As your nonprofit’s board looks toward 2027, it may face difficult choices about funding, staffing and program priorities. A well-planned retreat gives board members time to explore those choices and connect financial resources with organizational goals. For nonprofits with a calendar year end, fall is a useful time to plan budget discussions.

Set goals and costs

Before making reservations, agree on your retreat’s objectives with board members and executive leadership. Focus on a few outcomes, such as setting reserve priorities, evaluating program sustainability or identifying resources that will support a strategic plan.

Then establish a realistic retreat budget that includes facility rental, meals, travel, and any facilitator fees, while also accounting for staff preparation time. A local, half-day session may accomplish your goals while keeping costs manageable. Choose an accessible setting with minimal distractions to encourages candid discussion.

Next, develop an agenda that supports those objectives and circulate relevant information beforehand. Include recent financial statements, budget-to-actual comparisons, cash-flow forecasts, and program cost information. Explain significant variances and identify resources available for general operations. (Be sure to account for donor restrictions and board designations.) Build plenty of time into the agenda to brainstorm, take breaks, and connect as a group.

Explore funding and staffing

How dependent is your nonprofit on a few donors, grants, or contracts? If this is an issue, you might use your retreat to discuss opportunities to diversify revenue and the costs of pursuing them. Consider how delayed payments or lower-than-expected contributions could affect cash flow and spending plans.

You could also evaluate the resources needed to attract and retain staff. Weigh proposed compensation, benefits, and professional development investments against the costs of turnover and vacancies. To keep the discussion focused on staffing strategy and resources, leave day-to-day personnel decisions to management.

Evaluate programs and resilience

You might want to review the mission impact, full costs (including an appropriate share of overhead), and available funding for each of your nonprofit’s programs. Which programs should grow, change, or end? Will programs requiring ongoing subsidies remain sustainable and consistent with organizational priorities?

Next, review operating reserves, major spending needs, and potential funding shortfalls. Discuss responses to rising costs or the loss of a significant funding source — and identify circumstances that would trigger spending adjustments or further board review.

Finally, consider whether board members receive the financial information they need to make these decisions. A brief refresher on financial statement may help. Agree on a manageable set of measures to monitor, such as available operating cash, budget variances, and progress toward reserve goals.

Put priorities into practice

A retreat’s value becomes clear when its discussions lead to better decisions and sustained follow-through. Before the retreat ends, assign responsibilities, deadlines, and measures of progress, and schedule follow-up discussions at board meetings. Carry financial priorities into the budgeting process so your nonprofit’s plans reflect what it can realistically support. Contact us for help preparing financial information and evaluating the choices your board will consider.

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