Strategic Plan for College of Liberal Arts and Sciences

Context For Planning

The College of Liberal Arts and Sciences was founded in July 2004 and is the largest of Grand Valley's colleges. Our students choose from more than 50 bachelor degrees and a growing number of advanced degrees in the natural and mathematical sciences, the fine arts and humanities, and the social sciences. GVSU undergraduates build the foundation for their major studies through general education courses offered by CLAS. A liberal arts and sciences education prepares students to understand complexity, diverse perspectives and change, and to apply their knowledge and skills to the unscripted problems of the future. Our strategic plan for 2016-21 is aimed at framing in contemporary language our ambitions for our students and our programs, and to enhance our undergraduate and graduate programs and our student's college experience.

Mission

The College of Liberal Arts and Sciences is a student-centered, diverse, and inclusive learning community that engages in critical inquiry extending knowledge to enrich and enliven individual and public life.

Vision

The College of Liberal Arts and Sciences will set a standard of excellence in liberal education. We will prepare our students to be responsible citizens, productive professionals, and lifelong learners with global perspective. We will foster a diverse and inclusive community of inquiry, discourse, discovery, expression, and reflection.

Value Statement

The College of Liberal Arts and Sciences values:

Excellence in liberal education facilitated through active student-teacher engagement and academic achievement supported by appropriate class size and a high proportion of permanent faculty.
Intellectual inquiry and discourse fostered by an engaged and diverse community of learners which rests upon academic freedom, integrity, collaboration, and collegiality.
Excellence in a broad range of scholarly and creative activities and research supported by appropriate resources.
Consistent and effective unit, college, university, professional, and community service.
An environment that promotes student development in professional careers, as citizens in a democratic society, and as members of the global community.

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 in CLAS units participate in two or more other high-impact learning experiences, prior to graduation, in addition to supplemental writing skills and capstone courses.

Baseline

Current percentage of students in CLAS participating in two or more relevant high-impact learning experiences.

Progress

2018 Status
Substantial Progress
The College continues to support high-impact experiences with resources and professional development opportunities.

2017 Status
Substantial Progress
CLAS provided enough high-impact experiences for 47% of all students enrolled in non-capstone courses in the academic year of 2016-17. High-impact learning experiences are a high priority and the College continues to support them with resources.

Objective 1.A.2

At least 90% of graduate students in CLAS participate in at least one high-impact learning experience prior to graduation.

Baseline

Current percentage of students in each graduate department participating in at least one high-impact learning experience prior to graduation.

Progress

2019 Status
Achieved
All graduate students participate in two or more high impact learning experiences.

2018 Status
Achieved
All graduate students participate in two or more high impact learning experiences.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

Diversity of faculty, staff, and administration in CLAS increases to 18% to reflect the populations of West Michigan.

Baseline

Current diversity of student, faculty, staff, and administration in CLAS - data from Institutional Analysis.

Progress

2019 Status
Minimal Progress
CLAS continues to work toward the goal of having a faculty, staff, and administration that reflects the population of West Michigan.

2018 Status
Minimal Progress
CLAS continues to work toward the goal of having a faculty, staff, and administration that reflects the population of West Michigan.

Objective 1.B.2

Retention rates in CLAS between freshman and sophomore years and sophomore and junior years for first-generation and other non-traditional undergraduate students (undergraduates 24 years or older, veterans, and students with children) meet or exceed the retention rates of traditional undergraduate students.

Baseline

Current data on retention rates in CLAS for each category of student - from Institutional Analysis.

Progress

2019 Status
Substantial Progress
CLAS has numerous projects, initiatives, and professional development opportunities aimed at improving retention for non-traditional students.

2018 Status
Substantial Progress
CLAS has numerous projects, initiatives, and professional development opportunities aimed at improving retention for non-traditional students.

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 10% of academic courses in CLAS incorporate community-based learning experiences.

Baseline

Current percentage of academic courses in CLAS incorporating community-based learning experiences, as noted in the Presidential data collected each year.

Progress

2018 Status
Minimal Progress
CLAS continues to work toward achieving the goal of having at least 10% of academic courses in CLAS incorporate community-based learning experiences.

2017 Status
Substantive Progress
CLAS continues to work toward achieving the goal of having at least 10% of academic courses in CLAS incorporate community-based learning experiences.

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

Objective 1.D.1

Global learning is part of a required course in each undergraduate major in CLAS.

Baseline

Current practices by department.

Progress

2018 Status
Achieved
Global learning is part of a required course in each of the majors in CLAS.

2017 Status
Achieved
Global learning is part of a required course in each of the majors in CLAS.

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.

Objective 2.A.1

25% or more of faculty complete training in developing and implementing high-impact student learning experiences.

Baseline

Current percentage participation by CLAS faculty in collaborative scholarly and creative activities.

Progress

2019 Status
Substantial Progress
CLAS faculty pursue professional development opportunities in implementing high-impact student learning experiences.

2018 Status
Substantial Progress
CLAS continues to support high-impact experiences for GVSU undergraduates, CLAS faculty pursue professional development opportunities in implementing high-impact student learning experiences.

Objective 2.A.2

At least baseline +10% of credit hours in CLAS are taught by tenure-stream faculty.

Baseline

Current percent of credit hours in CLAS taught by tenure stream faculty

Progress

2019 Status
Minimal Progress
CLAS is holding steady on the percentage of credit hours taught by tenure-stream faculty.

2018 Status
Minimal Progress
CLAS is holding steady on the percentage of credit hours taught by tenure-stream faculty.

Outcome B: Grand Valley is diverse and inclusive.

Objective 2.B.1

All appointed bodies at every level CLAS-wide include diverse individuals and reflect diverse perspectives.

Baseline

Current diversity of individuals in decision-making bodies in CLAS.

Progress

2019 Status
Substantive Progress
The College will continue to support and promote a diversity of experiences and backgrounds on all appointed bodies in CLAS.

2018 Status
Substantive Progress
The College will continue to support and promote a diversity of experiences and backgrounds on all appointed bodies in CLAS.

Objective 2.B.2

Each unit in CLAS will ensure that all new employees participate in intercultural training and development.

Baseline

Current opportunities.

Progress

2019 Status
Substantive Progress
CLAS continues to support intercultural training opportunities for faculty and staff in the College and to encourage employee participation.

2018 Status
Substantial Progress
CLAS continues to provide intercultural training opportunities for faculty and staff in the College and to encourage employee participation.

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

Objective 2.C.1

Increase by 10% the number of CLAS faculty members who participate in one or more external professional organizations.

Baseline

Current participation by faculty in external professional relationships.

Progress

2018 Status
Substantial Progress
CLAS has established a baseline for the number of faculty members in the college who participate in one or more external professional organization.

Objective 2.C.2

10% of CLAS faculty work on strategic long-term partnerships in the community.

Progress

2019 Status
Substantial Progress
CLAS faculty continue to be engaged with community partners.

2018 Status
Substantial Progress
CLAS faculty are engaged with community partners.

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

Objective 2.D.1

All CLAS faculty will have access to academic advisor training.

Baseline

Training available to faculty at the timeframe start.

Progress

2019 Status
Achieved
CLAS has developed outstanding resources for training and developing the skills of faculty advisors, and all CLAS faculty have access to academic advisor training.

2018 Status
Achieved
CLAS has developed outstanding resources for training and developing the skills of faculty advisors, and all CLAS faculty have access to academic advisor training.

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 in CLAS participate in professional development to expand, enhance or extend their competencies and capabilities within the context of the responsibilities of their positions.

Baseline

Current percent of faculty and staff participating in professional development.

Progress

2019 Status
Substantial Progress
The College invests significant personnel and financial resources into developing and supporting professional development for faculty and staff.

2018 Status
Substantial Progress
The College invests significant personnel and financial resources into developing and supporting professional development for faculty and staff.

Objective 2.E.2

The amount of external support and grants to promote faculty scholarship in CLAS increases by at least 7.5%.

Baseline

Current percentage of external support and grants.

Progress

2018 Status
Substantive Progress
CLAS continues to support faculty in their efforts to secure external funding.

2017 Status
Substantive Progress
The College has established baseline data for this strategic objective. CLAS is focusing on the development off the next generation of grant winners by encouraging and supporting collaborations.

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.

Objective 3.A.1

Enrollment capacity in CLAS expands to meet demands of highly qualified, matriculating students.

Baseline

Current enrollment

Progress

2019 Status
Substantial Progress
CLAS strategically allocates resources as student needs evolve. The College approaches the issue of enrollment capacity by managing resources strategically and by advocating for high quality and meaningful academic experiences.

2018 Status
Substantial Progress
CLAS strategically allocates resources as student needs evolve. The College approaches the issue of enrollment capacity by managing resources strategically and by advocating for high quality and meaningful academic experiences.

Outcome B: Grand Valley is diverse and inclusive.

Objective 3.B.1

Increase by 10% all faculty and staff who receive inclusion training in CLAS.

Baseline

Current percent of faculty and staff who receive inclusion training.

Progress

2019 Status
Substantial Progress
CLAS engages with and supports inclusion efforts on campus. The College provides opportunities for inclusion training for faculty and staff in CLAS and encourages them to participate in university-wide initiatives.

2018 Status
Substantial Progress
CLAS engages with and supports inclusion efforts on campus. The College provides opportunities for inclusion training for faculty and staff in CLAS and encourages them to participate in university-wide initiatives.

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

Objective 3.D.1

At least 20% of undergraduate courses in CLAS are offered in innovative approaches and formats, such as hybrid, online and competency-oriented (units annually determine and provide information about current innovative pedagogies in their disciplines)

Baseline

Year; Number of Distinct Online/Hybrid Courses; Number of Online/Hybrid Sections 2012-13; 18; 28 2013-14; 29; 45 2014-15; 30; 56

Progress

2019 Status
Substantial Progress
CLAS continues to respond to requests for more hybrid and online courses with a focus on sound pedagogy and academic rigor.

2018 Status
Substantial Progress
CLAS continues to respond to requests for more hybrid and online courses where feasible with a focus on sound pedagogy and academic rigor.

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

Objective 3.E.1

CLAS maintains a transparent financial budgetary reporting and implementation process that operates with integrity and includes faculty governance and leadership structures.

Baseline

Current levels of transparency and faculty governance participation.

Progress

2019 Status
Substantial Progress
CLAS maintains a transparent financial budgetary reporting and implementation process that operates with integrity.

2018 Status
Substantial Progress
CLAS maintains a transparent financial budgetary reporting and implementation process that operates with integrity.

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.

Objective 4.A.1

Increase by 10% the number of students, faculty, and staff in CLAS nominated for external recognition for their accomplishments or outstanding performance.

Baseline

Current percent of students, faculty and staff receiving scholarships, Fulbrights, awards, recognitions, editorships, participation in advisory boards and professional residencies.

Progress

2019 Status
Substantive Progress
CLAS continues to communicate opportunities for external recognition to unit heads and faculty on a regular basis, and the College reports on those faculty, students, staff, and alumni who have been recognized.

2018 Status
Minimal Progress
CLAS continues to communicate opportunities for external recognition to unit heads and faculty on a regular basis. The College needs to establish a good baseline for the number of students, faculty, and staff in CLAS nominated for external recognition for their accomplishments or outstanding performance.

Outcome B: Grand Valley is diverse and inclusive.

Objective 4.B.1

CLAS enhances faculty and AP sensitivity to diversity and inclusion issues for students and their families and in the community.

Baseline

Current measurement on 7-point scale.

Progress

2019 Status
Minimal Progress
CLAS supports faculty and staff in their development to gain a greater sensitivity to diversity and inclusion issues for students and their families and in the community.

2018 Status
Minimal Progress
CLAS supports faculty and staff in their development to gain a greater sensitivity to diversity and inclusion issues for students and their families and in the community.

Back to list