Board Annual Smartie Goals

What are Smartie Goals?

They are: Specific, Measurable, Achievable, Realistic, Timely, Inclusive, Equitable

2024-2026 Smartie Goals

Governance Goals

  • Ongoing: Align Board practices with the Board Covenant, QUUF Mission, By-laws, policies, and shared governance model
    – Maintain fiduciary responsibilities including financial and governance oversight
    – Maintain oversight of the Developmental Ministry Goals
    – Maintain oversight of the Developmental Minister contract and timely evaluations
    – Maintain regular collaboration with Board Committees: Governance, Personnel, Denominational Affairs, Finances, RAMP and with the Endowments and the Nominating Committee
    – Recommend policy development and bring policies and procedures to the Fellowship for approval
    – Review By-Laws and recommend revisions or additions to the Fellowship

Near-Term Goals

  1. Develop new Mission and Vision Statements
    A. Articulate a plan to involve the Fellowship including timelines (beginning this fall and to be completed this spring) and communications with the Fellowship (October-November)
    B. Appoint a task force to research models for this process and enact a plan (October-November)
  2. Explore and recommend best practices for the QUUF Nominating Committee. (Any recommended changes would be implemented in the QUUF calendar year beginning July 1, 2025)
    A. Assemble a collaborative team including representatives from the Nominating Committee, the Governance Committee, a Board representative and other leaders to research and make recommendations beginning October-November.
    i. Explore best practices in other UU congregations
    ii.  Clarify implications for QUUF:
    Define the Board member’s role on the committee
    Determine feasibility to expand responsibilities for non-elected leadership recruitment
    Determine potential for creating leadership development activities for example:
    – Pathways to service model
    – Effective presentations, information sessions, resources and training opportunities
    – Diversity, Equity and inclusion considerations
    iii. Prepare a realistic description of Board service responsibilities, needed skills, etc.
    B. Prepare a recommendation to the Board so that any proposed By-laws changes can be put to a vote at the June 2024 Congregational meeting.
  3. Collaborate with the Program Council and Minister to assess progress on Developmental Ministry goals (December 2024, May 2025)

Long-Term Goals (projected for Fall 2025)

  1. Activate a process for Long-Range planning and developing strategic goals. 
  1. Initiate a Search Committee for a called Minister

Financial Goals

Near-Term Goal

  1. Assess the current budget according to costs associated with Programs and major activities, and continue to search for ways to increase income
    A. Develop standard report forms for use in reporting key current conditions and actions, as well as future plans, in a manner to allow for easier summarization and communication of the state of the Fellowship financially and spiritually.  – October 16, 2024
    B. Create a financial “dashboard” to be included with the Treasurer’s Report To The Board to show key metrics of financial current status and forecasts through the end of the church year. – October 16, 2024
    C. Review current recurring expenses, such as insurance, subscriptions, utilities and look for ways to update coverage and possibly reduce costs – December 15, 2024
    D. Search for grants, Fund-A-Needs, unrestricted gifts, rentals, and other sources of income – Ongoing

Medium-Term Goal

       2. Propose options, including pros and cons, for the Board to consider in restructuring QUUF for the 2025-2026 balanced budget goal

A. Forecast fundraising and income expectations, including shortfalls from goals – November 20 2024 and February 12, 2025

B. Develop scenarios for expense reduction, including pros and cons – February 12, 2025

Medium-Term Goal

       3. Create a long-range vision and plan for a sustainable financial future

Revise Program and Mission to align with a financially sustainable level of services that will maintain QUUF as a healthy, vibrant, UU congregation for the next five years and beyond – April 16, 2025

Communication Goals

Ongoing Goals

Maintain regular communication with the congregation through the following:

  • Weekly Update notifications
  • Announcements from the pulpit
  • Monday Board Reports (may be submitted by any member of the board)
  • Responses to Letters to the Board

Near-Term Goals

  1. Record, submit, and update Board Procedures to add to the Procedural Manual (January 2025)
    A. Establish a working team to write up procedures (November)
    B. Meet as needed to update procedures (ongoing)

       2. Collaborate with the Nominating Committee to plan and conduct elections in April.

A. Work with the Nominating Committee to set a date for annual Elections (October)
B. Specify the open positions for next year on Nominations, Endowments, and the Board.

3. Organize a sub-committee to determine tasks and objectives for the January Congregational Meeting

Starting in November:

A. Establish timelines for informing the Fellowship
B. Prepare the agenda
C. Prepare budget information and related materials

     4. Develop training modules for new Board members and establish training schedule.

A. Determine who will take the lead on training. (March 2025)
B. Review existing materials and resources and identify any additional needs

     5. Organize and conduct the Annual Meeting (Starting in March and April):
A. Establish timelines for informing the Fellowship
B. Prepare the agenda
C. Prepare budget materials and related materials

This page last updated November 13, 2024