# LCMS Convention Workbook_St. Louis Missouri_1983_S138 # Machine transcription, uncorrected — CHI Digital Archive (demonstration) 138 ADMINISTRATION AND PROGRAM IMPLEMENTATION internal controls and audit protocols. The director also con- sulted with staff of the Board for Mission Services regarding financial and operational conditions in other world areas. E. Other Activities. The Internal Audit Department conducted the initial review of the Forward in Remembrance fundraising campaign expenses and internal contro] pro- cedures. The department continues to review all activities of the Forward in Remembrance follow-up procedures on a quarterly basis and reports the results of these reviews to the Audit Committee and the Coordinating Committee of FIR. The department also assisted the Audit Committee in coordinating its review of independent audit firms prior to their annual appointment and assists the committee, when requested, in its review of reports submitted by listed service organizations and other committees and commissions. The department provides staff assistance to the indepen- dent auditors in their conduct of the audits for the Synod, synodical trust funds, the LCMS Foundation, Concordia Plans, and the Lutheran Church Extension Fund. Robert Bauman, Director Appendix 4-05E Department of Stewardship and Financial Support Stewardship was the major theme at the 1981 synodical convention in St. Louis. As major essavs were delivered, enthusiastic progress reports were made regarding the success of the synodwide Forward in Remembrance major appeal, and considerable discussion was heard both in floor committees and on the convention floor regarding how the church body could best structure its stewardship activities. In addition to the felt need for increasing stewardship consciousness and providing nurture and education to enable members of congre- gations to live a Christ-centered life, delegates were also concerned about the significant shortages of financial re- sources for Districts, the Synod, colleges, and seminaries. Concerns were also expressed about the multiplicity of fund- raising activities and the need for some type of coordination of development activities. The delegates responded by reorganizing previous steward- ship and development activities, including special offerings, deferred giving and special giving into one department called Stewardship and Financial Support. Thus all activities re- garding stewardship were placed into one department and it was charged with designing, implementing and supervising the new programs. Richard L. Engdahl from Northfield, Minn., was issued a solemn appointment to be director of the new department.He accepted and began his service to the Synod in the fall of 198]. In 1981 Res. 12-08A, establishing the new department, the convention also endorsed the need to conduct a special] Con- tinuity and Planning study to determine the department's detailed structure and its programs. The purpose of the study was to evaluate past programs. discuss with leadership at all levels—congregation, District, college, and seminary—their concerns and observations regarding the new department, and, most important, to outline proposals for organization and future work. More than 350 people were individually inter- viewed during the course of the six-month study. Among them were: 38 District Presidents 37 District executives 46 District development or Forward in Remembrance directors 22 Floor Committee 12 representatives 38 College or seminary presidents or staff 56 Parish pastors 63 Laity 22 Synodical officials The study gave these leaders the opportunity to state at great length their views on the future direction of the new department. A 20-page questionnaire with approximately 100 questions was utilized as a guide in the interviews. Five vital points emerged from the 96-page Study Report: |. The study emphasized that all work of the new de- partment must reflect asound Scriptural basis, seek first to teach God's people the Biblical concepts of steward- ship, and stress faithful use of all that God has given them—the total life of the individual in the service of Christ’s work. 2. The study emphasized that the department must support the congregations, Districts, colleges, and seminaries as each performs its mission and ministry. It must do much more than produce materials and mail them—it should be “out there” with Districts, congregations, and the people, directly assisting as they labor on behalf of the Kingdom. 3. Upon request, it should assist congregations, Districts, colleges, and seminaries to meet their unique needs with cooperatively designed programs implemented by well- trained staff working directly with those entities. 4. Further, the study saw the need to maintain and reinforce the “‘good feeling” about the church body through clear, frequent communication and mutual support—to com- municate the benefits and importance of “walking to- gether.” . Finally, the study emphasized that leaders must lead. If the church body is to avoid cynicism, doubt, and frus- tration about church actions and policies at all levels, church leaders must do their best to fairly and clearly communicate them. Even more, they must act ener- getically and evangelically to implement them. ui According to the study, Districts feel a responsibility to promote stewardship programs but lack ownership in the Synod's program. It reported that District and congregation leaders believe they have been left to their own devices in how to bring the stewardship message to pastors and members of congregations and have in turn developed their own programs or turned to sources outside of the Synod. There was a reported apathy toward previous efforts, and most District stewardship executives reported that they would like assistance from anda close working relationship with the new department. They believed that stewardship must bea team effort of District and ynod. The study further reported that for some there was a ‘wait and see” attitude. They expressed concerns that the new department might operate in a secular manner and that it might ignore proper stewardship theology. It also reported that the average LCMS member “equates stewardship with money” and that they hear the word “stewardship” primarily when the congregation is setting its budget. In summary the study emphasized: 1. A Biblically based total concept of stewardship nurture and education 2. Working side-by-side with Districts and congregations 3. Cooperatively designing and implementing programs 4. Constant two-way communication between the Synod and all its entities 5. Realistic and responsible action by leaders At a joint meeting in February 1982, attended by the Council of Presidents, Board of Directors, college and seminary presidents, Council of Administrators, and other leaders, the study was shared and considerable input received. Based on this and other reactions, at its May ‘82 meeting the Board of Directors approved the organization and the procedure re- garding calls for staff nominations. Solemn appointments for some of the positions were issued at the August '82 meeting, and additional appointments continue to be issued. Thus the study findings and subsequent input to the report were comprehensive and included recommendations for many areas of the Synod, the Districts, and congregational activities and programs in stewardship and financial support. In sum- mary, there exists a general support of the new department—as long as allits programs and materials emanate from the Word. The department has established five areas in which it will function: . Stewardship . Planned Giving . Special Gifts . College Development Activities Seminary Development Activities OR we