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1. The Task Force recommends that Pacific adopt a new aspirational value:

“Enable the Pacific Teacher-Scholar”

“Enhance the Teacher/Scholar Community”

In 2005, the profile of faculty achievement at every rank, from assistant professors to full professors, suggests that Pacific’s distinctiveness derives from the excellence and dedication of faculty as teachers who involve students in the creative process, who also publish books and articles, author clinical and research studies, compose and conduct music, and create visual and literary art. It is no longer the case that a faculty member can be tenured or promoted at Pacific without producing significant scholarly or artistic work. Every division and unit within the university has worked on setting the standards by which an assistant professor can reasonably expect to be promoted and tenured to the associate and then to the full professor rank.

The new faculty profile at Pacific nevertheless presents several important challenges to the university if Pacific’s distinctiveness is to continue and grow. The university must enable faculty to succeed as teachers who are also scholars and artists and it must do so concretely and vigorously.

First, colleges, divisions, and university-wide committees, such as the Faculty Research Committee, must work in concert with the Provost to determine how to increase internal funding for faculty research. Internal funding includes SAAG and CAPD grants, Eberhart grants for summer scholarship, and other smaller awards. The pool of travel funds must be significantly augmented if an excellent faculty is to continue to be active and present their work at conferences. In addition travel funds for student co-workers should be made available.

Secondly, the university must determine how it will reward faculty achievements, such as national publications, book prizes, and successful grant writing. There is currently no identifiable systematic method for rewarding faculty for the merit of their achievement. Faculty raises are called merit raises but are truly partial cost-of-living raises.

Third, the university must pragmatically assess the distinctiveness of its divisions in order to determine how it can best enable scholarship and success within that division.