Strategic Plan

CTS 2030: Project Transformation

“What is God inviting us to consider?”

This question guided development of the strategic planning. As we met with hundreds of stakeholders—thought leaders in theological education, alumni, church, and community leaders in Indianapolis—we kept coming back to this question. We had to be deliberate and thoughtful in our approach in order to create a forward-looking plan that embodies a persuasive and hopeful image of the future and a credible path toward achievement of this vision. Our planning culminated in CTS 2030: Project Transformation—a vision for where we want to be in less than a decade, as well as our path toward that destination.

Key things to know about 2030 Project Transformation:

  • It emphasizes CTS’ role as a seminary, a place of scholarship and spiritual formation.
  • It recognizes the central role of the church in impacting community and public life.
  • It focuses on preparing learners for real world leadership.
  • It solidifies our commitment to work through the church—congregations and denominations, clergy and lay leaders—with liberative and life-affirming action, restoring individuals and communities to wholeness.
Our Goals

Four goals are set to build upon the programmatic strengths of CTS, alleviate identified critical gaps, and create exciting new opportunities:

Goal #1

Increase Enrollment

Increasing enrollment is a prioritized goal, not only because it is a general indicator of health for an academic community, but also because it is a measure of relevance and quality. When individuals, congregations, or denominations seek enrollment at CTS they are affirming the programs and experiences offered by the institution.

What This Means

Recruitment of new learners is the job of everyone in the CTS community. Focus is on increasing enrollment in current degree programs, particularly the MDiv and DMin programs, as well as exploring the feasibility of a new MA program.

In Progress
  • Metrics by degree program and by year (through June 2024), established; updated annually
  • Alumni referral program launch
Goal #2

Provide a Lifelong Learning Approach to Educate Church and Community Leaders

What This Means

CTS will provide learning predictability that meets people where they are in their ministerial journey. Post-graduation needs of degree seekers are foundational; additional consideration will be given to the needs of non-degree seekers (clergy and lay leaders) in areas of theology and skill development. Unique needs of bi-vocational students and church leaders will be acknowledged and incorporated to expand the broader learning journey.

In Progress
  • Lifelong Learning task force launch
  • Micro-credentialing program LEI Pathways grant proposal
Goal #3

Establish justice resources for the church

What This Means

This goal is a crucial step toward meaningfully addressing issues in our culture and communities. These are issues keeping people from experiencing the wholeness of God’s love and liberation. CTS seeks to address this issue as a learning community from the perspective of God’s life-affirming message. This goal fully embraces faith leading to action. And while much early work is focused on racial equity, the organization remains mindful that other justice issues will be pursued as understanding builds around intersectionality of class, gender, sexual orientation and economic status.

In Progress
  • The organization remains mindful that other justice issues will be pursued as understanding builds around intersectionality of class, gender, sexual orientation, and economic status.
Goal #4

Establish Excellence in Institutional Infrastructure

Establishing excellence in institutional infrastructure is a critical step to support the desired experience and activities of learners, staff, faculty and others with whom CTS engages, as well as those with whom we desire to work.

What This Means

Infrastructure is inclusive of processes, management systems, training, policies, technology, and structure/facilities.  Job descriptions, training programs, compensation and benefits, and organizational alignment will be assessed to assure support of critical work.  Use of the CRM system will be reviewed to assure development of a sustainable framework for relationship management, including students, donors, prospects, and others whom we serve.  A culture of learning and continuous improvement will be established and maintained.

In Progress
  • Reimagined website
  • Search engine optimization needs assessment, vendor/partner selection
  • Budget analysis