# LCMS Convention Workbook_St. Louis Missouri_2007_S197
# Machine transcription, uncorrected — CHI Digital Archive (demonstration)

PROGRAM AND FINANCE 197

WHEREAS, Unless the workers come into positions such as a
worker/priest, they enter with the understanding that the parish will
care for them and thus place themselves and their families in the
care of the parish so that they can dedicate their time to the work of
the Lord (1 Cor. 9:14; Gal. 6:6-7); and

WHEREAS, Taking care of a pastor/church worker includes food,
clothing, utilities, housing, and insurance. But it also includes such
things as health costs above what insurance covers, being able to
provide for the education of their children including college, pro-
fessional development, vacation, savings for retirement above what
a retirement plan will provide, repairs of appliances, reliable trans-
portation, and other such expenses; and

WHEREAS, With an increasing number of second-career work-
ets, position in life must also be taken into consideration. An indi-
vidual beginning church work with a family after five or 10 years
in another profession will not be able to survive on the same pay as
an individual coming straight out of college or seminary; and

WuereaS, A worker/priest type of situation is not normally the
answer to this issue. The same problems will develop as previously
listed but at least for a different reason—time. At worst the finan-
cial struggles for the worker will remain, along with the added
struggle with time. In some cases, it may not help either the con-
gregation or the worker financially; therefore be it

Resolved, That members of congregations consider the respon-
sibility that they take on in caring for those whom God has placed
to be about His work among them and that they do all that they are
able to do to support them; and be it further

Resolved, That congregations ensure that their workers are re-
ceiving an adequate salary considering their position in life and
costs in the area; and be it further

Resolved, That as districts publish salary guidelines that they
are taking into consideration all the needs of the workers and the
cost of living within their regions so that those guidelines truly re-
flect an adequate salary for their workers; and be it further

Resolved, That where present and future evangelism prospects
do not show potential for the growth to be financially independent
and where distances allow, that congregations with financial diffi-
culties consider merging so that they can take care of their workers
and continue the work of the Lord in that area; and be it further

Resolved, That where congregations are not able to adequately
care for their workers but the location has potential for present or
future evangelism or distances do not allow for a merger or they
cannot bring about a merger, that they seek to form a multiple
parish that will allow them to care for their workers and continue
the work of the Lord in that place; and be it finally

Resolved, That as districts see the need to develop multiple
parishes that they and congregations are willing to use various
combinations so that workers are cared for and Word and Sacra-
ment are available for all locations. One possibility would be a bor-
derline congregation with a small congregation with each con-
tributing an agreed-upon percentage based on numbers of members
or some other fair method. In sparsely populated areas, it may be
four or five congregations coming together in the same way. and
with worship times throughout the day on Sunday or more likely,
some having worship on days other than Sunday. In very sparsely
populated areas, it may be a base congregation along with a number
of very small congregations and preaching stations. If the distances
are too great, then a pastor/pilot may be a possibility, including
other services that he may be able to supply to such communities.

Immanuel
Seward, NE

4-20
To Set Salary Scale for Synod

WHEREAS, Reporter has printed several stories concerning the
cash shortage at the Synod level to fund missions and other priori-
ties; and

WHEREAS, Several parish pastors have had to become “worker-
priests” to support their families in recent years; and

WHEREAS, The worker is worthy of his hire (Luke 10); and

WHEREAS, The Lord has appointed it that those who preach the
Gospel should get their living by the Gospel (Gal. 6); and

WHEREAS, The President, First Vice-President, and Secretary of
Synod are (and must be) ordained pastors; and

WHEREAS, The President, First Vice-President, and Secretary of
Synod live and serve in the St. Louis, MO, area; and

_ WHEREAS, The various districts take great care to create salary
guidelines appropriate for pastors in their districts; and

Wuereas, A great many congregations are not even able to pay
their pastors the full amount of these carefully crafted guidelines;
and

WHEREAS, According to the latest published LCMS Salary In-
formation (dated Sept. 1, 2006) the annual compensation for the
President of Synod was $158,870 plus benefits and the use of a car;
and

WHEREAS, According to the same LCMS Salary Information the
annual compensation for the First-Vice President of Synod was
$129,160 plus benefits; and

WHEREAS, According to the same LCMS Salary Information the
annual compensation for the Secretary of Synod was $147,263 plus
benefits; and

WHEREAS, The LCMS Salary Information document states in
full,

“The Synod’s policy of full financial disclosure provides for making
available to members of the Synod (congregations, pastors, teachers,
and others on the roster), on written request, the salary grid scales of all
synodical and district officials, staff and faculty members of CUS, and
International Center staff.

The reported salaries are as of the date of publication. Officers and
staff are responsible for providing their own housing from their salaries.
In addition to salaries, the Synod pays 100 percent of the Concordia
Plan Services for the employee, 75 percent of the contribution for de-
pendents, and provides a housing differential equal to 5 percent of
salary for lay employees in class SM-9. In the case of the President of
Synod, he is provided the use of a car.

The maximum of the salary range for the four elected officers of the
Synod and other executives in administration, higher education, and
mission, plus chief executives at Lutheran Church Extension Fund, The
Lutheran Church—Missouri Synod Foundation, Concordia Historical
Institute, and Concordia Publishing House equals 152 percent of the
average salaries of the 150 highest-paid parish pastors and 150 high-
est-paid executives of agencies and institutions of the Synod participat-
ing in the Concordia Retirement Plan (emphasis added).

Policy provides for the salary of a newly elected president and other
elected officials to begin at a level commensurate with past experience
and equitable with other executive positions. Annual merit increases are
granted at a percent that is representative of the salary increase trends
experienced nationally, locally, and within the Synod. Salaries for In-
ternational Center staff were adjusted an average of 4.5 percent effective
July 2006.

The Boards of Directors of Synod and Concordia Publishing House
and the Boards of the Lutheran Church Extension Fund and The
Lutheran Church—Missouri Synod Foundation maintain salary admin-
istration policies that assure equitable and uniform treatment for all
comparable positions at their respective office locations. Salary ranges
approved for the various categories of positions afford opportunity for
the recognition of quality of work and level of performance and take
into account the wage and salary practices of the local public and pri-
vate employment, as well as those of the congregations, districts, and
related agencies of the Synod and volunteer and professional organiza-
tions. The policies that provide for annual performance evaluations were
developed with assistance from personnel consultants and are similar
to those used by many public and private organizations.

The objectives of the salary administration policies for non-elective
positions are to attract competent employees; retain qualified and sea-
soned employees; provide suitable incentive for performance and per-
sonal development; and, at the same time, practice the highest type of
stewardship with the synodical dollar and with the human resources
available for the work.

A total of 266 full-time employees and 34 part-time employees
serve the LCMS. These employees represent program boards, commis-
sions, synodical officers, and general administrative staff that provide
shared services to LCEF, Concordia Plan Services, and the Foundation,