Welcome UUU Governance Track

1
Welcome!UUU Governance Track

• Please
• Find a seat in the appropriate section. Weve
  formed sections by congregation size and region.
  See map below in your packet.
• Introduce yourself to at least three neighbors.
  Tell them
• Your name
• Your congregation
• What word describes your trip to GA (uneventful?
  harrowing? meandering?).

2
Welcome!
UU University Governance Track
Presented by Unity Consulting Rev. Rob
Eller-Isaacs and Laura Park, MA, Track Deans
3
Notice Participation is this workshop means
consenting to be video taped.
UU University Governance Track
Presented by Unity Consulting Rev. Rob
Eller-Isaacs and Laura Park, MA, Track Deans
4
The Six Tracks of UU University
5
The Six Tracks of UU University
Stewardship Track Finding Our Commonwealth
Stewardship as Transformational Ministry Discover
how you and your congregation can tap the power
of your financial lives in order to live your
deepest values.
6
The Six Tracks of UU University
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The Six Tracks of UU University
Multigenerational Track A Family Under One
Sky Ministry Across the Generations Consider the
opportunities that exist within the worship,
fellowship and spiritual practice of your
congregation to build community across
generations.
8
The Six Tracks of UU University
9
The Six Tracks of UU University
Multicultural Track Soul Work Creating
Welcoming, Multicultural UU Communities Explore
ways you and your congregation can break through
fear, insecurity and socialization into a cycle
of liberation and connection.
10
The Six Tracks of UU University
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The Six Tracks of UU University
Governance Track Governance Lighting the
Leadership Chalice Learn the governance
fundamentals to liberate your congregation's
creative energy to transform souls and bless the
world. The final third of the track will
introduce the policy governance approach.
12
The Six Tracks of UU University
13
The Six Tracks of UU University
Justice Track A People So Bold Justice and
Congregational Mission Come away with tools and
new UUA materials that keep your justice work
focused, effective and relevant to the whole
congregation and wider community.
14
The Six Tracks of UU University
15
The Six Tracks of UU University
Theology Track Theology for a Secular Age Become
part of the transformation of theology for a
secular age. Learn to think and talk about your
faith in ways that balance your religious wisdom
with scientific insight.
16
The Six Tracks of UU University
17
The Six Tracks of UU University
18
The Six Tracks of UU University
Governance Track Governance Lighting the
Leadership Chalice Learn the governance
fundamentals to liberate your congregation's
creative energy to transform souls and bless the
world. The final third of the track will
introduce the policy governance approach.
19
The Six Tracks of UU University
20
The Six Tracks of UU University
What question is at the heart of our work
together?
21
How can governance liberate the energy and
creativity of Unitarian Universalist
congregations to transform souls and bless the
world?
22
AgendaDay 1
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AgendaDay 1
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AgendaDay 1
Experience of the Holy
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AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS
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AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS Who is accountable
for what work? Assigning governance leadership
27
AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS Who is accountable
for what work? Assigning governance
leadership How will I know its going well?
Indicators of governance excellence
28
AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS Who is accountable
for what work? Assigning governance
leadership How will I know its going well?
Indicators of governance excellence What do I
value about governance?
29
AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS Who is accountable
for what work? Assigning governance
leadership How will I know its going well?
Indicators of governance excellence What do I
value about governance? Policy Governance
Overview and Case Studies
30
AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS Who is accountable
for what work? Assigning governance
leadership How will I know its going well?
Indicators of governance excellence What do I
value about governance? Policy Governance
Overview and Case Studies
31
AgendaDay 1
32
AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS Who is accountable
for what work? Assigning governance
leadership How will I know its going well?
Indicators of governance excellence What do I
value about governance? Policy Governance
Overview and Case Studies
33
AgendaDay 1
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AgendaDay 2
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AgendaDay 2
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AgendaDay 2
Case Studies
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AgendaDay 2
Case Studies Demonstration of Policy-Based
Governance
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AgendaDay 2
Case StudiesDemonstration of Policy-Based
Governance Collage of Voices on Policy-Based
Governance
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AgendaDay 2
Case StudiesDemonstration of Policy-Based
Governance Collage of Voices on Policy-Based
Governance Your Governance Values and
Policy-Based Governance
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AgendaDay 2
Case StudiesDemonstration of Policy-Based
Governance Collage of Voices on Policy-Based
Governance Your Governance Values and
Policy-Based Governance Transitioning to
Policy-Based Governance
41
AgendaDay 2
Case StudiesDemonstration of Policy-Based
Governance Collage of Voices on Policy-Based
Governance Your Governance Values and
Policy-Based Governance Transitioning to
Policy-Based Governance The Charge to You
42
AgendaDay 2
Case StudiesDemonstration of Policy-Based
Governance Collage of Voices on Policy-Based
Governance Your Governance Values and
Policy-Based Governance Transitioning to
Policy-Based Governance The Charge to You
43
AgendaDay 2
44
AgendaDay 2
Case StudiesDemonstration of Policy-Based
Governance Collage of Voices on Policy-Based
Governance Your Governance Values and
Policy-Based Governance Transitioning to
Policy-Based Governance The Charge to You
45
(No Transcript)
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Ground Rules
47
Ground Rules

• Look for solutions.

48
Ground Rules

• Look for solutions.
• Honor the exercise times.

49
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.

50
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.
• Keep in touch with us through the
  question/comment cards.

51
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.
• Keep in touch with us through the
  question/comment cards.
• Have fun!

52
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.
• Keep in touch with us through the
  question/comment cards.
• Have fun!

53
Ground Rules

• Look for solutions.

54
Ground Rules

• Look for solutions.
• Honor the exercise times.

55
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.

56
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.
• Keep in touch with us through the
  question/comment cards.

57
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.
• Keep in touch with us through the
  question/comment cards.
• Have fun!

58
Ground Rules

• Look for solutions.
• Honor the exercise times.
• Take care of your needs as you need to.
• Keep in touch with us through the
  question/comment cards.
• Have fun!

59
Track Developers
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Track Developers
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Track Developers
Rob Eller-Isaacs
Janne Eller-Isaacs
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Track Developers

• Rob Eller-Isaacs

Janne Eller-Isaacs
Co-Ministers, Unity ChurchUnitarian
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Track Developers
64
Track Developers
Louise Wolfgramm President and CEO AMICUS
Barbara Hubbard Executive Director Unity
ChurchUnitarian
65
Track Developers
66
Track Developers
Leon Dunkley Director of Congregational
Life Unity ChurchUnitarian
Joe Sullivan Former President, Southwest
District Board
67
Track Developers
68
Track Developers
Laura Park Managing Director for Unity Consulting
69
Track Developers
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Track Developers
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AgendaDay 1
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AgendaDay 1
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AgendaDay 1
Experience of the Holy What is in our nested
bowls? Values, mission, ENDS
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(No Transcript)
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Experience of the Holy
Original experience
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(No Transcript)
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(No Transcript)
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Experience of the Holy
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Experience of the Holy

• Share your story with a partner

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Experience of the Holy

• Share your story with a partner

• Find the values within your stories and choose
  three

81
Experience of the Holy

• Share your story with a partner

• Find the values within your stories and choose
  three

• Form groups of 4, combine values and choose three

82
Experience of the Holy

• Share your story with a partner

• Find the values within your stories and choose
  three

• Form groups of 4, combine values and choose three

83
Experience of the Holy

• Share your story with a partner 5 minutes total

Minutes Left
5
4
3
2
1
Time to Move On!
84
Experience of the Holy

• Share your story with a partner 5 minutes total

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Experience of the Holy

• Share your story with a partner 5 minutes total

• Find the values within your stories and choose
  three
• 5 minutes

Minutes Left
5
4
3
2
1
Time to Move On!
86
Experience of the Holy

• Share your story with a partner 5 minutes total

• Find the values within your stories and choose
  three 5 minutes

87
Experience of the Holy

• Share your story with a partner 5 minutes total

• Find the values within your stories and choose
  three 5 minutes

• Form groups of 4, combine values and choose three
• 5 minutes

Minutes Left
5
4
3
2
1
Time to Come Back!
88
(No Transcript)
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The Nested Bowls
Ends
90
The Nested Bowls
All Souls Church, Unitarian Washington, DC
Mission
To create a diverse, spirit-growing,
justice-seeking community that transforms
ourselves and our world into one great family
of souls.
Ends
91
The Nested Bowls
Unitarian Universalist Association (Global End)
Mission
Grounded in our conventional tradition, the
member congregations of the Unitarian
Universalist Association will inspire people to
lead lives of humility and purpose, connection
and service, thereby transforming themselves and
the world.
Ends
92
The Nested Bowls
Ends
93
The Nested Bowls
Unitarian Universalist Association
Ends
Ends
94
The Nested Bowls
Unitarian Universalist Association
Ends

• Congregations that unlock the power that
  transforms lives. (within)

Ends
95
The Nested Bowls
Unitarian Universalist Association
Ends

• Congregations that unlock the power that
  transforms lives.
• Congregations that live in covenant with other
  congregations in our Association. (among)

(within)
Ends
96
The Nested Bowls
Unitarian Universalist Association
Ends

• Congregations that unlock the power that
  transforms lives.
• Congregations that live in covenant with other
  congregations in our Association.
• Congregations that move toward sustainability,
  wholeness and reconciliation. (beyond)

(within)
(among)
Ends
97
The Nested Bowls
Unitarian Universalist Association
Ends

• Congregations that unlock the power that
  transforms lives.
• Congregations that live in covenant with other
  congregations in our Association.
• Congregations that move toward sustainability,
  wholeness and reconciliation.

(within)
(among)
Ends
(beyond)
98
The Nested Bowls
Ends
Ends
99
The Nested Bowls
Unity ChurchUnitarian
Ends

• The people of Unity Church Unitarian have a
  deeply meaningful, transforming, liberal
  religious experience (within)

Ends
100
The Nested Bowls
Unity ChurchUnitarian
Ends

• The people of Unity Church Unitarian have a
  deeply meaningful, transforming, liberal
  religious experience (within)
• Unity Church Unitarian is a radically
  hospitable, spiritually vital and supportive
  community (among)

Ends
101
The Nested Bowls
Unity ChurchUnitarian
Ends

• The people of Unity Church Unitarian have a
  deeply meaningful, transforming, liberal
  religious experience (within)
• Unity Church Unitarian is a radically
  hospitable, spiritually vital and supportive
  community (among)
• Unity Church Unitarian is a visible leader and
  partner, making a positive impact in our
  neighborhood and in the world (beyond)

Ends
102
The Nested Bowls
Unity ChurchUnitarian
Ends

• The people of Unity Church Unitarian have a
  deeply meaningful, transforming, liberal
  religious experience (within)
• Unity Church Unitarian is a radically
  hospitable, spiritually vital and supportive
  community (among)
• Unity Church Unitarian is a visible leader and
  partner, making a positive impact in our
  neighborhood and in the world (beyond)

Ends
103
The Nested Bowls
Ends
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(No Transcript)
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Nested Bowls Reflection
106
Nested Bowls Reflection

• Whats your congregation in the world to do? What
  difference is your congregation here to make and
  for whom?
• Use page 7 in your notebook for silent reflection
• 2 minutes

107
(No Transcript)
108
What Is Your Congregation in the World to do?
109
What Is Your Congregation in the World to do?
Time to Come Back!

• Share your reflections with a partner 10 minutes

Minutes Left
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What Is Your Congregation in the World to do?
Time to Come Back!
Congregational MissionWhat were the A Ha!s?

• Share your reflections with a partner 10 minutes

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(No Transcript)
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Who?
Unitarian Universalist Congregation of Fort Wayne
113
Who?
Unitarian Universalist Congregation of Fort Wayne
114
Who?
Who?
Unitarian Universalist Congregation of Fort Wayne
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(No Transcript)
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Two Key Elements of Governance Leadership

• Visionary Leadership

Lights the flame of ownership connection and
fills the nested bowls
Executive Leadership
Makes sure the outcomes in the nested bowls
become reality
Unitarian Universalist Congregation of Fort Wayne
117
Visionary Leadership Asks
118
Visionary Leadership Asks

• What does our membership care about, think about,
  ask about?

119
Visionary Leadership Asks

• What does our membership care about, think about,
  ask about?
• What is at stake now and in scenarios for the
  future? What issues or realities do we need to
  address?

120
Visionary Leadership Asks

• What does our membership care about, think about,
  ask about?
• What is at stake now and in scenarios for the
  future? What issues or realities do we need to
  address?
• How are our core values expressed mission, ends
  and policies of our congregation?

121
Visionary Leadership Asks

• What does our membership care about, think about,
  ask about?
• What is at stake now and in scenarios for the
  future? What issues or realities do we need to
  address?
• How are our core values expressed mission, ends
  and policies of our congregation?

• What direction could we go? What direction will
  we go?

122
Visionary Leadership Asks

• What does our membership care about, think about,
  ask about?
• What is at stake now and in scenarios for the
  future? What issues or realities do we need to
  address?
• How are our core values expressed mission, ends
  and policies of our congregation?

• What direction could we go? What direction will
  we go?
• What priority and portion of our resources should
  we give to each particular end in our vision for
  the future?

123
Visionary Leadership Asks

• What does our membership care about, think about,
  ask about?
• What is at stake now and in scenarios for the
  future? What issues or realities do we need to
  address?
• How are our core values expressed mission, ends
  and policies of our congregation?

• What direction could we go? What direction will
  we go?
• What priority and portion of our resources should
  we give to each particular end in our vision for
  the future?

124
Executive Leadership Asks
125
Executive Leadership Asks

• What programs and initiatives will enable us to
  make our vision reality? How will our programs
  and initiatives flow from the energy and
  creativity of our members?

126
Executive Leadership Asks

• What programs and initiatives will enable us to
  make our vision reality? How will our programs
  and initiatives flow from the energy and
  creativity of our members?

• What do we need to change about our current
  situation to achieve our Ends?

127
Executive Leadership Asks

• What programs and initiatives will enable us to
  make our vision reality? How will our programs
  and initiatives flow from the energy and
  creativity of our members?

• What do we need to change about our current
  situation to achieve our Ends?
• Who will be responsible for initiating and
  managing what programs? How will we manage,
  update and enhance our resources to achieve our
  Ends?

128
Executive Leadership Asks

• What programs and initiatives will enable us to
  make our vision reality? How will our programs
  and initiatives flow from the energy and
  creativity of our members?

• What do we need to change about our current
  situation to achieve our Ends?
• Who will be responsible for initiating and
  managing what programs? How will we manage,
  update and enhance our resources to achieve our
  Ends?

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(No Transcript)
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Who?
Unitarian Universalist Congregation of Fort Wayne
131
Who? The Board of Trustees
Unitarian Universalist Congregation of Fort Wayne
132
Who? The Board of Trustees
Who?
Unitarian Universalist Congregation of Fort Wayne
133
Who? The Board of Trustees
Who? The Executive Leader
Unitarian Universalist Congregation of Fort Wayne
134
How?
Who? The Board of Trustees
Who? The Executive Leader
Unitarian Universalist Congregation of Fort Wayne
135
How?
136
(No Transcript)
137
How Does Your Congregation Assign Governance
Leadership?

• Use page 10 in your notebook for reflection 5
  minutes

Minutes Left
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• Share your reflections with a partner 10 minutes

Time to Come Back!
Minutes Left
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(No Transcript)
139
How?
Governance LeadershipWhat A Ha!s?
140
Values Wider Clarity Look to the Board ?
Reverend Helen Carroll Minister Unitarian
Universalist Fellowship of San Luis Obispo County
Collage of Voices
141
Values Common Language ?
Byron Krystad Board Chair University Unitarian
Church, Seattle
Collage of Voices
142
Vision, Mission and Values Wider clarity Both
fulfill mission ?
Ray Giolitto Moderator The Universalist Church of
West Hartford
Collage of Voices
143
Part of the Language Infused into the
Culture Connection ?
Reverend Anthony David Senior Minister Unitarian
Universalist Congregation of Atlanta
Collage of Voices
144
Primary Charge Agent of the Congregation Constant
Dialogue ?
Reverend Jon M. Luopa Senior Minister University
Unitarian Church, Seattle
Collage of Voices
145
Look at every year Vision Changes through Board ?
Reverend Helen Carroll Minister Unitarian
Universalist Fellowship of San Luis Obispo County
Collage of Voices
146
Roles Freeing, trusting each other Power is
dispersed ?
Byron Krystad Board Chair University Unitarian
Church, Seattle
Collage of Voices
147
Everyone is needed Gifts are not equal Find the
right match ?
Reverend Helen Carroll Minister Unitarian
Universalist Fellowship of San Luis Obispo County
Collage of Voices
148
No silos Evaluation Accountability to our ENDS ?
Reverend Jon M. Luopa Senior Minister University
Unitarian Church, Seattle
Collage of Voices
149
(No Transcript)
150
Indicators of Governance Excellence
151
Indicators of Governance Excellence

• Trust

152
Indicators of Governance Excellence

• Trust
• Articulation

153
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement

154
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment

155
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View

156
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership

157
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

158
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

159
Indicators of Governance Excellence

• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

• Trust

160
Indicators of Governance Excellence

• Trust

161

• Trust

162
Indicators of Governance Excellence

• Trust

163
Indicators of Governance Excellence

• Trust
• Articulation

164

• Articulation

165
Indicators of Governance Excellence

• Trust
• Articulation

166
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement

167

• Creative Engagement

168
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement

169
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment

170

• Investment and Commitment

171
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment

172
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View

173

• Holistic View

174
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View

175
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership

176

• Partnership

177
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership

178
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

179

• Orientation Towards Outcomes

180

• Orientation Towards Outcomes

181
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

182
Indicators of Governance Excellence

• Trust
• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

183
Indicators of Governance Excellence

• Articulation
• Creative Engagement
• Investment and Commitment
• Holistic View
• Partnership
• Orientation Towards Outcomes

• Trust

184
Your Congregations Indicators

• Use pages 11-12 in your notebook for reflection
  5 minutes

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• Share your reflections with a partner 10 minutes

Time to Come Back!
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185
Three Items You Most Value About Governance

• Groups of 2

Minutes Left
Time to Move On!
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Minutes Left

• Groups of 4

Time to Move On!
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Minutes Left

• Groups of 8

Time to Come Back!
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186
Govern on behalf of a Moral Ownership
Principle 1
187
Principle 1
188
Principle 2
One Voice
The Board speaks with one voice or not at all.
189
Principle 2
One Voice
one voice
The Board speaks with one voice or not at all.
190
Principle 3
191
Principle 3
Board Governs through Policy
192
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
193
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006 
194
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17 
195
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss 
196
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
197
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
198
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will 
199
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
200
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address 
201
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost
202
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
203
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities
204
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
205
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence. 
206
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance. 
207
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one voi
ce. 
208
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one voic
e.  4.  Be accountable to the congregation and ot
her stakeholders for competent, conscientious, and
 effective  accomplishment of its obligations as 
a body. 
209
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one voic
e.  4.  Be accountable to the congregation and ot
her stakeholders for competent, conscientious, and
 effective  accomplishment of its obligations as 
a body. It will allow no officer, individual, or c
ommittee of the board to usurp  this role or hind
er this discipline. 
210
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one voic
e.  4.  Be accountable to the congregation and ot
her stakeholders for competent, conscientious, and
 effective  accomplishment of its obligations as 
a body. It will allow no officer, individual, or c
ommittee of the board to usurp  this role or hind
er this discipline.  5.  Monitor and regularly di
scuss the boards own process and performance. 
211
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one vo
ice.  4.  Be accountable to the congregation and 
other stakeholders for competent, conscientious, a
nd effective  accomplishment of its obligations a
s a body. It will allow no officer, individual, or
 committee of the board to usurp  this role or hi
nder this discipline.  5.  Monitor and regularly 
discuss the boards own process and performance. 
6.  Ensure the continuity of board improvements t
hrough systematic treatment of 
its own institutional  memory.
212
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one v
oice.  4.  Be accountable to the congregation and
 other stakeholders for competent, conscientious, 
and effective  accomplishment of its obligations 
as a body. It will allow no officer, individual, o
r committee of the board to usurp  this role or h
inder this discipline.  5.  Monitor and regularly
 discuss the boards own process and performance. 
6.  Ensure the continuity of board improvements 
through systematic treatment of 
its own institutional  memory. 7.  Be an 
initiator of policy,  not merely a reactor to staf
f  initiatives. The board, not the staff, will 
be responsible  for board performance. 
213
Principle 3
Board Governs through Policy
UNITY CHURCHUNITARIAN GOVERNING POLICIES 
June 28, 2006  page 17  III  Governance Proce
ss  Policy A Governing Style 
The board will approach  its task with a style th
at emphasizes strategic leadership rather than
administrative detail, clear distinction of
board and staff roles,  future rather than past or
 present, and proactivity rather than reactivity. 
In this spirit, the board will  1. 
Focus chiefly on  intended  long-term 
impacts or ends, not on the administrative or
programmatic means of attaining those effects. 
2.  Direct, control, and  inspire the organizatio
n through the careful establishment of the broades
t organizational  values and perspectives (policie
s). Policies will address  a.  Ends 
What benefits  for which needs at what cost b. 
Executive Team Limitations Boundaries of prudence
 and ethics to be observed by the executive team 
c.  Governance Process Board roles and responsibi
lities d.  Board/Executive Team Relationship Lin
kage between the board and the executive team. 
3.  Enforce upon itself whatever discipline
is needed to govern with excellence.  a. 
Discipline will apply to policy-making principles,
 respect for defined roles, and attendance.  b. 
After subjects have been discussed and voted upon,
 both majority and  minority will 
support the action taken and speak with one v
oice.  4.  Be accountable to the congregation and
 other stakeholders for competent, conscientious, 
and effective  accomplishment of its obligations 
as a body. It will allow no officer, individual, o
r committee of the board to usurp  this role or h
inder this discipline.  5.  Monitor and regularly
 discuss the boards own process and performance. 
6.  Ensure the continuity of board improvements 
through systematic treatment of 
its own inst