This strategic plan was developed
through a collaborative process that involved all tenure-track faculty
(that is, all faculty who are tenured or tenure-eligible) in the
Department of Mathematics. We began by considering the forward-looking
comments from our 2014 self study while asking the question,
What do we want to be able to say about our department five
years from now that is not already true today? From this
context, we agreed on the following goals:
Goal 1: Enhance the experience and success of all students we serve.
Increase the proportion of calculus and foundations-level
courses taught by long-term faculty (tenure-track and affiliate).
Increase the number of students selecting mathematics as a
major or minor.
Increase student involvement in high-impact learning
experiences and co-curricular activities.
Expand existing resources and develop new resources to support
mathematics majors in the non- certification emphasis.
Align physical and technological resources with current trends,
best practices, and pedagogical needs.
Goal 2: Enhance diversity and inclusiveness within our
department, particularly among our long- term faculty.
Increase the diversity (broadly defined) of department faculty,
and increase the number of female and minority faculty teaching
courses at all levels.
Enhance the professional status of affiliate faculty by
increasing salaries, expanding resources for professional
development, and providing greater opportunities for involvement
in department activities and collaboration with tenure-track faculty.
These goals do not comprise a comprehensive list of all potential
initiatives for 2016-2021. Rather, they represent aspirations the
department agrees should be prioritized and given special attention
over the next five years. In addition to these priorities, the
department will pursue and maintain many additional outcomes
consistent with our mission, vision, and values.
Mission
The mission of the Department of Mathematics is to cultivate in
ourselves and develop in our students: (1) an understanding of
mathematics, its applications, and its role in society; (2) the
abilities to reason and to communicate about mathematical ideas; and (3)
an appreciation of mathematics as a creative endeavor that involves
exploration, problem solving, and the search for patterns and
connections. Furthermore, it is the mission of the Department of
Mathematics to engage in active scholarship and service that supports
our teaching, furthers mathematical understanding, and builds productive
connections with academic and non-academic communities.
Vision
Grand Valley State Universitys Department of Mathematics will be
known as an inclusive community of learners that is committed to student
success, excellence in teaching, and active engagement in scholarship
and service. Our students and graduates will be known and respected for
their knowledge of mathematics, their capacity to think critically and
creatively, their ability to communicate mathematical ideas effectively,
and their flexibility to adapt to changes in their professions. Our
faculty and graduates will be recognized for their leadership in
promoting excellence and innovation in mathematics and mathematics
education, both at GVSU and beyond. In meeting this vision, the
students, graduates, and faculty will be seen as informed citizens,
productive members of society, and lifelong learners.
Value Statement
The Department of Mathematics values a diverse and multicultural
learning community whose members actively advance the ideals of a
liberal arts education. To that end, we recognize teaching and learning
as our highest priorities while also acknowledging the importance of
scholarship and service. In all of our work, we value a growth mindset
and the open exchange of ideas from diverse points of view. In the area
of teaching, we value:
informed, knowledgeable, and reflective faculty who are
committed to continued growth and professional development;
learner-centered approaches to instruction, supported by class
sizes that allow active student engagement in learning, personal
interactions with faculty, and meaningful feedback on student work;
learning as a collaborative endeavor that is supported by a
strong sense of community among students and faculty;
innovation in teaching and the freedom of faculty to pursue
innovative pedagogies;
effective use of instructional and mathematics-related
technology to support learning and promote understanding of
mathematics; and
community engagement and participation as global citizens in
diverse settings beyond GVSU.
In the area of scholarship, we value a broad range of
professional activities that include but are not limited to:
keeping current with, contributing to, and disseminating
intellectual developments in mathematics, mathematics education,
and related fields;
applying mathematical knowledge in a variety of areas;
conducting research on the teaching and learning of mathematics
at all levels;
developing innovative educational resources for use at GVSU and beyond;
engaging in collaborative research with peers and with students; and
participating in interdisciplinary scholarship.
In the area of service, we value:
active participation in achieving department, college, and
university goals;
collaboration with peers, students, industry, schools, and
community groups;
initiative and leadership in bringing forth new ideas, programs,
and approaches that further the mission of the department,
college, and university; and
promotion of the profession at the local, regional, and national levels;
In each of these areas, we also value collaboration and mutually
supportive working relationships among all Mathematics Department
faculty and staff.
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 E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.
Strategic Priority Area 2: Further develop exceptional personnel.
Outcome B: Grand Valley is diverse and inclusive.
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 D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.
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.
