LCMS Convention Workbook St. Louis, Missouri — 1983, Page 240

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Presidents. Undoubtedly, some of the suggestions contained in
it can and will be implemented within the next triennium and
will provide for even better preparation for entrance into the
pastoral ministry.

Planning and Programs

Each of the colleges and seminaries has been involved in
the development of five-year projections. In this process a total

240 PROFESSIONAL EDUCATION
Included among these are the following:
19s] 14nr
207 308 —Pastors
*454 466 —Teachers
22 30 —Directors of Christian Education
5) 5 —Parish Workers
in 7 —Deaconesses
— 8 —Parish Assistants
16 9 —Lay Ministers
_— 1 —Director of Evangelism

* Includes three interim assignments not reported prior to gathering of synodical statistics

Recognizing the need for recruitment ina period of declining
college-age population, the Board for Professional Education
Services recently prepared an attractive four-color brochure,
The Colleges and Seminaries of the Lutheran Church—
Missouri Synod—Your Future. Your Decision. to assist the
congregations, District recruitment committees and educa-
tional institutions in their efforts. This was done in partial
response to synodical Res. 6-24, which called for the develop-
ment of such materials and for their use, particularly by
District recruitment officers. Copies of the brochure were
mailed to congregations of the Synod to acquaint them with
the educational opportunities available, especially those avail-
able for various types of church-work vocations. This material
has been well received and is available in quantity to congre-
gations and Districts upon request. To date approximately half
of the initial printing of 25,000 has been distributed. Plans for
the future include preparation of audiovisual materials which
may also be used for recruitment purposes.

While the Synod has repeatedly in its resolutions stated
that recruitment is primarily the responsibility of the congre-
gation, the popular view still assumes that itis an institutional
responsibility. Failure on the part of congregations and
Districts to accept that responsibility has often resulted in
recruitment competition even among our own colleges and
seminaries, which is both costly and unnecessary. If the need
for workers is to be met. it will require intense effort on the part
of congregations as the competition increases from secular
colleges and universities as well as industry for a shrinking
student population.

It is the view of the Board for Professional Education
Services that the best preparation provided for seminary
students is that offered in the preseminary programs of the
synodical colleges. At an Advisory Council meeting in the fall
of 1982 the seminary representatives expressed agreement
with this point of view. Since, however. this has been ques-
tioned by some and since more synodical colleges now conduct
such programs, with possibly varying quality, the council
requested two actions to be taken. First. they requested a
funded study of the quality of preparation provided by synodi-
cal colleges for seminary students as compared to that provided
by graduates of other colleges and universities. Second, that a
committee composed of one representative each from the Fort
Wayne and St. Louis seminaries and three representatives
from the colleges develop a preferred curriculum for seminary
preparation. Both of these actions should be completed in the
early part of the next triennium. The results of this study and
committee activity may be helpful in reversing a trend which
appears to be developing.

Impressions offered by the seminaries seem to indicate that
a smaller percentage of students are completing their basic
courses at synodical colleges prior to enrollment at the semi-
naries. Unless there is both a desire and a deliberate effort to

’ reverse this trend, it will likely continue. Statistics which show

a total synodical college preseminary enrollment of 667 in 1981
dropping to 633 in 1982 would seem to support this view.
Undoubtedly, one of the reasons for this trend is the continued
increase in tuition which the synodical colleges have been
forced to adopt and which far exceeds that at state and
community colleges and universities,

During the past biennium a committee of the Board for
Professional Education Services has continued to work toward
refinement of a document entitled “Growing into Ministry,”
which could prove helpful to the seminary college committee as
it carries out its work. While the document has been adopted in
principle, continued reactions and suggestions for improve-
ment are being sought from colleges, seminaries, and District

assessment of programs is carried out, including such factors
as addition or reduction of staff, program additions or dele-
tions, student enrollment, tuition and other income levels,
utility costs, etc. These efforts have varied in quality and
effectiveness but have served as a useful though limited tool for
planning. Unfortunately, because of limited funds, Resolutions
6-17A and 6-18A which called for a 25". synodical support of the
college operational budgets and a 40%, increasing to 65".
support of the seminary general and educational budgets could
not be implemented. In fact the total amount of funds for
synodical support of the institutions remained relatively
constant. Rather than increasing, the percentage of synodical
support for operation of the colleges and seminaries decreased.
Consequently, projections required radical revision, particu-
larly in sources of income. which included both increases in
tuition and in total third-source funds, i.e., funds received from
individuals, congregations, corporations, or other groups. This.
coupled with decreased federal and state student support, has
resulted in changed enrollment patterns and-or increased
operational costs. The result has been close to disastrous.

For any meaningful projections, it will be necessary for the
colleges and seminaries to be informed of the level of support
which will be provided. Without such reliable information,
planning cannot be meaningful or realistic. In order to main-
tain balanced operations, a number of institutions have carried
out stringent economy measures including sizable reductions
in staff. Unfortunately, those whose programs have been
expanded as a result of recent synodical action do not havethat
luxury but find it necessary to increase their operational costs
in order to provide viable programs. The period of transition
has been and will likely continue to be difficult as adjustments
are made and as plans are developed to eliminate substantial
deficits which have resulted. Future plans will require the
highest level of churchmanship on the part of Boards of
Regents, faculty, administrators, students. and regional consti-
tuency in order to maintain the best system of higher education
possible.

As a basis for future plans and for the difficult decisions
which must be made, the board has been analyzing and
reviewing the various facets of the Operations of each of the
colleges and seminaries. The analysis and review has been
carried out in the context of a total system of higher education
for the Synod with a view toward examining possible options
for meeting the challenges of enrollments. finances, programs,
staffing, and other related matters. The data which has been .
provided will be invaluable for the work of a task force or
commission which was requested by the Advisory Council in
its spring 1982 meeting and which will be responsible for
further development and refinement of long- and short-range
goals for the synodical system of higher education for presenta-
tion to the Board for Professional Education Services and
eventually to the Synod. Because of the timing and critical
nature of these matters, it may be necessary for the Synod in
convention to provide interim authority for action to the
responsible administrative and decision-making entities.

During the past biennium the Board for Professional
Education Services has been engaged in the development of a
policy manual. The initial work has now been completed and
draft copies have been reviewed by college and seminary
presidents and by boards of regents. Even in its preliminary
form the manual has proved to be valuable to all entities
involved in the institutions of higher education. When the
manualis in its final form it will be reviewed with each board of
regents in order to assist them in carrying out their responsi-
bilities in a consistent and effective manner.

Another major task, now completed, was the revision of a
chart of accounts for use by the colleges and seminaries. In its
revised form it will help each of them in the analysis of their
operations and in planning for the future. Use of the revised