LCMS Convention Workbook St. Louis, Missouri — 1998, Page 68

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68 SYNODICAL REPORTS

state the desired outcomes that meet prescribed human needs at a

prescribed cost; ‘

* determine board philosophy, its accountability, and specifics of
its governance job;

* clarify the manner by which delegation of authority to staff will

take place as well as how evaluation of performance will occur;

* set boundaries of acceptability within which methods and activi-
ties are responsibly expected of staff.

Results of this process appear to be that
* responsibility and authority are clear;

* focus is on performance, not activities;
* issues, not details, are addressed;
* board and staff are looking ahead, not backward;

adjustments (corrections) to policy are made as change occurs;
* board dialogue is open and challenging;

relationships are strengthened and trust improves;

* meetings are focused and participants are prepared;

parameters of acceptable behavior are stated, with roles defined.

Based upon the guiding principles and the board’s understand-
ing of its role in leadership, the Gift Planning staff goes about the
business of serving all LCMS donors regardless of to whom they
wish to donate. We have a most unique Foundation structured to
serve the totality of the Synod, its congregations, and related orga-
nizations. No other Foundation like this exists anywhere. There-
fore, we must be about the business of enhancing the individual
donor’s stewardship life and provide opportunities for expansion
and enhancement of the donor’s expression of God’s love in their
life. In almost every case we work with donors who know that “He
made the earth by His power, He established the world by His wis-
dom, and He stretched out the heavens by His understanding” (Je-
remiah 51:15). These Christian stewards know that the Lord has
plans for them. *... plans to prosper you and not to harm you, plans
to give you hope and a future.” (Jeremiah 29:11). (See chart.)

As always, a great deal of work remains to be done, especially
in the area of staff training and the development of relationships,
including a closer “alliance” with Lutheran Church Extension
Fund. Since we have a small staff in relation to the membership of
the Synod. we are concerned that our staff use their time wisely by
making the right calls on the right individuals who need the ser-
vices of the Foundation.

In the area of consulting services, Capital Funding Services—a
cooperative stewardship approach to growth—has continued to
make progress at a rapid pace. A quality staff stands ready to help
congregations plan funding for major building projects, eliminate
burdensome debt, or increase members’ giving to expand ministry.
All services are provided by LCMS member consultants with fees
designed to be on a self-sustaining basis. While many other orga-
nizations exist to provide similar services, there is a desire by many
congregations of the Synod to have such services provided by in-
dividuals thoroughly trained in the principles of biblical steward-
ship as a way of life. Several attached charts depict the results of
these efforts.

Assets under management and investment-related activity are
depicted on the charts that follow this report. As can be seen, the
work of Trust and Investment Services has been richly blessed
these past years and additional outside investment managers have
been engaged. It is the present Board of Trustees’ intent not to add
additional investment staff but to engage outside specialists as war-
ranted, including appropriate relationships with Aid Association
for Lutherans and Lutheran Brotherhood investment specialists.

During the past triennium significant effort has been spent in
discussion with the President’s Blue Ribbon Committee on Struc-
ture as its work relates to the Foundation. As of this writing, four is-
sues remain as follows:

* The Board of Trustees believes that the membership of the Foun-
dation is already reflective of the Synod as a whole; therefore the
election of one-third of the Trustees by Synod in convention is
not necessary and would prove difficult in its implementation.

¢ The Board of Trustees believes that the slate of candidates for
the Foundation’s President should require consultation with the
Board of Directors and the synodical President but not their ap-
proval. The latter in effect would grant a veto power which is
neither appropriate nor necessary.

* In addition, the Trustees believe that the role of the Chief Finan-
cial Officer as a member of the Board of Trustees would be more
meaningful if he were elected by the convention after nomina-
tion by the synodical Board of Directors in consultation with the
boards on which he serves.

* An apparent conflict between proposed Art. XI e and Bylaw
3.185 regarding delegation of powers and duties regarding prop-
erty.

As is evidenced by this report, the transfer of responsibilities to
the Foundation by the 1992 convention has gone forward and has
received significant blessings during these past years. The Foun-
dation, organized in 1958 to assist all of God's people relating to
the LCMS as God’s stewards, is thankful to God for the original
vision, the changes adopted by the 1981 and 1992 conventions, and
for the opportunity to serve the entire Synod as together we respond
to the rapid changes going on all around us in this country and
throughout the world. We pray for God’s continued guidance to
God’s stewards and to us so that we prudently manage and invest
what has been entrusted to us. To Him be the glory!

Fred Bernthal, Chairman
Norman Sell, President

GIFT PLANNING SERVICES

FUTURE GIFTS BY CATEGORY-FACE VALUE
July 1996-June 1997

Direct (2.76%)=_
irrevocable (13.50%) :

“Revocable (83.74%)

Revocable $120,451,461
Irrevocable $ 19,415,288
Direct $ 3,969,404
Total $143,836,153