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.
Institutional Priorities 2016-2017
This page summarizes the leadership plans for institutional priorities and associated initiatives to be completed over the next year, continuing our strong momentum in key areas identified in our strategic plan, Pacific 2020. This work builds on the strong progress we made last year, and the overall excellent momentum we have built in the past four years since Pacific 2020 was approved by the Board (October 2012). Our goal in 2016-17 is to maintain our momentum in 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 programs in Sacramento and one new program 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 has served to strengthen the Law School. 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, which were 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 Pacific's future. Last year the Strategic Enrollment Committee collaborated with stakeholders across Pacific to create a new University 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 roadmap 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 student success 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 Focusing on Our Future 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 significant 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 recommendation of a variety of supports based on the survey results. In addition, a flex time policy was developed, as well as number of staff development programs; the Affirmative Action Plan and Diversity Implementation Plan were drafted; and a university policy matrix on shared governance was developed 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, officially 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 VPs crafting cases to support each school, the College, athletics, and student life.
Click here for specific comprehensive fundraising campaign initiatives.