The Strategic Plan
Dordt’s strategic plan is grounded in our mission and the Task and Framework of °¼Í¹ÊÓƵ, yet it also seeks to address the needs that we see and anticipate as we consider °¼Í¹ÊÓƵtoday and view the external landscape.
MISSION & VISION
°¼Í¹ÊÓƵcontinues to use its mission and Founders Vision to ground its day-to-day activities and long-term goals.
TASK & FRAMEWORK
- The Educational Task describes "the implications of a Reformed confession of biblical faith brings to Christian higher education."
- The Educational Framework outlines the basic principles that direct °¼Í¹ÊÓƵas it seeks to fulfill its educational purpose.
Both of these documents continue to influence °¼Í¹ÊÓƵ—learn how:
HOW IT HAPPENS
1—DEVELOP EFFECTIVE KINGDOM CITIZENS
°¼Í¹ÊÓƵ students belong to a robust Reformed learning community that provides them with a Christ-centered worldview to lead culture in lives of service to God and neighbor.
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2—ELEVATE TEACHING, LEARNING, AND SCHOLARSHIP
°¼Í¹ÊÓƵ faculty and staff challenge, inspire, and equip students for service through first-rate learning both in-person and online. We invest in creativity, expertise, and collaboration.
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3—FUEL INNOVATION THROUGH NETWORKS AND PARTNERSHIPS
°¼Í¹ÊÓƵ has an entrepreneurial spirit, inspiring paths for faculty, staff, and students to create and pursue new opportunities. We deliberately connect with networks and partners to deepen our shared Kingdom impact.
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4—ENSURE FINANCIAL SUSTAINABILITY AND STRENGTH
°¼Í¹ÊÓƵ protects current and future viability and value by serving as a top-rated learning organization with transparent planning, appropriate resourcing, and new revenue generation. We further our financial strength by stewarding the talents of our staff, faculty, and students.
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5—DEEPEN AND BROADEN DORDT’S ENGAGEMENT
°¼Í¹ÊÓƵ cultivates a committed constituency. We seek relationships with students, alumni, families, schools, churches, and communities who are eager to serve Christ and faithfully obey his word.
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6—PROMOTE JOY-FILLED WORK
°¼Í¹ÊÓƵ views work as purposeful and meaningful service to the Kingdom of God. We commit to shared accountability for healthy institutional pace and personal rhythms.
More1—DEVELOP EFFECTIVE KINGDOM CITIZENS
°¼Í¹ÊÓƵ students, on-campus and online, belong to a robust Reformed learning community that provides them with a Christ-centered worldview to engage the culture in lives of service to God and neighbor.
THEME GOALS
- Engage faculty, staff, and students in discipleship practices and meaningful projects about what it means for us to be committed to Reformed, Christ-centered learning, both curricular and co-curricular.
- Stand out in Christian higher education by reimagining what faith formation in community looks like in online learning for undergraduates and graduates.
- Strengthen our learning community to foster a sense of belonging, reflect the diversity God created, and prompt us to love Jesus and our neighbors.
- Enhance faith formation activities to promote spiritual development
- Create a Multicultural Leadership Program
- Refresh the
- Establish a to provide ways for students to connect
- Addressing student health concerns and belonging in an anxious generation
- A new dining commons, intended to help with fostering purposeful on-campus community
2—ELEVATE TEACHING, LEARNING, AND SCHOLARSHIP
°¼Í¹ÊÓƵ faculty and staff challenge, inspire, and equip students for Christ-centered service through first-rate learning both in person and online. We invest in creativity, expertise, and collaboration.
THEME GOALS
- Maintain, celebrate, and publicize outstanding quality of teaching and co-curricular leadership (e.g., ensembles, athletics, theatre, worship arts).
- Designate leadership roles and funding for developing teaching, learning, use of technologies, worldview, and faith formation in curricular and co-curricular work with students.
- Every student participates in experiential learning such as mentoring from committed constituents, a field experience, practicum, clinical, co-op, internship, research, off-campus study, service learning, or other opportunities for serviceable insight.
- Expand research and field-based experiences for faculty.
- Elevate °¼Í¹ÊÓƵvoices through relaunching the In All Things blog
- Establish the
- Create state-of-the-art facilities like the Ag Stewardship Center and Fourth Avenue Theatre
- Renovate the Kuyper Honors Program space
- Establish the Kielstra Center for Research and Scholarship
- Expand research and field-based experiences for faculty
- The B.J. Haan Auditorium recital hall, which will provide further space for student learning.
3—FUEL INNOVATION THROUGH NETWORKS AND PARTNERSHIPS
°¼Í¹ÊÓƵ has an entrepreneurial spirit, forming paths for faculty, staff, and students to create and pursue new opportunities. We deliberately connect with networks and partners to deepen our shared Kingdom impact.
THEME GOALS
- Leverage networks, partnerships, and initiatives to achieve targets for growth in programs and centers.
- Empower employees to benchmark programs and departments, set goals, research solutions, execute competitive ideas, and assess results.
- Propel new and growing programs in Pro-Tech, online, graduate, continuing education, and accelerated degree programs.
- Establish the Thrive Center for Achievement
- Begin the agriculture service technology program
- Build partnerships with graduate programs
- Create °¼Í¹ÊÓƵ's
- Finalize the Mission Upside Down project
- Continue to build partnerships formed through CACE and other Dordt-affiliated centers
4—ENSURE FINANCIAL SUSTAINABILITY AND STRENGTH
°¼Í¹ÊÓƵ protects current and future viability and value by serving as a top-rated learning organization with transparent planning, appropriate resourcing, and new revenue generation. We further our financial strength by stewarding the talents of our staff, faculty, and students.
THEME GOALS
- Steward available funds (e.g., capital campaign and loans) for capital projects to implement our campus master plan to maintain and develop our learning-centered residential campus.
- Prioritize Lean culture to create more value for students by using fewer resources and maintaining an organizational stop-doing list.
- Rework Dordt’s model for student work.
- Achieve more transparent communication and processes to provide accessible, timely information for accountable decision making.
- Achieve record enrollment in fall 2023 and fall 2024
- Complete the Planting for the Future campaign
- Provide versatile housing solutions such as the Fourth Avenue Townhomes and the Squares
- Implement Oracle as an enterprise resource planning software
- Begin construction on a set of cottages for upperclassmen
5—DEEPEN AND BROADEN DORDT'S ENGAGEMENT
°¼Í¹ÊÓƵ cultivates a committed constituency. We seek relationships with students, alumni, families, schools, churches, and communities who are eager to serve Jesus Christ and faithfully obey his word.
THEME GOALS
- Expand our committed constituency, Defender Nation, in order to sustain and grow student enrollment.
- Grow church relations to deepen our long-held relationships and foster new opportunities to partner with like-minded churches, denominations, federations, and coalitions.
- Tell our story so °¼Í¹ÊÓƵis known – reputation for being true to the Educational Task, promoting uncommon decency and civil discourse, and winning the next generation for Christ by serving and sending students.
- An increase
- Construction of the American State Bank Sports Complex, which draws approximately 200,000 visitors each year.
- Increase parent communication
- Launch new tagline and brand pillars
- Hold a record-breaking Defender Days
- Include °¼Í¹ÊÓƵfaculty, staff, and students' perspectives in local, regional, and national publications
- Gain national coverage for athletics through and more
- Work regularly with advisory councils such as Board of Trustees, Leadership Advisory Council, Alumni Council, Athletics Advisory Council, Agriculture Advisory Council, Music Advisory Council, and more
- Provide opportunities for engagement through community events, and more
- Engage in AMOR, PLIA, and other service opportunities
- Implement Slate as a customer relationship management platform
6—PROMOTE JOY-FILLED WORK
°¼Í¹ÊÓƵ views work as purposeful and meaningful service to the Kingdom of God. We commit to shared accountability for healthy institutional pace and personal rhythms.
THEME GOALS
- Define employee well-being, take baseline measurements, and hold ourselves accountable for reaching our targets for improvement.
- Ensure that people know what is expected and that these expectations reflect a mutual understanding of office as well as shared accountability for healthy institutional pace and personal rhythms.
- Develop shared leadership values for hiring, people development, decision making, communication, accountability, and celebration to be used across the institution, with modeling from Cabinet leaders.
- Continue the Summer Seminar Series
- Establish faculty and staff coffee times along with other community-building endeavors
- Intentionally monitoring employee satisfaction and responding through ongoing professional development opportunities, and health and wellness initiatives
- Implemented payroll process improvements and streamlined the hiring, selection and onboarding process through enhanced technology and workflow redesign
- Increase campus communication
- Provide wellness initiatives to employees