The plan is that I will be retiring from Houston Baptist University in a few weeks. This is not retirement to a rocking chair, but more like retirement to church ministry: I plan to be very involved in church ministry, including formation programs for clergy, I will do some limited teaching for theological institutions, and, of course, I have writing and editing project, but with respect to HBU and with respect to funding it will be retirement. I am already quite excited about this new phase of life, this new adventure.
However, this shift of focus gives me a chance to reflect on the changes that I have seen in university-level theological education over the 40+ years that such education has been my major focus. Please note that none of what I write is specifically about Houston Baptist University; I have made my own observations in many institutions and also read a number of articles in such publications as the Chronicle of Higher Education. These changes are far bigger than one institution in Houston, Texas.
First, there has been a shift from the collegial model to the business model. When I entered theological education the ideal of the college had not yet faded. Faculty of whatever rank were mostly full time. The faculty meeting was where the business of the theological institution got done, often with faculty also serving various official capacities such as dean, registrar, and the like (at least in smaller institutions). In the larger institutions, of course, it was the senior faculty, members of a faculty senate, who had the real authority. Now the model has, for the most part, changed. To a large extent theological institutions or departments of institutions are in the education business. There is a board who holds a CEO accountable for reaching the agreed-upon goals of the institution. The CEO directs the business through various officers. Faculty committees exist, but usually to advise those who run the business or to implement their policies.