Nonprofit Boards

Qm² consultants help nonprofit leaders improve the performance and effectiveness of their boards by designing and implementing board development strategies. We facilitate board retreats, as well as provide ongoing coaching for sustained board improvement.

Board Committees

by John Durel

Traditionally board committees have been organized around organizational functions, such as personnel, marketing, fund development, programs, finance, etc. This practice tends to blur the line between staff and board work, and create committee work that is operational rather than strategic. Board committees should be organized around strategic priorities, not organizational functions. The board must focus its committee work on what is most important, given the organization’s strategic goals.

MANAGEMENT BRIEFINGS to help you build a stronger organization.

Thanks. Anita. Good signs that it will stick...emails flying among board members with fyi copies to me. Bill loves the idea of the weekly email on progress. We start next week!  Thank you both for your wisdom and expertise!

Ellen Spear, Executive Director, Hancock Shaker Village, following a board retreat

In an unscientific poll, when asked to gauge Saturday’s board retreat on a scale of 1 to 10, the unanimous response was an “11.”  I couldn’t agree more! …Thanks again to John Durel, QM2, for his excellent guidance.

Gregg Wilhelm, Executive Director, CityLit Project, Baltimore

Museum Retreats

by Mary Case

Planning a board or staff retreat?  I surveyed the leadership of forty District of Columbia museums on their use of board and staff retreats. This briefing summarizes my research and could help you in your planning.

A Museum Disconnect: Program and Board Development

By John Durel

A decade ago a major museum in the Midwest underwent a dramatic change in the way it developed its exhibits and public programs. Seeking to bring new voices and diverse perspectives to its offerings, it reached out to its community through collaborative projects, roundtable discussions, focus groups, and the like. The staff became adept at listening to and working with constituents. Outside participation became the norm for program development. In the case of the Midwestern museum, while the staff changed, the board did not. As the leaders of the change departed, the museum drifted back to more traditional programs and exhibits.

Board Recruitment and Orientation

by Anita Durel

There are many qualities that the ideal trustee possesses, and chief among them are probably integrity and passion for the cause.  Only those that truly care about the mission will invest themselves on behalf of the institution. 

I hate to think of how many days, nights, and weekends I have wasted on various retreats: this was the first one that really achieved worthwhile results. In addition to being a good retreat, I think you helped us—both in the retreat, and individually with others—to have a great many insights into our Board, our Staff, our purposes, our organization, our disorganization, etc. For that we thank you.

John M Rau, President, Bowers Museum

A community of consultants helping museums and  cultural nonprofits

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