One of the most common challenges for nonprofit organizations—whether museums, historic sites, or community groups—is understanding who does what when it comes to decision-making, planning, and day-to-day operations.

Board members sometimes worry they are getting too involved in management or don’t know enough about what’s going on. Staff members, on the other hand, can feel their authority is being questioned when board members step into operational details. Yet when everyone understands their distinct responsibilities, organizations thrive.

We would never expect a new volunteer to suddenly step into a historic house and deliver a flawless tour. They need orientation, resources, and time to develop their skills before they feel confident leading visitors.

The same is true for museum boards. Whether you are an executive director or a board member, you’ve probably seen how often roles get blurred. Board members are asked to “just know” what their responsibilities are, while executive directors are left to untangle where governance ends and management begins. Frustration builds on both sides.

Museums and historic sites need to prepare their board members just as they do staff and volunteers—they need training and development, too. The worksheet “Who Does What?” is designed to help. It lists common responsibilities in areas such as board and committees, finance and fundraising, paid staff, community relations, programs and events, and collections. It is flexible—you can adapt it whether you’re an all-volunteer group, a board beginning the transition to hiring paid staff, or a well-established nonprofit.

The worksheet is a simple but powerful tool for:

• Orienting new board members so they understand their responsibilities from the start.
• Refreshing experienced members who may have picked up assumptions along the way.
• Strengthening board–staff partnerships by identifying and discussing differences in expectations.

To make the most of this exercise, go beyond simply filling in the blanks—use it as a way to engage participants and spark meaningful discussion:

• Try it out at a board retreat or orientation session.
• Divide participants into pairs or trios so no one feels put on the spot.
• Encourage “cheating” by giving them reference tools such as your Board Roles & Responsibilities document and the Executive Director’s job description.*
• Treat differences in answers as learning opportunities. They often spark “aha” moments, reveal assumptions, and point to areas where the board and staff can work more closely.
• Add case study scenarios (such as those in Museum and Historic Site Management by Samantha Chmelik) to deepen the conversation.

When boards receive the same thoughtful preparation that we give our volunteers, they are better equipped to lead with confidence. Investing in your board’s development is one of the surest ways to build a thriving, sustainable organization.

* You may find links to websites with sample core museum documents such as board roles and responsibilities, job descriptions, and ethics statements in Donna Harris’s article below.

Resources:

• Samantha Chmelik, Museum and Historic Site Management (Rowman & Littlefield, 2015), 1–14.
• Donna Ann Harris, “The Essential Role of Boards in Reimagining House Museums,” in Reimagining Historic House Museums: New Approaches and Proven Solutions, eds. Kenneth C. Turino and Max A. van Balgooy (Rowman & Littlefield, 2019).