Fire and ice-that's what the words brand and eis mean in German. That's why to me Brandeis is the most exciting place to be-a place of radically high aspirations that embraces difference and transformation. We don't shy away from tackling questions others may deem too big, or too small, or too controversial.

Brandeis students are made of that same stuff-they thrive in an environment that allows them to seek "the truth even unto its innermost parts" without giving a hoot about whether it is considered appropriate or fashionable by the rest of the world. Brandeis is different from other universities in that everyone in this community shares in these aspirations. We're not na??ve. We truly believe that we can make a big difference. And our students go out into the world and do just that.

If we know so well who we are and what we want to accomplish, why do we need a strategic plan? This plan is a pragmatic document for the president. It aims to streamline fundraising efforts and direct attention to areas that need expansion. It is not a "rallying cry" or a call to action on our part. It does not say "we've gone astray and need to refocus our attention." It does not try to reinvent us. We know who we are, and we know we're good at what we do. The strategic plan just presents our portrait to those who don't know us yet so they, too, will fall in love with us and be inspired to join our community. The plan is more like Brandeis' Match.com profile.

Which is why we need to get our profile right and not try to 'retouch' it beyond recognition or avoid saying things about ourselves that people may not like. There are a few places where the current profile could still be improved. As it is currently written, the plan does not do justice to the very foundation of our academy-the liberal arts. The humanities and the social sciences are the bedrock on which a liberal arts education thrives. Our largest school may be called the College of Arts and Sciences, but its foundation is not only in arts and sciences, but also in the classical and modern languages, philosophy, history and literature. And it is in the social sciences (from economics to psychology) where most students choose their major.

The plan also proudly tells the story of how the Jewish community's gift to U.S. higher education has become this gem among the top research universities in the country, and how Albert Einstein dared us to achieve the name Brandeis. But that includes embracing our history, not just our future. Brandeis, after all, was not only a Supreme Court Justice, but also a Zionist. The controversies that come with this are part of what makes Brandeis unique. If we want others to recognize us in this document, we have to own it. We can check 'non-sectarian' and still acknowledge our Jewish family background.
Overall, students should be very happy with this plan. It puts their experience first, not faculty research ambitions or lofty goals for a fancier campus. Many objectives outlined in the plan will lead to more small-class experiences for all students, to even closer contact with faculty from first-year seminars to capstones for seniors. Students will have more flexibility to complete their degrees and more options to pursue their multi-dimensional interests.When our alumni talk about Brandeis they don't typically talk about their major. What they often remember most about Brandeis is a class they dared take that lay far outside their chosen path, a class that challenged them to think differently. If funded, many initiatives in this plan will make more such experiences possible.

The plan's most important goal is its embrace of diversity, especially of diversifying the faculty. This is an ambition truly worthy of Brandeis, and one that's long overdue. Just last Thursday Prof. Tom Shapiro from the Heller School for Social policy and Management's Institute of Assets and Social Policy spoke at the Women's and Gender Studies' annual Lubin Symposium about the devastatingly increasing wealth gap between whites and minorities in the United States. By embracing and expanding the work of the Posse Foundation, and by training and promoting new leaders with diverse backgrounds, Brandeis shows its commitment to walking the talk. All our students stand to benefit from this initiative.

My personal favorite, an emphasis on sustainability, still needs elaboration in the plan. It's not just a "domestic" issue about health and student retention, but one that aims to tackle the fires and loss of ice our whole world is facing. Our very name urges us to become leaders in the fight against climate change. We have expertise in all schools to tackle the many open questions that are crying for answers, from chemistry, to economics, to sustainable development, to philosophy. Here is a perfect opportunity to align our commitment to cutting-edge science and research across the disciplines with our mission to protect and heal our world, tikkun olam. All our prospective students know that their future depends on the knowledge we produce in this area. We owe this commitment to them.

Ultimately, the best part of this strategic planning exercise will not be the document that forms its conclusion. It's the very Brandeisian process that's getting us there. The many meetings, discussions and drafts meant many in our community had to learn more about the University as a whole and grapple with each other's different opinions. Everyone who participated understands Brandeis a little bit better as a result. Which is why this plan will ultimately strengthen us as a community, no matter how many well-heeled new lovers it attracts. We will continue to be hot and cool... (and that's not just meant as a pun on the HVAC system in Shiffman...)

Professor von Mering is an associate professor of German and the Director of the Center for German and European Studies. She also served as the chair of the faculty senate in 2009-2010.