The North Carolina Partnership for Children, Inc.
Roles and Responsibilities of Board Committees
Executive Committee
1. Examine and recommend plans and strategies for organizational and Board Development, ensuring that structural issues or changes are addressed as the environment changes.
- Enhance the Board appointment process to develop needed leadership and representation.
- Assure effective structures, orientation process and on-going support for individual board member participation and committee work.
- Foster vibrant and active Committee leadership through term limits and processes for succession planning.
- Assure planning processes as well as timely discussion and decision-making on governance issues such as strategic planning and legislative strategy.
- Provide oversight and support to the NCPC Executive Director and assure succession planning.
2.Maintain sound Committee business practices
- Maintain Committee membership of diverse and resourceful Board representatives and others as appropriate.
- Use meeting tools and communication methods that foster active Committee member engagement.
Planning & Oversight Committee
1. Consider national trends, opportunities, research, best practices and external realities in relation to the current vision, mission, goals, board policies, structures, services and outcomes for Smart Start, and make recommendations for strategic changes.
- Hold generative discussions of emerging issues. Assure overarching positions of NCPC remain in alignment to the changing environment.
2. Recommend strategies for allocations, and provide a forum for programmatic appeals of activities.
- Review the principles for allocating Smart Start funding to local partnerships each year based upon the appropriation from the legislature.
- Hear appeals from local Partnerships regarding NCPC’s decisions on proposed activities.
3. Maintain sound Committee business practices
- Maintain Committee membership of diverse and resourceful Board representatives and others as appropriate.
- Use meeting tools and communication methods that foster active Committee member engagement.
Public Awareness and Outreach Committee
1. Advise NCPC in the development of public awareness and education campaigns, serve as an editorial planning group on materials, and provide oversight for uniformity of messages and impact.
- Support Smart Start At Work materials and magazine.
- Foster joint efforts and collaboration at the local level.
- Generate ideas that can be used for marketing.
2. Develop consistent, positive messages about Smart Start; foster Board member visibility in outreach activities and legislative strategies; and, develop board capacity to engage a wide range of statewide and local leaders for their active support.
- Orient all Board members about legislative agenda and expectations for leadership.
- Engage Partnership boards in legislative advocacy.
3. Maintain sound Committee business practices
- Maintain Committee membership of diverse and resourceful Board representatives and others as appropriate.
- Use meeting tools and communication methods that foster active Committee member engagement.
Development Committee
1. Be a catalyst for strategic thinking and active leadership in fund development for Smart Start.
- Design a comprehensive fund development plan with donor engagement strategies. Cultivate relationships with donors.
- Assist the local partnerships in complying with 10% legislative match requirement.
2. Foster relationships and a culture of giving among individuals, businesses, philanthropists, Board members and staff.
- Support the success of 100% giving at the board level.
- Initiate a Corporate Champions campaign.
3. Maintain sound Committee business practices
- Maintain Committee membership of diverse and resourceful Board representatives and others as appropriate.
- Use meeting tools and communication methods that foster active Committee member engagement.
Audit and Finance Committee
1. Provide oversight and assurance of sound financial policies and practices.
- Review NCPC policies, budgets and investment performance.
- Review the results of NCPC’s audit and meet with the Office of the State Auditor
2. Monitor the fiduciary accountability of local partnerships.
- Review compliance with the legislative mandates and the performance of local partnerships.
3. Maintain sound Committee business practices
- Maintain Committee membership of diverse and resourceful Board representatives and others as appropriate.
- Use meeting tools and communication methods that foster active Committee member engagement.
Approved by the Board of Directors September 21, 2006.
Revised by Board of Directors, January 2007