Strategic Plan

CTS 2030: Project Transformation

“What is God inviting us to consider?”

The future of CTS starts with our planning now. We met with hundreds of stakeholders—thought leaders in theological education, alumni, church, and community leaders in Indianapolis—to find answers to one critical question: What is God inviting us to consider? We knew 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. After many discussions, 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:

Increase Enrollment

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Provide a Lifelong Learning Approach to Educate Church and Community Leaders

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Establish Justice Resources for the Church

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Establish Excellence in Institutional Infrastructure

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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, whether new to CTS or from local congregations or denominations,  seek enrollment at CTS they are affirming the programs and experiences offered by the institution.

2023-2024 Focus
  • Create a BA/MA program in collaboration with college partners.
  • Create an institutional marketing plan that supports the Awareness Campaign initiative launched in April 2023
  • Complete market research and create a data-driven enrollment plan for recruitment
2022-2023 Highlights
  • Completed an enrollment-based Market Research Project
  • Developed a segmented marketing strategy for various degree programs
  • Reviewed and updated the degree program application process
2021-2022 Highlights
  • Developed enrollment metrics for each degree program
  • Piloted a digital marketing campaign
  • Revised a strategy for the Doctor of Ministry program
Goal #2

Provide a Lifelong Learning Approach to Educate Church and Community Leaders

2023-2024 Focus
  • Evaluate the new micro-credentialing and public course programs to inform future programming
  • Complete a review of the Yoga & Spirituality Certificate
  • Enhance student interaction with the Faith & Action Project
2022-2023 Highlights
  • Reviewed and revised the MTS degree program
  • Launched promotions for new programs
  • Launched micro-credentialing and public course programs
2021-2022 Highlights
  • Redesigned the MDiv degree program for greater accessibility
  • Developed Advisory Councils (Interfaith, Theological Education, Judicatory)
  • Designed a Micro-Credentialing Program
Goal #3

Establish Justice Resources for the Church

2023-2024 Focus
  • Deepen relationships and partnerships with local congregations and clergy
  • Establish new opportunities for collaboration between the Faith & Action Project and other areas of the seminary
2022-2023 Highlights
  • Completed Racial Bias Audit of the institution
  • Analyzed needs assessment data to inform justice resource needs
2021-2022 Highlights
  • Completed a Needs Assessment for a Justice Center
  • Completed a True Justice Discussion Guide through the Faith & Action Project
  • Established a Capacity Study for the Justice Resource Center
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.

2023-2024 Focus
  • Complete a review of information technology and create a plan to address recommendations
  • Review and revise the Residency Program of the Counseling Center
  • Create an action plan to address recommendations from the Racial Bias Audit
  • Identify enterprise risks and create action, implementation, and monitoring plans
  • Complete a feasibility study in preparation for the comprehensive campaign
2022-2023 Highlights
  • Created a long-range institutional financial plan
  • Established an Enterprise Risk Management process
  • Tracked key metrics for the Strategic Plan
  • Participated in the Change Initiative Grant
  • Completed the Campaign Preparedness Workplan
2021-2022 Highlights 
  • Hired a full-time Director of Human Resources
  • Created and launched a New Website
  • Created an internal Racial Bias Audit Committee
  • Completed a Fundraising Campaign Assessment

Strategic Plan News

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