Perhaps you think a board retreat would be nice to have — but, given your nonprofit’s tight budget, it isn’t really necessary. Yet consider the benefits. A retreat allows members to clear their minds and focus on your organization’s most pressing issues. Chances are your board members are busy people who would benefit from the time and privacy of a retreat to brainstorm on behalf of your nonprofit without work, family and other distractions.
Plan logistics
Don’t spring a retreat on board members without adequate discussion. Everyone should agree to the merit of the session and its overarching goals before you make any reservations. Also carefully manage logistics. Depending on your objectives, you may want to plan a half day in a hotel conference room or coffee house or a full weekend at someone’s vacation home. In general, the further you can get board members away from their regular work and personal responsibilities — even if only mentally — the better.
Then, write a complete agenda. Think about the outcome you’d like to emerge from the retreat with. If, for example, you want to end the meeting with a five-year strategic plan, your agenda might start off with time to review the history of your organization and competitive research from other nonprofits. Build in plenty of time to brainstorm, but also to take breaks and have fun as a group.
Pick hot topics
To help ensure your board retreat enables members to find fresh solutions to your nonprofit’s most pressing issues, be thoughtful about what you’ll discuss. Consider the following topics:
How to reach a younger donor base. Is your nonprofit doing all it can to add younger supporters? Explore what fundraising techniques and recruiting methods work best with younger individuals. Consider how well you use the various social media platforms.
- Employees as assets. What can the board do to help retain valuable staffers? Consider salary and benefits as well as perks such as remote employment, a relaxed dress code or flex-time options. Factor in promotions and the path to management positions, as well as providing employees with meaningful work commensurate with their experience.
- Minimizing organizational risk. Are your nonprofit’s biggest risks associated with its donor base, endowments, financial investments, volunteers or something else? Pinpoint your risks and determine whether they’re being properly monitored. Look into implementing an effective risk-management program.
- Financial reporting. What financial information about your organization would your board members like to see that they don’t currently receive? How would they use that information? Consider including a session on how to read your financial statements.
- Evaluating your programs. If you haven’t taken a hard look at your programs in a while, it’s probably time to do so. Which programs should be created, grown or discontinued? How can you benchmark program performance and evaluate results?
Create an action plan
Some of the most important work must happen after the retreat is over. Be sure to recap all decisions and commitments reached and devise an action plan before the retreat ends so your board will be able to hit the ground running. Email copies to board members and add action items to future board agendas. Contact us if you need financial and accounting information to present at your retreat.
Contact us if you need financial and accounting information to present at your retreat.
