news article
From the Desk of Bishop Burgos: Clarifying the Decision Regarding Casowasco
March 12, 2026 / By UNY Communications / .(JavaScript must be enabled to view this email address)
Editor’s Note: The following message was sent to United Methodists of Upper New York on Thursday, March 12 on behalf of Bishop Héctor A. Burgos-Núñez following up on last week's announcement regarding the closure of Casowasco Camp & Retreat Center.
Since the announcement of the closure of Casowasco Camp & Retreat Center on March 5, we have heard from many who are grieving this loss. Casowasco has been a place where people experienced God, formed lifelong friendships, and grew in their faith. The Conference Leadership Team recognizes the deep love so many have for this ministry and understands that this decision brings real sadness and disappointment to those whose lives have been positively impacted by the ministry of Casowasco.
Because of that deep connection, strong emotions have been expressed in recent days, and we acknowledge the pain many are feeling. At the same time, some confusion has arisen about the benchmarks used in the discernment process. We want to offer clarification and share the information that guided this difficult decision.
Casowasco’s Ongoing Challenges
For several years, the Upper New York Conference has been engaged in a careful and prayerful process to discern Casowasco’s future. In recent years, the site faced significant challenges, including a decade of declining participation, ongoing financial losses, and growing property and infrastructure needs.
Like many camp and retreat ministries across the country, Casowasco experienced a significant decline in participation following the COVID-19 pandemic. Attendance levels did not return to pre-pandemic numbers in the years that followed, creating additional financial challenges and raising concerns about the site’s long-term sustainability.
Declining enrollment in youth camp programming led to the launch of “Casowasco on the Road” in the summer of 2024, relocating Casowasco's programs to other Upper New York Conference camp and retreat sites. This shift allowed programming to continue while operational and facility concerns at the site were addressed.
In addition, since emerging from the pandemic, the site has experienced more than $1.2 million in operating losses and hundreds of thousands of dollars in additional maintenance costs.
Deferred maintenance needs are also estimated to exceed $2 million. Recent storm events have contributed significantly to this situation. In July 2021, heavy rainfall caused severe flooding across the property when a holding pond near the top of the hill overflowed. The storm washed out sections of roadway, damaged culverts, flooded several buildings, including the Lakeview Chapel and Galilee Lodge, and caused erosion along the waterfront. Because flood damage was only partially covered by insurance, many of the repairs required significant additional funding and ongoing mitigation efforts, including studies of the watershed and dam system. These repairs have added to the long-term costs of maintaining the site.
Casowasco Enters Sabbath, Consulting Work Begins
In January 2025, the Conference Leadership Team, in consultation with the Camps & Retreat Ministries Team and other stakeholders, made the difficult decision to pause programming at Casowasco for a season of Sabbath. This pause created space for deeper evaluation, community input, and discernment about the future of the ministry.
During this time, a discernment team made up of conference leaders, camp supporters, and ministry partners gathered feedback, held conversations, and sought God’s guidance for the next faithful step. The Sabbath period was intended to allow space for careful discernment about whether a sustainable future for the ministry was possible.
In March 2025, the Casowasco Discernment Team reviewed proposals from two outside consultants and selected Ministry Incubators to assist with the next phase of discernment while remaining grounded in discipleship. Together, the team worked with consultants to imagine a renewed ministry model and develop a realistic business plan that could support a sustainable future for the site.
During the summer of 2025, the consultants began facilitating listening sessions, reviewing finances and facilities, and helping develop a strategic plan for long-term sustainability.
Their analysis noted that Casowasco had been “operating for years at a substantial annual deficit,” highlighting the growing financial instability facing the ministry. The report also stated that “historically, Casowasco has relied heavily on annual subsidies from the conference budget and was never structured to be financially self-sustaining.”
Reopening Plan Presented to Conference Leadership Team
In the fall of 2025, Interim Director Rev. Colin Kerr-Carpenter, on behalf of the Casowasco Discernment Team, presented a comprehensive reopening plan and budget to the Conference Leadership Team. The plan proposed shifting away from summer camps and youth-focused programming and instead emphasizing retreats and guest group stays. It outlined several benchmarks intended to measure whether reopening Casowasco could be financially responsible and sustainable over the long term. The Conference Leadership Team approved the plan in November 2025.
The benchmarks were as follows:
- Minimum Guest Days Booked and Revenue Generated:
- By March 1, 2026: 1,080 guest days reserved (90% of the April’s goal of 1,200 guest days generating $129,600 in revenue
- By April 1, 2026: 1,200 guest days reserved (80% of the total goal of 1,500 guest days) generating $144,000 in revenue
- Completion of a comprehensive Watershed Mitigation Study with findings confirming that mitigation efforts are both financially responsible and sufficient to ensure long-term safe operation.
- Increased Fundraising by the Friends of Casowasco who had raised over $100,000 toward reopening and will increase support for annual operating expenses in 2026 and beyond.
Guest Day Progress and Revenue
The benchmarks established guest day targets as a way of measuring whether the ministry was generating sufficient income to sustain itself. Like any metric, guest days were meant to point toward something more fundamental — in this case, whether the ministry was meeting its revenue goals — and should not be mistaken for the goal itself. The underlying question was stewardship: were the resources generated by Casowascoadequate to support its continued operation without drawing disproportionately from funds needed elsewhere in the conference's ministry?
The reopening budget projected $180,000 in guest group revenue, based on 1,500 guest days at a rate of $120 per guest day. As of March 1, 2026, only 364.5 guest days had been fully registered with signed contracts — far below the 1,080 guest days required to meet the March benchmark. An additional 873.67 guest days were listed as in progress, meaning interest had been expressed but a contract had not yet been signed or returned. Because these bookings were not finalized, they could not be counted toward the benchmark totals.
Compounding the shortfall, confirmed bookings averaged $86.49 per guest day rather than the $120 assumed in the reopening budget. When the guest day rate is significantly lower than projected, achieving even the occupancy target would not have produced the revenue the ministry required to sustain itself.
Casowasco’s reopening plan projected $324,900 in total revenue, including $40,000 in donations and $60,000 in ministry share support. Based on projected guest days, program revenue, and mini-camps, it became clear that the level of donations required would likely need to be significantly higher. As a result, more than 60% of the projected revenue would depend on donations and ministry shares, which was determined to be unsustainable for long-term operations. Even if all the reservations listed as “in progress” had been finalized, the total projected guest revenue would have reached $103,926, about 57.7% of the budgeted revenue, well below the level required to demonstrate financial sustainability.
Watershed Mitigation
A Watershed Mitigation engineering report was pending at the time of the November 2025 Conference Leadership Team meeting. It was agreed the report would be reviewed and impacts evaluated as part two of the decision-making toward reopening.
Upon receipt of the report, the contracted engineering firm identified two primary areas of concern:
- Removal of the dam at the top of the hill.
- Downstream issues involving the culvert and stream flowing to the lake.
The cost for removing the dam was estimated to be $100,000 to $250,000 with potential, but not guaranteed, grant money available.
In addition, a 2023 survey identified downstream issues including culvert repairs, remediation of a sinkhole in the parking lot, improvements to the stream flow, and erosion control. These repairs were estimated to cost $660,000.
Increase Fundraising
The Friends of Casowasco, a separate 501(c)(3) organization, was asked to raise more funds in support of the ministry. This is the only benchmark that made sufficient progress. Through hard work and diligence, the Friends of Casowasco raised over $150,000 over several months.
Financial Stewardship and the Broader Mission
The Conference Leadership Team carries the responsibility of stewarding resources for the entire Upper New York Conference so that ministries across the region can continue to thrive.
During the decision-making process, leaders had to consider the broader mission of the Church. Continuing to operate a site with ongoing financial losses would require redirecting resources that support local congregations, ministries, and the four other Camp & Retreat Centers that serve thousands of people across the conference each year.
After extensive prayer and evaluation of all the benchmarks, the Conference Leadership Team determined that, with only one showing adequate progress, Casowasco's long-term sustainability was not viable. Closingthe site was deemed the most responsible and faithful decision. The Conference Leadership Team expresses deep gratitude to the Rev. Colin Kerr Carpenter who worked tirelessly for several months exploring every viable path forward for Casowasco.
Next Steps
The Conference is working with the Conference Trustees, the Casowasco Columbarium Committee, and the Conference Chancellor to responsibly care for the Columbarium.
Upper New York staff members are also contacting groups that had planned gatherings at Casowasco later this year to explore options for the group’s reservation.
Those who donated to the Friends of Casowasco Foundation should contact the organization directly.
While this chapter is ending, the legacy of Casowasco will continue through the lives it has shaped and the ministries it has inspired.
The Upper New York Conference remains deeply committed to Camp & Retreat Ministry, and continues to support four sites that provide life-changing opportunities for children, youth, and adults to grow in faith and community.
We give thanks for all who have loved, served, and supported Casowasco over the years. We trust that God will continue to guide the Church as we seek new ways to nurture disciples and share Christ’s love in the world.
Paz,
Bishop Héctor A. Burgos-Núñez
The United Methodist Church
Serving the Susquehanna & Upper New York Area