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| Charlie Kuchenbrod |
I work with Conference staff, vendors, and volunteers to exercise stewardship over the assets of the Conference, including financial resources, property, and the time and talent of Conference staff, vendors, and volunteers. There is a hall of mirrors aspect to this statement, which reflects that staff, vendors, and volunteers are at once stewards and have time and talent to be stewarded. I am a steward, not the steward, and I almost always work with others in a facilitative role.
A good example is seen in the privilege I’ve had of supporting the development of a strategic plan and comprehensive site plan for the Silver Lake Conference Center. Working with volunteers, a consultant, and staff, we have developed an achievable dream for the Silver Lake ministry of the Connecticut Conference, a dream that builds on almost fifty years of history and looks forward to another fifty years (or more!) of vital ministry.
A less visible activity is the management of the Consolidated Trust Fund (CTF). With a volunteer Investment Committee working with professional investment managers, we took steps to further diversify the holdings of the fund. CTF has had strong results – an 11.9% annual rate of return for the ten-year period ending December 31, 2004 – while sticking to prudent investment principles and following socially responsible investment guidelines. CTF is open to all Conference churches. An investment fund might not be the first thing people think about when they consider the professional and technical support services provided by the Conference, but is a valuable resource, particularly for small or medium- sized congregations.
We engaged new financial auditors this year, an example of the volunteers on the Finance and Audit Committees working with staff to match the talents of a vendor with our requirements. While this action is unlikely to make anyone’s top ten list of exciting developments in the life of the Conference, financial auditing is an essential stewardship function which helps assure that resources are effectively deployed.
After many years of deliberation, we have put Ingraham House on the market. This is another stewardship decision – in this case that the funds obtained from the sale can contribute more towards the Conference’s ministry than the property can directly.
We are living with the consequences of a stewardship decision made last year, with the elimination of three Hartford-based positions to fund two new Regional Minister positions. We miss Gordon Bates, Kathy Peters, and Sarah Annis, even as we welcome the new regional ministers. It has been particularly challenging for the support staff to manage the demands of Annual Meetings (twice a year, now) with fewer hands to pitch in.
I am grateful to have the opportunity to work with many special people who serve the Conference as volunteers, as staff, or as vendors.
