had 44. My point is, If we grow, it means growth in faculty; maybe not 61, but how close? Add that, the attendant expenses, and other needs of the infrastructure and you’re 40 million may be more like 50-70 million. Could we be dreaming? That’s not bad. However, who gets goods, and who gets zilch? And, how do we decide these things? Pistol Duel? (Hey, we once picked a Vice President of the US that way). What I see in this plan is not a plan; they are more like position papers. Put them together, and what we see is, WE NEED A PLAN! A plan has goals, objectives, strategies and tactics. There is a little of this in the position papers; but what we really have is a lot of wishes; and we can’t get them all done. Which ones best fit into our plan? Which are objectives, which are strategies, which are tactics, and which ones do not fit the plan? We cannot tell these things because there really is no plan here. On a side note, I believe in global citizenship; I doubt it is a goal. Goals are concrete and measurable. What is a global citizen? Is it even definable? I say in classes that other cultures are different; not bad, just different. It may not be right, but the Arab terrorist truly believes he is a good global citizen because he is willing to die to make the globe a better place to live! And, you may remember, our center in Malaysia is in an Islamic state! “Shindler’s List” was banned! There is also polygamy, and other practices we do not condone.
If global citizen means being able to understand and live with this, will we get in trouble with things like the Patriot Act, for instance? Be sued by extreme conservatives, Christians, etc? I think we need to prepare people for the idea it is a Global village. I’m not sure that is the same thing as a global citizen.
Mind you, I’m not disagreeing with the five principal components of the steering committee; however, how do we define and translate into goals?
Jerry (One step closer to retirment) Wadian
Response to Comment: The subcommittee agrees that work still needs to be done to assure that the intended actions/activities in support of various strategies are appropriate and applicable. We further agree that the various strategies should share an appropriate relationship to each other so that the plan represents a coherent, single body of work. Concurrently, it is the subcommittee’s impression that some have viewed what was presented for public comment along a continuum far closer to a completed draft than it was intended to represent. Instead, this first public comment period was intended provide an opportunity for comment and participation during a more formative stage of strategic thinking (albeit, perhaps this point was not sufficiently emphasized). Accordingly, the subcommittee acknowledges the degree to which certain intentions and ideas contained herein need to be further detailed, articulated, and evaluated.
In addition, once the primary strategies have been identified, a strategic plan must be supported by the development of more detailed annual operational plans that identify specific actions to be undertaken (objectives), performance indicators, baseline data, identification of individuals responsible for carrying out the activities, etc. within the major operating units of the University. The University actually began using this