Advance Academic Programs

The title of this Strategic Plan, “Opportunitas in the 21st Century: Seizing the Moment,” has special significance for Pace University:

Seizing the opportunity presented by this moment of high stress in the American economy and in higher education requires a relentless focus on making Pace education better and more effective every year. The expectation of constant improvement is demanding. It requires continuous renewal and development of the faculty; stringent institutional self-examination, assessment and benchmarking; greater use of technology throughout the University, particularly with respect to delivery and support of teaching and learning; and a continuing dialogue with the leaders of the professions for which Pace is preparing its students. Benchmarking against the colleges and universities that are primary alternatives for our students is critically important, but the University must never be satisfied with mediocre results merely because other institutions show a similar pattern.

Our overarching long-term objective is to be among the best at what we do as set forth in our vision statement. In pursuit of that vision and our academic mission, the University will remain faithful to the structural hallmarks of a Pace education:

  • Integration of the liberal arts and education for the professions.
  • Continuing curricular innovation in substance and delivery.
  • Interdisciplinary and collaborative pedagogies, including collaboration among arts and sciences and professional-school faculty.
  • International context and robust opportunities for international experiences.
  • Real-world professional experience.
  • Active participation by students in faculty research and scholarship.
  • Leveraging the University’s location in the world’s most dynamic metropolitan area by integrating New York City and Westchester County’s professional opportunities into the curriculum, the professoriate, and student life.

Recruit, develop, and retain an outstanding and diverse faculty

  • Allocate available faculty lines in a manner that will build the academic strengths of the University and further its most important academic initiatives.
  • Develop a comprehensive program of support for faculty at all stages of their careers. Such a program will touch on evolving faculty qualifications; competitive recruitment and compensation; mid-career professional development and scholarship; diversity; the tenure and promotion process; mid- and post-tenure review; and retirement planning.
  • Emphasize research and scholarship and the diversity of forms such activity may take.
  • Increase the number and breadth of faculty development opportunities that emphasize the structural hallmarks of a Pace education referred to above.

Build distinctive, high-quality academic programs

  • Require the College and each of the Schools to develop their own five-year strategic plans that are guided by the objectives of this University Strategic Plan. Every College and School plan will have specific and quantifiable goals; an annual implementation plan that identifies the priorities and key initiatives for that academic year in pursuit of the goals; and an annual assessment of progress.
  • Charge the College and each School to develop innovative programs that build upon their distinctive strengths and distinguish their programs from those of competitor universities, with the goal of having at least one program in the College and each School nationally ranked within five years.
  • Conduct external reviews (including, but not limited to, regular accreditation reviews) of the academic programs of the College and Schools every five to eight years and develop action plans to respond to needs identified in the reviews.
  • Articulate clear program evaluation criteria the University will use in deciding which academic programs to encourage and support financially.

Strengthen the student academic experience

  • Increase opportunities for undergraduates to undertake research and scholarship with faculty.
  • Create capstone experiences for all Pace majors that integrate material learned throughout a student’s studies and offer opportunities to showcase the student’s mastery of such “soft skills” increasingly required by employers as critical thinking, modern languages, and written and oral communication.
  • Expand the opportunities for international experiences.
    • Make maximum use of externally-funded study-abroad experiences.
    • Seek additional funding for short-term international experiences.
    • Take full advantage of the different perspectives and experiences of international students in Pace classes.
    • Explore and develop appropriate international affiliations for Pace University academic programs, their students, and faculty.
    • Leverage such partnerships as the Confucius Institute and the Center for International Business Development to enhance Pace University’s international profile.
  • Provide students meaningful professional preparation experiences and lifelong career guidance services.
    • Seek to provide a professional preparation experience – cooperative work opportunities, internship, student teaching, nursing clinical practice, etc. – for all qualified undergraduate students and, when appropriate, graduate students.
    • Make the valuable experience of Pace alumni available to students through innovative career mentoring and internship opportunities.
    • Increase outreach by the career development office to provide Pace alumni with lifelong assistance that helps them address their needs for ongoing education in their professions and for career changes.
    • Regularly survey the needs of local and regional employers and identify opportunities to modify professional preparation experiences, career development, and the academic curriculum to increase the value of Pace graduates to prospective employers.
  • Continue to improve the effectiveness of the student advising programs.
    • Establish uniform standards for advising across the College and Schools, and integrate the University’s advising system provided to students for their first two years with school-based advising in the area of the student’s chosen major.
    • Provide advising for students applying to graduate school and for graduate fellowships, as well as coaching for such prestigious fellowships and awards as the Fulbright, Rhodes, Marshall, and Luce.
    • Leverage technology for advising, including such approaches as automated graduation audit capabilities to supplement in-person counseling and diverse communications technologies to reach all Pace students.
    • vReview the CAP (Challenge to Achievement at Pace) program to determine its current efficacy in identifying and serving those students who are likely to be successful students at Pace and assess its appropriate size and role in the University.
  • Strengthen the integration between undergraduate and graduate programs so that increasing numbers of Pace undergraduates pursue graduate and professional degrees, both immediately following their undergraduate studies and after a period of significant work.
    • Identify promising areas in which to establish continuum programs in which students are admitted to undergraduate programs that lead directly (without an additional application) to enrollment in one of Pace’s graduate or professional schools.
    • Identify undergraduates showing promise for successful graduate study and encourage their enrollment in appropriate graduate-level courses during their upper class years at Pace. Develop and implement an educational technology plan
  • Engage faculty in the development and use of educational technologies that support innovative pedagogy, in particular collaborative learning experiences, and strengthen the faculty’s educational technology skills.
  • Increase the variety of courses delivered through distance-learning and hybrid approaches so that students can be offered greater choice with respect to attending classes in person or on-line, and so that Pace becomes attractive to new markets of students interested in highly flexible class delivery options. Establish robust University Centers for Excellence
  • Add at least four new University Centers for Excellence that provide interdisciplinary and collaborative learning and scholarship opportunities to students and involve faculty from three or more departments or the College and schools within the University and, where appropriate, from other institutions.
  • Establish sufficient academic and scholarly depth and breadth for each Center so that it will bring national recognition to the University and draw students and visiting scholars from across the nation and abroad. Significantly increase adult education programs
  • Revitalize, reorganize, and expand the Pace adult education programs to provide new opportunities for those seeking to expand their knowledge and credentials.
  • Expand the degree completion program for adult learners.