When was the last time you opened your board manual?

For many nonprofits, that thick binder (or increasingly, PDF) sits quietly on a shelf until a new member joins or a crisis hits. Yet a well-organized, up-to-date board manual is one of the most valuable governance tools an organization can have. It orients new board members, preserves institutional memory, and keeps everyone—staff and volunteers alike—on the same page about the organization’s purpose, policies, and priorities.

Whether your historic site or museum is just forming its first board or has been operating for a century, a board manual is essential. For a new nonprofit, it lays the foundation for consistent governance and clarity of purpose. For an established organization, it keeps institutional memory strong and ensures that practices evolve alongside the organization’s growth. No matter the stage, the goal is the same—clarity, accountability, and continuity.

Let’s take a more detailed look at what a strong board manual should include and how to make it a living document rather than a forgotten binder.

1. Start with the Essentials

This first section grounds board members in the organization’s structure and identity. It’s the snapshot of who we are.

Include:

• Board of Directors list with terms, positions, and contact information
• Board calendar of meetings, events, and key decision points (e.g., budget approval)
• Organizational chart showing relationships between board, committees, staff, and the public
• Mission, vision, and values statements that are current, concise, and approved by the board
• “Quick Facts” page with founding date, budget size, number of staff, and a brief description of core programs

For new board members, this section offers invaluable context. For long-time members, it’s a reminder of the organization’s evolution and impact.

2. The Legal Backbone: Governing Documents

Your organization’s authority comes from its legal foundation. Every board member should have easy access to these documents:

• Articles of Incorporation
• Bylaws
• IRS Letter of Determination confirming nonprofit status

These aren’t just bureaucratic papers. They define the organization’s purpose, structure, and decision-making rules. Review them annually to ensure they reflect current practices. If your board doesn’t already have a schedule for bylaw review (for example, every three years), add that reminder to your manual.

3. Policies: The Framework for Decision-Making

Policies provide the guardrails that help organizations function fairly, transparently, and consistently. They answer the question, How do we do things here? Below are common policy categories and examples.

Administration

Include practical policies such as Document Retention and Disposition and Employee Handbook. These protect the organization’s integrity.

Board-Related: Governance

This refers to how power is exercised to manage an organization:

• Officers and Board Members Job Descriptions clarify expectations for service.
• Board Operating Policy explains how the board functions (e.g., developing agendas, meeting conduct, closed sessions, voting practices)
• Executive Director Job Description defines responsibilities and relation to board 
• Committee Descriptions (Executive, Finance, etc.) describe purpose and reporting
• Conflict of Interest Policy, Whistleblower Policy, and Form 990 Review Procedures demonstrate ethical standards

Well-defined policies help avoid confusion, promote transparency, and protect both the organization and its people. When everyone understands how decisions are made and why they’re more likely to make good ones.

Finance

Financial stewardship is a key board responsibility, yet not every board member is a finance expert. That’s why clarity matters. 

Include:

• Gift Acceptance Policy that defines criteria and procedures for accepting gifts
• Descriptions of Restricted and Endowment Funds (e.g., endowment or scholarship funds)
• Guidelines for Unrestricted Contributions and Special Funds (e.g. education, outreach, or museum collections funds)
• Investment Policy ensuring the organization’s investments align with the mission and financial objectives while managing risk

Adding short explanations for named funds such as how the Museum Collections Fund or Scholarship Fund is used helps board members understand donor intent and reinforces accountability.

4. Board Meetings: Keeping Records Accessible

A strong manual includes recent meeting agendas, minutes, and financial statements, along with the current budget, strategic plan, and most recent IRS Form 990. Include proof of board and officers liability insurance here as well.

These documents demonstrate transparency and make it easier for members to prepare for meetings, track decisions, and fulfill their fiduciary duties.

For digital manuals, link to shared folders with up-to-date materials. For printed versions, include a note reminding members where to access the most current files online.

5. About the Organization

Don’t underestimate the power of story. A brief history of your organization connects new members to its roots and reinforces why their service matters. Pair it with a summary of programs, initiatives, and member and public benefits to show how board decisions translate into mission impact.

This section can also include milestone achievements or awards—a subtle reminder that good governance has helped get you there.

6. Glossary of Terms

Every field has its jargon—fiduciary responsibility, Form 990, consent agenda, conflict of interest, restricted funds. A glossary gives members the confidence to engage meaningfully in discussions without feeling lost. It’s a small addition that makes a big difference, particularly for first-time board members or those new to the nonprofit sector.

Keeping Your Manual Alive

A board manual should evolve along with your organization. Here are a few best practices for keeping it current and useful:

• Update annually. Set aside time to review and revise it.
• Make it digital. A shared online folder or password-protected board portal allows instant access to updated materials.
• Review at onboarding. Walk new members through the manual during orientation so they understand how it’s organized and what resources it contains.
• Refer to it regularly. Encourage board chairs and committee leaders to reference relevant sections during meetings.

When the board manual is integrated into daily governance rather than treated as an archive, it strengthens the board’s confidence and cohesion.

Why It Matters

A board manual is an essential part of good management for historic sites and house museums. It ensures continuity when leadership changes, clarifies roles in times of uncertainty, and keeps everyone focused on the mission. 

For start-up sites, creating a board manual early builds the habits of good governance and transparency from the beginning. For long-standing historic sites and museums, reviewing and refining your manual is an opportunity to align your current work with best practices and evolving standards. Wherever your organization falls on that spectrum, a living, well-maintained board manual keeps your mission, people, and policies moving forward together.

If you need help to create or update a board manual, Engaging Places can assist you. Contact us to learn more.