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Office for Planning PowerPoint presentation of the LWF during the September 2002 Council meeting in Wittenberg, Germany. © LWF/D.Zimmermann Office for Planning The Office for Planning assists in ensuring Program Coordination coordination of LWF programs and unity of purpose. This work is accomplished through There has been a need for a more integrated interdepartmental program planning, prior- approach to the LWF’s work. While depart- ity setting, joint reviews and evaluation of ments carry out their specific mandates, a activities. It is also responsible for the plan- cooperative, interdepartmental approach is ning and logistics of Council meetings, as adopted, however, in implementing pro- well as the Council’s functions and other re- grams. The Secretariat staff has created a lated matters during the LWF Assembly. system for coordinating activities in order LWF Tenth Assembly – Six-Year Report 9 quirements and other matters in rela- Staff Working Teams tion to multilateral cooperation. The Staff Working Team on Europe PCFA facilitates increased joint plan- Staff Working Team on Africa ning and cooperation, and regulates re- Staff Working Team on Latin America sponsibilities and division of labor be- tween the LWF and supporting agencies. Staff Working Team on Asia The agreement was reached at the time Staff Working Team on Human Resource Development of the Ninth Assembly and was signed Staff Working Team on Gender by supporting agencies in the Nordic Region, Australia, the USA and Canada. Staff Working Team on Youth and Children In 2000, a second version of the PCFA Staff Working Team on Theological Education was developed and signed by the same Staff Working Team on Ecumenical Affairs agencies for a period of five years, from Staff Working Team on Computer Service 2001–5. An annual commitment form is submitted each year by the agencies, Staff Working Team on Finances indicating a year’s firm commitment and Staff Working Team on Lutheran-Jewish Relations a three-year projection, thus enabling a Staff Working Team on International Affairs and Human Rights more coherent and financially appropri- ate planning process. Staff Working Team on HIV/AIDS Staff Working Team on Disability • The computerized Monitoring and Staff Working Team on Human Sexuality Reporting System (MaRS) is a direct Staff Working Team on the World Wide Web response to the LWF’s commitment through the PCFA agreement. MaRS Staff Working Team on Environment facilitates these commitments and Staff Working Team on MaRS provides member churches and oth- Interdepartmental Committee for Publications ers in the network with the necessary tools to plan, budget and report on Position Classification Committee funds entrusted to them. It is a tool to Interdepartmental Project Screening Committee improve information sharing about programs, projects and use of funds. to increase information sharing and avoid The initial phase of MaRS was coor- duplication of effort. Interdepartmental staff dinated by the Deputy General Secre- working teams (SWTs) function in a variety tary. It is now monitored by the Office of areas and provide opportunities for shar- for Finance and Administration. ing information and for a joint approach to matters dealt with across departments and • LWF Guidelines for Sustainable De- offices. All SWTs are advisory to the staff velopment document the LWF’s person responsible for a program. In mat- longstanding policy approach to sus- ters of policy and guiding principles for the tainable development for the first time. LWF as a whole, they are responsible to the The guidelines focus on human rights, Office of the General Secretary. gender, environment and communica- A number of crosscutting issues are tion, and preexisting guidelines may be also coordinated in this office. The follow- incorporated as desired. They cover the ing are examples of such issues: whole of LWF’s experience, supported by a theological rationale. The Council • The Program Cooperation Frame approved the guidelines in 2000. Agreement (PCFA) was developed at the request of supporting agencies for a • The LWF was represented in the ecu- harmonized approach to reporting re- menical Study on the Motivation for 10 The Lutheran World Federation and Consequences of Concentration Aware of the shortage of money, staff Policies in Ecumenical Development recommended a joint process of evalu- Cooperation. Since the early 1990s, ation and strategic planning in order to partner agencies have tended to con- increase awareness of theology and centrate their efforts in particular ways, ecumenism within the LWF. and this has affected ecumenical co- operation. The effects were not ana- • As LWF departments/offices organize lyzed or evaluated prior to the study, around 35–40 consultations and work- which concluded that: there was no shops every year, a harmonized ap- need for partner agencies to be defen- proach to the planning of consulta- sive about their concentration policies, tions has been developed. The Coun- but there was a need to reflect on the cil is informed annually about such quality of communication and dialogue; consultations. local partners should make better use of their resources in order to improve administration; clarity of purpose, out- Cooperative Working comes, roles and responsibilities were Relationships with important; “mutual commitment” might the WCC and WARC be a better phrase than partnership to describe relationships within ecumeni- Relations between the LWF and the WCC cal development cooperation. have always been close. Many LWF mem- ber churches are also members of the WCC. • LWF work in the area of HIV/AIDS is The WCC has, in principle, maintained undertaken within the different depart- an equal relationship with all Christian World ments/offices, with no one staff per- Communions (CWCs), regardless of their son being delegated responsibility for size, resources and location. The LWF and a comprehensive response to the pan- the WCC, however, share the same facili- demic. A new SWT has made a first ties, carry out the same programmatic work attempt to coordinate the LWF’s re- in many areas and, to a great extent, are sup- sponse. In order to improve coopera- ported by the same member churches and tion and coordination between orga- funding partners. This, and the fact that the nizations within the Ecumenical Cen- LWF is the strongest CWC in terms of finance ter, to avoid duplication and to facili- and administration, has sometimes created tate an ecumenical approach, a joint expectations for closer cooperation. staff group has been established. Discussions concerning closer coopera- tion have usually been initiated by the lead- • The relationship between DTS, OEA ership of the two organizations. At the LWF and the Institute for Ecumenical Re- assembly in Hong Kong and the WCC assem- search in Strasbourg has been consid- bly in Harare, member churches themselves ered several times by the Council. In expressed a wish for closer cooperation. Fol- 2001, the Council asked the General lowing specific recommendations from the Secretary to pay particular attention to LWF and WCC governing bodies in 1999, an how the role of theology and LWF–WCC staff group was appointed by the ecumenism in the life of the LWF might general secretaries of the two organizations. best be supported and furthered. He was Its task was to assess relevant issues and the asked to present a financial plan of ac- contribution of the two organizations to the tion for DTS, OEA and the Institute for ecumenical movement as a whole. Being Ecumenical Research in 2002, and to aware that most of these issues might stimu- explore how a third professor at the late further cooperation among CWCs in gen- Strasbourg Institute might be financed. eral, the staff group attempted to: LWF Tenth Assembly – Six-Year Report 11 • Describe the distinctive roles of the all the organizations. The policy discussion two organizations within the ecu- about future joint or coordinated assem- menical movement, the conse- blies has been followed up by the different quences for their respective missions assembly coordinators, and the three orga- and their cooperation nizations have assigned representatives to the various assembly planning committees. • Present the main parameters of simul- It is hoped that the assemblies due to take taneous membership in the two orga- place in 2003, 2004, and 2006 will provide nizations further information to facilitate final deci- sions about joint or coordinated assemblies. • Look into ways of relating various In a parallel process, cooperation be- assemblies to each other, identify tween the LWF and WARC has increased. their specific roles, and consider their There are regular joint Cabinet meetings coordination to ensure better stew- and cooperation between different units ardship of resources and increased is increasing. cooperation Inventories of the areas of cooperation between the LWF, WCC and WARC show that • Explore the programmatic relation- there is more cooperation in the areas of de- ship between the two organizations velopment, humanitarian response and hu- and identify and propose new areas man rights, but less in the area of theology. of cooperation. In 2000, the LWF Council received a report Meetings on these different aspects of closer coop- of the LWF Council eration. The WCC also received the report and recommended that WARC be included Since the constituting meeting in Hong in future discussions. Thus, the Joint Staff Kong in July 1997, the Council has met Working Group now includes WARC
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