Strategic Priority 4
Increase Visibility and Footprint
Strategic Priority 4 encompasses five individual objectives which may be viewed by clicking on each below.
Objective 1: Boost international enrollment
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.
Objective 2: Expand online graduate programs
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.
Objective 3: Promote giving opportunities
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.
Objective 4: Enhance digital presence
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.
Objective 5: Enhance social media presence
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.