| "When is your next board retreat?" is a question | | | | retreat should be to tie it all to reality. If it fails to |
| that solicits a variety of answers. For instance, | | | | feel realistic, it is unlikely to move forward beyond |
| "Everything is going well." "We had one last year." | | | | the end of the retreat. |
| "Board retreats are a waste of time." "They | | | | The end of the retreat should be the first step in |
| never produce anything worthwhile." "We never | | | | a long path. Attendees should have something to |
| do that." "We don't have time." "No one would | | | | report on at the next board or committee |
| come." | | | | meeting. Without accountability, progress will be |
| Retreats develop a bad reputation when they are | | | | limited and the retreat becomes an end rather |
| poorly organized and run. Rehabilitating the | | | | than a beginning. |
| reputation is hard work. | | | | Provide a summary report of the retreat a few |
| There are dozens of reasons to have a board | | | | days after and include the list of commitments |
| retreat. Any organization that has nothing to | | | | everyone made and their deadlines. |
| discuss or thinks everything is going well is missing | | | | Facilitators can be valuable. A facilitator is a good |
| the point of the retreat. The primary reason for a | | | | choice if facilitation skills are need and if one or |
| retreat is to prepare for the next step forward. | | | | more of the following are true. |
| Some purposes that justify a retreat are: | | | | Objectivity is needed |
| Plan a major activity (accreditation, response to a | | | | Specific subject level expertise is needed |
| local disaster, capital campaign, merger, new | | | | There are tough questions that might be poorly |
| program, etc.) | | | | received from one of the other participants or an |
| Restructure the board | | | | insider might shy away from asking |
| Restructure the organization | | | | If moderation is necessary to resolve a conflict |
| Review an assessment report (accreditation, | | | | You want everyone to participate in the |
| audit, community assessment, etc.) | | | | discussion |
| Revisit the mission | | | | Since there are a variety of reasons for having a |
| Strategic planning | | | | facilitator, make sure the facilitator is skilled in the |
| Successor planning | | | | right area. No facilitator is great in all areas or a |
| Targeted board training (fundraising, board | | | | perfect personality match for every organization. |
| governance, conflict resolution, community | | | | In addition, ask the facilitator well in advance so |
| engagement) | | | | that he or she is properly prepared. |
| Current state of agencies like yours and the | | | | Next Step: |
| trends that are affecting success | | | | Ask the board to commit to at least one retreat |
| Cast a vision | | | | each year |
| How many of those topics would be helpful to | | | | Prioritize all of the reasons or needs for having a |
| your organization? | | | | retreat |
| Some key points to think about when planning | | | | Establish goals for the retreat |
| your retreat are: | | | | Decide if a facilitator is necessary |
| Like everything else, the retreat must have a goal | | | | Hold the retreat and hold everyone responsible |
| and it must create a plan. Without goals and plans, | | | | for following the plan developed by the retreat |
| results are unpredictable and usually well below | | | | It is also nice to have fun, build the team, and eat |
| their potential. | | | | good food at the retreat. However, the purpose |
| There is always an ideal time to do anything. | | | | of a retreat is to build the capacity of the |
| Having a retreat is like pruning plants. There are | | | | organization to serve others, strengthen the |
| optimal times to do it but many other times are | | | | mission, and increase sustainability. A strong, |
| almost as good. Most of the topics you want to | | | | cohesive group that is unified behind a plan will |
| discuss are important enough that it is better to | | | | deliver those benefits and more. |
| address them when you can. | | | | So, when is your next board retreat? |
| It is good to dream but the final step in the | | | | |