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Strategic Priority 4
Strategic Priority 4
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Increase Visibility and Footprint

Strategic Priority 4 encompasses five individual objectives which may be viewed by clicking on each below.

Strategy

Partner with admissions to increase international student enrollment in both undergraduate and graduate programs.

Tactics

  • Market Analysis and Barriers
    • Conduct a market analysis to understand the international student market for science and health programs.
    • Identify and address barriers to applying, enrolling, and succeeding for international students.
  • Partnerships and Recruitment
    • Develop targeted partnerships with high schools and universities in key regions like India, Pakistan, and Nigeria.
    • Collaborate with DePaul admissions staff to strengthen recruitment efforts in international markets and provide family support.
  • Financial Accessibility
    • Offer scholarships and specially priced financial aid packages for international students to increase program accessibility.

Metrics

  • Market Analysis and Barrier Removal
    • Complete a market analysis in partnership with enrollment management by January 2025.
    • Implement a plan to address barriers to international student success by June 2025.
  • Partnerships and Recruitment Pipelines
    • Establish partnerships with five high schools and five universities in India, Pakistan, and Nigeria by January 2029.
    • Create distinct recruitment pipelines for these regions by January 2029.
  • Enrollment Growth
    • Increase international student enrollment by 15% by September 2029.

Strategy

Grow online and hybrid graduate program enrollment by enhancing offerings and support services.

Tactics

  • Online Program Development
    • Assess current online offerings to identify growth opportunities.
    • Develop and promote flexible, high-quality online and hybrid graduate programs for working professionals.
  • Support Services
    • Provide robust online support services, including advising, career counseling, and technical assistance.
    • Regularly measure and improve graduate student satisfaction with advising and career counseling services.
    • Develop support for intensive weekend and weeklong, in-person sessions to complement hybrid graduate programs.
  • Targeted Recruitment
    • Collaborate with enrollment management to increase targeted recruitment for existing online and hybrid graduate programs.

Metrics

  • Program Expansion
    • Increase the number of online graduate programs by 20% by 2029.
    • Increase the number of hybrid graduate programs by 20% by 2029.
  • Student Satisfaction
    • Improve graduate student satisfaction with online advising and career counseling by 15% by 2029.
  • Enrollment Growth
    • Increase graduate student enrollment in online and hybrid programs by 20% by 2029.

Strategy

Enhance visibility of philanthropic opportunities to increase alumni and donor engagement.

Tactics

  • Philanthropic Communication and Engagement
    • Develop compelling communication materials about philanthropic opportunities and their impact on the College.
    • Create dedicated online giving platforms and produce annual reports on fundraising goals and achievements.
    • Organize events and campaigns to engage alumni and donors, highlighting the College’s needs and successes.
    • Invite alumni and donors to key events like the Undergraduate STEM Research Showcase and CSH Fest.
    • Establish a standing Alum-of-the-Year award to recognize distinguished alumni.
  • Community Outreach and Visibility
    • Add “Donate Now” links to every CSH webpage for easy contributions.
    • Purchase a mobile science and healthcare unit branded with CSH to serve underserved Chicago neighborhoods.
    • Establish expert panels to present to faculty, staff, students, donors, and the local community.

Metrics

  • Alumni and Donor Engagement
    • Increase the number of alumni giving (new and continuing) by 20% by 2029.
    • Increase the overall amount of donor giving (new and continuing) by 20% by 2029.
  • Mobile Unit Deployment
    • Purchase and deploy a mobile healthcare unit by 2027.
    • Implement a plan to visit at least five underserved Chicago neighborhoods by 2029.
  • Naming Rights and Recognition
    • Secure naming rights through a major donor for key programs by 2029.

Strategy

Redesign and reimagine the College website to improve visibility, engagement, and user experience.

Tactics

  • Website Overhaul and Content Development
    • Collaborate with the designated University resources to overhaul the website, integrating dynamic content, comprehensive faculty pages, and resources for current and prospective students.
    • Develop a cohesive digital narrative and marketing plan to ensure consistent messaging across all platforms, including social media.
  • Staffing and Maintenance
    • Hire a dedicated staff member to manage and maintain the website and digital marketing efforts, ensuring continuous updates, integration with social media, and brand management.

Metrics

  • User Activity and Engagement
    • Measure and establish a baseline for user activity on CSH webpages by December 2024.
    • Increase average user activity on CSH webpages by 20% by July 2027, with a further 10% increase annually thereafter.
    • Double the average time users spend on CSH webpages by December 2029.
  • Staffing
    • Hire a dedicated staff member to manage website, social media, and digital marketing efforts by July 2026.

Strategy

Integrate and expand the College’s social media presence across all units to strengthen engagement and brand awareness.

Tactics

  • Social Media Strategy Development
    • Develop a coordinated and comprehensive social media plan across all units, ensuring alignment with the College’s overall branding and messaging efforts.
  • Unit-level Implementation
    • Identify and appoint point people in each unit responsible for regularly updating social media in alignment with CSH brand guidelines.
  • Targeted Messaging
    • Identify target audiences and customize messaging to effectively engage each group through relevant social media platforms.

Metrics

  • Social Media Plan and Implementation
    • Develop and report on a comprehensive social media plan by January 2026.
    • Ensure every CSH unit has an active social media presence and a designated point person by September 2026.
  • Traffic and Engagement
    • Establish a baseline for social media traffic for each unit by July 2027.
    • Achieve a 15% increase in social media traffic across all CSH units from July 2027 to July 2029.