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The Strategic Planning Steering Committee is pleased to present the first draft of the 2025 Hope College Strategic Plan to faculty, staff, and students. Hundreds of people have invested thousands of hours into this document, which outlines a path for Hope over the next ten years; centered in Hope’s mission and guided by the strategic planning vision.
As with every preceding stage of the strategic planning process, we are seeking the input of the campus community once again to shape and refine the draft of the plan that will be presented to the Board of Trustees for their review and approval later this spring. To that end, we are inviting you to review the strategic plan and provide input online by Wednesday, March 11.
The survey is organized by goal and objective. You will be able to provide feedback on each objective and supporting KPIs. You can share feedback on as many of the objectives as you want. Simply scroll through the survey to the objectives and/or KPIs for which you have comments. There is an open ended comment box at the end of the survey.
Please share your feedback now by clicking on the Continue button below. |
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| * Which of these best represent your role at Hope? |
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Goal 1: Hope College will engage every student in a holistically formative education, distinguished by its combination of academic rigor, intimate learning environment, and experiential relevance, developed and delivered by nationally recognized teacher-scholars.
Objective 1: Every student’s academic program will include relevant, customized, faculty-supervised experiences that link intellectual skills and habits developed through the liberal arts with vocational aspirations.
KPI 1: Near Term. The shared governance system will develop policies to ensure that every graduate will have had at least one faculty supervised experience that extends and aligns their classroom learning with their postgraduate vocational ambitions.
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Goal 1: Hope College will engage every student in a holistically formative education, distinguished by its combination of academic rigor, intimate learning environment, and experiential relevance, developed and delivered by nationally recognized teacher-scholars.
Objective 2: Students will experience excellent and cohesive advising and other academic services.
KPI 1: Near Term. Complete a feasibility study to determine the need, cost and potential timeframe for creating a learning commons that would better integrate student academic services.
KPI 2: Near Term. 95% of first-year and senior students will report the quality of the academic advising they received as good or excellent as measured by the National Survey of Student Engagement.
KPI 3: Longer Term. Student satisfaction with student-faculty interaction and supportive environment will be significantly higher than comparison colleges as measured by the National Survey of Student Engagement.
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Goal 1: Hope College will engage every student in a holistically formative education, distinguished by its combination of academic rigor, intimate learning environment, and experiential relevance, developed and delivered by nationally recognized teacher-scholars.
Objective 3: Teaching, learning and scholarship will be characterized by convergent approaches that span multiple perspectives and disciplinary boundaries.
KPI 1: Near Term. The shared governance system will develop policies to ensure that all students experience interdisciplinary teaching in both their majors and in general education.
KPI 2: Longer Term. The size of the endowment for the family of Nyenhuis funds will double to generate twice the internal grant support for faculty, student-faculty collaborative, and multidisciplinary research.
KPI 3: Longer Term. 20% of the budget for internal grants from the endowed family of Nyenhuis funds will be reserved for multidisciplinary teams. This will increase to 40% by 2025.
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Goal 2: Hope College will be an ecumenical Christian community, welcoming students, faculty and staff into a vibrant experience of faith formation and intellectual engagement with the historic Christian faith.
Objective 1: Programming to support Christian formation and outreach will serve a campus community that increasingly reflects the diversity of Christ’s global body.
KPI 1: Near Term. Campus Ministries, Student Development and Academics will assess the extent to which students wishing to explore and/or grow in the Christian faith are satisfied with the availability and quality of support provided by the college to meet these needs. A plan will be developed to better meet student needs as identified by this research.
KPI 2: Longer Term. Covenant partnerships with local Christian faith communities that represent the ecumenical breadth of the global Christian tradition - as represented in the Holland community - will increase from three to six in five years. The number will increase to nine in ten years.
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Goal 2: Hope College will be an ecumenical Christian community, welcoming students, faculty and staff into a vibrant experience of faith formation and intellectual engagement with the historic Christian faith.
Objective 2: Students, faculty, and staff will be provided opportunities, support and resources to reflect purposefully and discourse charitably about the Christian faith.
KPI 1: Near Term. Campus Ministries, Student Development, and Academics will jointly develop a plan for ongoing dialogues to explore and build understanding of differences in Christian doctrines, perspectives and traditions in a global society.
KPI 2: Longer Term. Student Development and Campus Ministries will jointly develop, deliver, and assess a voluntary leadership program that prepares students to serve as peer mentors in Christian formation.
KPI 3: Longer Term. The college will seek faculty and staff insights as to how the college might better support employees' Christian faith formation on a voluntary basis, developing programmatic solutions as needed.
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Goal 2: Hope College will be an ecumenical Christian community, welcoming students, faculty and staff into a vibrant experience of faith formation and intellectual engagement with the historic Christian faith.
Objective 3: Every student will have the opportunity to encounter and critically explore the intellectual content of the historic Christian faith.
KPI 1: Near Term. The shared governance system will assess the existing learning goals related to intellectual engagement with the Christian faith and will develop policies and/or enhanced approaches for accomplishing these goals.
KPI 2: Longer Term. 95% of graduates will report that the college equipped them to apply Christian theological perspectives as a dimension of critical thinking about complex issues
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Goal 3: Hope College will equip every student to lead and serve in a global society by orienting all areas of the college toward greater global engagement.
Objective 1: Students, faculty and staff will engage in enriching, cross-cultural encounters that promote global understanding and develop cultural competence.
KPI 1: Near Term. Employees' professional development plan will include educational opportunities to develop cross-cultural perspectives and competencies.
KPI 2: Longer Term. Student scores as measured by the National Survey of Student Engagement will be above the mean of Carnegie Baccalaureate Liberal Arts College for the item that measures "discussion with diverse others."
KPI 3: Longer Term. Students will demonstrate levels of cognitive (knowing, knowledge) and interpersonal (identity, affect, social responsibility, interaction) competence that exceed the comparative norm as measured by the Global Perspectives Inventory.
KPI 4: Longer Term. The percentages of domestic minority students and international students will increase annually.
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Goal 3: Hope College will equip every student to lead and serve in a global society by orienting all areas of the college toward greater global engagement.
Objective 2: The advancement of cross-cultural learning and global engagement will be the shared responsibility of all divisions and departments.
KPI 1: Near Term. Criteria and protocols will be formalized for the establishment and assessment of global partnerships in locations deemed critical to institutional and student success.
KPI 2: Near Term. Every department and office will develop and report strategies to support this strategic goal and its objectives.
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Goal 3: Hope College will equip every student to lead and serve in a global society by orienting all areas of the college toward greater global engagement.
Objective 3: Curricular and co-curricular learning opportunities that advance cross-cultural and global learning outcomes will be part of every student's Hope College experience.
KPI 1: Near Term. The Academic Affairs Board and the Campus Life Board will assess the existing programmatic goals related to global learning and develop policies and/or enhanced approaches for accomplishing these goals.
KPI 2: Longer Term. 75% of each graduating class will have participated in domestic off-campus or study abroad, including traditional academic courses and related experiences for academic credit.
KPI 3: Near Term. Campus Ministries, Student Development, and Academics will jointly develop a plan for ongoing dialogues to explore and build understanding of differences in Christian doctrines, perspectives and traditions in a global society.
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Goal 4: Hope College will be a community unified by its inspiring mission, strengthened by its diversity, and committed to the flourishing of every individual as one created and loved by God.
Objective 1: Faculty, staff, students and trustees will be a learning community characterized by respectful understanding of differences informed by our Christian mission.
KPI 1: Near Term. The Board of Trustees at least once a year will discuss its role in advancing this goal.
KPI 2: Near Term. The Academic Affairs Board and the Campus Life Board will assess the existing programmatic goals related to global learning and develop policies and/or enhanced approaches for accomplishing these goals.
KPI 3: Near Term. Employees' professional development plans will include educational opportunities to develop cross-cultural perspectives and competencies.
KPI 4: Near Term. Campus Ministries, Student Development, and Academics will develop a plan for ongoing dialogues to explore and build understanding of differences in Christian doctrines, perspectives and traditions in a global society.
KPI 5: Longer Term. Student scores as measured by the National Survey of Student Engagement will be above the mean of Carnegie Baccalaureate Liberal Arts College for the item that measures "discussion with diverse others."
KPI 6: Longer Term. Employee scores for credibility, respect, fairness, pride and camaraderie as measured by the Great Place to Work Trust Index will be above average for our comparison group.
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Goal 4: Hope College will be a community unified by its inspiring mission, strengthened by its diversity, and committed to the flourishing of every individual as one created and loved by God.
Objective 2: Recruitment, retention and vendor strategies will reflect best practices in developing a diverse and inclusive community.
KPI 1: Near Term. Hiring managers will be trained and equipped to recruit diverse applicant pools.
KPI 2: Longer Term. Five-year average rates of retention, promotion, advancement, and job-satisfaction among underrepresented employee groups will be consistent with those of the majority.
KPI 3: Near Term. Business Services will implement a program to identify and invite minority- and women-owned businesses to participate in RFP processes and seek vendor opportunities.
KPI 4: Longer Term. Retention and graduation rates of degree-seeking students in each demographic sector (domestic minority, geographic, international, first generation, low SES) will be consistent with college-wide rates.
KPI 5: Longer Term. The percentages of domestic minority and international students and employees will increase annually.
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Goal 4: Hope College will be a community unified by its inspiring mission, strengthened by its diversity, and committed to the flourishing of every individual as one created and loved by God.
Objective 3: Assess, address and promote a campus culture where each person can flourish.
KPI 1: Longer Term. Employees will report increasing levels of trust (i.e., credibility, respect, fairness, pride, camaraderie, work-life balance) as measured by the Great Place to Work Trust Index. Underrepresented groups will report levels of trust equal to the employee population as a whole.
KPI 2: Near Term. Human Resources and Student Development will identify and provide recommendations for appropriate strategies and policies that address the physical and mental well-being of students and employees.
KPI 3: Near Term. Individualized professional development plans (appropriate to each person’s role) will be developed in concert with each employee to include required and elective learning opportunities.
KPI 4: Longer Term. The percentage of seniors across each demographic sector (domestic minority, geographic, international, first generation, low SES) who rate their satisfaction with their overall educational experience as "good or excellent" will exceed that of the national comparison group (as measured by NSSE).
KPI 5: Longer Term. The percentage of seniors across each demographic sector (domestic minority, geographic, international, first generation, low SES) who indicate that they would enroll again at Hope College will exceed that of the national comparison group (as measured by NSSE).
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Goal 5: Hope College will grow in national and international stature as a respected leader in higher education with a reputation for excellence.
Objective 1: Hope's reputation, relationships and influence with vital stakeholders will grow through the effective communication of our differentiating strengths and achievements.
KPI 1: Near Term. A comprehensive external communication plan will (1) identify and prioritize stakeholder groups and the thought leaders who influence them, and (2) articulate strategies to inform and engage these stakeholders in pursuit of the goals of this Strategic Plan.
KPI 2: Near Term. Every public-facing department will develop an integrated communication plan in partnership with Public Affairs and Marketing.
KPI 3: Longer Term. The reach and frequency of Hope’s communication to stakeholders will increase annually, as measured by metrics including volume of news and social media coverage, click-throughs, favorites, follower growth, social-to-website traffic, and web traffic from outside the U.S.
KPI 4: Longer Term. The percentage of applicants from outside the region will increase by 10%.
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Goal 5: Hope College will grow in national and international stature as a respected leader in higher education with a reputation for excellence.
Objective 2: Hope College will be a recognized leader in promoting public understanding of Christ-centered higher education.
KPI 1: Longer Term. Campus Ministries, Student Development, Academic Affairs and the Events and Conferences Office will jointly develop and implement a plan for Hope College to host a national conference on the future of Christ-centered higher education every three years.
KPI 2: Longer Term. Increase to 15 per year the number of national and international publications citing Hope faculty and staff on matters related to Christianity or faith.
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Goal 5: Hope College will grow in national and international stature as a respected leader in higher education with a reputation for excellence.
Objective 3: The College will engage its alumni worldwide in a partnership to advance the value of a Hope education and build a network of lifelong relationships supporting students and graduates.
KPI 1: Longer Term. The college will provide services and programs important to alumni as identified and measured by a comprehensive alumni survey.
KPI 2: Longer Term. The average Alumni Involvement Rating (AIR) for all alumni will exceed 4.5.
KPI 3: Longer Term. Alumni referrals of prospective students will double, with a focused effort to support admissions recruiting priorities.
KPI 4: Longer Term. Beginning in 2018, the number of alumni-provided leads and opportunities for student internships and new graduates’ employment will increase annually.
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Goal 6: Hope College will be the best value among leading liberal arts colleges by providing an unsurpassed educational experience through faithful stewardship and development of resources.
Objective 1: The College will strengthen its competitive position by defining appropriate comparison groups and implementing strategies to achieve its desired standing in each.
KPI 1: Near Term. Determine appropriate comparison groups for benchmarking against peer and aspirant institutions in employee compensation.
KPI 2: Near Term. Determine appropriate comparison groups for benchmarking against peer and aspirant institutions in endowment and alumni giving.
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Goal 6: Hope College will be the best value among leading liberal arts colleges by providing an unsurpassed educational experience through faithful stewardship and development of resources.
Objective 2: Student enrollment will be strategically planned for size and profile giving consideration to campus infrastructure and intimacy, along with goals for academic strength, diversity and resource needs.
KPI 1: Longer Term. At least 95% of graduates will report that they are satisfactorily employed or in graduate school within 6 months of graduation.
KPI 2: Longer Term. First-year retention rates will reach 91% and four-year graduation rates will reach 71% over the next ten years.
KPI 3: Longer Term. The percentage of domestic minority students and international students will increase annually.
KPI 4: Near Term. Revise and refine the campus master plan, including consideration of higher priority capital projects over the coming decade (e.g. student housing, academic and office space, parking, etc.).
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Goal 6: Hope College will be the best value among leading liberal arts colleges by providing an unsurpassed educational experience through faithful stewardship and development of resources.
Objective 3: Employees will be developed and properly resourced to pursue excellence in their work and service to our students.
KPI 1: Near Term. Individualized professional development plans (appropriate to each person’s role) will be developed in concert with each employee to include required and elective learning opportunities.
KPI 2: Near Term. Evaluate staffing and resources relative to overall enrollment to ensure that personal attention and excellent service can be provided to all students.
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Goal 6: Hope College will be the best value among leading liberal arts colleges by providing an unsurpassed educational experience through faithful stewardship and development of resources.
Objective 4: Resource levels will grow to support this strategic plan while maintaining our diligent stewardship.
KPI 1: Longer Term. Non-tuition-room-and-board revenue sources will increase as a percentage of the college’s operating budget over a ten year period.
KPI 2: Longer Term. To ensure funding for this strategic plan while keeping a Hope College educational experience financially accessible, the college’s endowment value will grow to at least $350 million.
KPI 3: Longer Term. Annual contributions to the Hope Fund will increase to $4.1 million utilizing re-envisioned annual giving strategies supporting this strategic plan.
KPI 4: Longer Term. Over the course of the next ten years, expense growth will not outpace revenue growth.
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Goal 6: Hope College will be the best value among leading liberal arts colleges by providing an unsurpassed educational experience through faithful stewardship and development of resources.
Objective 5: Resource allocation and prioritization decisions will support this strategic plan while retaining flexibility and nimbleness to respond to opportunities and challenges.
KPI 1: Near Term. Budget managers will identify opportunities to prioritize resources to support the goals and objectives of this strategic plan.
KPI 2: Near Term. Relevant departmental programming priorities and annual operating budgets will be aligned to support the goals and objectives of the strategic plan.
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