exington
HEOLOGICAL SEMINARY
PREPARING PASTORAL LEADERS FOR 21ST CENTURY MINISTRY STRATEGIC OUTLINE
2013
MESSAGE FROM THE PRESIDENT This plan affirms the vision, mission and core values of the institution and attempts to honor the best of its traditions, while charting a new path as an online, congregation-based Seminary. This new model provides access to a rigorous theological education to those previously unable to respond to a call to ministry and in effect, introduces LTS to a new generation of Disciples and ecumenical partners. In the next three to five years the plan will pursue four imperatives: • • • •
Academic excellence and relevance. Financial equilibrium and growth. Sustenance of pastors in ministry. Cultivation and development of a quality place to study and work.
These strategic imperatives will be realized through the lens of strategic partnerships that resonate with the vision, mission and core values of the Seminary. LTS looks forward to an exciting partnership with the larger community on behalf of our students.
Dr. Charisse L. Gillett President
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Ephesians 4: 11-13 So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip his people for works of service, so that the body of Christ may be built up until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ.
STRATEGIC PLAN IMPERATIVES The Seminary will pursue partnerships which help us to promote: Academic excellence and relevance
GOAL 1 Design and implement high quality degree and non-degree programs
GOAL 2 Enhance the recruitment and enrollment of missionappropriate students
Sustain pastors in ministry
GOAL 1 Develop programs that will support LTS students in years 1-5 of active congregational ministry
GOAL 2 Serve as a resource for lay leaders and congregations
GOAL 3 Ensure the diversity of the student population
Financial equilibrium and growth
GOAL 1 Achieve financial equilibrium and growth
GOAL 2 Increase scholarship support from alumni and congregations
GOAL 3 Enhance and enrich the Seminary’s partnerships with friends, trustees and organizational partners
Cultivate and develop a quality place to work and study
GOAL 1 Develop an institutional culture that intentionally supports a quality work environment
GOAL 2 Recognize Trustees as valuable institutional resources
GOAL 3 Align human resources with strategic goals
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INTRODUCTION Strategic Lens: Partnerships Historically Lexington Theological Seminary has enjoyed strong relationships with local, regional and general expressions of the Christian Church (Disciples of Christ) and has enjoyed long-standing partnerships with the United Methodist Church, the Roman Catholic Diocese of Lexington, and the United Church of Christ. The Seminary will continue to honor these historic relationships as we are able and will also seek partnerships with congregations and other faith traditions. Focus: Congregations We are committed to forming substantive relationships with congregations and clergy to support the identification, recruitment and enrollment of students for degree and non-degree programs at
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Lexington Theological Seminary. We also seek to intentionally form substantive relationships with congregations and clergy to support our students during their course of study at the Seminary – whether as mentors or as accountable ministry sites. Focus: Institutional and Organizational Partners Our goal in this regard is to strengthen engagement in meaningful partnerships with ministries at all levels of the church. We must continue our current engagement while seeking opportunities to enhance and enrich partnerships with local, regional and general ministries of the Christian Church (Disciples of Christ). In particular, partnerships like these will promote and support institutional growth and stability and communicate the vibrancy of our relationship with churchrelated organizations.
IMPERATIVE | ACADEMIC EXCELLENCE AND RELEVANCE GOAL 1: Design and implement high quality degree and non-degree programs
• STRATEGY 1 Enhance academic resources online for students and organizational partners.
• STRATEGY 2 Establish a feedback loop between congregational partners, mentors and clergy conversation partners. • STRATEGY 3 Ensure the relevancy of the online program by anticipating changes in online teaching pedagogy. •STRATEGY 4 Promote the new model as a viable option for educating persons globally for ministry. GOAL 2: Enhance the recruitment and enrollment of mission-appropriate students
• STRATEGY 1 Continue to nurture key relationships and work to introduce LTS fully to congregations affiliated with the United Church of Christ, African-Methodist Episcopal Church and select Diocese in the Roman Catholic Church. • STRATEGY 2 Gather data which identifies key characteristics of LTS students from the pre-admissions stage through enrollment and graduation. GOAL 3: Ensure the diversity of the student population
• STRATEGY 1 Establish two part-time non-Lexington based regional recruitment positions by 2016 and 2018. • STRATEGY 2 Develop relationships with undergraduate colleges and universities.
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IMPERATIVE | SUSTAIN PASTORS IN MINISTRY
GOAL 1: Develop programs that will support LTS students in years 1-5 of active congregational ministry
• STRATEGY 1 Teach students the value of ongoing clergy covenant groups • STRATEGY 2 Promote habits of health and well-being • STRATEGY 3 Teach habits of personal Sabbath and spirituality: • Establish a Center for Congregational and Pastoral Well-Being. • Teach general practices of small business management to new pastors in appropriate forums.
GOAL 2: Serve as a resource for lay leaders and congregations
• STRATEGY Strengthen the Lay School of Theology
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IMPERATIVE | FINANCIAL EQUILIBRIUM AND GROWTH GOAL 1: Achieve financial equilibrium and growth
• STRATEGY 1 Affirm the relationship between LTS and the Christian Church Foundation as a sound vehicle for the effective management of the Seminary’s assets. • STRATEGY 2 Promote the relationship between LTS and the Christian Church Foundation in ways that encourage LTS donors to make permanent gifts to the Seminary. •STRATEGY 3 Identify and cultivate donors with the potential to support the Seminary’s mission and ministry. •STRATEGY 4 Examine tuition and scholarship policies and recommend appropriate adjustments on an annual basis. •STRATEGY 5 Solicit funds to support an ecumenical scholarship for non-DOC/UCC students and $600,000 for the annual MEF. •STRATEGY 6 Invite trustees to become more engaged in the fundraising and promotion of the Seminary’s needs as appropriate. •STRATEGY 7 Maintain endowment discipline with a draw of 5% or less and maintain budget discipline. •STRATEGY 8 Examine and address physical plant needs. GOAL 2: Increase scholarship fund support by alumni and congregations
• STRATEGY Reclaim donors by explaining the new program and addressing constituent concerns. GOAL 3: Enhance and enrich the Seminary’s partnerships with friends, trustees and donors
• STRATEGY 1 Targeted visits with the President and V.P. of Advancement with congregations and high level donors. • STRATEGY 2 Strengthen the work of the Alumni Council.
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IMPERATIVE | CULTIVATE AND DEVELOP A QUALITY PLACE TO WORK AND STUDY GOAL 1: Develop and cultivate an institutional culture that intentionally supports a quality work environment.
• STRATEGY 1 Support opportunities for faculty to conduct research related to the church and their area of scholarship. • STRATEGY 2 Support opportunities for administrators and staff to participate in professional development activities. • STRATEGY 3 Promote a family-friendly workplace (flex time, employee service week and generous vacation policies). • STRATEGY 4
Strengthen student services.
GOAL 2: Recognize Trustees as valuable institutional resources .
• STRATEGY 1 Engage trustees in the fundraising and promotion efforts of the Seminary. • STRATEGY 2 Acknowledge the valuable service and support trustees provide in the promotion of the Seminary’s work and ministry. GOAL 3: Align human resources with strategic imperatives
• STRATEGY Evaluate current and future staffing needs in light of recent institutional changes and in anticipation of growth.
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Seminary Officers Charisse L. Gillett
Richard D. Weis
Mark Blankenship
Laura Davis
President
Vice President for Academic Affairs/Dean
Vice President for Advancement
Chief Financial Officer
Seminary Faculty O. Wesley Allen
Jerry L. Sumney
Emily Askew
William L. Turner
Barbara Blodgett
Richard D. Weis
Margaret Ralph
Dolores Yilibuw
Professor of Homiletics and Worship
Professor of Biblical Studies
Associate Professor of Systematic Theology Donald and Lilllian Nunnelly Assistant Professor in Pastoral Leadership
D.Min. Program Director Professor of Hebrew Bible/Dean. Vice President for Academic Affairs
M.A. Program Director for Roman Catholic Students
Interim Library Director
Seminary Staff Erin Cash
Patty McFarland
Jan Ehrmantraut
Jaime Mulloy
Opal Gills
Charles Redmon
Charles Heaberlin
Robin Varner
Jeffrey Johnson
Mary Ann Wellman
Halee Kennon
Hobart Wilson
Windy Kidd
Ben Wyatt
Director of Admissions
Library Circulation Coordinator
Coordinator of Mentoring Program
Executive Assistant to the President
Assistant Custodian
Physical Plant Director
Archival Librarian
Administrative Assistant & Housing
Custodial Supervisor
Accreditation Liaison
Advancement Assistant/Database Manager Registrar/ Director of Financial Aid
Maintenance Assistance Educational Technologist
Board of Trustees Officers: Gary Kidwell Chair
Richard G. Griffith Vice Chair
Kristen Bale Secretary
Greg Alexander Bill Bramblett Julie Richardson Brown Manny Collazo Joe Gardner Leslie Geoghegan Betsy Goehrig W. Gordon Hamlin Jami Hornbuckle Larry Jackson Ralph B. Jahnige
William Lee Douglas N. Lofton Richard McQuady William H. McDonald Michael Mooty Forrest Roberts Warren Rogers James Sullivan Nancy Walton
HISTORY OF LEXINGTON THEOLOGICAL SEMINARY Lexington Theological Seminary is the oldest professional ministerial school related to the Christian Church (Disciples of Christ). The Seminary dates its founding from 1865 when it was The College of the Bible, one of several colleges in Kentucky University (later Transylvania University). The Seminary acquired its own charter in 1878. The College of the Bible occupied buildings on the campus of Kentucky University until 1950, when it moved to its present location. At its centennial in 1965, The College of the Bible was renamed Lexington Theological Seminary. In 1936 the College of the Bible began requiring an undergraduate degree for admission. Two years later the Seminary played a leading role in the formation of The Association of Theological Schools in the United States and Canada, the official accrediting agency of theological institutions. The Seminary also established the first chair of religious education in the nation, instituted one of the first courses on the ecumenical church, and was the first seminary in the United States to offer clinical pastoral training as a part of its curriculum. Lexington Theological Seminary strives to prepare faithful leaders for the church of Jesus Christ, and, thus, to strengthen the church’s participation in God’s mission for the world.