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1. Pacific Oaks College and Children’s School
Strategic Plan
Effective June 2011
Mission
Grounded in its social justice heritage, Pacific Oaks College prepares students to be culturally intelligent agents of change
serving diverse communities in the fields of human development, education, and related family studies.
Vision
Pacific Oaks will be a leading school of education and human development, recognized for its innovative programming, its
culture centered model of education, and for preparing professionals committed to serving their global communities.
Goals
1. Become a leading professional school of education and human development across the lifespan.
2. Become the recognized expert in the application of a culture centered model of education.
3. Ensure the long term sustainability of Pacific Oaks College and Children’s School.
Strategies
I. Advance the Internal Culture of Teaching & Learning at Pacific Oaks College
Over the course of its history, Pacific Oaks College and Children’s School has distinguished itself as a leading educational
institution. The institution’s commitment to teaching and professional preparation is reflected in the quality of the curriculum
and in its co-curricular environment. Pacific Oaks College and Children’s School’s distinct culture of teaching and learning
is characterized by social justice and inclusion. As the institution positions itself to be premier among its contemporary
peers, it is essential to reaffirm and advance its internal culture of teaching and learning. As it does so, Pacific Oaks will
proactively engage with and respond to the external higher education environment in which it resides.
 Develop and Formalize an Employee Orientation and Training Program
Description: Pacific Oaks College and Children’s School will implement a formal new employee orientation and
training program, which will introduce all staff and faculty members to its history, culture, and mission. This will
ensure that all employees represent Pacific Oaks in a way that is consistent with its values of inclusion, social
justice, diversity and our commitment to culture-centered education. In addition, Pacific Oaks will offer short
seminars and classes throughout the year to further educate employees on topics such as cultural sensitivity,
conflict resolution, and social-political contexts. Seminars and classes will incorporate internal as well as external
points of view.

2. Corresponding Goal(s): Become a leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2).
Key Performance Indicators:
1. Development of a new employee orientation program.
2. Development of an employee continuing education series.
3. Development and implementation of surveys and other outcome measurements.
4. Continuous revision of programs based upon feedback and changes in the internal and external
environment.
Resource Implications:
 Use of existing faculty and staff resources.
 Use of existing facilities.
 May require occasional speaker fees and honoraria.
 Additional technology resources may be required to deliver program elements.
 Articulate and Publish a Culture-Centered Model of Education
Description: Pacific Oaks College and Children’s School will articulate a model of culture-centered education that
reflects the College’s teaching and learning model, assessing and adjusting its course, program and institutional
outcomes as necessary, and adjusting practices at the College and Children’s School as necessary.
Corresponding Goal(s): Become the recognized expert in the application of culture-centered
education. (G2)
Key Performance Indicators:
1. Production of a “white” paper which defines the concept of culture-centered education and illustrates how it
will be applied across the institution.
2. Revision of course learning outcomes (CLOs), program learning outcomes (PLOs), and institutional core
competencies (ICCs) as needed to reflect the institution’s vision of culture-centered education.
3. College student service offices will develop “service outcomes” (similar to academic CLOs, PLOs) to reflect
the institution’s cultural attunement and responsiveness to cultural diversity as it relates to service delivery,
outreach, and marketing.
4. Children’s School faculty and staff will be aware of and participate in the development and implementation
of a culture-centered model of education insofar as it is applied to the preparation of early childhood
educators.
Resource Implications:
 Use of existing faculty and staff resources.
 Use of existing facilities.
 Dedicated professional development funds (conference attendance, workshop development, consultants).
 Additional technology resources may be required to implement the culture-centered model.

3.  Aggressively Pursue Grants
Description: Pacific Oaks is extremely well positioned for grants due to a) our visibility within the Pasadena
community, b) the nature of our student body, c) the subject areas in which we specialize, and d) the
macroenvironment in which we operate. Pacific Oaks College and Children’s School will actively pursue outside
grants to provide funds for student financial assistance, to provide improved technology and facilities, to engage our
student and faculty in projects and initiatives that allow broad community impact, and to create additional teaching
and learning opportunities. Research grants will be actively pursued in order to encourage student and faculty
research projects and agendas that promote a diverse body of scholarship.
Corresponding Goal(s): Become a leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2). Ensure the long term sustainability of Pacific Oaks College and Children’s School
(G3).
Key Performance Indicators:
1. Number, dollar amount, and nature of grants received.
Resource Implications
 Dedicated grant writer.
 Training and development of faculty and administration in grantsmanship and grants management.
 Training and development of finance staff in grants management.
 Depending upon grants secured, there may be an impact on existing facilities and technology
resources.
 Use of existing faculty and staff resources.
II. Increase the Visibility and Reputation of Pacific Oaks College
Due to recent, dramatic, and rapid changes in the College’s accreditation status and enrollment, it is imperative that Pacific
Oaks re-establish its vitality, visibility, and reputation through the creation of dynamic, engaging services to internal
constituents and increased visibility to external constituents. The college seeks to be recognized as the preferred choice for
potential students, current students, alumni, and specialists seeking education, human development, and family related
studies.
 Create a Content-Rich Online Environment with Virtual Centers of Excellence Representing
Each of the College’s Primary Programs of Study
Description: Each school will have an online information center with peer-reviewed articles and other relevant
materials available to students as well as the general public (e.g. curriculum templates, audio, video, activity
suggestions and ideas, resources, news from the field, alumni spotlights, virtual roundtables and events, etc.).
These materials will reflect the college’s commitment to anti-bias curricula as well as its educational approach to
cultural intelligence. These centers may include the following, with final determination made by the faculty: human
development across the lifespan, marriage and family therapy, teacher education, and infant-toddler development
center (in partnership with the Children’s School). The online information centers may be functionally separate, but
together will increase Pacific Oaks’ reputation and visibility as a reliable institute of education.

4. Corresponding Goal(s): Become a leading professional school of education and human development across the
lifespan (G1). Ensure the long term sustainability of Pacific Oaks College and Children’s School (G3).
Key Performance Indicators:
1. Development of one online center for each of the three primary academic schools.
2. Increase in overall web traffic to Pacific Oaks site(s) and online centers.
3. Secondary indicators will include trackbacks and downloads.
4. Tertiary indicators will be gathered via social networking tools.
Resource Implications:
 Use of existing faculty and staff resources, including academic fellows.
 Additional technology may be required, including both software and hardware.
 Training and development of staff and faculty may be required.
 Significantly Increase Participation and Visibility in the Broader Higher Education
Community Through Conferences and Lectures
Pacific Oaks will expand its lecture series, featuring faculty, staff, and external experts, to include topics in
education, human development, family studies, and culture-centered education. Pacific Oaks faculty and staff will
also increase engagement in conference participation and hosting. By partnering with notable research foundations
and institutions, Pacific Oaks will host, sponsor, and participate in conferences and symposia dedicated to specific
aspects of human development, education, marriage and family therapy, etc. (e.g. gerontology, mid-life studies,
early years development, autism across the lifespan). Pacific Oaks will develop and host an annual, international
conference.
Corresponding Goal(s): Become the leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2).
Key Performance Indicators:
1. Development of an annual, international conference that increases in participation year over year.
2. Inclusion of conferences and lectures as a tracking module for potential student inquiries and
application conversions, in response to the question, “How did you hear about Pacific Oaks?”
3. Increased number of conference presentations and lectures presented by faculty and staff.
Resource Implications:
 Use of existing faculty and staff resources.
 Use of existing classroom resources.
 Additional technology may be required, including both hardware and software.
 Faculty and staff development and training may be required.
 Additional professional development funds may be required.
 Refresh and Expand Branding Efforts

5. Pacific Oaks will refresh its brand and increase its branding efforts to ensure the new mission, vision, and priorities
of Pacific Oaks are well represented and widely understood. It will begin locally and extend to the broader higher
education community. It will do so while honoring the legacy and heritage of Pacific Oaks. It will leverage the
relationship between the College and Children’s School more deliberately. The branding efforts will also position
Pacific Oaks for a capital campaign effort.
Corresponding Goal(s): Become a leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2). Ensure the long term financial sustainability of Pacific Oaks College and Children’s
School (G3).
Key Performance Indicators:
1. Development of a new web site.
2. Review and revision of all institutional collateral.
3. Evaluation of existing logo and other key branding elements.
4. Development of a capital campaign case statement that is aligned with the overall branding of Pacific
Oaks.
5. Increased inquiry generation.
Resource Implications:
 Hiring of public relations professional and/or public relations firm.
 Additional technology may be required, including both hardware and software.
 Significant leveraging of TCS Education System resources in marketing and admissions operations.
III. Restore Past Relationships and Build New Relationships
A key component to the success of any institution is establishing a foundation of strong relationships, both internally and
externally. These relationships are necessary to honor and strengthen Pacific Oaks’ legacy while ensuring its future
success. Strong relationships play a vital role in growing Pacific Oaks’ visibility, credibility, and reputation and can
contribute to the expansion of a diversified revenue base. Stakeholder relationships, community involvement, local and
national partnership, and the rejuvenation of the alumni association are just a few examples.
 Develop a College and Children’s School Alumni Association
Pacific Oaks will develop a college alumni association and investigate and recommend a structure for a parent
alumni association. Through the alumni association, graduates who are currently servings as agents of change as
will be identified and recognized.
Corresponding Goal(s): Ensure the long term sustainability of Pacific Oaks College and Children’s
School (G3).
Key Performance Indicators:
1. Development of an alumni association and alumni board for both the College and the Children’s
School, as appropriate to each.
2. Number of alumni activities.

6. 3. Number of alumni and parent participants. Development vehicles for communication including
newsletters, magazines, social networking sites.
4. Development and implementation of surveys and other assessment tools to measure outcomes.
5. Continuous revision of programs, services, and initiatives related to alumni based upon outcomes.
Resource Implications:
 Hire an alumni coordinator.
 Will require additional technology resources as it relates to database management,
communication, and web based applications.
 Training and development of staff on database management, social networking, etc.
 Additional funds for events and communication vehicle.
 Develop Advisory Boards
Each academic program will have an active advisory board which will provide input and feedback regarding such
issues as curriculum, community engagement, partnership, and career opportunities for graduates. Each program’s
board will be comprised of a representative group of external advisors, including experts in the field of study, local
professionals, and other community and/or professional stakeholders.
Corresponding Goal(s): Become a leading professional school of education and human
development across the lifespan (G1). Become the recognized expert in the application of
culture-centered education (G2).
Key Performance Indicators:
1. Admissions will include partnerships as a tracking mode for potential student inquiries and
application conversions (“How did you hear about Pacific Oaks”) for analysis.
2. Number of new experts affiliated with Pacific Oaks will be monitored and reviewed annually.
3. Faculty/Staff activity with regard to committees and foundations will be recorded.
4. The number of grant proposal submissions as well as the diversity of applicants will be tracked and
analyzed.
5. Academic citation locations/rates of completed studies will be collected and analyzed.
Resource Implications:
 Use of existing faculty and staff resources.
 Use of existing facilities.
 Additional technology resources may be required.
 Additional funds to host and conducts advisory board meetings.
 Develop Key Community Partnerships
Many opportunities exist for Pacific Oaks to collaborate with community-based partners to enhance the educational
experience and professional training at Pacific Oaks College and Children’s School. In addition, each academic
program has unique opportunities to develop and maintain partnerships that directly benefit the students within their
program and/or provide a direct service to the community. Program-specific partnerships may involve such projects
as the coordination of clinical placements and supervision for student trainees, facilitation of in-service training for a

7. community-based agency by program faculty, or collaboration with a local organization on grants for student
scholarships. The College will seek to join progressive foundations/committees and partnerships, locally, nationally,
and internationally.
Corresponding Goal(s): Become a leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2).
Key Performance Indicators:
1. Number and nature of partnerships.
2. Admissions will include partnerships as a tracking mode for potential student inquiries and application
conversions (“How did you hear about Pacific Oaks”) for analysis.
3. Academic citation locations/rates of completed studies will be collected and analyzed.
Resource Implications:
 Use of existing faculty and staff resources.
 Use of existing facilities.
 Will require additional funds to support the development of centers, partnership programs.
IV. Expand & Diversify Revenue Base
In order to continue to grow Pacific Oaks, particularly Pacific Oaks College, increased enrollment in existing programs is
critical but nonetheless insufficient. In addition to creating new programs and specializations, the College will expand into
doctoral education, build its school of education, and expand its online campus. These programming efforts will diversify
the student population while positioning Pacific Oaks as an innovative and adaptable institution. New programs will
complement Pacific Oaks’ mission, vision, values, and existing suite of programs. Examples of possible programs include
but are not limited to a) culture-centered specializations in the human development, analogous to the Latino/a Family
Studies and African American Family Studies specializations in the Marital and Family Therapy MA, b) a gerontology
specialization in human development degrees, c) an LGBT specialization in the Marital and Family Therapy MA, and d) a
degree in International Early Childhood Education. In addition, Pacific Oaks will develop and expand its advancement
efforts.
 Program Development: Add Programs and Specializations in the School of Human
Development and Family Studies; Build the School of Education; Build the Online Campus;
Add Doctoral Programs
Corresponding Goal(s): Become the leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2). Ensure the long term sustainability of Pacific Oaks College and Children’s School
(G3).
Key Performance Indicators:
1. Number of new degrees and specializations.
2. Year over year increase in the school of education.
3. Year over year increase in enrollment in the online campus.

8. 4. Increased diversity in the student population, as defined by demographic, psychographic,
geographic, and economic factors.
5. Development of at least two doctoral programs.
Resource Implications:
 Significant investments in academic infrastructure, including faculty, curriculum development
resources, and library resources.
 Significant investment in marketing and admission.
 Significant investment in facilities.
 Academic and administrative infrastructure development, which may require additional staff.
 Possible investments in technology.
 Expand Advancement Efforts
Pacific Oaks has had considerable success with advancement efforts in the past, and its peer institutions derive a
significant portion of their overall revenue from advancement. Pacific Oaks will revitalize its advancement office
and launch a capital campaign. This will include the development of a robust advancement office that includes
alumni relations, annual fund, donor relations, grants and foundations, and planned giving efforts.
Corresponding Goal(s): Become the leading professional school of education and human development
across the lifespan (G1). Become the recognized expert in the application of culture-centered
education (G2). Ensure the long term sustainability of Pacific Oaks College and Children’s School
(G3).
Key Performance Indicators:
1. Percentage of revenue derived from advancement efforts.
Resource Implications:
 Additional advancement staff.
 Significant investment in marketing, including leveraging of TCS Education System resources.
 Possible investments in technology.