Commission Gustavus 150

Substantially Realized Recommendations

 

  • Establish a comprehensive leadership center involving faculty, staff, students, alumni and parents, incorporating leadership development through the curriculum and through a leadership studies program, and guaranteeing that each student will experience leadership development and growth throughout their four years.
  • Infuse leadership development through the College experience beyond the curriculum, capitalizing on strong existing practices and providing resources to establish new programs and standards.
  • Conduct a comprehensive assessment of student needs and appropriate scope of practice relating to Counseling Center services.
  • Explore the need for and feasibility of an outreach plan for student high risk behaviors to develop broad campus collaborations, training, and proactive developmental, preventative, and consultative programming.
  • Identify strategies and resources to enhance immediate assessments of chemical use and to support students recovering from substance abuse and addiction.
  • Enhance effective responses to victims and perpetrators of sexual assault, sexual harassment, and biased incidents by providing counseling and the ability to be effective when the response is both proactive and reactive.
  • Explore with the local law enforcement agencies the feasibility of implementing a comprehensive limited immunity program for students seeking immediate help in cases involving alcohol consumption.
  • Strengthen the College's process to respond to, report, and communicate hate crimes, and to effectively sanction perpetrators.
  • Expedite the funding and construction of the "New Academic Building."
  • Develop and annually review an internal and external communication plan, budgeting process, and implementation strategies for Commission Gustavus 150-related priorities.
  • Prepare financial modeling for enrollment of 2,200, 2,400, or 2,600, to determine the desired size student population.
  • Provide for dietary requirements of various groups on campus during holy days and times of fasting.
  • Relocate the Office of Human Resources.
  • Provide competitive benefits based on an agreed-upon peer group for employees, especially as related to health care.
  • Activate the existing natural partnerships between the College and the Alumni Association and create a volunteer leadership council to develop more broad-based and varied alumni engagement opportunities so that within five years Gustavus is considered to be the new standard among peer schools for alumni engagement.
  • Create a new volunteer structure to support the soliciting of philanthropic gifts.
  • Develop the next comprehensive campaign case statement, timeline, and staff structure.
  • Promote the "Reading in Common" book to alumni to build community among alumni and to connect with current students.
  • Revamp the alumni volunteer leadership model to sustain a mutually-supportive, broad-based level of engagement and service with Gustavus.
  • Substantially increase alumni engagement by reinventing the alumni class leadership structure, creating volunteer management of social networking sites, and establishing formal programs connecting alumni with academic departments and alumni-driven shared interest groups.
  • Establish an official collaborative for faith, vocation, and community engagement by affirming the work being done by the Center for Vocational Reflection, Church Relations, the Chaplains' Office, and the President's Office.
  • Develop a guide that helps students work toward the realization of developmental goals.