Our History
FTE is a significant catalyst for identifying and supporting diverse, gifted ministry leaders and doctoral students preparing to teach religion, theology or biblical studies in theological schools.
Stones from the Jordan: The Dynamism of FTE
FTE celebrates 70 years of rich history and commemorates the impactful journey in the latest publication, Stones from the Jordan: The Dynamism of FTE from 1954-2024. Discover how historical moments shaped FTE's rise amidst theological discussions. Reflecting on our past, we stride forward with optimism, standing as a pillar of strength and hope for young leaders, adapting to an ever-changing world.
1953-1954
Foundation and Early Growth
In 1954, "under God" was added to the Pledge of Allegiance, influenced by a sermon given by Reverend George Docherty and lobbying by the Knights of Columbus. The new phrase reflected a surge in Christian patriotism in the United States, particularly among evangelical Protestants. The rise in church attendance led to growth in theological education and discussions on various topics. Demand for trained individuals in Christian ministry increased, with some denominations requiring seminary training for leadership roles. The long-term impact of this religious revival on theological education remained uncertain, leading to the establishment of the American Association of Theological Schools Fund to promote excellence in Christian ministry.
Law partners Stokes, Fleischmann, Hitchcock, Kemon, and Laterza had been working for months before 1954. In December 1953, the American Association of Theological Schools Fund, Inc., was established to address the shortage of trained clergy. It was supported by various individuals and organizations, including John D. Rockefeller Jr. and the Rockefeller Brothers Fund. Dana S. Creel, as executive director of the RBF, played a crucial role in shaping funding guidelines.
With the involvement of scholars and administrators, including Nathan Pusey, the organization aimed to support individuals in pursuing careers in Christian ministry. The first Board of Directors, including Conrad Bergendoff and Benjamin E. Mays, was elected in March 1954. These members, notable public theologians, were committed to excellence in ministry and education, shaping the Fund's objectives and programs.
Later that year, the newly formed Board held meetings at Rockefeller Plaza in New York City to shape the direction of the Fund. They rented office space in Princeton, New Jersey, and elected Pusey as chairman and Rankin as executive director. The group aimed to recruit talented college graduates for graduate theological programs nationwide, implementing the Rockefeller Brothers Theological Fellowship Program. Using a Woodrow Wilson Fellowship Program mailing list, they sought candidates with strong intellectual capacity, including women, for broader ministry roles.
In its first year, the Fund granted fellowships to five promising leaders, the "Rockefeller Fellows," who significantly impacted the church and society. The Fund's mission gained momentum under Wagoner's leadership as the second executive director.
1955-1956
Expansion and Diversity
The following year, in 1955, the Fund saw remarkable growth, awarding 47 fellowships from 330 nominations to Americans and Canadians, including three women and two African Americans. This diverse group represented 15 Christian denominations and 37 colleges across the U.S. and Canada. The Trial-Year award became popular on college campuses, leading to rapid nominations and the Fund's expansion. In 1958, the Rockefeller Doctoral Fellowship in Religion was introduced to support exceptional scholars during their PhD dissertation phase, aiming to enhance resources and faculty at theological institutions. By 1960, the organization changed its name to the Fund for Theological Education (FTE), reflecting its broader scope and direction.
Despite successes, FTE faced challenges regarding female representation and African American inclusion. The lack of female and African American Fellows prompted internal discussions and policy changes. Initiatives like the Protestant Fellowship Program (PFP) and the African American Rockefeller Doctoral Scholars addressed these gaps to increase representation and support within theological education. Charles Shelby Rooks played a pivotal role in implementing these programs and addressing systemic issues, paving the way for greater diversity and inclusivity in ministry and academia.
Despite some programs discontinuing, FTE's legacy includes fostering dialogue, supporting emerging leaders, and advocating for equity within Christian ministry and theological education.
An ever-evolving organization, FTE recognized the importance of diversity in its Fellows, programs, and board composition to amplify its impact on the church, academy, and society. Over the years, several fellowship programs were introduced, such as the Rockefeller Doctoral Program, which later evolved into initiatives like the Hispanic Ministry Fellowship and the Benjamin E. Mays Scholarship for Ministry. Despite financial challenges and program closures, FTE remained committed to its mission, supported by funders like the Lilly Endowment Inc. and the Henry Luce Foundation. However, by 1995, FTE merged with the Association of Theological Schools due to organizational mismanagement and loss of funding. The merger marked the end of an era for FTE, prompting reflection on its future identity and mission in a changing world.
1997-2011
Leadership Transition and Innovation
In 1997, Waits stepped down from ATS, joining FTE as president and CEO a year later, alongside Costen. Together, they aimed to reinvigorate FTE's role in supporting diverse candidates in ministry and doctoral studies. With a clear focus on enhancing ministry quality, Waits secured significant grants, and in 1998, FTE reopened at the Luce Center for the Study of Religion in Atlanta. Melissa Wiginton and Sharon Watson Fluker played pivotal roles, bridging the past and present and revitalizing FTE's mission. Wiginton directed ministry programs, establishing initiatives that nurtured young leaders, while Fluker, director of doctoral programs, fostered a supportive community for underrepresented scholars. Their efforts reshaped FTE's impact and legacy, ensuring a diverse, thriving future.
With volunteer support, they managed programs until new team members joined in the early 2000s. Waits' retirement marked FTE's expansion, achieving financial stability and increased staff. Under his leadership, FTE became a leading advocate for ministry, expanding its mission to include support for young people and church-related organizations. The revised mission statement reflects FTE's commitment to excellence, diversity, and nurturing vocations in ministry and teaching.
From 2003 to 2011, Wiginton and Fluker provided stability to FTE while new leaders briefly emerged to engage with funders. Rev. Ann M. Svennungsen became the first woman to lead FTE in 2004, securing significant grants and enhancing the organization's profile before departing in 2007. Rev. Dr. Richard "Trace" Haythorn followed as president in 2008 but left after two years. Peg Birk, an interim leader, assessed FTE, uncovering issues like governance, low morale, and cultural insensitivity. Despite progress since its rebirth, FTE needed internal changes. Feedback suggested the next transformative leader was within the organization.
2011-2013
Restructuring and Adaptation
Stephen L. Lewis emerged as a potential leader for FTE, endorsed by a few within the organization. Lewis’ remarkable presence, described as authoritative yet inviting by Parker Palmer, resonated with many. Birk acknowledges Lewis's ability to foster dialogue and unite people under a shared vision.
Some praised Lewis's innate suitability for his work at FTE, citing his healing contributions to the community. Lewis's lineage, rooted in a tradition of service and justice, reflects his commitment to uplifting others. Baba Awo Falokun Fasegun and Karen Rose also acknowledge Lewis's humility and capacity to create space for growth and transformation. Lewis's leadership at FTE involved restructuring alongside Paul Bois, navigating tensions between tradition and innovation while maintaining an open-heart, grace-filled approach, as noted by herbalist Karen Rose and educator Itihari Toure. Peg Birk recognized Lewis's potential to inspire and lead, setting the stage for his presidency. Williams stepped up as Wiginton and Fluker transitioned, collaborating with Lewis to shape FTE's future endeavors.
Since its inception, FTE has continuously evolved to redefine its mission and adapt to new challenges. Under Walter Wagoner's leadership, the organization expanded its fellowship programs and diversified its initiatives. Inspired by Benjamin Mays and led by Charles Shelby Rooks, FTE launched inclusive programs despite challenges. In 2011, Stephen Lewis took the helm amidst funding and identity crises. He initiated a listening tour and a deliberate rebranding phase, recognizing the need to innovate for the future. Lewis emphasized FTE's commitment to forward-looking leadership, echoing Heraclitus's idea of change. He prioritized listening to stakeholders to guide FTE's path forward, acknowledging the ever-changing landscape of theological education and leadership.
Lewis and his team conducted an 18-month listening tour from January 2012 to June 2013, visiting seven cities in the United States and Canada. They engaged with over 200 individuals from diverse religious backgrounds to gather feedback on FTE's programs and mission. The tour aimed to identify the leadership qualities needed for the church and academy in the current era. Through deep listening, they found that the world needs collaborative, adaptive, and spiritually grounded leaders committed to God's work beyond traditional boundaries. Young pastors wanted the church to be socially relevant, diverse, and adaptable to change. They raised questions about the effectiveness of conventional church structures and the need for affordable theological education and mentorship opportunities. As a result of the tour, FTE underwent significant changes, including a rebranding effort, suspension of some programs, and strategic restructuring led by Matthew Wesley Williams.
2012-2014
Redefining Vision and Mission
The Chair of the FTE Board, Rev. Dr. Wendy Fletcher, emphasized the need for adaptation to address the changing needs of young leaders and the evolving landscape of Christian ministry. Through listening sessions and strategic planning, FTE recognized its role in helping young adults explore vocational pathways and reverse enrollment declines in seminaries. The organization shifted from merely providing funding to fostering relationships and developing leaders. The name change marked a new phase in FTE's journey, representing its commitment to exploration and mentorship. The rebranding, informed by the listening tour, aimed to align FTE's programs and resources with its renewed mission for relevance in the 21st century.
In 2012, FTE underwent a strategic planning process to redefine its vision, mission, and strategic direction. The goal was to cultivate diverse young leaders for the church and academy. The process resulted in a revised vision and mission with a strategic plan to transition away from activities that didn't align with this goal and introduce new program initiatives.
Williams led the rethinking of FTE's fellowships and programs, focusing on diversity and design. It became evident that FTE's programs needed more diversity, highlighting a contradiction between its values and practices. Facing financial setbacks and societal changes, FTE had to adapt to a permanently altered environment. Williams urged a transformative approach, resulting in revamped programs to cultivate a pool of Christian leaders from diverse contexts.
For doctoral students, FTE expanded opportunities for mentoring and support, aiming to increase representation from underrepresented racial and ethnic groups. Recognizing the importance of networking and partnerships, FTE aimed to build relationships with diverse institutional partners and individuals with varying beliefs. The organization sought to ensure its programs represent the diversity of the Christian church and the future generation of leaders.
FTE made significant changes to its fellowship programs, suspending most of them and terminating others that didn't align with its new direction. The organization shifted its focus to cultivating diverse young leaders for the church and academy. Recognizing the changing landscape, FTE broadened its support beyond traditional ministry fellowships to include mentoring, leadership development, and resources.
By partnering with various institutions and networks, FTE expanded its reach and embraced a more inclusive approach to leadership development. The organization also responded to the evolving understanding of diversity and sought to fill representation gaps in its programs. Through innovative events and support initiatives, FTE aimed to nurture the vocational aspirations of diverse young leaders.
On January 6, 2014, FTE unveiled its new brand and website, fteleaders.org, along with updated program offerings. While retaining its acronym, FTE changed its name to the Forum for Theological Exploration (FTE). The rebranding was a strategy to advance FTE's vision and mission over the next five years and better serve diverse young adults pursuing calls to Christian ministry.
2014-Present
Continued Innovation and Resilience
Over his tenure, Lewis has proved to be a natural leader, aligning business, theology, and community. Under his guidance, FTE has become a national leader in Christian ministry and theological scholarship, adapting to the demands of the 21st century. Lewis's steadfast commitment and vision ensure FTE's continued relevance and impact, focusing on cultivating diverse young leaders and their ministry.
Looking ahead, FTE aims to innovate its programs and initiatives further, adapting to changing circumstances such as the COVID-19 pandemic. Key figures like Williams played crucial roles in reshaping and expanding FTE's programs, impacting the organization's commitment to diversity and leadership development.
Under Lewis' leadership, FTE transitioned into a leadership incubator, introducing over 40 initiatives between 2012 and 2023 that span fellowships, forums, and resources to support diverse young adults and scholars in discerning their vocational paths. By diversifying its community and programs, FTE responded to changing societal needs. Despite evolving, FTE's core mission remained constant. With each leadership transition, FTE adapted, building upon its legacy. Through the efforts of leaders like Lewis and reflections from individuals like Rev. Dr. Darlene Hutto, FTE continues to shape the future of Christian leadership, fostering gratitude for its journey and commitment to ongoing growth.
FTE's strength lies in its dedicated staff, led by Lewis, who has a philosophy emphasizing collective wisdom and collaboration. Despite challenges like funding constraints and shifting cultural norms, the team perseveres, embodying resilience and adaptability. Facing economic realities, Lewis orchestrated a strategic downsizing and restructuring, leading to a leaner, more agile organization.
Despite these changes, FTE remains committed to nurturing Christian leadership and vocational discernment, envisioning a future of expanded accessibility and empowerment for young leaders.