The Board of Directors 

                                                                                                      Resurrection Center, Inc. 
 
 

  
                                                II) EXECUTIVE SUMMARY 
  
  
A) Plan Rationale:  
  
The purpose of this plan is to clarify both the need and the financial feasibility of a facility expansion & ministry assurance project at Resurrection Center, Inc. located in Woodstock, Illinois. The plan is intended to further understanding in regards to the vision, the scope, and the dynamics of the project. As a not-for-profit corporation in the State of Illinois, governed by a Board of Directors, and sponsored by the USA Province of the Congregation of the Resurrection, a venture of this magnitude deserves and requires the understanding and support of these key stakeholders, as well as other critical constituents.  
  
B) Mission of Resurrection Center:  
  
Resurrection Center, Inc. has been in operation for twenty-seven years. Founded in 1976, on the 86 acre site of the former St. Joseph’s Monastery, the Novitiate for the USA Province of the Congregation of the Resurrection, the Center was established for the purpose of designing and directing retreat programs for high school students. Since its inception, a salaried staff of both lay and religious persons has been responsible for directing retreats that have served well over 200,000 adolescents. In addition, and in order to meet fiscal demands while ensuring the viability of the ministry, the Center welcomes a broad spectrum of groups and individuals seeking personal, organizational, and/or spiritual growth. Indeed, this hospitality component of the operation has developed into a significant ministry in its own right. The ministry of Resurrection Center has touched the lives of more than a quarter million people, and, in accord with the Resurrectionist’s charism, invites all guests to work for “…the resurrection of society…”  
  
C. Governance of Resurrection Center:  
  
The Congregation of the Resurrection is an international Catholic Religious Community of priests and brothers. The USA Province of the Congregation owns the property and buildings utilized by Resurrection Center, Inc. The USA Province incorporated the ministry of the Center in 1991. The Resurrection Center Corporate by laws specifies the purposes and governance structures that guide and direct all operations. The USA Province appoints five of its religious community persons to 
serve as Corporate Members, “the owners”, of the corporation. The Members, in turn, appoint a Board of Directors who are responsible for overseeing operations and ensuring that all aspects are implemented in accordance with the by. The support of the USA Province has been unwavering and has culminated with the recent announcement of a $250,000.00 gift which is to be disbursed to Resurrection Center, Inc. from 2002 – 2007.  
  
  
  
D. The Programs, Ministry & Staff of Resurrection Center, Inc.:  
  
During the 2001 calendar year, 14,164 people representing 211 groups experienced programs &/or the hospitality of Resurrection Center. Of this number:  
      - 4,133 were adolescents directed at the Center by Center Retreat Staff  
      - 5,198 were adolescents directed off site by the Center Retreat Staff  
      - 2,198 were adults who were offered hospitality (Room & Board)  
      - 1,646 were adolescents who were offered hospitality  
      -  989 were adults who participated in various programs at the Center  
  
Over 35,000 meals were served and 5,655 persons enjoyed overnight accommodations for one or more nights. The following staff* met the needs of our guests:  
 - 1 Executive Director  
 - 1.75 Administrative Staff Persons  
 - 6.5 Program Staff Persons  
 - 4 Maintenance/Housekeeping Staff Persons  
 - 6.5 Food Service Staff Persons  
  
*Equivalent to full time staff persons.  
  
E. Financial History:  
  
At its inception in 1976, it was expected that Resurrection Center generate enough revenue to cover operational costs. For the most part this has been accomplished. The current annual budget is $862,000. The Finance Committee of the Board of Directors conducts quarterly financial reviews. The Members of theCorporation give final approval for the annual budget.  
  
Over the course of its history the annual surplus ranges from $10,000 to $15,000. There have been deficit years that reflected expenditures to upgrade or enhance the 39,000 square foot facility & 86 acre site:  
  
      - In the 1970’s…equipped, refurbished, & re-furnished meeting rooms, dining room, kitchen, & bedrooms…groomed and landscaped property…  
  
      - In the 1980’s…resurfaced driveway…replaced roof…renovated & re-furnished chapel… replaced septic field…installed central A/C in chapel, meetingrooms, & dining room…upgraded water softening equipment…  
  
      - In the 1990’s…initiated accessibility modifications, installed an elevator/lift, ramped entrances and internal stairway…replaced the parking lot/re-pavedquarter mile drive…upgraded cold storage equipment  
  
Accumulated reserves and operational revenues offset the deficits. Over the last five years, the reserves of the Center have been drawn down to underwrite anumber of strategic initiatives. The participants of a Summer Program (1995 – 2002) who experience a cross cultural and conflict resolution focused program are, toa large extent, from economically challenged backgrounds. Efforts to seek grant and foundation support have not been successful. Resources to create a 
development office have drawn on the reserves further. Adult Program initiatives have also required reserve fund disbursements.  
  
F. Emerging Vision:  
  
Aware of the invaluable nature and success of the mission of Resurrection Center, the Board of Directors is proposing long term strategic endeavors that would ensure both the viability and the vitality of the ministry. It has been suggested that increasing cash flow will assist in this regard. One way to increase cash flow is to expand current facilities and programs.  
  
The Center has engaged in formal Strategic Planning Initiatives several times in its history, in the mid-1980’s, in 1991, and in 1997. Each of the planning processes involved persons from both within the organization and others, external to the organization. Many of the realized innovations in programs and facilities wereenvisioned in these planning forums. All of the planning endeavors spoke of expansion and growth in the ministry of Resurrection Center. This vision of expansion 
emerges in part, from the formal Strategic Planning Processes, that foresaw a vibrant and thriving ministry continuing to grow.  
  
This expansion plan intends to define the need, the financial requirements, and rewards of constructing 50 more double guest rooms, along with meeting/reflection/dining spaces to accommodate the increased number of guests. The new guest rooms would provide amenities (private bath & A/C) desired by thelargest generational cohort of the U. S. population. These are the same amenities, which the Congregation of the Resurrection and other adult religious community 
members currently desire, and seek, elsewhere.  
  
There is a current and growing need for places where people can gather to further spiritual, personal and organizational development. It is believed that the additional revenues generated by this expansion will be sufficient to service the debt incurred to bring this plan to fruition. A Capital Campaign, “These Stones Shall Shout” will generate funds to reduce the overall costs and allow for broad participation in this vision. It is also believed that the expansion will be able to provide for the increased operational expenditures, and eventually, aid in the support of the overall mission of Resurrection Center to promote “…the resurrection of society…”  
 
 

                                                  III) MARKET ANALYSIS 
  
A) RETREAT MINISTRY OVERVIEW AND ANALYSIS  
  
1) Historical Perspective: The retreat movement in the United States is nearly one hundred years old. Under the leadership of a Jesuit priest from Fordham University in New York, the “lay initiated” movement took root with the purpose of assisting people in the development of their relationship with God and their commitment to living holy lives. Today, according to statistics from Retreats International in Notre Dame, Indiana, there are well over 500 active retreathouses in the United State serving 2 - 3 million people per year.  

2) Broader Cultural Milieu: We are told that in the face of the September 11 tragedy, for 84% of the population, the first response was prayer. This speaks tothe fundamental human need to connect with the Divine. Our world is facing great challenges of global proportions Retreat houses are places where the difficult and meaningful questions that may lead to greater understanding can be asked, wrestled with, and discussed. Individuals and organizations are utilizing the services of retreat centers.  

3) Local Retreat Center Market: There are approximately 15 retreat houses in the greater Chicago land/Northern Illinois area. Regional association advises that these centers are as busy as we are on weekends. Only 3 direct programs for teens. Resurrection is one of the three. Only one other center offers more acreage togroups and individuals seeking a place set apart for quiet and reflection. Being in touch with nature is an alluring element for those wishing to retreat.  

4) Major Client Groups: Resurrection Center draws both regionally and nationally. The majority of our client groups (high schools, churches, organizations, and associations) are “not-for-profits” from the Northern Illinois region, with predominance in the metropolitan Chicago area. The “Product/Market” matrix referenced in the Executive Summary outlines the demographics further. The Center does not discriminate because of race, religion, or creed.  

5) Emerging Trends & Characteristics: Resurrection Center has 54 double rooms, with common toilet/shower rooms on each of the three floors of the building. A maximum of 106 – 115 people can be accommodated if all bedrooms and a few guest suites are reserved for double occupancy. There are no group vacancies through the 2003 calendar year on weekends. On weekends the Center is currently occupied at a 62% rate. On weekdays the occupancy rate drops to 14%. The 
combined overnight occupancy rate for the 2000 – 2001 Fiscal Period (7/00 –6/02) was 28%.  
  
As mentioned above, the Center welcomes both teens and adults. In the last 12 months (Jan. & Dec. 2002) the Center has had to say “no” to 50 groupsrepresenting 2,500 retreatants that desired weekend reservations in the next 15 month. There are groups that have chosen other sites because our bedrooms lack A/C and private bathrooms. We have had an inquiry to host a 5-6 week summer seminar for teachers that requires air conditioning.    
  
  

B) TARGET MARKETS 

  
Youth & Adults…Continued: Flexibility has been a cornerstone of our 26 year success. The ability to meet the diverse needs of both adult and youth retreat markets has allowed us to maximize use of our facility, a requirement for fiscal success. We will continue to pursue both of these market sectors. The efficiency of our current facilities makes us attractive to these markets that must function within the parameters of limited financial resources. The Diocese of Rockford projects anincrease of 12,000 Catholic families in the Kane & McHenry County regions of the Diocese.  
  
Religious Communities of Men & Women: This sector of religious communities is under served in our existing facility. The sponsoring entity, the Congregation of the Resurrection, currently reserves 50-60 single rooms each summer for their personnel in a center located outside of St. Louis. This market requires the amenitiesof single rooms, A/C, and private baths. A structure such as we are envisioning would be alluring to this market.  
  
The “Boomer Generation”, Couples & Singles: This largest generational cohort, born between 1946 – 1961, with significant discretionary income, is aging, andmoving towards a period in their lives when leisure time is likely to increase. The evolution of this generation moves it to a point where life questions and matters spiritual, will begin to have greater prominence. The amenities of our envisioned guest rooms will allure and reinforce the natural desires to retreat, reflect, and 
deepen meaning in their lives via effective programs.  
  
Organizational Retreats: As society becomes increasingly complex, organizations will be required to foster greater creativity and collaboration amongmembers. McHenry County is one of the fastest growing counties in the United States. The systems that serve that growing population will require the type of environment we will provide for personal and organizational development. Existing relationships with local health care and social service agencies could be expanded. 
  
National Conventions & Convocations: The Center’s proximity to O’Hare International Airport (1 hour by car…less with a western access?) and the ability toaccommodate groups as large as 210 people will make the Center an attractive site for larger national gatherings of church, service, and educational groups. Existing networks of professional affiliation (i.e. Retreats International) along with advertising in national publications could be used to develop this market.  
  
Extended Stay Programs and Seminars: The amenities of private bath and air conditioning will make the Center an attractive option for organizations requiringaccommodations for longer periods of multi-day or multi-week duration.  
 
 

                                             IV) BROAD PLAN PARAMETERS 
  

Phase A [January 2002 – December 2002]: 

1. Discuss & refine project goals with key stakeholders and staff 
  
2.  Solicit initial concept drawings for a three story, accessible structure. Include full-size elevator, able to comfortably and cost effectively house 50 twin bed guest rooms with private shower (desk, closet space, two easy chairs) a reflection area (50), one large meeting room for 200 people, 5 break-out rooms (for 20 people each), and an expanded kitchen & dining area.  
  
3. Initiate discussions with CR’s regarding collateralizing the $4.6 million dollar project, since Resurrection Center, Inc. does not possess the assets to secure funding 
  
4. Initiate discussions with lenders and the religious communities, & code officials  
  
5. Gather pertinent data  
  
6. Clarify project management roles and responsibilities  

Phase B [January 2003 – May 2003]:  

1. Refine plans & seek architectural detail drawings   

2. Identify required renovations to existing structure   

3. Research local code, zoning, and setback requirements 
  
4. Share vision with broader populations…neighbors, clients, foundations…  
  
5. Put drawings to bid; Review & Select  
  
6. Solicit sign off of owners, The Congregation of the Resurrection/USA Province  
  
7. Secure financing & initiate Capital Campaign, “These Stones Will Shout”  
  
8. Develop specific construction project time line  
  

Phase C [June 2003 – April 2004]: 

1. Ground breaking 
  
2. Market new structure & develop client base  
  
3. Project management team monitors construction  
  
4. Dedication Easter 2004  
 

                       VI) CONCEPT DRAWINGS & BUDGET PROJECTIONS 

  
In order to move toward a better understanding of the possibilities for the planned expansion, two “design/build” firms were solicited for initial discussions, the development of concept drawings, and preliminary budget proposals. Both firms were recommended for this stage of the project and both worked diligently in theprocess. Though it is likely that some amendments will be made, the rough “footprint” of one of the designs has taken us in a desired direction and within budget parameters that have been deemed feasible.  
  
Certain principles were important:  
  
· Accommodate all improvements with minimal restricting impacts on the existing amenities (i.e. views from existing rooms, front presentation of property, preserve green space…)  
  
· Include economy and efficiency for operating and maintenance  
  
· Tie-in/connect to existing facility on all three levels in a architecturally consistent fashion, a manner that takes advantage of spectacular vistas, and allows for broad accessibility  
  
 · Consider the overall mission of the Center as a place of openness, affording nature scapes and sounds that soothe and heal visitors  
  
· 50 Guestrooms with private baths, two double beds, & A/C  
  
· Meeting rooms to accommodate large and small group gatherings  
  
· A Reflection room  
  
· Enough functional space for storage, housekeeping and maintenance services  
  
· Expanded kitchen and dining areas to accommodate increased populations  
  
  
We are anticipating the 32,000 square foot structure to cost $3.9 million, with furnishings, fixtures, and equipment costing another $700,000. Total project cost of $4.6 million. There is a contingency fund of $200,000 factored into this cost.