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What goes in the board manual?
The Board Manual: An Orientation and Resource Tool

The foundation of a committed, knowledgeable, and effective board is orientation and education. As an essential companion to orientation and education, every organization should have a thorough, easy-to-use manual that board members can use throughout their terms. A board manual serves two functions. For the new board member, it is an orientation handbook that provides useful information about the organization, board structure and operations, and fellow board members and staff. For the balance of a member's board service, the manual then becomes an indispensable working tool and a central resource about the organization and the board. Materials can be added and removed to create an up-to-date reference. The board manual is developed by staff in consultation with the board chairperson and other officers. Present it to board members in a durable, attractive loose-leaf notebook with a table of contents and clearly divided and labeled sections. Date every item and replace material when necessary. Insert stationery, brochures, and similar items in pockets of the notebook.

To develop a working manual that board members use and rely on:

Don't overwhelm new board members with too much information. When several examples are available (e.g., current press clippings), include only one.
Keep each item brief. A two-paragraph biography of the executive director is preferable to a four-page resume, for example.
Use the handbook as a "textbook" during board orientation.
Encourage board members to read and ask questions about the material.
Ask board members to evaluate the usefulness of the manual each year.
Revise the contents or format based on their comments.

Board manual contents checklist

A thorough board manual can include the following materials. (Remember to keep each item as concise as possible.)

Governance Statement

Begin each new board member relationship with a governance statement discussion. What are the broad roles and responsibilities (and points of authority) of the board members, the staff, and the executive? How do they blend and intertwine? When are these roles based on mutual decisions and partnerships, and when are they separate? What elements of authority are reserved for the board members, the executive committee, and the executive director? Which ones are blended?

By clearly and concisely laying this out on the table, you will demonstrably reduce your risk of suffering long term "board responsibility creep"-where roles, responsibilities, and authority get clouded and become dysfunctional.

Our firm strongly suggests that you use the Carver Model of board governance, available in book form from any online book seller.

The board

Board members listing and bios
Board members terms
Board statement of responsibilities
Committee and task force job and descriptions

Historical references of the organization

Brief written history and/or fact sheet
Articles of Incorporation
Bylaws
IRS determination letter
Listing of past board members

Strategic framework

Mission and vision statement
Strategic framework or plan
Current annual operating plan

Minutes from some recent board meetings

Policies pertaining to the board

Policy on potential conflicts of interest
Insurance policy coverage
Travel/meeting expense reimbursements

Finance and fundraising

Prior-year annual report
Most recent audit report
Current annual budget
Form 990 Banking resolutions
Investment policy
Current funder list

Staff

Staff listing
Organization/team chart

Other information

Annual calendar
Web site information
Promotional material (membership brochure, information brochure, advertisements, etc.)