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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

2016 Status
Minimal Progress
Initial discussions underway between interested parties to explore potential for local high school hospitality academy development. GVSU HTM student chapter of National Society of Minorities in Hospitality (NSMH) planning outreach/recruiting at local high schools.

2017 Status
Substantive Progress
We (GVSU HTM) facilitated a site visit by GRPS leadership and Experience GR/local hospitality industry leaders to Washington DC are high schools with existing NAF Academy of Hospitality and Tourism (AoHT)programs yielded productive interactions and a commitment by both parties to continue to explore potential for GRPS to establish an AoHT site in the future.

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

2016 Status
Substantive Progress
Based on recommendations from the HTM Engaged Department committee, the HTM faculty approved a framework for integrating/scaffolding Community Based Learning objectives across the HTM curriculum. The courses selected for CBL implementation include HTM 101, HTM 190, HTM 290, HTM 375, HTM 390, HTM 402, HTM 413, HTM 422, HTM 437, HTM 440 and HTM 490.

2017 Status
Substantial Progress
Our full array of departmentally approved CBL courses (HTM 101, 290, 375, 390, 402, 413, 422, 437, 440 and 490) will be submitted for GVSU academic governance/approval to begin "officially" offerings next academic year.

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

2016 Status
Substantial Progress
The Hospitality and Tourism Management Chapter of the GVSU Alumni Association was established as of Fall semester 2016.

2017 Status
Substantial Progress
Initial events/activities for the new HTM chapter have been planned and implemented (homecoming tailgate, HTM senior send-off, Spring Gala).

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

2016 Status
Minimal Progress
GVSU HTM Alumni Chapter officially recognized as of Sept. 2016 and tentative schedule of events for 2017 is in planning stages. Senior exit survey data analysis to be undertaken in 2017 and senior send-off event for both Fall and Winter semesters to be planned and executed by sections of HTM 240 (Intro to Meetings and Events Management). HTM website analytics are being reviewed periodically to better understand who (including alumni) are visiting the department website and what they are viewing/for how long etc.

2017 Status
Minimal Progress
An HTM Alumni Chapter has been formally established and work is ongoing to update and collect additional information to be able to reach more alumni in the future. Our department social media contacts with Alumni and other constituents have become more consistent and timely (e.g. Facebook, LinkedIn, Instagram).

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)

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.

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

2016 Status
Minimal Progress
Given the lack of new faculty open positions over the recent past no new full-time faculty have been hired.

2017 Status
Minimal Progress
We did complete one successful faculty search (conversion of Visitor to Affiliate Professor position) which yielded a very high quality hire, however, the individual's demographic attributes do not diversify our faculty.

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.

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).

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

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