Recreational and Vacation Camps (except Campgrounds) — U.S. Industry Primer

NAICS 2022 code 721214. NAICS = North American Industry Classification System, the standard the U.S. government uses to group businesses by their main activity.

1. Overview

This is the business of overnight camps: children's resident (sleepaway) camps, family vacation camps, dude ranches, wilderness and outdoor-adventure retreats, and hunting/fishing camps that provide lodging (cabins or fixed campsites), meals, and organized activities. A camp here sells a bundled experience — bed, board, facilities, and programming — not a simple room-night [1][4].

It is a small, intensely seasonal, and extraordinarily fragmented industry. Federal data put it at about $3.71 billion in receipts, 2,577 firms, and roughly 24,000 paid employees [2][3] — and even those figures understate the real footprint, because the sector is dominated by nonprofits, faith and youth organizations, and public agencies that federal business statistics count differently or not at all [7].

For both public-market and private investors, the practical takeaway is the same: this is a private-markets and real-estate story, not a stock-market one. No U.S.-listed company operates children's overnight camps as its core business. The way to own the industry is to buy a camp (or the land under it), back a multi-camp platform, or lend to operators — not to buy a ticker. Returns depend far more on site quality, safety record, reputation, staffing, and property-level execution than on any national growth rate.

2. What it is, and what it excludes

In scope (721214): establishments primarily running overnight recreational or vacation camps with accommodation — children's resident camps, family camps, dude ranches, wilderness camps, outdoor-adventure retreats, and hunting/fishing camps with lodging [1][4]. An overnight recreational camp that offers only incidental athletic instruction still belongs here [5].

Explicitly excluded — and the exclusions drive the numbers:

• Campgrounds, recreational-vehicle (RV) parks, and most "glamping" sites → NAICS 721211 (RV Parks and Recreational Camps). The "except Campgrounds" in the industry name is doing real work: KOA-style campgrounds and RV resorts are a separate industry [1][4].
• Instructional camps — sports, fine-arts, academic, and computer camps that primarily teach a subject → Sector 61 (Educational Services), classified by what is taught (for example, sports-and-recreation instruction camps in NAICS 611620), not here [5].
• Recreational day camps and camps without lodging → NAICS 713990 (All Other Amusement and Recreation Industries) [6].

So 721214 is the narrow, lodging-based slice of the much larger popular idea of "summer camp." A soccer camp, a coding camp, a music camp, or a municipal day camp legally lives in a different code.

Ownership mix (the defining feature). By camp count, the industry is overwhelmingly nonprofit and mission-driven. Counts vary by definition — the ACA (American Camp Association, the industry's main standards body) and University of Michigan economic-impact work references on the order of 15,000–20,000 U.S. camps (day plus overnight) [9], while other tallies put it near 12,000, of which roughly 7,000 are overnight [11]. Across those counts, nonprofits run the large majority and for-profit operators the minority. The biggest owners are youth and faith organizations: the YMCA (Young Men's Christian Association), Scouting America (formerly the Boy Scouts), Girl Scouts, 4-H, Jewish Community Centers (JCCs), Camp Fire, universities, and state and municipal park systems [10][11][17]. Scouting America alone reports 420 Scout camps, 60 council high-adventure programs, and three national high-adventure bases [17]. The for-profit camps are the small slice an investor can actually buy.

3. How big it is

Federal statistics for the strict 721214 industry (tax-paying employer establishments):

A few things these numbers tell you:

• Everyone is a small business. Average receipts per firm are about $1.4 million ($3.71B ÷ 2,577) [3], and the U.S. Small Business Administration (SBA) treats any firm under $9 million in receipts as small [8] — so essentially the entire industry qualifies. That SBA figure is a federal-contracting threshold, not an estimate of typical camp revenue.
• The season is the business. First-quarter payroll ($207.8 million) is only about 16% of full-year payroll ($1.29 billion) [2] — the fingerprint of an industry that earns almost all of its labor cost in a handful of summer weeks. CBP also counts employees in a single March pay period, deep in the off-season, so the 23,911 headcount badly understates peak staffing: a camp with a dozen year-round employees may run hundreds each July. Read the March figure as a seasonality signal, not a measure of capacity.

The undercount caveat (it matters a lot here). The $3.71 billion captures only part of overnight camping in America, for two structural reasons:

1. Nonprofits and governments dominate but are counted differently. Most overnight camps are run by tax-exempt organizations (YMCA, Scouting America, churches, JCCs) or public agencies. The Economic Census centers on for-profit and taxable employer businesses; government establishments sit outside that universe, and nonprofit camp revenue is often folded into a parent organization's classification rather than tabulated here [7][11]. The ~2,577 for-profit firms are the visible tip of a much larger real footprint of roughly 7,000 overnight camps [11].
2. Definition mismatch with popular "camp" numbers. Private research houses size a much broader "summer camps" market — IBISWorld puts it near $4.7 billion across roughly 5,700 businesses [12] — because they blend in day camps and instructional camps that NAICS files elsewhere. And the ACA/University of Michigan headline $70 billion is the total ripple-effect impact (direct plus supplier plus worker spending) of the entire day-plus-overnight youth-camp industry, supporting some 986,428 workers and serving about 26 million campers a year — not industry revenue, and not limited to 721214 [9]. Treat the larger figures as context, not as the size of this code.

The federal file contains no industry-wide occupancy, camper-night utilization, profit margin, average fee, or capital-expenditure data. Those metrics exist only at the individual-operator level (Section 5), and any figures below are industry-reported, not federal.

4. The investable universe

Public companies: there is no direct pure-play. No listed U.S. company's core business is operating children's overnight recreational camps. The closest adjacent listed exposure is outdoor-hospitality real estate and the camping economy — and it sits in neighboring codes, not in 721214:

A REIT is a company that owns income-producing real estate and passes most of its taxable income to shareholders. SUI and ELS are legitimate ways to own outdoor-recreation land and lodging cash flows, and each operates on the order of a couple hundred RV/resort properties and tens of thousands of sites (see their disclosures for current counts) [21][22]. But they do not own sleepaway camps, and their manufactured-housing/RV economics should not be read as evidence of how 721214 camps perform.

Private and nonprofit owners (where the industry actually lives):

• CampGroup — one of the largest owner-operators of for-profit U.S. camps, running overnight and day camps across the Northeast, Michigan, and Pennsylvania, pairing local camp identities with centralized administration; private, with private-equity backing (Caltius Equity Partners) [15].
• North American Camp Trust — a nonprofit acquisition vehicle that buys profitable for-profit camps, converts them to nonprofit ownership, and aims to preserve leadership continuity; a distinctive exit path for aging owners [16].
• Private-equity (PE) enrichment platforms — Roark Capital's Youth Enrichment Brands (i9 Sports, U.S. Sports Camps) and Otro Capital's FlexWork Sports (which acquired ProCamps) are consolidating youth programs aggressively [18][19] — but these skew toward sports/instructional and day programs (Sector 61 / 713990), i.e., adjacent codes rather than pure overnight 721214.
• Nonprofits — YMCA associations, Scouting America, Girl Scout councils, 4-H, JCCs, Camp Fire, and thousands of faith-based camps own the bulk of overnight capacity through decentralized local structures [10][11][17]. They are not investable as equity but are reachable through donations, endowments, and facility lending.
• Thousands of independent, family-owned overnight camps — most of the for-profit segment; typically single-site, multi-generational, and increasingly for sale as founders age out (Section 8).

Bottom line: if you want to own this industry, you buy a camp (or its land), back a platform, or lend — you do not buy a ticker.

5. How the money works

The economics are those of a fixed-capacity, hyper-seasonal hospitality asset — closer to a resort hotel than to a school.

• Revenue = beds × sessions × price, times occupancy. A camp has a fixed number of bunks and a fixed number of summer weeks; owners make money by filling those beds across a handful of sessions. Overnight tuition commonly runs $1,000–$2,000 per week, with premium sleepaway camps higher and full-summer discounts common; operators generally target 80%+ enrollment in peak weeks, because below that the fixed-cost base isn't covered [13]. Revenue also comes from meals, transportation, equipment, specialty programming, retail, and — critically — off-season rentals for retreats, weddings, conferences, and school groups when the camp's own programs aren't running [4][13].
• Brutal seasonality and a working-capital squeeze. Almost all receipts arrive in roughly 10–12 summer weeks, against a cost base — land, buildings, insurance, maintenance, debt service, and a year-round core staff — that runs all twelve months. Hiring, training, repairs, and food purchasing happen before the money comes in. This is why federal March payroll is a fraction of the annual figure [2].
• Labor is the biggest cost. Staff wages typically consume 40–60% of the budget; facilities (property, utilities, maintenance) are the next-largest block at roughly 15–30% [13]. Much of the summer workforce is seasonal and young, and camps lean on international counselors on J-1 exchange-visitor visas (a U.S. State Department cultural-exchange program) — a labor supply that is itself a policy variable (Sections 7 and 9).
• Thin percentage margins, real dollar profits. Because overnight camps carry lodging, food service, and 24-hour staffing, net margins tend to run ~10–18% — lower than lean day camps — but on higher revenue per camper, so absolute profit per filled bed can still be meaningful [13].
• The land is half the story. Camps sit on large rural, often waterfront, parcels. That real estate is both a maintenance burden and a store of value — sometimes worth more than the operating business.

Operating metrics that actually matter (and that a private buyer should demand): available vs. occupied camper-nights, capacity utilization by session, net revenue per occupied camper-night, advance-booking pace, cancellation and rebooking rates, staff and food cost per camper-day, contribution margin by program, off-season property utilization, and insurance loss runs and deferred-maintenance spending [13]. The best operators monetize the same property several ways without compromising the core brand or safety.

The nonprofit model is different. Most overnight camps don't optimize for margin at all. They run on a blend of tuition, donations, endowment income, grants, and subsidized "camperships," aiming to cover costs and serve a mission [11]. That mission-over-margin base is exactly what a for-profit acquirer competes against.

6. What drives demand

• Demographics and the school calendar. The pool is the tens of millions of U.S. school-age children and the structural summer gap in the school year; a large share still attend no summer program, implying real headroom [14].
• Working-parent childcare need. For dual-income families, camp is as much summer childcare as enrichment, which makes demand stickier than pure discretionary leisure. Childcare.gov lists summer camps as a common school-age care option, naming YMCAs, scouting and community groups, and faith-based organizations as providers [30].
• A cultural swing toward outdoor, "screen-light," social-emotional experiences. Post-pandemic, enrollment recovered to and beyond prior peaks, with many camps hitting capacity in the first days of registration [14].
• Pricing power — so far. Camp is a premium purchase, so demand tracks household finances; yet operators have pushed through steep increases without collapsing demand. Industry reporting cites price increases on the order of ~20% in 2025 on top of ~23% in 2023, and surveys in which a majority of parents could not get a child into their first-choice program because it was full [14]. These are industry-reported figures, not federal.
• Specialty and institutional demand. Wilderness, equestrian, therapeutic, and inclusive programs broaden the market; for the nonprofit majority, demand flows through affiliation with a sponsoring YMCA, congregation, scouting council, or JCC [11][17].

Forward-looking view: demand should stay relatively resilient because camps serve both leisure and childcare needs — but the business is not recession-proof. Premium camps depend on family wealth; affordable camps depend on subsidies, donations, and local funding.

7. Regulation

There is no single federal camp regulator. Oversight is activity-based and heavily state and local, and it varies widely.

• State/local licensing and health inspection. Many states license and inspect camps — covering sanitation, food service, water safety, staff ratios, building/fire approvals, and health care — but requirements range from near-zero in some states to childcare-grade in others. A number of states recognize or partly waive licensing for camps holding ACA accreditation [24].
• ACA accreditation is voluntary but is the de facto standard of care. Camps are reviewed on a multi-year cycle against standards for staff screening, staff-to-camper ratios, background checks, waterfront and horseback safety, food handling, and emergency planning. Accreditation is a marketing and risk-management signal to parents and insurers; in several states it is treated as a benchmark for reasonable care, though it never replaces legal compliance [24].
• Child-protection requirements — criminal background checks, sex-offender-registry screening, reference checks, and mandated-reporter duties — are the regulatory core, because the industry's defining liability is child safety [24].
• Food safety. Camp kitchens follow state/local rules based largely on the U.S. Food and Drug Administration (FDA) model Food Code [29].
• Accessibility. The Americans with Disabilities Act (ADA) requires accessibility and reasonable modifications at private and government-run summer programs [25].
• Workplace safety. Occupational Safety and Health Administration (OSHA) rules apply — hazard communication, training, emergency response, and bloodborne-pathogen protections for staff who provide first aid [26].
• Wage and hour. Under the Fair Labor Standards Act (FLSA), seasonal recreational establishments and organized camps may qualify for an exemption from some overtime requirements — but only if specific tests are met; it is not automatic [27].
• Seasonal labor and immigration policy. Camps depend on the State Department's J-1 Camp Counselor and Summer Work Travel programs for international staff; changes to visa availability hit staffing directly [20][28].

The principal regulatory exposure is not paperwork — it is the cost and reputational damage from a serious injury, abuse allegation, drowning, foodborne-illness outbreak, accessibility dispute, or regulatory closure.

8. Competitive dynamics and consolidation

By the federal concentration data, this is one of the least concentrated industries in the U.S. economy. The largest four firms hold just 5.3% of receipts (CR4), the top eight 8.1%, the top 20 14%, and the top 50 22.7%; the Herfindahl-Hirschman Index (HHI, a standard concentration measure where anything under 1,500 is "unconcentrated") is a near-atomistic 15 [3]. In plain terms: thousands of small, independent, and mission-run camps, and no dominant player.

Competition is local and reputation-driven. The durable advantages are a trusted brand and high repeat enrollment; a desirable location (waterfront, acreage, specialized facilities); a reliable director and trained staff; a strong safety record and insurance program; efficient early booking and waitlists; and off-season revenue that spreads fixed costs [13].

Consolidation is starting at the for-profit margin — but slowly. The forces pushing it are cost forces: rising insurance premiums, digital-marketing costs, compliance burden, and the expense and difficulty of recruiting summer staff, which mid-size independents struggle to absorb alone [14]. Larger networks and PE-backed holding companies (CampGroup in overnight camps; Roark's Youth Enrichment Brands and Otro's FlexWork Sports in the adjacent sports/instructional segment) are buying camps and management contracts to spread those costs [15][18][19]. A second driver is succession: many independent camps are multi-generational family businesses whose owners are aging out and whose real estate can be worth more than the operating business — a classic set-up for roll-ups, nonprofit conversions, and land-value buyers [16].

But camps are unusually hard to standardize: families identify with a specific director, location, traditions, and alumni community. So the credible platforms tend to preserve local brands while centralizing recruiting, technology, procurement, insurance, and capital planning. Expect gradual consolidation, not a national chain — atop a still-dominant nonprofit base.

9. Principal risks

• Child-safety and abuse liability. The catastrophic risk. A single serious incident — abuse allegation, drowning, transportation or activity accident, illness — can be existential reputationally, legally, and for insurability. It is why insurance and accreditation dominate operators' attention [24].
• Single-season revenue concentration. A year's income rides on ~10–12 weeks. A wildfire, water-quality problem, disease outbreak, or — as in 2020 — a pandemic closure can erase a season with the fixed-cost base still due.
• Weather and climate. Rural and waterfront sites are exposed to wildfire, extreme heat, flooding, drought, smoke, and water-supply problems, all trending worse.
• Labor supply and cost. Staffing is the largest cost and a recurring shortage; industry reporting has camps operating below optimal staffing, and reliance on J-1 international counselors ties staffing to immigration policy [14][20][28].
• Affordability ceiling. At $1,000–$2,000+ per week, camp is discretionary and recession-sensitive; the aggressive recent price increases eventually meet a limit [13][14].
• Insurance availability and cost. Premiums are rising and, for higher-risk activities, coverage can be hard to secure — a growing squeeze on small operators [14].
• Capital intensity and deferred maintenance. Legacy sites carry aging cabins, kitchens, pools, waterfronts, septic systems, and roads; catching up on deferred capital expenditure is a real, often underestimated, cost of ownership.
• Ownership opacity. Nonprofits, government programs, volunteers, leases, and nonemployer businesses are not fully visible in federal business statistics — so the public numbers understate the sector [7].
• Comparable-company risk (for investors). Campground, hotel, resort, RV, and retail companies can look similar to camps while having very different economics; don't underwrite a camp off a REIT's multiples.

10. How to invest, and the outlook

Public route. Practically, there isn't one for 721214 itself — no listed company operates children's overnight camps as its core business. Investors wanting some listed outdoor-recreation exposure can look at Sun Communities (SUI), Equity LifeStyle Properties (ELS), or Camping World Holdings (CWH) [21][22][23] — but should treat them only as indirect exposure to outdoor lodging, RV demand, and camping-related spending, and analyze their segment revenue, occupancy, leverage, insurance, and property-level cash flow on their own terms. Do not assume their valuations apply to overnight camps.

Private route (the real one). Common structures:

• Buy the operating company — the for-profit segment is fragmented and increasingly for sale on owner succession; you underwrite summer occupancy and the land [15].
• Buy the real estate and lease to the operator — the land under a camp is a distinct, sometimes more valuable, asset than the business.
• Minority or preferred equity, or private credit secured by property and camper deposits.
• Back a platform — PE-style roll-ups (CampGroup in overnight camps; Roark's Youth Enrichment Brands and Otro's FlexWork Sports in adjacent sports/instructional camps) are the institutional way in, though the sports/day platforms straddle other NAICS codes [15][18][19].
• Support the nonprofits — for mission-aligned capital, endowments, camperships, and facility lending reach the nonprofit majority that equity cannot [11][16].

Underwriting checklist. A serious diligence process examines several years of enrollment and deposits, utilization by session, rebooking, discounts and scholarships, cancellations, staffing and food costs, insurance loss runs, inspections and permits, deferred maintenance, property taxes, debt and leases, off-season revenue, and — crucially — director succession. Separate the value of the land from the operating business: a valuable waterfront can conceal weak camp economics, while a strong brand can throw off attractive cash flow from leased facilities.

Outlook. The demand picture is unusually strong for a leisure category — post-pandemic enrollment at or above prior peaks, common waitlists, and demonstrated pricing power [14]. The counter-pressures are equally clear: labor and insurance inflation, compliance burden, an affordability ceiling, and climate exposure will keep squeezing margins and pushing weaker independents toward sale [13][14]. The most likely path is gradual consolidation of the for-profit slice around a handful of platforms and land-focused buyers, atop a still-dominant nonprofit base. The federal data provide no growth forecast, so a precise industry growth rate or valuation multiple would be unsupported. For a general investor, the honest conclusion is that this is a private-markets and real-estate story, not a stock-market one — attractive demand and durable pricing, reachable almost entirely through direct ownership rather than a ticker.

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Sources

1. NAICS Association. "NAICS Code 721214 — Recreational and Vacation Camps (except Campgrounds)" (2022 definition and exclusions). https://www.naics.com/naics-code-description/?code=721214
2. U.S. Census Bureau. "County Business Patterns (CBP): NAICS 721214" (2023): establishments, employment, annual and first-quarter payroll. https://www.census.gov/programs-surveys/cbp.html
3. U.S. Census Bureau. "2022 Economic Census — Concentration by Largest Firms, NAICS 721214" (firms, receipts, CR4/CR8/CR20/CR50, HHI). https://www.census.gov/programs-surveys/economic-census.html
4. U.S. Census Bureau. "NAICS Sector 72 (Accommodation and Food Services), 2022" — 721214/721211 definitions and boundary. https://www.census.gov/naics/resources/archives/sect72.html
5. U.S. Census Bureau. "NAICS Sector 61 (Educational Services), 2022" — instructional camps (e.g., 611620 Sports and Recreation Instruction). https://www.census.gov/naics/resources/archives/sect61.html
6. U.S. Census Bureau. "NAICS 713990 — All Other Amusement and Recreation Industries, 2022" (recreational day camps). https://www.census.gov/naics/?details=713990&year=2022
7. U.S. Census Bureau. "About the 2022 Economic Census" — coverage of employer/taxable businesses; treatment of government and nonemployer activity. https://www.census.gov/programs-surveys/economic-census/year/2022/about.html
8. U.S. Small Business Administration. "Table of Size Standards, NAICS 721214" (2023): $9 million receipts threshold. https://www.sba.gov/document/support-table-size-standards
9. American Camp Association & University of Michigan Economic Growth Institute. "New Findings Highlight Summer Camps' Role in the US Economy" (2024): $70 billion total impact, 986,428 workers, ~26 million campers, ~15,000–20,000 camps. https://www.acacamps.org/news/press-release/exciting-new-findings-highlight-summer-camps-role-us-economy
10. American Camp Association. "CampCounts 2025" — camp counts and provider mix. https://www.acacamps.org/resources/campcounts-2025
11. Wikipedia. "Summer camp" — camp-count breakdown (~7,000 overnight vs ~5,000 day; nonprofit majority; YMCA and religious-camp share). Context only. https://en.wikipedia.org/wiki/Summer_camp
12. IBISWorld. "Summer Camps in the US — Industry Report" (2026): ~$4.7 billion revenue, ~5,700 businesses. https://www.ibisworld.com/united-states/industry/summer-camps/5349/
13. American Camp Association, "The Dollars and Cents of Operating a Camp" (Camping Magazine): overnight tuition ~$1,000–$2,000/week; ~80% peak-occupancy target; staff 40–60% of budget; facilities ~15–30%; overnight margins ~10–18%; key operating metrics. https://www.acacamps.org/article/camping-magazine/dollar-cents-operating-camp
14. American Camp Association / industry trend reporting (2025–2026): pricing increases (~+20% in 2025 atop ~+23% in 2023), first-choice program shut-outs, understaffing, and rising insurance costs. Industry-reported, not federal. https://www.acacamps.org/research/camp-business-operations
15. CampGroup / Caltius Equity Partners — company profile: large multi-camp for-profit operator with private-equity backing. https://campgroup.com/about-campgroup
16. North American Camp Trust (via The Camp Professionals) — nonprofit vehicle acquiring for-profit camps and converting them to nonprofit ownership. https://thecampprofessionals.com/sales-acquistions/
17. Scouting America. "Scout Camp" — 420 Scout camps, 60 council high-adventure programs, 3 national high-adventure bases (day/short-term/resident mix). https://www.scouting.org/careers/scout-camp/
18. "Camp Capital / Youth Enrichment Brands" — Roark Capital platform (i9 Sports, U.S. Sports Camps) consolidation reporting (2025). https://theberkidabrief.substack.com/p/camp-capital-the-billion-dollar-summer
19. Axios. "Private equity's next youth-sports deal" — Otro Capital / FlexWork Sports acquires ProCamps. https://www.axios.com/2026/06/30/procamps-otro-private-equity-youth-sports
20. NBC News. "Summer camps battle worker shortages, both from abroad and at home" — reliance on J-1 international counselors. https://www.nbcnews.com/business/business-news/summer-camp-won-t-be-same-year-thousands-international-workers-n1269658
21. Sun Communities, Inc. — Form 10-K / corporate disclosures (2025): RV-resort, campground, and vacation-resort portfolio (NYSE: SUI; NAICS 721211 adjacency). https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0000912593&type=10-K
22. Equity LifeStyle Properties, Inc. — corporate disclosures / RV portfolio (2025): RV resorts and campgrounds (NYSE: ELS; NAICS 721211 adjacency). https://www.equitylifestyleproperties.com/our-portfolio/rv-portfolio/
23. Camping World Holdings, Inc. — Form 10-K (2025): RV retail, service, and financing (NYSE: CWH). https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001669779&type=10-K
24. American Camp Association. "State Laws & Regulations" and "Regulatory Information and Advocacy" — state licensing variation; voluntary accreditation; screening/background-check standards. https://www.acacamps.org/who-we-are/public-policy/regulatory-information-advocacy
25. U.S. Department of Justice. "The ADA and Child Care / Summer Programs." https://www.ada.gov/topics/child-care-centers/
26. Occupational Safety and Health Administration. "Employer Responsibilities" and standards interpretation, "Summer Camps and the Bloodborne Pathogens Standard" (1992). https://www.osha.gov/workers/employer-responsibilities
27. U.S. Department of Labor. "Field Operations Handbook, Chapter 25" — FLSA exemption for seasonal amusement/recreational establishments and organized camps. https://www.dol.gov/agencies/whd/field-operations-handbook/Chapter-25
28. U.S. Department of State, BridgeUSA. "Camp Counselor and Summer Work Travel Programs" (J-1 exchange-visitor visa). https://j1visa.state.gov/programs/
29. U.S. Food and Drug Administration. "FDA Food Code" — basis for state/local food-service rules. https://www.fda.gov/food/retail-food-protection/fda-food-code
30. Childcare.gov. "School-Age Child Care and Camp Programs." https://www.childcare.gov/consumer-education/what-are-my-child-care-options/school-age-child-care-and-camp-programs