Take the most talented group of people in the world. If you do not give them the support, the facilities or the resources to do their jobs, you will have a recipe for frustration and disappointment.

If our people are Tulane's most important resource, we must be willing to give them what they need in order to elevate this university to the next level. That means solid leadership, good management, a strong library system, up-to-date technology resources and a firm financial basis upon which to build effective programs.

We are working to define our priorities, goals and strategies for developing our library system. The library is the intellectual hub of our campus; to strengthen our libraries is to strengthen our university.

We want to become a leader in the use of technology for educational and research purposes. In order to do that, we must expand to at least 50 percent the number of Tulane classrooms that are technologically enabled. We also are experimenting with different initiatives in distributed learning and, on the leadership front, are working to improve administrative processes, review governance policies and continue our expansion of the Tulane board.

In terms of financial resources, we are working to increase our unrestricted annual alumni giving from 17 percent to 30 percent while at the same time preparing to launch a major capital campaign of at least $600 million. We have the desire to have an endowment of at least $1.0 billion by the year 2006, requiring twice the endowment we have today.

Success breeds success, and what our "Great Explorations" of these initiatives will lead to-from an investment in people to enhanced research and educational programs, from a focus on community to a commitment to effective leadership-is a Tulane University that lives up to our visions:

• Tulane University as a standard-bearer for universities in the 21st century because we have successfully charted an academic course rooted in our history, location and unique strengths;
  
• Tulane as a leader, not a follower, in setting the agenda for higher education;
  
• Tulane as a university in service to its community;
  
• Tulane acting in one voice with a shared vision; and
  
• Tulane as the best-led and managed university anywhere.
  

We have set our sights high, but what is the point of having a vision that does not spread its reach beyond the ordinary?

OUR FUTURE BEGINS NOW.