Strategic Plan 2010: tradition. transition. transformation
A distinctive combination of learning opportunities
The development of Pacific University’s Strategic Plan 2010 engaged the entire University family in a nearly two year dialogue to reflect the common aspirations and distinctive goals of 17 curricular and co-curricular planning units. The result is a plan of action for a five-year period that will deliver Pacific University to the next level of excellence as a learning community in the context of a vision for its future, rooted in core values and derived from the essential mission of the institution. The plan, which was endorsed by the Board of Trustees at the recent May meeting, will help clearly define Pacific University as the Northwest’s only comprehensive, private liberal arts, education, and health professions university. It is the outline for the unprecedented success of a vibrant and changing University that embraces the best aspects of its noble traditions while transitioning into a truly transformed – and transformational – place of learning and discovery. We envision a Pacific University in 2010 that occupies a unique niche in the state, the region, and the nation.
With a venerable and rich liberal arts tradition in the College of Arts and Sciences, a nationally accredited and regionally acclaimed College of Education, and world renowned Colleges of Health Professions and Optometry, Pacific University presents a distinctive combination of learning opportunities that has risen to national prominence and significance. Faculty and staff work with students to weave together dynamic classroom experiences, service learning, international education, internships, research, and co-curricular activities. Pacific also seeks to provide opportunities for personal growth and development, creating living tapestries of understanding about themselves, their disciplines, and their world.
Students in the College of Arts and Sciences are prepared for the rigors of graduate or professional study, the demands of employment, and the complexities of a thoughtful life through an innovative curriculum based in the liberal arts that embraces the whole individual. Integrated advising methods help students discover multiple pathways between current studies and future goals, and bridges among our schools and colleges allow many to remain at Pacific University from freshman year through advanced degrees. Students in the Colleges of Health Professions and Optometry experience a unique interdisciplinary approach and unrivaled blend of programs. Graduating with exemplary clinical skills and innovative approaches to evolving health care issues, they contribute substantially to health promotion and to maximizing triumphs over disease and disability. As vanguards for the future, graduates of the College of Education advance student learning, and become agents of change as they assume leadership positions in local and regional educational communities.
Pacific University provides attractive, state-of-the-art facilities for living and learning in an environment of beauty. Administrators and staff join faculty in their dedication to students and promote a comfortable and unpretentious atmosphere. The University enjoys a pluralistic campus reflected by diversity among its members, thus enhancing its role as a cultural and educational center. Strategically managed enrollment growth insures that programs are consistently revitalized, that financial underpinnings remain solid, and that thoughtful debate among a society of learners flourishes.
By staying true to its unique history, strong sense of community, and tradition of enhancing student experiences in remarkable ways, Pacific University enjoys a national reputation for transforming individual lives and enriching the quality of life wherever its graduates may be found.
Our core values remain essentially unchanged. Pacific aspires to becoming a truly engaged campus, providing opportunities for students, faculty, and staff to transform their lives by becoming more informed, more equipped, and more involved citizens and professionals to the world around them.
Through the strategic planning process, several integrating themes emerged, paving the way for each unit at the University to develop its particular goals and objectives. The themes represent predominant goals and strategies that appear throughout the institution. They provide a useful way to characterize the immediate priorities and direction of the University.
- Improved financial stability and accountability for the University and its colleges, schools, and administrative units.
- Strategic growth through new academic programs, enhancement of current programs, increased enrollments, and greater strength of position among competitors.
- Enhanced visibility of Pacific University through more focused and aggressive marketing of our programs and unique institutional identity.
- Increased integration among programs.
- Improved facilities (current and new), equipment, grounds, and technology.
- Increased compensation and benefits for faculty and staff, and addition of new personnel needed to support growth.
- Greater diversity in enrollments and the composition of faculty and staff.
To transform Pacific University and enhance its offerings, Strategic Plan 2010 articulates a series of goals that explicitly direct Pacific University’s planning and actions for the near future. Examples of some of the University’s goals include:
College of Arts & Sciences
- Establish Pathways programs facilitating undergraduate students’ success in Pacific’s own graduate programs and beyond.
- Recognize Hallmark programs of excellence and enhance the Department of Business and Economics curriculum by establishing a new division of Business Administration.
College of Education
- Establish a leadership role at Pacific University for cultural competence and technology education.
- Earn national accreditation.
- Establish preeminence of Eugene campus for teacher education in southern half of Oregon.
- Consolidate Forest Grove instruction and learning within the new Professional Studies Building.
- Establish the Child Development Center.
College of Health Professions
- Foster interdisciplinary planning, instruction, and clinical experiences for schools within the College: Occupational Therapy, Physical Therapy, Physician Assistant Studies, and Professional Psychology.
- Expand degree offerings to include dental science, nursing, pharmacy, and health administration.
- Establish a new campus for the College of Health Professions to maximize opportunities for student learning and service to the community.
College of Optometry
- Pursue preeminence through integration with the College of Health Professions and College of Arts & Sciences.
- Ensure continued support for students and faculty through upgraded equipment and facilities.
- Increase total institutional enrollment to 4,000 students through strategic addition and expansion of programs, principally at the graduate level and among non-traditional students, and by improving marketing, increasing the undergraduate retention rate, and exceeding the quality of competitors’ student services.
- Increase philanthropic support to an annual average of $9 million.
- Enhance Pacific’s visibility and distinctiveness through integrated marketing.
- Raise the visibility of Boxer athletics by strategically adding sports, and increasing participation on intercollegiate and intramural teams.
- Develop the Cedar Street Athletic Complex.
- Enhance the undergraduate and graduate student experience by improving the quality and number of residence halls, renovating the University Center, increasing support for diversity, international students, non-traditional students and commuters, and improving security and service through technology.
- Revive the Boxer Club booster
- Expand and improve study abroad opportunities for students and faculty through an enhanced International Studies Program.
- Complete a facilities master plan that details new construction, reduces deferred maintenance and incorporates both academic and non-academic improvements to living, learning, and working environments.
- Increase the financial stability and
visibility of the Berglund Center for
Internet Studies, the Center for
Women and Gender Equity, and the Institute for Ethics and Social Policy.
- Improve financial management information focusing on accuracy, timeliness, and accountability.
- Increase training and consulting support for University users of technology and computing.
- Expand conferences and events to generate additional visibility and revenue for the University.