Board Policies

Foothills Board Policies

These policies and other included and attached documents are subject to review. Each document and section will contain a most recent approval date. The Board will ensure that a continuing effort is made to keep the document as a whole updated with the most recently approved versions.

Mission Statement

Our Mission (approved by the Congregation 10/16/16):

Foothills Unitarian Church unleashes courageous love in Northern Colorado and beyond by embracing our diversity, growing our faith, and awakening our spirits to the unfolding meaning of this life.

Core Values

The statement of Core Values is under discussion by the Board and will be incorporated here as it is available.

The following is a brief summary of the values identified in the Appreciative Inquiry process in 2015. The Board may decide to add, modify or undertake an update of these statements.

A strong sense of community.

We are a home for everyone. A place of safety and acceptance. We treat each other with care, compassion, kindness, gentleness and respect. We have a tolerance and respect for differences

We want to look outward more and make a difference in the world.

We see this by making sure we internalize justice and compassion in ourselves so we are more able to heal the world.

We want to be a beacon of liberal religious values in the community.

We want to be more visible in the community and share our good news.

We value the well-being of the congregation.

This includes effective communications, tolerance and bridging the gap between people of different beliefs and building strong relationships among members.

Vision of Shared Ministry

The Vision of Shared Ministry for the church year beginning 7-1-2017 will be developed by the Board during its opening sessions of that year and will become part of this document upon its adoption. In subsequent years the Vision of Shared Ministry will be a work product of the Board for that current year.

The following statement of Vision and Priorities was provided by Rev. Gretchen Haley in July 2017 as her view for the coming year. The Board will be able to leverage these statements as it discerns its view of the Vision of Shared Ministry for the coming year.

Board Vision of Shared Ministry 2017-18

We will unleash our welcome through excellence in worship (new music strategic vision, new music director, worship space enhancements, perm 3rd service, online streaming).
We will unleash our welcome through first steps & leadership development process (membership staff, new database, neighborhood connections).
We will unleash our welcome by partnering with the Board on addressing our plan to address our space needs.
We will unleash our service/witness through growth in leadership in justice and progressive moral perspective in our community (relationship with partners, food bank, FFH, immigration justice, public communication/marketing, new website, FFH/Homeless gear service, OWL as an outreach tool).
We will unleash all ages through new vision for Lifespan FF including new mentorship model and new leadership development team
We will unleash all ages through new youth ministry plan/program/staff.
We will unleash all ages through continued deepening/integration of our themes/focus areas.
We will unleash all ages through new small groups programs including additional wellsprings.

Board Policies

Overview

Using the authority the Church has given it through the bylaws, the Board has adopted the following policies. These policies will provide a framework for the conduct of the Board and guidance for the staff. They are statements of direction, intention and limitations for the Board and staff to use as it engages in governance and conducts the work of the church. These policies also record any actions intended to authorize others to make decisions or control multiple decisions over time.

These policies incorporate the philosophy of governance and are predicated on a covenantal approach to governance and intend to promote a partnering relationship with the professional ministry and the entire staff of Foothills Unitarian Church in an endeavor to meet the mission and vision of the Church. It is expected that these policies will be a living document, reviewed and revised by the board as needed.

1 Governance

1.1 Vision of Governance

Date Adopted: 5-16-2016
Date Last Amended: 05-16-2016

Our Vision of Governance

Our congregation elects a board of trustees to serve as its governing body and calls its professional religious leadership to serve as its spiritual, programmatic and administrative leaders. The board focuses on serving the church’s mission on behalf of the congregation and governs by:

Discerning and articulating the congregation’s mission and vision of ministry
Setting mission focused goals, making strategic choices, and creating clear policies, that guide the congregation’s ministry
Allocating appropriate responsibility for decision-making, providing for accountability, and ensuring that church resources are protected
Empowering the professional religious leadership to lead the staff efficiently and responsibly in fulfilling the church’s mission and goals
Delegating Board authority and accountability to appropriate persons, committees, or teams to promote organizational efficiency and coordination of efforts
Practicing and promoting a style of leadership with the congregation that is covenantal, consultative, collegial, collaborative, and inclusive
Empowering all leaders to practice transparent decision making, healthy conflict management, open communication, and mutual trust and support in their respective roles
Maintaining accountability to the congregation by monitoring and evaluating itself and the congregation’s leadership

1.2 Role of the Board

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

In conversation with the Senior Minister and congregation, the Board governs by:

Discerning mission

The Vision of Shared Ministry, produced annually, consists of a short list of top-priority goals by which the Church will advance its mission in the coming year. It will be used as an appropriately timed input for budgeting and staff planning.
A Mission Statement, to be reviewed as needed, articulates, along with the Purposes embodied in the Bylaws, the Church’s purpose and communicates the reasons for the Church’s work.
A statement of Core Values, to be reviewed and updated at a minimum of every five years, would represent the collective voice of the congregation on what values and behaviors that the church intends to honor in all of its endeavors.

Planning for the future

Future-Oriented Questions, created annually, invite inquiry into thoughts about the Church’s future, as the basis for ongoing planning conversations in the Board, with the Senior Minister, and with the congregation at large.
A Strategic Plan, to be updated every three to five years, consists of a short list of the most important results the Board intends to achieve through the Church’s ministry, and the strategic choices (regarding ministry, program, membership, capital and operating budgets, and staffing) the Board has made about how to achieve those results.

Ensuring congregational connection

The Board develops an annual communication plan that outlines timing and methods for engaging the congregation in intentional conversations.

Collaborating with the Senior Minister

The Board shares responsibility for the leadership and ministry of the congregation with the Senior Minister, and shares maintaining and sustaining this collaborative relationship.
The Board ensures transparency, open communication, and inclusiveness.

Assuring accountability

An evaluation is conducted annually of the Church’s success or difficulties in achieving the prior year’s Vision of Shared Ministry.
A mutual performance evaluation is conducted annually to review how the partnership is working between the professional religious leadership and Board, and their effectiveness in their respective roles.

Executing fiduciary oversight

The Board assures the church’s affairs are prudently managed and that its assets are protected.

1.3 Board Covenant

Date Adopted: 10-14-17

Date Last Amended: 10-14-17

As members of the Board of Trustees for Foothills UU Church, we pledge to:

Be open to transformation as part of our service, we embody the best of the church and express it in all that we do.
Honor our roles as stewards of the church now and into the future.
Use the mission to develop visionary goals in dialogue with the congregation.
Faithfully and fully live out the mission.
Actively build and improve connections with the congregation.
Act in concert with one another to fulfill the Board’s fiduciary charge.
Be worthy partners to the Ministry team.
Express our individual needs and opinions, while maintaining a balance with the needs and opinions of the group.
Assume the best intentions from others, and aspire not to take issues personally.
Work hard to ensure that we truly hear one another before making a decision that is acceptable to everyone in the group.
Abide by decisions reached through the democratic process.
Speak with one voice when presenting Board conversations and decisions to the congregation.
Act ethically in church matters and refrain from the improper use of authority as Board members.
Make generous and meaningful contributions of our time, talent, and treasure.
Update our Covenant annually.
Maintain a sense of humor, and have good snacks.

1.4 Board Officers

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

According to the Bylaws the officers of the Church are: President, Vice President, Treasurer, and Secretary. Terms of office and the manner of selection of the officers are defined in the Bylaws. In addition to the duties defined in the Bylaws, the officers have the following responsibilities:

Board President: The Board President prepares the Board’s agenda and facilitates or arranges for the facilitation of Board meetings. The President is responsible to ensure that Board meetings are focused on the primary purpose of the Board. The agenda should be constructed to provide time and attention to the collaborative discernment of critical elements of the church mission and the development and monitoring of the Annual Vision of Shared Ministry. The Board President will work in close collaboration with the Senior Minister to promote a productive partnership between the Board and the staff.

Vice President: The Vice President substitutes for the President when required and assists the President as requested.

Treasurer: The Treasurer supports fulfillment of the Board’s financial oversight responsibilities by working with the Senior Minister to ensure that appropriate financial reports are made available to Board members on a timely basis and that the financial operations of the church are in line with best practices and with the church’s mission. The Treasurer chairs the Finance Committee and arranges for the annual financial audit or review. The Treasurer plays no direct role in financial management.

Secretary: The Secretary ensures the accuracy and safety of Board records, including the minutes, Board policies, and Church Bylaws. In cooperation with the staff, the Secretary sees that minutes, Board policies, and Bylaws revisions are promptly posted on the Church website and maintained in e-archives.

1.5 Board Committees

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

Board Committees and Task Forces exist to help the Board to carry out its governance responsibilities and not for administration or program management. These may include Standing Committees and time-limited Task Forces or ad hoc committees. Each committee will have a charter, and is charged to review its charter each year and make recommendations for changes to the Board. These charters are included in the Appendix.

Standing Committees of the Board are:

Finance Committee

Assists the Board in its oversight of the congregation’s finances, ensures that routine financial reports are clear and helpful, and coordinates the annual audit. The committee has no management authority and does not participate in day-to-day financial decision-making.

Personnel Committee

Assists the Board in developing personnel policies, ensuring compliance with applicable laws and the staff grievance process as defined by these policies, in particular 3.2.3.4. The committee has no staff management authority and does not participate in supervision or personnel decision-making. When it is necessary to hold a hearing on a staff grievance, the Board will appoint an ad hoc committee in each case.

Governance Committee

Assists the Board in focusing on its governance role, reviews Board policies and recommends changes to the Board, and leads the annual Board self-evaluation process.

Nominating Committee

In addition to the duties prescribed by the Bylaws, the Nominating Committee fulfills the following responsibilities. First, the Committee consults annually with the Board and the Governance Committee to ascertain future leadership needs and criteria for open positions. Second, it consults with the Senior Minister and the Leadership Development Team, and requests nominations from the congregation, to identify potential leaders with the required skills. With these inputs, the Committee prepares a slate of nominees, and certifies to the Board that the criteria have been addressed and that the nominations process was compliant with Board policies. After Board affirmation that the criteria have been addressed and Board policies have been followed, the Nominating Committee presents the slate to the congregation.

Members of the Finance, Personnel, and Governance Committees are appointed by the Board. The Treasurer serves as chair of the Finance Committee. Three members of the Nominating Committee are elected by the congregation as specified in the Bylaws; one member is a Board member, is appointed by the Board, and serves as chair.

Task Forces or ad hoc committees may be formed by the Board at any time. The Board will clearly direct the Task Force or ad hoc committee by outlining specific objectives, any restrictions, and a time frame for completing its work.

Board Committees and Task Forces may not speak or act for the Board except when formally given such authority by Board action or controlling documents of the church for specific and time-limited purposes. They will not be involved in Senior Minister or Staff operations and will not exercise authority over them.

1.6 Conflicts of Interest

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

The Board expects all its members to carry out their duties with undivided loyalty to the congregation and its mission. A conflict of interest exists whenever a Board member has interests or duties that may hinder or appear to hinder the Board member from fulfilling this duty.

1.6.1 Definition

Conflicts of interest arise when the Board member:

stands to gain or lose financially because of an action of the congregation in which he or she has a decision-making role;
has a fiduciary duty or close personal or business relationship to any person or corporation that stands to gain or lose because of their action;
holds a substantial property interest or position in a corporation, business, or other organization that stands to gain or lose because of their action;
cannot set aside his or her personal preferences as an individual consumer of the congregation’s services to act in behalf of the whole congregation and its mission; or
faces any other situation that creates or appears to create divided or conflicting loyalties.

1.6.2 Conflict of Interest Disclosure

The Board will annually require its members to disclose in writing all existing or foreseeable conflicts of interest. Disclosure forms will be kept by the Secretary and made available to any member of the Board who asks to see them. If another individual believes a conflict of interest exists, he or she should disclose the appearance of such a conflict to the Board President or Senior Minister.

1.6.3 Conflict of Interest Process

When a Board member reports a potential conflict of interest related to a matter before the Board, the Board (minus the affected member) will determine how to handle the situation. Possible responses include:

Disclosure in Board minutes of the nature of the conflict. The Board member will file a supplemental disclosure form if the conflict was not reported in the annual disclosure form, but then may continue to participate and vote as usual.
Leaving the room during all Board discussions and votes related to the conflict of interest.
Resignation from the Board.

1.7 Discipline and Removal of Board Members

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

In exercising its power under the bylaws to remove an officer or Board member, the Board will follow the following procedures:

1.7.1 Removal for Misconduct

The Secretary will notify the member in writing and offer a hearing before the Board. Pending such a hearing, the Board may suspend the member’s voting privileges without notice if necessary to protect individuals or the congregation from harm. Reasons for removal include, but are not limited to, repeated serious violations of the Board Covenant or a violation of the policy on Conflict of Interest.

1.7.2 Removal for Absence from Board Meetings

If an officer or Board member misses more than three meetings in a twelve-month period, then the Secretary will notify the member in writing that the member may appear at the next meeting to ask the Board to excuse the absences, or the Board will request the member’s resignation.

2 Delegation to Staff

2.1 Senior Minister as Spiritual Leader

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

The Senior Minister acts as spiritual leader and shares responsibility for ministry with the congregation. The minister helps us explore life’s questions, challenges us to live our values and comforts us in times of suffering. The minister leads worship services and gives sermons, challenges and guides the congregational spiritual focus, provides pastoral care and counseling, and conducts special services. The minister serves as the representative of the congregation and the voice of its values to the denomination and to the community, the region and beyond.

2.2 Global Delegation to Senior Minister as Head of Staff

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

The board hereby delegates all of its authority to manage the work and resources of the Church, except as expressly limited by these policies, to the Senior Minister as Head of Staff. The Senior Minister as Head of Staff is responsible for maintaining a productive and effective staff team, ensuring that efforts are directed toward fulfilling the congregation’s Mission and the Board’s Vision of Shared Ministry, and ensuring staff compliance with the Bylaws and Board Policies. The Senior Minister is authorized to establish operating procedures, make decisions, take actions, and develop activities using a reasonable interpretation of the Board’s Policies and directions.

2.3 Board – Senior Minister Relationship

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

The Board works in shared partnership with the Senior Minister to help the Congregation achieve its objectives and goals in ministry. The relationship between the Board and the Senior Minister will be covenantal, based on mutual trust, support, and kindness. They will work collaboratively, together discerning their respective roles and shared values, and engage each other in deep dialogue with open minds and hearts.

The Board’s official connection to church operations, achievements, and conduct is solely through delegated authority to the Senior Minister. The Board will establish an Annual Vision of Shared Ministry and will set written policies. The Senior Minister is responsible for directing the church’s ministry towards the goals outlined in this Vision of Shared Ministry and in accordance with Board policies.

2.3.1 Board Direction to Senior Minister

Only decisions of the Board acting as a body are binding on the Senior Minister. These may be officially passed motions or other instructions recorded in the Board Minutes.

Decisions or instructions of individual Board members, officers, or committees are not binding on the Senior Minister except in rare instances when the Board has specifically authorized such exercise of authority.
In the case of Board members or Board Committees requesting information or assistance without full Board authorization, the Senior Minister can refuse such requests that require, in the Senior Minister’s opinion, a material amount of staff time or funds, or are disruptive.

2.3.2 Accountability of Staff and Senior Minister

All authority and accountability of staff, as far as the Board is concerned, is considered the authority and accountability of the Senior Minister.

The Board will refrain from giving instructions to persons who report directly or indirectly to the Senior Minister.
The Board will refrain from evaluating, either formally or informally, any staff other than the Senior Minister.
The Board will view the Senior Minister’s performance as identical to organizational performance, so that accomplishment of the Vision of Shared Ministry goals with adherence to Board Policies will be viewed as successful Senior Minister performance.

2.3.3 Monitoring Senior Minister Performance

At least annually, the Board and the Senior Minister will review and discuss their working relationship and their respective contributions to fulfillment of the prior year’s Vision of Shared Ministry. Regular and systematic monitoring of the Senior Minister’s performance will be accomplished as stated in the policies in the Oversight section of this policy book.

2.4 Executive Team

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

The Senior Minister manages the work of the Church in collaboration with the Executive Team. The composition of the Executive Team is determined by the Senior Minister. While the team is expected to work collaboratively, the authority and accountability as well as the measures of performance continue to reside with the Senior Minister. The Board expects the Executive Team individually and jointly:

to lead and unify the paid and volunteer staff in directing their efforts toward the fulfillment of the Church’s Mission and Vision of Shared Ministry;
to ensure compliance with the Bylaws, Board Policies and applicable laws and regulations;
to uphold a high standard of ethical and professional conduct; and
to accomplish the goals contained in the Vision of Shared Ministry by developing annual goals for its work as a team.

2.5 Staff Accountability

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

All staff members are accountable to the Senior Minister, who is accountable to the Board for their performance.

2.6 Conflicts of Interest

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

The staff, including the Senior Minister, will carry out their duties with undivided loyalty to the Congregation and its mission. A conflict of interest exists whenever a staff member or a close relative has interests or duties that interfere with the staff member’s duty of loyalty.

Conflicts of interest arise when a staff member:
- stands to gain or lose personally because of their actions;
- has a fiduciary duty or close personal or business relationship to any person or corporation that stands to gain or lose because of their action;
- holds a substantial property interest or position in a corporation, business, or other organization that stands to gain or lose because of their action;
- cannot set aside his or her personal preferences as an individual consumer of the congregation’s services to act in behalf of the whole congregation and its mission; or
- faces any other situation that creates or appears to create divided or conflicting loyalties.
If the Senior Minister has a conflict of interest in some matter, he/she should disclose this conflict in writing to the Board.
If any other staff member has a conflict of interest, the staff member should disclose this conflict to the Senior Minister or designee as prescribed in the Personnel Handbook.

3 Guidance and Limitations

3.1 Personnel Decisions

Date Adopted: 7-13-2017

Date Last Amended: 07-6-2017

As Head of Staff, the Senior Minister is responsible for hiring, supervision, and discharge of all paid staff.

3.1.1 Hiring Senior Staff

Before filling Senior Staff positions the Senior Minister, in consultation with the Board, will empanel a search committee of no less than three members of the congregation. The search committee will present its recommendations to the Senior Minister who will make the final decision and inform the Board.

3.1.2 Hiring Non-Senior Staff

The Senior Minister will consult with lay leaders and others knowledgeable in the duties of the position, including the direct supervisor for the position, before making a selection to fill a non-Senior Staff position.

3.1.3 New Positions

New positions will normally be created as part of the budgeting process. If a new position is identified outside of the budget process and funding is available, the Senior Minister can initiate a hiring process. A new position created outside the budget process will be considered temporary until confirmed in the next budget cycle.

3.1.4 Employment at Will

With the exception of called ministers, all employees are employed “at will” within the meaning of Colorado employment regulations, and hiring procedures as well as communications to potential candidates will make this clear. Board approval will be required for any employment contract that states otherwise.

3.1.5 Discipline and Termination

Discipline and termination procedures will be detailed in the Personnel Handbook. Prior to discharging a paid staff member, the Senior Minister will ensure that the decision complies with applicable laws, Board policies, contracts and the Personnel Handbook. The Senior Minister shall in the spirit of partnership inform the Board of significant discipline issues that are being handled within the staff structure and promptly notify the Board when an employee has been terminated.

3.1.6 Professional Misconduct

Ministers and Interns

All called ministers, assistant ministers and ministerial interns at the Church have agreed to abide by the Code of Conduct of the Unitarian Universalist Ministers Association. Some examples of prohibited conduct include, but are not limited to, sexual, sexualized, or romantic relationships between the minister or intern and persons they serve in ministry and sexual harassment of all kinds. Ministers are also prohibited from using their position of authority for their personal gain.

If anyone believes that a minister working at the Church has violated the Code of Conduct, they should contact the Senior Minister, or if the issue is with the Senior Minister, the President of the Board, who will immediately contact their primary staff contact at the UUA, and follow the process outlined on the UUA website. The complainant may also contact the UUA directly following the UUA Misconduct Complaint Process.

Other Professionals

All professional staff members are held to high standards of conduct and to their own professional codes of practice. Specific Codes of Conduct for professional positions are found on the UUA website or association websites (i.e., LREDA for Religious Educators and UUMN for Music Directors) and are incorporated in this policy by reference.

If anyone believes that a professional working at the Church has violated their Code of Conduct, they should contact their supervisor or the Senior Minister for resolution.

Misconduct Reports

All complaints about ministerial or lay staff misconduct will be heard in confidence, however, it is likely that action can only be taken if the complainant themselves is willing to come forward to communicate the issue personally to ministers and/or the Board. The ministers and/or Board will use its discretion in determining the appropriate level of confidentiality, with a priority on protecting victims’ anonymity whenever necessary. Whether or not complaints can be immediately acted upon, it is very helpful for Church leadership to know about all complaints. A complainant should tell the Senior Minister or Board President if they feel that someone has violated ethical standards, even if the complaint is made anonymously.

3.1.7 Members as Staff

As a general policy, employment with the Church is not open to members of the congregation except in rare and unusual circumstances. The Personnel Handbook will include a section specifying those circumstances, both for members who may want to work for the Church and employees who may want to become members.

3.1.8 Employment of Relatives

Members of an employee’s family may be considered for employment; however, relatives may not supervise one another.

3.1.9 Former Staff as Members

The Church welcomes former staff back into the life of the congregation, with a covenant agreed upon with the Senior Minister. This procedure is detailed in the employee handbook.

3.2 Care for Paid Staff

Date Adopted: 7-13-2017

Date Last Amended: 5-12-18

3.2.1 Supervision and Evaluation

All Paid Staff will be assigned an immediate supervisor, who will provide an up-to-date job description and complete an annual process of goal-setting and performance review as detailed in the Personnel Handbook. Personnel reviews are confidential, to be shared only when necessary to support Church decision-making or as required by law.

3.2.2 Compensation and Benefits

The Senior Minister will ensure that a review of compensation for all paid staff (excluding those under specific contracts) will occur annually as part of the budget process, and as part of that process recommend adjustments as needed. That review will take into account comparable compensation and benefit information from UUA sources and will make recommendations to the Senior Minister as part of the goal of maintaining the Church as an employer of high integrity and with high regard for its employees. The Board also recognizes the importance of professional development for its staff and expects the staff-recommended budget to include funds for that purpose.

3.2.3 Personnel Handbook

The Senior Minister will be responsible for maintaining an up-to-date Personnel Handbook including matters not specifically addressed in these Board policies, ensuring that the church complies with legal requirements and denominational norms for employment practices.

The Personnel Handbook and Board Policies regarding personnel matters will be reviewed by a Human Resources professional and an employment attorney at regular intervals. This should occur at least every five years and more frequently if significant internal changes are made or when changes in external laws require updating, so as to maintain a high level of confidence that the Church as an employer is in compliance with all applicable civil law and generally accepted HR practices.

The Personnel Handbook will address the following topics:

3.2.3.1 Hiring Practices

The Senior Minister will ensure the development of practices for hiring that:

establish a high degree of fairness in the hiring process
strive to develop a reasonable pool of candidates for each open staff position
inform and engage stakeholders who will interact with the position
evaluate candidates effectively and ensure appropriate background investigations and testing
notify the Board when a new employee is hired

3.2.3.2 Nondiscrimination

Decisions about recruiting, hiring, training, promotions, compensation, benefits, and all similar employment matters will be made based on legitimate job qualifications and performance and must be made accommodating all legal nondiscrimination protected classes. Religious opinion and affiliation may be considered only to the extent that it may be a bona fide occupational requirement or may prevent an employee from being fully supportive of the Church’s mission and values. Any complaint of discrimination should follow the grievance procedures shown below and detailed in the Personnel Handbook.

3.2.3.3 Harassment

The Church is committed to providing a work environment free of harassment. Harassment of any kind, including sexual harassment, is absolutely prohibited, and allegations of harassment will be reported and acted upon promptly. The personnel handbook will include detailed definitions of restricted activities and response. Any complaint of harassment should follow the grievance procedures shown below and detailed in the Personnel Handbook.

3.2.3.4 Grievances

The Church is dedicated to fair treatment of staff and providing a safe process for addressing grievances from staff, whether hired at will or by contract. Any grievance should be presented to the Senior Minister as head of staff in writing and should be specific, including the names of individuals involved and the names of any witnesses. The Senior Minister makes a decision. If the grievance is from the Senior Minister, they should promptly report it to the Board President and/or Vice President in writing. The Board officer will immediately initiate an investigation and recommend a response to the Board, who will then respond.

If a complaint is about the Senior Minister, start with the Senior Minister to resolve the issue. If desired, the complainant may ask a Board member or other third party to participate in the conversation. If this does not resolve the issue, then the staff member presents the grievance to the Board in writing.

A staff member who alleges that the decision violates law or Board policy to his or her detriment may present his or her grievance in writing to the Board, which shall immediately acknowledge the complaint in writing, and undertake an investigation and response. The resolution recommended by the Board will be final.

3.2.3.5 Whistleblower Protection

The Church prohibits retaliation against employees or other persons who in good faith report legal concerns. The Personnel Handbook will address the topic.

3.2.3.6 Anti-Nepotism

The Church discourages the practice of nepotism. The Personnel Handbook will address the topic.

3.3 Care for Members and Guests

Date Adopted:

Date Last Amended: 5-12-2018

The Senior Minister will establish written procedures for providing care for members and guests that are regularly reviewed and updated.

3.3.1 Welcoming

The Church is committed to being a welcoming place. Practices and procedures will be developed by the Senior Minister to ensure that guests are greeted and feel welcomed during their first few visits, and that all people who attend church services are provided a full view of opportunities for progression and involvement in the church. The Senior Minister is responsible for ensuring the provision of a clear path to membership, invitation to participate in groups or activities, clear communication on opportunities for engagement, and clear communication for opportunities in leadership.

3.3.2 Right Relations

The well-being, strength, and reputation of the Church depends on a sense of fellowship among the members, guests, and staff, which thrives in an atmosphere of trust, respect, and cooperation. The Senior Minister will ensure that the Church’s Covenant of Right Relations is observed in any policies or procedures developed by the staff of the Church.

3.3.3 Support for Volunteers

Because effective volunteer support is essential for accomplishment of the congregation’s mission and vision of ministry, the Senior Minister is responsible for preparing congregants for successful volunteer participation. Members of the congregation are to be aware of volunteer opportunities and their requirements, and have access to services such as training, coaching, assistance with identifying strengths, ongoing support and resources, process for feedback about volunteer experience, clear line of communication for help, and encouragement to walk the path to leadership.

3.3.4 Leadership Development

A Leadership Development Team will be established to provide Leadership Development activities for interested members of the congregation, recruit potential leaders, provide training and preparation for roles, and identify possible candidates for elected and appointed positions.

3.3.5 Church Groups and Activities

The Board expects that each Church group and activity will align its purposes to contribute to accomplishment of the Vision of Shared Ministry, and that its Church sponsorship shall be authorized by the Senior Minister. The Board further expects that each sponsored group or activity will have an assigned staff contact that would be aware of its activities, provide guidance, facilitate access to Church resources, and coordinate activities with other groups and activities. The Senior Minister will periodically review the status of each Church group and activity.

3.3.6 Health and Safety

The Senior Minister shall be responsible for taking all reasonable care to prevent harm to the members and guests who take part in Church activities or use Church property, and shall have the power to take all necessary steps to deal with situations where such persons are at risk. The Senior Minister shall ensure that all facilities are maintained in a safe, sanitary, and secure condition; that required licenses and inspections are kept up to date; and that problems are corrected promptly.

3.3.6.1 Smoking

Smoking is not allowed on any portion of the Church property at any time.

3.3.6.2 Alcohol

Alcohol consumption is allowed within civil laws and when integrated with a sponsored Church function. Regulations on alcohol use by renters and other non-Church groups will be developed and implemented by the Senior Minister and will ensure that any permitted use of alcohol is in compliance with applicable rules and regulations.

3.3.7 Emergency Planning

The Senior Minister will create and maintain a written plan for responding to reasonably foreseeable emergencies such as medical emergencies, fire, toxic conditions, weather problems, threatening communications, power outages, and natural disasters.

3.3.8 Child Protection and Vulnerable Adults

Because of the Church’s special responsibility for children and youth in its care, the Senior Minister will establish clear, written procedures for the selection, training, and supervision of all Ministry team members who work with persons age eighteen and younger or any vulnerable adults; will ensure that the procedures are consistently applied; and will review them annually.

3.3.9 Disruptive Behavior

Disruptive behavior occurs when an individual or group engages in activities that endanger persons or property, disrupt programs, endanger the Church’s reputation or diminish its appeal to potential and existing membership.

If there is active danger to persons or property, illegal activity, or other imminent threat, any person may ask the threatening person to leave, close down the activity, or call the police. The open display or use of weapons, except by uniformed law-enforcement personnel on duty, is always deemed an active danger and the person carrying the weapon should be asked to remove the firearm or other dangerous weapon from the premises immediately.

If the incident does not rise to the level of danger, illegal activity, or threat, it should be reported to the event coordinator or ranking staff member promptly. The Senior Minister or his/her designee will make a response to the individual or group.

3.3.10 Registered Sex Offender

The Senior Minister will establish written procedures for appropriate interactions with registered sex offenders to ensure the protection of children and vulnerable adults, and in accordance with our values to respect all individuals while providing a safe environment for all church participants.

3.3.11 Privacy of data/photos

The Senior Minister will ensure that procedures are in place to protect the private information of individuals as it is collected and retained in the legitimate course of Church operations. That information, including printed documents, electronic data and photographic records of individuals, will be appropriately safeguarded.

3.3.12 Harassment

Employees, volunteers, and agents of the Church are prohibited from acts of harassment, (repetitive behavior that disturbs or upsets) including sexual harassment, against any member or participant in Church activities or any employee or applicant for employment. A member who believes they have been subject to harassment should report their concerns immediately to the Senior Minister or, if the concerns involve the Senior Minister, to the Board President. In response to violations of this policy, the Senior Minister will take disciplinary action, which may include termination of employment or membership or exclusion from Church property and programs.

3.3.13 Firearms and Other Weapons

The Church prohibits anyone other than on-duty law enforcement officials to carry a weapon on the grounds of the church. Any violation of this policy should be reported immediately to any available member of the Church staff. A request will be made for the weapon to be removed from the premises and law enforcement will be contacted if necessary to ensure compliance.

3.3.14 Building Security

The Senior Minister will ensure that procedures are in place to protect the building and other physical assets of the Church and to limit access to those who have legitimate cause for access.

3.3.15 Universal Access (disability)

The Church intends to make its premises and activities reasonably accessible to persons with disabilities. To this end our goal is to meet or exceed all legal requirements, and to engage in continual examination of our properties, practices, and attitudes. The Senior Minister will ensure that procedures are in place for the regular review of Church premises and activities so that these requirements are met.

3.3.16 Whistleblower Protection

The Church prohibits adverse actions being taken against volunteers, or any member in retaliation for any good faith report of (a) a suspected violation of any law or local, state or federal rule or regulation, (b) mismanagement, (c) gross waste or misappropriation of Church funds or assets, (d) a suspected danger to public health and safety; or (e) other alleged wrongful conduct. Any person found to have so violated this policy will be disciplined, up to and including termination from employment or expulsion from Church membership. A member who believes they have been subject to adverse actions should report their concerns immediately to the Senior Minister or, if the concerns involve the Senior Minister, to the Board President.

3.3.16 Nondiscrimination

No one acting for the Church shall discriminate because of race, color, age, sex, marital status, sexual orientation, gender identity and expression, disability, national origin or ancestry, economic status, union membership, or political affiliation.

3.3.17 Complaints and Grievances

The Board is interested in attending to grievances of serious violation of our core policies, and has delegated authority for the initial steps for addressing them. Our Covenant of Right Relations requires that members agree to speak directly with the person who is most directly involved when they have a concern. Therefore, all complaints and grievances should first be addressed to the staff member directly responsible for the concern. If the complaint is with the Senior Minister, again, start with the Senior Minister to resolve the issue. If desired, the complainant may ask a Board member or other third party to participate in the conversation.

The Board as a body will limit itself to grievances involving Board policy, governance, and other general affairs of the Church. Potential responses may include: revision to an existing policy, creation of a new policy, communication about an existing policy, or other action the Board finds necessary in order to fulfill its duties and values expressed in this document. Grievances shall be submitted to the Board as a body in writing.

3.4 Care for Material Resources

Date Adopted:

Date Last Amended: 5-12-2018

The Senior Minister, as administrative leader, is accountable for the organization’s financial performance and condition and for the planning, budgeting and management of the Church’s financial and capital resources. These responsibilities will be carried out in a professional and prudent manner and in ways consistent with the Church’s mission statement, bylaws, and the Board policies.

The logical sequence of events in the annual funding cycle is, first, Vision of Shared Ministry, second, Stewardship Campaign, and finally, creation of an operating budget. In practice, however, these may be worked on concurrently. This cycle will be reflected along with other operating procedures in the Church’s Financial Handbook.

3.4.1 Operating Budget

Each year, no later than March 31, the staff shall present a one-year operating budget for affirmation by the Board.

Proposed budgets will be based on the Vision of Shared Ministry and any strategic plan currently in effect.
The Senior Minister will, when presenting a budget, express an opinion whether it is adequate to fulfill the Vision of Shared Ministry.

3.4.2 Accounting and Financial standards

The Senior Minister will be responsible for maintaining an up to date Financial Handbook which will specify all operational procedures for the handling of the Church’s financial affairs. The procedures in that handbook will comply with the Bylaws of the Church and these Board Policies, and will meet generally accepted accounting principles.

3.4.3 Spending Authority

The Senior Minister controls and is responsible for all spending out of Church accounts, subject to the following limitations:

Operating reserves may not fall below 10 percent of the annual operating budget without Board approval.
The Senior Minister manages changes to staff compensation or benefits while remaining within the total budget. Normally the Senior Minister will propose such changes only in the course of the annual budgeting process.
The Senior Minister will anticipate and prevent spending in excess of the overall budget. If he/she foresees a 1% or more deviation from total budget, the Senior Minister shall promptly inform the Board and recommend options for adjusting the budget.
The Senior Minister determines and presents budget categories. The Senior Minister is responsible for remaining within the overall budget, with discretion to move money between categories in order to achieve the Vision of Shared Ministry. Single transfers exceeding 3% of the total budget shall be promptly reported to the Board.
The Senior Minister may make emergency expenditures necessary for the well-being of the church and make limited budget adjustments within the intent of the budget approved by the congregation, and shall promptly report such actions to the Board. An emergency is defined as an unforeseen combination of circumstances or the resulting state that calls for immediate action. An incident to be an emergency poses an immediate threat to life, health, or property damage; or it has already caused loss of life, health detriment, or property damage; or has a high probability of escalating to cause immediate danger to life, health or property.
Staff members may be issued credit cards to be used for Church-related expenditures, within limits prescribed by the Church’s Financial Handbook.

3.4.4 Debt

Only the Congregation approves any new debt except credit cards. The Board authorizes refinancing of debt.

3.4.5 Stewardship

Annually the Senior Minister will ensure that a stewardship campaign is conducted to secure pledges to fund the operations and activities of the church that are needed to achieve the Vision of Shared Ministry.

3.4.6 Capital Campaign

The Board is responsible for initiating any capital campaign for the repair, renovation, purchase, or new construction of land, buildings, or equipment. The Senior Minister is responsible for carrying out any capital campaign.

3.4.7 Endowment Fund

An Endowment Fund has been established by the congregation by resolution. The Endowment Committee elected by the Congregation is responsible for all aspects of the Endowment Fund. The Bylaws require that the Board establish standing rules for the Endowment. These rules will include a requirement to maintain a charter as provided in the appendix of this book, and a set of written operating procedures. The Endowment Committee will report quarterly to the Board Finance Committee and annually to the Congregation.

3.4.8 Gifts

The Church encourages the solicitation and acceptance of gifts to the Church for purposes that further the Congregation’s mission. The staff is responsible for receiving and acknowledging all gifts to the Church.
The Church Financial Handbook and the Church Operating Handbook will contain procedures to ensure the proper handling of gifts and will include sections on the following topics:

Cash
Marketable securities
Bequests
Restricted gifts
Tangible Personal Property
Endowment-directed funds
1. All gifts will be accounted for according to IRS rules for charitable donations.
2. The Church may accept donor-restricted funds when the intent of the donor is consistent with the mission and current plans of the Church. Such funds will only be used for the purpose specified by the donor. The Senior Minister may accept such donations up to a dollar amount equal to 3% of the budget. For donations in excess of that amount, the Senior Minister will bring it to the Board for discussion and shared decision making.

3.4.9 Special Funds

The Senior Minister can create, in consultation with the Board, one or more special funds to be used for specific purposes. The Church Financial Handbook will include procedures to assure any such funds are used only for the designated purpose.

3.4.10 Acting as a Fiscal Agent

The Church may become a fiscal agent for community funds for purposes that further the Congregation’s mission. When a need for this arises, the Senior Minister will bring the goals for the fund, the related procedures, and the projected impact on church resources to the Board for authorization. The Church Financial Handbook will include procedures to assure that the funds are administered appropriately.

3.4.11 Contracts

The Senior Minister has the authority to enter into single-year contracts on behalf of the Church. The Senior Minister, and only the Senior Minister, may enter into a multi-year contract with lifetime face value of up to a dollar amount equal to 3% of the operating budget only with Board authorization.

3.4.12 Asset Protection

The Senior Minister shall take all reasonable care to ensure that Church assets are protected from loss or theft including:

Adequate insurance to protect against property losses, liability for injuries to others, corporate liability, personal liability of Board members and staff, honesty bond for all personnel with access to material amounts of funds.
Maintenance of Church property and equipment to keep it in good working order, subject to reasonable wear and tear.

3.4.13 Information Retention and Distribution

The general principle will be that all church documents will be accessible to the members of the congregation except private personnel matters and legally restricted information.

The Senior Minister is responsible for retaining and distributing the Church’s intangible property, including intellectual property, electronic data, and paper files and protecting it from significant damage or loss.
The Senior Minister shall maintain written procedures to govern the backup, retention, destruction and distribution of the Church’s documents, giving definite retention periods for classes of financial, business, pastoral, personnel, governance, and corporate records in both paper and electronic form.
The Board will develop standards regarding the creation, editing, retention and distribution of Board documents that the Senior Minister is responsible for implementing.

3.4.14 Environment

The Senior Minister and the Board have a responsibility to act as stewards of our environment. To this end, whenever possible, priority will be given to outcomes that conserve water and water quality, minimize fossil fuel use, reduce solid waste, and minimize use of toxic or harmful chemicals.

4 Oversight

4.1 Mission Focus

Date Adopted:

Date Last Amended: 8-6-2017

The Board is expected to ensure that the Church’s human and material resources are used for the benefit of its mission. The Board addresses this in two ways: by monitoring regular reports provided by the staff and by scheduled evaluation of the Church’s progress toward achieving the goals established by the Vision of Shared Ministry.

4.2 Monitoring

Date Adopted:

Date Last Amended: 8-6-2017

The Senior Minister will provide regular written reports from the Staff to the Board. The reports will focus on progress on priorities, as set by the Board through the Vision of Shared Ministry, and on compliance with Board policies. The standard of compliance will be “any reasonable interpretation” by the Senior Minister of the Board policy being monitored. Reports will include, at a minimum:

4.2.1 Monthly financial statements

These statements will show overall financial performance compared to budget and highlight significant financial or operational issues and variances.

4.2.2 Quarterly financial statements

These statements will show the overall financial position of the Church. These will include a complete balance sheet and funds statement, detailed statement of operations, and a statement of cash flows.

4.2.3 Quarterly stewardship reports

This report will provide updates on the status of fundraising in the current year and plans for the coming year.

4.2.4 Programmatic Monitoring

On a schedule to be agreed upon annually by the Senior Minister and the Board and included in this policy book, the Senior Minister shall provide reports to the Board regarding progress on achieving the Vision of Shared Ministry and compliance with applicable board policies. Each report will focus on selected areas of progress and compliance, so that over the course of a year the entire Vision of Shared Ministry and all policies applicable to the Senior Minister are covered. A sample schedule is provided in the Appendix.

4.2.5 Monitoring Methods

Most policies will be monitored through internal reports from the Senior Minister, but the Board may also inquire into specific questions of policy compliance, organizational concerns, or other serious issues by appointing a Task Force or ad hoc committee, or by engaging an outside consultant, to assess some aspect of Church program or organizational functioning.

4.2.6 Internal Financial Review or External Financial Audit

At least once every five years, a qualified professional will be engaged to conduct an audit of the Church’s financial records and processes. The auditor’s report will be provided to the Board upon completion. In the years when no audit is performed, an internal financial review will be conducted in accordance with procedures identified in the Church’s Financial Handbook. The report on the internal review will be provided to the Board upon completion.

4.3 Evaluation

Date Adopted:

Date Last Amended: 8-6-2017

4.3.1 Ministry Evaluation

Annually, the Board will evaluate the Church’s success or difficulties in achieving the prior year’s Vision of Shared Ministry, through direct reporting and dialogue with the Senior Minister, whose information will summarize at least some degree of direct congregational feedback.

4.3.2 Board and Senior Minister Partnership Evaluation

Annually, the Senior Minister and the Board will together review their partnership and their effectiveness in their respective roles.

4.3.4 Evaluation of Ministry Teams

The Senior Minister will ensure that teams engaged in ministry develop, with their staff supervisors, goals supportive of the Vision of Shared Ministry and that the impact of their ministry is evaluated annually in writing.

4.3.5 Senior Minister’s Triennial Performance Review

Every three years, the Board and Senior Minister will jointly appoint an ad hoc Review Committee of three persons mutually acceptable to the Board and the Senior Minister. Working together with the Senior Minister, the Committee will design and facilitate a review of the Senior Minister’s performance. The Committee’s report to the Board and a written response from the Senior Minister will be provided to the Board.

4.3.6 Board and Board Committee Evaluation

Annually, the Board will review its compliance with Board policies on Governance and Oversight, in addition to the review of its effectiveness described in section 4.3.2. Board Committees will perform an annual self-evaluation in conjunction with the Board President to ensure their ongoing relevance and effectiveness. A schedule for this self-evaluation will be a part of this policy and a sample for this schedule is provided in the Appendix.

4.3.7 Policy and Bylaws Review

The Board will review the Board Policies and Church Bylaws at least once every five years. The Board will evaluate each policy to assess whether and the extent to which that policy furthers the mission and vision of the Church. The Board will evaluate the Bylaws to ensure that the Bylaws facilitate the Church’s mission and ongoing ministry.

Date Adopted:

Date Last Amended: 2-14-18

Appendix

Strategic Plan

Board Committee Charters

Finance

Personnel

Governance

Nominating

Shared Ministry Team

Leadership Development Team

Glossary

Samples

Sample Monitoring Schedule

Sample Board Calendar

Nominating Committee Charter

Approved by the Board February 13, 2018

The Bylaws state that the Nominating Committee shall have three members who are elected by the congregation for three-year terms, plus one Trustee in a one-year renewable term. The duties of the committee are to nominate candidates for all of the elective offices of the Church and to present these nominations to the congregation. After this committee has presented its report to the Congregational meeting, additional nominations may be made from the floor. Nominees for any elective office must be members of the church.

Board Policy

In addition to duties prescribed by the Bylaws, the Nominating Committee fulfills the following responsibilities. First, the Committee consults annually with the Board to ascertain future leadership needs and criteria for open positions. Second, it consults with the Senior Minister and the Leadership Development team, and requests nominations from the congregation, to identify potential leaders with the required skills. With these inputs, the Committee prepares a slate of nominees, and certifies to the Board that the criteria have been addressed and that the nomination process was compliant with Board policies. After, Board affirmation that the criteria have been addressed and Board policies have been followed, the Nominating Committee presents the slate to the congregation.

Goals for the Nominating Committee:

Keep updated the job descriptions of elected positions by communicating with the Board about changing roles and emerging leadership needs.

Work with the Senior Minister and Leadership Development Team to identify congregants who have demonstrated their commitment to personal growth, to leadership activities, and to the Foothills’ mission and values; and who have the particular skills that are needed in a given year.

Use proactive communication practices throughout the year to share about leadership development opportunities and open positions.

Continue our commitment to a transparent process allowing for congregational input and receiving suggestions for nominations from any source.

Ensure that nominations are based on qualifications and competencies rather than on personal relationships.

Present a slate to Board in March.

Sample Monitoring Schedule

Report	Frequency	Content	Notes	Month
Ministry Report	Monthly	Status on Vision of Shared Ministry Items		Every
		Reporting required by Policies		Every
		Variances from Policies		Every
		Monthly Financial Report		Every
		Questions or need for clarity		Every
Policy Compliance	Annually	Personnel Decisions 3.1	(one section per quarter)	March
	Annually	Care for Paid Staff 3.2		June
	Annually	Care for Members and Guests 3.3		September
	Annually	Care for Material Resources 3.4		December
Financial Statement	Quarterly	Complete balance sheet and funds statement, detailed statement of operations, and a statement of cash flows.		November, February, May, November
Stewardship	Quarterly	Current pledges v. budgeted; actions related to stewardship short and longer term		July, October, January, April
Dashboard	Quarterly	Total membership and trend
		New member numbers and trends	Written, delivered 4 times/year before the board meeting – agreed upon format and contents, which can be modified from time to time by the Board and the Senior Minister to better match the Vision of Shared Ministry.	Whole dashboard in April, July, October, January
		RE enrollment and attendance (children and youth)
		Sunday services attendance trend
		Member participation in teaching RE and Adult RE
		Member participation in service and social action projects
		Pastoral Care report
		Event or program attendance
		Membership Engagement – Level and Numbers

		Plate Collection and Share the Plate Data
Congregation Survey	Every 2-3 years	The Senior Minister is responsible for defining and administering the congregation survey	Report results to board within 6 weeks of survey closing date	Last survey was for senior minister search in 2014; next survey due in 2017
		Questions based on End Statements (? Powerful questions?)
		Additional input on questions from board
		Survey date is to be determined by the SM in consultation with the board
Annual Ministry Report	Annually	Report on Vision of Shared Ministry		May
		End of Year Financials		Draft in June, full by August
		Report on Relationships with Community Partners		May
Handbook Reviews	Annual	Personnel Handbook	Reviewed by Personnel Committee	September
		Finance Handbook	Reviewed by Finance` Committee	September
		Operating Handbook		September
		Endowment Procedures		September

Sample Board Calendar

	Year 1	Year 2	Year 3	Year 4	Year 5	Year 6
July	Initiate Internal Financial Audit (4.2.6)	Initiate Internal Financial Audit (4.2.6)	Initiate Internal Financial Audit (4.2.6)	Initiate Internal Financial Audit (4.2.6)	External Audit Begins (4.2.6)	Initiate Internal Financial Audit (4.2.6)
	Disclosure of any potential conflicts of interest (1.2.5.2)	Disclosure of any potential conflicts of interest (1.2.5.2)	Disclosure of any potential conflicts of interest (1.2.5.2)	Disclosure of any potential conflicts of interest (1.2.5.2)	Disclosure of any potential conflicts of interest (1.2.5.2)	Disclosure of any potential conflicts of interest (1.2.5.2)
	Elect Board Officers (Bylaws)	Elect Board Officers (Bylaws)	Elect Board Officers (Bylaws)	Elect Board Officers (Bylaws)	Elect Board Officers (Bylaws)	Elect Board Officers (Bylaws)
	Appoint Board Committees (1.2.4)	Appoint Board Committees (1.2.4)	Appoint Board Committees (1.2.4)	Appoint Board Committees (1.2.4)	Appoint Board Committees (1.2.4)	Appoint Board Committees (1.2.4)
	Brainstorm Future-Oriented Questions for engagement (1.2.1)	Brainstorm Future-Oriented Questions for engagement (1.2.1)	Brainstorm Future-Oriented Questions for engagement (1.2.1)	Brainstorm Future-Oriented Questions for engagement (1.2.1)	Brainstorm Future-Oriented Questions for engagement (1.2.1)	Brainstorm Future-Oriented Questions for engagement (1.2.1)
August	Initiate Policy Review Process and set schedule (4.3.7) OR Initiate Bylaws Review Process and set schedule (4.3.7)	Initiate Bylaws Review Process and set schedule (4.3.7) (unless completed prior year)	Initiate Strategic Planning Process to create Plan for next 3-5 years (1.2.1)		Initiate Update to Strategic Plan	Initiate Policy Review Process and set schedule (4.3.7)
	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)
			Review and update Core Values (1.2.1)			Review and update Core Values (1.2.1)
September	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)	Engage the congregation and staff in future-oriented questions (1.2.1)
October	Receive report on Internal Financial Review from Finance Committee (4.2.6)	Receive report on Internal Financial Review from Finance Committee (4.2.6)	Receive report on Internal Financial Review from Finance Committee (4.2.6)	Receive report on Internal Financial Review from Finance Committee (4.2.6)		Receive report on Internal Financial Review from Finance Committee (4.2.6)
	Draft Vision of Shared Ministry (1.2.1)	Draft Vision of Shared Ministry (1.2.1)	Draft Vision of Shared Ministry (1.2.1)	Draft Vision of Shared Ministry (1.2.1)	Draft Vision of Shared Ministry (1.2.1)	Draft Vision of Shared Ministry (1.2.1)
November	Edits/Feedback/Updates to Vision of Shared Ministry (1.2.1)	Edits/Feedback/Updates to Vision of Shared Ministry (1.2.1)	Edits/Feedback/Updates to Vision of Shared Ministry (1.2.1)	Edits/Feedback/Updates to Vision of Shared Ministry (1.2.1)	Edits/Feedback/Updates to Vision of Shared Ministry (1.2.1)	Edits/Feedback/Updates to Vision of Shared Ministry (1.2.1)
December	Finalize Vision of Shared Ministry (short list of top-priority goals by which the Church will advance its mission in the coming year) for Year 2 (1.2.1)	Finalize Vision of Shared Ministry (short list of top-priority goals by which the Church will advance its mission in the coming year) for Year 3 (1.2.1)	Finalize Vision of Shared Ministry (short list of top-priority goals by which the Church will advance its mission in the coming year) for Year 4 (1.2.1)	Finalize Vision of Shared Ministry (short list of top-priority goals by which the Church will advance its mission in the coming year) for Year 5 (1.2.1)	Finalize Vision of Shared Ministry (short list of top-priority goals by which the Church will advance its mission in the coming year) for Year 6 (1.2.1)	Finalize Vision of Shared Ministry (short list of top-priority goals by which the Church will advance its mission in the coming year) for Year 1 (1.2.1)
					Audit Report Received and Reviewed, Action Steps assigned (4.2.6)
January	Review and update the standards and processes for the edits, distribution and destruction of Board Documents (3.3.13)	Review and update the standards and processes for the edits, distribution and destruction of Board Documents (3.3.13)	Review and update the standards and processes for the edits, distribution and destruction of Board Documents (3.3.13)	Review and update the standards and processes for the edits, distribution and destruction of Board Documents (3.3.13)	Review and update the standards and processes for the edits, distribution and destruction of Board Documents (3.3.13)	Review and update the standards and processes for the edits, distribution and destruction of Board Documents (3.3.13)
			Work with SM to appoint an ad hoc Review Committee of 3 people to perform triennial performance review of SM (4.3.5)			Work with SM to appoint an ad hoc Review Committee of 3 people to perform triennial performance review of SM (4.3.5)
February	Review and approve Budget submitted by Senior Minister (3.3.1)	Review and approve Budget submitted by Senior Minister (3.3.1)	Review and approve Budget submitted by Senior Minister (3.3.1)	Review and approve Budget submitted by Senior Minister (3.3.1)	Review and approve Budget submitted by Senior Minister (3.3.1)	Review and approve Budget submitted by Senior Minister (3.3.1)
	Nominating Committee learns from Board about upcoming needs and connects with LD Team (1.2.4)	Nominating Committee learns from Board about upcoming needs and connects with LD Team (1.2.4)	Nominating Committee learns from Board about upcoming needs and connects with LD Team (1.2.4)	Nominating Committee learns from Board about upcoming needs and connects with LD Team (1.2.4)	Nominating Committee learns from Board about upcoming needs and connects with LD Team (1.2.4)	Nominating Committee learns from Board about upcoming needs and connects with LD Team (1.2.4)
March	Develop Communication Plan for congregational engagement through visioning, strategic planning and other Board work (1.2.1)	Develop Communication Plan for congregational engagement through visioning, strategic planning and other Board work (1.2.1)	Develop Communication Plan for congregational engagement through visioning, strategic planning and other Board work (1.2.1)	Develop Communication Plan for congregational engagement through visioning, strategic planning and other Board work (1.2.1)	Develop Communication Plan for congregational engagement through visioning, strategic planning and other Board work (1.2.1)	Develop Communication Plan for congregational engagement through visioning, strategic planning and other Board work (1.2.1)
	Nominating Committee Presents Slate to the Board (1.2.4)	Nominating Committee Presents Slate to the Board (1.2.4)	Nominating Committee Presents Slate to the Board (1.2.4)	Nominating Committee Presents Slate to the Board (1.2.4)	Nominating Committee Presents Slate to the Board (1.2.4)	Nominating Committee Presents Slate to the Board (1.2.4)
April	Draft agenda for annual meeting and send out congregational notice	Draft agenda for annual meeting and send out congregational notice	Draft agenda for annual meeting and send out congregational notice	Draft agenda for annual meeting and send out congregational notice	Draft agenda for annual meeting and send out congregational notice	Draft agenda for annual meeting and send out congregational notice
			Receive/discuss SM Performance Review (4.3.5)			Receive/discuss SM Performance Review (4.3.5)
May	Review Board compliance with Board policies on Governance and Oversight (4.3.6)	Review Board compliance with Board policies on Governance and Oversight (4.3.6)	Review Board compliance with Board policies on Governance and Oversight (4.3.6)	Review Board compliance with Board policies on Governance and Oversight (4.3.6)	Review Board compliance with Board policies on Governance and Oversight (4.3.6)	Review Board compliance with Board policies on Governance and Oversight (4.3.6)
	Board Committees Perform Self-Eval with Pres (4.3.6)	Board Committees Perform Self-Eval with Pres (4.3.6)	Board Committees Perform Self-Eval with Pres (4.3.6)	Board Committees Perform Self-Eval with Pres (4.3.6)	Board Committees Perform Self-Eval with Pres (4.3.6)	Board Committees Perform Self-Eval with Pres (4.3.6)
	Annual Congregational Meeting	Annual Congregational Meeting	Annual Congregational Meeting	Annual Congregational Meeting	Annual Congregational Meeting	Annual Congregational Meeting
June	Ministry Evaluation led by Governance Committee (4.3.1)	Ministry Evaluation led by Governance Committee (4.3.1)	Ministry Evaluation led by Governance Committee (4.3.1)	Ministry Evaluation led by Governance Committee (4.3.1)	Ministry Evaluation led by Governance Committee (4.3.1)	Ministry Evaluation led by Governance Committee (4.3.1)
	Board and SM Partnership Evaluation led by Governance Committee(4.3.2)	Board and SM Partnership Evaluation led by Governance Committee(4.3.2)	Board and SM Partnership Evaluation led by Governance Committee(4.3.2)	Board and SM Partnership Evaluation led by Governance Committee(4.3.2)	Board and SM Partnership Evaluation led by Governance Committee(4.3.2)	Board and SM Partnership Evaluation led by Governance Committee(4.3.2)
	Determine new monitoring schedule for SM (4.2.4)	Determine new monitoring schedule for SM (4.2.4)	Determine new monitoring schedule for SM (4.2.4)	Determine new monitoring schedule for SM (4.2.4)	Determine new monitoring schedule for SM (4.2.4)	Determine new monitoring schedule for SM (4.2.4)
	Review Charters for Board Committees and updated as needed	Review Charters for Board Committees and updated as needed	Review Charters for Board Committees and updated as needed	Review Charters for Board Committees and updated as needed	Review Charters for Board Committees and updated as needed	Review Charters for Board Committees and updated as needed

Updated on September 11, 2018

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