Maine Music Society Standing Committees

These committees have existing plans, templates and timelines in place to achieve the goals set forth below.  We need people who are willing to help with the various tasks of these committees such as organizing corporate sponsor packets, writing press releases, posting information to community calendars and social media, assisting the treasurer with reviewing budget details and/or provide fresh ideas to ensure our continued growth and visibility in the community.


This committee exists to assist the Board with its responsibilities.  Members shall be the current officers of the Board, the immediate Past Chair, and other members of the Board as may be designated by the Chair. Its purpose is to provide leadership. Its responsibilities include:

  • Acting on issues over which authority to act on the Board’s behalf has been delegated;
  • Reviewing and following up on outstanding action items;
  • Providing a forum for each committee chair to keep apprised of and to coordinate with the activities of the other committees;
  • Researching and discussing in detail items not appropriate for discussion with the full Board, including staff personnel matters.

One of the Committee’s responsibilities requires additional detail:

Staff matters

The Executive Committee is responsible for developing and recommending policies and procedures affecting contracting for services, directing such contract negotiations and monitoring compliance with state and federal requirements.The Chair will appoint two members from the Executive Committee to:

  • Review annually with the Artistic Director and other contracted staff their job descriptions and individuals responsibilities.
  • Report periodically to the Board on the general state of staff capability for meeting the organization’s service goals;
  • Review annually the budget for contracted staff, and recommend to the Finance Committee a total amount to be authorized.


The Finance Committee is chaired by the Treasurer of the Board and is responsible for oversight of the administration of the financial assets of the organization, and for advising the Board on current and projected financial positions and funding requirements.The Committee:

  • Works with the staff, Artistic Director and committee chairs in the preparation of annual budgets, long-range financial plans and cash flow requirements; and recommends annual budgets for approval;
  • Reviews monthly financial reports received from the administrative and operational
  • support staff, and reports to the Board on the financial operations of the organization, indicating variances from the budget, and recommending actions to correct variances;
  • Reviews annual financial reporting and ensures that appropriate accounting rules and procedures are used;
  • Oversees investment of short- and long-term assets to ensure maximum return within the constraints of investment and/or endowment policies;
  • Reviews and approves any investment objectives, policies, and custodial services proposed by the Executive Committee or by an investment subcommittee; and
  • Reviews any issues with significant financial impact as needed.


This committee develops and coordinates the Society’s corporate sponsorship and fund-raising efforts.  When the budget for an upcoming season is accepted, this committee must ensure that activities are generated to raise funds to meet that budget. It must:

  • Create and recommend to the Board a plan for obtaining budgeted contributed revenues;
  • With [staff] support, monitor implementation of that plan, oversee Board participation, and regularly report progress in meeting the budget to the Board;
  • Develop and ensure compliance with applicable protocol;
  • Coordinate with the Finance Committee on the annual budget, recommend attainable goals for fundraising, and develop strategies to meet those goals;
  • Review and approve plans for any annual and/or special fund-raising campaigns developed under the Committee’s authority;
  • Establish guidelines for personal solicitations by Board members and contracted staff on behalf of the Society for special purposes.

While the Development Committee is charged with the responsibility to articulate goals and strategies to raise money, as well as to monitor the progress of fundraising, it is every Board member’s responsibility to assist with fund-raising matters.  Each Board member should leverage his/her personal and professional connections to assist with raising money, whether he/she personally requests support or asks another Board member to do so.


This committee advises and assists the Board and staff in maximizing receipts in all revenue-producing activities, and in enhancing the reputation of the Society, and it provides direction to and evaluation of work by marketing consultants.  To do so, the Committee:

  • Obtains donated services or professional help for marketing or public relations and maximizes the use of such assistance;
  • Recommends changes in event ticket prices for approval by the Board;
  • Reviews and submits to the Board annual forecasts and budgets for marketing plans;
  • Builds and executes marketing plans and action schedules for:
  • a) Increasing concert attendance and revenue;
  • b) the general promotion of the Society to enhance its identity and expand its audience base;
  • Evaluates results of sales and special promotion strategies.


The Nominating Committee recruits qualified individuals for membership on the Board of Directors and for officer positions under guidelines established by the Committee, and recommends replacements for any vacancies during the year.  

These guidelines include: 

  • Identifying the professional, social, economic, geographic, cultural, gender, and age representation of the present Board;
  • Identifying the vacancies to be filled; and
  • Identifying the desired skills and interests of members to be added, in order to select and recruit new members complementing those continuing on the Board.

The Committee must also:

  • Define for prospective nominees the individual responsibilities of new Directors and the collective responsibilities of the Board as the governing body;
  • Contact prospective members recommended by the Committee or by other sources, and obtain acceptances for formal nomination to the Board; and
  • Present a slate of proposed members (with renewable three-year terms) and officers (with renewable two-year terms) for election at the last official meeting of the fiscal year.

Because this process occurs throughout the year, a list of prospective nominees must be continuously maintained to ensure a cohesive, productive Board.  This also provides continuity of Board development during periods of leadership transfer. 

Board member and officer terms are for the duration of the fiscal year, i.e., from July 1 to June 30.