Annual National At-Home Dad Network
Board Retreat Minutes

Saturday, March 14, 2026 | Chicago, Illinois

Meeting Type	Annual NAHDN Board Retreat
Date / Time	March 14, 2026 | Roll call recorded at 9:16 a.m. Central Time
Location	Chicago, Illinois
Attendance	Full board present; Joshua Moseley joined virtually while the remaining board members attended in person.

Key Outcomes at a Glance

• Treasurer’s Report — approved unanimously.
• Town Hall Structure — board adopted a plan to hold three town halls per year, including one at convention, with a minimum board presence of six members. Motion passed 8–1.
• Child Care Bill — board voted to endorse Rep. Ro Khanna’s child care bill as written, emphasizing policy alignment rather than candidate endorsement.
• Bill/Divvy Cards — proposal to explore temporary virtual spending cards was discussed and tabled pending additional information and demonstration.
• Brand / Tagline — board reaffirmed the plan to reduce reliance on “Dads Don’t Babysit” as the lead external tagline and continue new tagline work in Slack.
• $50,000 Gift — board discussed stewardship and transparency for the recent major gift; follow-up discussion will continue in Slack.

1. Call to Order and Opening Context

The board convened in Chicago for the annual retreat, with formal roll call recorded at 9:16 a.m. Central Time. The retreat served as both a working session and a long-range planning meeting for governance, membership, fundraising, convention strategy, and organizational growth.

Board members used the retreat to review current finances, revisit strategic priorities, and discuss how the National At-Home Dad Network can continue to grow while remaining mission-aligned, financially responsible, and welcoming to dads across the country.

2. Budget Committee and Financial Review

Treasurer’s Report

The board reviewed the treasurer’s report and approved it unanimously. Discussion included the prior month’s decrease of $1,789.84, driven primarily by retreat-related spending and travel costs, as well as the organization’s current combined bank and CD balance of $84,865.43.

The board noted that the current certificate of deposit is expected to mature in late May 2026, with an estimated return of roughly six hundred dollars based on a deposit of $20,000 at approximately 3.7 percent.

Scholarship fund balances were also reviewed. The scholarship fund stood at $7,049.96 at the time of discussion, with the final amount still needing to be updated once the value of a canceled flight credit is confirmed and added back to the fund.

Annual Expenses and Membership Math

Using a retreat-to-retreat fiscal-year view, the board reviewed total annual expenses of $36,932.97 for the prior year. Of that amount, approximately $23,790 was associated with HomeDadCon, reinforcing that convention remains the organization’s single largest expense area.

At the current regular membership price of $35 per year, the board reviewed an estimate that approximately 157 regular members would be needed to fully cover annual costs under the present structure. Members noted that this number would decrease if more lifetime memberships are added.

The board also discussed the importance of recurring membership retention, especially after the move away from PayPal. Members believe some recurring memberships were lost during the platform transition and agreed that recurring giving remains important for stability and predictability.

• Convention registration and membership status should be cross-checked so that all convention attendees are also current NAHDN members.
• The idea of a convention discount for lifetime members was discussed as a possible incentive, but no decision was made.

Committee Spending Priorities

The planning committee was identified as the organization’s largest spending area outside of general operations, with speaker costs and convention production expenses continuing to be major budget drivers.

The board also discussed creating more durable signage for convention use, including banners explaining the history and purpose of the scholarship fund and the FOA fund. The intent is to improve storytelling at convention and make it easier for attendees to understand what each fund supports.

FOA Review

The board reviewed FOA activity for 2025. The fund supported five families and distributed a total of $1,050 in assistance. Support included help connected to a house fire, job loss paired with divorce, a death in the family, dental expenses, and medical hardship that affected income.

In addition, $895 generated through the annual run was added back into the FOA balance for future use. Board members reaffirmed the value of FOA as a practical expression of care within the network, especially in moments of real hardship.

The group supported further development of clearer written FOA guidelines so that future leaders understand how the fund is used and what expectations should govern eligibility and stewardship. There was support for maintaining flexibility while also documenting the current practice of prioritizing dads who have been members within the past several years.

3. Fundraising, Membership Value, and Marketing Strategy

Mission and Positioning

The board used the fundraising conversation to revisit core organizational language and reaffirm the updated mission and vision language developed previously. Members agreed that strong fundraising and strong marketing both depend on clearly explaining who NAHDN serves, why the work matters, and what members actually receive through the organization.

• Vision: We champion a culture where at-home dads thrive—mastering caregiving, building brotherhood, and redefining fatherhood.
• Mission: We empower at-home dads with advocacy, community, education, and support to own their role as essential caregivers and define fatherhood on their terms.

The board emphasized that future messaging should more explicitly answer the question, “What’s in it for the member?” That value proposition should include not just convention access, but year-round community, Dad Lounge, book club, podcast connection, peer support, and opportunities for involvement.

Fundraising Direction

The conversation shifted from campaign-specific fundraising toward broader mission support. Board members agreed that while the scholarship fund and FOA fund remain important, donors and members should also understand the importance of supporting the organization’s overall mission, infrastructure, and long-term health.

Ideas discussed included low-cost or limited-run branded items, especially those that could be created with the help of members who have 3D printers or specialized making skills; themed or specialized virtual events; and additional ways to turn engagement into ongoing financial support.

The board showed strong interest in designing more member-centered experiences that add value rather than taking access away. In general, the preference was to expand meaningful benefits for members instead of putting existing free community spaces behind a hard paywall.

Dad Lounge and Community as a Funnel

A substantial part of the discussion focused on Dad Lounge as both a core community resource and a possible membership funnel. The board described Dad Lounge as one of the organization’s clearest year-round value offerings and discussed how it could better move dads from casual engagement to deeper involvement and paid membership.

Ideas included special-topic Dad Lounge sessions, skills-based community nights, members-only add-on events, featured guests, and additional ways to showcase what existing members already get from the network. The board was careful, however, not to undermine the welcoming nature of the organization by abruptly removing access to a space that already functions as an entry point.

Marketing Strategy

The board agreed that current marketing has been functional but too reactive. The emerging consensus was that NAHDN now needs a clearer marketing funnel: move dads from awareness, to participation, to membership, to convention attendance, and eventually to recurring support or legacy giving.

Members discussed using more original content, including video testimonials, convention footage, speaker promo videos, member-generated assets, and shareable graphics that local members can easily post in their own communities. The board also discussed more intentional use of paid social advertising, especially in convention host cities and in areas with active at-home-dad communities.

The board supported adding a subtle but consistent donation reference to public-facing content where appropriate, helping remind audiences that NAHDN is a nonprofit whose programming is made possible by members and supporters.

• Messaging should more clearly highlight year-round offerings, not just convention.
• The free Facebook audience should be treated as a major top-of-funnel awareness source that can be better converted into active members.
• Simple, ready-to-share outreach tools for members could increase grassroots visibility without major new costs.

Tools, Data, and Fundraising Infrastructure

The board reaffirmed Zeffy as the organization’s core fundraising and CRM platform and agreed that more board members need familiarity with how it works. Better training will help the board manage reporting, donor pathways, volunteer follow-up, and fundraising operations more confidently.

The board also discussed the need for stronger donor stewardship and member retention, including clearer thank-you practices, better follow-up with lapsed members, and more intentional ways of explaining how donations and memberships sustain the organization over time.

• Danny will reach out to Zeffy about a board training or orientation session.
• The board wants clearer donor-pathway thinking, from prospect to member to attendee to lifetime and legacy support.

Member Connection Tools and Privacy

The board discussed a member connection tool that would allow dads to identify others in their region without publishing private contact information. The preferred direction was not a public directory, but a safer website-based tool that would allow a member or prospective member to send a message to dads in a location without exposing private details such as home addresses or direct contact information.

This idea was tied to the larger goal of encouraging local relationships while maintaining privacy, security, and reputational safeguards for the organization.

5K, Swag, Sponsorships, and Grants

The annual 5K was discussed as an established and valuable grassroots fundraiser. The board agreed that the event should remain community-driven and not be handed off to an outside race-management company at this time. The virtual participation option was seen as especially promising because it is scalable and low-cost, and because it allows the fundraiser to extend beyond the host city.

Members also discussed expanding the organization’s merchandise offerings through Printful, noting that merchandise can be added with little or no upfront cost. A volunteer-driven effort to broaden the number of available branded items was encouraged.

Corporate sponsorships and grant opportunities remain in play, but the board emphasized that any sponsorship relationship must align with the mission, inclusion commitments, and public values of the organization. Grants may be especially useful for infrastructure, systems, or technology needs if the right opportunities can be found.

4. Lunch Recess

The board recessed for lunch at 12:45 p.m. and resumed at 2:06 p.m.

5. Future Convention Model

Following lunch, the board returned to long-range convention planning. The primary question was whether HomeDadCon should continue moving to new locations, rotate through a smaller group of proven cities, or eventually settle into a single recurring home base.

The strongest support was for continuing to rotate among a smaller set of reliable cities rather than choosing one permanent location. Board members felt this approach preserves the excitement of travel, spreads the burden of distance more fairly across regions, and still allows the organization to benefit from institutional knowledge, returning vendor relationships, and repeatable planning practices.

The board also discussed the possibility of aligning host cities more intentionally with different time zones or regions so that over time more dads have a chance to attend a convention that is relatively accessible to them.

Hotel Strategy and Drury Discussion

Drury properties were discussed very positively based on recent experience. Board members highlighted the lack of a food-and-beverage minimum, included breakfast and evening kickback offerings, helpful staff, and an overall cost structure that appears especially favorable for the organization’s size and format.

The board expressed interest in exploring whether a multi-year relationship with Drury or a similar hotel partner could produce stronger pricing, earlier booking leverage, and a more manageable planning process. At the same time, members noted that city and state context matter, and that site selection must remain consistent with the organization’s inclusion values and its commitment to making dads feel welcome and safe.

• The board favored a rotation model built around a smaller set of cities rather than one fixed city every year.
• 2028 planning should continue with a regional shortlist and include both financial and values-based screening.
• Returning to prior cities on a multi-year cycle was seen as more attractive than immediate back-to-back repetition.

6. Additional Resources the Network Could Offer

The board discussed whether NAHDN should provide more tools to help members connect locally, including a networking list, membership map, regional gatherings, or local chapters. Members agreed there is clear demand for stronger regional connection, but there was caution about overpromising what the national organization can manage directly.

The prevailing view was that the organization should create better conditions for connection—especially through virtual tools, member communication, and safe ways to identify others in a region—while allowing in-person meetups to grow organically from member initiative. The board did not support immediately launching a formal chapter system or a heavily managed in-person structure at the national level.

• Local meetups were viewed as valuable, but most likely to succeed when member-led rather than centrally managed.
• Virtual spaces remain the organization’s strongest and most sustainable platform for connecting dads across geography.
• Formal local chapters were not advanced at this time.

7. Volunteers and the Dad Panel

The board agreed that volunteer recruitment and retention need to become more intentional. A key recommendation was to improve membership and volunteer intake forms so new members can indicate not only whether they are willing to help, but also what skills they have, what teams interest them, and what they did in their “past life” professionally.

This would make it easier to match volunteers with real needs at the time they are most excited to help, rather than contacting them much later when momentum has been lost.

The Dad Panel was also discussed as a useful but underdeveloped resource. Historically, it has helped connect the organization to research opportunities and outside surveys. Board members expressed interest in continuing to strengthen it as a pool of responsive dads who can support research, storytelling, and potentially other future initiatives.

• Volunteer workflows should better match member skills to actual organizational needs.
• Dad Panel recruitment and use should continue to grow.
• Volunteer interest fields should be added to member registration and onboarding processes.

8. Follow-Up to the Town Hall

The board returned to several themes raised during the recent town hall, especially the need for stronger member communication and clearer follow-through.

After discussion, the board adopted a recurring town hall structure of three town halls per year, including one held during convention. The board also approved a minimum board presence of six members at each town hall, consisting of the four executive officers plus at least two additional board members.

• Motion: Paul
• Second: Jeffrey
• Vote: 8 in favor, 1 opposed
• Result: Motion passed

9. Child Care Bill Endorsement

The board reviewed a synopsis of a child care bill associated with Rep. Ro Khanna of California. Discussion centered on whether NAHDN should endorse the policy itself rather than a candidate or party.

Board members noted that the proposal is ambitious, but also recognized that it aligns with the organization’s broader values around caregiving, family support, and the recognition of at-home parents. The board voted to endorse the bill as written at the time of the meeting.

• Motion: Danny
• Second: Jeffrey
• Result: Motion passed

10. Brand Direction: “Dads Don’t Babysit” and a New Tagline

The board revisited its earlier decision to reduce reliance on “Dads Don’t Babysit” as the organization’s lead outward-facing tagline. Members were clear that the phrase still has cultural and historical value, but there was also broad recognition that it may not carry the same power with younger parents and may no longer fully represent the broader direction of the organization.

The board did not vote on a new tagline at the retreat, but reaffirmed the intent to continue developing one. Jeffrey noted that he has prior research and strategy work that can help move the conversation forward, and he agreed to reformat and share that material in Slack for continued discussion.

11. Bill/Divvy Virtual Purchasing Cards

Dale raised the possibility of using Bill/Divvy or a similar tool to issue temporary, set-limit virtual credit cards for approved purchases. The goal would be to reduce the need for personal out-of-pocket spending and later reimbursement, especially for administrative supplies, convention needs, and time-sensitive purchases.

Board members saw practical value in the idea, particularly for convention operations and online purchases, but agreed more information is needed before making a change.

• Status: Tabled pending Paul’s follow-up call, additional information, and a demonstration.

12. Stewardship and Transparency Around the $50,000 Gift

The board discussed how to communicate responsibly about the organization’s recent $50,000 gift. Members agreed that the gift is intended to strengthen the long-term financial stability of NAHDN, but there were differing views on how much public-facing explanation is useful or necessary.

The general consensus was that unrestricted gifts should be stewarded carefully and reflected in the treasurer’s reporting and long-range planning, while any broader communication should focus on responsible use, organizational sustainability, and strong stewardship rather than line-by-line public accounting.

• Discussion will continue in Slack, with future communication likely to emphasize stewardship, planning, and organizational benefit.

13. Open Floor

During open floor discussion, Joshua raised the value of nonprofit professional development resources, including nonprofitready.org, as a practical way to strengthen board development, moderation skills, and governance knowledge without major cost.

Kiernan raised the idea of member-facing cards or small handouts with a NAHDN QR code that could be distributed locally, included in swag bags, or used as simple grassroots outreach tools. The board responded positively to the idea, especially if it can be paired with easy-to-print local outreach assets.

In discussion of long-term direction, Paul stated that the organization’s overarching goal should be continued growth and leaving NAHDN financially solid for the leaders who come next. Members generally agreed that other strategic goals should serve that larger purpose.

A virtual “DadCon at Home” concept was also briefly revisited as a possible future offering. While some members saw value in a mid-year virtual touchpoint, others cautioned that long online events are difficult to sustain and may not recreate the energy that makes the in-person convention meaningful. No action was taken on that idea.

14. Action Items

Action Item	Owner	Next Step
Confirm canceled flight credit and update scholarship balance.	Chris	Verify amount and add it to the scholarship fund records.
Cross-check convention attendees against current membership status.	Convention / membership leadership	Review list after refund window and contact anyone who is not current.
Continue planning for scholarship and FOA storytelling banners.	Planning and finance leadership	Review cost, design, and use at convention and Beer Share.
Set up a Zeffy orientation for the board.	Danny	Contact Zeffy and arrange training or circulate a useful onboarding resource.
Improve volunteer intake and skills capture.	Membership / volunteer leadership	Add skill, interest, and “past life” questions to member and volunteer workflows.
Advance tagline discussion with existing research.	Jeffrey	Reformat prior brand/tagline work and share it in Slack.
Continue research on future convention rotation and hotel strategy.	Convention planning leadership	Develop a shortlist for 2028 and explore repeat-city / multi-year options.
Follow up on Bill/Divvy virtual card option.	Paul	Obtain additional information and a demo before further consideration.
Develop QR-code outreach card concept and printable grassroots assets.	Marketing / design leadership	Explore a member handout or swag-bag-ready format that can support local outreach.
Continue discussion of stewardship messaging for the $50,000 gift.	Board	Use Slack follow-up to determine how future communication should frame long-term use of funds.

15. Adjournment

A motion to adjourn was made by Josh and seconded by Kyle. The motion passed unanimously.