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people up in the graduate office, the people over in the Divinity library and the people in the refectory.  These are people who populate our lives on a social everyday level.  That is at least 4 different reporting groups in our building, in our family. So when I get the results back and only about half of the people even in our narrower group, people actually on the Divinity School payroll in the first instance.  I don’t know what to make of the numbers when it gets down to hundredths of a point.

I did observe four things.  The first is from a cluster of overwhelming positives.  And that is the staff really value the mission of the institution; the educational mission; what our particular school is trying to do; they want to be part of a team.  Those things come through loud and clear. Provost and Vice Chancellor for Academic Affairs] and he always tells us when we are doing a great job or …  But so one of the things I am trying to do as a Dean is to coach our faculty members and other supervisors to let staff know exactly how they are doing.  The worst thing to  from the work standpoint, other than somebody blowing up in your office, is not knowing how well you are doing.  Thank you.

John Brassil:  Thank you … that was a certain amount of testifying that we all needed to hear so … I guess, training as a minister comes in handy sometimes.

Our last speaker for today is Vanderbilt’s most freshly minted Dean.    Jim Bradford has been the acting dean at the Owen School for about a year now. and has just been affirmed the permanent dean.  He comes to us from industry.  CEO at AFG.  He is also a Vandy law grad, and was a practicing attorney for a while.  He has a bachelors from the University of Florida.  He is, Dean McCarty would also qualify, but Jim has all graduate students.  Here is a guy who can speak about having to deal with the staff Survey that was sort of started before his watch, and who is now dealing with it.  He can also speak from the perspective of having a faculty and staff that primarily has graduate students as opposed to undergraduate.

James Bradford, Dean of the Owen Graduate School of Management.  Thank you.  I always tell people that I did go to law school.  I got religion and went straight later on.  The length of my deanship actually covers now eleven days, the first five of which I was in Brazil with our executive MB staff and class.

I came to Vanderbilt in January 2002, as an instructor teaching.  In June of last year I  was asked to do the acting deanship role.  One of the most enlightening pieces was to find suddenly that you are in a building with no students and no faculty -- there is you and the staff sitting there looking at each other, because everybody else is gone.  It was interesting to have that enlightenment.  I think some other revelations about being a dean is you find pretty quickly is that you’re not the boss -- at best you are a facilitator.   Your job is taking a lot of people with very divergent incentives and bring them together into a unified task.  

We have – to just briefly overlay – the program has about 100 executive MBA students at any given time.  These are people in full-time employment and getting their MBA degree on weekends.  We typically have about 400 day MBA students who resident two years here.  This last year we had 17 Ph.D. students.  We will go to 21 this coming year.  We are launching a new MS finance program which should have around 15 – 20 enrollees.  It is a one year graduate degree (Masters of Science and Finance).   Then we are launching across a University effort for health care MBA which provide resources and assets of the Vanderbilt University Medical Center, bio informatics, space medicine, some law programs, and policy.  Hopefully we will pull

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