Celestial Point Inc. operates with a working‑board model, wherein Directors may participate in governance, strategy, and day‑to‑day execution while maintaining fiduciary, ethical, and legal accountability.

Purpose of Board Committees

Board Committees extend the capacity of the Board of Directors by providing governance oversight, strategic execution, and operational support in areas requiring sustained focus, responsibility, and subject‑matter expertise.

As a working board, committee participation may include:

• Strategic leadership
• Programmatic and operational execution
• Systems design, implementation, and evaluation

Committee work is undertaken intentionally, transparently, and in direct service to the organization’s mission.

Committee Authority and Operating Model

Board Committees operate under formal Board authorization and remain accountable to the full Board of Directors.

Within the working‑board model:

• Directors and committee members may hold dual governance and operational roles
• Authority, scope, and responsibility are defined by role and context
• Operational participation does not diminish fiduciary, ethical, or duty‑of‑care obligations

This model reflects the organization’s founder‑led structure, mission intensity, and commitment to equity‑based, trust‑centered stewardship.

Executive Committee

The Executive Committee supports both governance continuity and operational responsiveness between full Board meetings.

Primary areas of responsibility include:

• Board leadership coordination
• Time‑sensitive governance and operational decisions
• Executive‑level operational support, as needed

All actions taken by the Executive Committee are documented and reviewed by the full Board.

Finance and Fundraising Committee

The Finance and Fundraising Committee supports financial stewardship and hands‑on resource development.

Primary areas of responsibility include:

• Financial oversight and monitoring
• Fundraising strategy, execution, and relationship development
• Alignment between financial activity and governance readiness

Committee members may actively participate in fundraising initiatives, grant development, and donor engagement.

Nomination and Governance Committee

The Nomination and Governance Committee ensures the composition, effectiveness, and sustainability of the Board, including its function as a working board.

Primary areas of responsibility include:

• Board recruitment and succession planning
• Role clarity between governance and execution
• Evaluation of Board capacity, workload, and alignment

This committee safeguards Board Maturity and Quality Staffing as conditions for public trust.

Ethics Committee

The Ethics Committee serves as the organization’s ethical anchor, supporting integrity across governance and operations.

Primary areas of responsibility include:

• Ethical standards of conduct and decision‑making
• Oversight of ethical risk across programs, partnerships, and operations
• Guidance on conflicts of interest arising from dual governance‑operational roles

This committee ensures that execution strengthens — not compromises — ethical accountability.

Operational Integrity and Duty‑of‑Care Committee

The Operational Integrity and Duty‑of‑Care Committee safeguards the physical, psychological, and organizational well‑being of those carrying out the mission.

Primary areas of responsibility include:

• Duty‑of‑care and human rights due diligence
• Operational safety, preparedness, and risk management
• Psychological safety, wellness, and organizational integrity
• Oversight of policies, procedures, programs, and initiatives affecting personnel

Committee members may actively participate in the design, implementation, and evaluation of operational integrity systems.

Mission, Vision, and Values (MVV) Committee

The Mission, Vision, and Values Committee serves as the organization’s strategic conscience and alignment body.

Primary areas of responsibility include:

• Stewardship of mission, vision, and values
• Alignment between governance decisions and day‑to‑day execution
• Long‑range coherence across programs, strategy, and culture

Committee members may actively engage in strategic planning, organizational development, and program design.

Service Leadership Global Quality and Portfolio Management Committee

This committee provides governance oversight and active stewardship of mission‑aligned initiatives, intellectual capital, and program portfolios.

Primary areas of responsibility include:

• Quality assurance and continuous improvement
• Portfolio‑level evaluation, learning, and adaptation
• Oversight and operational support for complex initiatives and spin‑offs

Pro Bono and Impact Litigation Committee

The Pro Bono and Impact Litigation Committee governs and may participate in strategic legal advocacy and operational legal initiatives carried out in the public interest.

Primary areas of responsibility include:

• Oversight and execution of pro bono and impact litigation
• Alignment between legal strategy and mission outcomes
• Safeguards related to legal ethics, risk, and public trust

Legal work remains a governance‑guided instrument in service of mission integrity.

Relationship to the Board of Directors

Board Committees support — and do not supersede — the Board of Directors.

Final authority for fiduciary responsibility, ethical accountability, and organizational direction remains with the Board of Directors.

Committees as Governance Infrastructure

At Celestial Point Inc., committees are not symbolic.

They function as governance infrastructure, enabling:

• Protection of people before scale
• Stewardship of mission before opportunity
• Trust before capital
• Integrity before growth