Simpson University

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Tenyson Fowler

Celebrating the Career and Retirement of Wally Quirk

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Tenyson Fowler –

After two-and-a-half decades of dutiful service at Simpson University, and a lifetime of experience in the world of education, we are pleased to recognize and celebrate Wally on his final day in the office.

Robert (Wally) Quirk has worn many hats throughout his time at Simpson. Beginning in 1999, he taught night business classes. He continued his work at Simpson as a Professor of Business for multiple years. During that time, he was elected Faculty President for three separate terms and served as the Faculty Athletic Representative. He served as the Head of the Business Department until 2016, when he was asked to become the Chief Operating Officer. Adding to his long list of titles at Simpson, he briefly taught as an adjunct professor for the ASPIRE Degree Completion Program from 2016 to 2018, overlapping his time as COO. Wally served as COO until his retirement today.

“That’s all I did, I just came to work every day,” Wally said.

During his time as an undergraduate, he spent a semester studying Theology, before he changed his major to Psychology. He graduated from the University of Southern California with a B.A. in Psychology. He then went into a Ph.D. Clinical Psychology Program at Sonoma State University, which he dropped out of to pursue a Master’s degree in Management. 

Prior to his time at Simpson University, Wally taught at three institutions, including Shasta College, Chapman University, and Sanoma State University.

 “No matter what’s been asked of Wally during his tenure at Simpson, he has used his God-given talents to tackle them with grace, hard work, honesty, and humor. First, as a business professor – the one the students loved to listen to – Wally shared real-life stories from the business world that often awed and challenged those listening. Students voted him Faculty of the Year.  

He was often the first on campus and the last to leave. It was common to see the light glowing from the windows of his corner office late into the night. Those lights, his wisdom, and unflappable faith will be missed,” Professor Molly Rupert, a long-time colleague of Robert Quirk shared.

“Those who first encounter Wally are often confronted with his blunt attitude, sharp wit, and professional mindset; usually wrapped into one short and to the point sentence. Those who really get to know Wally will find that he is warm-hearted, deeply servant-minded, and dedicated to his faith, his family, and others. He carries a quiet strength rooted in compassion, offering steady support, genuine kindness, and a willingness to put others before himself. His life is marked by integrity, humility, and a sincere desire to serve those around him,” Dr. Norm Hall, President of Simpson University states.

Since embarking on his 25-year journey at Simpson, he has been a steady face across multiple departments, personally mentoring students and encouraging them in both their academic and spiritual growth. Whether a student-athlete, faculty, or staff member, Wally has contributed to the personal and professional lives of many individuals.

Simpson University Announces Expansion of Betty M. Dean School of Nursing Enrollment for Fall 2025

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Dr. Norm Hall –

I am pleased to share a momentous update from the Betty M. Dean School of Nursing. Beginning in Fall 2025, the program will expand its enrollment from 27 to 45 students per cohort, representing a total program capacity increase from 135 to 225 students over five semesters. This marks a significant milestone in Simpson University’s ongoing commitment to serve the healthcare needs of our region and state.

This expansion supports the National Academy of Medicine’s (NAM) 2030 goal of ensuring that 80% of registered nurses hold a Bachelor of Science in Nursing (BSN). It also addresses the urgent demand for skilled nursing professionals in California’s Region 1, a rural and remote area where program growth is rarely approved. The decision reflects not only the excellence of our nursing program but also the strong collaboration between local stakeholders, including an endorsement from Shasta College, our region’s only other registered nursing school.

The California Board of Registered Nursing’s Education and Licensing Committee voted unanimously in support of this enrollment increase, praising Simpson University’s exceptional outcomes. During the review, two committee members specifically commended the Betty M. Dean School of Nursing for its consistent 100% licensure pass rates and remarkably low attrition rates—a clear testament to the program’s quality. No concerns or questions were raised during the committee’s discussion.

This historic step would not have been possible without the outstanding leadership of Dean Lisa Scott, the tireless dedication of our nursing faculty, and the academic oversight of Provost Dr. John Ayabe, each of whom has helped build a program that is not only respected but now seen as essential to meeting our region’s healthcare needs.

The final approval is anticipated during the full Board of Registered Nursing’s August meeting, and we remain confident in a positive outcome.

Simpson University is honored to contribute to the future of nursing in California and proud to align our mission with the NAM’s vision of an educated, prepared, and compassionate nursing workforce. We look forward to welcoming an expanded cohort of future nursing leaders in Fall 2025.

With gratitude and excitement,
Dr. Norman Hall
President
Simpson University

Short-Term Missions: A Global Phenomenon

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Dr. Cornelius Quek –

In just a few decades, short-term missions (STMs) have become one of the most visible expressions of global Christian ministry. Today, it is common to see teams spending a week repairing homes in Central America, hosting medical clinics in Africa, visiting urban centers in North America, or joining anti-trafficking efforts in Asia. These trips are now woven into church life worldwide. Yet, this movement is relatively new in church history. Its rapid rise, its evolving goals, and the debates surrounding its effectiveness reveal how Christian mission continues to adapt in a globalized and interconnected world.

A People Called to Mission

Mission has always been central to God’s plan. In Genesis 12:2–3, God promised Abram, “I will make you into a great nation, and you will be a blessing… all peoples on earth will be blessed through you.” Jesus’ Great Commission (Matthew 28:18–20) extends this call to all believers: “Go and make disciples of all nations.”

STMs have often been understood as one way to fulfill this mandate. They emphasize incarnational ministry—being present with others, even temporarily—as a reflection of Christ’s dwelling among us. Protestant theology, which affirms the priesthood of all believers, reinforced the idea that missions are not reserved for clergy. STMs thus opened the door for ordinary Christians to participate directly in God’s mission.

Historical Roots

The Apostle Paul’s missionary journeys were among the earliest examples of cross-cultural mission. While these trips lasted months or years, they were still “short-term” compared to later missionaries who relocated permanently.

From the 16th to 19th centuries, mission was seen as a lifelong vocation. Missionaries such as William Carey (India), David Livingstone (Africa), and Adoniram Judson (Burma) gave their entire lives to overseas service, requiring deep immersion in language and culture. By contrast, the notion of serving for only a few weeks would have been unimaginable.

The mid-20th century brought new possibilities. Advances in travel, the rise of global youth movements (like Youth for Christ), and mobilization efforts by emerging mission agencies encouraged younger Christians to “go,” even if only for a season. These shifts set the stage for the explosion of STMs in the decades that followed.

The Emergence of Short-Term Missions

After World War II, air travel and communication technology made international trips more accessible. The Baby Boomer generation, raised in relative affluence, was ready for new opportunities to serve.

Organizations such as Operation Mobilization (1957) and Youth With A Mission (1960) pioneered shorter, flexible experiences. By the 1960s and 70s, many churches were regularly sending teams—whether for evangelism, medical outreach, or construction projects. The Lausanne Congress on World Evangelization (1974) further fueled global awareness, highlighting the role of ordinary believers.

By the 1980s, STMs had become standard in evangelical life. Youth groups planned summer trips, colleges offered mission-focused spring breaks, and seminaries created mission internships. By the 1990s and early 2000s, the movement had exploded. Research suggests over 1.6 million Americans were participating annually, making STMs one of the largest grassroots movements in modern Christianity.

Boon or Bane?

As participation soared, debate over the value of STMs intensified.

Strengths of STMs

  • Exposure and worldview: Participants gain firsthand awareness of global needs and often return with changed perspectives.
  • Vocational discernment: Many test their calling through STMs, with some eventually pursuing long-term service.
  • Support for long-term missionaries: When coordinated well, teams provide valuable manpower and encouragement.

Critiques of STMs

  • Shallow impact: Critics question whether two weeks is enough to address systemic poverty, build discipleship, or foster cultural understanding.
  • Financial cost: Billions are spent annually on STMs, funds that might be more effective if directed to local pastors or ministries.
  • Dependency and disruption: Short-term teams sometimes undermine local leadership, reinforce dependency, or create a “savior complex.” Hosting foreigners can also drain local resources.
  • Participant focus: Too often, trips prioritize the spiritual growth of those who go rather than the needs of the community being served.

Partnership and Long-Term Impact

The answer may lie in partnership. Paul described the church as one body with many parts (1 Corinthians 12:4–31). Healthy STMs embrace this interdependence, working with local leaders rather than imposing outside agendas. Too often, teams arrive assuming they know best. One Honduran bricklayer described working with an American group: “I found out soon enough that I was in the way. The group wanted to do things their way and made me feel like I didn’t know what I was doing.

Missiologist David Livermore notes that genuine local ownership means more than asking for input after plans are made—it means letting local churches set the agenda. When locals lead, projects are more relevant and sustainable.

Rather than quick, one-off projects, STMs should enlarge the capacity of local communities—strengthening leadership, developing skills, and expanding networks. For example, funding a local health center often has greater long-term impact than importing doctors for a week.

Short-term efforts are most effective when tied to long-term missionaries who ensure continuity. This partnership not only strengthens local ministries but also challenges STM participants to consider deeper commitments.

Toward a New Paradigm

For STMs to fulfill their potential, they must shift in several ways:

  • From projects to people – prioritizing relationships over task completion.
  • From events to capacity-building – strengthening local churches and leaders.
  • From short-term highs to long-term discipleship – calling participants into sustained involvement through prayer, giving, and possible career missions.

Conclusion

Short-term missions are now a global phenomenon. At their worst, they can resemble costly Christian tourism—well-meaning but superficial and even harmful. At their best, however, they expand vision, strengthen local churches, and forge lasting global partnerships.

The difference lies in posture and purpose. When approached with humility, careful planning, and commitment to long-term relationships, STMs can move beyond fleeting experiences to become part of God’s enduring mission to bless the nations.

Simpson University Welcomes Largest Incoming Class in More Than 20 Years

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Redding, Calif. – Simpson University is celebrating a historic enrollment milestone, welcoming 390 new traditional undergraduate students this fall — the largest incoming class since 2003. This growth brings the university’s total traditional undergraduate enrollment headcount to 766 students, continuing a strong upward trend in recent years.

The increase reflects a 73% rise in new students since 2018–19 and a 42% increase in overall traditional undergraduate enrollment during the same period, underscoring the momentum and renewed vitality of Simpson University.

The enrollment growth has brought the total university students, including Degree Completion, Graduate programs, and Tozer Seminary, to above 1,000 students for the first time in 10 years.

“This remarkable growth is truly a blessing and a powerful reminder of God’s faithfulness to Simpson University,” said Dr. Norm Hall, President of Simpson University. “We are excited to welcome this historic incoming class and to walk alongside these students as they pursue academic excellence, spiritual growth, and God’s calling on their lives.”

The record-setting class highlights the university’s continued success in enrollment, building on years of strategic efforts to strengthen academic offerings, enhance the student experience, and expand opportunities for students who want to integrate their education with their faith.

“Seeing such significant increases in new students is both humbling and inspiring,” said Dean of Enrollment and Marketing, Jerry Grimshaw, “It reflects the hard work of our  admissions staff and, more importantly, the growing desire of students to integrate their education with their faith.”

With the largest incoming class in over two decades and enrollment growth across the board, Simpson University continues to strengthen its role as a cornerstone of Christian higher education in the North State region.

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