Planning a Nonprofit Board Retreat
Board Development Getaways Increase Governance Effectiveness
Oct 1, 2009
While board training can and should be done regularly as part of the business of the nonprofit board of directors, board retreats are often scheduled annually or in a time of special need to address deeper issues.
Schedule retreats as far in advance as possible and plan for the retreat to last one to two days, with a number of breaks and social activities.
“A board retreat may be called to devote focused time to the planning process, to inform and educate the board on significant topical issue, to evaluate the board’s own progress and contribution to the organization, or to build the relationship between board members and between the board and CEO,” says David Fishel in The Book of the Board: Effective Governance for Non-Profit Organizations (2008).
Elements of a Successful Board Retreat
The most important element of a board retreat, says Sandra R. Hughes in To Go Forward, Retreat: The Board Retreat Handbook (1999), is “a planning process that involves board members.” By involving the participants themselves in setting the objectives and agenda for the retreat, everyone is engaged in the process and much more likely to commit to retreat outcomes.
Successful retreats share five other elements, says Hughes:
- Realistic objectives are set, with more time allocated for a few issues instead of a long list of topics to rush through, and achievable goals for the retreat are set up front
- Meaningful topics are addressed – leave the routine and minutiae for regular board meetings
- Activities are tailored for each board, taking into consideration the board’s own culture and structure
- Flexibility is built into the format, so new ideas can be explored
- Opportunities to socialize and strengthen relationships are built in
Possible Board Retreat Activities
Depending on the retreat objectives and available time, retreat planners might consider some of these activities:
- Setting norms. Ask participants to contribute ground rules (like no emailing while in session) and get everyone to agree.
- Icebreakers. Start the meeting by asking participants to tell a personal story or share the best advice they ever got.
- Pairing up for meals. For working lunches, ask participants to break into pairs and continue their discussion over a meal. Also consider pairing up board members less familiar with each other.
- Social activities. Schedule breaks for social activities like an afternoon of golf, a city tour or massages.
- SWOT analysis. This can be a good brainstorming exercise. Have participants identify the organization’s and/or board’s strengths, weaknesses, opportunities and threats.
- What would happen if organization went away. Ask board members to write down what they think would happen if the organization simply stopped doing its work. This can help focus participants on the mission of the organization.
- Examining mission and vision statements.
- Reevaluating strategic plans in place.
- Review of the board’s performance and of each individual board member’s performance.
Facilitating a Board Retreat
While sometimes it is appropriate and effective for an executive director or board chair to facilitate a retreat, it is generally agreed that engaging a third-party facilitator is best. This person can not only help set objectives and goals, develop the agenda and keep things moving during the retreat, but she can also process the work from the retreat and build systems for follow-up.
A good facilitator will be impartial and objective, with experience working with different nonprofit boards. A scope of work should be developed in advance so everyone is clear on the facilitator’s role and deliverables.
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