Dr. Bell: I mentioned also that part of our challenge is to focus on performance excellence, what used to be called quality in the 80's and early 90's. That's a phrase businesses use for quality, but they have broadened it a great deal, and begun to understand that Business Excellence is a much broader business concept than the concept of or at least the narrow definition of quality. So, one of the things that I think we have to do as leaders to involve our community is to look at what we mean by performance excellence. What do we mean by success 5 years from now, and 10 years from now? Again, part of it may come from those big hairy goals, but part of it is just what kinds of things can we identify now that we can map out how we define success? That's an important element, if we don't define it, we are never going to get there we are just letting it randomly happen. That is where, again, specific measures, specific metrics, that say “for our community, for our region, this is how we will measure our success at some point down the road”. For a four year college, one measure of success is getting to the end of that 4 years in 4, or 5, or 6 years. My kids took the scenic route for a 3 or 4 year education, that's the average in the United States right now. It's a measure of success, but so is getting to the end of the freshman year, which is a 1 year measure of success. So again, what are the metrics we are going to be using, and then, I think this is vital to unity development, to our concept of our community, and I am using that term generically, because you can be talking about a town or a county, or as I am going to say here in a minute or two, something bigger. But, how do we compare to a best practice, where do we measure success, and say this is the best we can be, this is what we will applaud in a year or five years, have we gone out and looked at other communities that have already gotten there, maybe a little ahead of us, or have been identified as the best in the state, or the best in the region? How do we compare to them? What are we doing that emulates them, and what are they doing that we haven't yet understood to do in our regional development. Within those best practices though, certainly here in Tennessee right now, many of our counties have really been hit across the bridge of the nose with a baseball bat, we've had some really rough economic times. If we are way behind the 8 ball, if we are really down in our development, and we put out the best practice in the United States , we've given them another BHAG. We may frustrate them by showing them the kind of resources that we have to work with, but they don't. That is a sure sign of demoralizing the volunteers that are going to work with you especially. So, if we are way behind the 8 ball, our best practice might be to look at somebody who is doing better than we are in our region, perhaps an average economy in our region and say “what can we learn from them”? The point is not where we get the data, but the fact that we are trying to learn from others, we are trying to emulate what they are doing, so, how do we compare to an average, and what do we have to change if we are going to make progress if we are going to move from below average to average? That may be our measure of short term success, then from there, we might move to some other best practices. Here at the University, we have had great enrollment records for a couple of years, we have done some neat things in recruiting, and I went down to Belmont University , another good University in the state, to look at how they recruit students. They are a private school, so we thought we could learn something from them. I basically asked them “how do you test your recruiting literature?”. We all, in our economic development, have some kind of recruiting literature, so I said “how do you test whether it's good or not, what other universities do you compare to?”, and they said “we don't compare to other universities, we compare to Seventeen magazine, and to other magazines that an 18 year old will read that are the best that they have”. So, if you look at Belmont 's recruiting literature, they are focused on an exciting magazine that is more like what you would see in Seventeen or one of the others. We need to do that in our economic development activities. We tend only to think inside the box, they have gotten outside that box and said “we want to think inside that 18 year olds' head in terms of what they think is really exciting”, and it's an MTV kind of framework, as much as I hate to say that, or a Seventeen magazine framework. We can learn from others, and we need to get them to help us get outside the box.