SEARCH RESULTS

4 < Back Previous Next Student Achievement The Bible Seminary's Retention and Graduation Data YEAR RETENTION RATE TRANSFER-OUT RATE GRADUATION RATE TOTAL GRADUATES JOB PLACEMENT RATE 2020 85.7% 0% 100% 1 0% 2021 84.6% 0% 100% 2 0% 2022 81.8% 9% 100% 7 57% 2023 85.1% 0% 100% 5 60% 2024 86.6% 0% 100% 3 66.6% 2025 87.5% 0% 100% 2 N/A TRACS DEFINITIONS: Retention Rate: Percentage of first-time, full-time (minimum 9 credit hours) graduate degree seeking students enrolled in the previous fall who re-enrolled or successfully completed their program by the current fall. Transfer-Out Rate: Percentage of first-time, full-time, graduate degree seeking students who transferred to another institution. Graduation Rate: Percentage of first-time, full-time, graduate degree seeking, graduate degree completers who did so within 150% of the normal (or expected) time for completion. Total Graduates: The total number of graduate degree completers used to calculate graduation rate. Job Placement Rate: Percentage of graduates who find field-of-study related employment within 12 months of graduation (excluding those graduates who enrolled in additional higher education programs). Retention

Evaluaciones del Seminario TBS Evaluación Pre-Seminario Evaluación Post-Seminario

MA in Church History and Theology < Back MA in Biblical Languages and Culture 54-credit hours The purpose of the MABLC is to offer students opportunities to study all 66 books of the Bible strategically and comprehensively, learn basic historical, theological, and practical knowledge critical for serving in professional ministry leadership, and experientially explore and practice ministry skills related to in-depth knowledge of biblical languages and culture. Program Objectives To train students in the biblical languages of Hebrew, Greek, and at times, Aramaic. To expose students to sound exegetical and hermeneutical methodology. To address critical research issues in biblical scholarship through textual analysis. To learn about the ancient Near Eastern cultures that comprised the biblical world. Learning Outcomes Graduates of the MABLC program will possess the following competencies: The student will read and write the biblical languages of Hebrew and Greek as demonstrated by final exams in HEB 502 and GRK 502. The student will demonstrate sound exegetical and hermeneutical principles through the Bible Study Methods (BSM501) projects and/or final exam, and as assessed in class preaching demonstrations in Expository Preaching and Teaching I (PRE501). The student will interpret biblical texts in light of genre and textual variants as evidenced by his or her Capstone Project (CAP 590). The student will express the chronological, geographical, and thematic flow of the Bible comprehensively as demonstrated on the Spiritual Formation and Ministry (SFM 500) post-course assessment. The student will demonstrate an awareness of critical research issues and an ability to understand and articulate all sides of these issues through research assignments in courses including, but not limited to, Church History (THE 510), Ancient Near Eastern Cultures (ANE 501), and other courses. Frequency of Offering At least some courses required for the MABLC program are offered every fall and spring semester on the main campus, and some core courses are also offered at various remote instructional locations. See the Academic Calendar for specific times and availabilities. Master of Arts in Biblical Languages and Culture (MABLC) Study all 66 books of the Bible strategically and comprehensively. Learn basic historical, theological, and practical knowledge critical for serving in professional ministry leadership. Experientially explore and practice ministry skills related to in-depth knowledge of biblical languages and culture. CORE Courses (all 15 required) Culture and Languages ⚫ ANE 501: Ancient Near Eastern Cultures – Ezra 4-6, Daniel 2-7 (Aramaic) ⚫ GRK 501: Greek Language I – Jude, 2 & 3 John ⚫ GRK 502: Greek Language II – 1 John ⚫ HEB 501: Hebrew Language I – Jonah, Nahum ⚫ HEB 502: Hebrew Language II – Haggai, Zechariah, Malachi Hermeneutics ⚫ BSM 501: Bible Study Methods – Esther, Obadiah, Mark History and Theology ⚫ THE 501: Theology I – Genesis ⚫ THE 510: Church History I – Luke, Acts ⚫ THE 511: Church History II (Holy Land study tour recommended) Leadership ⚫ PAS 501: Pastor-Shepherd I – Job, Jeremiah, Lamentations ⚫ PA S511: Pastor-Leader I – Ruth, 1 & 2 Samuel, 1 & 2 Kings Preaching and Teaching ⚫ PRE 501: Expository Preaching/Teaching I – Isaiah Spiritual Formation and Ministry ⚫ SFM 500: Spiritual Formation & Ministry (Bible Panorama) ⚫ SFM 501: Spiritual Formation & Ministry I – Exodus, Numbers, Matthew Other ⚫ CAP 590: Capstone CORE hours = 45 ELECTIVE courses (3 required, select from any available), 9 hours MABLC = 15 CORE + 3 ELECTIVES = 18 courses (54 - credit hours)

TBS Board Chair Adam Peters Read More Vice-Chair Julia Dean Read More Board Member Stan Goss Read More Board Member Rev. Mike McGown Read More Board Member Rev. Dr. Patricia Ryan Read More Secretary Judy Powell Read More Board Member Sandy Benak Read More Board Member Bob Chalker Read More Board Member Raymond Wiggins Read More

Stay up-to-date with the latest archaeological discoveries, research, and insights at The Archaeological Studies Institute (ASI) News. Explore the fascinating world of archaeology through our informative articles and updates. Unearth the past one headline at a time! ASI News 40-year-old odyssey uncovers original ‘Home of God’ at Mount Ebal The Jerusalem Post Read More ABR Researchers Discover the Oldest Known Proto-Hebrew Inscription Ever Found Associates for Biblical Research Read More Abigail's Archaeological Adventures Abigail Leavitt Read More Amulet with Possible Hebrew Inscription Discovered on Mt. Ebal Associates of Biblical Research Read More Ancient Curse Inscription Deciphered from Tablet Discovered During Archaeological Wet Sift on Mt. Ebal Katy Christian Magazine Read More Ancient Hebrew Amulet Discovered at Mount Ebal in Israel ynet Read More Ancient Hebrew Writing on Tablet Discovered at Joshua's Altar Patterns of Evidence Read More Ancient Hebrew ‘Curse Tablet’ Discovered at Joshua’s Altar on Mt. Ebal Armstrong Institute of Biblical Archaeology Read More Ancient curse inscription deciphered from tablet discovered during archaeological wet sift on Mt. Ebal Religion News Service Read More Ancient curse tablet found by Katy archaeologist suggests new timeline for Old Testament events Houston Chronicle Read More Archaeologist claims to find oldest Hebrew text in Israel, including the name of God The Times of Israel Read More Discover Hidden Israel in this 4-part video series on InGrace InGrace Read More

67577306-6105-41db-9a5a-823fad8c8509 TBS Faculty Handbook This “Faculty Handbook” has been prepared as an addendum to the TBS Student Catalog to provide specific information relative to faculty. Thus, for faculty purposes, the “Student Catalog” should be considered Part I, and this handbook as Part II of a continuous document. The most recent version of this document is available for viewing and printing on the TBS website under “About – TBS Documents.” For more information, contact the seminary’s main office at: 2655 S Mason Road Katy, TX 77450 281-646-1109 (Phone) Info@TheBibleSeminary.edu TheBibleSeminary.edu Main Campus Office Hours: Monday – Friday, 9:00 a.m. - 4:00 p.m. Introduction The Bible Seminary (TBS) is an independent, non-denominational, 501(c)(3) charitable institution of higher education incorporated in Texas in 2010 to offer training for laity and vocational ministry professionals. On-campus and Distance Education programs include Bible Certificate and Vocational Ministry Certificate non-degree programs, as well as Dual Degree Completion, Master of Arts, and Master of Divinity degree programs. The seminary is an Accredited member of the Transnational Association of Christian Colleges and Schools (TRACS), a member of the National Council for State Authorization Reciprocity Agreements (NC-SARA) approved to offer Distance Education, a member of the Council for Higher Education Accreditation (CHEA), an approved CEU provider for the Association of Christian Schools International (ACSI), and an accredited member of the Evangelical Council for Financial Accountability (ECFA). TBS aims to help nurture a biblically literate populace via comprehensive, strategic, Bible-based training. Faculty seek to integrate studies of the Bible with instruction in historical, theological, and practical disciplines critical to developing professional skills for life and ministry. Experiential education occurs through classroom instruction, study tours, hands-on ministry training, and community-based training with ministry professionals. Leadership includes Dr. K. Lynn Lewis, President; Dr. Scott Stripling, Provost and Vice-President of Donor Relations; Dr. Israel Steinmetz, Dean of the Graduate Programs and full-time Professor; numerous adjunct faculty, ministry professionals, and mentors who serve as part of the teaching team; and a Board of Trustees. Accreditation Covenantal Documents Facts TBS History Employment The Bible Seminary educational team may include various full-time, part-time, or adjunct faculty who possess specific knowledge or ability needed for instructional purposes. Employment Inquiries Faculty employment inquiries may be submitted to the Provost by interested parties, or TBS may invite select persons to consider employment. A submitted inquiry or invitation for exploration does not constitute an offer or a commitment of any kind. Faculty Contracts Faculty titles include “Professor” (persons with an advanced degree, such as a D. Min. or Ph.D., in their subject area of teaching) or “Instructor” (persons without an advanced degree or with an advanced degree in process). Seminary staff may also be named to any of these positions. Contracts are contingent upon presentation of satisfactory documentation of credentials, including an original transcript from the institution awarding the highest degree. All faculty must sign agreement with the Covenantal Documents of The Bible Seminary (see pages 6-12). Initial employment will involve signing agreement with the full text of these documents. Continued employment contracts usually contain an all-inclusive signature opportunity for expediency, although we do expect all faculty to review these documents at least once annually. TBS typically offers adjunct faculty contracts on a semester by semester and course by course basis. Contracts include the Name and Number of the course contracted to teach and/or develop, as well as the time period(s) – including the Semester(s), Year(s), Date(s), and daily Time(s) – Location(s), Description, and Terms – including whether or not the contract is renewable and information about remuneration. Job Descriptions Adjunct faculty contract terms detail specific course assignment(s) and include a job description. Full- time faculty contracts include job descriptions as part of their annual contract. Job descriptions are reviewed with the Provost as part of annual and/or post-semester evaluations, as well as during contract negotiations. In general, the job descriptions below apply. Full-time Faculty Members A full-time faculty member should cultivate a healthy relationship with God and a healthy family life. This position reports to the Provost and serves as an extension of that office. The primary responsibility of a full-time faculty member is to teach a full load (4 graduate courses per semester or the equivalent thereof). Additionally, a faculty member maintains regular office hours, serves on committees as assigned, and assists with course and policy development through the Faculty Association. Finally, faculty members assist with accreditation, student advising, marketing, and publishing. Adjunct Faculty Members An adjunct-faculty member should cultivate a healthy relationship with God and a healthy family life. This position reports to the Provost and serves as an extension of that office. The primary responsibility of an adjunct-faculty member is to teach courses as assigned. Additionally, adjunct- faculty members may serve on committees and assists with course and policy development through the Faculty Association. Materials and Procedures For contractual purposes, tentative employees need to provide Name, Address, Phone, E-mail Address, and Academic/Professional Credentials (a full copy of a CV and/or resume is preferred), as well as personal information for the Background Check Authorization. Upon acceptance of a contract, employees should also plan to provide: A high-quality headshot photo for filing and marketing purposes (at least 300 dpi, a full head and shoulders pose with a non-distracting background). If you do not have one, TBS can assist you. Visit “People – TBS Faculty” on the TheBibleSeminary.edu for examples. Official transcripts from all degree programs completed An up-to-date CV/resume Other documentation as needed All employee application materials must be completed and contracts returned with all documents signed as requested. Following due process and satisfactory completion of all requirements, final contract approval resides with the appropriate administrative head of The Bible Seminary, who must sign a contract to make it valid and enact the provisions therein. Salary and Benefits Remuneration is typically paid semi-monthly, on the 15th and the last day of each month. If one of these days falls on a weekend or holiday, TBS will pay on the nearest business day prior to the scheduled pay date. The semi-monthly payment amount is calculated by dividing the total remuneration amount by the number of semi-monthly pay dates in the contract period. TBS offers Direct Deposit as the preferred method of payment. TBS does not release paychecks prior to payday and does not grant pay advances. TBS benefits generally available to full-time faculty members includes the following: Salary Health Insurance – 100% of Employee coverage plus $3,000 toward HSA account, plus 20% of spouse and/or family coverage. Dental Insurance – $100 per month paid by Employer, balance paid by Employee Life Insurance – 100% paid by Employer ($50,000 of coverage is provided, the maximum allowable without the premium paid being taxable.) Long-term Disability – 100% paid by Employer (Long-term disability requires evaluation prior to determining benefits and only begins after the period of short-term disability. Generally, the benefit is 60% of base earnings up to a maximum benefit of $7,500 per month. If disability begins prior to age 62, benefits are payable to age 65; lesser lengths of benefits if the disability begins at or after age 62; and, if disability at age 69 or after, the benefit duration is one year.) Short-term Disability – 100% paid by Employer (Short-term disability pays 60% of weekly base earnings to a maximum benefit of $1,500 per week for up to 13 weeks of disability.) Retirement Plan – TBS matches 100% of contributions up to 3% of salary, and 50% of contributions over 3% and up to 5% of salary. Vacation – (varies as agreed upon) Holidays – 11 holidays, including New Year’s Day, Martin Luther King, Jr., President’s Day, Easter, Memorial Day, 4th of July, Labor Day, Columbus Day, Thanksgiving (2 days), and Christmas Day. Performance Evaluations Faculty performance-evaluation policies and procedures may include scheduled and/or random classroom observation by TBS leadership, student evaluation(s), peer assessment(s), Employer assessment(s), and Employee self-assessment(s). Evaluation records will be kept on file as part of the Employee’s professional record, with information therein subject to the confidentiality rules and regulations according to the laws of the state of Texas. All courses include a “Course Evaluation” opportunity provided to all enrolled students at the end of each semester. Students receive a hard copy evaluation or an e-mail link to complete an evaluation for each class in which they were enrolled. This procedure is initiated and managed by the TBS administration, so faculty have no responsibilities related to initiating, managing, or processing these evaluations. Following each semester, faculty will be given an opportunity to review the compiled results from their class(es) and will be expected to sign and date the review kept on file. Random or scheduled classroom observations are followed by an e-mail summary of what was observed. End of year evaluations for full-time faculty members typically occur in April. These involve faculty self-assessment, direct supervisor assessment, and opportunities for professional growth. These signed evaluations are kept on file and precede the letting of a renewed employment contract. Termination Employer reserves the right to terminate a contract if: a. There is insufficient enrollment at the determination of the Employer, in which case Employer agrees to notify the Employee within two (2) business days of the decision. Teaching contract cancellation prior to the beginning of class instruction incurs no financial obligation on the behalf of the Employer. For contracts terminated after the beginning of teaching a class, terminated Employees will be entitled to a prorated remuneration based strictly on the day(s) of a class actually held in session as scheduled and taught by the Employee. b. The performance of the Employee is not deemed satisfactory by the Employer. c. Employee fails to comply with any of the terms, covenants and conditions set forth in this contract. d. Employee commits an illegal or immoral offense under Federal, State, local, or institutional laws or ordinances or policies, or engages in conduct which causes the Employee to be held in public ridicule or scorn to such an extent as will, in the opinion of the Employer, have a detrimental effect on the Employee, the Employee's services, or Employer in part or in whole. The use of an illegal controlled substance shall result in immediate termination. Adjunct employment does not count toward consideration of tenure, and adjunct faculty are not eligible for employment benefits. Adjunct employment places no obligation on Employer to renew a contract or to specify any cause(s) for non-renewal and does not constitute a right to full-time employment. TBS employment contracts shall be governed according to the laws of the state of Texas. (For more information about faculty employment, see the TBS “Faculty Employment Policy.”) Absences and Substitutes Faculty are expected to teach or arrange teachers for all class sessions for which they are contracted to teach. If faculty arrange for a guest or substitute during a time in which the faculty member is contracted to receive compensation (most class sessions), payment of an honorarium or other compensation is left up to the discretion of the faculty member. However, if the seminary arranges for a special guest to teach a class session or sessions, then any payments of honorariums or other compensation will be the responsibility of the seminary, not the faculty member. In emergency cases, faculty members should contact the Provost and seminary office at the earliest possible time. Academic Advising Procedures Faculty are expected to be available to students for academic and spiritual advising outside of actual class time. Maintaining availability at least 15 minutes both before and after classes is recommended as a minimum. Additional time(s) of availability and contact information should be noted in course syllabi and posted on office doors if possible. Full-time faculty and employees may utilize their own office space on campus, anyone may use available classrooms and library/conference room spaces, and adjunct faculty may utilize the adjunct faculty workspaces noted previously. Appropriate off-campus advisement is also acceptable, for instance in association with teaching sites and remote instructional locations, at an adjunct’s regular office or at restaurants or other establishments, provided all meetings in all circumstances abide by the TBS Ethos statement. Course Resources TBS faculty are expected to produce and/or compile their own syllabus, grading criteria, and class resources (graphics, handouts, notes, etc.) for their classes. TBS administration may assist with book and resource orders. If faculty need assistance finding or preparing resources, contact the seminary office. We do have some design, graphics, research, audio/video, and web capabilities that can be of assistance, if needed. A complete syllabus – including a list of required books and resources that need to be ordered – must be submitted to the Provost for approval at least two months prior to the start of a class. Bible Software Graduate students typically have access to a platform and version of Logos Bible Software or other digital program(s). If a faculty member does not already have a personal subscription or access to Logos Bible Software or another program available to students he or she should discuss this with the Provost. Email Address Faculty members may use their own e-mail address or TBS can provide an email address according to the following convention: firstname.lastname@TheBibleSeminary.edu Web Portal All faculty and students should have access to the TBS intranet. All course records and most resources should be accessible through this portal. To access, set-up or maintain your class on this system: Visit TheBibleSeminary.edu and click on "My TBS" Fill out the login information: Email: (your e-mail address) Password: (contact the seminary office if you do not know yours) Then click "Login" and “Success – Click to Enter” to continue. Click “Module – Faculty – My Courses" and then select your course by clicking “View.” "Directory" – List of course registrants, including a photo and contact information. "Setup" – We usually do this for you based on information in the syllabus, or you can setup your own by clicking “Add Category” and then “edit” and “Add Assignments” in each category. The total “Weight” of all the assignments have to add up to 100%, as well as the total “Weight” in the categories. Assignments can also be edited, but most of these fields prepopulate and require no changes. "Grading" – Includes several options for inputting grades. "Attendance" – Includes a table for keeping attendance. The table automatically populates everyone “P” for “Present” on the date of each scheduled class. Options for changing that will pop-up when you click the appropriate box include “A – Absent, EA - Excused Absent, UA - Unexcused Absent, L – Late, P – Present, LE - Left Early.” “Resources – A place to manage various system and online resources assigned to your course. To add a new resource, click “General Resources” and “Upload Additional Files” and then “Browse” to select and upload a file. “News Posts” – Option for easy access to relevantly tagged class-related news. “Threads” – Option for intra-class communications. “Student files” – Location of files uploaded by students. “Add/Drop” – Record of students’ status. “Email” – Contact class members individually or as a group through the online email system. Facilities and Equipment TBS facilities are commonly identified using the nomenclature of “TBS@XYZ” to denote the primary location, plus additional “Classroom ###” to identify a specific location on that particular campus. TBS@Katy identifies the seminary’s main campus at 2655 S Mason Road, Katy, TX 77450. Classroom 270 on this campus is a standardized classroom equipped with student desks and chairs, a teaching platform, platform desk with a moveable podium, chair or stool, lighting, electrical power, wireless Internet (contact the office for the password), and dual, duplicate video projection and audio capabilities (adapter plugs available for most computer models, and the single remote for controlling both video and audio is usually in the compartment under the podium). Suite 250 currently hosts the archaeology museum and offices, and Suite 263 serves multiple purposes as reception area, offices, and a conference room/library. These main campus rooms have a posted emergency plan, fire extinguisher, doors to both interior and exterior building access, and interior access to restroom facilities and water fountains. Free water is also available from the water cooler in Classroom 270. Students who would like to utilize available coffee makers on campus should bring their own coffee and contribute other occasionally supplies as needed. Students have access to seminary copy services, paper, and other basic classroom and office supplies within reason. Some services and supplies, such as large volume copying and some color copying, may require additional charges. For more information, contact the Administrative Coordinator. The following are distinctive features of individual facility areas. For more information, speak with the professor, Provost, or other TBS staff member. Classroom 250 • 3J Museum displaying approximately 170 archaeological artifacts. Classroom 270 An interactive projector network with software that allows for dynamic, dual, duplicate projection or split- projection capabilities. Built-in tracking video camera and room microphones for remote video conferencing and distance education, as well as classroom recordings. The production system helps manage presentations and connects to distance education students through Zoom. A TBS staff member or associate is available to train in using the system, which includes synchronous live productions and online interactions, recording of classes and uploading final productions for asynchronous access. A dry erase board with markers. Comfortably seats 40 students but can accommodate 56. Includes a small kitchen area with cabinets, coffee makers (bring your own supplies), a microwave, a standard size household upright refrigerator and freezer (no ice maker), and a large bottled water cooler. Students should label any personal items in the refrigerator or freezer. Classroom 263 – Main Library and Conference Room Variable use room that includes books and other media resources in shelving on all four walls. Single video projector with audio/video capability. Comfortably seats up to 10 in a long conference table configuration with 4 side chairs per side and a chair at each end, plus 10 more at a two-table configuration seating 3 on two sides and 2 each on the others. Includes a small kitchen cabinet area with a Keurig drink maker (bring your own supplies), small microwave, and small under-the-counter refrigerator. Students should label any personal items kept there. Other Classrooms For the most current information about other TBS@XYZ locations, see the TBS Student Catalog under “Campus Resources – Instructional Locations,” the web site under “Academics – Campus” or contact TBS. Campus Offices The seminary’s main campus offices are located in the Great Southwest Equestrian Center office complex just north of The Mansion on the Grace Fellowship campus, as noted on the campus map. Campus Study Space(s) The TBS classroom, main library, and Archaeological Library can be available for independent or group study when not otherwise in use. All areas offer power and wireless Internet. The adjacent Porch area in front of the Grace Fellowship worship center is also available when not in use by the church. Campus Technology Access to electrical power and wireless Internet are available in seminary classrooms, offices, the library, and some outside areas on campus. Additional technology assistance may be available from seminary staff, and, if necessary, can be arranged for a fee from an outside contractor associated with the seminary. Laptops and other portable devices are welcome in classrooms as long as they are used for educational purposes and their use is not disruptive to other students or instructors. Cell phones should be set on silent during class, and phone calls should never be conducted in the classroom during class time. In case of an emergency call, please exit the classroom to answer. Disability Access and Use The TBS main campus includes designated handicap parking spaces, ramp access available for all three main entrances, and handicap-accessible restroom facilities. Other instructional sites also have handicap-accessible parking, entry/exit access, and restroom facilities available. For equipment availability and use by those with disabilities, please contact the TBS office for assistance. For more specific details, see the “Building Use Policy” in the TBS Policy Manual available on at TheBibleSeminary.edu under “About – TBS Documents.” Great Southwest Equestrian Center Campus The seminary is located on the 80-acre Great Southwest Equestrian Center (GSWEC) campus. Exterior common space includes paved and grass parking areas. Primary student parking for the main campus is located in the paved parking lot in front of the seminary offices and classrooms (the west side of the buildings). Interior facilities available for seminary use include common restroom facilities and a water foundation. Also, most GSWEC events are free and open to the public. Grace Fellowship Campus The seminary is located in close proximity to the 30-acre Grace Fellowship campus, which includes ample additional parking south and southwest of the seminary facilities, a large worship center, and a number of various sized meeting facilities. For access to these facilities, please contact the seminary office to help facilitate necessary arrangements. Libraries On campus facilities include a library with thousands of theological study resources that include books, periodicals, and other items in various media formats (CD, DVD, video), including a special archaeology library with more than 400 resources. TBS libraries are open whenever the offices and classrooms are open. General office hours are Monday through Friday, 9:00 a.m. - 4:00 p.m. See the current Academic Calendar for classroom hours. If you need special access, please contact the seminary office. In addition, graduate degree students are provided subscription access to various digital resources such as Logos Bible Software (some financial assistance may be provided, but varies depending on funding), and RightNow Media. Other resources, available online under “Academics – Library,” include links to Journals, Online Databases, and Study Tools. The Bible Seminary is extremely fortunate to offer our students local access to one of the emerging, premier biblical research libraries in the United States, the Lanier Theological Library. Housing a comprehensive collection of books, periodicals, magazines, artifacts, and historical documents designed to aid the serious study of Scripture, this impressive facility currently holds more than 60,000 volumes and will eventually hold over 100,000 books. The library contains several private collections of noted scholars that have been kept intact, and regularly hosts events with noted authors, guest lecturers, and researchers. The library covers the following research areas: Ancient Languages, Ancient Near Eastern Studies, Biblical Studies, Church History, Classics, Dead Sea Scrolls, Egyptology, Monasticism, Patristics, and Theology. Lanier Theological Library 14130 Hargrave Rd Houston, TX 77070 281-477-8400 LanierTheologicalLibrary.org TBS students additionally have access to RightNow Media resources ( RightNow.org ). For information on setting up a student account to access these resources, contact the TBS Administrative Coordinator. Parking and Use of Automobiles on Campus Student parking on campus is available as noted on the campus map. No parking registration or decals are required, and there are no restrictions for the use of automobiles on campus other than related general state and private property laws in the state of Texas. There are designated handicap parking spaces, and the main TBS campus does have ramp access available for all three main entrances. Additional assistance may be available upon request. Primary parking for the main campus is located in the paved parking lot in front of the seminary offices and classrooms (the west side of the buildings). Overflow parking is available in the south and southwest parking areas on the Grace Fellowship campus. For more main campus and other location parking, see the TBS Student Catalog under “Campus Resources – Instructional Locations,” the web site under “Academics – Campus” or contact TBS. Restroom Facilities The main campus has handicap-accessible restroom facilities available down the back hallway. Other instructional sites also have handicap-accessible restroom facilities available. Safety and Emergency Response Plan Introduction This plan describes the general actions to be taken in response to undesirable incidents and emergency circumstances that may be encountered at the TBS main campus on the grounds of the Great Southwest Equestrian Center in Katy, Texas. The purpose of this plan and of the actions that may result from its implementation is intended to achieve these basic objectives: Protection of life and prevention of personal injury, Protection of property and equipment, Avoidance of increased exposure to risk as a result of response actions, and Rapid recovery and return to full, normal operations. The TBS campus consists of two classrooms, offices, library, and a small kitchen/storage area, identified by the Great Southwest Equestrian Center as, north to south, Suites 263 (offices, library), 250 (classroom and offices), and 270 (classroom, kitchen/storage). These facilities are located in the southwest corner of a single story, wood frame, metal-roofed building shared with other tenants, with common areas that provide hallway access, basic utilities, and restrooms. Utilities include electrical service, water, and telephone/internet. There is no natural gas utility connection to the building. No cooking is provided for or allowed in any of the facilities, including the kitchen (posted “House Rules”). Smoke detectors are mounted above each exit door in all three suites. Fire extinguishers are located near the east (hallway) exit doors in all three suites. Organization Due to the small size of TBS and limited staffing, response to emergencies will require a strong dependence on local authorities. Members of TBS staff or adjunct faculty may be the sole individuals on site to assure an appropriate initial response to emergency circumstances according to the procedures described in this plan. Cooperation and assistance by students and volunteers are encouraged and appreciated. TBS is located at the southern boundary of Harris County and is therefore in the jurisdiction of the Harris County Sherriff. Fire, ambulance, and emergency medical services are provided by Harris County Emergency Services District (HCESD) #48 . 911 service is available and should be the primary method of contacting response services in case of emergency circumstances. NON-EMERGENCY Phone Numbers Harris County Sheriff 713-221-6000 Fire and EMT’s (HCESD #48 ) 281-578-2518 Memorial Hermann Katy Hospital 281-644-7000 Poison Control Center 800-784-7661 Primary TBS Emergency Contacts Lynn Lewis 832-525-5244 Rick McCalip 281-793-4561 Orientation, Training, Exercises Employees, volunteers, adjunct professors, and instructors will be provided copies of this plan and a discussion of the plan’s provisions will be included in the process for developing employee performance agreements. The plan will be reviewed with students at the beginning of each semester’s classes. A poster summarizing general response actions and evacuation plans will be posted near the hallway doors at the eastern end of each suite. Fire evacuation exercises will be conducted once per semester, during a time of greatest number of class attendance. Procedure for Notifying Emergency Response Agencies In case of emergency circumstances requiring response assistance, a TBS staff member, adjunct faculty, or designated student should call 911. The caller should remain as calm as possible and provide the following information to the 911 operator. If the incident is described below as a circumstance requiring evacuation, this call should be made by someone who has completed evacuation, while evacuation is continuing. 1) Describe the emergency Injury of Illness Requiring Medical Attention or Evaluation Number of ill or injured individuals Fire or Possibility of Fire Terrorism or Violent Threat Life Threatening Situation 2) The Bible Seminary location The Great Southwest Equestrian Center 2501 South Mason Road (Physical address) Facilities directly north of Grace Fellowship Mansion Suite 263 (Offices) and 250 and 270 (Classrooms) 3) Answer the operator’s questions but respond “I don’t know” if not sure. Unless necessary to protect life, students should not move any injured or ill person. Provide comfort and, if someone is available, meet emergency services outside the building. Provide first aid only to the extent that the person feels confident in what to do and how to do it. Violence or Threatening Circumstances If the threat is outside the offices or classrooms, students should lock the exterior doors and doors to the hallway, call 911, and remain inside away from windows and doors until the authorities arrive. If the threat is inside the offices or classrooms, remain calm and attempt to do nothing to incite action by the intruder/perpetrator. Individuals should hide, use furniture as protection, and do whatever is necessary to minimize risk of confrontation and harm. If at all possible, exit the involved offices or classroom areas. 911 must somehow be called as promptly as the situation will allow. Students should provide the 911 operator as accurate a description of the person or person(s) as possible. Note the type of dress, height, weight, sex, and any other characteristics/physical items that are particular to the individual(s). Report the type of weapon (if known) and direction of travel or area entered. Upon arrival of responding authorities, follow their instructions and assist as requested. Severe Weather If the immediate area is under a severe thunderstorm or tornado warning, close exterior and hallway suite doors and take refuge in the inner hallways outside the hallway doors of the offices and classrooms. Remain in the hallway area until the warning has been released. Students and faculty are advised to utilize warning services available through cell phone-based services to receive notifications of severe weather warnings from the National Weather Service. KTRH radio (740 AM) and www.weather.gov are the best sources of reliable weather information. To confirm open/closed status of the offices and classrooms, contact Lynn Lewis or the TBS main office at 281-646-1109. Fire Emergency If an incipient stage fire is noticed and a TBS staff member or student is willing and able to attack the fire with an available fire extinguisher, please do so. Incipient stage is a fire which is in the initial or beginning stage and which can be controlled or extinguished by portable fire extinguishers without the need for protective clothing or breathing apparatus. If the extent of the fire is not visually verifiable as incipient stage, call 911 while immediately initiating evacuation, as described here. In case of fire or smoke, indicated either visually, by smell, by notification from others, or one or more alarming smoke detectors, students should immediately evacuate the building, using the main front doors to the parking lot. Those evacuating should leave personal items in place, except to the extent that a minimum number of items can be collected and carried out, as long as this can be completed in essentially one motion while proceeding to evacuate. Close all doors upon evacuation completion and leave the doors unlocked. Gather in the shaded area immediately behind the Great Southwest Equestrian Center sign, due west of the building, at the corner of Champions Way and Northmoor Drive (southwest corner of the parking lot). If any student, faculty, or staff vehicles are parked along the front of the building or near the building and if safe to do so, vehicles should be moved as far west and northwest in the parking lot as practical. This is to protect the vehicles from damage, but also to assure access by responders to the possible sources of fire or smoke. Upon parking, students should lock vehicles and return to the gathering point. If, for any reason, the front doors are blocked, or the parking area appears unsafe for evacuation, students should check the back hallway doors for heat, and only if cool to the touch, carefully evacuate through the hallway toward the restrooms, exiting the building through the exterior door immediately across the hall from the restrooms. If this secondary route is used, the initial gathering point will be in the covered storage area due east of the exterior door. Fire extinguishers can be used to assure safe passage through the hallways to the exit. As evacuation completes, a member of TBS staff, volunteer, adjunct faculty, or student volunteer must verify that evacuation is complete, including verifying common areas and restrooms have been also evacuated. Evacuees are to wait at the gathering point for further instructions or until all clear is announced by response agencies or TBS staff. If the secondary evacuation route to the covered storage area is used, as soon as conditions appear safe, evacuees should walk to the north, around the north end of the buildings in the area, progressing west then south, returning to the parking area and the primary assembly point at the southwest corner of the parking lot. After full evacuation is verified, individuals may be allowed to wait in their personal vehicles for further instructions or the all clear is issued. Bomb Threat If a bomb threat is received either by phone or other means, students should consider it real and an impending threat. Call 911 and report the threat. Classes should be cancelled, students, adjunct faculty, visitors, and volunteers should quickly gather their personal belongings, visually survey their area for anything appearing unusual or unfamiliar, reporting any such issues to TBS staff, exit the building to vehicles and leave. TBS staff should move to a safe area nearby and await responding authorities. If a bomb threat is received by phone, stay as calm as possible and attempt to gain information from the caller: Where is the bomb? What does it look like? When is it to detonate? How will it be detonated? Why are you doing this? What is your name? Where are you? Can I pray for you? While on the call, students should listen for background noise, note the characteristics of the caller’s voice, and try to evaluate the emotional state of the caller. Note any caller ID information about the caller. Immediately following the call, write down, as completely and accurately as possible, the statements made by the caller, answers provided to any questions you were able to ask, noted circumstances of the call and caller, and all caller ID information. If the threat is received by mail, students should immediately reduce, and avoid as much as possible, handling of the paper and envelope, preserving all materials for inspection by authorities. Write down the names of any individuals who handled the materials and write down a description of how the item was received (regular mail, express delivery, found in mailbox, etc.). Inspections, Review, and Documentation Inspections of fire extinguishers, smoke detectors, evacuation pathways, and assembly areas are performed monthly and documented according to the TBS Facility Inspection Procedure. A written record of each fire drill and noted suggestions for improvement is to be prepared by the TBS staff member coordinating each drill. In the event of notification of 911 or an evacuation, a written record of the circumstances surrounding the event should be prepared cooperatively by the TBS staff members, volunteers, adjunct faculty, or assisting students. Included in this record should be any identified difficulties or opportunities for improvement that are identified as a result of the event. At least annually, the TBS President shall lead a review of any incidents, reports, and of this plan, assuring completion of any necessary refinements and corrections. Use of Facilities The buildings, grounds, and equipment (facilities) of The Bible Seminary (TBS) shall be confined to religious, educational, social, service, and other character-building functions. Educational activities will always have priority over outside requests. No meeting may be scheduled by any group that will conflict with any regular or special events involving the faculty, students, and administration of TBS. All classes and other events associated with TBS programs are routinely scheduled. Any additional requests for use of the facilities are to be approved and scheduled by the President and/or Vice-President of Finance and Administration. Prohibitions Alcoholic beverages, illegal drugs, or drug paraphernalia are strictly prohibited from being present or being used on or in any TBS facility. Appropriate action will be taken to safely remove anyone in possession of such materials or who may appear to be under the influence of alcohol or illegal drugs. Any suspicious materials will be removed. Appropriate authorities may be contacted to assure enforcement of federal, state, and local laws and ordinances. The use of tobacco products in any form is not permitted inside any TBS facilities. With the exception of seeing-eye dogs or other medically-required service animals, no pets are permitted in TBS facilities. Sponsoring groups who violate this Building Use Policy may be subject to the loss of facility privileges and/or immediate termination of the subject activities or events. Concerning firearms, TBS complies with Texas Government Code, Chapter 411, Subchapter H, Section 411.2031, in that those individuals licensed by the State of Texas to carry a handgun are not prohibited from carrying a handgun on the TBS campus. However, according to the Texas Penal Code, Chapter 46, Section 46.035 (a-1), while on the TBS campus, with the exception of law enforcement and peace officers, license holders may only carry handguns in a concealed manner (not partially or wholly visible). All other firearms are prohibited inside TBS facilities. For additional details about use of facilities, see the “Building Use Policy” in the TBS Policy Manual. Faculty Association The TBS Faculty Association formed in the fall of 2018 to afford faculty members the opportunity to share in the governance of the seminary. The Faculty Association helps process the hiring of full-time faculty members and curriculum review and development. Furthermore, the Faculty Association systematically reviews policies and makes recommendations to the Board through the administration for policy changes. Likewise, the Faculty Association facilitates faculty awards and recognition and plays a role in the grievance and appeals process. Full- time faculty members comprise the Faculty Association and are eligible to serve as officers. Adjunct faculty members may also serve on the Faculty Association. The Faculty Association meets at least once per semester. Faculty Complaints and Due Process Faculty of The Bible Seminary with a complaint should follow the rule of Matthew 18:15-16 as their primary model and as outlined in the TBS Grievance Policy. This includes speaking directly and confidentially with the person most responsible for the situation in a timely manner (within 14 days) in attempt to resolve the problem with dialogue through calm, rational dialogue and Christ-like demeanor. If the conversation does not bring a satisfactory response, or if it is not appropriate for the faculty member to speak with the person, the faculty member should speak confidentially with the Provost, who can assist in resolving his or her informal complaint. If this process proves unsatisfactory, a formal complaint may be filed to allow both parties due process in resolving an issue not able to be settled informally. The Provost serves as the Complaint Officer for TBS, will advise persons through the formal complaint process outlined in the next section, and keep documentation of formal academic complaints in a locked file in the Provost’s office. Complaint Notification Process It is advisable (although not required) for a faculty member to meet with his or her academic dean to discuss the matter prior to writing a complaint letter. Official complaints should be submitted in writing to Provost either by e-mail or letter. Complaints should clearly denote date(s), facts, person(s) involved, and specific details. Except in extenuating circumstances, complaints must be signed and dated by the complaining party. Anonymous complaints, or complaints on behalf of persons not directly involved but submitted on behalf of someone else, will not be accepted or reviewed. Complaint Review Process The Provost will review the complaint and notify the appropriate person(s) for further action. The appropriate person(s) will investigate the complaint and, as necessary, meet with the complainant and/or other parties to determine an appropriate course of action and response. A report of the investigation and results will be submitted to the Office of the Provost, and a written response to the complainant will be provided, typically within two business weeks of receiving the complaint. If the written response does not resolve the complaint, the Provost will bring the parties together for a conference where the two parties can talk face to face (or if this is not practical, over the phone) in an atmosphere of fairness and cooperative problem solving. This meeting will include the faculty member, the respondent, and the Provost. The respondent may bring an advocate if desired. Appeal Complainants desiring to appeal a decision may submit a signed statement of appeal within two business weeks of the decision to the Office of the President, The Bible Seminary, 2655 S Mason Rd, Katy, TX 77450. The Office of the President or designee will all documentation related to the situation and review the appeal and may choose to meet with the complainant and/or other parties. The Office of the President will respond in writing concerning the disposition of the appeal within two business weeks of receiving the appeal. If the issue is still not satisfactorily resolved, a final court of appeal in the form of a Judicial Panel may be appointed by the President, and consist of the President, a representative of the Faculty Association, and a member of the Board of Trustees. Their decision is final and binding. After exhausting each procedural step of the above complaint procedures, persons still not satisfied with the outcome may file a complaint with the appropriate agency as outlined below. To the extent in which TBS has control, TBS ensures that all administrators, faculty, and staff will fully cooperate with the agencies listed below in the event of any complaint proceedings involving TBS. Transnational Association of Christian Colleges and Schools (TRACS) An individual may make an inquiry to the Transnational Association of Christian Colleges and Schools (TRACS) regarding complaint procedures or about issues and concerns that could be considered complaints at which time TRACS will direct the individual to the TRACS website at www.tracs.com with instructions on downloading the packet containing the Policies and Procedures for Complaints Against Member Institutions, the TRACS Complaint Information Sheet, and the TRACS Complaint Processing Form. However, TRACS response and its obligations to meet the specific timetables outlined in these procedures will begin only after the complainant submits all documents required in the TRACS Complaint Information Sheet. A formal complaint is one that is: Submitted in writing using the TRACS Complaint Processing Form (including all required supporting documentation); Signed; and Sent to the attention of the President of TRACS by the complainant(s). Complaints which are not in writing, anonymous, or sent electronically or through facsimile transmission will not be considered. 3. Once the complainant has filed a complaint on the TRACS Complaint Processing Form, the following procedures will be followed for review and consideration of the complaint: a. TRACS will acknowledge receipt of the complaint within 15 working days. b. Within 30 working days of receipt of the complaint, the TRACS staff will review the complaint and its documentation and determine: i. Whether it is within the jurisdiction of TRACS and is related to one or more of the TRACS Standards; ii. If there is adequate documentation in support of the allegations; and iii. Whether the complaint raises questions regarding the institution’s compliance with the TRACS Standards sufficient to require the institution to submit information and documentation regarding the complaint. 4. By the end of the 30 working days review TRACS will inform the complainant regarding one of the following dispositions of the complaint: a. The complaint will not be processed further because it is not within the jurisdiction of TRACS (not related to a TRACS Standard) or there is inadequate documentation to raise questions concerning the institution’s compliance with the TRACS Standards. b. Documentation is inadequate and additional documentation may be necessary from the complainant. c. The institution will be asked for information regarding the complaint. 5. If information is required from the institution, TRACS will forward a copy of the complaint to the institution’s President who will be asked to respond and provide all documentation to TRACS within 30 working days of receipt of the complaint. 6. Within 20 working days of receipt of the institution’s response, the President of TRACS will make one of the following determinations regarding the complaint: a. There is insufficient evidence of significant non-compliance on the part of the institution and the complaint will not be processed further. The decision of the President of TRACS is final. b. TRACS is unable to determine compliance at that time and the case will either be included in an upcoming scheduled visit to the institution or a special Focus Team will be sent to the institution to examine documents, interview appropriate individuals, make a determination regarding the compliance of the institution, and prepare a report with recommendations for bringing the institution into compliance. c. No response was received from the institution or evidence suggests the institution is not in significant compliance with one or more of the TRACS Standards and what steps will be taken to correct the issues up to and including possible Adverse Action. 7. If either b. or c. above occurs, within 20 working days the President of TRACS will notify the complainant that the complaint is settled and which of those options TRACS will pursue and also notify the institution which of those options TRACS will pursue. 8. The President of TRACS will present the findings of any team report to the Commission along with a recommendation at the next scheduled meeting; at which time the Commission will make a decision regarding the disposition of any non-compliance. The decision of the Commission is final. 9. Following that meeting, the complainant and institution will be notified of the decision of the Commission. For more information on TRACS complaint policies, a complaint information sheet, or to obtain a complaint form, visit “Resources – Publications and Information – Complaint Packet” at TRACS.org . Transnational Association of Christian Colleges and Schools (TRACS), 15935 Forest Road, Forest, Virginia 24551; Phone: 434-525-9539; Fax: 434-525-9538; Email: info@tracs.org ; Website: www.tracs.org . For complaints related to the Texas Higher Education Coordinating Board, complainants may contact the Texas Higher Education Coordinating Board, Office of General Counsel, P.O. Box 12788, Austin, TX 78711-2788. For complaints related to Title IX—Office of Civil Rights, U.S. Department of Education, 1999 Bryan St., Suite 2600, Dallas, TX 75201. For additional information about filing complaints through other governmental agencies, visit DOL.gov , EEOC.gov , or TWC.Texas.gov . Faculty Rights and Responsibilities This Faculty Handbook spells out the rights and responsibilities of faculty members. TBS assures faculty members fair compensation and benefits, a safe and stress-free work environment, administrative support, and due process. TBS expects faculty members to teach in accordance with the Covenantal Documents, offer students superb educational experiences, live exemplary lives which inspire ethical and academic excellence, meet administrative deadlines, respond promptly to all e-mail correspondence and phone calls, maintain reasonable accessibility to students, serve on committees as assigned, participate actively in the Faculty Association, and practice biblical conflict resolution. Faculty Workload Requirements and Restrictions Full-time faculty members teach an average of four graduate-level courses per semester or the equivalent thereof. Two Bible Certificate courses equal one graduate course. Teaching loads may be reduced for faculty members who are assigned significant projects. Faculty members must obtain written administrative approval to teach courses for other colleges, universities, or seminaries. Institutional Grading System Intellectual Property Policy and Copyright Information TBS course(s) that faculty are paid by the seminary to develop are owned by the seminary. However, developers retain creator's right in perpetuity to course materials wherever and whenever they want without paying the seminary any royalties or fees and are free to alter the course and accompanying materials at their sole discretion. Likewise, TBS maintains owner’s rights in perpetuity to course materials without paying the developer any additional royalties or fees beyond the original contract, and the seminary is free to alter a course and accompanying materials at any time and any way. Any books, articles, or other materials such as PowerPoint presentations that are written or created by a faculty member during his or her employment at The Bible Seminary, and not related to employment responsibilities, belong to that faculty member in perpetuity and shall bear his or her copyright. The Bible Seminary shall own the copyright for any joint writing assignments and articles which appear in the institutional publications, unless otherwise agreed upon. Respect copyright laws The Bible Seminary and its faculty, staff, and students are expected to respect copyright law (Title 17 of the United States Code, http://www.copyright.gov/title17/ ) for both print and electronic content that is created, copied, distributed, performed, or used in our community. Respect for copyright includes but is not limited to: All formats of text, pictures, sound, and video including music and dramatic works Materials produced by the seminary’s faculty, staff, and students Materials available electronically or distributed in print Materials restricted to students in a particular class Materials duplicated or scanned for personal research use Considerations Before Using Copyrighted Materials If you have not obtained permission before copying, consider the: Purpose of the Use Nature of the Copyrighted Material Amount Copied Effect on the Market for the Original Does the cumulative weight of your choices favor fair use? Is your decision reasonable? Is fair use justified? Should you obtain permission before making copies of the work? Copyright policy The Bible Seminary facilities, equipment, staff, and student workers shall only be used to copy, scan, stream, record, and/or distribute materials for which: Copyright fair use analysis or permission is not needed To link to materials that are freely available through the Web or available through a licensed database Materials in the public domain which are typically published prior to 1923 (see http://librarycopyright.net/resources/digitalslider/ for additional nuance) Materials offered freely under a Creative Commons license (being sure to observe the terms of the specific license). Creative Commons (a nonprofit) helps you share your creativity and knowledge - Free, easy-to-use copyright licenses provide a simple, standardized way to give the public permission to share and use your creative work. Creative Commons licenses are not an alternative to copyright. They work alongside copyright and enable you to modify your copyright terms to best suit your needs. Performance and display of videos and other works within the limitations of Section 110 of the Copyright Act Materials needed for the print-disabled when accessible copies are not readily available (as described in Section 121 of the Copyright Act) Copyright Fair Use Analysis When copyright is active and permission has not been obtained, the only way to use copyrighted materials is through fair use. Within the parameters of copyright law, provisions have been made for use of materials by non-copyright holders including “ fair use ” as codified in section 107 of the copyright law. “...the fair use of a copyrighted work, including such use by reproduction in copies or phonorecords or by any other means specified by that section, for purposes such as criticism, comment, news reporting, teaching (including multiple copies for classroom use), scholarship, or research, is not an infringement of copyright. In determining whether the use made of a work in any particular case is a fair use the factors to be considered shall include: a. the purpose and character of the use , including whether such use is of a commercial nature or is for nonprofit educational purposes; b. the nature of the copyrighted work; c. the amount and substantiality of the portion used in relation to the copyrighted work as a whole; and d. the effect of the use upon the potential market for or value of the copyrighted work.” The Association of Research Libraries describes further applications and examples of fair use in the academic community within its Code of Best Practices in Fair Use for Academic and Research Libraries (January 2012). ORDINARY FAIR USE ANALYSIS: Fair use will generally be assumed when involving a small, appropriate quantity (single chapter, journal article, or less than 15% of the whole work), with restricted access for personal research or distributed to students in a class, and with a non-profit, educational purpose. EXTRAORDINARY FAIR USE ANALYSIS: When not within the parameters of the simple analysis, fair use must to be demonstrated by use of the attached Copyright Fair Use Analysis Checklist in consultation with a librarian or the Academic Dean’s Office. Any duplication or electronic posting request relying upon fair use beyond the ordinary analysis above must include a completed checklist, which will be retained as added pages to the copyrighted materials. 3. Obtaining permission When the Copyright Fair Use Analysis does not favor use, permission is required from the copyright holder. In some cases, the author, publisher, or distributor can be contacted directly or the Copyright Clearance Center ( http://www.copyright.org ) can usually assist in obtaining and collecting fees for the necessary authorization. Modest fees for instructional purposes may be paid for by the library. Questions and concerns Questions regarding these guidelines or other copyright issues should be directed to the TBS librarian or Faculty Department Chair. Concerns about or violations of this policy should be referred to the Office of the Provost. Office Hours Full-time faculty members maintain regular office hours a minimum of ten hours per week. Office hours appear in syllabi and are posted on the faculty member’s door. Ideally, faculty are available to students 15-20 minutes before or after class meetings, especially at remote instructional locations. Faculty should notify the Provost if they are unable to maintain their scheduled office hours. Similarly, adjunct faculty members should be available to students 15-20 minutes before and after class meetings and by appointment. Orientation All employees are expected to attend a departmental and/or institutional orientation session prior to beginning work. In lieu of a group session, an individual orientation in person, by phone, or e-mail may be arranged. Orientation may include, but is not limited to: • Information on policies, requirements, and goals for the seminary as a whole and specific courses in particular, along with access to examples of past course syllabi (if available). • Official schedule of classes, including academic calendar and time frame(s) of classes. • Information and assistance regarding textbook(s), ancillary materials, and supplies, as well as a review of educational and professional services available to assist with course preparation, teaching, and reporting, and employee needs/requirements. • Instructional technology orientation, including institutional email account, computer and Internet access, telephone access, and media resources and tools. • Orientation of the teaching location and environment, as well as appropriate place(s) and parameters for meeting with students outside of class. Procedures for the Procurement of Equipment and Supplies Basic supplies are available without requisition in the supply cabinet in Room 263. Equipment requests should be made in writing to the Provost. If approved, all equipment requests are consolidated into a line-item request to the president as part of the annual budgetary cycle. With approval of the annual budget, the request becomes eligible for funding. Promotion and Tenure TBS annually considers full-time faculty members for promotion. Factors that drive promotion in rank include annual evaluations, publications, and work done above and beyond the stated job description. TBS only offers annual contracts to full-time faculty, or semester contracts to adjunct faculty, and does not offer tenure to faculty. Provisions for Faculty Development Faculty development is important to a healthy academic institution. TBS allocates funds to enable full- time faculty members to attend the annual meeting of the Evangelical Society and encourages all faculty to attend the typically annual Summit Prayer Retreat. Other conferences that directly impact faculty development may be funded or partially funded as well. Specific faculty development needs and opportunities are discussed as part of the annual evaluation process. For more information, see the Continuing Education Reimbursement Policy in the Policy Manual. Student Attendance Requirements Student attendance directly impacts student achievement. As a result, faculty members teaching graduate courses must publish and enforce an attendance policy in their syllabi. A standard attendance policy exists for Bible Certificate courses: Except in unusual circumstances, in order to receive course credit, Bible Certificate students must attend at least 75% of class sessions. This includes both excused and unexcused absences. Therefore, for an eight-week course, students may miss no more than two (2) sessions, and for semester-length (13 or 14-week) courses students may miss no more than three (3) sessions. Students who expect to miss a class should notify the professor ahead of time, and all absences should include follow-up by the student to gain access to and review notes, videos, etc. from the missed class(es). Barring other factors, successfully following this policy will result in assignment of "Pass" for the course, whereas failure to adhere to this policy will result in the assignment of "Fail" and require retaking the course in order to obtain credit. Textbook Adoption and Management Faculty members drive the adoption and management of textbooks. Except in rare circumstances, faculty members select their own required and optional textbooks and supplemental materials for the courses they teach. From time to time, the Provost may ask for input from the Faculty Association on proposed textbooks. In conjunction with syllabus and course review processes detailed in the TBS Comprehensive Assessment Plan (CAP), copies of course textbooks scheduled for use are made available in the TBS library and may also be made digitally available. Although TBS staff work to make sure all required resources for all currently scheduled semester courses are available in the library, faculty should double check to make sure prior to the launch of the semester in which the course resources are required. Sample Course Syllabus (Request an actual sample syllabus for any previous course from the TBS Office.) For more information, contact: The Bible Seminary 2655 S Mason Road Katy, TX 77450 281-646-1109 (Phone) Info@TheBibleSeminary.edu TheBibleSeminary.edu © The Bible Seminary Faculty Handbook Latest revision: 10/3/22Current Version : Board-approved October 2022 Original Version : August 2013

Board Member < Back Previous Next Bob Chalker Board Member Bob Chalker is the former Chief Executive Officer of the Association for Materials Performance and Protection. He retired in June 2023 and continues to stay active by serving on the board of directors for several privately held companies and not-for-profit organizations. He is also actively engaged in a variety of consulting and project opportunities in the areas of governance and executive coaching. He earned his MBA at Oakland University (Rochester, Michigan) and completed his bachelor's degree in industrial engineering at the University of Cincinnati. He is currently enrolled in TBS’s Certificate of Theological Studies program. Bob is very happily married to his wife Kim. They have two grown children, Taylor and Stephen, and two beautiful granddaughters, Finleigh Colleen and Leila Valerie. He is putting his extra time in retirement to good use as he and Kim are very active in their church and community organizations serving as called. Together they enjoy scuba diving, traveling in their RV, reading, and their passion for little British cars, owning a 1972 MGB and a 1959 MGA roadster.

Associates for Biblical Research < Back Previous Next The Amarna Letters on Digging for Truth TV (2-part series) Associates for Biblical Research The Amarna Letters (2-part series), Digging for Truth TV, Associates for Biblical Research, 11/21/2021 and 11/28/2021 When the Israelites began conquering the Promised Land around 1406 BC, the book of Joshua indicates Canaan was controlled by kings. In the 1880’s, an archive of tablets was discovered in Amarna, Egypt. What can these tablets tell us about the land of Canaan, and how do they relate to the biblical books of Joshua and early Judges? Archaeologist and Shiloh Excavation Director Dr. Scott Stripling joins us from The Bible Seminary to help us better understand the Amarna Letters. Previous Next

TBS CAP 2022 TBS CAP 2022 Comprehensive Assessment Plan 2022 The most recent version of this document is available for viewing and printing on the TBS website under “About – TBS Documents.” The Bible Seminary 2655 S Mason Road Katy, TX 77450 281-646-1109 (Phone) Info@TheBibleSeminary.edu TheBibleSeminary.edu The Bible Seminary Comprehensive Assessment Plan 2022 “Test everything; hold on to what is good.” I Thessalonians 5:21 This Comprehensive Assessment Plan (CAP) outlines the processes for assessing progress toward achieving the mission of The Bible Seminary (TBS). The plan is designed to help demonstrate and improve educational effectiveness by providing descriptions of assessment in both academic and non-academic areas. Introduction The Bible Seminary (TBS) is an independent, non-denominational, 501(c)(3) charitable institution of higher education incorporated in Texas in 2010 to offer training for laity and vocational ministry professionals. On-campus and Distance Education programs include Bible Certificate and Vocational Ministry Certificate non-degree programs, as well as Dual Degree Completion, Master of Arts, and Master of Divinity degree programs. The seminary is an Accredited member of the Transnational Association of Christian Colleges and Schools (TRACS), a member of the National Council for State Authorization Reciprocity Agreements (NC-SARA) approved to offer Distance Education, a member of the Council for Higher Education Accreditation (CHEA), an approved CEU provider for the Association of Christian Schools International (ACSI), and an accredited member of the Evangelical Council for Financial Accountability (ECFA). TBS aims to help nurture a biblically literate populace via comprehensive, strategic, Bible-based training. Faculty seek to integrate studies of the Bible with instruction in historical, theological, and practical disciplines critical to developing professional skills for life and ministry. Experiential education occurs through classroom instruction, study tours, hands-on ministry training, and community-based training with ministry professionals. Leadership includes Dr. K. Lynn Lewis, President; Dr. Scott Stripling, Provost and Vice-President of Donor Relations; Dr. Israel Steinmetz, Dean of the Graduate Programs and full-time Professor; numerous adjunct faculty, ministry professionals, and mentors who serve as part of the teaching team; and a Board of Trustees. Accreditation The Bible Seminary is a member of the Transnational Association of Christian Colleges and Schools (TRACS) [15935 Forest Road, Forest, VA 24551; Telephone: (434) 525-9539; e-mail: info@tracs.org ] having been awarded Accredited Status as a Category III institution by the TRACS Accreditation Commission on October 26, 2020. This status is effective for a period of five years. TRACS is recognized by the United States Department of Education (USDOE), the Council for Higher Education Accreditation (CHEA), and the International Network for Quality Assurance Agencies in Higher Education (INQAAHE). For more information, visit TRACS.org. TBS is an Accredited member of the Evangelical Council for Financial Accountability (ECFA). Based on the ECFA Seven Standards of Responsible Stewardship™, including financial accountability, transparency, sound board governance and ethical fundraising, ECFA accredits leading Christian nonprofit organizations that faithfully demonstrate compliance with the ECFA Standards pertaining to financial accountability, fundraising, and board governance. For more information, visit ECFA.org or call 1-800-323-9473. The Bible Seminary is a participating member of the National Council for State Authorization Reciprocity Agreements (NC-SARA), a private nonprofit organization [501(c)(3)] that helps expand students’ access to educational opportunities and ensure more efficient, consistent, and effective regulation of distance education programs. For more information, visit NC-SARA.org. Also see: Council for Higher Education Database of Accredited Institutions U.S. Department of Education Database of Accredited Institutions Covenantal Documents The Bible Seminary requires all administration and staff, Board members, faculty, and graduate students to read and sign in agreement with a set of covenantal documents that help define the ideological, relational, and theological parameters of the seminary community. Generally, everyone signs these documents annually in conjunction with their employment, enrollment or re-enrollment, and service contracts. Mission The Bible Seminary exists to glorify God by training Christian believers in a context of biblical community in all 66 books of the Bible so that they can serve the local church and fulfill the Great Commission by the power of God’s Spirit. Core Values Key Verse "They read from the book of the Law of God, making it clear and giving the meaning so that the people could understand what was being read." Nehemiah 8:8 Lordship – Because He is Lord (Philippians 2:11), we will continually ask Jesus Christ to sit on the throne of the seminary and on the throne of the lives of its faculty, administrators, and students for the glory of God (1 Corinthians 10:31). Bible – Because the Bible is the fully true Word of God (2 Timothy 3:16), we will offer and require the study of all 66 books of the Bible before graduation with a degree. We will seek to creatively integrate classical theological disciplines and ministry training by studying books of the Bible (i.e. Church History will begin with the Book of Acts and keep going; Pastoral Leadership will come through the study of the Pastoral Epistles; Systematic Theology will flow out of the study of the Pauline Epistles). Prayer – Because apart from Him we can do nothing (John 15:5), we will continually seek to plug into the Vine Jesus Christ through yielding to Him in prayer. We will offer a unique emphasis on prayer, integrated with the curriculum, in classroom settings, meetings, and continual prayer opportunities in the life of the seminary. Unreached Peoples – Because the return of Christ awaits the evangelization of all people groups (Matthew 24:14), we will keep our eyes on the unreached peoples of the world and train our students to have a heart for the fulfillment of the Great Commission (Matthew 28:18-20) by seeking to reach millions of souls for Jesus Christ. Local Church – Because the church universal (the body of Christ) is God’s plan (Matthew 16:18), comprised of local churches (Acts 20:28; Romans 16:3-5; Acts 5:42), we will have a symbiotic relationship of service, training and education with local churches and parachurch ministries. Community – Because we were created for community (Genesis 1:26; Hebrews 10:24-25), we will seek to build a unique fellowship where we continually grow together in relationship and as followers of Christ, seeking to live as examples of biblical community, where authenticity and accountability are practiced, and where integrity is modeled and taught (Romans 12:4-5; Acts 2:42-47; 4:32-35). Compassion – Because God has a huge heart for the poor and overlooked (Matthew 25:31-46), we will strive to motivate, equip, and train students to minister to “the least of these” as a lifestyle. Institutional Objectives The Bible Seminary strives to provide faculty, staff, and support services that: • Promote belief in Jesus Christ as LORD and the centrality of discipleship by offering Christ-centered educational programs and courses. • Promote all 66 books of the BIBLE as the fully true Word of God by integrating the study of these biblical books into studies of classical theological disciplines and ministry training. • Promote the vital priority of PRAYER by modeling and teaching prayer in classes, events, meetings, publications, and retreats. • Promote awareness of and compassion for UNREACHED PEOPLES of the world by offering education in missions and engagement in cross-cultural endeavors. • Promote experiential training by integrating LOCAL CHURCH and parachurch ministry leaders, site visits, and service opportunities into educational experiences. • Promote authenticity, accountability, and integrity through genuine communication, collaborative learning, and ethical relationships in an academic faith COMMUNITY. • Promote COMPASSION by providing education and cooperative experiences in ministering to the poor, overlooked, and underprivileged. Progress in achieving each institutional objective is measured with Likert Scale assessments completed by students prior to beginning and upon completion of curriculum. Institutional Outcomes • The student will demonstrate mastery of all 66 biblical books by completing a summative Capstone project (CAP 590) as the culmination of his or her program prior to graduating with a degree. • The student will demonstrate learning proficiency, progression in study skills, and academic achievement through successfully passing course exams, improving scores between pre-course and post-course assessments, research reports, written papers, and class presentations. • The student will demonstrate evidence of core ministry skills in basic and advanced hermeneutics, pastoral leadership, preaching and teaching, biblically-based counseling, and cultivation of personal and group spiritual formation by successfully passing course exams, improving scores between pre-course and post-course assessments, and submitting respectable quality research reports, written papers, class presentations, and ministry service reports. • The student will demonstrate exegetical comprehension and applied learning from the study of biblical cultures, languages, history and theology through successful engagement in course assignments and ministry activities within the seminary educational community and beyond, and by successfully passing course exams, improving scores between pre-course and post-course assessments, and submitting respectable quality, research reports, written papers and class presentations. Doctrinal Statement • We believe in the inspiration and authority of Scripture – The Bible is the only inspired Word of God, fully true, and our sole authority for all that we believe and do (2 Timothy 3:16-17; 2 Peter 1:20-21; Matthew 5:18). We hold to the inerrancy of Scripture, as outlined in the “Chicago Statement on Biblical Inerrancy.” • We believe in one God – There is only one true God who exists eternally in three Persons: God the Father, God the Son, and God the Holy Spirit (Genesis 1:26; Deuteronomy 6:4; Matthew 28:19; John 14:9; Acts 5:3-4,9; 2 Corinthians 3:17; 13:14; Hebrews 1:1-3, I John 5:7). • We believe in the deity and humanity of Christ – Jesus Christ is Lord, being fully God and yet fully Man, born of a virgin, as affirmed in the Nicene, and Apostles’ Creeds (Matthew 1:18-23; Luke 1:26-38; John 1:1-2,14; Philippians 2:5-8; Colossians 1:13-20; Hebrews 1:8). • We believe in substitutionary atonement – Jesus Christ died on the cross as our substitute – taking upon Himself the penalty of the sins of fallen humans (John 1:29; Romans 3:25-26; 5:8, 12-19; Galatians 3:13; 2 Corinthians 5:21; 1 Peter 3:18). • We believe in the resurrection of Christ – Jesus rose from the dead in a bodily resurrection defeating sin and death (Romans 6:4-9; 10:9; 1 Corinthians 15:3-6). • We believe in salvation by grace through faith alone – A person is saved from eternal separation from God as a free gift when that person places their faith in Jesus Christ who is the only way to the Father (John 1:12; 3:16; 5:24; 14:6; Acts 4:12; Romans 1:16-17; Ephesians 2:8-9; Revelation 21:27). • We believe in the Second Coming of Jesus Christ – Jesus Christ will come again to judge the living and the dead (Matthew 24-25; Acts 1:9-11; 1 Thessalonians 4:13-18; Revelation 19-21). • We believe in heaven and hell – Believers in Jesus Christ will be resurrected to everlasting blessedness and joy in eternal fellowship with God (1 Corinthians 15:35-57; 2 Corinthians 5:1-9; Philippians 3:20-21; 1 Thessalonians 4:13-17; Revelation 21:1-7; 22:1-5). Unbelievers will be resurrected to conscious separation from God and eternal punishment (Matthew 25:41,46; Mark 9:43-48; 2 Thessalonians 1:7-9; Revelation 14:9-11;20:10-15; 21:8). WHERE WE STAND ON SOME CONTROVERSIAL SOCIAL ISSUES We acknowledge that the following social issues generate much pain and division in some faith communities, and we do not approach these issues lightly or glibly. But we also acknowledge that at the heart, these are authority of Scripture issues. We believe the Bible is clear about the following: • Abortion – We believe human life inside a mother’s womb begins at conception and that at conception, a real human being is created in the image of God (Psalm 139:13-16; Jeremiah 1:4-5; Luke 1:39-45) and, therefore, that abortion is murder and wrong/sin (Exodus 20:13). We believe God offers full forgiveness to an abortive mother/father who has turned to Jesus Christ (Colossians 2:13-15; Ephesians 1:7). • Celibacy, Marriage, and Sexuality – We believe God created humans in His image, intentionally and immutably male and female, each bringing unique and complementary qualities to sexuality and relationships (e.g., Genesis 1:27; 2:18, 21-24; Matthew 19:4-5; Ephesians 5:22-33). Celibacy, marriage, and sexuality in general are gifts from God to be expressed: (1) within specific boundaries He designed for our safety and pleasure, and (2) within the confines of His purposes, which include gratefully honoring the Lord with our bodies and minds (e.g., Proverbs 6:20-7:27; Romans 12:1-2; 1 Corinthians 6:19-20; 7:19-20; Ephesians 4:17-5:21). We believe God ordained marriage to be a lifelong union between one man and one woman (e.g., Genesis 2:18, 21-24; Matthew 19:4-9, Mark 10:5-9, Ephesians 5:31). God’s design for sexual acts is within marriage for the purpose of moral human procreation and the unique pleasurable intimacy (one flesh) intended for husbands and wives (e.g., Genesis 1:27-28; 9:1; 35:11; Psalm 127:3; Proverbs 5:18-19; Song of Solomon 7:6-13; 1 Corinthians 7:5). Sexual acts outside God-instituted boundaries are sinful and defy God’s natural order, plans, and purposes (e.g., Exodus 20:14; Leviticus 18:7-23; 20:10-21; Matthew 5:27-28; 15:19; 1 Corinthians 6:9-13; Galatians 5:19; Colossians 3:5; 1 Thessalonians 4:2-8; 1 Timothy 1:8-11; Jude 7, cf. Genesis 19). We do not believe in ordaining self-avowed practicers of such sexual sin, and do not believe in ceremonies that celebrate same-sex unions (e.g., Leviticus 18:22; 20:13; Romans 1:18-32; Hebrews 13:4). • Ministry Leadership – We believe persons engaged in willful, ongoing sinful practice(s) should not serve in ministry leadership (Romans 1:18-32; I Corinthians 5:1-13 and 6:9-20; I Thessalonians 4:1-8; I Timothy 3:1-13; Titus 1:5-9), and those already serving in ministry leadership who engage in ongoing sinful behavior(s) should be disciplined and removed from ministry leadership (I Samuel 15: Matthew 18:15-18). We believe true repentance is an essential first step in the sanctification process necessary towards restoration of ministry leadership (I Corinthians 6:9-11; I Thessalonians 4:1-8). Therefore, anyone considering ministry leadership via a path that includes seeking a degree from and/or working for The Bible Seminary should evidence public and private freedom from sinful behavior(s) over time (Matthew 3:8; Acts 26:20; James 2:14-26), since ministry leadership is incorporated into official positions and roles at The Bible Seminary, including administration, board, faculty, staff, volunteers and students.” Ethos Statement It is a high honor and privilege to represent God to people by training for and serving in ministry. When people see someone “in the ministry,” they see that person as representing Christ’s church. It is for this reason that the Bible outlines in 1 Timothy 3 some of the expectations and qualifications of a leader in the church. It is very important for each member of the seminary community (no matter what their position) to seek to live up to these standards (with God’s help and empowerment). Thus, we ask each member of the seminary community to covenant to lead a life that is “above reproach” as defined by the following Ethos Statement. The heart of this document is healthy community full of grace and truth (John 1:17). As a member of the seminary community, I agree, with God’s help and empowerment, to live by the following ideals to the best of my ability: 1. I will seek to walk with God through a personal relationship with Jesus Christ (Genesis 5:22; John 17:3; Mark 12:29-31; Ephesians 2:8-9). 2. I will seek to have no other gods than Jesus Christ (Exodus 20:3-6; 1 Peter 3:15). I will seek to keep myself from idolatry (1 John 5:21) by not making idols out of money, sex, power, people, material things, school, or ministry success. 3. I will work as “unto the Lord” (Colossians 3:23-24). I will give God my best in my family, in my job performance and in my training for ministry. 4. I will refrain from sexual immorality (1 Thessalonians 4:3-5). If I am married, I will be faithful to my spouse (Exodus 20:14). If I am single, I will remain celibate in my singleness. I will not engage in homosexual practice (1 Corinthians 6:9-11). 5. I will refrain from drunkenness or the use of illegal drugs (Ephesians 5:18). I will not allow a substance to control me, rather I will seek to be controlled by God. If I choose to “drink socially,” I will do so in a way that does not cause other people to stumble (1 Corinthians 8). 6. I will practice Biblical conflict resolution. If someone hurts or offends me, I will go to that person and speak the truth in love (Ephesians 4:15,25) and forgive them (Ephesians 4:32). If this does not resolve the issue, I will then involve a second person as prescribed in Matthew 18:15-17. I will not slander another person by talking negatively about him/her (Ephesians 4:31). I will seek to build others up with my words (Ephesians 4:29). If I cannot bring resolution through these steps, I will seek counsel. 7. I will be respectful of those in authority over me and submit to their leadership (Hebrews 13:17) unless they were to call me to do something contrary to Scripture (Acts 5:27-29). I will seek humbleness in my life (1 Peter 5:5-6). The purpose of this Ethos Statement is to maintain order (1 Corinthians 14:40) and to uphold integrity, respect, honor, and character (2 Timothy 2:20-22). There is plenty of grace in this community for mistakes (James 5:16), whereas there is not room in this community for blatant and unrepentant rebellion (1 Corinthians 5). I agree to do my best to live by this Ethos Statement with God’s help and power through Jesus Christ and for His glory. Academic Freedom Statement The Bible Seminary (TBS) is in mission to provide academic instruction and vocational training for Christian ministers to perform as pastors, counselors, missionaries, church planters, and leaders. Supporting this mission are the seven adopted Core Values of TBS and basic Christian convictions stated in the TBS Covenantal Documents and the Faculty Handbook. Diversity of education and religious viewpoint is available to society through the plurality of global academic institutions. At TBS, we invite the richness of interpretation and study of the Bible as we seek its deepest meaning and truth. TBS is to be distinguished as an academic institution that shares a basic set of Core Values among its students, faculty, administrators, and Board of Trustees. Instruction, research, and academic investigation are to uphold and respect the positions provided in the Core Values, the Ethos and Doctrinal Statements, and the Faculty Handbook. For example, the following statement from the TBS Faculty Handbook summarizes one of our institutional doctrinal positions that we expect all TBS faculty to uphold: Creationism versus Evolution God created the heavens and the earth (Genesis 1:1); God set the land to produce seed-bearing plants and trees (Genesis 1:11-12); God created all living things in the sea and on land, and the birds of the sky (Genesis 1:20-25); and God created man, male and female (Genesis 1:26-27). Scientific observations make obvious that God’s creation is uniquely enabled by God to adapt to its environment, making subtle changes over time to survive and thrive in the world – a process often described as “micro-evolution.” Humans have also adapted and diversified, as indicated by the many races, peoples, and societies that have developed through the ages. However, this ability to adapt is not a substitution for the absolute truth that God created humans in His image (Genesis 1:27), breathed life into man (Genesis 2:7), and, after the discovery of sin by the first humans, Adam and Eve, God dispatched mankind to the less-than-perfect circumstances in which we live life today (Genesis 3:14-24). Therefore, while we acknowledge the phenomena of micro-evolution, we reject the macro-evolutionary theory of how plants, animals, and humans came to exist. Rather, we embrace the biblical view of creation that God created the heavens and the earth and all that is within it, including humans. We are open to either a young earth view of creation (where “yowm” = 24-hour period) or an old earth view of creation (where “yowm” = an age). In general, Academic freedom means individuals have rights to engage in intellectual debate, research, and speech, through written or electronic correspondence, on and off campus, without fear of censorship, retaliation, or sanction. This freedom encompasses rights to maintain academic standards and gives faculty members reasonable latitude in deciding how to teach assigned courses; encourages intellectual integrity; sustains pedagogical approaches consistent with disciplines taught; and informs evaluations of student work, all exercised within the shared boundaries defined by the TBS Covenantal Documents. Academic freedom does not involve expressions that substantially impair the rights of others or the imposition of political, religious, or philosophical beliefs on individuals of the TBS community. Academic Freedom does not provide protection of faculty who demonstrate professional ignorance, incompetence, or dishonesty with regard to their assigned discipline or fields of expertise, or who engage in arbitrary or capricious evaluation of students. All members of the TBS community have a right to due process. Anyone alleging or responding to a potential breach of academic freedom should follow the TBS Grievance Policy. Nondiscriminatory Policy The Bible Seminary admits students of any race, sex, color, disability, age, or national or ethnic origin to all the rights, privileges, programs, and activities generally accorded or made available to students at the Seminary. It does not discriminate on the basis of race, sex, color, disability, age, or national or ethnic origin in the administration of its hiring policies, educational policies, admissions policies, scholarship and loan programs, and other school-administered programs. Philosophy of Education We believe the Bible is one book, written by many authors over time, inspired by one Spirit for all time – and is the best training manual for ministry. We believe that doing ministry, debriefing ministry, and studying ministry – in association with called, life-giving, seasoned and Spirit-filled professionals – is an effective educational model. We believe a balanced, Bible-based, Christ-centered, mission-focused educational approach includes a comprehensive curriculum that integrates studying through all 66 biblical books along with studying standard historical, theological, and practical disciplines critical to developing professional skills for 21st century ministry. We believe that challenging and nurturing students, getting them into the Word of God, and helping them think biblically while listening to the Holy Spirit, involves a unique combination of professional ministry training, cutting-edge tools, and extraordinary experiences. We believe that interactive personal engagement over time, among groups of individuals with a common set of core values and doctrines and ethical standards, and with diverse backgrounds and experiences, can offer an exciting, family-friendly, practical, rich, and unparalleled learning environment. We believe that a journey of theological education should: • Glorify the Lord • Be rooted in His Word • Nurture an intimate, faithful, trusting relationship with the Father, Son, and Holy Spirit • Cultivate a contextual and more profound understanding of God and creation, scripture and the world, heaven and earth, culture and history, time and eternity, and things seen and unseen • Equip students with relevant experiences, knowledge, relationships, training, and tools for a lifetime of ministry leadership • Lead to a passionate commitment to love and serve the Lord and others with all that students are and have, in perpetuity. Facts Incorporation and Licensing • Independent and non-denominational • Registered Domestic Non-Profit Corporation in the state of Texas (Feb 2010) • Registered IRS 501(c)(3) Charitable Institution of Higher Education (Aug 2010) • Exemption by Texas Workforce Commission (Mar 2011, Oct 2018, Aug 2020) • Exemption by Texas Higher Education Coordinating Board (May 2011) • Affiliate Member of the Association for Biblical Higher Education (2012 - Jul 2021) • Approved CEU provider by the Association of Christian Schools International (Oct 2015) • Approved by the Transnational Association of Christian Colleges and Schools (TRACS) for Applicant Status (Jan 2018), Candidate status (Apr 2019), Accredited status (Oct 2020), and to offer Distance Education (Apr 2021) • Approved accredited member of ECFA (Sep 2019) • Approved member of the National Council for State Authorization Reciprocity Agreements (Dec 2021) Founders • Dr. James E. Leggett, Founding President (2010-13) • Rev. Paul Helbig, Bible Institute Co-founder and Lead Faculty (2008-16) • Mr. Dan Dunham, Founding Board of Trustees Chair (2010-13) • Grace Fellowship Church, Seed funding for launch (2010-11) Executive Officers • President, Dr. K. Lynn Lewis (2014-present), Executive Vice-President/Provost (2011-13) • Provost, Dr. Scott Stripling (2017-present) • Vice-President of Finance and Administration, Mr. Rick McCalip (2010-present) • Board of Trustees, Mr. Adam Peters (Chair) with 9 total members Programs • Master of Divinity (84-credit hours) • Master of Arts (four majors plus four concentrations, 48 to 60-credit hours) • Dual Degree Completion (Bachelor of Arts in Christian Ministry in conjunction with a TBS MA or MDiv) • Vocational Ministry Certificate (27-credit hours) • Bible Certificate (10-credit hours) Faculty • Two full-time administrators who also teach • One full-time faculty member and 15+ adjunct professors • 50+ professionals who serve as mentors and visiting teachers Unique Features • All programs cover all 66 books of the Bible • Comprehensive, relevant education and training for 21st century leadership • Local mentoring and training opportunities throughout the graduate degree programs • Educational experiences in classrooms, on-site visits to regional locations and international locations, especially in Israel Special Program Elements • Distinctively clear Cove Values, doctrine, and ethos statements • Holy Land Study Tour opportunity • Technological study and resource tools • Multiple experiential learning opportunities • Strong commitment to helping students graduate with ZERO ($0) seminary debt History The Bible Seminary’s passion for vibrant Bible-based, Christ-centered, mission-focused leadership training began with Dr. James E. Leggett, founder and senior pastor of Grace Fellowship Church in Katy, Texas. Under the leadership of Teaching Pastor, Paul Helbig, the church established a Bible Institute in 2008 teaching all 66 books of the Bible. A team led by future Board Chair, Dan Dunham, and Vice-President of Finance and Administration, Rick McCalip, helped incorporate The Bible Seminary (TBS) in 2010 as an independent, non-denominational, charitable 501(c)(3), educational institution of higher education. The Board named Dr. Leggett as volunteer President and the church raised $1,100,000 from 260 donors to help launch the seminary. In 2011, the Board hired Dr. K. Lynn Lewis as full-time Executive Vice-President and Provost; received exemptions for its Master of Divinity program by the Texas Workforce Commission and Texas Higher Education Coordinating Board; transferred the Bible Institute from Grace Fellowship to TBS; and graduated the first 12 students from the Bible Certificate program in December 2011. In 2012, TBS received approval for Affiliate status with the Association for Biblical Higher Education (ABHE). The graduate program launched on September 4, 2012 with 12 inaugural students. In 2014, Dr. Leggett resigned as volunteer President, the Board named Dr. Lewis as President, and TBS hired a full-time Provost. In 2015, TBS established a Master of Arts program, a Dual Degree Completion program, a Licensed Professional program consisting of core graduate courses, awarded its first graduate degrees (seven Master of Divinity and one Master of Arts), launched a Spanish Bible Certificate program, and received approval from the Association of Christian Schools International (ACSI) to provide continuing education. In 2016, TBS began offering courses in regional locations. In 2017, the seminary hired Dr. Scott Stripling as Provost and Dr. Douglas Petrovich as full-time faculty member, revised the Bible Certificate program, and received recognition by the Knowledge Review as one of the 10 Most Preferred Divinity Schools for Religious Studies 2017. In 2018, TBS added four new Master of Arts programs, reduced Master of Divinity credit hours from 96 to 84, revised the Licensed Professional program, received approvals of exemption from the Texas Workforce Commission, and added new remote instructional locations. In 2019, TBS hired Dr. J. Paul Nyquist as Dean of Graduate Programs and became an accredited member of the Evangelical Council for Financial Accountability (ECFA). In 2020, TBS named Dr. Doug Petrovich Dean of Graduate Programs and Mrs. Carousel Pieterse Director of the Bible Certificate Program, renamed the “Licensed Professional” program the “Vocational Ministry” certificate program, and earned Accredited Status with the Transnational Association of Christian Colleges and Schools (TRACS). In 2021, TBS received approval from TRACS to offer Distance Education and became a member of the National Council for State Authorization Reciprocity Agreements (NC-SARA). In 2022, TBS added four Master of Arts Concentrations, formed a publishing division (Nehemiah Press), opened the 3J Archaeological Museum, hired Dr. Israel Steinmetz as Graduate Dean, and named Dr. Scott Stripling as Provost and Vice-President of Donor Relations. Assessment Plan Overview Introduction TBS assesses activities, goals, objectives, outcomes, and standards as they relate to the overall mission of the institution. Assessment data, documents, and records help identify achievements and opportunities for improvement, and to help chronicle evidence of achievements and improvements based on analysis of results over time. Assessment weaves continually throughout TBS life and culture. Recurring loops include identifying possible actions, developing plans, implementing then evaluating them, then identifying possible changes based on feedback, redeveloping plans, implementing then evaluating them. This document captures the current iteration and is intended to benefit administration, faculty, students, and alumni – and constituents impacted across our collective ministries – by serving as a map for assessment and tool for quality control and continual improvement toward best educational practices. TBS assessments range from course to program to institution-level and include people, projects, and tasks at all levels within TBS. However, the larger goal is that what TBS does and how TBS accomplishes it contributes to Kingdom advances in the temporal and eternal lives of others. Approach TBS approaches to the general task of assessment includes the following guidelines: • Define and Determine – Make sure the words and phrases are clearly articulated and understood and confirm decisions to assure mutual understanding and agreement among involved team leaders and members. • Logical and Simple – Implement assessment policies and tools in ways that make practical sense. • Useful – Routinely and regularly seek to employ collected and evaluated data to improve instruction and close the loop on any deficiencies. Management and Review This CAP summarizes TBS assessments activities. Initially drafted and approved by the Board of Trustees in 2014, this plan is a working document updated regularly in conjunction with the life and growth of the seminary. The plan is managed by the TBS President with contributions from staff and other team members, reviewed regularly and comprehensively, and approved by the Board. Implementation occurs throughout the various program areas of TBS, each of which maintains individual documentation reflecting assessment goals, outcomes, and evaluations relative to corresponding strategic initiatives. Records are documented in Board meeting minutes, annual reports, and other seminary publications, as well as in individual area and project reports. This plan is available in print and digital formats and is posted online under “About – TBS Documents” at TheBibleSeminary.edu. Process Identify Evaluate Plan Implement TBS Assessment Process Loop Schedule Summary Area Description Leader Timeline I. Overall A. Assessment Plan 1. Administrative Review 2. Board Review and Approval President Board Chair Fall/Winter Winter II. Academic Assessment A. Academic and Student Learning 1. Academic Calendar 2. Semester Review 3. Curriculum 4. Courses 5. Majors and Programs 6. Institutional 7. Faculty 8. Students 9. Alumni Provost Registrar Provost Provost Provost President Provost Provost/Faculty President Jul and Jan Post-semester Annually Pre/In/Post-sem. Every 5 years Intermittent Post-semester (Ongoing) Post-grad: 1/5/10 III. Non-Academic Assessment A. Administrative 1. Board Meetings 2. Board Nominations 3. Board Orientation 4. Board Strategy Retreat 5. Board Survey 6. President Annual Review 7. Staff Performance Reviews 8. Staff Retreat 9. Student Orientation 10. Student Retreats Board Chair Board Chair Board Chair Board Chair Board Chair President Supervisors President Provost Provost Bi-monthly Winter Spring Feb/Mar Winter December Annually Summer Fall, occ. Spring Intermittent B. Covenantal Documents 1. Board Review and Sign 2. Research and Revisions Board Chair Board Chair May Bi-annual C. Events 1. Commencement 2. Grad School Fairs 3. Other Events on Campus Provost Provost TBS Staff Annually in August Fall, Spring Intermittent D. Facilities and Equipment 1. Inspection 2. Research/Report 3. Library Review 4. Remote Instr. Location Mem. VP Finance/Admin Campus Dev. Com Librarian Business Man. Annual/Monthly Fall/Winter Annual Aug, Jan E. Finances 1. Annual Audit 2. Annual Auditor Approval 3. Budget – Annual Approval Business Man. Audit Com. Finance Com. Summer Winter Fall/Winter 4. Budget – Annual Review 5. Budget – Income/Expense Review 6. Financial Records Review 7. Fundraising Events 8. Fundraising Plan Review 9. Tuition/Fees Review VP Finance/Admin Business Man. VP Finance/Admin President/Board President/Board Business Man. May/Sep Board Meetings Monthly Intermittent Fall/Winter Winter F. Policies 1. Annual Review VP Finance/Adm. Summer G. Publications 1. Board Handbook 2. Board Packet 3. Comprehensive Assessment Plan 4. Comprehensive Strategic Plan 5. Faculty Handbook 6. Library Handbook 7. Policy Manual 8. Student Catalog 9. Student Handbook 10. The Sentinel Magazine 11. TBS Student News 12. Digital 13. Other Board Chair Board Chair President President Faculty Assoc. Librarian VP Finance/Admin Provost Provost Staff Student Ser. Co. Staff (various) Winter Winter Winter Winter Summer Summer Summer Summer Summer Ongoing Intermittent Summer (various) H. Student Services 1. Review Provost Bi-annual Summer • For details of assessment plans, see following sections and Appendix. • Records of assessment activities are maintained in a separate Addendum to this document. I. Overall A. Assessment Plan 1. Administrative Review Leader: President Frequency: Fall/Winter Format: Private reviews, meetings Tools: TBS Comprehensive Assessment Plan, Email, MS Word using Track Changes The President, key staff, and Board members review the Comprehensive Assessment Plan (CAP) annually in preparation for Board review at the Winter Board meeting. The President shares the plan with others, solicits their feedback, seeks to revise the plan accordingly, and then shares the plan with Board for review and approval. 2. Board Review and Approval Leader: Board Chair Frequency: Winter Format: Board meeting Tools: TBS Comprehensive Assessment Plan The President shares the final draft with the Board Chair, who forwards to the entire Board for review. The updated CAP is presented for a vote, typically at the Winter Board meeting, and the latest approved version made available in print and online. II. Academic Assessment A. Academic and Student Learning Assessments in this category address various questions, such as “Are TBS educational programs equipping students for effective ministry?” and “Are students achieving intended objectives?” This review template seeks to measure institutional effectiveness relative to the following generally intended learning outcomes in each corresponding area: Bible Certificate • Students will gain a perspective of the Bible as a whole, its place in culture and history, and its relevance for life today. • Students will gain a strong foundation for leading and teaching persons of all ages. • Students will prepare for more effective Christian leadership at home, family, church, community, and even career. • Students will engage in a shared community of advanced learning with highly skilled instructors and passionate co-learners and gain confidence for serving in ministry and as ministry leaders. Vocational Ministry Certificate, Dual Degree Completion, Master of Arts, Master of Divinity • The seminary will train students to more deeply understand, exposit, and explain all the book(s) of the Bible covered in his or her program. • The seminary will equip students to practically utilize course learning in work and life. • The seminary will prepare students to understand how the 7 core values of The Bible Seminary impact his or her program, courses, life, and future work. 1. Academic Calendar Leader: Provost Frequency: July and January during planning for the following academic year (actual practice includes ongoing reviews throughout each year) Format: Meetings and discussions Tools: Area K-12 school district calendars, prior TBS calendars, special event calendars, records The Provost reviews student academic progress each semester, including determining remaining courses needed for graduation for each student. These reviews are compiled by the Provost to determine which courses are needed by the most students. In conjunction with a review of area school schedules, a review previous calendars, and discussions with students about potential upcoming courses and schedules, the Provost and President agree on a tentative calendar. The Provost follows up by determining professor availability and preferences and a tentative calendar is set six months to one year in advance. Academic calendars are continuously reviewed and updated as semesters approach, and the online digital calendar, print calendar, and calendar in the Student Catalog are updated immediately (within one hour to one day). During the process of self-assessment, administrators identified a need to seek student perspectives on the actual start and ending times as compared to advertised course schedules. Thus, the following question was inserted to course evaluations beginning with the Spring 2020 semester, “The instructor began and ended this course on time as listed in the syllabus.” Special notice about scheduling TBS education follows a standard schedule based on three semesters per academic year. Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Fall Semester Spring Semester Summer Semester Course meeting lengths are based the calculations below. Bible Certificate A 10-credit, non-degree educational program where 1 credit = 15 contact hours. Allowing for 10 minutes per hour for breaks, 1 credit courses should incorporate a minimum of 15 hours – (10 min/hour x 15 hours) = 15 hours – 1.5 hours = 13.5 hours of class time. However, for practical purposes related to ingress and egress and late arrivals, aiming for schedule lengths of between 13.5 and 15 hours is generally advised. Bible Certificate course scheduling options: • 15 meetings of 1 hour each = 15 hours • 8 meetings of 1.75+ hours each = 14 to 15 hours [Current standard used by TBS] • 7 meetings of 2+ hours each = 14 to 15 hours • 4 meetings of 3.5+ hours each = 14 to 15 hours • 2 meetings of 7+ hours each = 14 to 15 hours In the Bible Certificate program, elective course options – no matter how long and/or intensive but at least equivalent 14 to 15 hours of class time – each count as 1 TBS credit toward the 10 credits required for the certificate. Most courses are eligible for CEU credit through the Association of Christian Schools International (ASCI). CEU credits vary according to the ACSI standard of 1 CEU credit for every 6 hours of class up to 5 CEU’s and are determined for each individual class in association with ACSI. Graduate Programs Graduate degree credits are based on the standard of 45 contact hours = 3 credit hours. Allowing 10 minutes per hour for breaks, course schedules incorporate a minimum of 45 hours – (10 min/hour x 45 hours) = 45 hours – (450 minutes/60 minutes) = 45 hours – 7.5 hours = 37.5 hours. Subtracting an Exam week and Reading week, actual class time should equal 37.5 hours – 2.5 hours Exam week – 2.5 Reading week = 32.5 hours of class time. Course scheduling options: • 13 meetings of 2.5 hours each = 32.5 hours • 26 meetings of 1.25 hours each = 32.5 hours • (Alternative intensives of varying lengths) = 32.5 hours 2. Semester Review Leader: Registrar Frequency: Post-semesters Format: Meetings, Reviews, Surveys Tools: TBS Academic Calendars, TBS Semester Reviews, TBS Course Evaluations The Registrar conducts a semester review after the close of each semester that includes recording and assessing the following data for each course taught: Course Name, Frequency, Total Minutes, Total Hours, Number of Students in the class, Number of surveys returned, and whether or not pre-semester and post semester faculty meetings occurred. The Provost reviews the collected data in conjunction with academic calendar reviews and course evaluation reviews with faculty. 3. Curriculum Leader: Provost Frequency: Annually Format: Meetings, Reviews, Surveys Tools: Course syllabi, Syllabus Review, Course Evaluations, Curriculum Alignment Review, Instructor Review, publishing house resources, other resources and recommendations. The Provost works with faculty to develop courses prior to courses being taught. Interactions include the discussion of curriculum resources planned for use prior to the class during the development and finalization of each course syllabus, as well as post-course discussions about effectiveness, quality, and preferences for future use with each faculty member at the end of each semester incorporating feedback from class participants. Pre-semester deadlines for submitting a course syllabus to Provost are approximately six weeks prior to the start of each semester, and follow-up meetings with each member of the faculty occur within one month following the previous semester. Semester assessment records include the syllabus for each course, course evaluations, record(s) of reviews and meeting(s) with faculty (see “Syllabus Review,” “Course Evaluation,” “Curriculum Alignment Review,” and “Instructor Review” in the Appendix). Sweeping, overall curriculum reviews occur in conjunction with major and program review cycles in coordination with the Faculty Association, Administration, and the Board. 4. Courses Leader: Provost Frequency: Before, during, and after each semester Format: Meetings, Reviews, Surveys Tools: Course syllabus, Syllabus Review, Course Evaluations, Curriculum Alignment Review, Instructor Review, publishing house resources, other resources and recommendations. Courses are reviewed during Major and Program review cycles and regularly assessed each semester as follows: • Prior to each semester, the President and Provost discuss and review upcoming scheduled courses, including the purpose, program placement, content, structure, proposed faculty, and teaching location(s), etc. • The Provost discusses individual courses with proposed and then contracted faculty, and they interact using summaries of previous reviews and evaluations. • During each semester, an administrator sits in on at least one class session of every course taught that semester. The administrator then provides feedback to the instructor(s) verbally and/or by e-mail following these visits (on file under “Reviews” in faculty personnel files). • As courses end, students provide feedback using “Course Evaluation” forms (see Appendix and on file under, “Course Evaluations”). • Following the semester, the Provost meets with each faculty member individually to discuss their course(s) and uses the “Instructor Review” form (see Appendix and on file under “Reviews” in faculty personnel files). • Intermittent reviews of curriculum alignment with program and institutional objectives occurs using the “Curriculum Alignment Review” form. • The Provost shares all summary reviews of courses with the President. 5. Majors and Programs Leader: Provost Frequency: Every 5 years Format: Meetings, Reviews, Surveys Tools: Course evaluations, syllabus, faculty reviews, and Review Team. TBS has conducted Major and Program reviews as recorded below. The outline lists the year the program launched, then lists calendar year of reviews (italicized dates are future dates). Programs Launched 1st Review 2nd Review 3rd Review Bible Certificate (BC) 2008 2011 2017 2021 Dual-Degree (DD) 2015 2020 2025 2030 Vocational Ministry (VM) 2015 2018 2019 2024 Master of Arts (MA) 2015 2018 2022 2027 Master of Divinity (MDiv) 2012 2018 2023 2028 Timeline View Yr 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Launch BC MDiv LP/DD/MA Review 1 BC LP/MA/MDiv DD Review 2 BC VM MA MDiv DD Review 3 BC VM MA MDiv DD Review 4 BC VM The Major and Program reviews following program launch and an initial 1st review have been guided by a research and review team consisting of a Review Team Chair, administration and faculty representatives, and others. With the formation of the Faculty Association (FA), this group will serve as the research and review team going forward. General Major/Program reviews include the following activities: 1) Team organization and planning. 2) Review and assessment of all course evaluations on file related to the program. 3) Survey sent to students and alumni associated with the program under review. 4) Personal interviews with program faculty and select students and alumni. 5) Class visits by the Chair and other team members in current program classes. 6) Comparison to similar programs at other schools. 7) Research of educational literature, resources, studies, and trends. 8) Review of accreditation requirements related to the program under review. 9) Preliminary report to administration with summary of observations and research, as well as possible suggested adjustments. 10) Development of proposal based on research summaries and suggestions. 11) Vetting of proposal among administration, faculty, and select students and alumni. 12) Finalized proposal presented to the FA for initial review. 13) Refinement of proposal based on FA feedback and continuing prayer and reflection. 14) Refined proposal presented to the Board for updated discussion. 15) Further refined proposal presented to FA and then the Board for votes. 16) Approved proposal implemented by administration and faculty. 17) Assessment of changes then follows standard assessment protocols. 18) Summary Report presented to FA and Board noting results of recommended changes. Major and Program review records include research data and proposals. FA and Board meeting minutes record approval votes and chronicle results. 6. Institutional Leader: President in association with the accrediting agencies Frequency: Intermittent Format: Self-study and Accreditor Reviews Tools: Self-Study, Reports TBS institutional reviews include outside reviews related to accreditation. Other than minimal reviews related to affiliation with the Association for Biblical Higher Education (ABHE) and the Evangelical Council for Financial Accountability (ECFA), the primary institutional reviews occur by the Transnational Association of Christian Colleges and Schools (TRACS). TBS has been engaged in the accreditation process with TRACS and will continue to follow TRACS protocols outlined on their web site at TRACS.org. 7. Faculty Leader: Provost Frequency: End of Semesters Format: Meetings, Surveys Tools: Course Evaluations, Instructor Reviews, Personnel files and checklists Contracts Faculty are screened for appropriate educational qualifications, experiences and teaching skills prior to employment. Contracts include a summary of “Academic/Professional Credentials” as part of the contract. Individual contracts are discussed and negotiated prior to employment via communications with key seminary personnel. Discussions include faculty qualifications, experiences, and teaching skills relative to the program(s) and course(s) under negotiation. They also address course content, experiential components, and required student resources and tools. Full-time faculty contracts are negotiated annually, and adjunct faculty contracts are negotiated for each individual course each semester. Contracts are kept in personnel files in folders labeled “Contracts.” Resumes Faculty files contain personal information such as contact info, personal bio, resume, official transcripts, personal ID (such as Driver’s License or passport), Background Check permission and results, and sometimes letters of recommendation, notes from communications with references, and other information. Gathered data is summarized on a “Personnel File Checklist” (see Appendix) and kept in folders labeled “Resumes.” Reviews Faculty assessment occurs individually by the Provost and each faculty member using the “Instructor Review” form following each semester in which a faculty member teaches. Basis for assessment includes information gathered from students via course evaluations, as well as class session visit(s) by administration and other feedback. Aggregate feedback is shared with each professor individually by the Provost (or other designated academic leader) during the individual semester follow-up meeting, and this information is reviewed by the President. Records of course evaluations and meeting notes are kept in faculty files in folders labeled “Reviews.” 8. Students Leader: Provost/Faculty Frequency: Ongoing Format: Meetings, Observation, Portfolios, Projects, Reports, Surveys, Tests Tools: Course elements, Pre-tests/Post-tests Measuring Learning Outcomes Assessment of learning outcomes incorporates various methods: • Standard written exams - used in most courses each semester • Oral exams – several courses utilize extensive, individual oral exams as final exams. • Student portfolios – developed in conjunction with the progression of some courses. Some of these result in top-tier resources (articles, audio productions, mixed media, photos, PowerPoint productions, videos, and other projects) shared with other students, as well as, in some cases, wider audiences in print and online. • Peer evaluation – utilized in courses that involve some sort of student presentation, especially preaching courses. Feedback is provided to the presenter(s) by other students, as well as the professor and other leaders, usually in written and oral form. • Pre-Test and Post-Test assessments – Students take identical exams at the beginning and end of each class each semester that measure course content, including the assigned book(s) for the course. Composite results of these exams are included in the semester, annual, and five-year reviews. • Capstone course – In 2018, TBS added a capstone course designed to summarily measure student mastery of programmatic content and achievement of course and institutional objectives. This course is required for graduation for all graduate students. Student Learning Outcomes • Interviews – Graduate students participate in pre-admission and as well as a graduate interview as part of the Capstone course. Identified issues in these interviews are incorporated into staff and Board discussions, reviews, and planning. • Vocational ministry service – Graduate students participate in vocational ministry service (paid, volunteer, or both) while attending seminary. Feedback is solicited from their ministry leaders via conversations, official forms and documents included in courses (especially “Spiritual Formation and Ministry” and “Intensives” series). Student Data • The annual compilation and review of student data is utilized in various capacities. Data collected and reviewed includes Application statistics, Completion rates, Graduation rates, Job placement rates, and Retention rates, among others. • Summary data, analysis, and resultant goals/plans are shared during the Board Strategy Retreat, as well as Administration reports during Board meetings. 9. Alumni Leader: President Frequency: 1, 5 and 10 years after graduation Format: Meetings, Surveys Tools: TBS Alumni Survey Strategic alumni assessment of the effectiveness of TBS education occurs primarily through alumni surveys. These are scheduled to be conducted approximately five (5) and ten (10) years after graduation (see Appendix, “Alumni Survey”), with plans to also add a survey one (1) year after graduation. Shared results during staff meetings, the annual Board Strategy Retreat, and during Major and Program Reviews will contribute to program and institutional improvements. Additional informal assessment occurs in association with communications, meetings, and site visits with alumni conducted by TBS administrators, faculty, and staff. III. Non-Academic Assessment A. Administrative 1. Board Meetings Leader: Board Chair Frequency: Bi-monthly Format: Meetings Tools: Board Agendas and Meeting Minutes, Administrative and Board reports The Bible Seminary Board of Trustees meets at the home campus in the Library/Conference room approximately bi-monthly according the following fiscal-year schedule: Aug Executive Committee meeting Sep Fall Board meeting Nov/Dec Executive Committee meeting Jan Winter Board meeting Mar/Apr Executive Committee meeting May Annual Board meeting Board meetings involve prayer, focus on the mission, reports from the administration and Board committees, and votes as needed. Reports, discussions, and recommendations generally include topics related to academics, accreditation, facilities, finances, personnel, programming, and any special initiatives. Minutes of each meeting are recorded and shared with Board members by the Board Secretary. Minutes from the full Board Fall, Winter, and Annual meetings are voted on for approval at the following Board meeting. All meeting minutes are filed digitally and physically. Physical files include copies of report handouts, and digital files include copies of files relative to each meeting. The overall design of Board meetings and institutional flow serve as a mechanism for active, ongoing assessment of many TBS activities. Individual Board meetings are typically assessed verbally between the Board Chair and President following each meeting and in preparation for ensuing meetings. More formal assessment occurs in conjunction with the annual Board surveys. 2. Board Nominations Leader: Board Chair Frequency: Winter Format: Meetings Tools: TBS Board Handbook, TBS Board Nominating Committee Records (for each corresponding year), TBS Board Nomination forms, Board Membership Terms The Bible Seminary Board of Trustees generally consists of 9 to 13 members. Members agree to serve three-year terms and may serve two terms consecutively but must take at least one year off before they are eligible to serve a new term. New members begin their new terms at the annual meeting in May. Led by the Board Chair, the Board Nominating Committee invites nominations for prospective Board members each Fall using the “TBS Board Nomination” forms (see CAP Appendix) and following the “Board Membershape Plan” (see CAP Appendix and “Board Packet”). The process involves a review of current Board members as well as a review of Board member prospects. The committee shares the preliminary prospects with the entire Board and an ask order is prepared. Designated persons then reach out to prospects for a face-to-face meeting, share the Board Packet, and, if appropriate, invite prospects to consider serving on the TBS Board. Agreeable prospects are presented to Board for a vote at the Annual meeting in May. The Nominating Committee reviews this process annually, adjusts as warranted, and maintains records of annual activities. 3. Board Orientation Leader: Board Chair Frequency: Spring Format: Meeting over a meal Tools: TBS Board Packet, TBS Board Orientation Records Prospective Board members receive a “Board Packet” reviewed and updated annually by the President and Board Chair. In conjunction with the Annual Board meeting each spring, new Board members participate in a new Board member orientation – usually a one to two-hour session conducted by the Board Chair and President – either prior to or shortly after joining the Board. The orientation usually involves a shared meal, introductions, sharing by the Board Chair and President, and opportunities for questions. All Board members are provided with access to the “Board Handbook,” which includes powers, responsibilities, and duties of members, officers, and committees, and this document is reviewed by the Board on a regular basis. Verbal assessment of the meetings typically occurs at the end of the orientation with the new Board members, and between the President and Board Chair following orientation dinners and in preparation for upcoming orientations. Written assessment data is recorded in email exchanges, Board Orientation Records, Board meetings, and Board Retreat minutes. 4. Board Strategy Retreat Leader: Board Chair Frequency: Feb/Mar Format: Saturday morning meal(s) and meeting Tools: TBS Comprehensive Strategic Plan (CSP), TBS Board Retreat agenda and minutes, and enrollment, finance, and program data (often compiled into a single PowerPoint) The Board convenes annually on a Saturday morning in February or March to review institutional data, dream, and plan. The meeting usually includes breakfast, and sometimes lunch, as well as presentations by the President and others. The Board typically utilizes the Comprehensive Strategic Plan (CSP) as the retreat outline to review TBS past and present and discuss future options. Action plans and possibilities derived during the retreat are then shared with the appropriate administrators and Board, and then integrated into a revised Comprehensive Strategic Plan that is then presented to the Board for approval later. Preliminary preparation includes the following: • A review and update of the CSP by administrators and staff contributing review, research, and suggestions relative to their area(s) in particular, as well as in general. • Preparation of charts, graphs, and reports to present to the Board at the retreat. The retreat itself includes the following: • A summary report by the President, other administrators, and sometimes special guests, walking through the entire CSP. The presentation includes the previous year’s CSP version with identified added updated information. • Discussion by the Board with the President and other key administrators about all areas of the institution. • Recommendations by the Board relative to items that require action, including updating documents and resources, issues needing further research, items requiring a vote, etc. Retreat follow-up includes generation and dissemination of a summary report that includes attached records of all information presented and recorded, generation of an updated CSP for approval at the next Board meeting, implementation of action items, and follow-up of action items throughout the year, most of which fall into identified sub-divided assessment areas, and all leading up to the annual planning retreat the next year. Verbal assessment typically occurs at the end of the retreat, and between the President and Board Chair following the retreat and in preparation for upcoming retreats. Written assessment data is recorded in email exchanges, Board meetings, and Board Retreat minutes. Upcoming plans include adding a written evaluation survey at the close of each retreat. 5. Board Survey Leader: Board Chair Frequency: Winter Format: Online survey Tools: NonprofitBoardScoreTM The Bible Seminary Board of Trustees and select administrators annually participate in a "Board Assessment Survey" as part of the on-going process of determining institutional effectiveness. Beginning in January 2020, the Board moved from using a self-created assessment tool to using a Board Assessment tool created by the Evangelical Council for Financial Accountability (ECFA) entitled “NonprofitBoardScoreTM” (see Appendix, “Board Survey”) Participants answer the questions selecting from the options of “Yes,” “No,” or “Not Sure.” Results are tabulated by ECFA and the summary sent to the TBS Board Chair for review. Composite results presented to and discussed with the Board at one of the Winter or Spring Board, ExCom, or Retreat meetings. Items that require actions plans are discussed, planned and reviewed as agreed upon. Records of survey-related discussions and decisions are maintained in the Board and Retreat minutes. Board leaders and the President have regularly reviewed the survey, and occasionally revised the contents and/or format. As noted above, the 2020 survey utilizes a different, third party survey. Results of the survey will be reviewed and discussed, as well as the survey questions and mechanism itself, in preparation for the 2021 survey. 6. President Annual Review Leader: Board Chair Frequency: December Format: Meeting Tools: Contract, Performance Review The Board Chair typically conducts an annual review with the President in December. Both parties complete a “Performance Review” (see Appendix) prior to the meeting, the reviews are discussed during the meeting, and then signed and kept on record in the President’s “Review” file in the Business Office personnel records. The meeting also includes a review of the President’s job description as stated in the contract. Identified prospective changes are discussed and negotiated. Any substantive adjustments are reported and discussed with the Board prior to adjustment. 7. Staff Performance Reviews Leader: Supervisor Frequency: Annually Format: Meeting Tools: Contracts, Performance Review Administrators and staff participate in regular performance reviews. New staff typically have a six-month or so review, and most formal staff reviews occur in the spring in conjunction with the preparation of new contracts for the following fiscal year. Reviews are conducted with the supervisor and supervisee, and include a file review, performance review, and contract review. File Review • Supervisors audit personnel files, review contact information, credentials (CV/resume, transcripts), personal biography, and promotional photo(s), as well as copies of all job contracts, signed documents, background check reports, and annual performance reviews. • A “Personnel File Checklist” kept in the front of each person’s individual record file that summarizes the documents in each person’s records. • Reviews include distribution of a blank “Performance Review” (see Appendix) to the Direct Report supervisor and supervisee prior to the scheduled meeting time. The document provides areas to note strengths, growth areas, goals, and an overall performance evaluation. • Both the supervisor and reviewee fill out their reviews prior to the meeting. • During the meeting, the parties typically open with prayer, both share their respective comments and perspectives, discuss the job performance in relation to the description, both sign the review, and close in prayer. A copy of each person’s review is given to the employee, and another copy is filed in the employee’s personnel file. • Review results are shared and discussed with the President. Issues that require plans of action are assessed, planned, and reviewed as agreed upon. • In some cases, performance reviews may be conducted more frequently as part of disciplinary actions, strategic growth plans, or other circumstances. In these cases, records will include the agreed upon plan, and track progress of the plan until completion or resolution. Copies of these reviews and progress updates are also kept on file. In cases of dismissal, the final Performance Review will generally serve as an exit review. Performance Review Contract Review • Supervisors conduct annual Contract Reviews in conjunction with Performance Reviews, including a review of job descriptions, work parameters, salary and remuneration. • During the review, the supervisor and employee examine the job description, discuss terms, and negotiate prospective adjustments. If the contract is mutually acceptable, both parties sign and the contract is advanced to the appropriate administrator for final approval. • If negotiations require Presidential or other approval, the contract is revised, distributed for review, signed by both parties, and advanced to the appropriate administrator for approval. • Copies of contracts are given to the employee and filed in the employee’s personnel file. • Since TBS contracts are exclusively limited to annual contracts, with all contracts for all employees up for review and consideration for renewal annually, anticipated non-renewal of a contract follows the same protocol excepting the process of negotiating and advancing a new contract. Other than immediate dismissal for cause or non-renewal for violation of contract, non-renewal notification and discussions typically occur prior to the official annual review. 8. Staff Retreat Leader: President Frequency: Summer Format: Meeting Tools: Comprehensive Strategic Plan (CSP), institutional and 3rd party data The administration and staff participate in ongoing review and planning, and formally launched an annual Staff Retreat in 2019. Preparation includes a review of the CSP, as well as CAP data compiled from the most recent academic year (Fall, Spring, Summer semesters). The format includes the following components: • Where have we been? – What have we accomplished since inception? Good? Challenges? Prayer time of celebration and supplication. • Where are we now? – Year-end summary of facilities, finances, personnel, and programs. • Where are we going? – Group visioning, dreaming of possibilities, and exploring potential. • How are going to get there? – Group planning, including specially defining who, what, when, where, and how during the upcoming academic year. Actions items are followed up on and monitored by the President Upcoming plans include adding a written evaluation survey at the close of each retreat. 9. Student Orientation Leader: Provost Frequency: Fall, Spring (as needed) Format: Meeting Tools: TBS Orientation Agenda, Orientation records, Student Catalog, Student Handbook New students participate in an orientation annually in the fall, and sometimes orientation is offered in the spring if needed. The Provost typically meets with new students as a group, and sometimes individually, to orient students to people, documents and policies, programs, resources, and available services relative to their educational experiences at TBS. Student Services leaders provide input to TBS leaders to evaluate and improve orientations. 10. Student Retreats Leader: Provost Frequency: Intermittent Format: Retreat Tools: Retreat records Students have the opportunity to participate in various retreats. A standard, typically annual, retreat is the Summit Prayer Retreat sponsored by the Katy Church for area ministry leaders, including pastors, ministry staff, non-profit ministry leaders and staff, and TBS administrators, Board members, faculty, staff, and students. The annual retreat includes a follow-up evaluation kept on file with the Katy Church leadership. Other retreats have occurred in conjunction with orientation and individual classes. Assessment of these occurs in conjunction with the plans for those activities. B. Covenantal Documents 1. Board Review and Sign Leader: Board Chair Frequency: Annually Format: Board meeting Tools: TBS Covenantal Documents, TBS Board Meeting Minutes During the annual Board meeting, Board members review and sign the “Covenantal Documents” and “Conflict of Interest Policy Disclosure and Acknowledgement Form.” The Board secretary keeps individual copies of these on file and the actions are record in Board meeting minutes. 2. Research/Revisions Leader: Board Chair Frequency: Annually Format: Board meeting Tools: Covenantal Documents, internal and external research, and survey feedback The Board is responsible for annually assessing the biblical foundations documents included in the “Covenantal Documents,” specifically the “Purpose,” “Core Values,” and “Doctrine.” This review is generally conducted in conjunction with the annual Board meeting. Prior to the Board meeting, a committee reviews the purpose statement, core values, and doctrinal statement. The committee then recommends during the Board a status of the Covenantal Documents as either “Approved” or “Approved with recommendations for review.” In the case of “Approved with recommendations for review,” the Board initiates a formal process and timeline for research, reporting, review, and approval of any proposed revisions. C. TBS Events 1. Commencement Leader: Provost Frequency: Annual Format: Service Tools: Graduation program, email TBS hosts an annual “Commencement” to mark ending one academic year and starting another. Most recently, the event has been held in August off campus at a local church, Katy Community Fellowship. Evaluation occurs among administration, Board, and staff following the event. 2. Grad School Fairs Leader: Provost Frequency: Fall, Spring Format: Meetings Tools: Handshake app, institutional emails and letters, TBS Grad Fair Reviews TBS staff and students attend Grad School fairs, usually during fall or spring semester, to seek prospective new students. Assessment of individual events occurs under the direction of event team participants following each event and added to the TBS Grad Fair Reviews Record. 3. Other Events on Campus Leader, Frequency, Format, Tools: Various staff, Intermittent, meetings, (TBS occasionally hosts other community and educational groups on campus.) D. Facilities and Equipment 1. Inspection Leader: Vice-President of Finance and Administration Frequency: Annually in June, and monthly Format: Physical inspection Tools: Monthly Fire and Facility Inspection, Facility Inspection Action Log At roughly the beginning of each month, the VP of Finance and Administration or designee uses the TBS Monthly Fire and Facility Inspection form to document the inspection of fire equipment, assembly areas, and general facility maintenance status. Items requiring action and actions taken are indicated on the form, and action items promptly remedied. The Facility Inspection Action Log in on file (Business Office, 4-drawer cabinet, bottom drawer). 2. Research and Report Leader: Vice-President of Finance and Administration, Campus Development Committee (CDC) Frequency: Annually in fall with January report Format: Meeting(s), Report Tools: Committee and Board meeting minutes The Campus Development Committee serves as a sub-committee of the Board of Trustees. The committee meets regularly as necessary, reviews reports and requests, engages in research and planning, and makes recommendations and provides regular reports to the Board. Items with additional budget-related implications beyond those already budgeted and approved are forwarded to the Finance Committee for consideration. 3. Library Review Leader: Librarian Frequency: Summer Format: Inspection Tools: Course evaluations, course syllabi, Curriculum Alignment Reviews, Instructor Reviews, Library Catalog, Library materials and learning resources, and TBS Library Reports. The Librarian writes an annual report that includes a review of library materials and learning resources. The review process is conducted throughout the year and summarized in the report. Activities include physical inspection of materials and resources, inspection of digital library records and resources, and assessment of progress on securing, cataloging, and shelving newly acquired resources each year. Input from course evaluations, course syllabi, Curriculum Alignment Reviews, instructor reviews, and any additional requests receive consideration during the process. Needs and requests for consideration are passed along to the appropriate person(s) for action and/or consideration. New resources are typically added near the beginning of each semester in conjunction with preparation of course syllabi, and syllabus reviews include making sure copies of all required resources are available in the library on campus. Annual TBS Library Reports are available in a folder in the main library beside the Library Handbook. 4. Remote Instructional Location Memorandums Leader: Business Manager Frequency: Beginning of each semester Format: Form Tools: “Remote Instructional Location Memorandum” TBS partners with Remote Instructional Locations (RIL) to offer educational opportunities at locations other than the TBS main campus. Locations are secured prior to each semester, and written agreements specify the details of each course held at an RIL each semester. The Provost reviews the locations with local leaders, and assessments of the facilities are included in Course Evaluations, Faculty observations by the Provost, and Faculty Reviews. E. Finances TBS administrators engage in routine and ongoing financial assessment in regard to all seminary, income, expenditures, and assets. Assessment team members include the President (CEO), Vice-President of Finance and Administration (CFO), Business Manager, Board members, and Auditor(s). The overall budgeting and assessment process occurs throughout the year as outlined in the “TBS Forecast and Budget Process Guideline.” Other regular assessments are outlined below. 1. Annual Audit Leader: Business Manager Frequency: Summer Format: Meetings, Reports Tools: TBS Audits, TBS Board Meeting Minutes, TBS financial records An annual audit is conducted by the selected independent auditor in June following the completion of each previous fiscal year (June 1 – May 31). Copies of each annual audit are provided to all Board members and approved by the Board, and copies of historical audits are on file are available for review upon request. 2. Annual Auditor Approval Leader: Audit Committee Frequency: Winter Format: Meeting, Report Tools: TBS Board Meeting Agenda/Minutes, TBS Auditor Search Records An annual auditor is approved and commissioned by the Board, usually at the January meeting. Board and staff assessment of auditors are conducted annually in conjunction with audit approval and prospective new auditors undergo an interview process documented in TBS Auditor Search Records. 3. Budget – Annual Approval Leader: Finance Committee Frequency: May Format: Meetings Tools: Financial records, historical budgets, proposed budget, TBS Forecast and Budget Process Guideline Annual budgeting occurs through the systematic process outlined in the “TBS Forecast and Budget Process Guideline.” The process includes advancement of a proposed budget to the Finance Committee during the winter Board meeting, a preliminary review at the Board meeting and/or Executive Committee Meeting prior to the annual meeting, and approval of the Budget for the next fiscal year by vote during the annual meeting each May. 4. Budget – Annual Review Leader: Vice-President of Finance and Administration Frequency: September Format: Meetings, Reports Tools: Audit, budget/enrollment/financial records, “TBS Forecast and Budget Process Guideline” Following the annual budget approval based on preliminary estimates at the Annual Board meeting each spring, a revised budget is regularly presented to the Board for review and approval following the commencement of classes each fall. Adjustments are typically recommended based on actual vs. projected enrollment or other factors. 5. Budget – Income/Expense Reviews Leader: Business Manager Frequency: Monthly Format: Reports Tools: Budget, Income/Expense Report, Balance Sheet, monthly newsletters, web site • TBS conducts regular, ongoing reviews of bills, payments, receipts and statements relative to the budget and relative to access, balance, projections, and stability. • Individual income is processed and reported in accordance with sound financial practice. • Payments are acknowledged with receipts and processed internally. • Individual expenditures are processed and approved via proprietary check and balance process that includes Board and independent auditor oversight, separation of duties, documented coordination of processing, monthly reporting, and annual auditing. • The Business Manager and/or Vice-President of Administration provide the President, Board Chair, Finance Committee Chair with regular detailed reports of all income, expenditures, and a balance sheet. • The Board is provided with summary financial updates by the VP of Finance and Administration (or Finance Chair or President) at every meeting, and the detailed books and files are open for inspection by Board members at any time. • The overall financial status of the seminary is reported regularly and publicly to all constituents via e-mail, online, and print. 6. Financial Records Review Leader: Vice-President of Finance and Administration Frequency: Monthly Format: Financial records Tools: Bank statements, invoices, receipts The Vice-President of Finance and Administration works with the Business Manager to conduct a monthly review of reconciliations of bank and investment accounts. Records of all financial activities each month are collected in a folder by the Business Manager, reviewed after the month’s end by the VP, signed and dated by the VP, and then filed by year and month in the Finance Office cabinet. According the to “TBS File Guide,” approximately four years of records are kept accessible in active files, and older files that all together span a total of 7 years are kept on site. 7. Fundraising Events Leader: President/Board Frequency: Intermittent Format: Banquet, dinner meeting Tools: TBS Banquet Reviews, TBS Comprehensive Strategic Plan (CSP), TBS Fundraising Plan The President works with the Board and staff to conduct regular fundraising events. TBS typically alternates between sponsoring a large event banquet one year and then smaller dinners the next year. Events often include teams that help plan and conduct the events, and the Board follows up with individual assessments, Board meeting discussion, and strategy retreat discussions. 8. Fundraising Plan Review Leader: President Frequency: Annually Format: Written plan Tools: Budget, Event data, financial records, fundraising records, Board Strategy Retreat, Comprehensive Strategic Plan (CSP) The President works with the Board and staff to create and present an annual fundraising plan and reviews progress at each Board and ExCom meeting throughout the year. More in-depth analysis and planning typically occurs during Board Strategic Retreats. 9. Tuition/Fees Review Leader: Business Manager Frequency: Winter Format: Research, Reports Tools: Budget resources, comparison research, historical analysis The Board Finance Committee works with the President, VP of Finance and Administration, Provost, and Business Manager to review and recommend tuition and fees for the budget. Board and staff periodically review data and trends from other organizations to determine if adjustments may be warranted. If so, the administration makes a proposal to the Board as part of the budgeting process. F. Policies 1. Annual Review Leader: Vice-President of Finance and Administration Frequency: Annually, typically during the summer Format: Inspection, Report(s) Tools: TBS Policy Manual The Vice-President of Finance and Administration oversees maintenance of the Policies Manual (kept in both paper and electronic file formats) and administers a comprehensive review of all policies annually. • Administrative edits to approved documents that require a Board vote are recommended to the Board, reviewed, and voted on prior to changing as needed. • Administrative edits to approved documents that require Administrative or other personnel approval are recommended to the appropriate person(s), reviewed, and approved prior to changing as needed. • Newly approved policies filtered up from various departments or added due to Board actions are immediately added to the policies manual. • Outdated policies no longer needed are deleted from the latest Policies Manual, although records of all enacted, approved, and deleted policies are kept on file indefinitely. • In conjunction with accreditation procedures, policies are thoroughly reviewed against accreditation standards and in accord with their schedules. • Internet assets – Publicly accessible • Internet assets – Privately accessible G. Publications Assessment of TBS publications and events is managed by the administration, with input from Board, faculty, staff, and other constituents. Copies of historical documents are kept on file in both print and digital formats. Staff, and sometimes others, are typically provided with paper or electronic copies of proposed publications for review and comment. Finalized versions with incorporated accepted edits and/or suggestions are then submitted to the President for approval, and some are further submitted to the Board for official approval. Outside feedback is routed back to leaders and producers for future reference. All projects are reviewed and assessed in conjunction with regular staff meetings, and major projects are reviewed during the annual Board of Trustees Strategy Retreat. Included in these discussions is feedback and results derived from participants, recipients, and respondents – as well as staff and Board members – in person or by e-mail, phone, social media, writing, etc. 1. Board Handbook Leader: Board Chair Frequency: Winter Format: Reading, Meeting Tools: TBS Board Handbook, latest Board Meeting Calendar and Financial summaries The President and Board Chair review the Board of Trustees Handbook each December or so in preparation for inviting new prospects to consider joining the Board. Suggested document changes are tracked and mutually agreed upon, and the documents with references to noted changes are presented to the Board for approval at the January meeting. 2. Board Packet Leader: President/Board Chair Frequency: Winter Format: Reading, Meeting Tools: TBS Board Packet, latest Board Meeting Calendar and financial summaries The President and Board Chair review the Board of Trustees Packet each December or so in preparation for inviting new prospects to consider joining the Board. Suggested document changes are mutually agreed upon and shared with the Board for approval. 3. Comprehensive Assessment Plan (CAP) Leader: President Frequency: Winter Format: Plan, retreat Tools: TBS Comprehensive Assessment Plan (CAP), Board Strategy Retreat, Email (see section “I. Overall” on p. 21) 4. Comprehensive Strategic Plan (CSP) Leader: President Frequency: Winter Format: Plan, retreat Tools: TBS Comprehensive Strategic Plan, Board Retreat, institutional records The President, key staff, and Board leadership work together to review and update the CSP on a regular basis, specifically in conjunction with the Board Retreat held in the winter months. The updated plan is shared with Board and used as the outline for each year’s retreat. Assessment of the plan occurs throughout the process of administrative staff and Board use and reviews. 5. Faculty Handbook Leader: Faculty Association Frequency: Summer Format: Reading, Meeting Tools: TBS Faculty Handbook The President, Provost, and select Board members, faculty, and staff have historically reviewed the Faculty Handbook. With the formation of the TBS Faculty Association (FA), going forward, the FA will solicit input and present suggested changes to the Provost for review during the summer prior to the fall semester. Revised Faculty Handbooks are periodically distributed to the Board for review and approved by the Board as part of the handbook review process. Faculty Handbooks are made available to faculty members by email, digitally on the TBS website, and in print if requested. 6. Library Handbook Leader: Library Frequency: Annually Format: Individual review and comment Tools: TBS Library Handbook, TBS Library Reports The TBS Library Handbook is reviewed annually by the Librarian and a suggested revised copy is shared with the President. A physical copy of the handbook is available in the Library and a digital copy is posted under “About – Resources” online. 7. Policy Manual Leader: Vice-President of Finance and Administration Frequency: Summer Format: Reading, Meeting Tools: Policy Manual, Board meeting minutes Policies are reviewed on annual basis, typically each summer. Suggested edits are shared with the President and Board as relevant, any required votes are conducted, approved revisions are incorporated into the latest Policy Manual, and then posted under “About – Resources” online. 8. Student Catalog Leader: Provost Frequency: Summer Format: Reading, Meeting Tools: TBS Student Catalog In conjunction with TBS staff, faculty, the President, the Provost leads a review of the Student Catalog in preparation for the upcoming academic year. Suggested changes are reviewed and approved by the President and Provost and made available to students by the Office Manager at the beginning of each semester. The updated documents are distributed to the Board for review and approved regularly. Any necessary mid-year adjustments are incorporated into the documents with the President’s approval, and the most recent versions uploaded and available online under “Academics – Student Catalog” and “About – Resources.” With the formation of the Student Government Association (SGA), their officers will also be invited to review the catalog and submit suggested revisions. 9. Student Handbook Leader: Provost Frequency: Summer Format: Reading, Meeting Tools: TBS Student Handbook In conjunction with TBS staff, faculty, the President, the Provost leads a review of the Student Handbook in preparation for the upcoming academic year. Suggested changes are reviewed and approved by the President and Provost and made available to students by the Office Manager at the beginning of each semester. The updated documents are distributed to the Board for review and approved regularly. Any necessary mid-year adjustments are incorporated into the documents with the President’s approval, and the most recent versions uploaded and available online under “Academics – Student Handbook” and “About – Resources.” With the formation of the Student Government Association (SGA), their officers will also be invited to review the handbook and submit suggested revisions. 10. The Sentinel Magazine Leader: Communications Staff Frequency: Annually, usually summer Format: Reading, Meeting Tools: The Sentinel magazine TBS communications staff lead the development, production, and publication of The Bible Seminary’s official magazine, The Sentinel, under the direction of the President, who serves as Editor-in-Chief. The publication generally includes a Summer issue distributed in print and digitally to all TBS constituents. In conjunction with TBS administrators, alumni, Board, faculty, friends, staff, students, and supporters, the communications team solicits articles, graphics, photos, and other resources for consideration to include in the magazine. Draft copies are provided to the editing team, which generally consists of anyone with written content scheduled for publication in the upcoming issue, including the President, Provost, and Board Chair. Additional editors include all TBS paid and volunteer staff. Post-publication input received from readers is shared with the appropriate persons, including the communications staff and magazine production team. 11. Digital Publications Leader: Communications Director Frequency: Ongoing Format: Reading, Meeting Tools: Online content, email, TBS Publications Review Record Digital publications include E-mail newsletters, podcast, social media (Facebook, Instagram, LinkedIn, Twitter, YouTube), the student information management system (currently OasisSIS), and the seminary web site at TheBibleSeminary.edu. This content undergoes constant scrutiny and feedback from many TBS constituents, and updates are regularly and ongoing. New posts are often previewed by staff as well as commented on by viewers after posting or using. Emails, phone calls, and visits are a primary means of sharing feedback with TBS staff. With the hiring of both a Communications and Marketing Director, TBS has initiated a formal staff assessment of digital publications scheduled to occur each winter and summer using the “TBS Publications Review Record” form (see Appendix). The public website also undergo a broken link check during the summer and winter using BrokenLinkCheck.com. o Facebook: www.facebook.com/thebibleseminary o Instagram: www.instagram.com/thebibleseminary o LinkedIn: www.linkedin.com/company/the-bible-seminary o Twitter: www.twitter.com/BibleSeminary o YouTube: www.youtube.com/thebibleseminary1 o Websites: TheBibleSeminary.edu o Student Information System (OasisSIS) 12. Other Print Publications Leader: Communications Staff Frequency: Ongoing Format: Reading, Meeting Tools: Previously published and draft documents TBS staff lead the development, production, and publication of printed materials under the direction of the President. The communications team reviews publications on an ongoing basis, including ads, appeal letters, brochures, bulletin inserts, calendars, diplomas, donation cards/forms, envelopes, flyers, folders, letterhead, postcards, press releases, prospectuses, and signs. Suggestions are discussed among the team, and draft copies of proposed resources are shared with among TBS leaders. TBS print publications are reviewed and approved by the President prior to publication. Post-publication input is shared with the appropriate persons, including communications and production team members. The annual Board Strategy Retreat includes review and discussion of TBS publications. With the hiring of both a Communications and Marketing Director, TBS has initiated a formal assessment of publications using the “TBS Publications Review Record” form (see Appendix). Publicly accessible internet assets follow agreed-upon guidelines. For control, editing, and monitoring purposes, the President, communications staff, and other relevant staff receive notifications of all postings on official seminary sites. These select designees have administrative access to seminary social media accounts and the authority to add, edit, or delete content at any time. In the case of any content(s) or personnel behavior in question, the President – in conjunction with the Provost and/or Board – may exercise final authority. In general, the following protocols apply: • Drafts are produced, previewed, reviewed, and further edited and refined with input from team members and TBS leaders. • The President provides administrative approval of TBS productions and publications, and the Board affirms approval of key documents (catalog, handbooks, and manuals). • Post-publication reviews include student feedback from course content, and user and viewer feedback from other content. • Summary feedback is shared with the communications team and provided to the Board during regular meetings and as part of the Strategy Retreat. • Collective and specific assessments are factored into the development of future productions and publications. H. Student Services 1. Survey Leader: Provost Frequency: Bi-annual Format: Meetings, Staff Retreat Tools: TBS Student survey • TBS students complete a bi-annual “TBS Student Survey” (see Appendix). The survey includes questions related to TBS academics, facilities and equipment, finances, personnel, learning resources, and student services. • Aggregate results from the surveys are shared and discussed among appropriate constituencies, as well as with the Board and staff. • Resultant action plans, goals, or revisions, as well as progress assessments, are noted in conjunction with the Staff and Board retreats each year. Appendix Semester Review Academic Semester and Year _____________________________ Course Freq. Per class Total Min Total Hours # Stud # Surveys Returned Pre Post ABC 500 26 75 min 1950 32.5 10 8 08/15/17 01/10/18 Reviewer ____________________________ Date Reviewed _________________ Page ___ of ___ Syllabus Review Program(s) __________________________________________ Course _______________________ Program Head should complete survey below, and attach the most recent version of the syllabus. Header: ___ Professor ___ Semester ___ Course Title ___ Course Code ___ Hours ___ Email ___ Location(s) ___ Year ___ Day(s)/Time(s) Body: Same Change ___ Course Title in this format: “ABC ###: Name of course – Biblical book(s)” ___ ___ ___ Course Description ___ ___ ___ Course Objectives ___ ___ ___ Course Resources ___ ___ Are all required resources available in the TBS library? ___ Yes ___ No ___ Course Policies and Requirements ___ ___ ___ Course Outline ___ ___ ___ Graded Assignments ___ ___ ___ Number ___ Date Due ___ Percentage of Total Grade ___ Title ___ Recommended Resources/Bibliography ___ ___ Footer: ___ Page # ___ TBS ___ Address ___ Phone ___ Web Consistency: ___ Syllabus consistent with Student Catalog? ___ Syllabus and Student Catalog consistent with web site? Alternate Instructional Delivery: Any accommodations or concessions needed? Comments or notes: Reviewer ____________________________ Date Reviewed _________________ Page ___ of ___ Curriculum Alignment Review Course Title: Semester and Year: Professor: Description: Course Student Learning Outcomes (CSLO): (For each CSLO, indicate alignment with any PSLO and ISLO) Program Student Learning Outcomes (PSLO): (For each PSLO, indicate alignment with any CSLO and ISLO) Institutional Student Learning Outcomes (ISLO): (For each ISLO, indicate alignment with any CSLO and PSLO) Proposed Revision(s): Reviewer ____________________________ Date Reviewed _________________ Page ___ of ___ Course Evaluation Course ________________________ Semester__________ Instructor_______________ 1. I read assigned materials and completed assignments by the due date. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 2. I participated in class and asked questions. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 3. I found myself enthusiastic about learning this subject. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 4. The workload was appropriate for a graduate course. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 5. The professor was available outside of class (office visits, phone calls, e-mail, etc.). __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 6. Assignments required understanding, original thought, or creative thinking and contributed to my learning. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 7. The professor provided helpful feedback regarding my academic performance in a timely manner. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 8. The professor fostered a positive learning environment by treating students fairly and impartially and challenging them in a positive way. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 9. The professor encouraged respectful discourse of ideas and experiences for differing viewpoints or backgrounds. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 10. The professor was prepared, well organized, clear, and informative. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 11. The professor was knowledgeable of the course content. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 12. The professor used class time effectively and began and ended class on time. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 13. The professor seemed genuinely concerned with my learning in this course. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 14. The professor sought to apply the subject matter to my spiritual life. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 15. The professor stimulated my interest in the subject matter of the course. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 16. The syllabus clearly outlined student expectations and course content. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 17. TBS facilities are safe and adequate to support and maximize student success. __ Strongly Agree __ Agree __ Neutral __ Disagree __ Strongly Disagree 18. What suggestions would you offer to your professor to improve his or her effectiveness (including additional resources and/or assignments for this course that would be helpful in current thinking and future ministry)? 19. If applicable, what could be done to improve alternate instructional delivery experiences? 20. Is there anything else you would like TBS to know regarding your experience in this course, and/or how it has contributed to your overall experience as a seminary student? Instructor Review Course ________________________ Semester__________ Instructor_______________ Date _____________ Summary of Student Evaluations Response from Professor Suggested changes to syllabus, curriculum, structure, personnel, facilities, equipment, location, and alternate instructional delivery:: Instructor Signature:_________________________________________ Date _____________________ Reviewer ____________________________ Date Reviewed _________________ Page ___ of ___ Personnel File Checklist Personnel Name: Contact Information o Address o Phone number(s) o Email o Social Media o Web address(es) o Personal Bio o Photo o Resume o Copy of Background Check o Copy of Driver’s License o Copy of Passport o I-9 o W-4 Official Documents Transcripts o Undergraduate o Graduate Professional Development Record Year CEU’s (add all professional development documentation to “Resume” file) Review Record: Contracts File Resume File Print Updated Web Updated Reviews File ___________ __________ __________ ___________ __________ __________ ___________ __________ __________ ___________ __________ __________ ___________ __________ __________ ___________ __________ __________ ___________ __________ __________ Instructional Staff Listing (ISL) For Full-time and Part-time Faculty XXXX-XX Academic Years Name Degrees Courses Taught Last Name, First name, M. (full or part-time) • Teaching location(s) • Degree, University, Year • Area of study (## Graduate School Hours) • Area of study (## GSH) • … Course Code (Program) Course Title • (List of relevant qualifying positions and experiences) Performance Review Reviewee: _____________________________________ Hire Date: _______________ Reviewer: _____________________________________ Review Date: ____________ Instructions: (1) Both the supervisor and the person being reviewed fill out the Performance Review before meeting; (2) Pray; (3) Both share; (4) Decide on goals for future; (5) Discuss job description; (6) Both sign this review; (7) Pray. Strengths: The greatest strengths of this team member: 1. 2. 3. 4. Growth Areas: Some growth areas for this team member: 1. 2. 3. 4. Goals: List some measurable goals for next ___ semester ___ year Professional Development (if not already on file, include documentation) Overall Evaluation: ______ (A=Outstanding; B=Very Good; C=Average; D=Needs Improvement; F=Unsatisfactory) Is there a written job description for this position? _____ Do any changes need to be made to it? __________ (if so, attach revised document with change notes) x _____________________________________ x __________________________________ Staff Member Supervisor Board Survey A Board Assessment tool created by the Evangelical Council for Financial Accountability (ECFA) entitled “NonprofitBoardScoreTM.” Participants answer the questions below selecting from the options of “Yes,” “No,” or “Not Sure.” Results are tabulated by ECFA and the summary sent to the TBS Board Chair for reporting back to the TBS Board. 1. Spiritual Atmosphere 1) Our board has a strong emphasis on prayer. We allocate appropriate times for prayer during our board meetings and encourage board members to pray for the ministry between board meetings. 2) Our board reads Scripture at the beginning of each board meeting and sometimes we read additional Scriptures during our meetings to listen together for God’s perspective on topics of discussion. 3) Our board recognizes the importance of discernment in the boardroom, dedicating time for silence, expectantly listening for the Spirit to speak, listening to each other, and listening to what is going on in the depths of our own souls. 4) Our board members take a posture of humble service characterized by openness, mutual trust, and respect in order to conduct our work and relationships with Christ-centered character. 5) Our board preserves the unity of the Spirit and the bond of peace and demonstrates spiritual depth by holding desires and opinions lightly. 6) Our board members understand their spiritual gifts, strengths and social styles to help them better connect to each other and to our senior staff members. 2. Board-Top Leader Synergy 1) Our board invests time for regular fellowship with each other and the top leader to maintain healthy relationships and to nurture camaraderie and commitment. 2) Our board members and top leader hold each other accountable to attend to their spiritual health by practicing various soul care exercises, such as spiritual direction, devotional reading, and prayer retreats. 3) Our board makes it a priority to protect the top leader's personal time, ensuring the top leader has a life outside the doors of the ministry. 4) Our board does a self-assessment after every board meeting to enrich engagement. 5) Our board annually reviews and approves the compensation (including fringe benefits) of the top leader. We also assess the compensation alongside comparable data at least every three years to maintain appropriate top leader remuneration. 6) Our board has a written emergency plan for the top leader transition and reviews it annually. 3. Intentionality 1) Our board meetings operate with a clear meeting agenda that reflects diligent preparation and aims at achieving the desired results with efficiency and effectiveness. 2) Our board has a dynamic written policies document such as a “Board Policies Manual” to ensure that both long-standing and any new board policies are easily accessible by the board and staff. 3) We use a Prime Responsibility Chart (PRC), or similar approach, to eliminate fuzziness between board and staff roles. 4) Our board is careful to focus on strategy and policy rather than on operational issues. Our goal is the 80/20 rule, spending 80% of our time looking ahead and 20% looking back. 5) Our board evaluates and prioritizes risks regularly, taking appropriate steps to mitigate significant risks, and trusting staff to address remaining risks and report accordingly. 6) Our board commits to protecting all of God’s children, regardless of age, within our community from abuse—verbal, emotional, physical, and sexual. 4. Faithful Administration 1) Our ministry has a conflicts of interest policy and applies it in every applicable situation, including recusing board members from the vote and the meeting when appropriate. 2) Our board has a keen awareness of federal, state, and local laws that apply to the ministry and are informed of the ministry’s compliance with these laws. 3) Our board monitors temporarily restricted gift balances to ensure timely use of these funds and adopts a gift acceptance policy which stipulates gifts that require board approval. 4) Our board prioritizes the protection of ministry assets by implementing appropriate financial controls to prevent physical and digital fraud. 5) Our board annually approves a reasonable operating budget that supports the ministry’s strategic plan, while maintaining adequate cash reserves, enabling the ministry to timely meet all of its financial obligations. Our board receives accurate and timely reporting that communicates financial trends, financial viability, reserves, and budget compliance. 6) Our ministry demonstrates accountability by making financial statements available upon written request and by pursuing peer accreditation, when appropriate, related to standards of responsible stewardship. 5. Structure and Style 1) The appointment of board members follows a process that aims at locating qualified servants, and the selection process for our board chair demonstrates the importance of the position. 2) The size of our board is conducive to efficient and effective board meetings that enable each board member to contribute. We only create and maintain standing committees that have a clear and essential function that is aligned with appropriate board governance roles and responsibilities. 3) The majority of our board members are independent (for example, not staff members or related to staff members or each other) and serve within term limits to ensure that the board’s composition stays fresh in relationship to the governance needs of the ministry. 4) The frequency of our board meetings has the right pace to engage the board in meaningful and clear agendas. The length and location of our board meetings is designed to maximize the board’s attention for the duration of the meeting. 5) For every agenda action item, the staff presents the board with the draft of a resolution to avoid crafting resolutions from scratch during a board meeting. The minutes of our board meeting are recorded on a contemporaneous basis and reviewed at a subsequent board meeting. 6) Our board has a formal orientation (or onboarding) process for new board members. 6. Culture 1) Our board has a high passion for the ministry’s mission, vision, and values. We ensure that our programs align with them. 2) All board members sign an annual commitment form to affirm in writing their willingness to fulfill their board responsibilities, including exhibiting self-discipline, trustworthiness, and proactive service by reading board materials in advance, faithfully attending, listening during meetings, and following-up on assignments. 3) We are lifelong learners who ask powerful questions in pursuit of information and perspectives to make informed decisions that honor our Lord Jesus Christ. 4) Our board members understand the difference between the governance hat, the volunteer hat, and the participant hat, and when to wear each hat, so their service models integrity and appropriateness. 5) The board demonstrates the importance of confidentiality, and members speak with one voice or not at all. 6) Our board members serve as role models for the ministry by functioning as a healthy, loving community of grace and truth. Alumni Survey Alumni of The Bible Seminary have unique insights and perspectives relative to TBS educational experiences. Thank you for taking time to complete this survey as we work together to continue to improve our effectiveness in glorifying God by training Christian believers in a context of biblical community in all 66 books of the Bible so that they can serve the local church and fulfill the Great Commission by the power of God’s Spirit. Responses are confidential and will be reported in summary form only. Last Name ____________________________ First Name _____________________ MI __________ Year of TBS graduation __________________ Degree(s) received ______________________________ Describe your career journey after graduation: What is your current position (title, organization, location)? Is your current employment directly related to TBS training? ___ Yes ___ No ___ Somewhat (explain) What category best describes your current employment? ___ Pastor ___ Christian Education ___ Youth Work ___ Administration/Education ___ Counseling ___ Parachurch Ministry ___ Teaching ___ Missionary ___ Bi-vocational ___ Other: How well do you feel TBS helped you: Very Well Fair Poorly Very Believe in Jesus Christ as LORD and trust Him on the throne of my life for the glory of God? Believe the BIBLE is the fully true Word of God? Integrate the study of all 66 books of the Bible with studies in classical theological disciplines and ministry training? Practice a life of PRAYER, continually seeking to plug into the Vine of Jesus Christ? Have a heart for the UNREACHED PEOPLES of the world and the fulfillment of the Great Commission through seeking to reach millions of souls for Christ? Have training and experience in the LOCAL CHURCH and establish key relationships with various local churches and parachurch ministries? Have experience in ministry and study amidst a COMMUNITY committed to authenticity and accountability, and where integrity was modeled and taught? Have COMPASSION for the poor and overlooked, and receive motivation, equipping, and training to minister to "the least of these" as a lifestyle? Comments on any of the above: How well do you feel that TBS helped prepare you in: Hermeneutics? Church History? Theology? Languages and Culture? Missions and Evangelism? Pastoral Leadership? Preaching and Teaching? Spiritual Formation and Ministry? Comments on any of the above: Explain how you feel TBS prepared you for ministry leadership? Explain how you feel TBS prepared you for your career journey so far? What did you learn during your TBS experience that has proven most helpful? What did your TBS experience NOT provide that could have helped you in your career journey so far? List some of your best experiences during your time at TBS: List some of your most challenging experiences during your time at TBS: Please rate the following (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly agree) Overall Experience at TBS -- - 0 + ++ I was satisfied with my academic experiences 1 2 3 4 5 Field education and internships were helpful experiences 1 2 3 4 5 Faculty were supportive and understanding 1 2 3 4 5 I felt accepted within the TBS community 1 2 3 4 5 I grew spiritually 1 2 3 4 5 My faith was stronger than when I came 1 2 3 4 5 My personal faith was respected 1 2 3 4 5 Individuals of various faith traditions were respected 1 2 3 4 5 I know at least one faculty member well 1 2 3 4 5 I have been able to integrate theology with ministry practice 1 2 3 4 5 The school tried to be an inclusive community 1 2 3 4 5 I came to know students from other ethnic groups 1 2 3 4 5 I made good friends at TBS 1 2 3 4 5 Seminary was a good experience for my family 1 2 3 4 5 I was able to manage financially 1 2 3 4 5 If I had it to do over again, I would still come to TBS 1 2 3 4 5 Educational Effectiveness in Facilitating Skill Areas -- - 0 + ++ Ability to preach well 1 2 3 4 5 Ability to use and interpret Scripture 1 2 3 4 5 Knowledge of church polity/canon law 1 2 3 4 5 Ability to teach well 1 2 3 4 5 Knowledge of church doctrine and history 1 2 3 4 5 Ability to lead others 1 2 3 4 5 Ability to conduct worship / liturgy 1 2 3 4 5 Ability to interact effectively with other religious traditions 1 2 3 4 5 Ability to work effectively within my own religious tradition 1 2 3 4 5 Awareness and appreciation of the globalized ministry context 1 2 3 4 5 Ability to work effectively with both women and men 1 2 3 4 5 Ability to interact effectively with various cultures/races 1 2 3 4 5 Ability to relate social issues to faith 1 2 3 4 5 Ability in pastoral counseling 1 2 3 4 5 Knowledge of Christian philosophy and ethics 1 2 3 4 5 Ability to think theologically 1 2 3 4 5 Measure of Educational Effectiveness and Personal Growth -- - 0 + ++ Empathy for the poor and the oppressed 1 2 3 4 5 Ability to pray 1 2 3 4 5 Concern about social justice 1 2 3 4 5 Enthusiasm for learning 1 2 3 4 5 Insight into troubles of others 1 2 3 4 5 Desire to become an authority in my field 1 2 3 4 5 Trust in God 1 2 3 4 5 Self-discipline and focus 1 2 3 4 5 Respect for other religious traditions 1 2 3 4 5 Respect for my own religious tradition 1 2 3 4 5 Ability to live my faith in daily life 1 2 3 4 5 Clarity of vocational goals 1 2 3 4 5 Self-confidence 1 2 3 4 5 Self-knowledge 1 2 3 4 5 Strength of spiritual life 1 2 3 4 5 Additional comments/suggestions: Board Membershape Membership Terms Nomination Scoring Shaping Plan (Scoring: 1 = Weak, 10 = Strong) Beliefs and Faith • Christian 1 2 3 4 5 6 7 8 9 10 • Integrity 1 2 3 4 5 6 7 8 9 10 • Reputation 1 2 3 4 5 6 7 8 9 10 • TBS Core Beliefs 1 2 3 4 5 6 7 8 9 10 Circles of Influence • GFUMC Member 1 2 3 4 5 6 7 8 9 10 • Affiliate Churches 1 2 3 4 5 6 7 8 9 10 • Citywide 1 2 3 4 5 6 7 8 9 10 • Houston 1 2 3 4 5 6 7 8 9 10 • Regional 1 2 3 4 5 6 7 8 9 10 • State 1 2 3 4 5 6 7 8 9 10 • National 1 2 3 4 5 6 7 8 9 10 • International 1 2 3 4 5 6 7 8 9 10 Diversity • Denominational 1 2 3 4 5 6 7 8 9 10 • Ethnic 1 2 3 4 5 6 7 8 9 10 • Gender 1 2 3 4 5 6 7 8 9 10 Experience and Skills • Administration 1 2 3 4 5 6 7 8 9 10 • Business 1 2 3 4 5 6 7 8 9 10 • Community 1 2 3 4 5 6 7 8 9 10 • Education (K-12) 1 2 3 4 5 6 7 8 9 10 • Ed. (Higher) 1 2 3 4 5 6 7 8 9 10 • Finance 1 2 3 4 5 6 7 8 9 10 • Fundraising 1 2 3 4 5 6 7 8 9 10 • Government 1 2 3 4 5 6 7 8 9 10 • Leadership 1 2 3 4 5 6 7 8 9 10 • Legal 1 2 3 4 5 6 7 8 9 10 • Ministry 1 2 3 4 5 6 7 8 9 10 • Networking 1 2 3 4 5 6 7 8 9 10 • Recruiting 1 2 3 4 5 6 7 8 9 10 Board Nomination Form TBS Student Survey As a current student at The Bible Seminary, thank you for taking time to complete this survey as we work together to continue to improve our effectiveness in glorifying God by training Christian believers in a context of biblical community in all 66 books of the Bible so that they can serve the local church and fulfill the Great Commission by the power of God’s Spirit. Responses are confidential and will be reported in summary form only. Last Name ____________________________ First Name _____________________ MI __________ Expected year of TBS graduation __________ Expected degree(s) _____________________________ Describe your anticipated career after graduation. If unsure, include your current considerations: If you are currently employed, what is your current position (title, organization, location)? Is your current employment directly related to TBS training? ___ Yes ___ No ___ Somewhat (explain) Please share your suggestions for any improvements in ACADEMICS (classes, programs): Please share your suggestions for any improvements in FACILITIES and EQUIPMENT: Please share your suggestions for any improvements in FINANCES: Please share your suggestions for any improvements in PERSONNEL: Please share your suggestions for any improvements in LEARNING RESOURCES: Please share your suggestions for any improvements in STUDENT SERVICES: Additional comments: Monthly Fire and Facility Inspection .=OK, X=Needs Attention Date: ____________________________ By: __________________________________________ Fire Extinguishers Gauge Pin Visual In Service Location FE-270-1 June-12 Hallway exit from 270 FE 250-1 July-13 Hallway exit from 250 FE-263-1 June-12 Hallway exit from 263 FE-265 Jan-19 Outside door 265 Smoke Detectors Test Visual In Service Location SD-270-1 June-12 Main entry door 270 SD-270-2 June-12 Hallway exit 270 SD-250-1 July-13 Main entry door 250 SD-250-2 July-13 Hallway exit 250 SD-263-1 June-12 Main entry door 263 SD-263-2 June-12 Hallway exit 263 SD-265 Jan-19 Outside door 265 Assembly Areas Access Usable Location Primary – Fire GSWEC Sign, SW Corner Parking Lot Severe Weather Interior Hallways, outside 250/270 Secondary – Fire GWSEC Covered Storage, E of Bldg Visual Inspection 263 250 270 265 Comments Doors, Exit Pathways Windows Ceilings, Walls, Floors Furniture, Appliances Projectors, Equipment Lighting, Electrical Common Areas, Grounds AC Filters, Grills, Thermostats Other Notes/Actions Needed: Replace Smoke Detector Batteries (263 and 270) in July Replace or Recharge Fire Extinguishers Every 10 Years or as Inspections Indicate Replace Smoke Detectors Every 10 Years Review Monthly Inspections, Annual Board Report, and Comp. Strategic Plan annually in June Facility Inspection Action Log (Actions Taken, Corrections to Items Identified in Monthly Inspections) Date By Action __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ __________ ______________ ____________________________________________________ Category Sub Description Reviewer Review Date Suggestions G. Publications 9. The Sentinel magazine G. Publications 10. Digital - Email Newsletters G. Publications 10. Digital - Podcast G. Publications 10. Digital - Social, Facebook G. Publications 10. Digital - Social, Instagram G. Publications 10. Digital - Social, LinkedIn G. Publications 10. Digital - Social, Twitter G. Publications 10. Digital - Social, YouTube G. Publications 10. Digital - Student Info. System G. Publications 10. Digital - Web site G. Publications 11. Other - Ads, Comcast G. Publications 11. Other - Ads, Community Impact G. Publications 11. Other - Ads, FBCM G. Publications 11. Other - Ads, Houston Chron. G. Publications 11. Other - Ads, Katy ISD G. Publications 11. Other - Ads, Katy Magazine G. Publications 11. Other - Ads, KCM G. Publications 11. Other - Ads, Knowledge Rev. G. Publications 11. Other - Appeal Letters G. Publications 11. Other - Brochure, BC G. Publications 11. Other - Brochure, BC G. Publications 11. Other - Brochure, MDiv G. Publications 11. Other - Bulletin Insert G. Publications 11. Other - Diploma, BC G. Publications 11. Other - Diploma, Grad G. Publications 11. Other - Diploma, Ordination G. Publications 11. Other - Donation Card/Form G. Publications 11. Other - Envelope, Letter G. Publications 11. Other - Envelope, Packet G. Publications 11. Other - Envelope, Return G. Publications 11. Other - Flyer G. Publications 11. Other - Folders G. Publications 11. Other - Letterhead G. Publications 11. Other - Postcards G. Publications 11. Other - Press Releases G. Publications 11. Other - Prospectus G. Publications 11. Other - Sign TBS Publications Review Record The Bible Seminary 2655 S Mason Road Katy, TX 77450 281-646-1109 (Phone) Info@TheBibleSeminary.edu TheBibleSeminary.edu © The Bible Seminary Comprehensive Assessment Plan Latest Revision: 10/3/2022 Current Version: Board-approved October 2022 Original Version: Board-approved May 2014

Treasurer < Back Previous Next Mickey Ellis Treasurer Mickey Ellis is a Master of Divinity (2018) graduate of The Bible Seminary. A vibrant leader of the prayer and worship movement within the West Houston/Katy community, she leads the Freedom and Healing team at the Great Southwest Prayer Center. She is also co-founder with her husband, Mike, and former Board member of Alta Mesa Services, Oil & Gas Exploration and Production company. Mickey serves on the Board of the Confessing Movement within the United Methodist Church, and has served as a leader in charity and service organizations related to cancer and autism, as well as Christian education at Mission Bend Christian Academy. Mickey and Mike have two children and two grandchildren.

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