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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






Mission

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

Vision

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.

Baseline

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

Progress

2020 Status
Substantial Progress
In Fall of 2020 14% of HTM majors are students of color

2019 Status
Substantive Progress
In Fall of 2019 17.6% of HTM majors were students of color

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

Objective 1.C.1

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

Baseline

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.

Progress

2020 Status
Achieved
If we count academic course sections, 32% were offered hybrid/online in Fall of 2020 and 28% were offered hybrid/online in Winter of 2021.

2019 Status
Substantial Progress
Among the HTM active non-internship courses, 7 have been approved as CBL and are on the 2020-2021 schedule

Objective 1.C.2

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

Baseline

No HTM Alumni chapter exists as of 2015

Progress

2020 Status
Achieved
We have a department chapter. COVID 19 has delayed activities.

2019 Status
Achieved
The HTM Alumni Chapter was very active throughout the 2018-2019 academic year, hosting numerous informal networking gatherings, participating in GVSU's Community Outreach Week alongside Michigan Cares for Tourism, and hosting the Winter of 2019 and Fall of 2019 HTM Senior Send-Off Celebrations. Three alumni have been designated as the official HTM Alumni Chapter representatives and attend GVSU Alumni Association meetings, and continue to plan various events throughout the Fall and Winter semesters.

Objective 1.C.3

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

Baseline

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.

Progress

2020 Status
Substantial Progress
We have 2,304 alumni entries in our HTM Department database. Our Department Secretary has been updating each of them with information from Alumni Relations and Linkedin. She is 80% done with her updates.

2019 Status
Minimal Progress
AHLA scholarship has increased from five students being awarded scholarships to seven. The KCHA and MLTA scholarships are no longer being offered. With most scholarship applications being online and self-nominated by students, there is no way of us knowing if our students are receiving externally funded scholarships.

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.

Baseline

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

Progress

2020 Status
Substantive Progress
The American Hotel and Lodging Association scholarships have increased from 5 students being awarded to seven. Neither the Michigan Lodging and Restaurant Association and Kent County Hospitality no longer offers their student scholarship.

2019 Status
Minimal Progress
New sources of external scholarships (e.g. PCMA, MPI Foundation, NRA) have been identified and are included in future promotional messaging to HTM students.

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

Baseline

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.

Progress

2020 Status
Substantial Progress
If we count academic courses only, nd not sections, we have 12.5% CBL in Fall of 2020 and 20% in Winter of 2021.

2019 Status
Substantial Progress
25% of active non-internship HTM courses are approved for CBL delivery and are scheduled as such in 2020-2021 academic year.

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome B: Grand Valley is diverse and inclusive.

Objective 2.B.1

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

Baseline

In Fall, 2014, 7.1% of HTM faculty were not nonhispanic white. *According to the 2010 5-year ACS estimates, 18.4% of post-secondary teachers in the Grand Rapids-Muskegon-Holland CSA were other than nonhispanic white.

Progress

2020 Status
Minimal Progress
As of Fall of 2020, 15% of HTM faculty were persons of color.

2019 Status
Minimal Progress
There were no new hires in HTM in 2019.

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

Baseline

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

Progress

2020 Status
Not Yet Initiated
This effort was put on hold - for 2020 - due to the COVID 19 virus.

2019 Status
Achieved
Based on a review of 2019 Faculty Activity Reports, 100% of HTM regular faculty participated in one or more external community/professional relationships not including membership in a professional organization within their discipline.

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

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 3.D.1

Increase to 15% the proportion of HTM courses offered via innovative approaches/formats (e.g. hybrid, online, comp. based).

Baseline

As of 2014-15, 5.1% of HTM sections were online.hybrid.

Progress

2020 Status
Achieved
Between 12 - 20% of section courses were offered online or hybrid during Fall of 2020 and Winter of 2021

2019 Status
Achieved
15 individual courses and 24 HTM course sections (19.4%) were delivered by on-line or hybrid in 2019 (according to Institutional Analysis)

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

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