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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