Changes

Some feel it is important that The Augustan Society, Inc., has a vision of what it wants to become. In a perfect world, this would come first, and all other planning would be in service of that goal. In this world, the [[Board]] has shown indifference to such long-range plans, leaving much to the frustration of [[Consuls]] . Edward Ellsworth Jones (1927‑1993) wrote: "When the administrator feels himself to develop be the program outlined sole driving agency, and finds himself chiefly engaged in arousing those who are apathetic and coercing those who are antagonistic, there is something vitally wrong with the administration. An executive should find himself engaged chiefly in directing the energies which create themselves naturally in all parts of the business, and in finding the proper outlet for the eager upward striving of the ranks below." There are two ways to take this advice: # That Consuls should sit on their hands, facilitating only those programs which have support. Their advocacy should be limited to reminding the membership on occasion of each program they value that is dormant for lack of support; or# That Consuls, desirous that the Society become at least successful enough to move out of their dining room, should advocate with both Board and membership for such programs as they believe would be of benefit to the Society. This "Vision Statement", and the "Proposals" it contains, are Consuls' effort to promote and recommend action. They would welcome additional input, or better, the Board resuming this responsibility. The term "Centennial Vision" is adopted to avoid confusion with the [[Long-Range Plan]] or the [[Vision Statement]], and because it would not surprise this writer if it took until at least 2057 to achieve.

#[[Administrative Structure Vision]]