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Strategic Plan for Hospitality & Tourism Management

Context For Planning

The most recent departmental self-study (completed May 2014) suggested considering the following points when the "next" strategic plan was to be developed:

Challenges --
Diversity within the student body and faculty -- this needs to become a greater priority not just at the unit level but across the university.
Examine more flexible teaching strategies to create wider access for students to take HTM courses in an online and/or hybrid format.
Expansion of the curriculum (Graduate Program) and the establishment of experiential learning facilities (kitchen space) at a downtown location.
A more formal evaluation of the faculty mentoring program within the department.

Opportunities --
Further collaboration with other GVSU Units especially within the CCPS
Further collaboration with external groups and academic institutions
Examine feasibility for a graduate program in HTM
Examine opportunities for community education programs

Threats -- 
Increasing administrative demands
Rising cost of higher education and competition from other institutions
Student preparedness for University


To provide outstanding community-focused hospitality and tourism professionals with dynamic management and leadership skills grounded in significant, contemporary industry experience.


To continue to be a premium, regional provider of Hospitality and Tourism education by emphasizing a contemporary curriculum, experiential learning and stakeholder engagement in a nurturing, student focused environment.

Value Statement

We value:
Teaching Excellence
Collaboration with Stakeholders (students, alumni, industry and community partners)
A Unique Culture of Collegiality and Inclusion
Applied Scholarship, Service and Life-Long Learning

Strategic Priorities, outcomes, and key objectives

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

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

The HTM department's diversity of undergraduate students increases to 18%* to better reflect the communities which we serve.


In Fall, 2014, 14.2% of HTM majors were not nonhispanic white.

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

Objective 1.C.2

The HTM department will establish an HTM chapter of the GVSU Alumni Association.


No HTM Alumni chapter exists as of 2015

Objective 1.C.3

The HTM department will maintain communication with 95% or more of its alumni via digital and/or print material.


74% -- According to GVSU Institutional Analysis, as of April, 2016 there are 1789 HTM alumni and the HTM department alumni database includes 1328 active e-mail addresses.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 1.E.1

The number of students who are awarded externally funded HTM student scholarships increases by 100% from 2015 level.


7 -- in 2015, seven HTM students were awarded externally funded HTM scholarships (i.e. KCHA -1, AH&LEF - 5 and MLTA - 1)

Outcome F: The College of Community and Public Service is a celebration and exemplar of community-engaged teaching, scholarship and service

Objective 1.F.1

At least 20% of HTM courses incorporate community based learning experiences


0% -- an official GVSU designation for what constitutes a community based learning experience is in process/not yet been determined. After the GVSU designation becomes available, at least 20% of HTM courses will be submitted for the designation.

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

100% of HTM tenure stream faculty members participate in one or more external community/professional relationships not including membership in a professional organization within their discipline


According to 2014 FARs, 86% (6 of 7) of HTM faculty listed such activities.

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

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

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