Partnerships & Collaborations

Implementation Process

Implementation of the recommendations are being coordinated and monitored by the Colleges vice presidents and president. The implementation planning will be a collaborative process involving faculty, staff, students, and alumni as appropriate. It is also expected that there will be collaboration between campus departments and divisions on the implementation of many recommendations.

The number following each recommendation corresponds to the senior administrator responsible for coordinating and monitoring its implementation.

Legend for Recommendation Implementation

1: Provost/Vice President for Academic Affairs
2: Vice President for Enrollment Management
3: Vice President for Finance and Treasurer
4: Vice President for Institutional Advancement
5: Vice President for Marketing and Communication
6: Vice President for Student Affairs/Dean of Students
7: President

Summary of Primary Recommendations

Develop ways to facilitate opportunities for faculty, staff, alumni and friends, students, and prospective students to be engaged in the College in the Twin Cities
Develop a robust parent relations program
Strengthen the College’s involvement in collaborations and partnerships by investing in current partnerships, piloting new initiatives, and encouraging faculty and administrative leadership
Address the infrastructure needs of the Community Service Center to meet existing needs and to expand opportunities

Tier 1

Internal

Create an integrated health and wellness space for Health Services, Alcohol and Drug Education, Counseling Center, Advising Center, and a newly created Health and Wellness Office. (6)

Enhance the newly created Provost Council by providing a structure to encourage the “centers of synergy” on campus to integrate and enrich existing programs and identify new collaborative initiatives. (1)

Support and expand efforts of the Career Center and other departments to assist students in transitioning out of Gustavus. (6)

External

Increase opportunities for prospective students to come into contact with Gustavus by building a stronger presence and partnerships with rostered leaders and alumni in ELCA congregations. (2)

Leverage the Nobel Conference to build partnerships with other organizations and institutions. (1)

Develop a program hosted at the American Swedish Institute to facilitate presentations by faculty, staff, and alumni of the College in the Twin Cities. (4)

Maximize the relationships between alumni, parents, friends, corporations, government agencies, and foundations to build mutually beneficial partnerships and enhanced fundraising. (4)

Actively involve local (St. Peter/Mankato) alumni for on-campus programming. (4)

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. (6)

Tier 2

Academics

Strengthen the College’s involvement in academic collaborations/partnerships by investing in current partnerships, piloting new initiatives and encouraging faculty and administrative leadership. (1)

Intentionally expand or develop three to five innovative, nationally-recognized pre-professional advising programs that integrate vocational advising, alumni networking, and internship opportunities for current Gustavus students. (1)

Strengthen the partnership between the Center for Vocational Reflection and the Office of Academic Affairs relating to mentoring, vocational advising, and reflection on experiential learning. (1)

Support efforts to connect the environmental vocations of the Linnaeus Arboretum, the Environmental Studies Program, and the Johnson Center for Environmental Innovation. (1)

Community-Based Learning

Expand the infrastructure of the Community Service Center to meet existing needs, expand opportunities, and provide assessment to maximize engaged student learning through community partnerships, with a goal of 75 percent of graduating seniors participating in a course or program involving community-based learning. (6)

Provide the resources needed to support a dynamic and sustainable partnership program with K-12 populations and teachers in the local and regional community. (1)

Fund a program of mini-grants to build collaborations between the Gustavus community and outside entities. (6)

Provide the staff, transportation, and financial resources needed to sustain multiple entry points to provide students access to engage in transformational experiences in the community. (6)

Cultural Competency

Create a global and multicultural initiatives advisory committee representing the various Gustavus constituencies to work closely with the College leadership on the realization of global and multicultural Commission Gustavus 150 recommendations. (1)

Maximize natural synergies between the Center for International and Cultural Education and the Diversity Center by creating a common office space and explore the appropriateness, feasibility, and resources necessary to combine these offices. (6)

External

Convene a committee focused on communication, programs, and collaborations with external constituents. (7)

Build partnerships using the Linnaeus Arboretum with other schools and organizations to be viewed as a regional leader in landscape education, appreciation, and management. (1)

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. (4)

Develop and staff a parent relations program focused on meaningful and appropriate parent engagement and education. (6)

Create and fund an annual leadership conference featuring alumni and other external resources for current and future students. (6)

Identify the differing needs of ELCA congregations and create a mutually beneficial partnership between the College and the greater church community by matching resources of Gustavus with congregational needs. (7)

Tier 3

Establish a Communication Advisory Group with on- and off-campus members. (5)

Develop a distinctive continuing education program for professionals interested in the liberal arts. (1)

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. (6)