Strategic Plan for Robert B. Annis Water Resources Institute
Strategic Plan for Robert B. Annis Water Resources Institute
Context For Planning
The Robert B. Annis Water Resources Institute (AWRI) became an academic
unit in the 2009-2010 academic year. AWRI offers a M.S. degree through
the Department of Biology, with an emphasis in Water Resources.
Administratively, AWRI is part of the College of Liberal Arts and
Sciences (CLAS). Programmatically, AWRI is a multidisciplinary research
organization committed to the study of freshwater resources. The
Institute was founded in 1986 on the GVSU campus in Allendale as a
1-person operation. Over the past 30 years, it has grown to a 65-person
research and education program, and is now located on the shoreline of
Muskegon Lake in downtown Muskegon.
Mission
The mission of the Institute is to integrate research, education, and
outreach to enhance and preserve freshwater resources. AWRI seeks to
accomplish its mission through: 1) interdisciplinary research into major
questions about water resources; 2) public education for a variety of
groups, including K-12, university students, and the community; and 3)
outreach to ensure that decision makers are equipped with the best
available knowledge on environmental and water resource-related issues
to reduce the uncertainty associated with their resource management
decisions.
Vision
The vision of the Institute is to enhance the knowledge, understanding,
and appreciation of freshwater resources among students, university and
professional communities, and the general public, and become recognized
at both the national and international levels as a leader in the area of
water resources. AWRI has adopted this vision recognizing that
sustainable freshwater ecosystems are a fundamental necessity, and that
the integrity of these systems helps to define our quality of life.
AWRI will advance its mission and commitment through three mechanisms:
unique educational programs, outreach, and pure and applied research.
To accomplish the goal of broader recognition, we envision growing the
Institute through additional faculty lines that reflect emerging water
resources issues and also lend themselves to interdisciplinary efforts
both within and outside the university (e.g., water policy and
environmental economics). We also desire to establish endowed chairs,
place a greater emphasis on projects that have broad geographic
relevance, and place our scientific findings in broader social and
economic contexts.
Value Statement
We at the AWRI value excellence in research, education, and outreach, as
demonstrated by: a. Seeking an objective understanding of natural
phenomena via scientific inquiry, collaboration, and scholarship. b.
Fostering excellence in our teaching and outreach initiatives through
active student-instructor engagement, participation of students in
research, academic advising and mentoring, hands-on experience, and the
application of the most current information available. c. Performing
University and community service that is recognized for its contribution
and effectiveness.
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.
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 D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.
Strategic Priority Area 2: Further develop exceptional personnel.
Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.
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 D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.
Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.
Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.
Outcome B: Grand Valley is diverse and inclusive.
Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Strategic Priority Area 4: Enhance the institution's image and reputation.
Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.
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.