can outdoor center leverage that space? I would focus on arts center where the majority of the people will use it.

The essence of the brand is cabin chat - facility and endowment are about supporting that. Camp is so much more than bricks and mortar. What happens in the buildings. Whatever you guys think will best support the experience and what facilities will support us in financial growth. I am all for sustainability.


APPRAISAL OF THE PROJECT (PRIORITY RATING)

To ascertain the degree to which this project would be important to prospective donors and volunteers, each person was asked to prioritize a campaign for Becket-Chimney Corners YMCA among his or her philanthropic interests and activities.

Findings

PRIORTY Board Top 10 Next 20 Next 50High 10 4 4 12reasonable 7 2 8 20Low 1 2 2unnecessary

high50%reasonable

41%

low9%

Priority

AnalysisAssessing where Becket-Chimney Corners YMCA prospects place the Camps and Berkshire Outdoor Center on their list of charitable giving is important to know prior to a campaign. 50 percent consider Becket-Chimney Corners YMCA high among their philanthropic interests and of that group 40% of the top 10 consider it number one. 41% consider BCCYMCA a reasonable priority and 9% would rank the Camps a low on their charitable giving list.

Board members and alumni/parents actively involved with the Camps and Berkshire Outdoor Center place it high or reasonable among their charitable donations. Because of their volunteer efforts, they take ownership and feel a strong level of donor loyalty.

A few who commented that Becket-Chimney Corners YMCA is a reasonable priority admitted that their feelings for the Camps are much stronger than the institutions that they give more to,


yet they give more to these other organizations (typically alma maters) because they solicit more often. For parents under the “reasonable” category, they say that Becket-Chimney Corners YMCA is one of many programs their kids are enrolled in and prep schools tend to take precedence because they provide a longer year of service to their child.

Becket-Chimney Corners YMCA is new to “aggressive” fund-raising and needs time and effort to reach comparable fund-raising stature of colleges and prep schools that its constituency support. However, based on the high marks under public image and from the feasibility study interview, many are open to reprioritizing their giving because they know gifts to Becket-Chimney Corners YMCA will be well spent and the need is greater at camp than at a college.


Top - this is where my heart is

It is the top for me because I know the money gets used. Nothing else is remotely close to impacting my life as Becket-Chimney Corners YMCA.

It’s up there, but you’re not exactly fighting cancer.

In my heart it is number one, but over the last ten years it has come second to my alma mater simply because they ask me for money more often. I know my dollars have a bigger impact at Becket-Chimney Corners YMCA.

It’s #1!

I am affiliated with some impressive organizations (Harvard/MIT), but nothing like Camp Becket. You are #1.


RECEPTIVE TO $15 MILLION

To measure response to the proposed campaign, study participants were asked if they believe others among the constituencies of Becket-Chimney Corners YMCA would be receptive to a $15 million campaign

Findings

RECEPTIVE Board Top 10 Next 20Next 50

Receptive 2 3 3 3Unreceptive 2 1 1 3Indifferent 1 2 1 4Don't Know 13 2 7 24

Receptive23%

Unreceptive13%Indifferent

18%

Don't Know46%

Receptive to $15M

Analysis46% of those interviewed have no idea how Becket-Chimney Corners YMCA community will respond to a $15 million campaign. 13% interviewed do not think the community will be receptive to a $15 million goal with 18% indifferent to the goal.

All who were interviewed did feel $15 million was a large leap from the $4 million campaign of 2003. One Top 10 donor did think $15 million today is the equivalent to $4 million eight years ago. Many who see their alma maters embarking on hundred million dollar campaigns and larger realize the $15 million is relative to the size of Becket-Chimney Corners YMCA.

Many defaulted to Becket-Chimney Corners YMCA knowing whether or not they had the number and level of donors to meet $15 million. If so, then that is the right goal. Several


respondents asked about other peer camps and whether or not they were pursuing comparable sized campaigns. The suggestion of benchmarking to see a theme in camp campaigns was made.

Others were concerned of the image of the Camps and would this figure be too lofty and come across as off putting to alumni in particular. As one respondent indicated, are we trying to be the Harvard of camps and does that mean we are no longer serving a diverse group of campers? Is this the Becket way? Others felt that going for the most money possible to secure the camps future was imperative. As one respondent said, “What if you don’t raise $15 million? Then what happens? If these are critical needs to the future health and sustainability of a beloved place, than can we afford not to raise that kind of money?”

What is clear is that the Becket-Chimney Corners YMCA community does not have a sense of donor capacity or what peers’ capabilities are and we will learn more of this later in the study.


I know $15M will be well spent and that no one is going to try and turn us into a Greylock, but the number feels alien to summer camp. You don't want to scare people away. A third of the camp population will not be surprised but a 3rd who don't give and the middle third scrapes together the camp tuition.

It depends on who you are talking to - larger donors are used to big college campaigns so this may seem doable.

They don't associate camp to that level of giving. If there were some context that other benchmark camps are raising this kind of money that would be helpful. People need to understand it’s a year round operation.

You have a community with tremendous devotion - that was a stretch during my day.

I think it will scare them unless you can identify the prospects.

I think most people will have no idea. I want to go with whatever works.

Four times than what we raised with Legacy. Do we have the donors?

It would be good to educate our community with some benchmark statistics that show what camps of our size are doing campaigns this size. This is not a crazy number, but some people might see it that way.

People are used to seeing big campaigns coming from their colleges so $15M seems like a drop in the bucket for BCCYMCA. It is a helluva place for our kids - got them out of the lily white suburbs and they learned not to take things for granted.


ATTAINABILITY OF THE GOAL

An important prerequisite for success in any campaign is setting a goal that is considered challenging but attainable by those who will be asked to provide leadership or to make pacesetting gifts. Experience has shown that while top donors and leaders will support a goal that is ambitious, they may provide only token support for a goal that appears unrealistic. Volunteers and donors prefer to be part of a winning effort. Study participants, therefore, were asked if they believe a goal of $15 million is realistic.

Findings

GOAL ATTAINABLE Board Top 10 Next 20Next 50

Yes 1 2 2Perhaps 3 2 2 4No 3 1 3don't know 11 5 8 25no response

Yes7%

Perhaps15%

No7%

Don't Know71%

Goal Attainable

Analysis

Seventy-one percent of respondents have no idea if $15 million is an attainable campaign goal for Becket-Chimney Corners YMCA. Fifteen percent think that the goal is attainable or perhaps is attainable.


Certainly the number raised some concern as being a substantial increase from the $4.2 million raised during the Legacy Campaign. Although many appreciate that the financial needs of the Camps and Berkshire Outdoor Center are great, they wondered how the Becket-Chimney Corners YMCA community will perceive such a large number. Many commented that the Case Statement must be clear on the financial demands placed on the Camps and Berkshire Outdoor Center so that the $15 million goal is justified.

The 22% who do think the goal is possible believe that Becket-Chimney Corners YMCA must raise the fund-raising bar. Many parents and alumni balked at the $4 million goal that was surpassed eight years ago, so why can’t Becket-Chimney Corners YMCA raise $15 million?

As we will learn in the next section, many alumni and parents interviewed do not have a sense of the board’s giving ability nor who has the capability to give the top tier chart of standard gifts.

Ultimately, respondents defer to the Office of Development in knowing if they have the prospects to run a successful campaign.


I think this number is going to scare a lot of people. It seems like a lot of money.

If you think you have the prospects to raise $15,000,000 then go for it.

Even if you don’t raise $15,000,000 and you end up raising $10,000,000 that is more money you have than when you started the campaign.

I think a double digit campaign is doable.

If you say you have increased your base of donors from the last campaign, then maybe $15M is attainable. I just don’t know.

I remember the Annual Luncheon a couple years ago where a guy from Camp Warren said, ‘listen, my camps gone.’ If we don’t want that to happen to us, then we need to raise $15M. These are real concerns.


The Camps are not a place that accepts change quickly. Things move slowly, so I suspect this campaign is going to feel new to everybody. But no finances equals no Becket.


AVAILABILITY OF STANDARDS OF GIVING NECESSARY FOR SUCCESS

The success of a campaign is dependent on the ability of its leadership to secure pacesetting investments consistent with the campaign’s objectives.

A statistical model, or Chart of Standards, that reflects the number and size of gifts required in a campaign with an objective of this magnitude has been developed for the purpose of this study. The Chart of Standards is one of the fundamental tools used to guide a campaign to a successful conclusion.

Respondents were asked to review the Chart of Standards required to achieve the proposed $15 million effort for Becket-Chimney Corners YMCA. The Chart of Standards calls for a Top gift of $1.5 million, Top 10 gifts ranging from $150,000 to $750,000, and Next 20 gifts in the $75,000 range.

To assess the potential for success, study participants were asked to comment on the availability of the Top, Top 10 and Next 20 investments for the proposed Becket-Chimney Corners YMCA campaign.

Findings

Yes9%

Perhaps3%

No3%

Don't Know85%

Top Gift


Yes15% Perhaps

5%

Don't Know80%

To 10 Available

Yes12%

Perhaps5%

Don't Know83%

Next 20 Available


TOP GIFT AVAILABLE Board Top 10 Next 20Next 50

Yes 1 1 4Perhaps 2 2No 1 1 1don't know 14 6 12 27

TOP 10 AVAILABLE Board Top 10 Next 20Next 50

Yes 3 3 5perhaps 2 1 1 1no don't know 13 4 11 27

NEXT 20 AVAILABLE Board Top 10 Next 20Next 50

Yes 4 1 5perhaps 1 2 1No 1don't know 13 4 11 28

AnalysisDuring the feasibility study interview, peer groups were asked to identify potential prospects based on the Chart of Standard and what begins to formulate is a validated prospect list. What we found during this study was that the majority of respondents have no sense of giving capacity nor inclination of other members of the Becket-Chimney Corners YMCA constituency. In fact 83% of those interviewed did not know if the Top 10 or Next 20 gifts were available. What is unanimous is that all interviewed will give to a future campaign. 77% did not know if the Next 20 gifts were available.

This makes sense considering the culture of the Camps and Berkshire Outdoor Center. When people come to camp, no one knows their socio-economic background, nor is it something that comes up in conversation. Camp is an equalizer in that its programs and experiences offered put everyone on the same playing field.

Despite this equilateral culture, the study did have several Top 10, Next 20 and Next 50 respondents identified through peer prospect review and several interviewed who self reported what they would be inclined to give during the campaign.


One respondent thought that there was one individual capable of giving the lead $1.5 million gift and another respondent thought there was at least one person who could give $1 million. Eight people were identified by peers as capable of giving in the $500,000-$750,000 range and three in the $200,000 to $500,000 range. A few more names were suggested in the $75,000 to $150,000 range and many felt this range will garner a great deal of support from the Becket-Chimney Corners YMCA constituency.

As we will learn later in this report about opinions on the Economy, many interviewed believe that those who are rich are still rich and those who make gifts based on income may not have the capacity they did ten years ago so the lower level of the Chart of Standards might be harder to close. That said, several respondents self reported what they thought they could give which totaled approximately $4,000,000. This total includes 17 donors, 8 who are targeted as our top ten donor prospects.


Development seems to be doing all the right things to find these people. We are far ahead of where we were during the last campaign.

Seems like that person must be out there. The camp has served ambitious campers, etc.

What I know about people is what they were like at 16. I have no sense of how they are doing today.


WILLINGNESS TO VOLUNTEER/ACCEPT A LEADERSHIP ROLE

More than any other factor, the success of the proposed campaign and the availability of pacesetting investments are dependent upon the enlistment, dedication, and effort of volunteer leadership whose influence and affluence infuses the campaign with the level of confidence and credibility required to succeed. Effective leadership helps bring a sense of urgency to the project and attracts the attention of volunteers and prospective top donors. A campaign’s volunteer organization must be as strong as possible, beginning with influential individuals at the top who are willing to make their own appropriate investments and secure proportionate investments from others.

Individuals interviewed were asked whether they would work as volunteers or accept leadership roles in the campaign for Becket-Chimney Corners YMCA.

Findings

WILL VOLUNTEER Board Top 10 Next 20Next 50

Yes 6 1 5 13Perhaps 6 1 2 9No 3 5 3 8no response 3 1 2 4

Yes35%

Perhaps22%

No30%

No Response13%

Will Volunteer

Analysis

Thirty-five percent of those interviewed are willing to take on a volunteer position in a possible campaign for Becket-Chimney Corners YMCA. 33% would possibly take on a position depending on the role and their time availability. Among the Board of Trustees interviewed,


33% would volunteer as well. 35% of respondents were not interested in volunteering citing a disinterest in asking people for money.

Of those interviewed two individuals in the Top 10 did indicate an interest in stepping up and taking on a chair role for a campaign.

Those who indicated an interest in a future campaign have a strong knowledge about the Camps and Berkshire Outdoor Center and have a long history of volunteering. They want to see the organization succeed and flourish in its fund-raising efforts. Some are uncomfortable with making solicitations, but would be willing to help with awareness events, prospect review and other non-soliciting committee assignments.

Those members of the Becket-Chimney Corners YMCA constituency who were suggested as leaders will consider volunteering their time to a campaign. Fourteen of the twenty-seven Suggested Leaders will work, with one declining and the remaining unavailable to be interviewed.


Count me in!

Use me wherever you think I can best help.

It’s time for some new folks to get involved.

I would consider a chair position depending on the time commitment. I am glad to review a job description and discuss further.

I hate asking for money


FUND-RAISING STRENGTH OF THE BOARD

In most campaigns, it is the governing body of the organization that has studied, reviewed, planned and ultimately authorized the fund-raising effort. Such bodies must, therefore, take ownership of both the project and the campaign to finance the project. To assume that the donor constituency will embrace the campaign without the full financial and voluntary participation of the Board is a doubtful proposition. In fact, the governing body’s financial investment must be of a magnitude that builds the credibility of the organization and the confidence of the constituency. Only full participation will assure that prospective donors will embrace the project and the campaign to the degree required for success.

During each interview, respondents were asked for their assessments regarding the ability of the Board to effectively function in a fund-raising role.

Findings

BOARD Board Top 10 Next 20 Next 50excellent 1 3good 13 5 6 15average 3 1 1 3weak 1 1 1I don't know 1 4 13

Excellent6%

Good48%

Average9%

Weak4%

I Don't Know33%

Board Strength


Analysis

There is no question that current and former trustees believe that the Board of Trustees has been instrumental in making significant inroads in creating and overseeing the implementation of Becket-Chimney Corners YMCA’s strategic plan as well as several new initiatives including Branding and Marketing and newly implemented financial metrics. Forty-eight percent of respondents believe that the board is in good shape to move into a campaign and will have the fortitude to give as well as lead a campaign.

Thirty-three percent of respondents do not know who is on the board and do not feel particularly informed of board initiatives or roles. Certainly they have a sense of increasing fund-raising and communications, but they do not know giving capacity nor ability to lead a campaign.

However, current board members gave themselves mixed reviews on giving capacity for an upcoming campaign. With one board member referencing that 20% to 30% of the $15 million goal should come from board gifts, and they did not feel the current board is inclined to step up and give at that level. Other board members believe that capacity varies among board members and that many are already giving stretch gifts to the Annual Fund with little ability to increase for a campaign.

According to the Association of Fund-raising Professionals, an international professional development membership program for fund-raisers -- campaigns do typically require 20% to 30% of the campaign total to come from the Board of Trustees. In the case of a $15,000,000 campaign, approximately $3,000,000 of the campaign total should come from the Board of Trustees. As stated earlier, 18 Trustees were interviewed and not all board members indicated what they would give in a campaign, but the rough total of those who did identify themselves in the Chart of Standards is $1,500,000.

Just as our overall community does not have a sense of giving capability neither do internal board members have a sense of giving capacity among their peers.

The fact that the board does not have a reputation per se with the Becket-Chimney Corners YMCA provides opportunities to better share board initiatives via newsletter as well as key events such as the Annual Luncheon, Alumni Weekend and Advocate Dinners. Increase participation at events such as Moms’ and Dads’ Weekend, Alumni Weekend and regional alumni events are recommended as well.


Excellent and improving. In the last few years they have moved forward on so many new initiatives.

Currently there is small number of trustees prepared to help. To accomplish this campaign you need a strong board that helps set strategic direction and hold staff to performance.


Varied. There is little personal interaction. People are very enthusiastic. Banking types from NYC have capability. Change the complexion of the board to be focused on development.

I think the board wants this campaign, but we don't want to break off more than we can chew. $4M to $15M does give me a little pause.

I think it's weak in its entirety - pieces of it are stronger than others. Needs to be a shift there

There is too little conversation among board members about giving. Not enough peer pressure and not enough like a Jewish congregation - no showing off with giving. Board activity occurs within committees - if you aren't on a committee then what are you doing?

The new board additions seem solid

We have made great strides to bring people on with capacity and commitment. There is a bit of a tension in that now some board are wondering if they belong. The board recognizes the campaign is important, but is that enough? I think many are already stretching to participate.

Not a visible presence on Opening Day, or Parents Weekend. The face of camp for parents is camp directors and counselors.

I feel like they have become far more professional, more present with alumni and camp and that started with Amy Gutschenritter. But they are not known outside of a few people.

I am enormously impressed and intimidated by our board. No doubt there is some capacity. There is a collection of ambitious and wealthy people. That group could do six figures, but then there is the middle gap.

Seems pretty insular. Seems like there are more Boston people than NYC people on the board. But we don't know this for sure.


ECONOMIC OUTLOOK FOR THE CAMPAIGN

Economic conditions may have an impact on the length and outcome of a campaign. Persons interviewed were asked for their opinion of the general economic outlook from a local perspective.

Findings

ECONOMIC OUTLOOK Board Top 10 Next 20Next 50

ExcellentGood 1Fair 6 2 4 8Poor 6 1 2 14Improving 6 4 6 12

Good1%

Fair27%

Poor32%

Improving41%

Economy

Analysis

There is no question that all respondents consider the economic climate to be troubling. However, most believe that the top of the chart of standards who are wealthy have not been as impacted by the economy as those who are in the lower part of the chart. Thirty-two percent of those interviewed think the economy is fair with 27% rating it poor and 44% saying it is improving.

All who were interviewed believe that the economy should not waiver a campaign. If the need is great for Becket-Chimney Corners YMCA, then a campaign should not be tabled for the next


economic boom because no one knows when and if that will happen any time soon. A few respondents believe that many not-for-profits have been waiting for the economy to pick up to start campaigns and we may find we are competing for dollars with other viable fund-raising efforts.

Regardless of these concerns, a campaign seemed feasible despite a poor economy.


Steady. I read an article that did an analysis of the economy by income level and changes in average salary. People under $50k are suffering. 1.5 percent of those are the ones we are targeting for the campaign. The cuts in people's benefits and salaries won't come back.

The $7,500 to $15,000 range within the gift table will be affected by the economy

We had five recessions since I graduated college - so many dynamics compressing things. I think the stock market is doing fine; interest rates are going to stay low because we have too much debt.

The need has not abated - an awful lot of campaigns on the shelf and you might have competition.

The economy has some big structural problems. Need to add 7 million jobs to be at level it once was and it will never be at that level again. Could take 7 to 10 years to get back to normal.


PROPOSED TIMING OF THE CAMPAIGN

Study participants were asked if the winter of 2012 is an appropriate time to begin the quiet phase of a campaign of this magnitude. They were also asked about their knowledge of other fund-raising efforts that could possibly distract volunteers or donors and about the general environment for a campaign during this period.

Findings

TIMING Board Top 10 Next 20 Next 50Good 13 4 8 24good as any 5 4 3 10Poor 1

Good67%

Good as any31%

Poor2%

Timing

Analysis

The timing of the campaign seems appropriate according to respondents of this study. 67% consider the start time of the quiet phase a good time to begin the preliminary stages of a campaign and 31% say it is as good as any. Respondents believe that there are pressing needs facing the Camps and Berkshire Outdoor Center that need to be addressed immediately, by first taking the time to cultivate and inform the community about Becket-Chimney Corners YMCA’s needs.


Most interviewed admitted they do not know enough about the fund-raising process to give an expert answer. Changes in development staffing lead many to believe that the right steps are taking place to be ready for a campaign.Representative Comments

Looks like you have flexibility, you can control the quiet phase and you can get soft commitments. Timeline appeals to me because you can bring as much preparedness as early as possible, but don't be stuck with long lead time.

Makes sense to me.

Glad to see you can adjust your goal following the quiet phase.

Why do you need almost four years to raise the money? Seems like a long time.


RECOMMENDATION TO PROCEED

At the conclusion of each interview, respondents were asked whether Becket-Chimney Corners YMCA should proceed with the proposed campaign

Findings

PROCEED Board Top 10 Next 20 Next 50Yes 9 2 8 21yes w/conditions 9 5 4 13Nodon't know 1

Yes57%

Yes With Conditions

41%

Don't Know2%

Proceed

Analysis

Nearly all interviewed agree that Becket-Chimney Corners YMCA should proceed with a campaign with one respondent indicating they did not know, crediting a lack of knowledge on fund-raising readiness. Forty-eight percent did recommend that the Camps and Berkshire Outdoor Center proceed under some conditions. These respondents believe that Becket-Chimney Corners YMCA should re-evaluate their list of projects while providing more substance behind why some of the capital projects are pertinent to campers as well as how the endowment can impact campers today.

They also want to make sure that whatever the goal is, that it will be reached and be a success. Many respondents prefaced their answers by encouraging Becket-Chimney Corners YMCA to really know their constituency and top prospects well and understand their inclination to give.


Proceed

I am an advocate for camp and building a financial plan for success. We just need to understand the right number.

I think you have to - campaigns are big motivators

If you can raise $6M in the quiet phase you should do it.

Just make sure you show the immediate impact the endowment will have - I think most people like to see instant impact with their money. Talk about how this camp has stood the test of time. Cabin Chat, no blackberries. That is our core and something that should be preserved in the world. Preserving human connection.

I don’t think there is going to be a better time. The projects seem well founded, the camps are full. I suspect there are a lot of people capable of giving more than they have.

Someone needs to raise the stakes and people will follow.


OVERVIEW

Becket-Chimney Corners YMCA has enjoyed a well documented history with revered leaders, starting in 1903 with Camp Becket for Boys, followed by Chimney Corners Camp for Girls in 1931, the International Camper Exchange Program (ICEP) and other domestic travel programs in 1966 and the establishment of the Berkshire Outdoor Center in 1991. Since its founding, Becket-Chimney Corners YMCA has offered rustic four week resident camp programs that teach leadership and develop strong character in young people; promote world understanding and an appreciation for other cultures and leadership development programs, family camps, and retreats.

Over a century later, Becket-Chimney Corners YMCA is a solid institution and one of only four remaining residential four week independent camps with an outdoor center within the YMCA of the USA. It is highly regarded for its quality programs, exceptional Leaders in Training programs and a model to other YMCA’s for its international camper programs. Robust enrollment, improved fund-raising and a dedicated Board of Trustees help to continue its mission to change lives for good through rustic camping and outdoor education for over 15,000 people annually.

Becket-Chimney Corners YMCA is in a position to embark on a major comprehensive campaign. While it has minimal history of aggressive fund-raising, Becket-Chimney Corners YMCA is in a position to approach its loyal alumni, parents and friends who have benefited from the enriching experiences of month long camp and outdoor education. A solid word of mouth enrollment, and impassioned advocacy by all positively influenced by the camp experience places the Camps and Berkshire Outdoor Center in good standing.

As much as Becket-Chimney Corners YMCA is beloved, it has real financial strains following three consecutive multi-million dollar expenditures: Reconstruction of the Chimney Corners Camp Dining Hall, and two state mandated projects – the Waste Water Treatment Plant and the reconstruction of the dam for Rudd Pond – all tallying over $10,000,000 in the last five years. Becket-Chimney Corners YMCA was forced to take out loans to cover the dining hall and waste water treatment plant and fund-raising support covered the Rudd Pond Dam expenses. With a substandard $6,000,000 endowment to support a 1,400 acre, 140 building facility, the Camps and Berkshire Outdoor Center must increase its financial infrastructure and pursue the implementation of a new Master Site Plan to ensure unanticipated physical plant issues and other immediate needs.

Prior to embarking on a major campaign, Becket-Chimney Corners YMCA has implemented a feasibility study to test the probability of raising $15 million to fund several capital additions, an


increased endowment and the continued growth of the Annual Fund to subsidize the operating budget. Fifty-four alumni, parents and friends of the Camps and Berkshire Outdoor Center were interviewed, and all concurred that Becket-Chimney Corners YMCA has a strong reputation, offers an exceptional program and conjures up great nostalgia as a magical, utopian place that imbeds life-long values.

Study participants have a strong understanding of the needs presented in the Case Statement; however, there were varying opinions on the plan to meet the needs. Some projects such as the Camp Becket Dining Hall, and creating a more cohesive common for Chimney Corners Camp resonated with interviewees. Other projects like the Welcome Center and the façade of the Arts Center made study participants wonder how the aesthetics of facilities will enhance the camper’s experience. Many of the projects were nice to do, but did not come across as urgent and necessary to continue the mission of the Camps and Berkshire Outdoor Center.

Although interviewees are receptive to a campaign, the $15M goal raised concern because of the size of the goal tripled from what was raised in the last campaign. Varying opinions circled around receptivity and attainability of the goal, but ultimately all study participants believe a campaign is the right next step as long as the prospects are available to reach the goal successfully. A troubling economy did not seem to sway respondents on the idea of proceeding with a campaign. Several leaders of a pending campaign were identified as well as confirmation of several top 10, next 20 and next 50 gifts.


OBSERVATIONS

This study, because of the thoughtful responses of participants, has identified a number of strengths on which a campaign can be developed, as well as a series of challenges that must be addressed in order to maximize the results of such an undertaking. The observations are presented as the foundation for the recommendations listed in the following section of this report

POSITIVE FACTORS

The majority of study participants view Becket-Chimney Corners YMCA as having a favorable public image with a solid history of quality programs.

Phil Connor, CEO of Becket-Chimney Corners YMCA, is well liked and credited for his work with the Board of Trustees.

The majority of study participants understand the needs that the Case Statement addresses. They believe the importance of capital improvements such as the Camp Becket Dining Hall and how rerouting traffic will enhance the camp experience.

Many understand that an increased endowment will have significant long term benefits to the Camps and Berkshire Outdoor Center.

Forty-eight percent of respondents believe the Board of Trustees has the leadership and capacity to give and lead an upcoming campaign. Several former trustees believe that the many new additions have been added to the board have great giving potential.

All who were interviewed will consider a gift to the campaign.

Thirty-seven percent consider Becket-Chimney Corners YMCA their top philanthropic priority as well as this pending campaign. Fifty-five percent have it has a second or third charitable giving priority.

Seventeen respondents indicated what their gift will likely be which totaled just under $4,000,000.

Two individuals offered to chair the campaign and 33% of those interviewed offered to volunteer at some capacity during the campaign.

The majority of respondents interviewed think the timing of the campaign is fine, that now is the time and that the economy, although poor, should not deter the planning and implementation of a campaign.

Respondents unanimously agree that Becket-Chimney Corners YMCA should proceed with a campaign. They believe this is the best way to address the financial and capital needs of the Camps and Berkshire Outdoor Center.

OBSTACLES TO OVERCOME


Respondents in this study want more details on how certain capital projects will improve the camp experience. For example, the Welcome Center, new façade for the Arts and Crafts Center at Chimney Corners Camp and elimination of roads brought to question how aesthetics will enhance a camp experience when Becket-Chimney Corners YMCA is a rustic camp. It was repeatedly emphasized by many interviewed that camp is about the campers and the projects need to speak to that. Many of the projects did not seem kid focused and respondents want a better of understanding of why kids would want these kinds of updates and improvements.

Another sentiment among respondents was whether or not the list of needs was too great to tackle in one campaign. The suggestion to prioritize projects to address the greatest needs first was recommended.

It was agreed that Becket-Chimney Corners YMCA is in great need of an increased endowment; however, respondents want more concrete examples of how the endowment will have an immediate impact on programs. For many, endowment is a bit nebulous and not seen as something tangible.

Wellspring and Four Seasons were two projects that many respondents agreed could benefit from capital improvements. However, many wondered which should come first – increasing the number of Berkshire Outdoor Center groups before investing in new facilities or will reconstruction attract more groups to come to Becket-Chimney Corners YMCA. Details were asked to be provided on the Berkshire Outdoor Center’s outreach to increase revenue so new facilities will be necessary.

The majority who were interviewed have no idea how the Becket-Chimney Corners YMCA community will respond to a $15 million campaign. Many believe that the number will scare many alumni and parents and that the number is too ambitious for the size and scope of our programs.

Other comments regarding the campaign goal wondered if $15 million will be perceived as ostentatious and not the Becket way. This seemed to imply that further explanation of the cost to run camp and the financial strains the Camps and Berkshire Outdoor Center have endured should be communicated better to the greater community.

The majority of those interviewed do not know if we have the top gift, top 10 gifts or the next 20 gifts. Only a very small percentage of study participants offered up suggestions on potential donors in these categories.

The economy was rated poor by most interviewed. There were varied opinions on whether or not it is improving with several anticipating that the economy will not improve any time soon.


RECOMMENDATIONS

Under the direction of Brenda Marsian, the Office of Development carefully studied the data obtained in this planning study. The action plans that follow are based on the firsthand observations of the study, and analysis of the information gathered in the confidential interviews.

Proceed with plans to campaign with a preliminary objective of $10 million in commitments over three years and a $2,325,000 Annual Fund goal over three yearsThe results of the planning study indicate that Becket-Chimney Corners YMCA can successfully implement a campaign to meet their capital and endowment needs, but at a smaller goal. There was no confirmation of the top lead gift of $1.5 million, despite the Office of Development believing there are four prospects with capacity. Work needs to be done to validate this capability as well as raise these donors’ sights that Becket-Chimney Corners YMCA is worthy of this level of support. Several confirmations of top 10 gifts were confirmed as well as Next 20 and Next 50 gifts.

The Annual Fund will be run separately throughout the duration of the campaign; however, it is recommended that the full amount of monies raised over the three year solicitation period be tallied toward the total campaign goal. The final goal will be $12 million.

The Annual Fund will steer away from capital and endowment projects covered by the campaign and focus on operational expenses such as camperships, program development and annual capital expenditures. As we move into the public phase and the bottom part of the Chart of Standards, lower level gifts can be directed to the Annual Fund while still counting toward the $12 million goal. By focusing efforts on educating individuals to give annually, this ensures a stronger regular annual fund giving program long after the major campaign subsides.

A special planned giving appeal will be infused within the overall campaign plan. Everyone who receives an outright cash ask will also be asked to make a planned gift arrangement (estate arrangement or life insurance policy). We will include an additional goal of $1,000,000 in irrevocable planned gifts, above and beyond the $12 million campaign goal, which will benefit Becket-Chimney Corners YMCA’s endowment and significantly increase our Heritage Club membership.

The preliminary campaign objective of $12 million will be used through the period of prospect evaluation, leadership enlistment, and board solicitation. After this initial phase, the final goal can be modified or clarified to reflect initial results.

Establish a Campaign TimelineThe following 48 month timeline will help Becket-Chimney Corners YMCA toward attaining its goal.

November 2011- January 2013 Refine and expand the Campaign Case Statement Develop the campaign plan and timetable Begin prospect research and prospect review


Expand development communications program Begin preparation of campaign communications materials Identify and enlist campaign leadership Train Board of Trustees on fund-raising strategies Coordinate State of the Camp events to address finances, master plan, endowment and

preliminary campaign discussions Cultivate potential leaders and donors targeting first phase: Pacesetters ($250k+) Raise $725,000 in 2012 for Annual Fund

January 2013-December 2013 Create increased opportunities for volunteer involvement Continue to identify, enlist and train campaign leadership for Pacesetter Solicitation

Phase ($250k +) Continue the identification of top prospects Continue the awareness program to educate prospects about Becket-Chimney Corners

YMCA and its campaign. Continue prospect research and prospect review

(Quiet Phase Begins) Solicit the Board, campaign leadership and Full time Staff Continue development communications program Kick start Pacesetter Prospect Solicitation Phase ($250,000 to seven figure) Raise $750,000 for Annual Fund

January 2014-December 2014 Complete Pacesetter Prospect Solicitation Phase ($250,000 +) Continue prospect research and prospect review targeting Major Gifts Phase ($50k to

$200k) Continue to identify, enlist and train campaign leadership for Major Gift Solicitation

Phase ($50k to $200k) Continue development communications program

(Public Phase Begins) Kick start Major Gifts Prospect Solicitation Phase ($50,000 to $200,000) Ongoing awareness, communication and cultivation programs Raise $775,000 in the Annual Fund

January 2015-December 2015 Complete Major Gifts Solicitation Phase ($50k-$200k)) Recruit additional campaign solicitation committees for Special Gifts Phase ($10,000 to

$49,999) Begin Special Gifts solicitations ($10,000 to $49,999) Ongoing awareness, communication and cultivation programs Ongoing prospect research and review Complete all soliciting divisions (phases) Donor recognition Raise $800,000 for the Annual Fund

(Celebrate Successful Conclusion)


Conduct a Board Campaign OrientationThe volunteer members of the Board of Trustees should assume responsibility for:

Implementing the recommendation of the feasibility study and carefully monitoring the progress of Becket-Chimney Corners YMCA’s Office of Development to prepare for a campaign.

Assisting in the development of a comprehensive campaign plan and timetable. Identifying, cultivating, and recruiting additional Trustees to expand the Board in size

and scope to involve more volunteer leaders in the process who are capable of giving at significant levels.

It is recommended that an outside counsel present a formal orientation and training on campaign management and implementation to provide further education to the board on the fund-raising process, expectations and responsibilities. The training program will be devoted to the responsibilities and critical roles of the members of the Board, campaign leadership, the Development staff and the senior administrative staff of the Camps and Berkshire Outdoor Center as members of the fund-raising team. The objectives of these sessions will be to prepare them for their roles in the planning process and the campaign, as well as to introduce the skills and disciplines needed for effective major gift fund-raising.

The role of each volunteer and staff member in the key elements of the fund-raising process should be detailed in these sessions, ensuring that each volunteer/staff member is comfortable with their specific duties and responsibilities. The orientation and training programs should also address the relationship between the Board, campaign leadership, and the staff, as well as teambuilding exercises. The sessions should also address any issues arising from the feasibility study to ensure harmonious and effective participation of all members.

In addition, the Board and the Office of Development need to focus on ways to more fully involve alumni, donors, and friends of the Camps and Berkshire Outdoor Center as volunteers in the development program, as well as other areas of the organization. The skills of alumni, donors and staff need to be used effectively to build commitment and ownership of Becket-Chimney Corners YMCA in all areas including enrollment, alumni relations, and development. Becoming committed as volunteers will have a direct influence on the number and level of gifts directed to the organization.

Enlist a Campaign Steering CommitteeThis committee will work with staff to develop and approve the Case Statement and Campaign Plan. Other responsibilities will include leadership for the campaign and an awareness program for the cultivation of prospects prior to solicitation. This committee should be comprised of 12 to 15 members including Board members, alumni, parents and various constituency leaders from outside the Board.

Refine the Case StatementThe Case Statement serves as the definitive statement about the campaign and will be used as a resource for all campaign related communications and public relations materials. The Case should be revised to address feedback from the feasibility study where varying opinions on what


projects were most pressing and impactful to campers was received. The following projects are recommended to be included in the revised case statement:

$4,000,000 Unrestricted Endowment$2,000,000 Cabin Construction Endowment$2,000,000 Camp Becket Dining Hall$600,000 New Chimney Corners Common Area and Arts Center$600,000 New Chimney Corners Road$600,000 Finishing Chimney Corners Dining Hall Basement$2,325,000 Annual Fund Campaign

The case must also provide more concrete examples of how these projects will enhance and benefit the campers’ experience, and ensure that Becket-Chimney Corners YMCA will establish a solid financial infrastructure to weather unanticipated emergencies similar to the waste water treatment plant, the CCC dining hall fire and Rudd Pond Dam.

The Case should also speak to the plans to grow the Berkshire Outdoor center and how a reconstructed Wellspring will generate new groups and interest in the Berkshire Outdoor Center while better serving Chimney Corners Campers.

Demonstrate through the Case why Becket-Chimney Corners YMCA is so special. While other camps are being pressured to close due to changing attitudes toward camping and poor finances, or shortening month long camps to two weeks or less, Becket-Chimney Corners YMCA continues to garner full enrollment and a robust reputation. The Board of Trustees is committed to remaining a four week single sex residential camp focusing on a values agenda rather than becoming a specialty recreation program. The final document should convey a sense of passion and enthusiasm about Becket-Chimney Corners YMCA that is felt by alumni, parents and donors.

The Case should also document the institution’s past efforts to successfully carry out their mission.

Confirm Campaign and Administrative Project Costs Complete cost study to ensure estimated capital projects are valid. Ensure appropriate monies are budgeted for campaign implementation

Launch a Public Relations and Communications ProgramAlthough much work has been done to enhance and increase communications to the Becket-Chimney Corners YMCA community, it is recommended that this continues at an increased level. An increased awareness of the positive image of Becket-Chimney corners YMCA that better markets its objectives and can help broker the projects to be funded in the campaign. This effort should focus on the goals and objectives of the development program and should be targeted to all alumni, parents and friends of the Camps and Berkshire Outdoor Center. Becket-Chimney Corners YMCA should also focus on their years of success “changing lives for good” through newsletters, presentations, small groups and any and all vehicles. This effort should begin immediately.

PR Concepts include: Advocate Dinners to focus group revised Case Statement


Parent only communications including new parent receptions; enewsletter featuring camp, travel blogs, financial news of the camp

Targeted communications (small dinners) based on campaign phase (Pacesetter, Major, Special)

State of the Camp address at Alumni Weekend, Moms’ and Dads’ Weekend and Work Weekends

Conduct an Awareness ProgramThe Office of Development and an Awareness Committee, utilizing all of the resources of Becket-Chimney Corners YMCA, should design and conduct an awareness program to build interest, involvement and support of Becket-Chimney Corners YMCA. The program should focus on the top prospective donors and leaders as identified in the initial prospect identification and review process, and the feasibility study as well as key alumni, parents and donors. The awareness programs throughout the Northeast are key since wealth and influential alumni and parents live in those communities. The awareness program should focus on the top 150 prospects.

Conduct Prospect Review and ResearchIdentifying, cultivating and upgrading prospective donors will be key to success in the campaign. The giving potential of all prospective donors of Becket-Chimney Corners YMCA will need to be thoroughly researched and reviewed in order to maximize the true potential of the proposed campaign. Becket-Chimney Corners YMCA should conduct extensive prospect review and research to identify alumni, foundations and friends with the highest giving potential in an effort to identify and validate the top 150 prospective donors. A well conceived and carefully charted cultivation plan should be implemented during the first few months of the preparation period, with special emphasis on the prospects capable of making a significant six and seven figure gifts to the campaign.

Enhance the Major Gift and Planned Giving ProgramsMore emphasis needs to be placed on the procurement of major gifts. This will require more research and cultivation activities, combined with increased face to face visits and the involvement of volunteers in the solicitation process. Volunteers should be expected to help in the identification of prospects and assist in gaining access to prospects with the greatest potential to make a Major Gift.

A plan for a comprehensive deferred/planned giving program should be developed and include:

The identification of top gift donors as prospects for planned/deferred gifts. A mechanism for self-identification of individuals, who may have already included

Becket-Chimney Corners YMCA in their estate planning. Seminars on estate planning and deferred giving opportunities. Informational materials about estate planning and deferred giving opportunities and how

to make such gifts. Development of clear gift acceptance policies and agreements for deferred planned gifts. A stewardship and recognition program for those who take advantage of deferred and

planned giving opportunities.


Share Study results with the ParticipantsAs a first step in the awareness and cultivation program, the Office of Development recommends that a plan for sharing the results of the feasibility study with those who were interviewed, thereby continuing the cultivation process and strengthening relations with them.


Appendix A

STUDY PARTICIPANTS

Dr. David and Jill AltschulerBrookline, MA

Catherine BirdCambridge, MA

Glen CanfieldPittsfield, MA

John CiarleglioWeston, MA

Anne CondonWest Hartford, CT

Matt FrankelMontclair, NJ

Robert and Jane ForsbergDedham, MA

Jim GoldmanPrinceton, NJ

Joe GoldsmithNew York, NY

Syd HaydenSimsbury, CT

Jim HeartyWeston, MA

David and Mira IronsQuincy, MA

Ted and Sally GraveCheshire, CT

Amy Hurwitz GutschenritterWayland, MA

David HartCarlisle, MA

Stephen HartConcord, MA

Justin HillenbrandGreenwich, CT

Judy KasselBrooklyn, NY

Melissa KollerWeston, CT

Clay LifflanderHudson on Hastings, NY

Drew LipsherNew York, NY

Laine LipsherWoodbridge, CT

Duncan Kruse and Alison MelickBrooklyn, NY

Mike and Sidney McCullersLos Angles, CA

Anne Messitte and Dan RapportNew York, NY

David and Nancy PhillipsAlexandria, VA

Ruth Ann PhillipsChicago, IL

Robert RichWestwood, MA


Lisa and Jonathan SackBrooklyn, NY

Paul Samuelson West Newton, MA

Tom SamuelsonBoston, MA

Jack SharryWestwood, MA

Tucker SchuldtSimsbury, CT

Dane and Kim Silcox West Hartford, CT

Derek TateBronxville, NY

Katharine WalkerBoston, MA

Dan and Donna WilderWeston, CT

Bill and Diane VogtStockbridge, MA

Ilene WeinreichChevy Chase, MD

Ian WinchesterNew York, NY

Phone Interviews

Jay AllenHenderson, NY

R. Craig CollisterGlen View, IL

Roger ChristianWestwood, MA

Barbara DeBuonoNew York, NY

Michael KetchumGig Harbor, WA

Roch HillenbrandEdgartown, MA

Karola JungbackerOsh Kosh, Wisconsin

John MimsMonterey, CA

Carrie MorgridgeDenver, CO

Eileen Neville Charlotte, NC

Alex RothLondon, England

Ginny RutkowskiFlemington, New Jersey

Steve SchechterBrooklyn, NY

Harry TrautmannHuntington, NY


Appendix B

Changing Lives for Good – The Campaign for

Becket-Chimney Corners YMCA

“It’s a place where we found inner peace, a love of independence and a love of place.”

“When they were younger, my kids learned how to get along better with other kids. When they were older, they learned how to take care of other kids. The camps walk the walk not just talk the

talk. They deliver a values agenda.”

Becket Chimney Corners YMCA is more than a summer residential camp and outdoor center. It is a special place, a place held dear by campers, parents, alumni and friends, in between summers and for years after they have left. In the words of many, it is the place where they spend the best days of their lives. It is a beacon in long-term camping, providing an experience that is what the real world is meant to be – a homage to days gone by where old fashion values are instilled and childhoods are filled with endless days of playing and learning among nature.

We’ve been changing lives for 108 Years

Since 1903 Becket-Chimney Corners YMCA has been providing the finest opportunities in rustic camping and outdoor education for children and families. Responsibility, citizenship, healthy lifestyles, environmental stewardship, international understanding and cooperation, concern for others, and respect for individual differences are reinforced on 1,400 acres of natural beauty.

Camp Becket for Boys was established in 1903, and remains a leader in the field of resident camping. Henry and Ina Gibson, early directors at Camp Becket, helped to establish Chimney Corners Camp for Girls in 1931. The Gibsons ran Chimney Corners Camp for the first ten years, until the camp was purchased by Howard and Evelyn Smith, who operated Chimney Corners as a private camp until its acquisition by the YMCA in 1972. Since their founding, these camps have offered rustic four week resident camp programs that develop leadership and strong character in young people.

In 1966 Becket-Chimney Corners YMCA established the International Camper Exchange Program (ICEP), sending teenagers to Partner YMCAs to promote world understanding and an appreciation for other cultures. ICEP programs are currently offered in Australia, Chile, China, Peru, New Zealand, Sweden, Russia, Japan, and Vietnam. In addition, the following domestic travel and service programs have been added: Reaching, Educating, and Caring for Humanity (REACH), a cultural learning program with the Lakota Native Americans in South Dakota; Teen Leadership and Service (TLS), a biking program through New York and Vermont; and Yellowstone Adventure and Service (YAS), an environmental learning program at Yellowstone


National Park. The scope of the Teen Leadership Programs sets BCCYMCA apart from other YMCAs in the United States.

Berkshire Outdoor Center, serves an additional 11,000 participants each year. In 1991, when Becket-Chimney Corners YMCA moved our administrative offices from Framingham, MA to our current site in Becket, MA, a commitment was made to expand our services on a year-round basis. A business plan for Berkshire Outdoor Center was completed in 2007, with a focus on increasing the number of environmental education programs, leadership development programs, family camps, and youth retreats. Over the past three years, Berkshire Outdoor Center has been growing, and has excellent potential to expand into the future. In addition to the programs offered during the school year, our Berkshire Outdoor Center operates Becket Day Camp - a summer day camp program for families in the local community. Becket Day Camp has been growing each year to meet the need for local families.

Long-Term Camping Changes Lives for Good

Four weeks of camp cements values into habits, and into a way of life that can last a lifetime. The values gained from a long term camping experience have a staying power long after the camping period is over. Becket-Chimney Corners YMCA is one of only four YMCA camps in the country that continue to offer four-week residential camping. While many month long programs have been cut back to two weeks due to budget constraints, Becket-Chimney Corners YMCA continues to be the No. 1-rated program, achieving full enrollment in our camp programs and a steady increase in group attendance at our Berkshire Outdoor Center. Enhanced financial resources and infrastructure are required to maintain our well regarded programs and facilities for another one hundred years, impacting lives and changing them for good for the rest of this century, and into the next.

Despite continued success, several pressing and critical facility needs have placed a great deal of financial burden on Becket-Chimney Corners YMCA’s operations. The Chimney Corners Dining Hall fire, the Rudd Pond dam repair and a state mandate to build a new waste water treatment system have placed considerable stress on the daily operations of the Camps and have halted plans for new initiatives and advancement.

Stewardship – of nature and of tradition – demands foresight. So today, we are embarking on the most ambitious fund-raising effort in our history – a campaign to support the ongoing mission of offering rustic outdoor education in spirit, mind and body with our renowned camping and Berkshire Outdoor Center programs. We must sustain our century-old traditions and values in a new millennium by preserving our rustic surroundings and maintaining our steadfast mission while enhancing our financial infrastructure. By doing this, Becket-Chimney Corners YMCA will be fulfilling its mission one hundred years from now.


Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA will jump-start renovations to historic spaces, provide the financial cushion to protect Becket-Chimney Corners YMCA for future unanticipated pressures, and allow leadership to move forward on new strategic initiatives.

The Strategic Plan for Becket-Chimney Corners YMCA, established by the Board of Trustees outlines a clear path for achieving the vision of Becket-Chimney Corners YMCA. The plan sets forth six primary goals and establishes a process for assuring accountability and excellence throughout the organization. Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA’s objectives support and are, in fact, critical to the fulfillment of the strategic plan.

Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA will:

Enhance camp facilities – renewing our commitment to our rustic setting with safe, welcoming spaces

Increase endowment – preparing financially for the ongoing maintenance of our land and buildings

Sustain a robust Annual Fund – ensuring that our camps and programs are of the highest quality and are affordable to all who want to participate

Objective One

Enhance Camp Facilities with New Structures and Major Renovations: $7,000,000

Becket-Chimney Corners YMCA has undergone several master plans as recently as 1993 and 2001 that proved to be excellent frameworks for future master planning. Past recommendations from these plans have been realized. Last year, the trustees decided to update the 2001 plan and align it with the current institutional vision.

Black River Architects of Cambridge, Massachusetts was enlisted to complete a three-phase master site plan in collaboration with a Board of Trustee Taskforce to establish goals for the planning while evaluating the current condition of the physical plant. Meetings focused on the camps’ traditions, mission, program priorities, historic preservation and sustainable practices. Phase Two identified and explored specific spaces to be addressed. Priorities for Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA taken directly from the master site planning include:


1. Creating pedestrian-friendly Camps and restoring the grounds of both camps to be a safe oases in the woods with cabins that leave only small footprints on the environment

2. Creating a Chimney Corners “Common” and unifying the design of major buildings3. Preserving the Camps’ rustic qualities and historical structures with a recommitment to

provide new seasonal cabins with a design that is 35% smaller than existing construction cabins

The final phase in the Master Site Plan clearly establishes what must be done, as well as the rationale for those projects. The Master Site Plan allows Becket-Chimney Corners YMCA to continue acting as responsible stewards of our facilities and land. The assessment addresses each building (a total of 140), and although there are 20 years’ worth of projects to be completed, the following capital initiatives are of greatest need and will have the greatest impact in reaching the goals of the Strategic Plan.

1. Enhancing the arrival experience at Chimney Corners Camp and Camp Becket and creating pedestrian friendly camps

Create a New Road behind the Soccer Field at Camp Becket

When Camp Becket and Berkshire Outdoor Center programs are in session, the center of Camp Becket from the Dining Hall to the Aides Quarters will be a pedestrian zone. Access for vehicles will be limited to emergencies. An extension of the existing four season road will link the waste water treatment/maintenance area and the soccer field to Caswell Lodge and Gibson Hall.

New Maintenance Facilities for Becket-Chimney Corners YMCA

The Becket-Chimney Corners YMCA maintenance facility is currently the first building you see when entering Camp Becket, where it overlooks Moose Field. Maintenance is currently undersized for the size and scope our facilities demand and is without plumbing or sufficient space for automotive and other repairs. The solution includes placing a new driveway entering from Hamilton Road, near the Chimney Corners Dining Hall driveway entrance, which will lead to the relocated Maintenance Facility, segregating maintenance from all Becket-Chimney Corners YMCA program areas. Relocating maintenance so that it is behind–the-scenes will allow the former maintenance building to be reconfigured into program space. The new building will include bathrooms, office space, an auto repair bay and a maintenance bay.

Camp Becket Welcome Center

The old maintenance facility will be transformed into a facility with a lobby to display Camp Becket archives, and seasonal office and conference space for campers, staff, alumni and families. The Welcome Center will be situated to greet campers and families and will be the site for the Business Office during the summer, repurposing the existing Business Office into the Program Office.


Expanded Paul Dudley White Dining Hall at Camp Becket

The increase in Travel and Service Program participation and the eight week expanded Service Corps has brought the Camp Becket dining hall to maximum capacity. The kitchen and service area of the Paul Dudley White Dining Hall will be modernized and expanded lengthwise toward Iroquois Village to increase dining capacity and functionality for food preparation. This renovation will include an extension of the wrap-around porch highlighting the captivating views of Rudd Pond and the construction of bathrooms on the main floor of the building, which will be handicap accessible.

2. Chimney Corners “Common” and Lower Level Dining Hall

Chimney Corners Lower Dining Hall Completion

The Lower Level of Chimney Corners Camp Dining Hall will be finished to provide additional indoor space for Chimney Corners Camp and Berkshire Outdoor Center programming. Increased useable indoor space will support the significant growth in attendance for Chimney Corners’ Leaders in Training, Travel and Service Programs and the Berkshire Outdoor Center. Space will include classrooms and conference/meeting areas. An elevator will be installed for handicap accessibility.

Chimney Corners Camp Arts Center

The Arts Center will be made fully accessible and renovated to reflect a continuation of the ‘New England Village’ feel being developed at Chimney Corners Camp.

Creating a Camp “Common”

The open space between the Arts Center, Wellspring Lodge and the Dining Hall will be given more definition with a new design that beautifies the green and provides more functionality for Chimney Corners Camp and Berkshire Outdoor Center. The deck platform will be moved from the common to the area behind the Arts Center.

3. Berkshire Outdoor Center

Renovated Wellspring and Four Seasons

Under the Master Site Plan, a single entrance to Chimney Corners Camp will be established. This entrance will funnel Berkshire Outdoor Center guests arriving for retreats and other programs directly to our four winterized lodges – Ina Gibson, The Manor, Four Seasons and Wellspring. The first impressions these guests will have will be updated facades that reflect a ‘New England Village’ atmosphere. Additionally, Wellspring Lodge and Four Seasons Lodge will be completely reconstructed, resulting in new lodging configurations more conducive to housing Berkshire Outdoor Center guests, while maintaining similar capacity to today’s existing facilities.


Objective Two

Increase Endowment: $6,000,000

A strong endowment is the financial backbone of any non-profit organization. This is particularly true at Becket-Chimney Corners YMCA, where the endowment provides a predictable and stable stream of income to the operating budget each year.

The Becket-Chimney Corners YMCA endowment is a collection of separate funds established not only to provide camperships but also to maintain programs and activities for Chimney Corners Camp, Camp Becket, our Travel & Service Programs and Berkshire Outdoor Center – including the maintenance of facilities. Endowed gifts are made with the knowledge that the intended impact of the gift will last into the foreseeable future.

Currently, our endowment is $6 million with only a small percentage of the interest earned on the endowment being directed to Becket-Chimney Corners YMCA’s operating budget each year. Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA will seek to double

our endowment and initiate two significant programs that attract campers to our camps and groups to our Berkshire Outdoor Center.

Named Construction Cabin Endowment

Construction Cabin is one of the first opportunities campers learn to give back to a community that has given them so much. Each year, Becket-Chimney Corners YMCA raises the money to fund the construction of a new camper cabin so that 9th graders can spend two hours a day throughout their month at camp learning carpentry skills and working as a team to build a cabin. $200,000 must be raised annually so that each camp has the money needed for construction materials and costs. Through Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA, we plan to set up a $2,000,000 endowment that will provide annual funding that can be directed to the construction cost of two cabins. An endowed construction cabin will ensure that the Construction Cabin program is a part of our programming in perpetuity and allow for preventative maintenance for cabins in the years to come.

General Endowment

Money directed to unrestricted endowment will provide Becket-Chimney Corners YMCA the flexibility to subsidize the operating budget, increase the number of camperships to eligible campers, increase our outreach to diverse populations and serve more schools and groups who cannot afford to attend Berkshire Outdoor Center programs. An increased endowment reduces our dependence on tuition and fees, while expanding our capacity to change lives for good in the current economic setting and in future settings. A larger endowment will provide more money for Becket-Chimney


Corners YMCA to draw from annually in order to aggressively address continued deferred maintenance, leaving operations enough funds to develop programs and other related projects.

Objective Three

Annual Fund: $2,250,000

Each year, many alumni, parents and friends join in giving to Becket-Chimney Corners YMCA through the Annual Fund to provide support to those who guide our campers and participants and for those who choose to attend our programs. Through Annual Fund contributions, these committed supporters help keep camp tuition program fees affordable while providing for the highest priorities of the camps and Berkshire Outdoor Center. These priorities include camperships, program development and camper activities, and improvements on facilities and grounds. Increased gifts to the Annual Fund will afford Becket-Chimney Corners YMCA the flexibility and support to maintain and honor its traditions, while enabling it to boldly stride forward for another century.

Conclusion

In 2010, renowned child psychologist and best-selling author Dr. Michael Thompson visited Becket-Chimney Corners YMCA to complete research on his upcoming book “Homesick and Happy: How Children Change and Grow When They Are Away From Their Parents.” His impression validated

his theory that a parents’ gift of camp gives children the opportunity to grow developmentally in a way that school and modern suburban America cannot provide:

"Camp Becket and Chimney Corners are impressive camps. People have faith in this place and that it can change lives. The campers and alumni love this camp and for many it is more meaningful than their religion and families. Significant change can’t happen in two weeks. The campers need to fall in love with their counselors and their fellow campers. Camp really is the lost world of family values.”

Changing Lives for Good: The Campaign for Becket-Chimney Corners YMCA will prepare this revered and beloved place to weather unforeseen, yet likely events. This campaign is a celebration of what long term camping and rustic outdoor education can do to enhance a child’s development in a significant and permanent way. Becket-Chimney Corners YMCA is committed to ensuring it is changing lives for good.


Gift Range No. Gifts required

No. Prospects

required

Subtotal Cumulative total

Cumulative percentage

1,500,000.00 1 4 1,500,000.00 1,500,000.00 10%750,000.00 2 8 1,500,000.00 3,000,000.00 20%300,000.00 5 20 1,500,000.00 4,500,000.00 30%150,000.00 10 40 1,500,000.00 6,000,000.00 40%

75,000.00 20 80 1,500,000.00 7,500,000.00 50%38,000.00 40 160 1,520,000.00 9,020,000.00 60%

23,000.00 60 240 1,380,000.0010,400,000.0

0 69%

15,000.00 100 400 1,500,000.0011,900,000.0

0 79%

7,500.00 125 500 937,500.0012,837,500.0

0 86%

Under 7,500.00 576 2306 2,162,500.0015,000,000.0

0 100%

Totals 939 375615,000,000.0

0

Appendix C

$15,000,000 Chart of Standards


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