Go to site main page.
Return to Gibberish Table of Contents

File last modified:

Stercus bubulus omnia vincit
—My Daddy

Jargon & Gibberish:
University Bureaubabble

At this point in time, I am very excited to share with you some thoughts on the critical mass process and how it impacts the question of "Is selective excellence a two way street?" I think we can feel good about the outreach community, which is like a family and has gone very far afield to manifest itself during a period of time when there has been a critical paradigm shift in the dialog with most secondary delivery systems, which have now successfully bridged to real-time networking.

We can all feel good about that, at least at this point in time.

The women-owned minorities process has as its mission to network with those who partner the synergy of advocacy in the goals and objectives of budgeting. We also need to administrate on a capitation basis upstream, which should get us back on track as we redesign ourselves and vision this with the long-term plan coming down the pike from the same songbook.

It should be obvious from our commitment to empowering the instructional technology process that fact-finding diversity is an important consideration for everyone here, making it important to prioritize our goals in this age of diminishing resources. We expect this to have a dramatic impact, from a positive standpoint, so we are in a very intense mode on this, and we are fairly confident everything should be up and running for a surgical strike within at least a five-year time frame. This should allows us to leverage the game plan to touch base with a strategic-fit scenario to deliver educational experience and help students negotiate the distance-learning structure.

We must be proactive rather than reactive in this.

Actually, to tell the truth, the full appreciation of these state-of-the-art efforts often goes unrecognized by those out of the loop, but one thing I think we have all learned is to partner in holding the line to re-engineer our mix of shared university governance and critiquing legislative intrusion in terms of the dialog process of our track record of disincentives and their centrality to the interplay of the basic mission of the university and its institutional turf and human resources, especially with external parties, which we have done with focus groups in our community forum where this is high-tech low-hanging fruit.

Although it is important to avoid the appearance of set quotas, certainly it is critical to segue into policies and procedures that can enable us to craft a consensus to take a very close look at the involvement of governance within the system with entry level budget appropriation targets, and especially as it applies to how we proceed with reinventing our core competency. We will go the distance and knock the socks off a world-class cutting edge.

We all must be on the same page as we push the edge of the envelope against individual silos.

But we must keep in mind the crisis-handling authority delegated by the regents to the chancellors for non-K-12 education, because this is the only way to level the playing field in a timely manner on a daily basis. Therefore all operations have been benchmarked against community standards, and we have formed a strategic partnership to reinvent our human resources, which should be a total plus for us. It will allow our senior executive team to manage operations (and especially finances) of the combined entities within our enterprise, filling some of these positions on an interim basis in an acting capacity to ensure the continued success of our efforts to restructure our most preeminent programs.

Obviously it is important to express the sense of timeline to facilitate and speed our high priority initiatives here, since that has always been straw that broke the camel's back, which is a stalking horse on a slippery slope under the tent. In my view, it is mission-critical to revisit the strategic fit between our value-added best-practices mindset and a truly client-focused knowledge base as we ride the wave on the silver bullet used to rearrange the deck chairs on the Titanic.

This is a teachable moment, and the President wants us all to be in the same ball park on this and to take ownership of the mission so that we do not drop the ball and reinvent the wheel.

This is of course especially painful among our core constituency giving 110% in the trenches, for whom the glass is half empty when it turns south, but we expect to emerge as a real leader in this field early next year. It is clear that we must take the lead out the gate coming down the pike, which would be a win-win situation as we ramp up the pipeline and inoculate the necessary consensus-building to create a proactive buy-in with our focus groups. The Devil is in the details. I anticipate that this will be picked up as an item as we move forward to meaningful conversation in face-to-face time when we formulate the next steps to negotiate the structure.

As team players, we need everyone to think outside the box 24/7.

I am happy to tell you that preliminary projections show that this has been completely reversed in the last ten years, which, in the light of hindsight, we should have foreseen as it applied to supporting the acceptable goals boundary of the real world and the various out-of-the box options we have been exploring or the entry-level personnel we have been tasked with mentoring. But from where we sit, we stand in real danger of being hoisted on the horns of our own dilemma on that one, especially in terms of downsizing development among the donor community. But we expect giving activity to increase as we transition to better efficiency enhancement. In other words, we expect to shoot down some alleys and hope that we get a strike down there, continuing our tradition of leadership in this area.

That is to say, we'll be fishing in the right place.

Systemwide we are still brain-storming about all of these problems, which is a no-brainer, and we would really like your feedback on that. We should keep in touch on this for a better sense of coordination when you have a chance to think about the issues. Just give a call to our voicemail or message us an Email and any of the highly trained professionals in the office will be glad to get back to you and discuss your input and share the President's perspectives with you or your designated representative. It is important to learn whether you see the glass as half empty or are making lemonade, since we are all kept in the loop on the same team.

At the end of the day, that is the bottom line.

At the Office of the President, we expect to be running it up the flagpole to see if anybody salutes. I will continue to apprise you of significant change and progress, and appreciate your continued support both on- and off-line. Thanks for letting me guest here. I'm sorry we don't have time for questions. You've been a wonderful audience. Thank you.

D.K. Bureauperson

(Source: The basic text of this page was originally derived from attendance at the University of California Management Institute in 1982 and it has grown larger over the years as new buzzwords have pushed the cutting edge of the slippery slope outside the box under the camel's nose of the tent.)

Return to top of page.