Chapter 2 Tool
More Than Enough: An Asset-Based Planning Process
(pp. 82-89 in Our Stewardship)

A few words
An asset-based approach to planning begins with primarily positive presumptions about the task at hand and the participants’ capabilities to engage the task effectively. The following pages outline a simple process by which any planning group can discover their assets for almost any intended outcome and can progress through completion of the task together.

Materials you will need
The planning process requires the following materials and 
resources:
•	Felt-tip markers, at least two per participant
•	Medium-sized slips of paper, card stock or poster board, about 25 to 30 per participant
•	A large work space, such as several tables pulled together, 
a large open floor space, or a large, empty wall space
•	Tape 

The first step, asset listing
Assemble the individuals who will engage in the planning process. They should have some general awareness of the task at hand (for example, “We will be working on our annual picnic”) and a general familiarity and trust with each other. Follow these steps:
•	To engage in the first step, reacquaint participants with the general task or program or direction they are charged with planning and answer questions about the task.
•	Briefly state the process by which participants will plan, and its characteristics: 
A.	We will be the planning group, and have sole responsibility for carrying out the plans. 
B.	We have everything and everyone we need right here and right now to get done what we want to have happen. 
C.	We will work at only what we’re good at doing and what we like to do.
D.	We will approach the entire planning process from the viewpoint of possibilities, not problems. We will get done what we plan. 
E.	Nothing stands in our way.
•	Distribute slips of paper to participants—about 25 to 30 slips to each person—and at least two markers. Explain that in the next 10 to 15 minutes they will list their individual assets, one per piece of paper, that might in any way be helpful to the completion of the assigned task. Each slip of paper should name an asset and include the person’s initials or name.
•	If they need help in defining asset, remind them that an asset is known by its utility or usefulness for a task. A gift is known by its giving and receiving, but assets are elements of a person that can be leveraged for a useful purpose. Finally, an asset has a certain tangibility to it, or at least can be easily seen and recognized by others. (So in their writing, participants should be as specific as possible in recording their assets.)
•	As participants begin to write their assets on individual slips of paper, remind them of several salient aspects of “asset-based planning:” An asset can be a personal trait, education or training, or personal experience. It can include a person’s skills, specific history, or relationships. Assets includes things, too, like land and tools. And finally, there are many assets each person possesses that may have lain dormant for many years (for example, a musical talent or an unclaimed personal favor).
•	Don’t let participants come to an end in their writing, but keep inserting reminders (above) that characterize other ways to think about assets they possess for the work. The object is to fill the work space with assets of participants. Keep reminding participants that they are writing down what they like to do and what they are good at doing. Also remind them that assets are always at hand, ready to be used, including even those assets that haven’t been used in a while. An asset starts to be a problem when it does not really exist (for example, I’d like to know how to teach teenagers about Jesus) or when it is not accompanied by personal passion or high interest (for example, someone should do this, and it might as well be me).
•	Redundancy is expected and welcomed in the process. This means that, for example, if five people know the same public official (as a relational asset), all five of them should include that relationship in their assets list.

The second step, asset-mapping
In the second step, participants make sense out of the enormous and perhaps overwhelming amount of assets available for the work they are about to do. This step is familiar to those participants who have participated in advanced brainstorming activities, or have worked with “mind-maps” in their professions. Participants will now make a “map” of their assets by performing a simple clumping of asset slips on the work surface. Participants can follow these directions:
1.	Walk around the table (floor area or wall space) and make sure you understand all the items that have been listed. Ask questions of the group members whose listed assets seem confusing or ambiguous.
2.	Write and add new asset slips as you walk around and are reminded of similar assets you possess.
3.	When you have finished this exploratory and asset-internalizing activity, begin “clumping together” assets that seem to connect. They may be the same category, have a cause-and-effect relationship, be sub-categories of a larger category, or have the same tone or character to them.
4.	Take plenty of time for this kind of mapping, because participants need to internalize the wealth of the assets they possess for the task and start to grapple with the similarities of broad categories. The stronger the clumps (the more slips that appear in that category) the more likely most members of the group possess a similar asset and, later, a similar passion for a task or activity.
During this time, your leadership task is to keep the group moving toward an informal consensus about the mapping results, so that participants have considered the categories and sub-categories, made adjustments, discovered some preliminary patterns, and worked past what is immediately obvious.(In this role you may have to ask questions such as, “Are you sure about the categories?” or “Could you combine—or break apart—some of your categories?” This will help in the deeper thinking process. These programs are complete when they say the gospel and include an education component, a communication component, a clear appeal to faith, a clear appeal for support, and a strategy for thanking or acknowledgement. 
The final part of this step is to tape together all the asset slips in each category and, if space permits, tape the whole map together in its relationships, categories taped to other categories. This “freezing” of the map into a semi-permanent state will keep it readily available in the future, when participants are working on further steps in a planning process and may be tempted to forget the wealth of assets available to them, and their inter-relationships.

The third step, summarizing patterns
In this step, you start to collect together the patterns you see in your group’s asset map. The step is both simple and profound, and consists of these possible actions:
1.	On a separate sheet of paper, collect participants’ responses to the question, “What are we—this group of asset-blessed folks here right now—good at, and/or what do we like to do?” (The emphasis is on characterizing the group by its assets.)
2.	As you write their answers, do not include any hint of negativity or hesitancy. The point of the summarizing is to condense into one place the sharpest, most positive, most hopeful description of this group’s assets.
3.	Do not list next steps or tasks yet. That comes soon enough, and can’t happen in the spirit of asset-based planning until this summary is done.
4.	You may want to circle, star, or otherwise emphasize especially strong patterns of assets within the group, or use arrows to show connectivity among the assets of this group.

The fourth step, looking at next steps
In asset-based ways of thinking, “planning” is “taking the next step.” The presumption of this thought process is that the steps evolve, one success at a time. Because individuals are working only at what they enjoy doing and are skilled and experienced at, the steps come more easily, are accomplished more quickly and efficiently, and yield to next steps more quickly. Thus, the time saved from a lengthy planning process is applied to repeated asset listing and mapping, brief decision-making and action. As you take next steps in the planning process, work through these actions:
1.	The basic question for the group is simple, “Based on our assets as a group—and the proposition that we will work at what we’re good at doing—what are the next steps we can take, who will undertake each step and by when?”
2.	Insist that the next steps stay within the general parameters of the task you have originally accepted and that each individual task is assigned to someone who is capable and willing to undertake the task.
3.	It is important that individuals suggest and accept individual next steps that match their individual assets, not the group’s generalized assets. Because you still have in front of you the map of the individual assets, you can refer to those.
4.	If at any time a next step is not accepted or suggested by someone who has that capability, do not list that task. Otherwise, the spirit and power of an asset-based process will again be subsumed into “duty” or “necessity.”
5.	List the tasks by action, responsible person, and due date. If possible, group tasks by a logic of connectivity, with similar tasks listed close together.
5.	When the list seems complete—most assets of the group have been applied and/or the internal requirements of the next step have been met—summarize what you have agreed upon and double check the level of participants’ attachment to and interest in the tasks.

The fifth step, elements of a bigger picture
If you choose to take the process through to a complete and full ending, take the last step, where you begin to envision what might be further steps and the short-term or long-term results of your actions. It is important that you not consider this as a decision-making process, but rather as a way to start to map out possible future directions. The steps are simple:
1.	Ask participants to think about where the process might lead and what steps might result from the steps you have just decided.
2.	List the thoughts where all participants can see them, and 
try to group the responses in some order or relationships. 
(For example, the group might envision several steps, all with the common characteristic of involving more people from the congregation.)
3.	Do not list or consider questions such as “What more do we need?” or “What problems will we encounter?” These divert attention and energy away from an asset-based way of thinking and subvert the possibilities you have uncovered together earlier in the process.

A final step, prayer
Although you can start any planning session in prayer, it seems especially meaningful in an asset-based approach to wait until the end of the process before engaging in a time of meditation and prayer together. Participants will more than likely come to the end of the process with an overwhelming sense of God having blessed their time together. They will come to realize how God has visited them during their time together, and how various moments of joyful discovery were truly from the Holy Spirit.
In your prayers, do not forget to thank God for the surprises only God can give, and leave time for silence—in prayer or in meditation—to mentally review what you have come through together. Your doubts and misgivings were gradually thawed by the warmth of God’s energy; you have avoided the sometimes normal processes of guilt and despair, whining and blaming; you have come to know each other better, especially for your enormous gifts and capabilities for ministry. In all of this, you have cause and will find pause for praising God. If you have the assets in your group, sing a hymn and shout “Amens” together. God has been with you, as promised!

Some final thoughts
Asset-based thinking is consonant with the message and power of the gospel. We follow a Christ and serve a God who always fulfills promises, whose word is good. And that word is always forward-looking, always focused on ministering to and with others, always purpose-driven.
At the same time, an asset-based planning approach is only one among many, and open to problems as well as possibilities. The worth of the process of asset-based planning rests on your continuing skill in trying it over and over again, in a variety of places and with a variety of people.
Asset-based planning will not cure diseases or enable anyone to walk on water, but it holds the promise of turning around negative attitudes and negative congregations. It can bring a spark of promise and hope to individuals and congregations who have planned their way into inaction, been paralyzed by analysis, or who have grown weary with the size of the mountains and walls that prevent them from accomplishing what they most want to do. Asset-based planning can also start to transform the way your congregation thinks and acts in its prioritizing of “necessary” tasks, and can help re-interpret “what must be done” so that what is done will be accomplished with capacity and joy, or it won’t be done.

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 2 Tool
How We Talk around Here
(pp. 90-91 in Our Stewardship)

One way to identify your congregation’s vocabulary is to gather written material from your financial stewardship programs from the past several years. Read everything over and try to characterize the writing. Are some words and phrases repeated from year to year? If so, the words may suggest habits of thought that are assumed to be true. List the repeated words.

•	What have been the main motivations for giving? 

•	If the circumstances were described as urgent, what were the reasons for this urgency?

•	Why were people asked to give or increase their giving? 

•	Using what you have learned, summarize the main features of your congregation’s financial stewardship programs from the recent past.

•	For each of the following items, choose the phrase or sentence from Column A or Column B that best describes the way stewardship is talked about in your congregation. 

Column A	
		
Our commitment

Offering is “taken”

Giving is nothing more than paying the church’s expenses

Appeals are made apologetically

Resources are scarce

Giving is for budget needs

Financial language is predominant

Needs are for the budget

Increased budget reflects increased expenses, and 
it is a “problem”	Column B

What God has given us

Offering is “received”

Giving is nothing less than an act of worship

Appeals are offered as opportunities to live your faith

Resources are abundant

Giving is for people

Mission language is predominant

People have needs 

Increased budget reflects increased ministries, and it is a “success”	

•	Column A indicates a budget-appeal vocabulary. Add your own budget appeal words and phrases at the end of the column.
•	Column B indicates a mission-appeal vocabulary. Add your own mission appeal words and phrases at the end of the column.
•	Are there words and phrases that will not be used in your congregation’s stewardship effort?
•	Are there words and phrases that must be used in your congregation’s stewardship effort?

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 3 Tool
Why Do We Have What We Have?
Bible Study
(pp. 92-97 in Our Stewardship)

Session 1: What Do We Have?
•	Preparation for the leader: Read chapters 1-3 of this book and look at all three sessions of this Bible study.
•	Materials: Writing materials and Bibles, newsprint, masking tape, and markers

Opening
•	Begin with prayer.
•	In the three sessions of this Bible study, we will explore the gifts God has given us and how we use them. Before going further, answer this question: Why do you have what you have? (Write down the first thoughts that come to mind. You will not be asked to share your answer.)

Exploring Scripture
•	Have volunteers read the following Bible passages:
Psalm 23   		Matthew 25:14-30   
John 1:16   		1 Corinthians 1:4-9	

•	What has God given us? Everything! What if we have more to be grateful for than we recognize? 
•	We may be tempted to skip a step and say that the most important thing about God’s gifts is how we use them, but the gifts show us the nature of God.

God’s gifts in your life
•	On your own, make a list of blessings or gifts that move you to prayers of thanks to God. 
•	You now have a list of God’s gifts in your life. How complete is your list? Are more prayers of gratitude possible in your life? Save your list for the next two sessions.

God’s gifts in community life
•	As a group, what are you grateful for? List the blessings or gifts given to your community, congregation, and family that move you to prayers of thanks to God. 
•	You now have a list of God’s gifts in your community life. How complete is this list? Are more prayers of gratitude possible in your community life? Save this list for the next two sessions.
•	How can your congregation express gratitude to God in new ways? In groups of three or four, write a heartfelt prayer of gratitude together. 

For discussion
•	Is it easier to talk about what God has given us to us as individuals or in community life? Are all of the items you listed commonly understood to be gifts or blessings? If not, what are they understood to be? 
•	Are we fully aware of what God has given to us, to the community, congregation, and our families? When are we done realizing what God has given us? It can be a life-long effort to realize what God has given and what God is giving. 

Session 2: Faithful Use
•	Materials: writing materials and Bibles, newsprint, masking tape, and markers

Opening
•	Begin with prayer.

Exploring Scripture
•	Have volunteers read the following Bible passages:
Luke 12:35-48		Romans 12:4-8  
Luke 8:4-8, 11-15		Galatians 5:22-23 

•	God’s purposes are worked out not only in what we have but also in our faithful use of these gifts. When we become increasingly aware of what we have, and give thanks to God for these blessings, we are ready for a second step.
•	Write down your answer to this question: How do we use God’s gifts faithfully and well? (You will not be asked to share your answer.)

God’s gifts in your life
•	Looking back at Session 1 and the list of gifts God has given you, are there any gifts you wish to add to the list?
•	In what situations do you feel your gifts matter the most? When are you most sure that you are using your gifts faithfully and well?
•	No one possesses all gifts. How are your gifts distinctive to you and your life? Looking at the gifts in your life, can you see what God wants for you?

God’s gifts in community life
•	Looking back at Session 1 and the list of gifts God has given in community life, are there any gifts you wish to add to the list?
•	How do our communities use God’s gifts faithfully? List ways that your community, congregation, and family use God’s gifts. Then list some new ways that your communities can use God’s blessings. 

For discussion
•	Looking at God’s gifts, can we see how God wants us to use them?

Session 3: Faithful Offering
•	Materials: writing materials and Bibles

Opening
•	Begin with prayer.

Exploring Scripture
•	Have volunteers read Matthew 25:31-46.
•	Are God’s gifts to be offered only in church or only for religious causes? In this session, we’ll search out new ways to offer what God has given us.
•	When we become increasingly aware of what we have, give thanks to God for these blessings, and use God’s gifts faithfully and well, we are then ready for a third step.
•	Write down your answer to this question: How do you offer the gifts God has entrusted to you? (You will not be asked to share your answer.)

God’s gifts in your life
•	Looking back at sessions 1 and 2 and the list of gifts God has given you, are there any gifts you wish to add to the list?
•	When do you feel that you offer God’s gifts? 
•	When are you most sure that you are offering your gifts faithfully and well?
•	How is your knowledge of God related to what you have to give?
•	Looking at what you have to give, can you see what God wants for you? 

God’s gifts in community life
•	Looking back at Session 1 and the list of gifts God has given in community life, are there any gifts you wish to add to the list?
•	How do you offer the gifts entrusted to your community, congregation, and family? Search out some new ways that these communities can offer God’s blessings. 

For discussion
•	Looking at God’s gifts, can we see how God wants us to offer them? 

To end this study 
•	At the start of this study you wrote down an answer to this question: Why do you have what you have? How do you respond to this question today?

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 4 Tool
Property Checklist
(pp. 98-99 in Our Stewardship)

Our congregation has developed and follows good practices such as these:
We are aware of the zoning and planning requirements of the district where our congregation is located and comply with these requirements.
We meet all building-code requirements applicable to the nature and uses of our property.
We have reviewed our facilities and activities for access by people with disabilities and have taken reasonable steps to provide access.
We inspect our premises regularly and have programs in place to address potentially hazardous situations, such as the following:
•	Snow removal and sanding or salting drives, walks, and steps are completed in a timely manner.
•	Entries or other locations where people may be present are protected from falling snow and ice.
•	Stairwells are well lighted and have handrails.
•	Glass doors are marked so people will notice them.
•	Floors are kept free of obstacles or conditions that might make people slip or trip.
•	Other dangerous conditions are identified and eliminated, secured, or made subject to warnings.
•	The kitchen is kept clean, old food is thrown out, and good sanitation is maintained.
•	Our congregation is aware of and complies with any state or local regulations that apply to food service or sale of food.
•	We are aware if there is any asbestos or lead paint on the church premises and have taken any steps that are required by law or prudence to remove it.
•	Smoke detectors are provided and batteries are changed on a regular schedule.
•	Fire extinguishers are provided and the staff is trained on their location and use.
Other practices developed for our congregation:

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 4 Tool
Liability Insurance Checklist
(pp. 100-101 in Our Stewardship)

Our congregation has developed and follows good practices, such as these:
•	Our insurance policies are maintained indefinitely in a central file.
•	If we have not retained insurance policies, with the help of our agent we have reconstructed our policy coverage as much as possible.
•	Our insurance policies are audited annually to determine the nature, amount, and sufficiency of coverage.
•	We have designated a responsible person or committee to keep informed and current on our insurance coverage and needs, and to deal regularly with our insurance agent.
•	Our employees and volunteers are covered individually for the same liability as the congregation (except for intentional acts, such as sexual misconduct).
•	All of our ministry activities are insured, however separate they may be from the congregation’s central activities.
•	We read and review all of our insurance policies to be sure that they contain the coverage we think we have, and that we understand the exclusions, definitions, and endorsements.
•	We have coverage for personal injury as well as bodily injury.
•	We give prompt written notice to the insurer of any matters that come to our attention that could become the basis of a claim.
•	We have adequate coverage for any motor vehicles we own.
•	We have non-owned auto coverage to protect us in the event of liability for accidents in which an employee or volunteer is driving his or her own vehicle on congregation business.
•	We have malpractice, professional liability, or errors and omissions coverage for all congregation ministries and activities, including counseling, that may result in damage other than by bodily injury or property damage.
•	We have directors and officers coverage that also covers the congregation.
•	We have adequate property damage coverage for all risks to which our property is exposed, and in sufficient amounts to cover total loss.
•	We have fidelity bond coverage for people who handle the congregation’s funds.
•	We understand the deductible and defense costs for each of our policies.
•	Our comprehensive general liability is not limited to accidents that occur on the premises.
•	We have made provisions for injuries to volunteers.
•	Other practices developed for our congregation:

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 4 Tool
Financial Assets Checklist
(pp. 102-103 in Our Stewardship)

Handling money
Our congregation has developed and follows good practices such as these:
•	Weekly offerings are counted immediately after the service by two unrelated people, neither of whom handles the books or writes checks. 
•	A written record of the counting is made. 
•	Funds are deposited immediately.
•	Bills and obligations are approved before payment, and checks are signed by two people.
•	An Audit Committee conducts an annual audit in accordance with established procedures.
•	People with accounting training are on the Audit Committee or establish its procedures.
•	The congregation has a fidelity bond for employees and volunteers who handle our funds.
•	Significant sums of cash are not left in the church.
•	All expenditures are accounted for by receipts or by written records.

Acquiring funds
Our congregation has developed and follows good practices such as these:
•	Our congregation is aware of the reporting obligations we have to the state for ourselves or auxiliary or affiliated organizations or programs.
•	Our congregation is aware of and obtains necessary licenses or permits for fund-raising activities.
•	Our congregation conducts no fund-raising activities in which contributors expect some financial or material return, except with the advice of qualified counsel.
•	Funds raised by the congregation are used only for the purpose for which they are raised.
•	People who may be subject to undue influence are encouraged to seek independent qualified advice before making major gifts to the congregation.
•	Donors are discouraged from attaching conditions or restrictions on gifts wherever possible.

Dealing with conditions and restrictions 
Our congregation has developed and follows good practices such as these:
•	Our congregation council is aware of, respects, and deals with as necessary conditions, restrictions, and limitations placed by the donor on assets given to the congregation.
•	Our congregation council keeps and accounts for restricted funds and operating funds separately.
•	Other practices developed for our congregation:

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 5 Tool
Sample Program Budget 
(pp. 104-107 in Our Stewardship)

Pledged Gifts			$341,745
Non-pledged Gifts		78,836
Other				20,860

Total				$441,441

What we give together:
Benevolence			$32,520
Mortgage			46,000
Bible Camp			1,000
				79,520

What we do together
Worship				$103,473
Learning			54,251
Witness				48,347
Service				83,465
Nurture & Fellowship		72,385
				$361,921

Total 				$441,441
——————————————————————————————

In the section that follows, percentages show the percent of total dollars spent for each item across all categories. For example, youth programming is broken down this way:

		Worship: 		15%
		Learning:		15%
		Witness: 		10%
		Service: 			10%
		Nurture & Fellowship: 	50%
		TOTAL: 		100%

Ministries

$9,365		Worship  
		Property  		 5%
		Stewardship Education  	 5%
		Worship and Music  	40%
		Christian Education  	10%
		Social Ministry  		10%
		Youth  			15%

$11,574		Learning
		Stewardship Education  	25%
		Finance  		 5%
		Worship and Music  	10%
		Christian Education  	45%
		Social Ministry  		 5%
		Youth  			15%

$19,349		Witness
		Property  		30%
		Stewardship Education  	40%
		Worship and Music  	30%
		Christian Education 	10%
		Social Ministry  		15%
		Witness and Outreach  	40%
		Youth  			10%

$30,392		Service
		Property  		50%
		Stewardship Education  	25%
		Worship and Music 	15%
		Finance 			90%
		Christian Education  	 5%
		Social Ministry  		45%
		Witness and Outreach  	35%
		Youth  			10%

$17,670		Nurture and Fellowship
		Property  		15%
		Stewardship Education  	 5%
		Finance  		 5%
		Worship and Music  	 5%
		Christian Education  	30%
		Social Ministry  		25%
		Witness and Outreach  	25%
		Youth  			50%

Staff
This section of the program budget reflects the amount of time each position spends on worship, learning, witness, service, and nurture and fellowship. In this example, Jerry spends 80% of his time on worship-related activities and 15% on service-related activities, while Jackie’s time is divided among all five categories at 20% each.

$94,108		Worship
		Chris 	85%
		Jerry 	80%
		Louise 	10%
		Anita 	20%
		Miguel 	30%
		Roger 	30%
		Jackie 	20%

$42,677		Learning
		Jerry 	  5%
		Louise 	40%
		Anita 	30%
		Miguel 	15%
		Roger 	15%
		Jackie 	20%

$28,998		Witness
		Louise 	10%
		Anita 	15%
		Miguel 	20%
		Roger 	20%
		Jackie 	20%

$53,073		Service
		Chris 	 15%
		Ned     100%
		Louise 	 5%
		Anita 	 5%
		Miguel 	 5%
		Roger 	 5%
		Jackie 	20%

$54,715		Nurture and Fellowship
		Jerry 	15%
		Louise 	35%
		Anita 	30%
		Miguel 	30%
		Roger 	30%
		Jackie 	20% 

Our Stewardship: Managing Our Assets, copyright © Augsburg Fortress. May be reproduced for local use.

Chapter 8 Tool
Sample Endowment Policy
(pp. 108-110 in Our Stewardship)

This sample shows how one congregation set up an endowment fund. As with all legal changes, when establishing a policy such as this, check your denomination’s model constitution and contact your synod or judicatory office to ensure consistency with your denomination’s requirements. Also consult with the constitutional review committee for your synod or region.

I. Endowment Authorization
A. Educate on the Needs and Benefits of an Endowment Fund
B. Constitutional Amendment Required
1. Appropriate notification of meeting required
2. Prepared written amendment
a. Recommend legal involvement 
b. Church Council to contact legal counsel
3. Prepare draft from existing examples 
a. Obtain Council approval 
b. Legal counsel prepare final draft
C. Create an Endowment Committee (“Committee,” hereafter)
1. Primary duties
a. Accept funds
b. Define disbursements
c. Assure policy is followed
2. Number and term of officers
a. Five voting and two non-voting members
i. Non-voting are to be representatives of the Council 
ii.  Voting members are to be elected by Congregation at the   
     Annual Meeting. 
iii. Committee candidates shall be nominated by the authority of the Church Council and elected by the Congregation, responsible to the Congregation 
b. Non-voting members include a Pastor of the Congregation and the designated representative of the Church leadership.
c. Officers (Voting members) 
i.    Recording Secretary 
ii.   Financial Secretary 
iii.  Chairperson 
iv.  Vice Chair 
v.   Second Chair 
d. Committee will have three-year terms to allow for rotation
i.   Inaugural committee will have staggered terms 
ii.  determined by the Committee at organization 
iii.  One member will serve a one-year term 
iv.  Two members will serve two-year terms 
v.	Two members will have three-year terms

II. Fund Structure
A. Objective of the Fund
1. 	Provide a device for the receipt of bequests and gifts including cash, securities, real estate, life insurance, or other types of endowments.
2. 	Encourage bequests and gifts of accumulated assets promoting faithful Christian stewardship, reflecting God’s love, enhancing mission and outreach beyond expected and regular giving.
3. Distribute the income of the Fund annually to include: 
a. Designations by the donor
b. Mission and outreach at large (global outreach) 
c. Community outreach and ministry (local outreach) 
d. Educational and scholarship outreach (for religious career opportunities) 
B. Fund will accept designated or undesignated gifts
1. Undesignated bequests and gifts of less than $5,000 will not be placed in the Fund
2. If an immediate and urgent need for an undesignated bequest or gift does not exist, the gift should be directed to the Fund
3. The Church Council can place bequests and gifts in the Fund
C. Investment policy
1. The investment policy of the Fund will follow the guidelines established by our denomination.
2. The Fund will have an initial minimum balance of $25,000
D. Distribution of funds
1. Income of the Fund will be distributed annually until the Fund reaches the sum of $100,000
2. When the Fund has moneys at or above $100,000, the income and 2 percent of the principal above $100,000 will be distributed
3. The distributions of the Fund will be distributed to each of the four designated categories (IIA.3.) in 20 percent increments each
4.	The remaining 20 percent Fund annual distributions will be distributed to one or more of the four designated categories, in a ratio determined by the Committee
E. Fund structure review
1. The Fund structure will be reviewed once each five years.
2.	The purpose of the review will be to ensure bequests and gifts, distributions and distribution categories meet the purposes and goals of the Endowment Fund and our Church.
3. The Committee will conduct the review.

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