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1.1.2 Commitments and Strategic Directions

We live our mission and values. We are dedicated to realizing our aspirations. A vision of innovation, of collaboration, and of making the most of the distinctive richness of our many disciplines brought alive in smaller, more personal learning communities emerges from our aspirations and commitments. The following six COMMITMENTS guide our planning, decisions, and resource allocation and will earn us a national and global reputation. Each Commitment includes a narrative that elaborates the context in which Pacific exists as well as twenty STRATEGIC DIRECTIONS that further give clarity to Pacific’s pursuits through 2015. Pacific Rising is accompanied by a Strategic Action Plan that identifies tactics, actions, and accountability across the 20 Strategic Directions.

Pacific Is Committed To Innovation And Creativity Across The University

Pacific has a rich tradition of innovation. Today, in a world compressed by communications, mobility, interdependence, and an unprecedented pace of change, Pacific must be even more creative, adaptable, and innovative. Major universities must be responsive to the global environment especially in academic programs. Systematic investment in innovation is required to maintain our competitiveness over time because innovation requires dynamic adaptability to change. Graduates will become more effective professionals and leaders through an innovative university culture.

  1. Expand innovation in academic programs through an ongoing innovation process, support to pedagogy and research, and new education and service delivery models.
  2. Enhance university administrative programs and services through innovation and creativity by targeting fundraising, increasing incentives, and improving services and programs.

Pacific Is Committed To Distinctive Programs Recognized For Their Quality, Uncommonness, And Sustainability

In recent years, Pacific has emphasized the value of distinctive programs as a means of differentiating from competitor institutions. Pacific has many distinctive features that demonstrate excellence with uncommonness, but most institutions now lay claim to the label. New combinations are needed. Pacific’s best opportunities for distinctiveness may lie in the combination of innovation and collaboration in the context of traditional strengths. Talented students are drawn to programs that set Pacific apart.

  1. Strengthen current and develop new academic programs of distinction through investment in existing programs, national stature for the first-professional schools, and new academic hallmarks.
  2. Advance faculty teaching, scholarship and research by expanding faculty development and increasing resources for scholarship and research.
  3. Pursue university-wide marks of distinction, specifically in leadership development, experiential learning, international programs, and student achievement.

Pacific Is Committed To Collaborative, Multidisciplinary Programs That Integrate Liberal Arts And Professional Education

Traditional disciplines are increasingly extended across most fields of study and professional programs, which requires Pacific to foster joint programs that exploit our advantage of nine schools—far more than most universities of modest size. Global trends in commerce, service, and the creation of knowledge demonstrate that innovation typically occurs at the intersections of disciplines and fields. Students respond: significant growth is occurring in new blended programs like bioengineering. Each of the initial academic innovation initiatives involves several schools or programs.

  1. Advance integrated, multidisciplinary experiences for undergraduates through a first-year experience, new accelerated programs, and three-campus, three-city opportunities.
  2. Strengthen the liberal arts and sciences core through General Education, improved student writing, and better integrated liberal arts and sciences with professional education.
  3. Leverage collaboration for innovative learning experiences by expanding three-campus programs, establishing highly customized graduate/professional programs, and supporting collaborative scholarship, research, and creative activity.

Pacific Is Committed To Preparing The Whole Student, Especially For Responsible Professional And Civic Leadership In A Global Context

Professions increasingly require what few comprehensive universities can provide: Pacific’s emphasis on whole person development that is learner centered, nurtured by campus community life, practice based, and provides for ethical leadership development combining liberal and professional studies. Professions, impacted by global change, require graduates with broad learning amid diverse environments that build cross-cultural competence.

  1. Make experiential learning a hallmark by achieving 100% student participation, increasing international experiential learning, advancing undergraduate research, strengthening the residential learning community, and increasing study abroad.
  2. Create distinctive citizen-leader development programs through service learning and volunteerism, a framework for leadership development based on emotional-social intelligence (ESI), life-long learning, and lasting relationships with the University.
  3. Cultivate diversity, intercultural competence, and global responsibility by ensuring student competencies, making diversity an integral part of curricula and student life, creating a more diverse student body, maintaining the "Diversity Hiring Plan for Faculty", increasing faculty and staff ethnic diversity, and increasing training.
  4. Strengthen wellness, recreation, and athletic programs by increased participation in intramural, recreation, and active club programs and intercollegiate prominence.

Pacific Is Committed To Strategically Expanding And Improving Partnerships Among Its Alumni And In Local, Regional, National, And Global Communities

Alumni are Pacific’s strongest asset for student recruitment, for opening new learning opportunities for students, and for strong placement of graduates. Great universities are also great neighbors; community partnerships create opportunities for students as alumni do. In addition, Pacific’s rising prominence requires that we provide leadership to address regional needs. In a global context, Pacific will link local-regional partnerships with national-international partners in teaching, research, and service. The University must market itself broadly with specific focus on institutional strengths and distinctiveness.

  1. Increase support to the region and connect our strongest initiatives with national and global partnerships through specific regional programs and new partnerships in the Pacific Rim and the Americas.
  2. Collaborate with alumni, parents, and friends to connect them to students and programs by fostering alumni leadership, establishing new alumni and parent programs, and engaging alumni in student recruitment, internships, and placement.
  3. Invest in marketing initiatives that build partnerships and elevate institutional visibility by building marketing capacities, expanding relationships with media outlets, and achieving greater national visibility.

Pacific Is Committed To Resource Growth And Management To Support Ongoing Improvements In The Quality Of Education And Service

Pacific’s higher education environment will intensify in the years ahead as the trajectory of numbers of college-bound high school graduates plateaus, as competitor universities threaten our market share, and as for-profit entities provide more attractive options. Keys to our continued success include balanced enrollment with modest growth based on competitive tuition levels through attractive programs (some non-degree), strengthened marketing, increased attention to service, increased alumni engagement, improved fundraising success, and continued investment growth.

  1. Manage enrollment to improve student quality, selection, and resources by implementing a broader selection processes, improving freshman selectivity, maintaining access, ensuring enrollment stability in the first-professional schools, and modestly increasing undergraduate and graduate enrollment.
  2. Recruit, hire, develop, and retain excellent faculty and staff through competitive compensation; rewards for innovation, leadership, and service; and expanding training, professional development, and wellness services.
  3. Improve and center services on students, faculty, staff, and external clients by aligning administrative systems to support innovation, cross-divisional coordination, and customer-centric service; enhancing technical systems and business processes; and better integrating University and unit planning.
  4. Build financial capacity through fundraising, investment and budget management, and appropriate tuition-setting with specific focus on restructuring the Annual Fund, conducting an aggressive fundraising campaign, increasing alumni giving, improving accountability to donors,  achieving a bond rating of 1A, and setting appropriate tuition.
  5. Optimize master planning to develop facilities that enhance student learning, support institutional priorities, and enhance campus beauty through completing existing projects, reducing deferred maintenance, planning for new facilities, building new Stockton Campus residential halls, and expanding interactive learning and communication technologies.