The Integrated Strategic Plan of SFTS

URGENT PRIORITIES

• 1. Recruit and nurture diverse, intellectually capable, psychologically mature, and spiritually rooted students.
• 1.1 Student Enrollment
• 1.10 Conduct a comprehensive review of enrollment policies and practices in light of the seminary’s mission, and develop and implement an integrated, long-term enrollment strategy for both campuses by September 2006.
• 1.11 Increase student applicant pools for all degree programs, in order to implement selective admissions policies on both campuses that accomplish the seminary’s stated mission and reflect its institutional capacity.
• 1.12 Increase racial ethnic enrollment in response to the church’s specific leadership needs.
• 1.13 Establish an M. Div. enrollment policy for international students by Fall, 2006 that reflects the seminary’s global vision and allocates its resources consistent with its stated mission.
• 1.14 Ensure that student scholarship and financial aid strategies are aligned with both the seminary’s mission and with the seminary’s financial resources for student support.
• 1.2 Student Nurture
• 1.21 Assess the current level of student support services on both campuses and develop additional support structures, balancing advancement of the seminary’s stated mission with institutional capacity.
• 1.22 Support ministry preparation by pursuing intentional consultations to accomplish closer collaboration between the seminary and ordaining bodies.
• 1.23 Involve students appropriately in Seminary and Church Relations initiatives.
• 2. Refine curriculum to best serve students, the Church, and its ministries.
• 2.1 Evaluate the effectiveness of the M. Div. curriculum’s content, structure, and pedagogies in light of the institution’s stated mission.
• 2.2 Design and implement a consultative process to ensure input from and dialogue with representatives of the church and its ministries.
• 2.3 Implement a new or refined model of curriculum by fall, 2005.
• 2.4 Regularize the assessment of student learning.
• 2.5 Develop and implement a system for the continuous evaluation and refinement of all educational programs.
• 2.6 Initiate a comprehensive review of the Advanced Pastoral Studies Program (D. Min. degree) with reference to the mission and strategic plan of the seminary, and revise accordingly.
• 2.7 Pursue cooperative learning and cost-sharing opportunities within the Graduate Theological Union, and with appropriate institutions of theological education in Southern California.
• 3. Build a broader and more durable financial foundation.
• 3.1 Approve, maintain, and successfully live within an annual balanced budget shall include provisions for sustainable and appropriate staff and faculty compensation adjustments.
• 3.2 Reduce the endowment draw on an aggressive schedule until it reaches 6% in 2008 and 5% in 2012. Maintain the draw at a maximum of 5%.
• 3.3 Regularly provide for evaluative assessments of seminary finances to the trustees, faculty, staff, and interested students.
• 3.4 Beginning in 2003 with $350,000, gradually increase a new annual budget for capital improvements to $1.2 million by 2012 to address deferred maintenance needs.
• 3.5 Develop and implement a financially prudent strategy for dealing with SFTS’ $8 million bank loan.
• 3.6 Modify the financial structure, revenue amounts and strategies, and/or size and staff of all auxiliary programs, diploma programs, and degree programs other than the M. Div. so that each operates without subsidy from the general budget.
• 3.7 Strengthen the Seminary’s Annual Fund base of Support
• 3.8 Develop and implement a 20 year strategy to build the seminary’s endowment to $150 million
• 3.9 Develop and implement a strategy for raising additional endowed student scholarship funds to alleviate the need for funding financial aid through the annual operating budget.
• 3.10 Carry out a successful major fundraising campaign with appropriate goals that address the seminary’s needs for significant campus renovations, faculty housing, long-term endowment, growth, and the stability and permanence of the Southern California campus.
• 4. Establish an efficient, harmonious system of shared governance.
• 4.1 Clarify appropriate roles for the Board of Trustees, administration, Faculty, and students in seminary governance, including appropriate organizational charts.
• 4.2 Review the current Seminary By-Laws, the Faculty Handbook, and the Staff and Student Handbooks for congruence, and revise as necessary to reflect the seminary’s mission and Strategic Plan.
• 4.3 Refine regular processes of ongoing education and self-evaluation for the Board of Trustees, which are responsive to concerns and needs raised on other levels of the institution.
• 4.4 Establish appropriate structures and processes of communication among administration, Trustees, Faculty, staff, and students that lead to the implementation of a common vision for the future of San Francisco Theological Seminary, including specifically the nature and contribution of the Southern California campus.

HIGH PRIORITIES

• 5. Continuously engage with the greater Church.

• 5.1 Develop and implement a comprehensive church relations strategy for both campuses that establishes two-way relationships of giving and receiving of spiritual, theological, practical, and financial resources between SFTS and congregations, presbyteries, and other church, religious, and community organizations throughout the West Coast, Western United States, around the Pacific Rim, and beyond.
• 5.2 Devote particular attention to the Southern California region in developing this expanded seminary and church relations network.
• 5.3 Strengthen a mutually enriching network of alumni relations, in close cooperation with the Alumni Council, as a crucial component of our church relations efforts.
• 5.4 Design, develop, continuously evaluate, and refocus the seminary’s educational programs, in particular the M.Div. curriculum, in close and constant conversation with the church on congregational, presbytery, General Assembly, ecumenical, and global levels.
• 5.5 Develop strategies for broadening and deepening partnerships with racial-ethnic congregations and umbrella organizations representing specific cultural expressions of the church around the US.
• 5.6 Develop strategies for responding to the needs of—and learning in partnership with—churches and related organizations around the Pacific Rim, and for actively engaging in collaborative theological education endeavors as resources allow.
• 5.7 As seminary resources allow, explore additional opportunities for lay theological education.

• 6. Sustain and build our excellent and diverse faculty resources.

• 6.1 Develop a plan for the next 7-10 years of faculty hiring and deployment that reflects the results of a review of the current faculty configuration in light of our mission, strategic plan, and curriculum review, and a revised strategy for faculty retirement.
• 6.2 Formulate and implement a professional development plan for the faculty.
• 6.3 Increase the racial, cultural, theological, and global diversity of the faculty, prioritizing the hiring of at least one additional Latino/Latina faculty member in San Anselmo.
• 6.4 Monitor faculty needs for Southern California as the program grows and changes, including ongoing review of the use and support of adjunct faculty.
• 6.5 Review and refine existing agreements, present policies, and future practices regarding endowed faculty chairs to ensure congruence with curricular needs, academic priorities, and financial realities, endeavoring to fully endow as many core faculty positions as possible in the seminary major fundraising campaign.

• 7. Maintain a supportive, hospitable community with superior learning facilities.

• 7.1 Ensure that students from various theological and political perspectives consistent with ministry in the Presbyterian Church (USA) are welcomed and affirmed in the community life and learning environments of SFTS, Northern California and Southern California.
• 7.2 In both Northern and Southern California, integrate students, faculty, and staff from all represented racial and cultural groups into a coherent and hospitable community of faith.
• 7.3 Improve communication of all information crucial to student life and academic progress (esp. re. finances, housing, insurance, tuition costs, transportation, community life) in an accurate, accessible, and timely manner.
• 7.4 Determine the most appropriate new facilities for the Southern California program (including staff and faculty office space, worship and communal space, classroom space, and library arrangements), assuming a target capacity of no more than 150 students. Complete a move to those facilities in the summer of 2004.
• 7.5 Monitor Northern California food service arrangements to ensure that the seminary’s food service needs are adequately addressed.
• 7.6 Continue to promote and enhance Northern California guest housing for conferences and special learning programs, both for income,and to host specialized programs and events that strengthen the church.
• 7.7 Continue discussion with the Graduate Theological Union about possible collaboration on Geneva Hall renovation, and use of Geneva for shelving and circulation of additional sections of the research library collection.
• 7.8 Complete previously-deferred maintenance and renovation upgrades of Geneva Hall, student apartments, and all faculty housing. When financially feasible, pursue construction of new faculty condominiums on existing seminary property.
• 7.9 Review the need for, use of, and possibilities for “smart” classrooms and interactive video facilities in both Northern and Southern California, and assess needs for technological support in the immediate and mid-range (5 years) future.