Strategic outline

PREPARING PASTORAL LEADERS

FOR 21ST CENTURY MINISTRY

S T R A T E G I C O U T L I N E

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exingtonHEOLOGICAL SEMINARY

4 | PREPARING PASTORAL LEADERS STRATEGIC OUTLINE

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. GillettPresident

MESSAGE FROM THE PRESIDENT

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Ephesians 4: 11-13So 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.

PREPARING PASTORAL LEADERS STRATEGIC OUTLINE | 5

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STRATEGIC PLAN IMPERATIVES

The Seminary will pursue partnerships which help us to promote:

Academic excellence and

relevance

GOAL 1Design and

implement high quality degree

and non-degree programs

GOAL 1Develop an institutional culture that intentionally supports a

quality work environment

GOAL 2Recognize Trustees as valuable

institutional resources

GOAL 3Align human

resources with strategic goals

Cultivate and develop a

quality place to work and study

GOAL 2Enhance the recruitment

and enrollment of mission-appropriate

students

GOAL 3Ensure the diversity of the student population

GOAL 1Achieve financial

equilibrium and growth

GOAL 2Increase

scholarship support from alumni and

congregations

GOAL 3Enhance and

enrich the Seminary’s

partnerships with friends, trustees and

organizational partners

Financial equilibrium and growth

GOAL 1Develop

programs that will support LTS students in years 1-5

of active congregational

ministry

Sustain pastors in ministry

GOAL 2Serve as a

resource for lay leaders and congregations


Strategic Lens: PartnershipsHistorically 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: CongregationsWe 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

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 church-related organizations.

INTRODUCTION


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 2Establish a feedback loop between congregational partners, mentors and clergy conversation partners.

• STRATEGY 3Ensure the relevancy of the online program by anticipating changes in online teaching pedagogy.

•STRATEGY 4Promote 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 1Continue 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 2Gather 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 1Establish two part-time non-Lexington based regional recruitment positions by 2016 and 2018.

• STRATEGY 2Develop relationships with undergraduate colleges and universities.


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 2Promote habits of health and well-being

• STRATEGY 3Teach 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 2Promote the relationship between LTS and the Christian Church Foundation in ways that encourage LTS donors to make permanent gifts to the Seminary.

•STRATEGY 3Identify and cultivate donors with the potential to support the Seminary’s mission and ministry.

•STRATEGY 4Examine tuition and scholarship policies and recommend appropriate adjustments on an annual basis.

•STRATEGY 5Solicit funds to support an ecumenical scholarship for non-DOC/UCC students and $600,000 for the annual MEF.

•STRATEGY 6Invite trustees to become more engaged in the fundraising and promotion of the Seminary’s needs as appropriate.

•STRATEGY 7Maintain endowment discipline with a draw of 5% or less and maintain budget discipline.

•STRATEGY 8Examine 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 1Targeted visits with the President and V.P. of Advancement with congregations and high level donors.

• STRATEGY 2Strengthen the work of the Alumni Council.


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 1Support opportunities for faculty to conduct research related to the church and their area of scholarship.

• STRATEGY 2Support opportunities for administrators and staff to participate in professional development activities.

• STRATEGY 3Promote a family-friendly workplace (flex time, employee service week and generous vacation policies).

• STRATEGY 4Strengthen student services.

GOAL 2: Recognize Trustees as valuable institutional resources .

• STRATEGY 1Engage trustees in the fundraising and promotion efforts of the Seminary.

• STRATEGY 2Acknowledge 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• STRATEGYEvaluate current and future staffing needs in light of recent institutional changes and in anticipation of growth.

Seminary Officers

Seminary Faculty

Seminary Staff

Board of Trustees

Charisse L. Gillett President

Mark Blankenship Vice President for Advancement

O. Wesley Allen Professor of Homiletics and Worship

Emily Askew Associate Professor of Systematic Theology

Barbara Blodgett Donald and Lilllian Nunnelly Assistant Professor in Pastoral Leadership

Margaret Ralph M.A. Program Director for Roman Catholic Students

Erin Cash Director of Admissions

Jan Ehrmantraut Coordinator of Mentoring Program

Opal Gills Assistant Custodian

Charles Heaberlin Archival Librarian

Jeffrey Johnson Custodial Supervisor

Halee Kennon Advancement Assistant/Database Manager

Windy Kidd Registrar/ Director of Financial Aid

Officers:Gary Kidwell ChairRichard G. Griffith Vice ChairKristen Bale Secretary

Richard D. Weis Vice President for Academic Affairs/Dean

Laura Davis Chief Financial Officer

Jerry L. Sumney Professor of Biblical Studies

William L. Turner D.Min. Program Director

Richard D. WeisProfessor of Hebrew Bible/Dean. Vice President for Academic Affairs

Dolores Yilibuw Interim Library Director

Patty McFarland Library Circulation Coordinator

Jaime Mulloy Executive Assistant to the President

Charles Redmon Physical Plant Director

Robin Varner Administrative Assistant & Housing

Mary Ann Wellman Accreditation Liaison

Hobart Wilson Maintenance Assistance

Ben Wyatt Educational Technologist

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.

Strategic outline

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