Day of Clarity Retreat

This full-board training opportunity, adapted from the La Salle Nonprofit Center’s successful retreat model, is designed to help boards focus on developing effective strategic practices and outcomes as well as new skills to fulfill their organization’s mission and goals with confidence.

After the grantee team completes the five Foundational Workshops, they will be provided an application for a matching grant to bring one of our faculty to lead a “Day of Clarity” retreat for the full board, which must occur by December 31, 2020. If approved, each eligible organization will be required to provide $500 in matching dollars, preferably raised by the organization’s Board of Directors. All of the “Days of Clarity” will include some pre-planning time with the consultant, a full- day training, and a short follow-up report on the retreat’s key findings and suggested next steps.

Please click below to read a description of the different retreat offerings by our faculty members. We will provide contact information in the application. 

  • The "Original" Day of Clarity

    Offered by The La Salle University Nonprofit Center

    The “Day of Clarity” is divided into two integrated, supportive components:

    • “A Foundation in Best Practices for
       Today’s Nonprofit Boards”
    • “Bringing Best Practices to Life"  

    The first half of the day takes the board through an immersion into the “good, better, best” model of board governance, guiding them through the steps to becoming a high performing board and providing new insights to sharpen board effectiveness individually and as a whole. Among the essential topics covered are board, staff and volunteer roles; legal liability; financial management and control; policy-making; fundraising and resource development; strategic planning; key organizational phases and their impact on the board; board self-appraisal; and identification of the board’s development goals for the year.

    During the second half of the day, the board is led through a “clarity” discussion that enables them to use this new-found knowledge, insights and intention to recognize priority issues that need to be addressed to move forward — be it engaging in a meaningful strategic planning process, resolving a problem or confronting a challenge. This session, which includes brainstorming, is then transformed into a highly focused discussion, based on the understandings and accord that was reached in the first part of the retreat.With a clearer vision and consensus on priorities to address, the board is better equipped and engaged to continue planning and goal-setting to determine mission-guided organizational direction.


  • Financial Management: Building a Financially Resilient Organization

    Facilitated by Hilda Polanco

    To ensure long-term sustainability and resilience in today’s challenging environment, it is critical that leaders set the strategic financial direction for their organizations. Board members must understand their organizations’ business models — including key revenue drivers as well as what it really costs to run a program — and use that information to inform long-term programmatic and financial plans. This session offers a day of learning, planning, and prioritizing to help gain clarity around financial management and strategy.

    The morning session is dedicated to understanding financial resilience through best practices in strategic financial management such as multi-year planning, understanding the organization’s business model, the importance of predictable and flexible funding that covers full costs, the importance of reserves, and the role of the board in ongoing financial oversight.

    In the afternoon, the facilitator will lead participants through a brainstorming and prioritization process to bring the best practices to life. The process begins with a review of the organization’s financial health — using a three-year financial trends analysis prepared in advance by Fiscal Management Associates — which serves as a baseline for identifying key challenges facing the organization. Together, the group then raises and addresses critical questions related to the strategic direction of the organization and through a facilitated discussion creates a shared action plan for the future. 

    At the conclusion of the Day of Clarity, the goal is for the board and leadership to have come to a shared agreement about the path forward and to be better equipped to continue planning and goal setting towards a future of greater financial resilience.


  • Fundraising

    Facilitated by Allison Trimarco

    To be successful at fundraising you need to know all the building blocks that comprise nonprofit resource development and then be able to craft a diversified strategy for your organization that includes all the areas where you have the greatest potential for success.

    This program gives you the starting point by introducing the fundamental fundraising concepts, providing a snapshot of tools available to you and what it takes to implement them. Topics covered include funding trends, donor motivation, creating your case, planning, and an analysis of the pros, cons, and requirements of different fundraising strategies.

    You will leave with a realistic understanding of what the skills, techniques and resources involved in fundraising entail so that you can decide where to spend your time and energy to achieve the best results.

  • Measuring What Matters

    Facilitated by David Grant

    In an age of metrics, nonprofit leaders are under pressure to “show me the numbers,” to demonstrate their effectiveness. Yet some of the aspects of performance and impact that matter most to us resist quantification, and sometimes, paradoxically, the pursuit of numbers actually diminishes the social profit we strive to achieve.

    This day will clarify your organization’s approach to assessment. Some of your efforts will always have to be for others, based on criteria and/or metrics they have identified. But much of assessment can be in our own hands: formative, in that it helps shape good work, as opposed to summative, which judges work at the end; and qualitative in addition to quantitative, in that it helps us define and achieve levels of excellence that need words rather than numbers to describe.

    By the end of the day, your organization will have the shared vocabulary and tools necessary to make assessment one of the strengths of your operations and organizational culture.

     


  • Nonprofit Lifecycles

    Facilitated by David Grant

    Organizations, just like human beings, go through stages of growth and development, with predictable challenges at each stage. Unlike humans, in the end, organizations can face decline and turn it around into a new era of growth and vitality. But to do so, they have to understand where they are in their own lifecycle, what aspects of their organization are developing faster, or slower than others, and what their staffs and boards need to do in order to reach – and maintain - maturity.

    This day will clarify the Nonprofit Lifecycles Theory, as presented by Susan Stevens in her seminal book Nonprofit Lifecycles, and will help you learn how to apply it to your organization in ways that constantly clarify your sense of purpose and your decisions about “what to do next.”  We will do a case study that clarifies the dimensions of lifecycles thinking, and then we will apply the lessons learned to your organization.

    By the end of the day, you will have a mental model for organizational development that you will likely refer to in all future board and staff meetings as you strive for mission-based impact.



  • Strategic Refresh: Moving Your Board From Good to Great

    Facilitated by David Grant

    Strategic planning, as critical as it is, takes enormous resources of time, effort, and money.  Sometimes what is needed is a strategic “refresh,” that focuses on the most important effect of good planning, which is strategic thinking.

    This day will clarify what aspects of organizational practice and performance need strategic thinking.  Is there a clear, shared sense of mission?  Are you set up to succeed in pursuing that mission?  Are you spending time together in the most effective ways?  Are there new strategic alliances or partnerships that would advance your work?  Are there changes in the world around you that have implications for your mission, or the way you go about bringing it to life?

    To maximize the effectiveness of this day of clarity, there will be a series of phone interviews with board and staff members before gathering in person, in order to prioritize key questions and jump-start discussions.


  • The Pillars of High Performance for Mission-Driven Organizations

    Facilitated by David Grant

    Over the past three years, 150+ leaders in the social sector have collaborated on the identification of best practices and the creation of practical tools to encourage high performance in organizations.  David Grant has been part of this group, called the Leap Ambassadors, and in this workshop, he will help board and staff members examine how they are doing in relation to the six pillars of The Performance Imperative for small nonprofits: leadership; management; program design; financial sustainability; learning culture; and assessment for ongoing improvement.

    By the end of the day, you will have a framework for self-assessment in relation to The Performance Imperative (PI) and a plan for what to do next.