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

2016 Status
Substantial Progress
In 2016, 87.3% of CCPS seniors had 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. This is the highest rate of any college at Grand Valley. It is 13.5% improvement over 2013 and is only 2.7% short of the 90% goal.

2017 Status
Achieved
The data source (NNSE survey) will not be available again until Winter 2019. Monitoring of this objective is effectively over. The objective was very close to being met last year.

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

2016 Status
Achieved
This was intended to be the establishment of a baseline. However, respondents to a survey of students in capstone classes revealed that all students have at least two high-impact experiences. .

2017 Status
Achieved
The data source (NNSE survey) will not be available again until Winter 2019. Monitoring of this objective is effectively over.

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

2016 Status
Minimal Progress
From Fall 2015 to Fall 2116, the diversity of CCPS undergraduate domestic students increased from 22.36% to 22.51%. However, the diversity of all Grand Valley undergraduate domestic students increased faster. Therefore, CCPS’s student diversification is not outpacing the university’s, which is necessary to meet this objective.

2017 Status
Substantive Progress
The diversity in the CCPS domestic undergraduate student population increased by 0.7% (to 23.4%) from Fall 2016 to Fall 2017. This was faster than the overall university increase. The difference is now 6.2%.

Objective 1.B.2

Diversity of graduate students is 6% greater than for the remainder of the university.

Baseline

Currently 4.8% greater

Progress

2016 Status
Achieved
From Fall 2015 to Fall 2116, the diversity of CCPS graduate domestic students increased from 18.8% to 21.2%. The diversity of all Grand Valley graduate domestic students increased only slightly, and only due to CCPS. CCPS’s graduate student diversification is now 7% more than the university’s, which exceeds the goal of 6%.

2017 Status
Achieved
The diversity in the CCPS domestic graduate student population increased by 0.7% (to 22.2%) from Fall 2016 to Fall 2017. This was faster than the overall university increase. The difference is now 9.2%.

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

2016 Status
Not Yet Initiated
Not yet initiated

2017 Status
Not Yet Initiated
Not yet initiated

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

2016 Status
Not Yet Initiated
Not yet initiated

2017 Status
Not Yet Initiated
Not yet initiated

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

2016 Status
Minimal Progress
in the 2015-16 academic year, 24.2% of CCPS faculty reported to be a race other than White. This was unchanged from 2014-15. The remainder of the university reported a small increase in faculty reporting a race other than White. Thus CCPS is slightly further from its goal of exceeding the remainder of the university's diversity rate by 10%.

2017 Status
Achieved
In the 2016-17 academic year, 28.6% of CCPS faculty reported to be a race other than white. This was 2.7% greater than the previous year and 10.5% greater than the remainder of the university.

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

2016 Status
Substantial Progress
Based on their 2016 Faculty Activity Reports, 87% of tenure stream faculty members participated in one or more external community / professional relationships not including membership in an external professional organization within their discipline.

2017 Status
Substantive Progress
Based on 2017 Faculty Activity Reports, 83.3% of faculty participate in one or more external community / professional relationships not including membership in an external professional organization within their discipline.,

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

2016 Status
Substantive Progress
The College Personnel Committee is completing revisions of the CCPS Personnel Policy Guide which will define the role of community-engaged teaching, scholarship and service in the promotion and tenure process.

2017 Status
Substantial Progress
A draft of new promotion and tenure standards has been submitted to the dean's office by the College Personnel Committee. Community-engaged teaching, scholarship and service are incorporated in the document.

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

2016 Status
Not Yet Initiated
Not yet Initiated

2017 Status
Not Yet Initiated
Not yet initiated

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

2016 Status
Substantial Progress
SAME AS 2.C.1. Based on their 2016 Faculty Activity Reports, 87% of tenure stream faculty members participated in one or more external community / professional relationships not including membership in an external professional organization within their discipline.

2017 Status
Substantial Progress
Based on 2017 Faculty Activity Reports, 83.3% of faculty participate in one or more external community / professional relationships not including membership in an external professional organization within their discipline.,

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

2016 Status
Substantive Progress
SAME AS 2.D.1. The College Personnel Committee is completing revisions of the CCPS Personnel Policy Guide which will define the role of community-engaged teaching, scholarship and service in the promotion and tenure process.

2017 Status
Substantial Progress
A daft of new pomotion and tenure standards has been submitted to the dean's office. Community engaged scholarship and service are incorporated into the document.

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

2016 Status
Not Yet Initiated
Not yet initiated

2017 Status
Not Yet Initiated
Not yet initiated

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

2016 Status
Not Yet Initiated
Not yet initiated

2017 Status
Not Yet Initiated
Not yet initiated

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

2016 Status
Not Yet Initiated
Not yet initiated

2017 Status
Substantial Progress
Six CCPS faculty, staff, students, or alumni were nominated for university-level or external awards:

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

2016 Status
Substantive Progress
Boards for student posters were installed in 2nd floor hallway. DEC 221 was converted to t team room.

2017 Status
Substantial Progress
The SPNHA public space was remodeled. New furniture was found for the Dean's Office.

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

2016 Status
Substantive Progress
Only one item (Heartside Gleaning Initiative) was promoted through all three CCPS channels: newsletter, radio spot (and podcast), web page and facebook. Three more items (Inside-Out Prison Exchange Program, Community Based Learning in School of Social Work, and Engaged Teaching in Police Academy) were promoted through three of the four. . .

2017 Status
Minimal Progress
Media: • Facebook posts: 67 • Tweets: 21 • Web page spotlight items: 17 • WGVU “Community Connections” podcasts: 10 In 2017, only two items were promoted through three of the above media: In 2017, six more items were promoted through two media:

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

2016 Status
Substantive Progress
Only one item was promoted through all three CCPS channel: newsletter, radio spot / podcast, web page, and facebook. Three more items were promoted through three of the four.

2017 Status
Minimal Progress
Media: • Facebook posts: 67 • Tweets: 21 • Web page spotlight items: 17 • WGVU “Community Connections” podcasts: 10 In 2017, only two items were promoted through three of the above media. In 2017, six more items were promoted through two media.

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