Strategic Priority 1
As Dominican celebrates its 100th anniversary in River Forest, we aspire to secure our position as a leading Catholic, Hispanic-serving institution for improving the economic and social mobility of our diverse graduates. Extending our historic commitment to underserved communities and learners, we believe that alternative and affordable pathways to enrollment, degrees, and credentials will bring this history into a contemporary context.
Operating in the competitive higher education landscape requires us to anticipate market needs, provide programming and innovative credentials that respond to employer expectations, and contribute to the social mobility of first-generation and historically marginalized student populations. Throughout this strategic plan, we will offer an optimal mix of academic programs, delivery options and access points that respond to these economic, social, and labor market needs and ultimately raise the profile of Dominican, making it a destination of choice for its students.
We will advance strategies to expand undergraduate and graduate opportunities in high-demand fields including healthcare, analytics, and STEM. Extending our historic commitment to underserved communities and learners, we believe that alternative and affordable pathways to enrollment, degrees, and credentials will bring this history into a contemporary context.
We will create clear and barrier-free pathways to transfer into Dominican degrees and grow accelerated tracks from undergraduate to graduate degrees to foster continued upward mobility. Understanding the needs of adult learners, we will continue to expand our offerings to include more high-quality, affordable, and accessible degrees and credentials to strengthen our market position and further our responsiveness to Chicagoland’s economic and community development. A commitment to accelerated social mobility means we will grow our accelerated tracks from undergraduate schools to graduate degrees.
Athletic program expansion will create synergy, bringing new scholar-athletes to campus, strengthening our student-focused amenities, and improving student-related infrastructure.
Priority 1 – Goal 1:
Increase market-driven responsiveness in program management.
- Develop and launch new in-demand undergraduate programs
- Develop and launch new in-demand graduate programs
- Develop and launch new athletic programs
- Expand program optimization efforts
Priority 1 – Goal 2:
Develop new enrollment pathways to degrees and credentials.
- Expand reach in underserved markets
- Evaluate delivery formats to determine new market potential
- Expand adult learning/degree completion programs
- Design and implement new certificate and credential programs
Priority 1 – Goal 3:
Eliminate curricular, policy and structural barriers to enrollment and retention.
- Grow pipelines into graduate programs
- Upgrade technology to support student advising, scheduling and degree audits
- Expand dual-enrollment partnerships
- Evaluate curricular requirements for majors and create a process to eliminate challenges to transfer admission and retention
- Expand partnerships for seamless transfer pathways
Priority 1 – Goal 4:
Increase our brand and name recognition as a premier, private, Catholic, Hispanic-Serving Institution in the Midwest known for the social mobility of its graduates.
- Become the leader of a network for culturally responsive ministry
- Build systematic engagement of community organizations throughout the region for brand recognition and enrollment drivers
- Create cohorts of students for recruitment and retention related to our vision and identity