Strategic Plan for Center for Adult & Continuing Studies

Mission

The Center for Adult and Continuing Studies develops and supports programs and services that link the needs of lifelong learners with the resources of the university.

Vision

The Center for Adult and Continuing Studies is dedicated to serving adult and non-traditional learners, being a leader in providing new opportunities for access to learning and innovative educational opportunities. We are known for our contributionis to, and being a resource for, the communities we serve and the University.

Value Statement

In addition to demonstrating the University's values of Excellence, Integrity, Inquiry, Inclusiveness, Community, Sustainability and Innovation, the following are central to our work: Including Underrepresented Learners - We value education for all. We are conscientious in our efforts to include differing perspectives and individuals in dialogue. Difference in social, economic, and academic backgrounds enrich our own views and broaden our opportunity to meet the programming needs of our constituents. We encourage participation from those who are often absent from discussions. Collaborating - We value collaborations and partnerships with our external and internal communities; specifically academic units, businesses, community organizations, and individuals. We are dedicated to honest and open dialogue, the development of solid relationships, and meaningful educational programming efforts and projects. We seek to connect the larger community with the academic environment to engage in the creation of a shared and mutual understanding through various programming efforts. Meeting specific needs - We are committed and conscientious in our efforts to define and meet the educational needs and expectations of our constituents through dialogue, research, assessment, and evaluation. Fiscal Responsibility - We understand the importance of fiscal responsibility and understand our role in contributing to the financial health of the university. We are conscientious in our efforts to provide quality programming in a manner that is fiscally effective and efficient.

Strategic Priorities, outcomes, and key objectives

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

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 1.A.1

Develop practices that align coursework and careers for transfer, professional development, adult, and early college students.

Baseline

Established in 2016 We currently employ 6 practices that intentionally align coursework and career for our expressed populations: 2 for transfer, 2 for professional/workforce development, 2 for early college and zero for adult degree completion.

Progress

2019 Status
Substantial Progress
In 2019, CACS launched several new initiatives designed to assist adult learners align their academic and professional endeavors including integrating career exploration in a new series, Lifelong Learning On Tap (serving the West Michigan Region) and establishing relationships with healthcare providers to assist Northern Michigan students make connections in health related fields.

2018 Status
Substantial Progress
ACS formally launched a new program – Transfer Connections. Transfer Connections provides specialized services to assist students who transfer to Grand Valley State University from other colleges and universities; these services include transfer advising and help with navigating the academic and cultural landscape of the university. Additionally, ACS shepherded the NRM articulation agreement with the OAISD Careerline Tech Center, a project that had been in the works for over a year.

Objective 1.A.2

Facilitate high impact learning experiences in credit and non-credit programs that are supported by ACS

Baseline

CACS will focus on the following high impact practices: Service Learning/Community-based learning, Diversity/Global Learning, and Undergraduate Research. Within these areas CACS had a baseline of 16 participants in 2016.

Progress

2019 Status
Substantive Progress
This year, ACS continued to integrate high impact practices into the programs that is supports with a focus on bringing these experiences to our growing portfolio of online professional development opportunities in Digital Marketing.

2018 Status
Substantive Progress
In 2018, ACS explored a new high impact practice – the apprentorship – as a part of its new Digital Marketing Professional Development program and remains committed to providing integrating and supporting high-impact practices in its on-going programming.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

Provide or support programs and services for underrepresented populations that lead to undergraduate matriculation.

Baseline

We currently have no information regarding CACS support program participants matriculation into undergraduate program at GV.

Progress

2019 Status
Substantial Progress
In 2019, Transfer Connections continued to grow its relationships with student affinity groups at the area community colleges in order to build relationships that will encourage and support students of color through the transfer process. We have developed strong relationships with Student Organizations, Records, Admissions, and Advising Centers and continue to create opportunities that support the development of pathways for underrepresented students. as well as for measuring our efforts in terms of matriculation.

2018 Status
Substantial Progress
ACS continues to support programs and services for under-represented populations that lead to matriculation, although staffing changes and departmental reorgs have shifted our programs and processes in 2018. The newly launched Transfer Connections program is actively engaging with student groups at the community colleges and the Meijer Campus staff continue to deepen relationships with area organizations with programming specific to supporting the educational attainment of underrepresented populations.

Objective 1.B.2

Advocate and support adult and non-traditional learners at the institution

Baseline

CACS will use the Council on Adult and Experiential Learning’s 8 principles of effectiveness for serving adult students as our approach to best practices.

Progress

2019 Status
Substantial Progress
The Center for Adult and Continuing Studies continues to advocate for polices and programs that create an inclusive environment for all adult learners at GVSU. This included moving the needle on several of the CAEL principles as well as laying the foundation for new programs and offerings in 2020.

2018 Status
Substantive Progress
In 2018, ACS intentionally supported adult learners by advancing progress in the areas of outreach and student support, as well as laying the foundation to create more degree completion options by negotiating two general education courses to pilot an alternative format beginning in 2020.

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

Objective 1.C.1

Support the university in reaching its enrollment goals

Baseline

AY 2016 -2017 prospective student numbers will serve as the baseline

Progress

2019 Status
Substantial Progress
Although the local community college’s enrollment has declined steadily over the past 10 years, the Traverse City location again reported an increase in prospective student advising. Holland and Muskegon numbers are down, and this was anticipated due to the evolving status of those regional locations.

2018 Status
Substantive Progress
ACS in the regions underwent significant changes in programming, staffing, and advising processes in 2018 contributing to a lower reported total number of prospective students advised in Holland, Muskegon, and Traverse City.

Objective 1.C.2

Ensure viable academic programs at our regional locations

Baseline

No launch / review in place

Progress

2018 Status
Achieved
The Additional Locations Add/Change Process has been utilized for two consecutive planning cycles. Best practices for regional location programming development have been reviewed and addition processes have been implemented at leach location. Given this, ACS considers this metric achieved.

2017 Status
Substantive Progress
o A program launch plan (Additional Locations Add/Change Process) was developed and set in place prior to the 2017 HLC Accreditation Visit looking at regional locations. Conversations among Regional Site directors and review of best practices for regional location and continuing education programming are underway to develop and implement an annual program review.

Strategic Priority Area 2: Further develop exceptional personnel.

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

Objective 2.D.1

Provide professional development opportunities for GVSU faculty and staff in areas that support our programs and target audiences

Baseline

In 2016, 19 staff participated in professional development programming that supported our programs and target audiences. Opportunities included:  Lily Conference  CAP conference  Professional Development Luncheon focused on ‘the new college student’  Webinars : o ACHE Webinar: Principles for Effectively Working with Adult Learners o UPCEA Webinar: Retaining Adult Students: What Works and What’s NextA baseline number of faculty and staff who have participated in ACS-supported professional development opportunities designed to support our programs and target audiences will be established by February 15st, 2017.

Progress

2019 Status
Substantial Progress
In 2019, the Center for Adult and Continuing Studies worked collaboratively with various office across campus to provide opportunities for the GVSU faculty and staff community to delve deep into the experience of adult students. This year our reach expanded dramatically from our baseline of reaching 19 targeted faculty and staff to move than 225.

2018 Status
Substantive Progress
The Center for Adult and Continuing Studies offered two professional development opportunities for GVSU faculty and staff that were designed to foster a better understanding of adult learners and their needs: (1) a webinar “Adult Learners: Create Support Systems for Engagement, retention, and Completion” in July, (2) a session titled “ Access and Inclusion for Adult Students” at the November Teach-in. These two programs resulted in 35 individuals participating in professional development that supports our programs and target audiences

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

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

Objective 3.C.2

Increase awareness of ACS as a centralized resource for adult learners

Baseline

A baseline will be established by December 2017.

Progress

2019 Status
Substantial Progress
Center for Adult and Continuing Studies Executive Director and Staff, Provost’s Office, and as appropriate with partners

2018 Status
Substantive Progress
In 2018 the Center for Adult and Continuing Studies was a part of a reorganization that moved the unit from the Brooks College of Interdisciplinary Studies to the Provost’s office -- reporting to the Assistant Vice President for Academic Affairs. This shift has encouraged new programs, partnerships, and has created a new awareness of the Center for Adult and Continuing Studies and its potential to partner across the university in order to improve access for adults.

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

Objective 3.E.1

ACS involvement in supporting university – community collaborations will be guided by three established areas of focus (E3)

Baseline

1. Regional Labor Shortages (1) 2. Regional Educational Attainment Gaps (2) 3. Regional Land Use Initiatives, Environment and Sustainability (2)

Progress

2017 Status
Achieved
• This objective was met in 2017 and CACS uses three identified areas of focus to guide our involvement and collaboration: o Regional Labor Shortages o Regional Education Attainment Gaps o Regional Land Use Initiatives, Environment, and Sustainability

2016 Status
Substantive Progress
Existing collaborations, as well as current data and trends have been reviewed.

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

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

Objective 4.C.1

Develop at least four corporate and organization partnerships that lead to credit or non-credit generating enrollment by 2021

Baseline

Existing corporate and organizational partnerships will be reviewed by Feb. 15, 2017 and a baseline will be established.

Progress

2019 Status
Substantial Progress
The Center for Adult and Continuing Studies added to its enrollment generating partnerships and continued to grow with potential corporate and organizational partners, creating the foundation for an expansion in 2020 for professional development and degree completion partnerships.

2018 Status
Substantial Progress
The Center for Adult and Continuing Studies expanded health care professional development offerings through partnerships with organizations associated with Physical Therapy Professional Development and Continuing Medical Education, and also solidified a partnership with GreenFig, a west coast educational partner that provides digital marketing programming, market relevant reskilling certification program, each leading to noncredit enrollments. Additionally, ACS staff at the Holland Campus began conversations with the economic development agency, Lakeshore Advantage, to explore ways that GVSU can engage with their Talent Pipeline Management initiative.

Objective 4.C.2

Showcase our student, faculty, staff, and alumni contributions and accomplishments

Baseline

An inventory of current processes will be established by July 2017

Progress

2019 Status
Substantial Progress
Over the past two years, CACS, and in particular, the Traverse City / Northern Michigan regional location, has worked hard to both develop a communication flows designed to celebrate accomplishments, as well as integrate these stories into the overall University Communications outlets.

2018 Status
Substantive Progress
Given the programmatic and staffing changes at the Regional Locations, a shared communication plan is no longer appropriate – each location/initiative identified, showcased and celebrated its student, faculty, staff, and alumni contributions and accomplishments as they saw fit. The spirit of this objective – the showcasing of student, faculty, staff, and alumni achievements has been advanced, but the metric is no longer relevant.

Objective 4.C.3

Represent the university in local and regional initiatives in order to serve as a conduit to establish mutually beneficial relationships.

Baseline

An activity and involvement report will be submitted to the executive director annually beginning in Dec. 2017

Progress

2019 Status
Achieved
The Center for Adult and Continuing Studies regularly collects the involvement and accomplishments of its staff.

2018 Status
Substantial Progress
ACS staff at regional locations continue to connect external entities based on mutually beneficial goals, objectives, or priorities, facilitated continued relationships as necessary and appropriate, support/manage initial planning and implementation of projects, initiatives or activities.

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

Objective 4.D.1

Expand the use of alternative delivery formats for degree completion and professional development programming.

Baseline

A definition of alternative formats and the baseline number of enrollments in those formats will be cataloged by February 15st, 2017

Progress

2019 Status
Substantial Progress
ACS broadened its programming to incorporate new formats, delivery systems, and technology in professional evelopment programming and also began the process of offering micro-credentials for professional development programming.

2018 Status
Substantial Progress
ACS continues develop and support new methods of serving our target audiences. In 2018 we launched new online professional development/continuing education programs in Social Work and Digital Marketing.

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