Articles and Constitutions

Articles and Constitutions

Sections of This Topic Include

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For-Profit

Board Resolution Amending the Articles of Incorporation
Nonprofit and Corporate Board: Same or Different?
Articles of Incorporation – Free Sample Template Form for for-profit
Certificate of Incorporation Delaware and any State template for for-profit
Sample Articles of Incorporation for-profits
Certificate of Amendment of Articles of Incorporation for-profit
Sample Articles of Incorporation for-profit

Nonprofit

Sample Articles of Incorporation (for-profit and nonprofit)
Sample Articles of Incorporation nonprofit
Sample Articles of Incorporation nonprofit
Articles of Incorporation for Nonprofits | Citizen Media Law Project
Sample Articles of Incorporation
Free Articles of Incorporation for a Not For Profit Organization Which is Not a Private Foundation Form Form

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January 18, 2022March 24, 2023

Board Technology Committees

A Group of People Having a Meeting in the Office

Technology Committees

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January 18, 2022March 24, 2023

Strategic Planning Committees

Strategic Planning Committees

Vast majority of content
in this topic applies to for-profits and nonprofits. This book also covers this topic.

Developing, Operating and Restoring Your Nonprofit Board - Book Cover

Strategic Planning Committees

Strategic Planning Committee Description | Young Adult Library Services Association (YALSA)
Programs Committee Charter sample
Strategic Planning Committee sample
Roles and Responsibilities of Strategic Planning Committee members
Charter of Strategic Planning and Programs Committee

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January 18, 2022August 21, 2022

Risk Committees

Risk Committees

Should Your Board Have a Separate Risk Committee?
The role and construction of risk committees
Risk Committee Charter
Risk Committee Structure & Leadership
Deloitte | The Risk Committee Resource Guide for Boards | Governance, Risk and Compliance

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January 18, 2022August 21, 2022

Programs Committees

A Man Writing on Paper while Listening to His Colleagues

Programs Committees

Vast majority of content
in this topic applies to for-profits and nonprofits. This book also covers this topic.

Overview of a Programs Committee

This Committee provides guidance, oversight and support to ensure high-quality
programs and services. Typical recurring annual goals might be to ensure:

Each program has goals and services that are designed to meet verified needs
in the community, achieve desired outcomes among specific groups of clients,
and be in accordance with the mission. This could include identifying collaborators,
competitors, pricing, etc., for each program.
Each program is fully resourced to deliver desired services.
Each program is evaluated to verify that desired outcomes are achieved.
The process in each program is evaluated to achieve continuous improvement.
Operations of each program remain effective and efficient.

The Committee should have a work plan that itemizes these, or very similar,
annual goals and also associated objectives with each goal such that when the
objectives are achieved in total, they also will have achieved its respective
goal. When committees do not have work plans, they often flounder in finding
valuable and focused means to provide value to the Board. Unfortunately, in
these situations, many Board mistakenly conclude that “committees do not
work”, or they reduce the number of committees, thinking that inactive
committees were because there were too many — rather than realizing that committees
can be extremely useful when focused on the most important annual recurring
goals.

Additional Perspectives on Programs Committees

Programs Committee sample
Running a program committee meeting
Program Committee scroll down
Programs Committee (scroll down)

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January 18, 2022March 29, 2023

Personnel Committees

Personnel Committees

Vast majority of content in this topic applies to for-profits and nonprofits. This book also covers this topic.

Overview of a Personnel Committee

The Board Personnel Committee is usually chartered to provide guidance, oversight and support to management as it develops and implements employee staffing, performance management and compensation systems. Typical annual recurring goals might include to:

Ensure annual staffing analysis and planning to identify necessary expertise, roles and organization of roles to achieve strategic goals and other major priorities.
Ensure comprehensive, fair and equitable employee performance management system.
Ensure comprehensive, fair and equitable compensation system.
Ensure Personnel Policies manual is updated and distributed to all staff and that policies and procedures are implemented in consistent manner.
Ensure accurate and fair annual evaluation of Chief Executive Officer.
Ensure sufficient coaching to the Chief Executive Officer, as needed, to successfully carry out the roles and responsibilities of that position.

The Committee should have a work plan that itemizes these, or very similar, annual goals and also associated objectives with each goal such that when the objectives are achieved in total, they also will have achieved its respective goal. When committees do not have work plans, they often flounder in finding valuable and focused means to provide value to the Board. Unfortunately, in these situations, many Board mistakenly conclude that “committees do not work”, or they reduce the number of committees, thinking that inactive committees were because there were too many — rather than realizing that committees can be extremely useful when focused on the most important annual recurring goals.

Additional Perspectives on Personnel Committees

Personnel Committee sample
Compensation and Personnel Committee Charter
Personnel Committee sample

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January 18, 2022March 29, 2023

Marketing Committees and Public Relations Committees

Hand working on a marketing strategy on a laptop

Marketing Committees

Vast majority of content in this topic applies to for-profits and nonprofits. This book also covers this topic.

Marketing Committees Committees

The purpose of the Board Marketing Committee is to ensure ongoing, high-quality marketing. “Marketing” is the set of activities to cultivate useful relationships among key groups of stakeholders, including to provide sufficient value to – and get sufficient value from – each group. That requires getting information in from those stakeholders (doing inbound marketing) and providing information out (doing outbound marketing) to those stakeholders. Inbound marketing is often done in the form of market research. Typical annual recurring goals of this Committee would be to ensure:

The most suitable and descriptive overall public brand desired by the organization. (This might be done by a Public Relations Committee that is focused on marketing, not a particular product or service, but the entire organization.)
Development and implementation of a Communications Plan regarding all relevant groups of
stakeholders. For each group, the Plan would specify activities, such as:
- The desired image and/or influence that the organization wants to have with that group.
- How that result will be accomplished with that group.
- Who will work to accomplish it, how and by when.
Development and implementation of a Promotions Plan for each product or service, with activities similar to the above three.
All relevant forms of social media are used to full advantage in public relations and promotions. Progressive Committees are developing and implementing Social Media Plans.

The Committee should have a work plan that itemizes these, or very similar, annual goals and also associated objectives with each goal such that when the objectives are achieved in total, they also will have achieved its respective goal. When committees do not have work plans, they often flounder in finding valuable and focused means to provide value to the Board. Unfortunately, in these situations, many Board mistakenly conclude that “committees do not work”, or they reduce the number of committees, thinking that inactive committees were because there were too many — rather than realizing that committees can be extremely useful when focused on the most important annual recurring goals.

Additional Perspectives on Marketing Committees

Purpose of the Marketing Committee for a Not for Profit | Chron.com
7 Keys to Make your Marketing Committee Legendary
Marketing, Communications and Public Relations Committee
Sample marketing and public relations committee

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January 18, 2022August 21, 2022

Grant Making Committees

Grant Making Committees

Grantmaking Committee Position Descriptoin
Establishing
Grant Making Committees

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January 18, 2022March 29, 2023

Board Governance Committee (or Board Development Committee)

Vast majority of content in this topic applies to for-profits and nonprofits. This book also covers this topic.

Overview of a Board Governance Committee

The job of a Board Development Committee (more progressively referred to as the Board Governance Committee) is to ensure that the operations of the Board are always high quality in meeting all of the responsibilities of a Board of
Directors. The Committee is similar to the mechanic who ensures that the operations of the automobile are always high-quality, but the mechanic does not always drive the car for the owner. Typical recurring annual priorities of the Governance Committee are to ensure best practices in Board operations, and should include to:

1. Ensure new Board systems (new members, committees, work plans, etc.) are
successfully incorporated into Board operations.
2. Ensure Board is fully resourced to govern the organization.
3. Ensure full participation and dedication of all Board members to the organization.

4. Ensure all Board meetings are highly-focused and strategic.
5. Ensure the Board leadership rigorously monitors implementation of work plans.
6. Ensure continuous improvement of the Board.

The Committee should have a work plan that itemizes these, or very similar, annual goals and also associated objectives with each goal such that when the objectives are achieved in total, they also will have achieved its respective goal. When committees do not have work plans, they often flounder in finding valuable and focused means to provide value to the Board. Unfortunately, in these situations, many Board mistakenly conclude that “committees do not work”, or they reduce the number of committees, thinking that inactive committees were because there were too many — rather than realizing that committees can be extremely useful when focused on the most important annual recurring goals.

It was common that a Board had a Nominating Committee whose job was to ensure that the Board always had highly suitable candidates and that those candidates were highly equipped to be effective Board members. Many Boards are realizing that that critical role should be closely integrated into all of the very important activities to ensure an overall high-quality Board. Thus, the typical activities of the nomination function are often included into the standard responsibilities of the Governance Committee.

Additional Perspectives on Governance Committees

Understanding the Role of the Governance Committee
Sample Governance Committee Charter
What Does Your Governance Committee Do?
Board Nominating & Governance Committee | Investors | Chevron
Non-profit Management – Governance committee – Leadership Development
So You Need to Improve a Governance Committee?

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›Return to All About Boards of Directors

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January 18, 2022February 15, 2023

Fundraising Committees

Fundraising Committees

Vast majority of content in this topic applies to for-profits and nonprofits. This book also covers this topic.

Overview of a Nonprofit Fundraising Committee

This Committee provides guidance, oversight and support to all major forms of donor planning, development, management and reporting. Unfortunately, many Boards believe that this Committee’s members are responsible to do all of the fundraising along with staff members. Instead, it is much more beneficial if the Board sees this Committee’s job as ensuring that all activities to raise funds from donors are always done in the most strategic, planful and systematic ways. The results of the Committee’s work should be included in a Fundraising Plan that is formally approved by the Board. The Committee should ensure that the implementation of the Plan includes all members of the Board as well as key staff members. Typical recurring annual goals of this Committee might include to:

Identify the fundraising target (financial goal) for the year.
From prospect research, suggest the percentage desired mix of donors, among individuals, corporations, foundations and government.
Identify specific potential donors for each mix and how to approach each.
Develop action plans, including who will approach each donor and by when.
Ensure all Board and key staff members are trained with talking points about how to approach their respective donors.
Ensure the organization sufficient has administrative and data base resources to administrate donations.
Establish a Fundraising Plan containing information from goals 1-6, and ensure the Board monitors the status of that Plan.

The Committee should have a work plan that itemizes these, or very similar, annual goals and also associated objectives with each goal such that when the objectives are achieved in total, they also will have achieved its respective goal. When committees do not have work plans, they often flounder in finding valuable and focused means to provide value to the Board. Unfortunately, in these situations, many Board mistakenly conclude that “committees do not work”, or they reduce the number of committees, thinking that inactive committees were because there were too many — rather than realizing that committees can be extremely useful when focused on the most important annual recurring goals.

Additional Perspectives on Nonprofit Fundraising Committees

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Articles and Constitutions

Sections of This Topic Include

Learn More in the Library’s Blogs Related to This Topic

For-Profit

Nonprofit

For the Category of Boards of Directors:

Technology Committees

Board Technology Committees – Guidelines

Board Technology Committees – Example Charters

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Strategic Planning Committees

Strategic Planning Committees

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Risk Committees

Risk Committees

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Programs Committees

Overview of a Programs Committee

Additional Perspectives on Programs Committees

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Personnel Committees

Overview of a Personnel Committee

Additional Perspectives on Personnel Committees

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Marketing Committees

Marketing Committees Committees

Additional Perspectives on Marketing Committees

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Grant Making Committees

Grant Making Committees

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Board Governance Committee (or Board Development Committee)

Overview of a Board Governance Committee

Additional Perspectives on Governance Committees

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Fundraising Committees

Overview of a Nonprofit Fundraising Committee

Additional Perspectives on Nonprofit Fundraising Committees

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