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S TRATEGIC P LAN 2015-2020

120 Years of Transformational Leadership: Embracing New Modalities for New Times


STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

TABLE OF CONTENTS

President’s Message Board Chairman Message Strategic Planning Committee Chair Message Mission, Vision, Niche Seminary Overview Planning Areas of Focus Strategic Goals & Strategies The Payne Story Academic Life Student Life Institutional Environment Institutional Advancement & Fiscal Integrity Institutional Ethos & Theological Education Year One Update

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PRESIDENT’S MESSAGE Payne is poised to be a leader in globalized theological education and the leader in digital age theological education among historically black theological seminaries. Payne looks forward to making advances in teaching capacity, infrastructure, the deepening of existing partnerships, and providing a high quality theological education to all of our students. Dr. Michael Joseph Brown, Interim President & Academic Dean

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CHAIRMAN OF THE BOARD OF DIRECTORS MESSAGE

Bishop Gregory G. M. Ingram, Chairman, Payne Board of Trustees

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STRATEGIC PLANNING COMMITTEE CHAIR MESSAGE Through the last 24 months, the Payne Board of Trustees has led an institutional strategic planning process for the Seminary. Strategic planning efforts have included trainings, focus groups, surveys, interviews, retreats, and field research. To date, all critical institutional stakeholders including the board, administration, staff, students, alumni, and community members have been engaged in sharing their insights and views. The result of this thoughtful planning process is a 5year plan to guide development of proficiencies, Bishop Jeffrey N. Leath, Chairman, shape curriculum, and direct development activities Fund Development & Institutional and physical growth. The plan is intended to be a Advancement/Alumni Relations committee dynamic document that gives leadership the direction and tools needed to navigate a course while providing adequate flexibility to capitalize on theological and environmental trends.

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MISSION  VISION  NICHE The Board of Trustees’ has affirmed a revised mission, vision, and niche to guide the Seminary into the future. Mission: Payne Theological Seminary, founded by the African Methodist Episcopal Church in 1894, is dedicated to the preparation of African American and other leaders for ministry in the traditions of liberation, reconciliation, social justice, and the dignity of all humankind.

Vision: Payne Theological Seminary will be recognized as a global leader in distance theological education.

Niche: Payne Theological Seminary seeks lay and clergy in the African Methodist Episcopal Church and others desiring theological education online or in a mid-western context.

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PAYNE THEOLOGICAL SEMINARY

Location: Payne Theological Seminary is located at the corner of Wilberforce-Clifton Road and Coleman Road in Wilberforce, Ohio. Wilberforce is approximately three miles northeast of Xenia, Ohio, and 18 miles east of Dayton, Ohio. It is situated within driving distance of Dayton, Springfield, Cincinnati, and Columbus.

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PLANNING AREAS OF FOCUS The Payne Theological Seminary strategic planning process identified eight operational and institutional areas of focus for exploration.

Institutional Infrastructure

Institutional Advancement

Reviewed the Seminaries current operational infrastructure and identified areas ripe for strengthening and future growth and development.

Reviewed all current fiscal resources and allocations and determined optimal use of resources, identifying new and alternative sources of revenue to support the effective and efficient development of Payne.

Facilities Development

Student Services

Reviewed the current condition of physical facilities including all building, current space allocation and utilization and maintenance. Identify and prioritize capital construction and renovation of facilities.

Reviewed the delivery of services to students, including financial aid, student housing, advisement, and technology support services. Explored how Payne can be a student focused institution that values the needs and perspective of students. Established strategies to meet the needs of students

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Enrollment Management

Academic Life

Reviewed institutional student life areas including recruitment, admissions, registration, retention, academic progress and graduation rate. Identified strategies for meeting the needs of students. Student support services are a vital part of the seminary’s success and the student perspective is critical to shaping this strategy.

Reviewed the current academic offerings at Payne, explored new academic degree programs and reviewed current schedules. Identified ways the faculty life and performance can be enhanced and strengthened and provided strategies for how the faculty and administration can work together to achieve shared institutional goals.

Institutional Ethos

Theological Education

Reviewed the traditions and values that define Payne. Assess the perceptions of the Seminary culture and values and developed a set of core values that undergird the work of the Seminary.

Reviewed current institutional connections to theological education field events, dialogues, and exchanges. Developed strategies for increasing the seminary’s presence and profile in the theological education field.

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STRATEGIC GOALS 2015-2020 The Payne strategic planning process identified seven operational and institutional goals. Operational Goals: Goal 1: Develop a strong institutional infrastructure. Foster an intellectually stimulating and collaborative community with strong integration between institutional planning, assessment, communications, and operations. Goal 2: Develop a stable, growing, and diversified funding base for Payne Theological Seminary. Enhance fiscal stability by increasing contributions from public and private sectors of the economy. academic rigor by supporting continued faculty growth and development.

Goal 3: Develop a premier educational campus for Payne Theological Seminary. Strengthen seminary space utilization and technology infrastructure to ensure excellent support for academic and administrative functions.

Goal 7: Position Payne Theological Seminary as an excellent institution in the field of Theological Education. Expand the Seminary’s presence in the theological education landscape by sharing the peculiarities of Africentric theological education with the larger theological education landscape.

Institutional Goals: Goal 4: Strengthen Payne Theological Seminary’s student supports and enrollment efforts. Enhance student life by building upon the quality and delivery of services to students and improve recruitment, retention and graduation rates. Goal 5: Provide an Africentric curriculum that meets the needs of Payne’s current and prospective students. Deepen the academic life of Payne by increasing institutional resources in each degree program and the library to advance academic excellence. Goal 6: Enhance the quality of faculty development opportunities. Deepen Payne’s

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PAYNE STRATEGIC GOALS AND STRATEGIES Operational Goals Goal 1: Develop a strong institutional infrastructure Strategy 1.1 Develop and implement Seminary 5-Year Strategic Plan Strategy 1.2 Connect financial goals to institutional operations and infrastructure Strategy 1.3 Strengthen Seminary assessment activities Strategy 1.4 Strengthen Board operations Goal 2: Develop a financially sustainable institution Strategy 2.1 Expand Fund Development Office Strategy 2.2 Establish an institutional endowment campaign Strategy 2.3 Increase the amount of resources coming from the public and private sectors Strategy 2.4 Cultivate resources for faculty growth and development Goal 3: Preservation and utilization of the seminary campus Strategy 3.1 Assess, maintain, and improve existing facilities Strategy 3.2 Explore alternative utilization of facilities Strategy 3.3 Develop facilities to accommodate the technological trends of distance education Strategy 3.4 Create space for accommodating technological trends in theological education within and beyond existing structures


STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

Institutional Goals Goal 4: Strengthen student supports and enrollment efforts Strategy 4.1 Develop denominational alumni and community resources for student recruitment Strategy 4.2 Improve student retention Strategy 4.3 Decrease student indebtedness Strategy 4.4 Assess and enhance degree program satisfaction Goal 5: Provide Africentric curriculum that meets the needs of current and prospective students Strategy 5.1 Review and strengthen Seminary’s curriculum Strategy 5.2 Explore opportunities for new degree and certificate programs Strategy 5.3 Innovate structures for faculty student relations in a distance education environment Goal 6: Enhance the quality of faculty development opportunities Strategy 6.1 Refine plan for faculty growth and development Strategy 6.2 Strengthen faculty assessment and evaluation Strategy 6.3 Strengthen faculty training opportunities Strategy 6.4 Expand full-time, associate, and adjunct faculty opportunities Goal 7: Highlight the position of Payne in the field of theological education Strategy 7.1 Market the Payne Theological Seminary brand Strategy 7.2 Increase visibility of Payne in the field of Theological Education Strategy 7.3 Present Payne as a vital resource for development of AME clergy and lay development Strategy 7.4 Present Payne as a unique experience in Africentric theological education

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THE PAYNE STORY Payne Theological Seminary, founded by the African Methodist Episcopal Church in 1894, is dedicated to the preparation of African American and other leaders for ministry in the tradition of liberation, reconciliation, social justice, and the dignity of all humankind. Payne Theological Seminary is one of the oldest Black seminaries primarily concerned with the training of men and women for the ministry. The purpose of Payne has always been to prepare men and women of faith to be spiritual leaders, intellectual leaders, and agents of constructive social change in the church and world. Its origin can be traced to the Ohio Conference of the African Methodist Episcopal Church, which met in Columbus, Ohio on October 18, 1844. There, a committee was appointed and empowered to select a site and erect a Seminary and Manual Training School. In 1871, the Board of Trustees of Wilberforce University voted and approved the organization of a seminary to be named for Bishop Daniel A. Payne, who was a primary advocate for theological education for clergy. Bishop Daniel A. Payne served as the Seminary’s first dean. Payne Theological Seminary was incorporated in 1894 as an independent institution "for the purpose of promoting education, religion, and morality by the education of persons for the Christian ministry and missionaries for the redemption of Africa and other foreign lands." In 1954, the Seminary took steps to raise its standards by promoting a program exclusively on a graduate level. Payne Theological Seminary was admitted to membership in the Association of Theological Schools (ATS) in 1956. In 1995, it became the fourth historically African American theological seminary to become fully accredited by the ATS. In 2009, the ATS Commission on Accrediting announced that Payne had been elevated to a 10-year accreditation cycle. The student body of 153 is diverse. Payne students come from six different faith traditions and online students are represented in thirteen Episcopal Districts. Most students are second-career ministers, mature and established with pastoral and family responsibilities. Payne graduates occupy pulpits and other key positions in churches of all sizes, in all types of communities, throughout the United States. The Seminary’s reputation for high caliber Africentric distance theological education attracts seminarians from all across the country and Africa. Members of the Board of Trustees, faculty and staff are intentionally interdenominational, international and inter-ethnic.

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Accreditation

The Association of Theological Schools in the United States and Canada

Degrees

Master of Divinity Doctor of Ministry

Signature Initiatives

BISHOP VINTON R. ANDERSON ECUMENICAL INSTITUTE (BVRAEI) The Bishop Vinton R. Anderson Ecumenical Institute, housed at Payne Theological Seminary, promotes the exploration of ecumenical religious thought, study, and practice in an Afrocentric theological setting. The Institute’s programs include an annual ecumenical lecture, Seminary ecumenical consciousness and awareness building through courses that emphasize ecumenical thought, a post-graduate ecumenical fellowship in Bossey, Switzerland, and graduate and post graduate domestic ecumenical exchanges. Mission The Bishop Vinton R. Anderson Ecumenical Institute at Payne Theological Seminary fosters ecumenical cooperation among students at Payne and urges ecumenical cooperation among Christians and the interfaith community, emphasizing inclusivity and respect for diversity. The Institute promotes programs of education, advocacy and service that address critically important social needs and offers opportunity for the Church to witness through common faith expressions developed from the ministry of Jesus Christ. The Bishop Vinton R. Anderson Ecumenical Institute signature programs: Annual Ecumenical Lecture Payne Theological Seminary coordinates an annual ecumenical lecture that features a prominent ecumenical expert. This lecture provides insights in the current ecumenical vision and the challenges that the ecumenical movement faces. It offers a clear and balanced view of the ecumenical landscape in relation to the relevant and pertinent issues and demands that are faced by the body of Christ. It offers students an important opportunity for formation through the development of their awareness and competencies in engaging the ecumenical issues of the day that they encounter in their lives and work. PAYNE THEOLOGICAL SEMINARY

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Payne hosted the fifth annual lecture of the Bishop Vinton R. Anderson Ecumenical Institute at the Bishop Reverdy C. Ransom library on the Payne campus on May 20, 2015. Dr. Gayraud Wilmore, a renowned scholar and contributor to the late Bishop Vinton R. Anderson’s book, My Soul Shouts was the keynote speaker. Nearly 50 guests were enlightened with Wilmore’s insights on the life and work of the late Bishop Anders on and his impact and legacy on the ecumenical movement, and his reflections on the future of the black church and ecumenism. Lecture respondents included Rev. Dr. Louis-Charles Harvey, Payne Seminary president from 1989-1997, and John Thomas, III, youth representative for the World Methodist Council. The event drew an ecumenical crowd including bishops, ministers, and lay leaders from several states. Ecumenical Voice in Payne Seminary Curriculum The Bishop Vinton R. Anderson Ecumenical Institute seeks to develop a unified Christian voice that participates in public discussion. Working together with the Payne faculty, the Institute ensures the ecumenical voice is a part of the curriculum, campus, and community life of the Seminary. The Bishop Vinton R. Anderson Ecumenical Institute creates an environment for people of all faith traditions to explore Afrocentric theological studies in an academically rigorous, degreeoriented setting. The driving force of the Institute is the desire to link African American thought and work in ecumenism to the social realities adversely affecting world populations. Through its curriculum, Payne Theological Seminary strives to be an instrument for the further development of scholarship in Black Ecumenism by practicing a pedagogy that privileged voices previously relegated to the margins of traditional theological studies. This well-reasoned, contextual approach to thinking theologically and contextually contributes to the growing research and work resources that advocate liberation, reconciliation, social justice, and peace as cornerstones for constructing strategies that enhance the 21st century church’s commitment to the life of the gospel. PAYNE THEOLOGICAL SEMINARY

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Bishop Vinton R. Anderson Ecumenical Institute at Bossey Fellowship The faculty of Payne Theological Seminary selects an alumnus of the seminary to study at the Ecumenical Institute at Bossey in Switzerland for ecumenical learning and formation, academic study and personal exchange. The Bossey fellowship is an opportunity for the candidate to explore the historical, ethical, missiological, hermeneutical and theological tenets of the ecumenical enterprise and to shape and clarify their own thinking and self-understanding in these areas. The Bossey fellowship offers broad exposure to various traditions within the Christian faith, thus emphasizing the reality of diversity while at the same time encouraging a balanced appreciation of one’s own identity. Ecumenism and the Community: 2015 Mass Incarceration Workshop The Bishop Vinton R. Anderson Ecumenical Institute hosted the Ecumenical Clergy Workshop on Mass Incarceration for clergy in Chicago at the St. James AME Church, on April 22, 2015. Under the leadership of Bishop John R. Bryant, host bishop, and aided by Presiding Elder Albert D. Tyson, III, the event featured a press conference; keynote speaker, Dr. Iva Carruthers, General Secretary of the Samuel DeWitt Proctor Conference; expert panelists; and sm all group discussions on: 1) Prevention Practices, 2) Re-entry Practices, 3) Prison Ministry Practices, and 4) Public Policy Practices. The workshop was attended by more than 35 ministers.

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PAYNE-NEW BRUNSWICK CENTER FOR AME THEOLOGICAL STUDIES Payne Theological Seminary, the oldest African American Seminary in the United States, and New Brunswick Theological Seminary, the oldest seminary in North America, have created the Payne-New Brunswick Center for AME Theological Studies. The Mission of the Payne-New Brunswick Center for AME Theological Studies is to bring the collective resources of teaching, learning, scholarship, and cultural histories of these two historic seminaries to prepare clergy and lay leaders to meet the challenges of ministry in the 21st century. The Payne-New Brunswick Center for AME Theological Studies was launched at New Brunswick Theological Seminary on October 11, 2014. Bishop Gregory G. M. Ingram, Presiding Prelate of the First Episcopal District and Chairman of the Payne Board of Trustees, set the tone for the event which featured a keynote address by Rev. Dr. Allan Boesak, a prophetic and pastoral presence in the birth and growth of a new South Africa, facilitated small group conversations over lunch, and an afternoon worship service with a prophetic message from Dr. Boesak.

THE PAYNE MINISTER’S FORUM The Payne Minister’s Forum is an executive training program free for Payne alumni, clergy, pastors, and ministry leaders seeking to deepen their knowledge and skills by mapping the success of transformational ministries.

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Payne Minister’s Forum is designed for alumni and clergy leaders in ministry who have completed their Master of Divinity degree and wish to further their educational experience. The Payne Minister’s Forum provides free introductory courses taught by seasoned clergy in the field on critical topics that undergird effective transformational ministry practice. Each course will explore effective ministry practices using principles from the FISH model, which incorporates the primary sources of capital for transformational ministry; Faith, Intellectual, Social, and Human capital.

Transforming Lives

Participants may receive continuing education credits for class participation. Payne hosted the inaugural Minister's Forum on May 20, 2015 entitled Crafting A Prophetic And Transformational Ministry featuring guest lecturer Rev. Dr. Ray Hammond, M.D., M.A., Senior Pastor, Bethel AME Church, Boston, MA. Over 10 Payne alumni and community clergy attended the forum and learned about Dr. Hammond’s transformational social justice work. PAYNE THEOLOGICAL SEMINARY AND A.M.E. CHURCH ARCHIVE DIGITIZATION INITIATIVE With funding from the Arthur Vining Davis Foundation, Payne Theological Seminary is actively digitizing materials from its historical archives and contributing the digitized versions to the Princeton Theological Commons. The Payne Theological Seminary and A.M.E. Church Archive contains curated, contextualized subcollections of images and textual materials for the study of the history of the African Methodist Episcopal (A.M.E.) denomination and Black Church tradition while chronicling the leadership and legacy of the seminary. This unique digital archive is publicly accessible at http://commons.ptsem.edu/payne. Princeton Theological Seminary has collaborated with Payne Theological Seminary to develop a distinctive collection within the Theological Commons: The Payne Theological Seminary and A.M.E. Church Archive. In March 2015, Payne Theological Seminary materials were digitized by Internet Archive and added to a unique collection page within the Internet Archive Digital Library. Currently you will find over 100 items spanning four unique contextualized categories on Payne’s portal including approximately 50 African Methodist Episcopal Church records harvested from other digital collections within the Internet Archive and incorporated into the Payne portal. PAYNE THEOLOGICAL SEMINARY

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ACADEMIC LIFE caliber faculty demonstrated by the skill with which they teach and the depth of faculty research and scholarly contributions of faculty publications and articles. Payne’s faculty is dedicated to inspiring students to seek excellence in academic and personal spiritual formation. Strategies related to academic life include:  Review and strengthen Seminary’s curriculum  Explore opportunities for new degree and certificate programs  Innovate structures for faculty student relations in a distance education environment  Refine plan for faculty growth and development  Strengthen faculty assessment and evaluation  Strengthen faculty training opportunities  Expand full-time, associate, and adjunct faculty opportunities

Payne Theological Seminary offers an ATSaccredited, residential and online Master of Divinity degree. The Master of Divinity Degree requires 90 credit hours. The online program allows students to take up to 60 credit hours online, and 30 credit hours in residence. Payne students come from six different faith traditions. Residential students reside on campus or in the Third Episcopal District. Online students are represented in thirteen Episcopal Districts. One of the greatest achievements of the 2014-2015 academic year was the approval of Payne’s ATS-accredited Doctor of Ministry degree. The Doctor of Ministry is the terminal professional degree in theological and ministerial education. Payne Theological Seminary’s threeyea r program is designed for persons with a minimum of three years’ experience in fulltime ministry who have completed their Master of Divinity degree and wish to further their education. Essential to the academic programs of Payne are the high PAYNE THEOLOGICAL SEMINARY

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STUDENT LIFE Student support services are vitally important to the success of Payne’s educational program. Payne’s administration has established a regular channel of communication with Payne’s Student Government Association (SGA). The SGA is a vital student organization at Payne, providing a variety of services to students and the Seminary as well as advocacy for student concerns. During monthly SGA meetings academic and student life services are discussed with administration. Students inspire administration and faculty to research and publish findings on topics important to the life of the Church and local ministry contexts. Payne seeks to prepare students for ministry leadership that will transform their local community, inform their regional context, and impact national discourse on critical societal issues. Strategies related to student life include:  Develop denominational alumni and community resources for student recruitment  Improve student retention  Decrease student indebtedness  Assess and enhance degree program satisfaction


STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

INSTITUTIONAL ENVIRONMENT Payne is poised to be a leader in digital age theological education among historically black theological seminaries. The physical plant and its operational efficiency impacts the teaching and learning that takes place in its context. The conditions of the buildings and grounds have a significant impact on the capacity of students, faculty, staff, and administrators to perform at the highest standards needed to foster excellence in the learning-teaching environment. The condition of the physical plant and its technology infrastructure directly impacts the educational experience of Payne’s 90% distance education population, which primarily interfaces with the seminary through technology. Payne looks forward to making advances in teaching capacity, infrastructure, the deepening of existing partnerships, and providing a high quality theological education to all of our students. Strategies related to student life include:  Assess, maintain, and improve existing facilities  Explore alternative utilization of facilities  Develop facilities to accommodate the technological trends of distance education  Create space for accommodating technological trends in theological education within and beyond existing structures

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INSTITUTAIONL ADVANCEMENT & FISCAL INTEGRITY Essential to maintaining an excellent institutional environment is the fiscal stability of the institution. Seeking to position the Seminary for long-term sustainability the Board of Trustees launched the Payne Theological Seminary Endowment Campaign to grow the seminary’s endowment through the next ten years by one million dollars. All seminary constituents, including the board, administration, alumni, Friends for Payne, and Payne Ambassadors, will be participating in endowment campaign initiatives to help Payne achieve its goal.

Strategies related to Institutional Advancement & Fiscal Integrity include:  Develop and implement Seminary 5Year Strategic Plan  Connect financial goals to institutional operations and infrastructure  Strengthen Seminary assessment activities  Strengthen Board operations  Expand Fund Development Office  Establish an institutional endowment campaign  Increase the amount of resources coming from the public and private sectors  Cultivate resources for faculty growth and development

The award of almost one million dollars in grants during the past two years has allowed Payne to expand its fund development and institutional advancement department by hiring three full-time development staff. It is anticipated that the increase in human capacity dedicated towards institutional development will strengthen the integration of institutional assessment, planning, communications, marketing, and operations.

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INSTITUTIONAL ETHOS & THEOLOGICAL EDUCATION Payne’s institutional foundation core values are demonstrated in the ethos that is revealed to itself and the external world. The Payne Seminary community has reviewed and affirmed four core values that guide and are evidenced in all areas of the infrastructure, operations and academic training of the institution.

teaching capacity, infrastructure, the deepening of existing partnerships, and positioning Payne as an active dialogue participant within the theological education community. Strategies related to Institutional Ethos & Theological Education include:  Market the Payne Theological Seminary brand  Increase visibility of Payne in the field of Theological Education  Present Payne as a vital resource for development of AME clergy and lay development  Present Payne as a unique experience in Africentric theological education  Embody Payne Core Values in all that we do

Excellence: The embodiment of, and the passion for, high standards and that level of achievement that surpasses the envisioned norm and the expected best-desired results. Tolerance: The unreserved acceptance of the universal concepts of love, justice and forgiveness that find expression in the capacity to be inclusive of and open to difference. Servant Leadership: A responsible steward who serves with care, humility, strength of character and boldness as he/she articulates his/her vision and inspires and guides others toward embracing a higher ideal of the institution's mission. Spiritual Formation, Growth, and Transformation: An ongoing process of opening one’s self to God's revelation within an environment that enhances the individual's growth and transformation and helps one realize his/her divine and human potential. Payne is poised to be a leader in globalized theological education and the leader in digital age theological education among historically black theological seminaries. Payne looks forward to making advances in PAYNE THEOLOGICAL SEMINARY

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STRATEGIC PLAN IMPLEMENTATION GRID Goal 1: Develop a strong institutional infrastructure Strategy 1.1 Develop and implement Seminary 5-Year Strategic Plan Objective 1.1A: Payne board, administration, faculty, staff, and student body will develop a comprehensive 5-year institutional strategic plan

Responsible: Board, Administration, Faculty, Staff, Students

November 2015

Objective 1.1B: Payne board, administration, faculty, staff, and student body will implement a comprehensive 5-year institutional strategic plan

Responsible: Board, Administration, Faculty, Staff, Students

Continuous

Strategy 1.2 Connect financial goals to institutional operations and infrastructure Objective 1.2A: Payne Administration will develop a cost management procedure for all institutional expenditures

Responsible: Administration,

Continuous

Objective 1.2B: Payne Board and Administration will implement procedures facilitating the school’s having an unqualified audit annually

Responsible: Board, Administration

Continuous

Strategy 1.3 Strengthen Seminary assessment activities Objective 1.3A: Payne Administration will design a comprehensive institutional effectiveness plan

Responsible: Administration

Ongoing

Objective 1.5A: Develop a Board Committee staffing strategy

Responsible: Administration

In Progress

Objective 1.5B: The Board will conduct an assessment of Payne’s institutional health

Responsible: Board, Administration

November 2016

Strategy 1.4 Strengthen Board operations

Goal 2: Develop a financially sustainable institution Strategy 2.1 Expand Fund Development Office Objective 2.1A Hire Full-time Development Director

Responsible: Administration

Accomplished

Objective 2.1B Hire Public Relations and Research Manager

Responsible: Administration, Director of Development

Accomplished

Objective 2.1C Hire a Full-time Marketing/ PR/ Alumni Relations Coordinator

Responsible: Administration, Director of Development

Accomplished

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Strategy 2.2 Establish an institutional endowment campaign Objective 2.2A: Set-up an external endowment repository

Responsible: Board, Administration

November, 2015

Objective 2.2B: Soft launch endowment campaign in November 2014

Responsible: Board, Administration

Accomplished

Objective 2.2C: Officially launch endowment campaign

Responsible: Board, Administration

November 2015

Objective 2.2D: Engage all constituencies in supporting campaign

Responsible: Board, Administration

Continuous

Strategy 2.3 Increase the amount of resources coming from the public and private sectors Objective 2.3A: Develop Payne annual fundraising plan

Responsible: Development Office

December Annually

Objective 2.3B: Payne Administration will generate resources annually from the public and private sector

Responsible: Administration, Development Office

Continuous

Objective 2.3C: Payne Administration will develop and submit proposals for up to $500,000 from the private sector annually

Responsible: Development Office

Ongoing

Strategy 2.4 Cultivate resources for faculty growth and development Objective 2.4A: Work with Dean to identify faculty needs annually

Responsible: Dean, Development Office

Ongoing

Objective 2.4B: Identify grant opportunities for faculty growth and development

Responsible: Dean, Faculty, Development Office

Continuous

Objective 2.4C: Solicit grant resources for faculty growth and development

Responsible: Dean, Faculty Development Office

Ongoing

Goal 3: Preservation and utilization of the seminary campus Strategy 3.1 Assess, maintain, and improve existing facilities Objective 3.1A: Payne will develop a 3-year facilities maintenance and improvement plan

Responsible: Director of Finance

December, 2016

Objective 3.1B: Prioritize capital seminary improvements for fundraising

Responsible: Director of Finance, Director of Development, Board Committee

Ongoing

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Strategy 3.2 Explore alternative utilization of facilities Objective 3.2A: Community facility needs assessment

Responsible: Board, Administration

May, 2016

Objective 3.2B The Payne administration will create a campus utilization plan

Responsible: Board, Administration

November, 2016

Strategy 3.3 Develop facilities to accommodate the technological trends of distance education Objective 3.3A: Develop a Seminary technology plan

Responsible: Director of Finance, Academic Dean

May, 2016

Objective 3.3B: Assess current network location – physical space

Responsible: Director of Finance

Continuous

Objective 3.3C: Establish on campus video production suite

Responsible: Director of Finance

January, 2017

Objective 3.3D: Implement 3 campus SMART classrooms

Responsible: Director of Finance, Academic Dean

December, 2017

Objective 3.4E: Installation of a cell tower on the Payne Campus

Responsible: Director of Finance, Academic Dean

December, 2018

Objective 3.4F: Fortify internet accessibility in student housing

Responsible: Director of Finance, Academic Dean

Ongoing

Strategy 3.4 Create space for accommodating technological trends in theological education within and beyond existing structures Objective 3.4A: Establish a student technology Responsible: Director of program providing computers for registered Finance, Academic Dean, Board March, 2016 students Objective 3.4B: Upgrade Student Learning Platforms

Responsible: Director of Finance, Academic Dean, Board

December, 2016

Objective 3.4C: Establish 2-3 docking stations on the seminary campus

Responsible: Director of Finance, Academic Dean, Board

June, 2016

Objective 3.4D: Provide KIC scanner capability on campus

Responsible: Director of Finance, Academic Dean, Board

January, 2016

Objective 3.4E: Hire full-time Educational Technologist

Responsible: Director of Finance, Academic Dean, Board

May, 2016

Objective 3.4F: Highlight Payne Digital Archive research and information cultivation opportunities

Responsible: Archivist, Development Department

Ongoing

Objective 3.4F: Hire Seminary Archivist.

Responsible: Administration, Development Department

Accomplished

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STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

Goal 4: Strengthen student supports and enrollment efforts Strategy 4.1 Develop denominational alumni and community resources for student recruitment Objective 4.1A: Develop 3-year student recruitment plan with annual targets

Responsible: Enrollment Management Team

January, 2016

Objective 4.1B: Implement Payne Alumni Coordinator program within 6 supporting Districts

Responsible: Development Dept. Enrollment Management Team

June, 2016

Objective 4.1C: Develop a strategy for faculty involvement in the recruitment process

Responsible: Dean/ Enrollment Management Team

January, 2016

Objective 4.1D: Develop an endowed student scholarship program ideally proving $20,000 for recruitment

Responsible: Office of Development

January, 2017

Objective 4.2A: Payne Office of Enrollment Management will maintain 85% of existing student population annually.

Responsible: Office of Enrollment Management

Continuous

Objective 4.2B: Develop a strategy for faculty involvement in the retention process (coaching, calls, faculty advising) ongoing communication

Responsible: Dean/ Office of Enrollment Management/ faculty

Ongoing

Objective 4.1C: Develop an endowed student scholarship program ideally proving $20,000 for retention

Responsible: Dean/ Office of Enrollment Management, Development Department

January, 2017

Objective 4.1D: Improve student completion rate

Responsible: Office of Development

December, 2017

Objective 4.3A: Provide student financial counseling

Responsible: Financial-Aid Office, Development Office

Ongoing

Objective 4.3B: Track student debt annually

Responsible: Financial-Aid Office, Development Office

Continuous

Objective 4.3C: Provide financial literacy trainings

Responsible: Financial-Aid Office, Development Office

Ongoing

Strategy 4.2 Improve student retention

Strategy 4.3 Decrease student indebtedness

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STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

Strategy 4.4 Assess and enhance degree program satisfaction Objective 4.4A: GSQ analysis and recommended changes annually

Responsible: Dean

Ongoing

Objective 4.4B: Annual student Payne evaluation

Responsible: Academic Services

Annually

Objective 4.4C: Track alumni activities

Responsible: Development Department/

Ongoing

Academic Services Objective 4.4D: Virtual Open House Meetings twice a year

Responsible: Academic Services

Ongoing

Objective 4.4E: Virtual Student Suggestion Box

Responsible: Academic Services

Complete

Goal 5: Provide Africentric curriculum that meets the needs of current and prospective students Strategy 5.1 Review and strengthen Seminary’s curriculum Objective 5.1A: MDiv Degree Program credit hour requirement

Responsible: Faculty

June, 2016

Objective 5.1B: Develop Doctor of Ministry Program Assessment plan

Responsible: DMin Curriculum Committee Faculty Responsible: Dean, Faculty

June, 2016

Responsible: Dean, Faculty

Annually

Objective 5.1C: Develop a targeted and academically centered advising plan Objective 5.1D: Analysis of course assessment and evaluation to strengthen curriculum

Continuous

Strategy 5.2 Explore opportunities for new degree and certificate programs Objective 5.2A: Explore two year degree program offering – (Professional or Academic MA) Explore lay training opportunities

Responsible: Faculty/Curriculum Committee

August, 2016

Objective 5.2B: Executive Certificate Program for Pastors focused on alumni

Responsible: Dean/Faculty

January, 2016

Objective 5.2C: Promote Payne as a destination site through free courses i.e. AME Polity Course

Responsible: Dean/Faculty

Ongoing

Objective 5.2D: Explore undergraduate partnerships and feeder system opportunities

Responsible: Dean/Faculty

Ongoing

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STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

Strategy 5.3 Innovate structures for faculty student relations in a distance education environment Objective 5.3A: Implement online chapel services with students and faculty

Responsible: Faculty

Ongoing

Objective 5.3B: Provide bi-monthly webinars for student and faculty exchange.

Responsible: Faculty

August, 2016

Goal 6: Enhance the quality of faculty development opportunities Strategy 6.1 Refine plan for faculty growth and development Objective 6.1A: Encourage faculty to participate in 2 professional development opportunities annually

Responsible: Administration

Ongoing

Objective 6.1B: Identify areas of interest for onsite faculty training.

Responsible: Administration

Ongoing

Strategy 6.2 Strengthen faculty assessment and evaluation Objective 6.2A: Payne Academic Dean and Administration will implement faculty assessment and evaluation process annually

Responsible: Dean/Administration

Continuous

Objective 6.2B: Payne Academic Dean will review and realign faculty work loads

Responsible: Administration

Annually

Objective 6.2C: Refine faculty designations and expand faculty

Responsible: Board, Administration

May, 2016

Strategy 6.3 Strengthen faculty training opportunities Objective 6.3A: Identify Theological Education training opportunities for faculty annually

Responsible: Dean/Faculty

Continuous

Objective 6.3B: Identify faculty sabbatical and writing resources annually

Responsible: Dean/Faculty/ Development Office

Continuous

Strategy 6.4 Expand full-time, associate, and adjunct faculty opportunities Objective 6.4A: Expand seminary faculty classification system

Responsible: Dean/Faculty/Board

May, 2016

Objective 6.4B: Recruit more faculty to support the workload

Responsible: Dean/Administration

December, 2016

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STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

Goal 7: Highlight the position of Payne in the field of theological education Strategy 7.1 Market the Payne Theological Seminary brand Objective 7.1A: Payne will develop and implement a comprehensive marketing plan

Responsible: Development Office

March, 2016

Objective 7.1B: Payne will re-brand the seminary

Responsible: Development Office

January, 2016

Strategy 7.2 Increase visibility of Payne in the field of Theological Education Objective 7.2A: Payne Administration and Faculty will participate in 10 AME or Ecumenical events

Responsible: Administration, Faculty

Ongoing

Objective 7.2B: Payne Administration will develop a plan to manage and strengthen existing Payne partnerships

Responsible: Administration, Faculty

Continuous

Objective 7.2C: Payne Administration and Faculty will participate in a minimum of 1 external activity quarterly that can strengthen Payne

Responsible: Administration, faculty

Continuous

Objective 7.2D: Payne will participate in a minimum of 4 recruitment fairs annually

Responsible: Academic Services, Development Department

Continuous

Objective 7.2E: Payne Development Department will participate in ATS DIAP Conference annually

Responsible: Development Department

Continuous

Objective 7.2F: Launch the Payne Portal on the Princeton Theological Commons

Responsible: Archivist, Development Department

Complete

Objective 7.2G: Establish and market Payne history exhibits connected to the archive

Responsible: Archivist, Development Department

Ongoing

Strategy 7.3 Present Payne as a vital resource for development of AME clergy and lay development Objective 7.3A: Provide more class audit opportunities

Responsible: Dean, Faculty

Ongoing

Objective 7.3B: Coordinate and promote community Ecumenical Lectures annually

Responsible: Administration, Development Department

Continuous

Objective 7.3C: Promote Ecumenical Institute Bossey Fellowship annually

Responsible: Administration, Development Department

Continuous

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STRATEGIC PLAN 2015-2020 120 Years of Transformational Leadership: Embracing New Modalities for New Times

Strategy 7.4 Present Payne as a unique experience in Africentric theological education Objective 7.4A: Promote Payne’s designation as an AME Church National Archive repository

Responsible: Archivist, Development Department

Ongoing

Objective 7.4B: Collaborate with other local, regional. And national African American historical collections

Responsible: Archivist, Development Department

Continuous

Objective 7.4C: Explore development of crosscultural exchanges that expose Payne students to Africa and the Caribbean

Responsible: Dean, Faculty, Administration

Ongoing

Objective 7.4D: Promote BVRAEI opportunities and programming

Responsible: Dean, Administration, Dean, Faculty,

Continuous

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INSIDE BACK COVER


120 Years of Transformational Leadership: Embracing New Modalities for New Times

PAYNE THEOLOGICAL SEMINARY 1230 Wilberforce-Clifton Road PO Box 474 Wilberforce, OH 45384-0474 Phone: 937-376-2946 Fax: 937-376-3330 www.payne.edu

Strategic plan 2015 2020  
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