{"id":1803,"date":"2007-01-16T16:56:22","date_gmt":"2007-01-16T21:56:22","guid":{"rendered":"https:\/\/engineering.jhu.edu\/magazine-archive\/?p=1803"},"modified":"2014-12-16T16:56:56","modified_gmt":"2014-12-16T21:56:56","slug":"dean-3","status":"publish","type":"post","link":"https:\/\/engineering.jhu.edu\/magazine-archive\/2007\/01\/dean-3\/","title":{"rendered":"From the Dean"},"content":{"rendered":"\"Dean<\/a>\n

Like so many people today who balance challenging careers with busy family schedules, planning for the future doesn\u2019t always make it to the top of my to-do list. Whether it\u2019s figuring out how I\u2019m going to watch two kids play soccer simultaneously at different locations or how the Whiting School can best position itself to meet the challenges of a new century, stopping to plan, rather than just holding on and trusting that it will work out, often feels like a luxury.<\/p>\n

I am happy to report, then, that over the past year, we at the Whiting School (faculty, administrators, staff, alumni, and members of our National Advisory Council), took the time to go through a strategic planning process. The results are terrific. The Strategic Plan, which we completed in the late fall, defines our considerable strengths and areas that we believe deserve further attention, laying out a clear roadmap for the school\u2019s future.<\/p>\n

Our vision for the Whiting School is simple: Leadership Through Innovation<\/strong>. In order to realize this vision, we have defined four interconnected priority areas that will allow us to capitalize on our strengths and existing resources, develop new and promising areas of research and growth, guide our fundraising efforts, and broaden our outreach to international, corporate, and underserved audiences.<\/p>\n

The four primary themes of the Strategic Plan are:<\/p>\n