A number of UUFR committees do not function as parts of the Administrative Council or Program Council. Such committees are sometimes committees of the Board of Directors and report directly to the Board. An example is the Finance Committee. Other committees are freestanding and assist the Congregation, the Board of the Directors, and the Councils.

300.2 Committee on Ministry 

Role of the Committee :

Objective – to strengthen the quality of ministry of our congregation by facilitating congregational ministry to one another and to the wider community and by supporting and advising the professional minister(s).

Composition :

The Committee will consist of the Minister(s) and five members of the congregation, each serving a single three-year term. The terms will rotate so that no more than two terms expire in any year. No member may serve more than two consecutive terms. The Committee will decide upon a Chair at the beginning of each year.

Vacancies on the Committee will be filled by the Board of Directors from a list of names submitted by the Committee. Any list will include at least one alternate candidate for each vacant position (or a maximum of three alternates when presenting an initial slate of candidates).

The COM will attempt to achieve diversity with regard to age, gender, and background within the Fellowship, but the paramount quality will be a trusting relationship with the minister(s) other Committee members, and the congregation as a whole.

Reporting Structure :

The Committee will serve in an advisory capacity to the Board of Directors and to the Minister(s).

Responsibilities :

• Monitors congregational ministry in relation to the congregation’s mission & vision statements. Supports professional minister(s) - provides advice with respect to the ministry as he/she/they serves the congregation.
• Models healthy relationships for the congregation.
• Continually educates itself & the congregation.
• Seeks feedback from the congregation and periodically assesses our professional and congregational ministry.
• Advises the Board regarding ministry.

Operating Procedures :

The Committee on Ministry will meet monthly with a prepared agenda. In order to promote candor, honest communication and feedback regarding potentially sensitive issues, Committee meetings will be kept confidential. The Committee does not have decision-making or enforcement capabilities but may disclose its recommendations to the Board of Directors, other committees, or individuals for further action.

The Committee will attempt to operate by consensus in all matters. Where consensus is not possible, minority opinions and recommendations will be respected and included as appropriate. The Committee will not “take sides” in disputes, but will work with the parties involved to resolve conflicts and promote the well-being of the congregation as a whole.

Called ministers are considered to be full and permanent members of the Committee and will be kept informed of all meetings. Although the Committee may on rare occasions meet without the minister(s), ministers will be advised in advance of the purpose of the meeting and informed of the substance of any discussions shortly afterward.

The scope and purpose of the Committee will be publicized at New Member orientation sessions, Leadership Development workshops, and periodically through the newsletter and website. Any member of the Fellowship may bring issues before the Committee. The Committee should first recommend that congregation members attempt to resolve concerns directly with the involved parties. If requested, one or more members of the Committee may accompany the concerned member. In rare instances the Committee may forward an issue or concern along with the member’s name, however the Committee will not act on anonymous complaints.

The Committee on Ministry acts in an advisory manner only and its recommendations are not binding. When Fellowship members disagree with the Committee’s conclusions or procedures, they may appeal to the Board of Directors. If the Minister is in substantial disagreement with the Committee or Committee members themselves are divided over an issue the Board of Directors should be told as soon as possible. If resources outside the congregation are needed, either the Board of Directors or the Minister may request the services of the UUA-TJ District Executive.

Adopted 1/2007

300.3 Nominating Committee

Nominating Committee

Composition

The Committee shall consist of five members elected by the Fellowship to two year terms which begin April 1. Terms shall be staggered so that no more than three terms will expire in a given year. No more than two members of this Committee may also be members of the Board of Directors. Candidates for membership on this committee will be included in the slate of candidates proposed by the current Nominating Committee. Vacancies on the Committee are filled by the Board. The Board shall appoint members from a list of candidates that includes recommendations from the Nominating Committee together with any nominations submitted by Members of the Fellowship. A written notice of each vacancy must be distributed at least two weeks prior to the filling of the vacancy by the Board. The term of each appointment is the full unexpired term of the vacant position.

Duties

• Work with the Immediate Past President, who serves as Board liaison to the Nominating Committee, to identify potential leaders, ascertain leadership development needs of the Fellowship, and support a year-round Leadership Development program.
• Publish a slate of candidates for the Board of Directors and the Nominating Committee in the written notification of the annual meeting.
• Nominate at least ten candidates for the Search Committee when required.
• Nominate candidates for the Unitarian Universalist Fellowship of Raleigh Foundation’s Board of Directors annually or in the event of a vacancy during the year. The candidates are to be presented to UUFR’s Board of Directors no later than the December meeting since the Foundation’s year begins January 1.
• Provide other nominations as specified in the By-laws.
• Assist the standing committees of UUFR in identifying and recruiting potential leaders for the positions of chairperson and chairperson-elect of the respective committees. Terms for the chairpersons of all UUFR committees run from April to March, concurrent with terms for the Board of Directors. Individual committees are responsible for deciding on the best length of term for their respective chairpersons. It is recommended that these terms be a maximum of two years.

An individual who has been active on a committee will generally be best qualified to assume the leadership of the committee and to facilitate continuity in the work of the committee on established goals and projects. Committees are encouraged to identify a chairperson-elect for the committee one year prior to the time the individual will assume the role of chairperson.

• Determine the status of leadership in each committee during November and December. Urge committees to discuss who will fill the roles of chairperson and chairperson-elect for the next year.
• In January, identify any committee which has exhausted its resources and has not selected leadership for the next year. Work with the committees and Membership Chairperson to find appropriate individuals for these leadership positions.
• Present incoming chairpersons and recognize outgoing chairpersons at the March congregational meeting.

Revised 1/2005

300.4 Finance Committee

Finance Committee

Composition

The Finance Committee is made up of the Financial Planner, the Treasurer, a past Treasurer, the Ways and Means Committee Chairperson , and one other Fellowship member. Committee members are named by the President.

The Fellowship Administrator attends meetings and assists with the committee as needed.

• Assist the UUFR Board by studying and making recommendations on financial issues and policies. These issues include, but are not limited to:
• Formulate and codify financial policies and procedures of the Fellowship. Amend such as needed to meet the changing needs of the organization.
• Formulate and recommend policies for the investment of surplus funds of the Fellowship.
• Consider and formulate solutions to issues arising in the areas of accounting practices, cash flow, reporting, etc.
• Identify potential financial resources for UUFR.
• Review financial/cost projections provided by sponsors of proposed Long Term Commitments and prepare a report addressing the potential impact of the proposal on future budgets and indicate support (or not) of the funding mechanism recommended by the sponsors. (See section 6.11.)

The Financial Planner shall serve as chairperson during his or her term on the Board of Directors.

300.5 Executive Planning Committee

Composition

The Executive Planning Committee is made up of the Past President, the President, previous year’s council chairs, current council chairs, and the Minister.

Meet in March to:

• Review previous year’s priorities and accomplishments, including annual reports of committees.
• Review current committee plans, Board priorities, current issues being raised with the congregation, committees, and Board.
• Draft a planning document that proposes priorities for the next fiscal year (nine months away).
• Coordinate opportunities for members’ input into the priority document.

• Soon after taking office (May or June), the new President coordinates a meeting of Board members and Joint Council members to discuss the priority document created by the Executive Planning Committee. (This meeting will be held in lieu of separate monthly meetings, if possible.)
• The Board/Joint Council should develop a consensus on the priorities for the next fiscal year so that budgets can be created using this information.
• Selected priorities should be publicized among members, staff, committees, the Board and conveyed to the Ways and Means chairperson in preparation of the Annual Canvass.
  

300.6 Leadership Development Committee

• The Immediate Past President shall be responsible for Leadership Development by working with the Nominating Committee and others to understand needs and identify potential leaders. Use all available resources and techniques to implement a year-round leadership development program. (See 200 Board Duties)
• The Nominating Committee shall work with the Immediate Past President, who serves as liaison to the Nominating Committee, to identify potential leaders, ascertain leadership development needs of the Fellowship, and support a year-round Leadership Development program. (See 300.3 Nominating Committee)

Revised to conform to other sections 1/02
 

300.7 Bylaws Committee

Bylaws Committee

Purpose, Composition, Duties

Occasionally a Bylaws Committee is created to propose specific changes in UUFR’s bylaws, although no guidelines are set for its composition or duties. The Vice President is named as the Board of Directors’ liaison to the Bylaws Committee and frequently is responsible for managing the publication and adoption of bylaws recommendations that come to the Board. This section of the manual is included in order to hold a space for the Bylaws Committee information if it is needed.

300.8 Long Range Planning Committee

Long Range Planning Committee

Purpose

The Committee’s purpose is create a long-range plan that articulates the congregation’s aspirations and goals and identifies what should be done to achieve them.

Composition

This Committee is a standing committee of the Board. It shall be comprised of 5-7 members appointed by the President of the Board serving 2-year staggered terms. Membership should include the current Financial Planner and individuals with planning and financial background as well as institutional knowledge of the congregation.

Initial Committee members - In order to develop some expertise and avoid simultaneous expiration of terms, the initial appointees will serve the following terms:

• 2-3 members will serve 3-year terms
• the remaining members will serve 2-year terms

Duties

Create a 5-year long-range plan for the congregation that

(1) articulates the congregation’s aspirations and goals for the future; and

(2) identifies what the congregation will need to do to shape its future consistent with its aspirations and goals.

The committee should solicit input from the congregation in a manner determined by the committee. The long-range plan and any changes or amendments to the plan must be approved by the Board of Directors. The completed long-range plan, as well as significant changes, should be shared with the Congregation. Communication with the congregation should be coordinated with the Board of Directors.

Initial Long-Range Plan - Within 12 to 18 months of convening, the Committee should complete the long-range plan; during this period the Committee shall provide a progress report to the Board every 6 months.

On-going Work of the Committee - As the Committee is a permanent one, the work of the Committee shall include:

• an annual report to the Board in February on the congregation’s progress towards implementing the long-range plan; progress will be communicated to the congregation via minutes of Board meetings published in the Chalice
• an annual meeting with the Executive Planning Committee in March to coordinate the implementation of the long-range plan with the Board’s priorities for the coming fiscal year
• the long-range plan should be a working document. The Board, Joint Council, committees, etc. should strive to make decisions and act in a manner that is consistent with the Plan.  A copy of the Plan shall be kept in the Manager's office and made available to all members of the congregation.
• recommendations for revisions and updates to the plan:
• In the first month of the fourth year of the current long-range plan, the Committee should review whether or not a new 5-year congregational long-range plan should be developed or the existing plan just updated.
• If a new plan is recommended, the Committee should begin work on the new plan so that it is completed when the existing plan expires.
• The Committee shall report to the Board a minimum of once during the creation of a new long-range plan, preferably half-way through the development of the new plan.

Adopted 3/06