# LCMS Convention Proceedings_St. Louis Missouri_1995_S165
# Machine transcription, uncorrected — CHI Digital Archive (demonstration)

LATE REPORTS AND OVERTURES 165

would take time and money to change counsel and bring
new counsel up to speed. Each corporation is satisfied with
its counsel. Counsel for LCMS, Inc., also has a coordinat-
ing role regarding legal matters of Districts, colleges, uni-
versities, and seminaries. Any change in LCMS, Inc., coun-
sel could be upsetting to them as well as the LCEF and
LCMS Foundation, who utilize the same general counsel.
The Board recognizes that certain past legal actions have
been controversial. These actions were taken under board
policies applicable at those times. The Board subsequently
has changed its policies to be more directly involved in cer-
tain legal matters and does not anticipate further prob-
lems. It has reappointed legal counsel for the triennium.

Task Force Recommendation 16

That an independent consulting firm be engaged to eval-
uate the efficiency of day-to-day synodical operations (SYN-
ODICAL OPERATIONS, p. 10)

The Board does not concur with this recommendation.
The Board, as well as its staff, has taken a leadership role
over the years in developing more effective synodical oper-
ations. In doing this the Board has from time to time uti-
lized or requested special “blue ribbon” committees of
knowledgeable people in the Synod to define improvements
in missions, higher education, and other areas. The Board
believes this is a better and less costly way to review the
effectiveness and efficiency of operations. Experience has
shown their independent recommendations are generally
more practical’ than those received by the Board from con-
sulting firms. The Board and staff have also reviewed, on a
regular basis, the work done through the synodical budget
and have been responsible for changing priorities and im-
proving operations. This has resulted in increasing the per-
cent of the unrestricted budget allocated to mission and
outreach and preparing church workers, while reducing
staff charged primarily to the unrestricted budget of Synod
funded from Sunday morning offerings. Such staff was re-
duced from 169 in 1972 to 121 in 1992, a total reduction of
48 persons or 28.4%. Most of these reductions came in the
area of program services to Districts and congregations in
evangelism, parish services, youth, stewardship, and wor-
ship, where only 23 total executive and support staff were
employed by LCMS, Inc., at Dec. 31, 1992, compared to 61
in 1972. In addition, the Board in the prior triennium
worked with the Synod’s Commission ‘on Structure in de-
veloping proposed reductions in. the number of boards and
other refinements in structure and procedures to improve
the effectiveness and efficiency of synodical operations. The
1992 Convention, when it passed Res. 4-02A by a 72% vote,
supported these recommendations, including the establish-
ment of the new Council on Mission and Ministry to pro-
vide for the integration of plans for the respective operating
boards. The Board will continue to provide leadership in
improving the effectiveness and efficiency of operations,
using special task forces from time to time, as appropriate.

Task Force Recommendation 17 ;

That the Treasurer of the LCMS no longer hold the posi-
tion of Treasurer of the LCEF (STRUCTURAL MATTERS,
’ p. 10)

The Vice-President—Finance/Treasurer advised the Task
Force early in its process that he had shared with both the
synodical Board of Directors and the Board of Directors of
the Lutheran Church Extension Fund the need to consider
his future relationship to LCEF, including the possibility
of LCEF having its own treasurer, while continuing to in-
clude the synodical Vice-President—Finance/Treasurer as a
LCEF board member. The synodical Board is considering
this matter as it addresses the clarification of the responsi-
bilities of all full-time synodical officers (see response to
recommendation 18).

Task Force Recommendation 18

That consideration be given to enhancing the office of
synodical President, specifically providing for greater lead-
ership authority and responsibility in administration and
financial management (STRUCTURAL MATTERS, p. 11)

The Synod throughout its history has “decentralized”
power by having the President be responsible for doctrine
and administration and the Board for general management
and supervision of all business affairs. Confusion has ex-
isted, however, since the adoption of Bylaw 3.101, a, which
alone states “the President shall be the chief executive offi-
cer of the Synod.” The Board already in the last triennium
started addressing the matter of the executive responsibil-
ities of the President, the Vice-President—Finance/Trea-
surer and the Board’s executive director, their relations
with one another and their relationships with other boards.
‘The Board’s discussions to date have centered around three
parallel tracks that must be in regular communication with
one another—(1) a pastoral/ecclesial track, (2) an operat-
ing/administrative track, and (3) a business/financial track.
The Board is also in the process of updating its several-
hundred-page policy manual as it and other boards move
into “Policy Based Leadership.” Both the current policies
shared with the Task Force, as well as the emerging new
policies, focus on adequate financial controls, checks and
balances, and accountability.

Task Force Recommendation 19

That the position of Chief Financial Officer of the LCMS
be established (STRUCTURAL MATTERS, p. 11)

The Board concurs with the need for a Chief Financial
Officer. Upon recommendation of the Board, the 1992 Con-
vention in Res. 8-03 reclassified the position of synodical
Treasurer to synodical Vice-President—Finance/Treasurer
and added to Bylaw 3.53 the words “who shall also be des-
ignated as Chief Financial Officer.” This became effective
on Feb. 15, 1993, upon congregations agreeing in a referen-
dum vote on the required amendment to the Constitution.
Bylaw 3.163 was amended in 1989 to achieve a similar re-
sult. As noted in the responses to recommendations 17 and _
18, the Board is further considering the responsibilities of
this position and its relationship to the various boards on
which it serves.

Task Force ‘Recommendation 20

That the LCEF implement a suitable conflict of interest
and disclosure policy (LUTHERAN CHURCH EXTEN-:
SION FUND, p. 12) _ . ,