ENCOURAGING COLLABORATION.

We will need to change the policies and practices that inhibit interdepartmental collaboration, no matter how the campus is formally structured. The boundaries of our learning community must be made more permeable while maintaining the rigor of the disciplines and the identity of our service units. We have to recreate a sense that the university encourages faculty, staff, and students to communicate across departmental boundaries and to deal with challenges that are located in the spaces between the disciplines.

MAXIMIZING OUR HUMAN RESOURCES.

Diversity of viewpoints, diversity of backgrounds, including gender and ethnic differences, as well as variety within academic specialties, are all vital components of the intellectual life of this great university. This not only contributes to the academic vitality of the campus, but also makes us more competitive among our peer institutions. While parts of the campus have made significant gains, our progress in reaching greater gender and ethnic diversity overall has been too modest. If we are to be successful in the future, we must tap the rich potential of all our citizens by incorporating them into our faculty, staff, and student body.

UPDATING THE WISCONSIN IDEA.

As we approach the next century, we need to view the university not as the sole source of learning, but increasingly as an educational partner with a variety of public and private institutions, including businesses and industries. To do this, we must listen to and learn from the state's citizens, their elected officials, our alumni, and other friends. The communication revolution places us in the midst of a worldwide learning community. The challenge is to find new ways to originate, adapt, and transfer expertise from this global environment to the people of Wisconsin.