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Strategic Plan for Civic & Community Engagement

Mission

The Civic Engagement Collective exists to increase the knowledge, skills, values and motivation of our students, faculty and staff to act on issues of personal and public concern in ways that are both individually enriching and beneficial to the community. The engagement efforts we design will be reciprocal, with the university and community working together to identify assets and solve public problems.

Vision

GVSU embraces a civic ethos made visible through our language, our support structures, our resources, and our practices. Our community-based and democratic learning is advanced through broad and deep curricular and co-curricular experiences that address the needs and interests of our community partners, energize our teaching and scholarship, and resonate with students. Rooted in a liberal education and experiential learning, our graduates are known for their broad knowledge, cultural competence, grasp of community complexities, ability to collaborate, and active commitment to civic life.

Value Statement

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 1.A.1

The Community Service Learning Center will assess the impact of civic engagement for our students.

Baseline

Currently, there is no coordinated baseline. Beginning in Fall 2016, all students participating in CSLC programming will be asked to complete a learning assessment. Additionally, a survey will be sent to a random sample of students logging engagement hours in Service Tracker at the beginning and the end of the academic year, in order to assess their civic learning over the course of the academic year.

Progress

2016 Status
Substantive Progress
CSLC is currently utilizing Civic-Minded Graduate pre and post assessment with all students residing in Holton-Hooker Learning Center and Niemeyer Living Center who participate in CSLC activities. In addition, student learning outcome measurements, based on the LEAP value rubric, are being used in program evaluation for all CSLC event participants.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 1.C.1

6 units are engaged departments

Baseline

3 departments in progress

Progress

2016 Status
Substantive Progress
The first three departments in the Engaged Department Initiative, a group that began in May 2015, completed the implementation of their plans and projects in January 2017. In September 2016, a second cohort of three new departments began their work. This second cohort will continue through February 2018.

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 2.C.1

University and community are connected in ways that lead to mutual benefit

Baseline

75 connections per year

Progress

2016 Status
Substantial Progress
106 connections made in 2016, meeting the goal for the year.

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 3.C.1

GVSU nurtures and sustains at least one systemic, interdisciplinary initiativesplanned in collaboration with key community partners that can offer project-based experiences for students.

Baseline

GVSU is in the process of developing community initiatives in at least two neighborhoods and with one school district.

Progress

2016 Status
Minimal Progress
In the context of the development of a Civic Action Plan for GVSU, we are piloting a place-based institution initiative on the Westside of Grand Rapids, a location where we already have deep relationships and a number of community-based learning opportunities for our students. In December 2016, we recruited a team of community partners and GVSU faculty and staff to develop a plan in the areas of K-12 education, health and safety, and economic development.

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 4.C.1

Resource and reward university/community engagement through awards for outstanding initiatives.

Baseline

No internal engagement awards given in 2015

Progress

2016 Status
Substantive Progress
Three awards were given in April 2016 at a well-attended sustainability event.

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