Task Forces

Rather than using a system of standing board committees, the Commission work is accomplished by task forces that are created and formally charged with handling specific work in each Strategic Plan. With the concurrence of the assigned Commissioners, each task force may engage non-commission members whose expertise is needed. When a Task Force has fulfilled the charge for which it was created, it makes a final report to the commission and requests that it be disbanded.

Board Development
  • monitors the strength of core skills on the board,
  • develops and conducts orientation of commissioners,
  • ensures continuing education of members,
  • develops the annual retreat structure and content,
  • monitors and responds to board needs.
Communications and Public Policy
  • monitor government actions or plans that could impact volunteer/community/national service,
  • make recommendations to the full commission on any response or comment that is deemed appropriate, and
  • keep the board apprised of national, ASC, and state legislative developments.
  • is responsible for helping the Commission communicate with the public 
  • accomplishes relevant objectives in the strategic plan.
Executive Committee
  • reviews and makes recommendations on legal, policy and management issues to staff and the full commission.
  • acts on behalf of MCCS on issues that arise between meetings or outside the scope of existing task forces.
  • under the leadership of the Vice-Chair, coordinates all orientation and on-going training for MCCS commissioners.
  • accomplish objectives in the strategic plan related to Board development.
  • oversees implementation of strategic plan
  • develops board meeting agendas and coordinates the work of all task forces.
Excellence and Expertise
  • develop accessible, consistent training and technical assistance to support high-quality volunteer program operations by organizations;
  • ensure sustained availability of appropriate technology to coordinate and grow volunteer service, particularly during emergencies/disasters;
  • develop and coordinate a comprehensive (novice to expert) system of professional development for volunteer program staff and leaders;
  • monitor and assess new approaches to capacity building in the volunteer sector in order to provide high-quality technical assistance and training to Maine agencies;
  • identify and respond with appropriate supports to new challenges or opportunities encountered by Maine's volunteer sector.
Financial Oversight
  • reviews the budget preparation and implementation
  • communicates with and educates Commissioners as to the financial status and needs of the Commission.
Grant Selection and Performance
  • develops policies, procedures and guidelines to link MCCS mission, vision and priorities, as articulated in the strategic plan, to grant-making functions.
  • evaluates grantee performance and incorporates findings into recommendations regarding technical assistance and future grant funding.
  • is responsible for the appointment of a peer review committee to evaluate and rank proposals.
  • makes final recommendations to the Commission on approving and submitting formula and competitive grant programs to the Corporation for National and Community Service.
  • accomplishes relevant objectives in the strategic plan.
Maine Service Fellows Development
  • designs the Maine Service Fellows program within the parameters of the program's purpose
  • sets the policies and procedures for program operation
  • oversees implementation
Research and Evaluation
  • identifies key issues impacting Maine’s volunteer sector and Commission grantees that need to be monitored or researched.  
  • provides information and data on the status of Maine’s volunteer sector, civic health, and civic engagement. 
  • develops projects for assessing, researching, or explaining issues. 
  • oversees projects conducted internally or externally.