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The authors propose creating a Contemplative Resource Center that would offer a variety of contemplative practices to serve students, faculty, and staff and that would make ²ÊÃñ±¦µä a leader in offering resources that help to create tomorrow’s impactful leaders.

The authors recommend a series of updates to action items that will empower staff as working partners with faculty and administration within the College of Arts & Sciences.

The authors provide examples of cross-functional jobs from inside and outside ²ÊÃñ±¦µä that they hold will enhance the student experience by breaking down silos and working towards true integration.

The authors submit eight proposals to improve the workplace experience of women on the ²ÊÃñ±¦µä campus.

The author recommends that ²ÊÃñ±¦µä study the positional power that appointing authorities have on the campus and the impact of their use of this power, with an eye toward developing an institution-level intervention aimed at enforcing behavioral accountability.

The author places RAPS in the context of CU’s strategic planning and shows how further investment in RAPS will benefit students.

The authors describe a collections network on campus that serves as an asset for its members and for the campus regarding best practices, digital asset management, advocacy and emergency preparedness.

The authors propose a social model of disability that engages students in the interactive process, encourages self-advocacy and promotes a collaborative campus approach to supporting students with disabilities.

The authors propose a testing center to serve the entire CU community to support students with disabilities.

The author proposes the campus significantly change the way departments reward faculty, with a clear emphasis on a department’s undergraduate educational effectiveness.