Chancellor's Message

The University of Wisconsin–Madison is, as observed by a peer review group in the course of its recent reaccreditation, a “miracle” — one that is built upon fundamental values regarding its relationship with the state and dedication to its educational mission. We are the university of the Wisconsin Idea, of sifting and winnowing, of the traditions of free exercise and unabashed inquiry, and of world-class teaching, research, and public service. We are among a handful of elite public institutions worldwide, not only because of our history, but also because of our committed and innovative faculty, staff, and students.

Persistence, good fortune, and the great works of countless individuals — qualities that distinguish virtually all successful institutions — have helped us to arrive at this moment in our history. Now the question becomes: How do we build on this legacy, to sustain our status at the forefront of higher education and at the leading edge of creating and disseminating new knowledge?

The answer, I believe, lies within our strategic planning process, which for the past decade has been a key component of the university’s progress. Strategic planning is an invaluable process for identifying strengths and weaknesses, pointing out critical needs, and helping determine how best to meet those needs. In the past, solid planning has helped us overcome many obstacles and given us the tools to protect and enhance the valuable resources of the university. Now, as we face new opportunities for growth, it remains crucial to our future success.

The following is an introduction to the key elements of UW–Madison’s new strategic plan, the result of a three-year process of community dialogue and reflection among faculty, staff, students, and community members about our priorities and future directions.

The plan’s priorities echo our traditional strengths while pointing toward critical areas of development that will determine our future success. They are guideposts for local action — for the contributions of schools, colleges, departments, programs, and individuals to the continuous advancement of UW–Madison.

I am confident that this plan represents a powerful base of shared values that will help determine our course and allocate our resources in the new millennium. This is your university and, as always, I welcome your thoughts about its future.

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