Strategic Plan for College of Community & Public Service
Context For Planning
The College of Community and Public Service (CCPS) builds vibrant
communities through scholarship, research, and collaboration. Our
accomplished faculty and staff members have a wide range of expertise in
the arenas of public service, health administration, philanthropy,
hospitality, tourism, and human welfare, providing students a dynamic
learning experience and empowering communities with quality research and
data.
Mission
The mission of the College of Community and Public Service is to educate
students for professional careers through excellent teaching, learning,
scholarship, and service that promote just and democratic communities,
and ethical and effective leadership.
Vision
We aspire to be a preeminent source for community and public service
education by providing innovative professional curriculum with dedicated
and inspired teaching. We promote excellence in public service,
community leadership, and lifelong learning. We address local, regional,
national, and global issues through effective teaching, scholarship,
collaboration, and service.
Value Statement
We value the liberal education and academic excellence in learning,
teaching, and research; contemporary applied learning and critical
thinking; a passion to provide ethical and compassionate services to
diverse local, national, and global communities and populations in need;
a culture of collegiality and collaboration; diversity, community, and
social justice; empowered graduates with professional practice skills.
We value community partnerships of depth and consequence. In our
community engagement, We hold ourselves accountable for both our
particular contribution and the well-being of the whole.
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
At least 90% of undergraduate students participate in two or more other
high-impact learning experiences prior to graduation, in addition to
supplemental writing skills, general education issues, and capstone courses.
Baseline
Based on 2016 NSSE: ., 73%
Progress
2019 Status
2018 Status
Objective 1.A.2
At least 95% of graduate students participate in at least two
high-impact learning experience prior to graduation
Baseline
To be determined by an audit of Winter 2016 graduates.
Progress
2019 Status
2018 Status
Outcome B: Grand Valley is diverse and inclusive.
Objective 1.B.1
Diversity of undergraduate students is 8% greater than for the remainder
of the university.
Baseline
Currently 6% greater
Progress
2019 Status
2018 Status
Objective 1.B.2
Diversity of graduate students is 6% greater than for the remainder of
the university.
Baseline
Currently 4.8% greater
Progress
2019 Status
2018 Status
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 academic courses incorporate community-based learning experiences.
Baseline
0 (course designation for community-based learning is not yet available)
Progress
2019 Status
2018 Status
Outcome F: The College of Community and Public Service is a celebration and exemplar of community-engaged teaching, research and service.
Objective 1.F.1
SAME AS 1C1: At least 20% of academic courses incorporate
community-based learning experiences.
Progress
2019 Status
2018 Status
Strategic Priority Area 2: Further develop exceptional personnel.
Outcome B: Grand Valley is diverse and inclusive.
Objective 2.B.1
Diversity of tenure-stream faculty is 10% greater than for the remainder
of the university.
Baseline
Currently 8.9% greater
Progress
2019 Status
2018 Status
Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.
Objective 2.C.1
90% of tenure stream faculty members participate in one or more external
community / professional relationships not including membership in an
external professional organization within their discipline.
Baseline
80%
Progress
2019 Status
2018 Status
Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.
Objective 2.D.1
Community-engaged teaching, scholarship and service will be defined and
recognized in the promotion and tenure of CCPS faculty.
Baseline
no relevant language in CCPS tenure and promotion guidelines
Progress
2018 Status
2017 Status
Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Objective 2.E.1
At least 75% of faculty and 75% of staff participate in professional
development to expand, enhance or extend their competencies and
capabilities within the context of the responsibilities of their positions
Baseline
50%
Progress
2019 Status
2018 Status
Outcome F: The College of Community and Public Service is a celebration and exemplar of community-engaged teaching, research and service.
Objective 2.F.1
SAME AS 2C1: 100% of tenure stream faculty members participate in one or
more external community / professional relationships not including
membership in an external professional organization within their discipline.
Progress
2019 Status
2018 Status
Objective 2.F.2
SAME AS 2D1: Community-engaged teaching, scholarship and service will be
defined and recognized in the promotion and tenure of CCPS faculty.
Progress
2018 Status
2017 Status
Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.
Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Objective 3.E.1
Develop a performance-based budgeting model to manage cost-efficient
resource allocations and support community engagement.
Baseline
no performance-based budgeting model
Progress
2019 Status
2018 Status
Outcome F: The College of Community and Public Service is a celebration and exemplar of community-engaged teaching, research and service.
Objective 3.F.1
SAME AS 3E1: Develop a performance-based budgeting model to manage
cost-efficient resource allocations and support community engagement.
Progress
2019 Status
2018 Status
Strategic Priority Area 4: Enhance the institution's image and reputation.
Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.
Objective 4.D.1
At least 8 CCPS faculty, staff, students, or alumni will be nominated
for university-level or external awards each year.
Baseline
1 per year
Progress
2019 Status
2018 Status
Objective 4.D.2
The CCPS Dean's Office and CCPS common spaces will be aesthetically
improved and reflect CCPS mission, vision and values.
Baseline
current space
Progress
2019 Status
2018 Status
Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Objective 4.E.1
Each year, CCPS will assist its units in generating at least five
items/events which (1) get positive attention or recognition external to
GVSU, and (2) enhance our reputation for community engagement.
Baseline
1 item per year
Progress
2019 Status
2018 Status
Outcome F: The College of Community and Public Service is a celebration and exemplar of community-engaged teaching, research and service.
Objective 4.F.1
SAME AS 4E1 Each year, CCPS will assist its units in generating at least
five items/events which (1) get positive attention or recognition
external to GVSU, and (2) enhance our reputation for community
engagement.
Progress
2019 Status
2018 Status
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