PACIFIC SCHOOL OF RELIGION PRESIDENT

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1 PACIFIC SCHOOL OF RELIGION PRESIDENT The Board of Trustees and the Presidential Search Committee invite nominations for and expressions of interest in the position of President of Pacific School of Religion. This is an exceptional opportunity to lead the oldest Protestant seminary west of the Mississippi, a key member of the Graduate Theological Union, and a seminary now in a time of major transition and change focused on a new vision of preparing spiritually formed and theologically educated leaders for social transformation. THE NEW VISION The new vision for PSR is to prepare and send out into the world changemakers who are compelled by their spiritual formation and practice, who are theologically rooted, and who have the skills to lead change in institutions, in communities, and in individual lives. This vision will enable PSR to broaden its reach as its programs become relevant, effective, and transformative for more students who seek to promote change both through traditional ministries and in community or secular settings. This vision builds upon PSR s historical commitments to shape a vital role for the school not only among its traditional partners but also in changemaking organizations, social ventures, and emerging forms of Christian service and ministry. 1

2 PSR s new vision for the future is clearly rooted in the school s history and tradition and has emerged from recent work led by a Board of Trustee s Commission on Strategic Direction. These contextual factors are described in Appendix A: History and Tradition, and in Appendix B: A Time of Transition and Change. THE LEADERSHIP CHALLENGE The next President of Pacific School of Religion will be called to build upon PSR s long and proud tradition of educating leaders in an environment that is multi-denominational, inclusive, and academically excellent, and to lead the School toward the realization of its new vision for preparing spiritually formed, theologically rooted leaders for social transformation.ǁ This new leader for PSR will be a catalytic change agent for this new vision, enabling the school to secure financial stability as it continues to be a truly distinctive resource in the world of theological education. Institutional change of this scope will require that the next President and the PSR community move forward simultaneously on a number of important fronts: 1) Tending and Building a Community of Relationships/Partnerships: The President will be called upon to build a whole new range of collaborative relationships with leaders and organizations in the fields of leadership development and social change, as well as build upon existing collaborations with seminaries and other organizations in the fields of theological education, spiritual formation, and social change on the Pacific Basin. It is envisioned that these relationships will bring important resources to PSR, will result in more referrals of prospective students, provide new coaching and mentoring opportunities for students, and create additional opportunities for cooperative scholarship. The vision includes forming networks of those engaged in social transformation in which PSR faculty, staff, students, and alums are all important participants. The President will also act as the public faceǁ of PSR in reinforcing established relationships with denominations and other partners. For example, PSR has long been a leading member of the Graduate Theological Union (GTU). The future shape and direction of the GTU is currently under discussion, and the next President of PSR will play an important role as the GTU seeks to create an educational and business model that is sustainable and that reflects the Union s changing mission and environment. 2) Revising the Academic Program: Implementing PSR s vision for the future will require that the President work effectively with the faculty and the broader PSR community in leading the 2

3 development of the new programs necessary to prepare spiritually formed, theologically rooted changemakers and to attract a wide diversity of students to participate in them. These programs will stand alongside a progressive Christian-based MDiv program which will be redesigned to prepare transformational leaders for a variety of faith communities. 3) Building and Supporting Faculty and Staff: PSR has a well-deserved reputation for its excellent and effective faculty and staff who are deeply dedicated to PSR s mission. The next President will find a strong core of both faculty and staff on which to build for the future, recognizing that the new PSR vision and the coming changes in both academic and support programs will bring new faculty and staff to the campus. In particular, the PSR faculty will encompass both traditional theological disciplines and expertise in leadership for social change; it will be a faculty that is well equipped to lead the academic program and to contribute to a growing body of knowledge about spiritually and theologically grounded changemaking. 4) Shaping a New Organizational Model: Academic institutions are by nature internally focused and slow to change. In contrast, PSR s future vision imagines a new organizational model that is more externally oriented and more responsive and adaptive to opportunities for meaningful change. The next President will be challenged to build an organization that models these qualities while, at the same time, honoring PSR s long-standing commitment to open communication, consultative decisionmaking, and clearly defined responsibilities, processes, and accountability. 5) Strengthening Campus Community: PSR has long been known as a strong and supportive community. The next President will play a key role as PSR renews its commitment to being a spiritually grounded community; a nurturing community that embraces collaboration, caring, experimentation, and continuous improvement; and a welcoming community that is anti-racist, and that values, encourages, and respects engagement with diversity of all kinds. 6) Securing Financial Sustainability: PSR, like many theological schools, has in recent years absorbed a series of operating losses brought about by reduced enrollments, clear limits on tuition income, increased operating costs, and the pressures of a wider economic downturn in the U.S. The next President will be called upon to work with board, staff, and faculty to build financially sustainable funding models based on careful planning, increased tuition revenue, expanded fundraising, and income from additional sources. A priority will be placed on good financial stewardship and effective cost controls. 3

4 7) Increasing Philanthropic Support: In recent years PSR s development program has yielded a relatively stable, but modest, level of gift income to support annual operations and designated programs. A larger, more active development program will be a necessary step toward financial sustainability as gift income supplements tuition, provides scholarship support, and funds the development of new program initiatives. It is envisioned that substantial new philanthropic contributions will come from both religiously oriented donors, as well as those in more secular communities who are committed to PSR s emergent focus on social change and transformation. 8) Shaping the Future Campus: PSR s campus is distinctive and beautiful. In addition, it provides a marvelous educational setting, is helpful in attracting students, and is a significant physical/fiscal asset as PSR looks to the future. At current enrollment levels, the campus is underutilized and thus there are several options for unlocking the value of the currently underutilized real estate as a way of generating financial capital and operating income. THE DESIRED ATTRIBUTES FOR LEADERSHIP PSR seeks a dynamic new President to lead the school in reforming the programs and building new external relationships that will attract a broader range of students and generate new sources of revenue. This will enable PSR to earn a new reputation in the changemaker world beyond the church while reinforcing our relationships, contributions, and reputation in the world of the church. The person best suited to fill this role may be described in the terms of the following attributes of preparation, experience, and ability: 1) An experienced mission-oriented leader whose life and work exemplifies an understanding of and commitment to the PSR s vision of preparing spiritually informed, theologically rooted leaders for social transformation.ǁ 2) A broadly prepared and visionary educator who understands and affirms both the possibilities inherent in PSR s new vision for education in leadership development and social transformation as well the remarkable history and current work of PSR as a first-rank theological seminary. The President will be called upon to lead effectively among theological educators, academics from other fields, and changemakers outside of the academy and the church. While s/he will be knowledgeable about all three realms, s/he might come from any one of them. 3) A skilled and effective communicator who is able to give clear and powerful expression to the process of change now facing PSR and who can articulate PSR s evolving mission and program to current constituents. The President will also serve as a leading public voice for an increasingly diverse 4

5 and growing constituency both on and off the campus and throughout the world of progressive Christian education and theology. 4) A relationship and community builder who is excited about the President s role as a campus leader and who embraces the task of reaching out to all segments of PSR s current constituency. The President will also reach out personally to new student markets around the world, to educational and community partners, and to the broad spectrum of social activists and change makers central to PSR s future vision. 5) An activist and change maker who understands and has been part of successful organizational reform and development such as that currently underway at PSR. The President will be both knowledgeable about and experienced in spiritually grounded social activism and change-making. 6) A marketer who is able to work with the PSR community in developing and implementing an aggressive program of outreach in order to reach a larger and more varied audience of potential students with a goal of increasing enrollment and furthering PSR s reputation as a global leader in theologically rooted movements for social change 7) A fundraiser and development person who is ready to lead and to personally engage the process of expanding PSR s philanthropic base among both current constituencies and new supporters. 8) An astute financial strategist capable of working with the campus community and the Board of Trustees in developing a plan for short-term financial stability and long-term fiscal sustainability, and someone who can envision PSR s work ten and twenty years into the future as well as address immediate and short-term financial issues. 9) A strong organizational leader with a track record of effective administration and management that includes successful experience in planning and organization; personnel work; and the ability to support, challenge, motivate, and ensure accountability among all members of the PSR community. 10) An individual who understands and has experience with non-profit governance including the pivotal and essential role of the Board of Trustees, especially in times of institutional change and challenge. The President will also work collaboratively with the Board as it learns how it can most effectively support PSR s new vision. 5

6 THE PROCESS OF CANDIDACY Nominations and expressions of interest may be submitted electronically to: Stanley Watson, Trustee Chair, Presidential Search Committee Pacific School of Religion Candidates are asked to submit electronically in MS Word or Adobe PDF formats: (1) a letter of interest reflecting on the leadership characteristics noted above, (2) a resume, and (3) the names, addresses, and telephone numbers of five references. References will not be contacted without first securing the permission of the candidate. For further information regarding the search process and timetable, please contact: Loren Anderson, Ph.D. Senior Consultant AGB Search Cell: (253) lja@agbsearch.com Additional information about the college may be found at PSR is an open and affirming community that honors diversity and presses toward racial/ethnic, gender or gender identity, sexual, sexual orientation, ecological, and economic justice. The school is an equal opportunity employer. 6

7 APPENDIX A: HISTORY AND TRADITION No community can flourish in a state of feverish off-look religiously. It must look to itself, and supply from within itself, as soon as possible, its spiritual wants. California, therefore, needs a Theological Seminary of its own; and this need is urgent. Historical Sketch of the Pacific Theological Seminary Association, 1867 Pacific School of Religion was founded in 1866 by Congregational ministers and laypeople, and funded by the historic congregations in the East and the emerging congregations in the West. The seminary was established on the traditions of New England Protestantism combined with the spirit of the Western frontier, with a focus on democratic governance, educational excellence, and ecumenical cooperation. The founders of PSR intended the seminary to be, in their own words, an Institution of the People, a child of the churches.ǁ The school s history is firmly cemented in the history of social justice in the United States. Inspired by the influx of immigrants into the country in the late 19 th century, the first classes of what was originally known as the California Theological Seminary answered calls to emerging Protestant communities in Mexico, China, and Japan. In 1901 the school moved to its first Berkeley location to be near the University of California campus. By that time the student community included Asians (the first Japanese student graduated in 1887), and women (first admitted in 1895), and students from a wide variety of Protestant denominations. In 1916 Pacific Theological Seminary became Pacific School of Religion, a name change that reflected PSR s new nondenominational status and the faculty s growing interest in the importance of the world s religions to the Christian faith. During World War II five PSR seminarians were imprisoned under government orders in relocation centers for Japanese Americans on the West Coast. PSR President Arthur C. McGiffert and Professor John C. Bennett, among others, spoke up against the internment and Stillson Judah, PSR s librarian, helped to organize libraries in the relocation centers. For two years after the war, President McGiffert organized a Post-War Rehabilitation School at PSR to train students to minister to the diverse needs of war-shattered communities in Europe and Asia. The relatively peaceful post-war years saw a strengthened faculty, an enlarged campus, and a doubled student enrollment. Georgia Harkness, one of the best-known theological writers of the time, became PSR s first tenured woman professor in PSR students and faculty were on the leading edge of change during the social upheavals of the 1960s, including support of the civil rights movement, the farmworkers rights movement, and Vietnam War protests. In the early 1960s PSR participated in the 7

8 creation of the Graduate Theological Union, a daring experiment in ecumenical cooperation between Protestant and Catholic institutions. Since then the GTU has developed into an interfaith consortium, exploring relationships among Western Christianity, Eastern Orthodoxy, Judaism, Buddhism, and Islam. In the late 70s and early 80s, Robert McAfee Brown built on his work in ecumenism and civil rights by supporting liberation theology in Central and South America and opposing nuclear proliferation. Theologian Rosemary Radford Reuther extended her groundbreaking feminist theology to include issues in eco-feminism. Other widely published and internationally known PSR faculty of this era included Christian ethicist Karen Lebacqz, Asian theologian C.S. Song, and pioneering professor of art and religion Doug Adams. Furthering its progressive Christian tradition, in 2000, PSR opened its Center for Lesbian and Gay Studies in Religion and Ministry, the first seminary-based academic center dedicated to the study of LGBT issues. In the same year PSR established the PANA Institute (The Institute for Leadership Development and Study of Pacific and Asian North American Religion). PANA served as the hub for Asian American studies in religion in North America, and its mission is now carried out by PSR s Asian Pacific Island Program Initiative. PSR has formal relationships with three denominations: the United Church of Christ, the United Methodist Church, and the Christian Church (Disciples of Christ). The Swedenborgian House of Studies is housed at and affiliated with PSR. Close connections are also held with the Metropolitan Community Church and the Fellowship of Affirming Ministries. Today Pacific School of Religion remains committed to serving God by equipping historic and emerging faith communities for ministries of compassion and justice in a changing world. The school s graduates are known for innovative ministries of compassion and justice around the world in urban and rural parishes, on city streets and college campuses, in the arts, public policy, and many other fields. PSR is also committed to being an open and affirming community that honors diversity and presses toward racial/ethnic, gender or gender identity, sexual, sexual orientation, ecological, and economic justice. The school s commitments find expression in innovative programs of scholarship and education for clergy and laity. Strong faith communities require an integration of faith and reason, theory and practice, piety and critical intellect, tradition and creativity. 8

9 PSR s location in a dynamic metropolitan area in the western United States, on the edge of the Pacific Basin, and ad jacent to the University of California is a special resource and responsibility. As a member of the Graduate Theological Union and in partnership with our supporting denominations and local faith communities, Pacific School of Religion places high value on the search for truth, clarity of theological insight; artistry in the presentation of the Gospel and creation of community; strong reliance on faith in divine activity within and among us; and honesty, mutual respect, and integrity in our pastoral, educational, and administrative work. 9

10 APPENDIX B: A TIME OF TRANSITION AND CHANGE The mandate of our faith, the calling to our spirits, is to live and work as human agents of God s promises of well-being and justice for all the earth. Our work is to be a partner in the movement toward this continuing creation, a base community where visionaries, prophets, religious and secular leaders, social entrepreneurs, scholars, and activists find and reconnect with one another and with the intellectual and spiritual frameworks that will sustain their work.ǁ From PSR: A Future Envisioned, a document produced by the Commission on Strategic Direction, Summer 2013 In February of 2012, Pacific School of Religion s Board of Trustees chartered the Commission on Strategic Direction (CSD). The CSD was charged with refining a vision for PSR s future and recommending a mission-driven, strategic course of action that would best serve PSR s mission in ways that are sustainable over the long term. It included trustees, administration, staff, faculty, and students, and was designed to work in new ways that would help model change at the institutional level. In creating the CSD, the Board of Trustees recognized that PSR, along with the larger world of theological education, currently faces major challenges. These challenges include: How should PSR respond in a time of fundamental changes for theological and higher education, as well as the evolution of faith communities and their role in society? What do the leaders of change need in a program that PSR can provide (and that other institutions cannot)? How can PSR manage its resources so that students are not saddled with an unbearable debt burden once their degrees are finished? In a world where diversity is becoming a cliché, how can PSR continue to speak with authenticity to communities in need of social justice? How does PSR become nimble and responsive when institutional systems are often designed to value static ways of working and thinking? 10

11 Throughout 2012 the CSD explored a new vision through a period of intense investigation and reflection that included field visits to entrepreneurial businesses and organizations, discussions with social justice movement makers and visionaries, review and study of new technologies for outreach and learning, and conversations with activists who work on the leading edge of need, change, and transformation. The CSD s work led to a document called PSR: A Future Envisioned,ǁ which imagined what the school might look like in This document outlined a variety of educational models, institutional values, and financial scenarios that the CSD and the PSR community might consider in the future. It included discussions about online and hybrid education, a focus on PSR s contribution to the world beyond its traditional reach, ideas for a network of leaders with goals of socially transformative entrepreneurship, and an exploration of new business models to increase the school s financial flexibility and diversity. This vision is online at: In April 2013 the PSR Board of Trustees approved the CSD s recommendations, and took several immediate actions, including the creation of the Changemakers Fellowship Program and the Action Planning Team (APT). The Action Planning Team (APT) began its work by proposing the creation of a Center for Spiritual Leadership & Social Transformation, which has now been approved by the Board; a search for a permanent director is currently underway. The Center is charged with moving the strategic vision forward and will provide a structure for new initiatives in collaboration with existing programs. The Center will become fully operational in The Changemaker Fellowship Program, which offers one year of free tuition in the Certificate of Theological Studies program, was implemented for the current academic year as a testing ground for some of the Center s potential work. This program will be evaluated for continuation later this year. As both of these leadership and spiritual development initiatives move forward, they will bring the kind of significant change that PSR wants foster in the coming years. A new President will help lead this change. 11