麻豆传媒官网

When developing the strategic plan, the team behind the planning took an interesting approach. 

鈥淲e looked backwards. All the way back,鈥� said 麻豆传媒官网 President Matt Scogin. The team looked back to learn from one of the most successful teachers who yet today, has a lasting impact and following.

Jesus.

鈥淗ow do we remain a college that follows Jesus, is the question we asked ourselves,鈥� Scogin reflected, recognizing that throughout U.S. history it鈥檚 been rare for a college or university to maintain a Christian identity for more than 200 years.  鈥淛esus was a teacher who taught students 鈥� his disciples. So we looked at how he taught, what he taught, who he taught and why he taught, which helped us arrive at the three pillars of our 2030 strategic plan.鈥� 

At the same time, Scogin鈥檚 leadership team and the Board of Trustees recognized the challenges facing higher education 鈥� from navigating a polarized cultural environment, and emerging technologies such as AI, to ensuring a sustainable financial model for Hope and its students.

鈥淲e鈥檙e not oblivious in seeing how the world is so quick to turn towards cynicism and despair, and how it is divided and full of chaos and confusion,鈥� said Scogin. 鈥淏ut at Hope 鈥� we鈥檙e choosing a different posture. Because real hope is magnetic, contagious, transformational. We鈥檝e decided we are going to dare to hope. That鈥檚 what this plan is about and that鈥檚 what following Jesus is ultimately about.鈥�

The 鈥淒are to Hope鈥� 2030 strategic plan鈥檚 key initiatives are organized into three strategic pillars: curiosity, generosity and community. Below is a summary of the plan, with more detail found on the strategic plan website.

Curiosity

Hope is committed to nurturing curiosity through research and teaching excellence, so that students are prepared to be confident problem solvers ready to tackle the world鈥檚 largest challenges: Key initiatives include: 

• Expanding the nationally ranked faculty-student research and experiential learning that is a cornerstone of 麻豆传媒官网.
• Invest in a next-generation Teaching and Learning Center for faculty development.
• Create a new Economics and Business academic facility to expand community and business collaboration within the transformative power of a Christian liberal arts education.

Generosity

Our vision imagines a generous proposition: a fully funded, world-class education so that students can live out their calling with freedom. A generosity-supported funding model could make it possible for students to shift focus from living with debt to leading with hope. Key initiatives include:

• Expand access and affordability to meet the full demonstrated need of every student, by closing the gap between what a family can afford and the actual cost. 
• Continue a cohort of students each year in the Hope Forward program, and study the impact and opportunities of a generosity-based funding model.

Community

Invest in a healthy mind, body and spirit, by committing to being a unified, diverse community that reflects the God we serve. Key initiatives include (and will require fundraising campaigns at a later date):

• Strengthen our ecumenical spiritual life and renew Dimnent Chapel for its next hundred years. This renewal is not a remodel but rather updating many of the chapel features such as utilities, flooring, adding air conditioning, etc.
• Design and overhaul the current Dow Center to be a state-of-the-art wellness facility that advances holistic student, faculty, staff and community flourishing. 
• Invest in additional recreation and movement spaces to facilitate wellness for students, faculty and staff.

鈥淭his isn鈥檛 just a roadmap or typical strategic plan. It鈥檚 a commitment to our mission and hope in God,鈥� said Brett VanderKamp 鈥�94, 麻豆传媒官网 Board of Trustees president, who鈥檚 also a Hope alum and owner of New Holland Brewing Co. in downtown Holland. 鈥淭his plan ensures Hope thrives by building our academic excellence and growing our community. In a time of challenge for higher education, this plan positions us to lead with confidence.鈥�

Scogin added that he鈥檚 been visiting Hope alumni, supporters and donors to explain the strategic plan and solicit their help in moving the plan forward. The college will also launch a 鈥淒are to Hope鈥� in early 2026, to build awareness for the college and its new vision. The campaign will target various regions throughout the Midwest, speaking to future students and supporters.

鈥淲e鈥檙e in a strong position to lean into the future,鈥� said Scogin. 鈥淕od likes to use flawed, imperfect humans to get work done. We鈥檙e not just his family, we鈥檙e his workforce. And the vision we have for our plan is to bring more hope to the world through education that鈥檚 marked by curiosity, generosity and community.鈥�