Institutional Strategic Plan 2011-2014

St. Tikhon’s Orthodox Theological Seminary “A time to plant, and a time to harvest what has been planted…”

Institutional Strategic Plan 2011-2014 INSTITUTIONAL MISSION

The primary mission of the Seminary lies in providing the necessary theological, liturgical, spiritual and moral foundations for Orthodox men to become, as God so wills, good shepherds of His Holy Orthodox Church.

EXECUTIVE SUMMARY

From a review of the Seminary in November of 2009, the Board of Commissioners on Accrediting of the Association of Theological Schools (ATS) strongly recommended that St. Tikhon’s Orthodox Theological Seminary develop a comprehensive and systematic strategic plan that would guide the Seminary into coming years. Taking that charge very seriously, on October 21, 2011 the Seminary’s Board of Trustees adopted the following institutional plan – “A time to plant, and a time to harvest what has been planted” as a roadmap to help guide the seminary over the years 2011-2014. The plan seeks to build on the strong institutional foundation laid by previous generations, by focusing on three major goals to be accomplished over the next four years: 1. To build a more ideal institutional ethos for our seminary community.

2. To commit to a proactive system of institutional evaluation and assessment that is comprehensive, ongoing, and data driven.

3. To enhance the distinctive strengths that our Seminary community already possesses.

Using these three goals as focal point for institutional planning, the strategic plan provides clear objectives to be accomplished in reference to each of the major goals, as well as provides corresponding action steps to be performed in achieving the plan’s objectives.

INTRODUCTION

The third chapter of the Book of Ecclesiastes reminds us that: “For everything there is a season and a time for every purpose under Heaven”(3:1). As St. Tikhon’s Orthodox Theological Seminary enters the seventy-third year of its existence, we as a community have to consider those things which are needful in fulfilling our mission of “providing the necessary theological, liturgical, spiritual and moral foundations for Orthodox men to become, as God so wills, good shepherds of His Holy Orthodox Church.” That is to say: “What is needful in providing the most ideal institutional life for

the spiritual and academic formation of the future pastors and leaders of our Church?” Answering that question as an academic community of the 21st century, we are confident that the best way forward is to begin with a thorough and comprehensive institutional plan that supports the articulate mission that St. Tikhon’s Seminary has always possessed.

And so after a transition of institutional leaders and discussions at all levels of seminary leadership (trustees, administration, and faculty), we as a community wish to put forth a sound institutional plan that will help guide the seminary over the years 2011-2014. Over the next four years we wish to dedicate ourselves to an institutional plan that: • • •

is systematic and comprehensive in addressing all major areas of institutional life; is specific in identifying the tasks to be accomplished by members of the institutional community; and is effective in producing a more ideal institutional community for our administrators, faculty, and students.

With these aims clearly in mind, we as a community wish to commit to a plan that possesses articulate goals to be accomplished over the course of the next four years, a set of objectives to be reached in order to accomplish those goals, as well as a set of action steps to be taken in order to meet those objectives.

INSTITUTIONAL GOALS

Over the next four years we will give focused attention to strengthening our institution in several specific areas. In reference to recommendations made by the Association of Theological Schools in their 2009 site visit report, over the years 2011-2014, the trustees, administration, faculty, staff, and alumni of St. Tikhon’s Orthodox Theological Seminary will be dedicated to accomplishing three major institutional goals.

1. To build a more ideal institutional ethos for our seminary community.

2. To commit to a proactive system of institutional evaluation and assessment that is comprehensive, ongoing, and data driven.

3. To enhance the distinctive strengths that our Seminary community already possesses.

These institutional goals reflect the commitments of the entire institutional community, and seek to build on the solid institutional foundation laid by those who have tirelessly labored for this seminary over the past seventy years.

In order to successfully accomplish these goals, the trustees, administration, faculty, and staff of the seminary will seek to achieve several major objectives in reference to these goals, and will take appropriate action steps to fulfill those objectives.

GOAL 1: BUILDING A MORE IDEAL INSTITUTIONAL ETHOS

The last ten years have seen St. Tikhon’s grow and mature in wonderful ways. Through dedication of our Seminary’s administration, we as a community: have seen a significant increase in the size of our student body, have produced a more familial institutional atmosphere on campus, St. Tikhon’s Orthodox Theological Seminary Institutional Strategic Plan 2011-2014

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have developed a network of individuals that assist our students through scholarships and internship opportunities, and have achieved full ATS accreditation for our academic programs.

As we move into the next four years, we wish to continue to mature as an institution by creating a more ideal ethos for the members of our seminary community. In order to accomplish this goal, we must give focused attention to making improvements to the seminary campus, complete ongoing projects for married student housing and a new seminary library, and give careful attention to improving faculty compensation and benefits.

In order to accomplish this goal, we will focus on fulfilling the following objectives: OBJECTIVE 1: TO BUILD THE FINANCIAL RESOURCES NECESSARY FOR THE COMPLETION OF CAMPUS BUILDING PROJECTS AS WELL AS FOR FACULTY AND STAFF DEVELOPMENT.

Action Steps     

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Produce and distribute promotional DVD on the married student housing project to prospective donors (Fall 2011 – Assistant to Dean for Development and Public Affairs).

Promote married student housing project at 16th All American Council (Fall 2011 -- Dean, Assistant to the Dean for Development and Public Affairs, Trustee Liaisons).

Produce promotional materials for the construction of a new seminary library (Spring 2012Assistant to the Dean for Development and Public Affairs).

Develop financial strategy for increasing budgetary allocations for new seminary library (Fall 2012 – Dean; Chief Financial Officer; Head Librarian; Trustee Liaison) Produce promotional materials for campaign for faculty and staff development (Endowment of faculty chairs, addition of new faculty lines, addition of staff for library) (Fall 2012Assistant to the Dean for Development and Public Affairs) .

Undergo major capital campaign for the renovation of purchased school building for married student housing, construction of new seminary library, as well as for faculty and staff development. (Fall 2011-Spring 2014 -- Board of Trustees, Dean, Chief Financial Officer, Assistant to the Dean for Development and Public Affairs).

OBJECTIVE 2: TO COMPLETE AN EXTENSIVE RENOVATION OF THE SEMINARY’S BUILDINGS AND GROUNDS, AS WELL AS THE PROJECTS FOR MARRIED STUDENT HOUSING AND A NEW SEMINARY LIBRARY.

Action Steps  

Complete renovation project of main seminary building (Fall 2012 – Dean; Director of Buildings and Grounds; Trustee Liaison).

Entertain bids and choose contractor for the married student housing project (Spring 2012 – Dean, Chief Financial Officer, Director Buildings and Grounds, Trustee Liaison).

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Complete married student housing project by Fall 2013 (Fall 2013 – Dean; Director Buildings and Grounds, Trustee Liaison).

Entertain bids and choose contractor for seminary library building project (Spring 2014 – Dean, Chief Financial Officer, Head Librarian, Director Buildings and Grounds, Trustee Liaison).

Complete library building project by Fall 2014 ((Spring 2014 – Dean; Head Librarian, Director Buildings and Grounds, Trustee Liaison).

Document progress of building projects on seminary website and in Seminary’s promotional materials (Ongoing – Assistant to the Dean for Development and Public Affairs).

OBJECTIVE 3: TO INCREASE COMPENSATION/BENEFITS PACKAGES TO EXISTING FACULTY AND STAFF, AS WELL AS CREATE NEW STAFF POSITIONS.

Action Steps     

Develop a plan for increasing faculty and staff compensation and benefits by Fall 2014, as well as more adequately funding faculty departments and seminary library (Spring 2012 – Chief Financial Officer in Consultation with Dean; Trustee Liaison).

Develop a strategy for faculty/staff development (Fall 2012 – Dean; Faculty Council; Head Librarian; Trustee Liaison).

Increase compensation for faculty by 2014. (Spring 2014- Dean, Rector, Chief Financial Officer; Faculty Council, Trustee Liaison).

Undergo a search for and selection of new staff hires by Fall 2014 (Fall 2014 – Dean, Rector, Head Librarian, Trustee Liaison).

Document progress on seminary website and in Seminary’s promotional materials (Ongoing — Assistant to the Dean for Development and Public Affairs).

GOAL 2: COMMITMENT TO INSTITUTIONAL EVALUATION AND ASSESSMENT

In addition to producing a more ideal institutional ethos, our community will also dedicate significant energy in the next four years to developing a more proactive system of institutional evaluation and assessment. As a fully accredited institution that seeks to thrive within the realm of 21st century higher education, we are committed to developing more effective methods of institutional evaluation and assessment. As we believe that we possess a strong and distinctive institutional and academic program, we wish to strengthen and increase that distinctive identity by carefully assessing the progress of our students, evaluating the continued quality of our faculty and administrative staff, and gauging the stability of our institutional finances. All of this requires a focused institutional commitment to the development a comprehensive system of assessment which will be comprehensive, ongoing, and data driven.

In order to accomplish this goal, we will focus on fulfilling the following objectives: OBJECTIVE 1: TO PROVIDE CLEAR AND READY ACCESS TO IMPORTANT INSTITUTIONAL INFORMATION TO MEMBERS OF THE INSTITUTIONAL COMMUNITY AND BEYOND.

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Action Steps  

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Revise, publish, and distribute updated Academic Bulletin (Fall 2011-- Assistant to Dean for Academic Affairs, Registrar, and Assistant to the Dean for Development and Public Affairs).

Revise, publish, and distribute updated Faculty Manual, Student Handbook (Spring-Summer 2012—Assistant to Dean for Academic Affairs, Faculty Council; Registrar, Assistant to the Dean for Development and Public Affairs, Trustees Liaison) Develop an updated manual for Board of Trustees (Spring 2012- Board Committee on Trustees).

Undergo an comprehensive revision of internal institutional policies and manuals (Summer 2012 – Assistant to the Dean for Academic Affairs, Faculty Liaison; Registrar) Distribute all updated institutional materials through Seminary website (Ongoing - Assistant to the Dean for Development and Public Affairs).

OBJECTIVE 2: TO PROVIDE A MORE TRANSPARENT PRESENTATION OF OUR SEMINARY’S FINANCES TO OUR SEMINARY’S SUPPORTERS AND DONORS.

Action Steps 

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Develop and publish a yearly Report to Investors to be distributed to Seminary alumni, supporters, and investors (Initiated Spring 2012 -- Yearly Thereafter,—Chief Financial Officer, Assistant to the Dean for Development and Public Affairs).

Publish report on Seminary’s website (Concurrent with Report – Assistant to the Dean for Development and Public Affairs).

OBJECTIVE 3: TO DEVELOP MORE EFFECTIVE STRATEGIES FOR THE COLLECTION AND DISTRIBUTION OF INSTITUTIONAL DATA.

Action Steps     

Assess present system of institutional data collection and distribution (Fall 2011 – Seminary Administration).

Develop data collection instruments to augment present system of data collection /Make recommendations for improvement of system of institutional data collection and distribution (Fall 2011-Spring 2012 – Seminary Administration).

Develop strategy for optimal utilization of Seminary website for data collection and distribution (Fall 2011-Spring 2012 Assistant to the Dean for Development and Public Affairs).

Undergo digitalization project of important institutional documents and historical collections (Ongoing – Assistant to the Dean for Development and Public Affairs).

Undergo major revision/updating of Seminary website for maximal use of emerging technological capabilities (Fall 2012 – Assistant to the Dean for Development and Public Affairs).

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OBJECTIVE 4: TO DEVELOP MORE EFFECTIVE PROCEDURES FOR BUDGETARY PLANNING AND ASSESSMENT.

Action Steps    

Evaluate present system of institutional budget planning and assessment (Spring 2012 – Chief Financial Officer; Trustee Treasurer).

Meet with institutional departments to assess budgetary needs (Spring 2012 – Chief Financial Officer) Make recommendations for improvement of present system of institutional budget planning and evaluation (Summer 2012 – Chief Financial Officer; Trustee Treasurer).

Take actions regarding proposed recommendations (Summer 2012 – Board of Trustees, Chief Financial Officer).

OBJECTIVE 5: TO COMPLETE AN ONGOING ASSESSMENT STRATEGY OF OUR ACADEMIC PROGRAM.

Action Steps 

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Complete assessment plan for evaluating Student achievement of desired M.Div. program learning outcomes (Fall 2011- Assistant to the Dean for Academic Affairs; Faculty Council, Registrar).

Develop assessment tools to augment present institutional methods of student evaluation (Fall 2011 – Assistant to the Dean for Academic Affairs; Faculty Council; Registrar).

Organize and conduct initial in-house retreat for faculty focused on student achievement of desired M.Div. program learning outcomes (Spring 2012—Dean; Assistant to the Dean for Academic Affairs; Faculty Council).

Develop and initiate faculty mentorship program aimed at assisting and assessing students throughout the course of seminary studies (Development, Spring 2012; Initiation, Fall 2012– Assistant to the Dean for Academic Affairs; Director of Student Affairs , Faculty Council, Registrar ) Undergo initial faculty and student assessment under new assessment plan (Fall 2012- Dean, Assistant to the Dean for Academic Affairs, Faculty Council; Ongoing years following).

Develop assessment tools to augment present institutional methods of faculty evaluation (Fall 2011 – Dean; Assistant to the Dean for Academic Affairs; Faculty Council).

Review / Revise assessment strategies for faculty assessment (Fall 2013 – Dean; Assistant to the Dean for Academic Affairs; Faculty Council)

OBJECTIVE 6: TO DEVELOP A STRATEGY FOR ASSESSMENT OF OUR SEMINARY’S ADMINISTRATIVE SERVICES.

Action Steps 

Develop assessment plan for evaluating Seminary’s administrative services (Fall 2012Assistant to the Dean for Academic and Student Affairs).

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Develop assessment tools to evaluation student/faculty satisfaction with administrative services (Fall 2012 – Assistants to the Dean for Academic and Student Affairs).

Initiate initial evaluation of Seminary’s administrative services (Fall 2012 – Dean; Assistants to the Dean for Academic and Student Affairs)

GOAL 3: ENHANCING DISTINCTIVE STRENGTHS

In addition to addressing many of the major challenges we face as an institution, we will not produce a more ideal community unless we remain dedicated to preserving the most unique aspects of our institutional identity. As we move forward as an institution we must give our attention to enhancing many of the strengths that we possess as a community to ensure that those distinctive elements long endure within the life of the seminary. From its founding St. Tikhon’s Seminary has been known for the richness of its liturgical life, enhanced by its strong relationship to St. Tikhon’s Monastery and its unwavering dedication to the Orthodox faith. As an institution we have labored over many years to build a large network of dedicated pastors and selfless servants that minister within Christ’s Church in a variety of parishes and dioceses throughout this country and beyond. And here in South Canaan, we have labored diligently to build a close-knit institutional community that possesses a strong familial atmosphere. In moving into the future, the seminary community will be dedicated to preserving these distinctive marks of our institutional identity.

In order to fulfill this goal, we will focus on achieving the following objectives: OBJECTIVE 1: TO CONTINUE TO BUILD A BROADER BASE OF INSTUTIONAL SUPORT FOR THE SEMINARY AND ITS MISSION.

Action Steps      

Assess Seminary’s existing networks within parishes, dioceses, national church, and beyond (Summer 2012 – Dean, Board of Trustees, Chief Financial Officer).

Develop more effective strategies for engaging broader constituencies in supporting the ongoing work of the seminary (Summer 2012- Dean, Board of Trustees, Chief Financial Officer).

Assess present strategies for student recruitment to meet the pressing needs of the Church (Summer 2012 – Dean; Rector, Director of Student Affairs ).

Develop more effective strategies for recruitment of students in meeting pressing needs of the Church (Summer 2012- Dean, Rector, Director of Student Affairs ).

Develop more effective strategies for developing greater diversity on the Seminary’s Board of Trustees (Fall 2013 – Dean; Board of Trustees).

Enhance the relationship the seminary has with St. Tikhon’s Monastery (Ongoing – Dean; Monastery Abbot)

OBJECTIVE 2: TO CONTINUE TO FOSTER A CLOSE RELATIONSHIP WITH OUR SEMINARY’S ALUMNI

Action Steps

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Complete the development of online alumni directory on Seminary’s website (Spring 2012 – Assistant to the Dean for Development and Public Affairs) Assess present institutional strategies for reaching out to Seminary’s alumni (Spring 2012 – Dean; Assistant to the Dean for Development and Public Affairs; Alumni Association President; Board Committee for Development and Public Affairs).

Develop and distribute assessment instruments to measure alumni engagement (Spring – Summer 2012 Assistant to the Dean for Development and Public Affairs, Alumni Association President) Make recommendations for further engagement of seminary alumni (Fall 2012 -- Dean, Alumni Association President) Organize committee to plan for the diamond jubilee of the Seminary’s founding (Summer 2012—Dean) Develop a celebratory events calendar to honor the diamond (75th) jubilee of the Seminary in 2013 (Fall 2012 – Jubilee Committee).

Develop Alumni events in honor of the 75th anniversary of the founding of the seminary (Fall 2012 – Alumni Association President, Assistant to the Dean for Development and Public Affairs).

Host celebratory events in honor of Seminary’s diamond jubilee in 2013 (Spring – Fall 2013 -Jubilee Committee).

OBJECTIVE 3: TO CONTINUE TO ENHANCE EXTRA-CURRICULAR ACTIVITIES OF OUR CAMPUS LIFE.

Action Steps 

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Assess the present offerings of extra-curricular programs (Fall 2012 – Director of Student Affairs ; Assistant to the Dean for Academic Affairs; Student Government President; Seminary Wives Coordinator) Develop enhanced program of extra-curricular events for seminary community (Spring 2013 - Director of Student Affairs; Assistant to the Dean for Academic Affairs; Student Government President; Seminary Wives Coordinator)

CONCLUSION

By dedicating ourselves to these goals and objectives and taking the necessary action steps described in this plan, we will seek to build on the strong foundation of our forbearers and improve our institution significantly in preparation for the years to come. By planting these seeds of institutional stability, we believe that St. Tikhon’s Seminary will reap a great harvest by producing a more ideal institution for our students, for our faculty, and for our entire seminary community as a whole. In conclusion, we ask our Lord and Savior Jesus Christ to bless our efforts as we all labor to make this plan a reality, and to guide us all to the glories of the Kingdom that is to come.

Adopted by the Board of Trustees of St. Tikhon’s Orthodox Theological Seminary October 21, 2011, South Canaan, Pennsylvania St. Tikhon’s Orthodox Theological Seminary Institutional Strategic Plan 2011-2014

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