It is wonderful to recall fond memories of my youth, call to ministry, and deeply felt connections to Casowasco. But, I ask, what of Casowasco’s future? What can Casowasco become by the year 2040, a mere fifteen years from now?

Two conditions that must be honored are related to the property being sold to The United Methodist Church in 1948, namely, the site carry on the “Case” name (i.e. Casowasco), and, that the land be use in ministering to youth and children. These conditions must be honored. Our word matters.

In earlier years, stable leadership and the popularity of summer church camp proved widely successful. Former campers and staff have enriched local churches with exceptional lay members and clergy. In recent years, the popularity of summer church camping waned, leadership frequently changed, and Casowasco oversite lacked mission, vision, and accountability. Today, Casowasco sits empty, the property is heavily capitalized and in need of repair. Consultants have been employed by the church to lead discussions and to create a plan for the future.

One consideration that should not be given the light of day is selling the property. This would harm the integrity of the Upper New York Conference, alienate prior campers and staff, and violate our word to Gertrude Case, her family, and estate. Legacy needs preserved. Cremains need to be honored. Furthermore, the potential for real estate development is high. This would lead to an environmental disaster to the woods, watershed, and lake.

A vision forward is needed.

For a vision to be transformed into mission and evaluative goals, the first priority for the next 15 years is to create a solid foundation upon which Casowasco may be resurrected. To this end,

1. The stewardship of Casowasco should be transferred to an independent not-for-profit corporation, while the ownership of the property must remain with the annual conference.
2. A solid financial footing must be established by a capital fund drive by the annual conference to stabilize and eventually to improve the property, facilitate donor development, and to pursue investment and grant opportunities.
3. An effective not-for-profit board should be exclusively United Methodist, employ capable, stable leadership, establish a long-range plan, and be held accountable for the achievement of measurable and realistic goals.
4. The long-range plan should stabilize the property, enact sound economic principles for the buildings and grounds, and make plans for future site development.
5. The long-range plan should grow the financial foundation, support an aggressive development effort, and be flexible to a changing market for camping and retreat ministries. Casowasco can become financially sustainable, especially when the potential for fund raising is unleashed. Prior campers and staff will be generous in their support, provided the necessary policies have been put in place to ensure fidelity and trust.
6. The long-range plan should include for the gradual implementation of site use.

What might the Casowasco experience be like in the year 2040? I can imagine three opportunities for the future of Casowasco

1. Children and Youth Ministries
2. Lay and Clergy Development
3. A Finger Lakes Education and Cultural Experience

Children ministries should be maintained on a deliberately modest scale, anchored to one lodge or site, should be themed, and should be limited to a limited number of weeks throughout the summer. Perhaps one lodge should survive and become the sole host for children’s seasonal camping.

Youth ministries should anchor district and conference councils of youth ministries, provide short term camping experiences over educational breaks, and, possibly serve as an educational incubator for innovative local church Christian education initiatives. Think: training and running an effective vacation Bible school by hosting a Bible school academy every spring. Think: youth retreats, training efforts for youth mission trips, youth trip camps.

Lay development. Casowasco should be dedicated to training, empowering, and deploying effective lay leaders in our churches. Casowasco could host efforts to license and credential lay ministers and local pastors. Think: Mission academy, to develop the mission potential of local churches; Stewardship school, to develop effective stewardship programs; and Justice Institute, to develop and deploy effective justice ministries throughout the conference, impacting the entire world.

Clergy Development. Casowasco can become a leader in clergy support and professional development, as well as nurturing physical, emotional, and spiritual health. Think: Preaching Academy, where pastors can hone their homiletical skills; New Pastor Start Up school, to orient new pastors to serving in our conference; Clinical Pastoral Education; spiritual guidance and retreats; and Board of Ministry meetings, retreats, and interviews. Consider partnering with The Upper Room, evangelism and discipleship ministries, local seminaries and universities.

A Finger Lakes Education and Cultural Experience. Casowasco can be transformed into an educational center of excellence, teaching visitors about the geology, flora, and fauna of the Finger Lakes, ecology and environmental history, history of native Americans and colonials, the Burned Over District of religious fanaticism, women’s suffrage, industrialism, and the Great Gatsby Era, as reflected by the Case family history. Think Elderhostel, Ted Talks, corporate leadership retreats. Think retreats that support sobriety, serenity, and spirituality. The only limit is our imagination.

These thoughts are not an attempt to derail the process of discernment that is taking place. Listening is essential. United Methodist across New York and beyond have much to teach us. Intentional, gentle policies and procedures must be put in place that honors the legacy of Casowasco, rebuilds trust, and affirms a future that only God knows, even as we faithfully attempt to discern God’s will moving forward.

I’m praying the Casowasco discernment process bears fruit, worthy of the Lord. God dreamt big; in six days the earth was created, and the Lord took an additional day for rest. I’m praying for the day that Casowasco will return to bearing fruit, worthy of the Kingdom. Decades of decline must end. The tomb is empty; Christ is risen, and so, too, should the Church. Parishes need to be resurrected and placed on a growth trajectory. Casowasco can be that springboard of new life, grace, peace, and hope for the future.