ICSW Strategic Plan

A Strategic Plan for Growth, Excellence, and Sustainability (2026–2031)

Learn. Lead. Transform.

Presidential Vision

The Institute for Clinical Social Work (ICSW) enters this strategic period grounded in psychodynamic rigor, committed to equity, and oriented toward the future of clinical leadership. This plan affirms our responsibility to educate clinicians who think deeply, engage ethically, and lead social awareness. Through academic innovation, student-centered access, institutional sustainability, and community partnership, ICSW will expand its national presence while strengthening its Chicago roots. The next five years will position the Institute for Clinical Social Work as a model for clinically informed education and research that transforms individuals, communities, and systems.

Mission

The Institute for Clinical Social Work (ICSW) exists to advance the practice and understanding of clinical social work and counseling through rigorous graduate education rooted in contemporary psychodynamic and psychoanalytic thought. We are committed to developing skilled, reflective clinicians, scholars, and researchers who are equipped to meet the psychological needs of individuals, families, and communities within an ever-changing and complex social landscape.

Vision

To be the leading institution in psychodynamic clinical education, fostering a deep understanding of contemporary psychodynamic and psychoanalytic frameworks and their application in contemporary practice. We aim to cultivate a community of professionals who are committed to lifelong learning, critical thinking, and the advancement of psychodynamic knowledge.

Excellence in Education

We provide comprehensive training in the practical skills of psychotherapy from a psychoanalytic/psychoanalytic/psychodynamic perspective.

Fairness and Justice

We teach critical social theories that enable our graduates to work effectively with diverse communities within a modern context.

Innovation and Leadership

We strive to produce practitioners, scholars, researchers, educators, and leaders who are at the forefront of psychodynamic clinical practice and research.

Contemporary Approach

We emphasize teaching psychodynamic concepts from a contemporary perspective, ensuring our graduates are well-equipped to mee the challenges of today’s world.

Pillar 1: Academic Excellence, Innovation, & Student Success

Priority 1: Curriculum Relevance & Program Growth

Institutional Focus: Ensure programs remain competitive, high-quality, and responsive.
KPIs
  • PhD Program Review completed; ≥75% recommendations implemented by 2029
  • Add 1 new academic or certificate program by 2031
  • ≥85% student satisfaction on curriculum quality
  • +15% growth in continuing education by 2031
Timeline
Year 1:
Complete PhD review
Years 3–4:
Launch new program; expand CE offerings
Years 4–5:
Evaluate impact; scale successful programs

Priority 2: Student Success & Support

Institutional Focus: Retention, engagement, and financial accessibility
KPIs
  • Student Advisory Council active with quarterly engagement by 2027
  • Biannual student feedback loop implemented and tracked
  • Retention/graduation rates increase by 10% by 2030
  • Scholarship funding +25% by 2031
Timeline
Year 1:
Launch Advisory Council; establish feedback systems
Years 2–3:
Expand scholarships; track retention gains
Years 4–5:
Close equity gaps; sustain outcomes

Priority 3: Field Education & Partnerships

Institutional Focus: High-quality, diverse training experiences
KPIs
  • Field placement review completed by 2027
  • +10 high-quality community partnerships by 2030
  • +25% increase in diverse placement sites
  • ≥90% student satisfaction in field education
Timeline
Year 1:
Conduct field audit
Years 2–3:
Build partnerships; diversify placements
Years 4–5:
Sustain and evaluate quality

Priority 4: Faculty Excellence & Teaching Innovation

Institutional Focus: Faculty quality, development, and inclusive excellence.
KPIs
  • Faculty onboarding program launched by 2027
  • 3–4 faculty development offerings annually (≥75% participation)
  • Measurable increase in faculty diversity by 2031
Timeline
Year 1:
Launch onboarding and training structure
Years 2–3:
Expand development and recruitment
Years 4–5:
Sustain diversity and excellence

Priority 5: Learning Innovation & Communication

Institutional Focus: Modern delivery and strong internal communication
KPIs
  • Launch institutional newsletter by 2027
  • Develop 2–3 hybrid/online offerings by 2029
  • +15–20% improvement in student experience/communication satisfaction
Timeline
Year 1:
Launch communication platforms
Years 2–3:
Develop hybrid/online courses
Years 4–5:
Evaluate and refine student experience

Pillar 2: Equitable Access, Diversity, Inclusion & Belonging (EDIB)

Priority 1: Access & Affordability

Institutional Focus: Reduce structural barriers to entry and persistence
KPIs
  • Increase enrollment of underrepresented students annually
  • Expand need-based aid (tracked yearly growth)
  • Reduce retention gaps across student groups
Timeline
Year 1:
Admissions & financial aid audit
Years 2–3:
Expand aid and pipeline programs
Years 4–5:
Embed equity in enrollment strategy

Priority 2: Inclusive Recruitment

Institutional Focus: Align recruitment with mission and equity
KPIs
  • Inclusive recruitment framework implemented by 2027
  • 100% admissions staff trained in equity-informed practices
  • Year-over-year improvement in applicant diversity
Timeline
Year 1:
Implement framework and training
Years 2–3:
Expand outreach channels
Years 4–5:
Refine data use increase EDIB

Priority 3: Equity Accountability

Institutional Focus: Embed equity into governance and decision-making
KPIs
  • Policy equity audit completed by 2027
  • Equity metrics included in annual dashboard by 2028
  • Climate/belonging indicators show measurable improvement
Timeline
Year 1:
Policy audit
Years 2–3:
Integrate into budgeting and reporting
Years 4–5:
Institutionalize accountability

Pillar 3: People, Culture, & Well-Being

Priority: Culture of Care & Institutional Health

Institutional Focus: Build a sustainable, engaged, and value-driven community
KPIs
  • Annual employee engagement assessment
  • Increase participation in community spaces (El Batey, circles) increases yearly
  • Staff/faculty retention improves or remains stable
Timeline
Year 1:
Formalize culture and well-being initiatives
Years 2–3:
Expand participation and supports
Years 4–5:
Sustain and measure impact

Pillar 4: Strategic Enrollment & Institutional Vitality

Priority: Sustainable Enrollment Growth

Institutional Focus: Align enrollment with mission, access, and financial sustainability
KPIs
  • 10% annual enrollment growth
  • Admissions and financial aid audit completed by 2027
  • Pipeline partnerships expanded by 2029
  • Enrollment dashboard implemented and reviewed quarterly
Timeline
Year 1:
Audit enrollment and build dashboard
Years 2–3:
Expand pipelines and recruitment
Years 4–5:
Sustain growth and optimize yield

Pillar 5: Partnerships, Community Engagement & Public Impact

Priority: External Engagement & Visibility

Institutional Focus: Strengthen ICSW’s role in community and field
KPIs
  • +10% growth in community partnerships annually
  • +15–20% increase in public program participation
  • ≥35% alumni engagement rate
  • Assess the feasibility of establishing an ICSW community clinic
Timeline
Year 1:
Map and assess partnerships
Years 2–3:
Expand programs and alumni engagement
Years 4–5:
Sustain and deepen impact
Year 4-5:
Complete a feasibility study on an ICSW community clinic

Pillar 6: Brand Awareness & Strategic Communication

Priority: Institutional Visibility & Identity

Institutional Focus: Elevate ICSW’s local and national presence and voice.
KPIs
  • Increased national visibility (applications, partnerships, media mentions)
  • Consistent institutional messaging across platforms
  • Growth in digital engagement metrics annually
Timeline
Year 1:
Clarify brand and messaging
Years 2–3:
Expand digital and national reach
Years 4–5:
Sustain recognition and reputation

Pillar 7: Institutional Sustainability & Operational Excellence

Priority: Financial Health & Operational Strength

Institutional Focus: Ensure long-term financial stability and operational discipline.
KPIs
  • Operating margin ≥ 5%
  • Clean annual audit
  • Fundraising growth ≥ 15% annually
  • Reduction of student accrued revenue ≥ 20-25% annually
  • Assess the feasibility of establishing an ICSW community clinic
  • Evaluate the feasibility, financial sustainability, and strategic alignment of securing a permanent location for ICSW
Timeline
Year 1:
Strengthen financial controls; baseline metrics
Years 2–3:
Improve efficiency and grow fundraising
Years 4–5:
Sustain margins and build reserves
Year 4-5:
Complete a comprehensive site assessment and recommendation