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Franciscan School of TheologyIN A F F I L I AT I O N W I T H T H E U N I V E R S I T Y O F S A N D I E G OReport on theFive-Year Strategic Plan for the SchoolOctober 1, 2017
Franciscan SchoolSchool of TheologyFive-Year Strategic Plan for the SchoolFive-YearSchoolTable of ContentsReport on Strategic Plan1Plan .1Five Year Strategic Plan Table10Table .10AppendixWorking Towards a Long Term4Term StrategicStrategic Plan1Plan .14Franciscan School of Theology Overview of Admissions and Recruitment18Recruitment .18Proposal for Division of Alumni Relations Duties at FSTFST2.200Letter to Past Members of the FST Board of RegentsRegents2.222Digital Marketing Report by Power22MarketingPower22Marketing2.288i
Franciscan School of TheologyReport on Strategic PlanIntroductionThe purpose of the strategic plan for the Franciscan School of Theology (FST) is: 1.) toset the direction and priorities of the school 2.) to celebrate, nurture, and advance the Franciscantheological vision of the school through research and teaching; 3.) to address the financialsustainability of the institution through fundraising, informed investments, student enrollment,and the proper use of assets; 4.) to foster an attentiveness in the school to the signs of the timesthrough continuous assessment and development of degree programs, coursescourses and othereducation outreaches; and,and, 5.) to respond to the recommendations given to the school through itsrecent reaccreditations by the WASC Senior College and University Commission (WSCUC) andAssociation of Theological Schools (ATS).the Association(ATS).The report opens with a review of the mission of the Franciscan School of Theology. Itthen traces the work on the development of the strategic plan by the Board of Regents and thefaculty and staff ofof the school, and concludes with a statement regarding the current state of theplan, how it will be implemented, evaluated, and revised as needed.Mission of the Franciscan School of TheologyThrough the course of the development of the strategic plan FST Regents, administration andfaculty have reaffirmed the school'sschool’s mission in its current location as comprised of threeaspirational goals:1. TToo become the premier center of Franciscan graduate theological education in the1.English-speaking world, promoting the application of the Franciscan tradition and spiritto contemporary life, work, and society, both within the Church and in the world.o affiliate with a major Catholic University so as to provide the best possible graduate2. TTotheological education in relationship to excellent graduate programs in selected academicareas, professional sciences, international placements, public policy, and social services.3. TToo achieve sustainability in mission, infrastructure, and finances through a cost-effectiveand economy of scale relationship with a larger University.In addition to strengthening the school'sschool’s affiliation with the University of San Diego (USD), FSTreaffirms its commitment to growth in four areas: 1) academic excellence; 2) education for aglobalized world; 3) orientation towards social change; and, 4) Catholic identity.On the operational level, the Franciscan School of Theology has the followingprogrammatic description: FST is a Roman Catholic seminary and graduate school of theologytheologythat is dedicated to preparing men for ordained ministry in the Roman Catholic Church and laywomen and men, religious and clergy for shared ministry.11
The mission of the school is to prepare candidates for professional ministry in the RomanCatholic Church, for careers in theological education, and to provide opportunities forenhancing knowledge of Christian faith and the practice of ministry.ministry. (FST MissionStatement).The school strives to accomplish its vision and mission in various ways. Central to itspurpose is the offering of three graduate-level degrees in theology: 1) the Master of DivinityDivinity(MDiv), 2) a three year (full-time) professional program oriented toward ministerial leadership,and the Master of Theological Studies (MTS),(MTS), a two year (full-time) academic program that isoriented toward general theological studies; and,and, 3) a MA in theology, that was approved byATSATS in June 2017 and will be open for enrollment in the Fall of 2018.Development of the Strategic PlanThe strategic plan has evolved over the last two years through conversations andcommitments by the Trustees, Board of Regents, administration and faculty of FST, and throughaa review and commitment to the recommendations generated by the self-study and fmalfinal reportsfor the reaccreditation processes of WSCUC and ATS.ATS.Regents Meeting: February 4-5, 20162016The work on the strategic plan for FST began during a two-day meeting of the Board ofRegents on February 4 and 5 of 2016. The first day of the meeting began with a discussion of thedevelopment of the plan. The President of the school, Fr. JosephJoseph Chinnici, OFM opened the day"Working Towards a Long Term Strategic Plan for Financialwith the presentation entitled “WorkingStability”Stability" that outlined what he saw as the current situation of the school and a proposal formoving the school forward (see appendix).Mr. JosephThe rest of the day was led by Mr.Joseph Atteridge, a managing partner at The PacificInstitute and a specialist in leadership development and organizational culture, who guided theRegents through a SWOT analysis and the identification of an initial list of core values for astrategic plan. The analysis was grounded on the following four areas:Core Purpose—– To enrich the world with the Franciscan Intellectual-Pastoral VisionCore Values —– Franciscan Values of Joy, Hospitality, Community, Humility andGenerosityTheology is the premier center for FranciscanVision—– The Franciscan School of TheologyTheological Education in service for the world.Operating Values —– Innovation, Collaboration, Commitment, Trust & Faith, andExcellence2
Strengths WWorldo r l d class facultyCo-resident with a unique ministerial lab of Parish, Mission and Retreat Center A fAffiliatedf i l i a t e d with aa major Catholic university StudentsStudents that are multi-cultural and committed PersonallyPersonally committed staff L oLongn g time and committed donorsRichness of the Franciscan charism Richness S tStrongr o n g leadership, governance and administration Sol i d administrative infrastructure (policies and procedures)Solid S tStrongr o n g connection with the Province of St. BarbaraBarbara and the worldwide FranciscanOrder L oLongn g history and tradition of Franciscan Theological educationSingularity of Franciscan graduate theology in relationship with University of San SingularityDiego (USD) G Goodo o d geographical location at the Old Mission San Luis Rey and in SouthernCalifornia AppreciativeAppreciative alumni S tStrongr o n g growth oriented Vision Statement L iLivingv i n g in a time of great Franciscan interest promulgated by the influence of PopeFrancisWeaknessesWeaknesses L aLackc k of a strong endowment!!endowment!! L aLackc k of visibilityvisibility in the local area L aLackc k of recognition locally, nationally and globally PhysicalPhysical infrastructure is limited and restraining WWeake a k technology infrastructure N Neede e d to increase the speed of relationship building with USD and the community L aLackc k of diversitydiversity in the Board of Regents and faculty AccessibilityAccessibility to USD for students and faculty due to commuting issuesOpportunities F rFreshe s h start in Franciscan friendly environment G Goodo o d relationship with USD, Dioceses of San Diego and Orange County G Goodo o d relationship with and support of the Old Mission San Luis Rey Parish andRetreat Center G Goodo o d relationship with other provincial retreat centers ProvincialProvincial consolidation may strengthen relationship with other provinces C Cana n enlarge pool of BoardBoard candidates G Goodo o d relationship with American Franciscan History Foundation V iVisitings i t i n g faculty can enhance our recognition S oSocialc i a l media and technology provide us the capability of expanding our presencebeyond SDExtension of our reach to other countries in Latin America/Asia/Africa that see ExtensionEnglish language as a valuable asset3
Chance to leverage a Franciscan grounded Pope ChanceThreatsSecular culture Secular D eDeclinec l i n e of graduate theological students in the US andand dioceses EconomicEconomic impact of declining global economy L aLackc k of focus and/or initiative by the Regents to develop and follow the strategic plan L oLocalc a l government restrictions on growthLeadership succession for the Regents and the school Leadership T uTuitioni t i o n increases beyond cost of livingliving increases Anti-intellectualAnti-intellectual culture of Catholics in Southern CaliforniaRelationship with Old Mission San Luis Rey Parish and Mission (interpersonal) andresource contentionPotential changing Province alignment could impact FST plansAfter conducting the SWOT analysis and outlining the key goals, the Regents turned theirattention to the development of the key areas of a strategic plan.Key Goals for a Strategic Plan (prioritized)1)Increase financial stability1) Increasea) IncreaseIncrease student enrollment (target 65 FTEs)b) IncreaseIncrease Board members influential in raising funds (give, get or get-out)c) IncreaseIncrease endowment ( 8M)d) CreateCreate more income programse) CreateCreate stronger relationship with alumni2) CreateCreate a comprehensive marketing and communications plana) NeedNeed to better market and communicate FST for students, donors, Regents andother relationshipsb) ResourcesResources are needed to develop and disseminate the story and Vision of FST3) IncreaseIncrease and improve delivery of academic programs (continuing education outreach)and use of technology to expand the reach4) AdditionalAdditional time and resources for faculty research5) EnhancingEnhancing the relationship with USD and Old Mission San Luis Rey (especiallyspace utilization)NOTE: IItt was agreed that goals 1 and 2 are the highest immediate priority with other goals being lessurgent.The goals for the strategic plan were then reviewed, revised and elaborated upon invarious ways by a continual conversation between the Regents, administration, faculty, and staffof the school (faculty, April 6, 2016; Regents, May 14, 2016; Regents, October 7, 2016; facultyand staff, December 7, 2016; Regents, December 9, 2016; Regents, February 16-17, 2017;4
Regents, May 19, 2017). TheThe strategic plan and its components is also responsive to the WSCUCand ATS final recommendations that were received in February 2017. Minutes of thesediscussions are available for review if needed.In the course of these discussions, several significant emphases were added to the initialfive goals outlined by the Regents and affirmed by the administration and faculty:faculty: 1) a prioritygiven to strengthening the relationship with USD in multiple areas; 2) an identification of thecore constituents that FST serves; 3) the timeline and metrics for the strategic plan; 4)strengthening the areas of marketing and communications; 5) the growth of FST to be measuredby increasing its financial sustainability, growing its student enrollment, networking with otherinstitutions in certificate and continuing education areas, and strengthening its relationship androbust affiliation with the University of San Diego.Franciscan School of TheologyFive Year Strategic PlanPlan1. IncreaseIncrease Financial Stability:a. IncreaseIncrease Student enrollment (reach and maintain 65 FTEs): The school hired Ms.Christine Avella on April 24, 2017, as a recruiting officer.officer. SheShe introduced herself tothe Board of Regents during its meeting on May 19, 2017 and gave a brief overviewof her goals and what she had accomplished to that date. During the same meeting,Ms. Gigi Betancourt, who provides inside support for the recruitment office, gave areport on her work in recruitment and the depaitmentdepartment goals going forward (seeappendix).The following chart lists the projected growth in FTEs over the period of the strategicplan.r i n g F aFalll l S pSpringr i n g F aFalll l S pSpringr i n g F aFalll l S pSpringr i n g F aFalll l S pSpringr i n g F FallallSemester S pSpring1 7 2 020181 8 2 020181 8 2 020191 9 2 020191 9 2 020202 0 2 020202 0 2 020212 1 2 02021212017 2 02017FTE25 25 2 9293 0303 6363 939 4 343 4 747 5 353 6 060 6 565b. IncreaseIncrease Board members influential in raising funds: The Board of Regents agreed toincorporate language clarifying the role of the Regents in development - and toprovide funding for or to identify individuals who could provide funding as part ofthe list of rules and responsibilities for the members of the Board. It was agreed thateach member of the Board would recommend at least one (1) person of capacity toeither become a Regent or a Friend of FST, during the 2017 - 2018 academic year.c. IncreaseIncrease endowment: The school is in the initial stages of a feasibility study inpreparation for a capital campaign and, following the recommendation from the InTrust Center for Theological Schools, has hired Ms. AimeeAimée Laramore to assist theschool in an evaluation of the development efforts of the school. Ms. Larimore madeher first visit to FST on June 22 and 23 and interviewed the members of theadministrative staff. AA second meeting took on August 15 and 16. Ms. Larimore is5
scheduled to attend the two-day meeting of the Board of Regents on October 3 andand 4.She willwill present a final report on the results of her evaluations during the first day ofthe meeting and will conduct a two to three hour training session for the Board on thesecond day.d. CreateCreate stronger relationships with alumni:alumni: Ms.Ms. Donna Foley, Associate Dean ofStudents, gave a report on this topic entitled "Proposal“Proposal for the Division of AlumniRelations Duties at FST"FST” to the Regents during its meeting on May 19, 2017 (see(seeappendix). AsAs she pointed out, sheshe hashas been meeting with and reaching out to alumnifor more than financial support. The goal is to increase the school'sschool’s databasedatabase ofalumni information, that currently has about 350 alumni listed, by at least 10% by theend of the Spring 2018 semester.semester.e. CreateCreate stronger relationships with past Regents: Fr.Fr. Michael sent out a six-page letterthat deals with the "State“State of the School"School” to all past Regents (see appendix). HeHe statedthat this is the first yearly report of this type that will be sent to them. The letter wasposted on the website for the Regents to view.a t e a comprehensive marketing and communications plan:2. C r eCreateAs it stands now, the marketing of the school is focused on social media (Facebookand Google adwords), and print media (see report from Gigi Betancourt in appendix).The Board of Regents agree that this is a good start, but that a more extensivemarketing and communications plan needs to be developed.3. I n c Increaser e a s e and improve delivery of academic programs (continuing educationoutreach) and use of technology to expand the reach:There are five main areas that the school is currently developing to address thisgoal: T Theh e school received approval from ATS in June to offer a new degree: a MA intheology with a specialization in Franciscan studies. The degree will available forenrollment for the Fall 2018 semester.The continuation and expansion of the summer programs.FST has partnered with the Franciscan Renewal Center in Scottsdale, Arizona, in"Certificate in Franciscanthe development a program that will lead to a penforenrollment for participants at theSpirituality.”Franciscan Renewal Center (the Casa) in Scottsdale and at the main campus ofFST in Oceanside.Fr. Garrett, the Vice President for Academic Affairs, is working on a project withProvidence Saint Joseph Health with the goal of developing programs that addressthe intellectual, spiritual, and social formation of health care professionals. One ofour distinguished graduates, Dr. Margaret McCahill, M.D., is assisting with thisendeavor.The school has entered into a discussion with the Roman Catholic Bishop of SanDiego, Bishop Robert McElroy, with the goal of establishingestablishing a MA degree inpastoral theology. Sr. Mary Beth Ingham and Dr. Maureen Day are working on a6
curriculum for the degree and will meet with the Bishop to discuss hisparticipation by the end of the Fall 2017 semester.In response to the recommendation of ATS, Fr. Garrett has been working with Dr.Maureen Day to ensure that the evidence for the assessment of the MDivprogram. Dr. Day has agreed to take on the responsibility of being the"assessment officer”officer" for the school in its relationship with WSCUC and ATS.“assessmentATS.In addition to the developments of new degrees, a certificate program, and theoutreach to Catholic health-care providers, the school is continuing to expand its useof technology with streamed classes using Zoom, hybrid classes offered throughBlackboard, and the encouragement of faculty members to develop online classes.4. DevelopDevelop a plan for additional time and resources for faculty research:In response to a suggestion from the President, more funds have been proposed in thebudget for this academic year to raise the support for faculty from 1,200.00 to 2,000.00, which is a sixty (60) percent increase, to take part in academic societiesand conferences as a way to enhance their professional development.a n c e the relationships with University of San Diego and Old Mission San5. E n hEnhanceLuis Rey (especially space utilization):The school is actively working with both institutions.University of San Diego (USD): FST entered into a curricular and serviceaffiliation with USD four years ago. The initial agreement was for a five-yearperiod and continues to be beneficial to both parties. TheThe school is currentlyengaged in a review of the agreement with a goal of strengthening and expandingits affiliation with the University.University. AccordingAccording to the affiliation agreement, ifneither side expresses a desire to change or end the contract it will automaticallyrenew on a year to year basis. In response to the Regents'Regents’ encouragementencouragement tostrengthen FST'sFST’s relationship with USD, a subcommittee of the Board has beenestablished to explore options with the University. The process has resulted inmeetings with the President and Provost of USD asas well as with other topadministrators and representatives from the University'sUniversity’s Board of Trustees. Theinitial affiliation agreement is in effect until June 30, 2018. In consultation withthe administration of USD, FST is committed to strengthening the agreementbefore that date.FST's relationship with USD is also strengthened by the following:FST’sfollowing:S T ' s Vice President for Academico FFST’sAcademic Affairs participates in the meetingof USD deans that takes place every three weeks.h e presidents of both institutions meet at least once every semester too TThediscuss mutual areas of concern.7
h e director of the Frances G. Harpst Center for Catholic Thought ando TTheCulture at USD is an adjunct faculty member at FST. TheThe Centerpartners with FST in offering joint programs for studentsstudents and the widerpublic.public.o ThroughThrough the affiliation agreement with USD, FST students have accessaccessto a wide variety of student services at the University.University.h e President of FST and a subcommittee of the Board of Regents ando TThehave entered an active dialog with the USD administration to explorethe possibility of establishing a physical presence of FST on the USDcampus.Old Mission San Luis Rey (OMSLR):(OMSLR): TheThe school'sschool’s relationship withwith OMSLR hasbeen enhanced with the presence of Fr. Garrett Galvin, the Vice President forAcademic Affairs, on the Board of the Mission and the presence of Ms. KathleenFlanagan, the Executive Director of the Mission, on the FST Board of Regents.This arrangement has strengthened the relationship between the Mission staff, theschool, and the Board of Regents.The Board of Regents approved the strategic plan and the metrics proposed to date duringits May 19, 2017 meeting. On further review of the plan during the summer, the Chair of theBoard of Regents, Dr.Dr. Dennis Galligani, pointed out that some items in the plan lacked realisticmetrics. With this in mind, he will present the following added metrics to the Board during itstwo-day meeting in October 2017 and will call for a final discussion and approval of the plan:Goal 1.c. Increase endowment: The President and the new Director of Development areto provide a plan to the Board of Regents for increasing the endowment of theschool from 11 million to 18 million dollars no later than its February 2018meeting.Goal 1.d. Create stronger relationships with alumni: Ms. Donna Foley, Ms. JaniceStegner, and the President are to provide realistic metrics to the Board of Regentsno later than its February 2018 meeting regarding the possibility of theestablishment of an alumni board, an increase in the number of alumni contactedalumniby FST and recorded in the database, and an increase in the number of alumnidonors.Goal 2. Create a comprehensive marketing and communications plan: The President andDevelopment are to provide a marketing and communicationthe new Director of Developmentplan to the Board of Regents no later than its February 2018 meeting.Goal 3. Increase and improve delivery ofof academicacademic programs (continuing educationoutreach) and use ofof technologytechnology to expand the reach: The Vice President forAcademic Affairs and the President need to establish goals for increases instreamed classes, hybrid classes, and online classes.88
Goal 5. Enhancing the relationships with University of San Diego: The school will worktowards establishing a physical presence on the USD campus for Fall 2018.ConclusionThe strategic plan for the Franciscan School of Theology is a work in progress. Theinitial draft was written during the time that the school had just finished its institutional report forthe WSCUC reaccreditation process and the self-study for the ATS reaccreditation. Thisaccounts for the strategic plan’s focus on areas that need attention: financial sustainability,student enrollment, and marketing and advertising.FST received a six-year reaccreditation from WSCUC and a ten-year reaccreditationfrom ATS and, in addition to these three areas of concern, the school is focusing on areas ofvision and growth. This includes the development of new degree programs, the establishment ofa certificate program in Franciscan spiritual, exploring the possibility of partnering with theProvidence Saint Joseph Health system, the strengthening of the school’s relationship with theUniversity of San Diego and the Roman Catholic Diocese of San Diego, and the restructuring ofthe school’s development efforts.The final iteration of the strategic plan, with the addition of the above metrics, will beprovided to the Regents during the meeting of the Board on October 5 and 6, 2017 and will beregularly monitored by the Regents and administrative staff and faculty of the school.9
10Create strongerrelationships withalumnid.The school is in the initial stages of a feasibility study inpreparation for a capital campaign and, following therecommendation from the In Trust Center for TheologicalSchools, has hired Ms. Aimee Laramore to assist the schoolin an evaluation of the development efforts of the school.Ms. Larimore made her first visit to FST on June 22 and 23and interviewed the members of the administrative staff. Asecond meeting took on August 15 and 16. Ms. Larimore isscheduled to attend the two-day meeting of the Board ofRegents on October 3 and 4.Ms. Donna Foley, Associate Dean of Students, gave areport on this topic entitled "Proposal for the Division ofAlumni Relations Duties at FST t o the Regents during itsmeeting on May 19, 2017 (see appendix). As she pointedout, she has been meeting with and reaching out to alumnifor more than financial support. eThe school hired Ms. Christine Avella on April 24, 2017, asa recruiting officer. She introduced herself to the Board ofRegents during its meeting on May 19, 2017 and gave abrief overview of her goals and what she had accomplishedto that date. During the same meeting, Gigi Betancourt,who provides inside support for the recruitment office, gavea report on her work in recruitment and the dep.' latentgoals going forward.b.Increase Boardmembers influential inraising fundsThe Board of Regents agreed to incorporate languageclarifying the role of the Regents in development - and toprovide funding for or to identify individuals who couldprovide funding as part of the list of rules andresponsibilities for the members of the Board.More activeinvolvement ofthe members ofthe Board ofRegents in thedevelopmentefforts of theschoolEach memberat least one (1become a Regthe 2017 - 201An endowmentthat will moreadequatelysupport theschoolAimee Laramon the resultsdevelopmentOctober 3, thethe Board of Rtwo to three hBoard on OctDirector of Dthan OctoberIncrease the school’s database of alumniinformation, that currently has about 350alumni listed, by at least 10% by the end ofthe Spring 2018 semester.Ms. Donna Foley, Associate Dean of Students, gave areport on this topic entitled “Proposal for the Division ofAlumni Relations Duties at FST” to the Regents during itsmeeting on May 19, 2017 (see appendix). As she pointedout, she has been meeting with and reaching out to alumnifor more than financial support. eSee table on pThe President and the new Director ofDevelopment are to provide a plan to theBoard of Regents for increasing theendowment of the school from 11 million to18 million dollars no later than its February2018 meeting.*Arrive at andmaintain 65FTEs by Fall2021Greater alumniparticipationwith the school.Aimée Laramore will present a final reporton the results of the evaluation of thedevelopment efforts of the school onOctober 3, the first day of the meeting ofthe Board of Regents and will conduct atwo to three hour training session for theBoard on October 5. The school is to have aDirector of Development in place no laterthan October 31, 2017.Each member of the Board will recommendat least one (1) person of capacity to eitherbecome a Regent or a Friend of FST, duringthe 2017 - 2018 academic year.MetricsAn endowmentthat will moreadequatelysupport theschoolMore activeinvolvement ofthe members ofthe Board ofRegents in thedevelopmentefforts of theschoolArrive at andmaintain 65FTEs by Fall2021See table on page 5 of the report.Increase Studentenrollment (reach andmaintain 65 FTEs)OutcomeThe school is in the initial stages of a feasibility study inpreparation for a capital campaign and, following therecommendation from the In Trust Center for TheologicalSchools, has hired Ms. Aimée Laramore to assist the schoolin an evaluation of the development efforts of the school.Ms. Larimore made her first visit to FST on June 22 and 23and interviewed the members of the administrative staff. Asecond meeting took on August 15 and 16. Ms. Larimore isscheduled to attend the two-day meeting of the Board ofRegents on October 3 and 4.The Board of Regents agreed to incorporate languageclarifying the role of the Regents in development - and toprovide funding for or to identify individuals who couldprovide funding as part of the list of rules andresponsibilities for the members of the Board.Metricsa.OutcomeIncrease Financial StabilityIncrease endowmentIncrease Boardmembers influential inraising fundsb.Create strongerrelationships withalumniThe school hired Ms. Christine Avella on April 24, 2017, asa recruiting officer. She introduced herself to the Board ofRegents during its meeting on May 19, 2017 and gave abrief overview of her goals and what she had accomplishedto that date. During the same meeting, Gigi Betancourt,who provides inside support for the recruitment office, gavea report on her work in recruitment and the departmentgoals going forward.Increase endowmentAction Itemsc.Increase Studentenrollment (reach andmaintain 65 FTEs)a.Increase Financial Stabilityd.1.c.Action Items1.GoalFive Year Strategic PlanFranciscan School of TheologyGoalFive Year Strategic PlanFranciscan School of TheologyGreater alumniparticipationwith the school.The PresidenDevelopmentBoard of Regendowment o18 million do2018 meetingIncrease the sinformation, talumni listed,the Spring 20
Increase and improvedelivery of academicprograms (continuingeducation outreach)and use of technologyto expand the reachCreate acomprehensivemarketing andcommunications planMs. Donna Foley, Ms. Janice Stegner, andthe President are to provide realisticmetrics to the Board of Regents no laterthan its February 2018 meeting regardingthe possibility of the establishment of analumni board, an increase in the number ofalumni contacted by FST and recorded inthe database, and an increase in the numberof alumni donors.*MetricsBettercommunicationwith andappreciation offormer RegentsThe Presidentof the school"later than MaCreate acomprehensivemarketing andcommunications planThe marketing of the school is focused on social media(Facebook and Google adwords), and print media (seereport from Gig
On the operational level, Franciscan School of Theology has following description: FST is a Roman Catholic seminary and graduate school of theology is dedicated to preparing men for ordained ministry in the Roman Catholic Church and lay women and men, religious clergy for shared ministry. 1
