Institutional Mission and Priorities

Pacific 2020

2016-17 institutional priorities and initiatives

Mission Statement

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.

Institutional Priorities 2016-2017

Our strategic plan, Pacific 2020, laid out important steps for the university to undertake to better serve our students, faculty and staff between now and 2020. We have made signi cant progress since the Board of Regents approved Pacific 2020 in October 2012. But there is still much to be done.

Our goal for 2016-17 is to maintain our momentum toward becoming a university that spans three campuses, serves our students well with outstanding academic programs, supports our faculty and staff, and is catapulted forward by the generosity of our donors. 

1. Develop our multi-campus university

Pacific is becoming one university with an important presence in multiple cities. Last year we implemented four new programs in San Francisco, two in Sacramento and one on the Stockton campus. To support this expansion across the institution, we added administrative structure, integrated staff responsibilities, and improved technology infrastructure and academic technology. A number of changes in curriculum and early programs have served to strengthen the McGeorge School of Law. Evidence of the success of these efforts can be seen in the increased bar passage rate and JD job placement last year. The Strategic Enrollment Plan and the associated financial model created last year will serve as a guide for the future development of the university.

Our highest priorities in 2016-17 are to refresh our institutional strategies, articulate academic strategies for each campus, expand how we tell our institutional story, and strengthen the administrative and technology support we provide throughout our university. 

Click here for specific multi-campus university initiatives.

2. Enhance enrollments and improve student success

Reaching and serving a growing number of students will strengthen University of the Paci c's future. Last year the Strategic Enrollment Committee collaborated with stakeholders across Paci c to create a new university Strategic Enrollment Plan, approved by the Board of Regents in April 2016. The eight strategies of this plan will guide future curricular development and establish a road map for financial planning. The SEC will now develop an implementation plan for the next 3-5 years and begin the implementation. The University's Diversity Leadership Team also worked with students, faculty and staff in all three cities to create a Diversity Implementation Plan. The plan is designed to increase the number of diverse individuals at the university and the quality of their experiences, strengthen and focus curricular and co-curricular diversity efforts, and improve the quality of the university climate on all campuses. 

Click here for specific multi-campus university initiatives.

3. Build reputation through academics

The Academic Plan, Crossing Boundaries for Academic Excellence, drove much of the institutional work in 2015-16, including the implementation of seven new academic programs and the development of proposals for six other programs. Campus conversations around the Academic Plan also led to a renewed commitment to the liberal arts and plans for incorporating liberal learning into all academic programs and student experiences. To ensure the continued quality of all programs, the institution began a new cycle of program review and continued the implementation of the FOOF recommendations.

Click here for specific initiatives to build reputation through academics.

4. Support faculty and staff development and engagement

Priority 4 was developed with the understanding that staff and faculty need professional support and development, particularly during periods of signi cant change. With this intention in mind, efforts during the past year focused on understanding the needs and views of both faculty and staff and responding to them. Key activities included the administration of faculty and staff climate surveys and the recommendations of a variety of supports based on the survey results. In addition we developed a ex work time policy, as well as a number of staff development programs; drafted the Affirmative Action Plan and Diversity Implementation Plan; and developed a university policy matrix on shared governance through the collaborative efforts of faculty, administration and the Board of Regents. While much was accomplished in 2015-16, the work is not complete.

This year, we look forward to following up on the important directions of last year, incorporating valuable feedback from faculty and staff climate surveys, and recommendations from a new Diversity Implementation Plan. 

Click here for specific faculty and staff development and engagement initiatives.

5. Embrace our comprehensive fundraising campaign

Our fundraising campaign, of cially launched in January 2015, is on track and is enhancing how we serve our students and communities. Over the past year, a Campaign Cabinet was formed along with school/unit volunteer committees. Leading with Purpose, the campaign theme, made tremendous progress last year with $132 million in commitments and more than 114 Powell Matches. Consultants worked throughout the year with deans and vice presidents crafting cases to support each school, the College, athletics and student life. 

Click here for specific comprehensive fundraising campaign initiatives.