Strategic Plan for Hospitality & Tourism Management
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.
Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.
Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Outcome F: The College of Community and Public Service is a celebration and exemplar of community-engaged teaching, scholarship and service
Strategic Priority Area 2: Further develop exceptional personnel.
Outcome B: Grand Valley is diverse and inclusive.
Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.
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.
Strategic Priority Area 4: Enhance the institution's image and reputation.