1) Advance inclusive, authentically engaged, effective teaching

Sustaining current efforts, including offering faculty development programs in support of inclusive pedagogy.

2) Build and sustain an innovative curriculum that supports our mission and growth

Engage in regular, data-informed reviews of our academic portfolio and academic programs to identify strategic development and transformation areas aligned with our mission, learner needs, and the evolving community.

Delivered GrayDI workshops; Guiding principles defined by academic leadership; Taskforce created; Presidential Fellows began work.

Aaron Lowen

Further develop and expand GVSU’s online portfolio of credit-bearing credentials, programs, and courses.

Developed AA/Omni partnership guiding principles, resources, and co-design model; piloted co-design model; reviewed existing credit-bearing online program portfolio.

Erica Hamilton

3) Ensure both broad and discipline-specific digital expertise    

Uphold the university-approved Digital Literacy definition to build student and faculty competency, ensuring that essential and foundational technology skills become part of every academic pathway by Fall 2027.

Essential Tech Skills Bb Modules launched; digital literacy alignment within university SLO outlined; college engagement plan launched; DL Fridays and Institutes implemented. 

Christine Rener

4) Integrate curricular experiential learning opportunities to foster real-world application and meaning making while lowering barriers to access

Design and launch a division-wide infrastructure to coordinate experiential learning across all colleges by the end of 2026.

May 2025 experiential education proposal; HLC Quality Initiative proposal.

Christine Rener

1) Design academic journeys that center belonging, agency, and excellence to create transformational experiences for every learner 
 

Sustaining current efforts, including exploring career design integration and student success metrics.

2) Solidify the first-year academic experience to meet learners where they are and create a foundation for long-term success 

Implement a seamless, unified cross-divisional first-year onboarding experience to support a connected, purposeful student journey by Fall 2026. 

In process

Cathy Buyarski

Standardize a comprehensive first-year academic pathway by Fall 2026 that integrates shared learning outcomes, peer mentoring, and faculty development to foster student engagement and success.

EDH 181 modifications; Sustained learning support integrations into WRT120/130/150.

Cathy Buyarski

3) Become a model for learner-readiness as we advance educational equity, grow educational attainment, and foster career resilience

Develop a comprehensive strategy and enabling systems to support students not in good academic standing.

In process

Cathy Buyarski

1)  Advance research infrastructure, support systems, and recognition mechanisms to drive all scholarly innovation and creativity

Remediate research infrastructure gaps, address ≥80% of priority 1 gaps by Fall 2027.

SPARCA report released.

Ryan Otter

Develop coordinated research support structures to increase scholarly collaboration and output.

SPARCA report released.

Ryan Otter

Craft a collaborative research strategy.

SPARCA report released.

Ryan Otter

2) Cultivate and nurture collaborative, interprofessional, and interdisciplinary approaches to research, scholarship, and creative activity

Implement research mentoring programs by Fall 2027.

SPARCA report released.

Ryan Otter

3) Build strong relationships with partners to accelerate externally engaged, mutually beneficial research, scholarship and creative activity 
 

Sustaining current efforts, including continuing college-led research partnerships (community-based, public and private sectors). 

4) Develop research capacity to solve problems and meet societal needs related to technology, healthcare, and the environment
 

Sustaining current efforts, including exploring Computer Science PhD, advancing AWRI research portfolio, and pursuing College-led research efforts.

1) Foster a connected Academic Affairs community through intentional shared leadership, purposeful collaboration, and meaningful celebration

Develop a common definition of Shared Governance at Grand Valley, including responsibilities of all parties involved.

First draft created by Shared Leadership Steering Committee.

Ed Aboufadel

Assess and enhance recognition practices that celebrate faculty and staff contributions across Academic Affairs.

New initiative

Mary Albrecht

Operationalize division-wide communication systems and approaches to enhance shared leadership. 

Defined Academic Affairs Communications Team. 

Mary Albrecht

2) Champion meaningful work and continuous professional growth  for faculty and staff

Craft and adopt a role-clarity-anchored affiliate faculty workload-equity framework by AY 2027–28.

New initiative

Ed Aboufadel

Craft and adopt a role-clarity-anchored tenure-stream faculty workload-equity framework by AY 2027–28.

New initiative

Ed Aboufadel

Sustain and refine continuous professional growth for faculty.

Extended Presidential Fellowship on professional development for unit heads; piloted Leading Lakers Unit Heads Cohort.

Ed Aboufadel

3) Optimize policies, processes, and practices to foster equity, drive operational excellence, and enhance the working experience

Design and implement a dynamic resource allocation model aligned with strategic priorities and organizational needs, including annual allocation reviews by FY 2026–27.

Launched Office of the Provost budget teams; prepared stewardship budget exercise.

Jennifer Drake

1) Coordinate a strategic approach to external engagement to advance strategic priorities and external impact 

Future Effort

2) Deepen authentic community, professional, institutional, and industry partnerships for mutual benefit

Harmonize external engagement across colleges to improve coherence, collaboration, and institutional impact.

Enabling Partnerships to Increase Innovation Capacity (EPIIC)

Ryan Otter

3) Strengthen our networks of alumni and donors for long-term growth

Future Effort

4) Lead boldly in areas of excellence to drive human and environmental resilience

Future Effort