Executive Committee

Carol L. Jacobs, Chair; Bethany Didriksen; Amanda Kiesewetter; Shannon Wright; Roberta Baldwin; Chris Woodley

Finance Committee

Amanda Kiesewetter, Chair; Pam Marshall; Cheryl Nottingham

Board Development Committee

Chris Woodley, Chair; Roberta Baldwin

Resource Development Committee

Bethany Didriksen & Sandy Sipes, Co-Chairs; Pam Marshall, Donna Nordstrom, Mary Dale Craig

Strategic Planning Committee

Shannon Wright, Chair; Bethany Didriksen, Sandy Sipes

By-Laws Committee

Chris Woodley, Chair; Barry Laws

Public Relations Committee

Bethany Didriksen, Chair; Barry Laws, Pam Marshall, Donna Nordstrom, Shannon Wright, Mary Dale Craig

Worcester County G.O.L.D., Inc. Giving Other Lives Dignity Board Committees

Executive Committee:

The Executive Committee shall consist of the President, Vice President, Secretary, Treasurer and two (2) additional directors elected by the Board of Directors. The Executive Committee shall develop recommendations with respect to various matters pertaining to the affairs of the Corporation and shall report such recommendations to the Board of Directors for action. In instances where special circumstances require expeditious action between meetings of the Board of Directors, the Executive Committee shall have the power to take the necessary actions, subject to any prior limitation imposed by the Board of Directors. The minutes of the Executive Committee shall include a summary of the circumstances requiring any expeditious action taken by the Executive committee, and the minutes shall be submitted to the Executive Director for filing.

Finance Committee:

The Finance Committee is a standing committee of the Board of Directors and is typically chaired by the Board Treasurer. The committee is responsible for reviewing and providing guidance for the organization’s financial matters. Specifically, the committee assures internal controls, independent audit, and financial analysis for the organization.

The Finance Committee reviews all financial statements and reports on financial activity to the full Board. To help the Board fulfill its oversight function, it is important for the Executive Director and the Finance Committee to present the information in as clear and concise a manner as possible. Meeting minutes should be submitted to the Executive Director for filing.

Exemplary Finance Committee practices include:

  • Providing direction for the entire Board for fiscal responsibility;
  • Reviewing the organization’s revenues and expenditures, balance sheet, investment strategies, and other matters related to its continued solvency; and reporting this information to the full Board;
  • Developing, with the assistance of the Executive Director, and approving the annual budget and submitting it to the full Board for approval;
  • Ensuring the maintenance of an appropriate capital structure;
  • Overseeing the maintenance of organizational assets, including prudent management of organizational investments;
  • Ensuring that organizational funds are spent appropriately (i.e., restricted funds);
  • Ensuring the preparation of payroll and tax returns, an annual audit, IRS 990 tax form, and audited financial statements; and
  • Providing support to staff as needed.

Board Development Committee:

The Board Development Committee shall be appointed by the President and approved by the Board of Directors. The Board Development Committee shall consist of at least three (3) members of the Board of Directors. The Board Development Committee shall be responsible for nominating persons to serve as Directors, giving regard to the qualifications required in the Bylaws. The Board Development committee shall nominate persons to serve as the elected officers of the Corporation. The Board Development committee shall be responsible for orientation and education of Board members.

Exemplary Board Development Practices Include:

  • Assessing Board needs and recruiting talented candidates to fill vacancies;
  • Providing new Board members with a thorough orientation including their responsibilities as a Board member;
  • Identifying ongoing Board education needs and meeting those needs;
  • Providing Board job descriptions that include a clear statement of expectations, responsibilities, and accountability;
  • Identifying and nurturing emerging leadership;
  • Providing opportunities for self-assessment and feedback; and
  • Compiling minutes to submit to Executive Director for filing.

Resource Development Committee:

It is the Board’s responsibility to see that GOLD has the resources to support its goals and objectives. The money to pay for programs and services can come from a wide range of sources: government or foundation grants, federated fundraising campaigns, special events, income from for-profit subsidiaries, and individual gifts. In addition, volunteer services and donated goods are important “in-kind” revenues.  It is the Board’s responsibility to see that all reasonable sources of funds are explored and a plan is developed to raise the money needed. This committee should be able to expect the full participation of the Board in fundraising efforts.

Exemplary Resource Development practices Include:

  • Creating and fulfilling budgetary expectations;
  • Adopting and monitoring a fundraising plan;
  • Investing the resources necessary to implement the fundraising plan (staff, materials, and Board training, etc.);
  • Establishing clear financial support expectations for individual Board members and making, sure those expectations are communicated during the Board recruitment and orientation process; and
  • Compiling minutes to submit to Executive Director for filing.

Strategic Planning Committee:

It is the responsibility of the Board to clarify the overall purpose and desired results of the organization and how those results will be achieved. Strategic planning is the Board’s vehicle for accomplishing this responsibility. Through strategic planning, the Board:

  • Focuses the organization’s energy;
  • Enables members to work toward the same goals; and
  • Assesses and adjusts the organization’s direction in response to needs and the changing environment.

This committee needs to be clear regarding the organization’s goals and objectives, aware of the organization’s resources; and incorporate these elements into successful action plans. The strategic plan process is a set of decisions about what to do and why it should be done in order to shape and guide how an organization perceives its goals (vision), what it believes in (values), and what it accomplishes (mission). Committee meeting minutes should be submitted to the Executive Director for filing.

Exemplary Strategic Planning Practices Include:

  • Clarifying the organization’s mission, vision, and values;
  • Analyzing internal factors attributed to the organization’s strengths and weaknesses and external factors beyond the control of the organization in order to fulfill its mission and operate according to its vision and values;
  • Reviewing the organization’s resources, both human and material, to prioritize future decision-making and direction;
  • Selecting goals and objectives supporting the organization’s mission, vision, and values and constructing a roadmap to achieve them in the near and distant future (1-3 years); and
  • Identifying ways to measure:
  1. Success in implementing the action plan, and
  2. Progress in achieving the organization’s goals and objectives.

Bylaws Committee:

The Bylaws Committee is charged with the responsibility to assure that the Board of Directors is conducting its business within the legal parameters of the Bylaws.

Exemplary Bylaws Committee Practices Include:

  • Researching and bringing to the attention of the full Board requests for bylaw changes;
  • Drafting the language of bylaws changes;
  • Making any revisions to the Bylaws by following the procedures established in the existing Bylaws; and
  • nizing Board deviations from existing Bylaws, should they occur, and recommending:
  1. That the Board alter its business conduct to be in compliance with the Bylaws; or
  2. That the Board revise the Bylaws to reflect the operating needs of the full organization.

Public Relations Committee:

The Public Relations Committee is to develop and assist in implementing a public relations strategy to increase public awareness of Worcester County GOLD’s mission, services, and needs. The committee is responsible for establishing, communicating, and executing a systematic approach to communication that will effectively promote GOLD in the community and support its mission and goals.

Exemplary Public Relations Practices May Include:

  • Working with the Resource Development Committee and Executive Director to promote fundraising efforts;
  • Enhancing GOLD’s public image by selecting spokesperson(s) who can effectively promote the organization’s mission and goals;
  • Assisting with the development of messages and materials that are delivered through speakers, marketing materials, and press releases;
  • Outlining achievements and community contributions, as well as explaining the allocation of gifts, grants, and other revenue sources that provide the financial foundation for GOLD’s achievements and contributions; and
  • Compiling minutes to submit to the Executive Director for filing.


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