Official Workbook PDF page source text

LCMS 2026 Convention Workbook: Reports and Overtures, PDF page 137

2026 Convention Workbook
102 
OFFICER, BOARD, AND COMMISSION REPORTS
•	 In light of economic volatility and uncertainty, CPS works 
closely with industry-leading consultants and advisors to 
manage expected investment risk and return dynamics over 
a long-term horizon while adhering to certain fundamental 
principles such as diversification, portfolio rebalancing, and 
liquidity management.
•
 Investment incom
e for all Concordia Plans Trusts exceeded 
expectations in 2025 due to favorable market conditions and 
strong discipline in asset allocation. CRP returns are detailed 
above. CDSP assets returned +18.5 percent, while CHP assets 
returned +12.3 percent.
External Threats
•	 The changing demographics of the Synod and the closure of 
ministries is a potential threat to the Plans, but recent years 
have seen stability and growth in plan participation. Over the 
last triennium hundreds of members have joined the CHP, 
CRP, and CDSP with ministries adopting or rejoining the 
Plans after an absence. In addition, retention in the CHP and 
CRP were both in excess of 99 percent in 2025.
C.2. CPS and the Synod’s Objectives and 
Emphases
CPS serves a critical role in fulfilling the Synod’s 10th forma-
tion objective: Directly aiding in the care of our church workers and 
their families. CPS has been charged with managing the Concordia 
Plans (the employee benefit plans of the LCMS) and providing other 
ancillary programs, including supplemental insurance and adminis-
trative services that serve ministry and church worker needs. 
CPS plays an important role in the fifth triennial mission and 
ministry emphasis by promoting and nurturing the spiritual, emo-
tional, and physical well-being of pastors and professional church 
workers. CPS also is seeking to support the first emphasis of sus-
taining Lutheran churches through the establishment of a captive in-
surance company that is intended to provide relief to congregations 
and schools with their property and casualty insurance coverage.
C.3. Goals 
As a ministry partner, we want to be viewed as a trusted member 
of a ministry’s team, which brings valuable solutions to employee 
benefit and ministry business challenges. As a worker advocate, we 
want to not only be the source and resource for all matters related 
to the care of church workers and their families, but also to be these 
workers’ physical, emotional, and financial wellness champions.
For more than 60 years, CPS has cared for LCMS workers and 
ministries through benefits designed specifically for church work-
ers. As times change the Plans remain strong, stable, and sustainable 
through disciplined stewardship and the collective strength of thou-
sands of participating ministries. 
Together, these Plans demonstrate our shared commitment to 
care for workers, strengthen ministries, and steward resources faith-
fully—showing that we are truly better together. 
James F. (Jim) Sanft, Chief Executive Officer
R20
Lutheran Center for Religious Liberty
Introduction—LCRL Basics
The mission of the Lutheran Center for Religious Liberty (LCRL), 
ation of a captive reinsurance company to facilitate the offer-
ing of property and casualty insurance coverages to LCMS 
ministries. In 2025, the Commission on Constitutional Mat-
ters confirmed that the LCMS Board of Directors (BOD) 
can authorize and assign such an activity to CPS. In January 
2026, the LCMS BOD approved CPS taking the next steps 
to commence operation of a captive reinsurance company 
to be named Concordia Risk Solutions (CRS). CPS expects 
CRS to receive a license to operate in the spring of 2026, and 
for CRS to commence operations soon thereafter. Operations 
are expected to begin with a small number of ministries and 
grow at a conservative, sustainable pace so CRS remains fi-
nancially stable as it grows.
•	 Through years of work to drive better health outcomes, meet 
CHP members’ needs, and limit costs, CPS was able to drive 
savings that are expected to reduce CHP expenses by more 
than $90 million over a three-year span. 
C. Conclusion
C.1. Strengths, Weaknesses, Opportunities, and 
Threats
Strengths
The Concordia Plans are an organizational strength, each caring for 
Synod workers and their families.
•	 The combination of the CRP pension and the Concordia Re-
tirement Savings Plan 403(b) offers LCMS ministries and 
workers a level of financial stability they cannot achieve 
alone. Through shared participation, ministries pool resourc-
es to secure lifetime retirement income for workers, while 
empowering individual savings for retirement. 
•	 The Concordia Disability and Survivor Plan (CDSP) is a 
comprehensive protection package, providing income re-
placement and life insurance benefits that safeguard workers 
and families. Recent changes have led to a decreased CDSP 
rate for most ministries. 
•	 Through the collective purchasing power of participating 
ministries, CPS provides access to health plan options that 
would be out of reach for most individual employers. We 
are able to negotiate competitive rates without adding prof-
it margins—delivering greater value to both ministries and 
workers. 
Weaknesses
•	 The cost of healthcare across the country is rising and sub-
sequently the cost of the CHP is viewed by some ministries 
as a challenge. CPS is addressing this by balancing cost and 
health outcomes while focusing on resources to help man-
age health conditions, renegotiating contracts, managing our 
vendor partners, and consistently searching for the most ef-
fective and efficient way to provide care and support. 
Opportunities
•	 Actions taken by or within any of the three branches of the 
U.S. government can impact the legal and regulatory outlook 
for the Concordia Plans and those we serve. Our involve -
ment with the Church Alliance helps CPS advocate on behalf 
of those we serve and allows CPS to manage those Plans as 
designed to meet the needs of LCMS ministries and workers, 
without undue governmental interference.