Institutional Mission and Priorities
University of the Pacific's mission is to provide a superior, student-centered learning experience integrating liberal arts and professional education and preparing individuals for lasting achievement and responsible leadership in their careers and communities.
University Priorities, FY13 and FY14
The following are University of the Pacific's priorities for actions aligned with Pacific 2020, our anticipated strategic plan that will be submitted to the Board of Regents in October 2012 for approval. This set of priorities is expected to be relevant for two years, but will be reviewed and updated annually.
The four strategies of Pacific 2020 include:
· Build the strength, relevance, and reputation of Pacific's academic programs
· Pursue new student markets that capitalize on the strengths of Pacific's academic programs and multiple locations
· Prepare students for tomorrow's careers and for lifelong success
· Develop organizational capacities that support Pacific's vision
In order to make progress with these strategies, our priority actions for the coming two years are to:
1. Pilot new programs. Develop new and reconfigure existing academic programs with promise to reach expanded student markets and generate strong net revenues due to their relevance and quality. Preference will be given to programs that expand our health-related offerings, embrace new technologies and innovative learning models, leverage our campuses in the three cities, and align with our core values.
2. Enhance technology. Plan and implement enhanced IT capabilities and faculty and staff development opportunities in order to embrace new technologies that will create new pathways to academic degrees, programs, and lifelong learning as well as improve student services.
3. Prepare students for success. Prepare students for tomorrow's careers and for lifelong success by enabling students to align their career planning with their academic studies, expanding experiential learning, and increasing the diversity and inclusiveness of the Pacific community to enhance the learning environment.
4. Increase fund raising. Build success and enhance our capacity for growing our gifts and other external funds to enhance the University, its programs and support for students while preparing for an upcoming university campaign.
5. Convey our brand. Build our reputation with prospective students, alumni and donors by clearly articulating our institutional identity and strengthening our marketing capabilities.
6. Partner with our communities. Visibly partner with Stockton and our other regions to be a positive change agent in bettering our communities.
7. Advance our institutional effectiveness. Further develop our assessment of learning and program review, advance capital projects and planning, reduce risks, and align resource allocation to support our strategic plan.