By Mary Jean Vignone

A lack of perceived value in nonprofit Board retreats is often a common misconception. 

So, how does a nonprofit benefit from the investment of a strategic retreat? 

There are many reasons why a strategic planning retreat is needed. 

For example, the nonprofit may not have had a strategic plan for many years or, perhaps, never had one. 

There may be a significant shift in internal operations, new employees, or new leadership. 

Another reason for having a strategic retreat is to engage new board members and energize existing board members to contribute their insights. 

But let’s not forget about the external environment as well.

Take stock of the rapid changes in our world in just a few weeks. 

Now, think about the rapid changes in the nonprofit sphere in just one year. 

There are constantly new challenges and opportunities to consider every year. 

These days, there is economic uncertainty, including shifts in funding streams and donor behaviors. 

Nonprofits are experiencing more scrutiny and being held accountable to meet donors, funders, and the public’s expectations.

THINKING ABOUT EMPLOYEES

Hiring the right talent has become more difficult in recent years, and even more so for nonprofits competing with corporate salaries and benefits. 

The nonprofit’s loyal employees may feel the effects of burnout due to being short-staffed, which can lead to decreased morale and organizational effectiveness. 

Having time set aside to explore potential solutions may help ease the stress on employees and benefit the entire organization.

A strategic retreat offers board members and the nonprofit executive team time away from their regular board meeting requirements to reflect and think more intentionally about the organization’s future instead of focusing on the daily operational decisions.

It allows for time to review the nonprofit’s mission, vision, and values, reconnect with board members, and reinforce their commitment. 

A well-planned strategic retreat helps board members realign with the mission and be in sync with each other about why they are dedicating their time and expertise to the organization.

The content must be more future-focused than the regular board meetings, usually looking at one-, three-, or five-year timelines. 

The main goal is to develop a clear, cohesive strategic direction aligned with the nonprofit’s mission and values. 

Hopefully, the retreat’s outcomes will positively impact governance, leadership, and operations.MORE ENGAGEMENT

During regular Board meetings, the agenda usually focuses on immediate and urgent needs. 

There is usually no time for solid working relationships to be developed during these meetings. 

I heard some executive directors complain that board meetings consist of updates and occasionally “rubber stamp” type decisions from the boards. 

They’re concerned about the lack of board engagement to help them reach the nonprofit’s objectives.

At a strategic retreat, time may be spent increasing the board’s understanding of its stakeholders, including the constituents or people served and the nonprofit’s greater community. 

More importantly, board members may better understand their own roles and responsibilities in helping the nonprofit achieve its mission.

Having more time together away from the formal Board agendas allows the board members to get to know each other better and build trust. 

Strong working relationships will lead to more collaboration and better communication during future board meetings.

FINDING SOLUTIONS

Meeting in a different environment than the regular Board meetings can encourage creative thinking and new problem-solving approaches. 

Some retreats are held in spacious settings, where members can enjoy relaxing walks while conversing about their visions for the nonprofit’s future. 

However, even in a different conference room, one can create an environment for deep conversation.

Devote time at the retreat to acknowledge the nonprofit’s strengths and positive core. 

Discuss resource gaps, including staffing, time, facilities, equipment, etc. Perhaps the organization is facing a major issue. 

A well-organized retreat agenda helps the Board and nonprofit leadership find new ways of addressing complex situations. 

Often, a written strategic plan is not completed after the retreat, making the retreat just a “feel-good” experience for the board. 

That may be okay if that’s the only goal. 

The better result is to document the outcomes and invest time to create a robust strategic plan based on the discussions at the retreat.  

Assign specific individuals to write the plan incorporating financial and operational aspects. 

The board will review the plan and oversee its progress.

Like any plan, it will need to be modified as time passes. But be sure to keep it active and not just gather dust on the shelf.

• Mary Jean Vignonem is an executive coach and organizational development consultant who facilitates nonprofit strategic retreats.