The Board of Trustees has responsibility for the Strategic Plan of the Seminary. When the Board of Trustees committed to this process in February 2008, it was agreed that the Strategic Plan must be a living text – one that actually determines the direction of the institution. To that end, it was agreed that at the mid-point of the Plan’s life, there would be a review of the text. The purpose of that review is to modify the text to more accurately capture the growing evolution of our activities, to build on those actions completed, and recognize, due to various factors, certain proposed initiates are not possible or are best postponed.
This plan has played an important role in our life together over the last two years. When the endowment fell during the economic collapse in the fall of 2008 through the spring of 2009, the Administration was instructed by the Board to ensure that the delivery of the Strategic Plan guide the difficult restructuring the Seminary faced. Then in 2010, we lost our Chapel. The Strategic Plan became our vehicle by which Board intentions were expressed.
Although there are significant changes, the following priorities from this plan have been and remain central:
Continue to educate and form leaders for congregations and other ministries in the world as members of a residential worshipping community;
Provide mentoring and form a peer learning community for our graduates so that they successfully make the transition to ministry in their initial years following seminary;
Strengthen and deepen our worship life;
Develop on-line resource in support of theological education;
Support faculty research and writing as part of a wider community of scholars;
Facilitate greater relationships, understanding, and work together in the Anglican Communion;
Further the development of a racially and ethnically diverse residential community;
Form a campus and community which witness to hospitality, health, and care for creation.
The result, however, of the Chapel Fire is that the Plan now has an explicit commitment to the building of a new chapel, a capital campaign, and an 'semi-permanent worship space. This is a significant new direction in our life together.
Having lived into this plan over the last two years, we have developed the following practice. The plan sets a direction. The administration working with the appropriate Board committee brings fuller proposals for the implementation of this or that particular project. Precise priorities within the plan are determined by various factors of which funding is key. In addition, we provide at every Board meeting the Implementation grid that clarifies the progress to date on the plan. With the appointment of Ms. Kathryn Glover (our Staff Officer to the Dean and President and Director of Institutional Effectiveness and Planning), we also provide a point person and oral report on the plan. Finally, we are constantly interested in new ideas and suggestions for future directions. This plan includes certain ideas that have been suggested in this round of consultation.
Yours in Christ,
The Rt. Rev. James J. Shand
Chair of the Board of Trustees
The Very Rev. Ian Markham
Dean and President