Our Path Forward

Our Path Forward

Our Path Forward

2021-2025 Strategic Plan

2021-2025 Strategic Plan

2021-2025 Strategic Plan

Explore Harry S Truman College’s transformative five-year strategic plan for 2021-2025. Download the full plan below for more information.

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First Year Progress Report

From the President

Shawn L. Jackson, Ph.D.

President, Harry S Truman College

Since its launch a year ago, our five-year strategic plan continues to reflect the intentional collaboration that happened across the college. Today, it remains a comprehensive roadmap to leading our college forward while also serving as the framework for amplifying our mantra, “One Truman!” Read More

President Shawn Jackson
Harry S Truman College

“Our College is steadfastly focused on our students and cares deeply about moving forward…The Truman experience rests on the shoulders of our talented team, and because of that, I am confident we will be able to implement this plan with success.”

Our College is steadfastly focused on our students and cares deeply about moving forward…The Truman experience rests on the shoulders of our talented team, and because of that, I am confident we will be able to implement this plan with success.

Mission, Vision, and Values

Mission

Our mission dedicates us to deliver high-quality, innovative, affordable, and accessible educational opportunities and services that prepare students for a rapidly changing and diverse global economy.

Vision

Our vision guides us to enrich the quality of life of our students and the community we serve through creative responses to educational, economic, social and global changes.

Values

Our core values define us through integrity and commitment, responsibility and accountability, respect and fairness, and diversity and inclusiveness.

To read more about Truman’s background, download the full Strategic Plan.

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As a first-generation college student, I appreciated the small class sizes and the support I received on campus. The professors are amazing – they want to see you succeed.

Anaiza Cartagena
Truman College Alumna | Harry S Truman College 2020

As a first-generation college student, I appreciated the small class sizes and the support I received on campus. The professors are amazing – they want to see you succeed.

Anaiza Cartagena
Truman College Alumna | Harry S Truman College 2020

The Strategic Planning Process

In Spring 2019, Truman’s President created the Strategic Planning Committee (SPC) to develop an integrated approach to college-wide collaboration, engagement, creative thinking, and consensus building. Through a collaborative process, the SPC identified several areas of opportunities, or pillars, that would guide how Truman would work going forward:

Pillar One: Enrollment Pillar One: Enrollment
Pillar Two: Communication Pillar Two: Communication
Pillar Three: College Experience Pillar Three: College Experience

Pillar One: Enrollment

Harry S Truman College is a positive and supportive college that upholds the ethical treatment of students, faculty, staff, and community. Our campus environment fosters respect and fairness, embraces diversity, is inclusive, and promotes equity. Our systems and plans function with integrity and promote a culture of accountability conducive to the effective operations of the institution. We promote innovation, to provide opportunities that enrich our institution culturally, academically, and socially.

Pillar Two: Communication

Harry S Truman College is committed to developing clear structures to support internal and external communication for a variety of stakeholders. We actively engage in internal and external communication strategies that embrace a transparent, informative, and inclusive culture. We implement systems and processes with integrity, promoting a culture of accountability that is conducive to the effective operations of the institution and its stakeholders.

Pillar Three: College Experience

Harry S Truman College is committed to supporting the college experience, as it is the foundation of who we are as an institution. We recognize the importance of the ethical treatment of all our stakeholders, which encompasses students, faculty, staff, and community. We are dedicated to supporting a positive campus environment that fosters respect and fairness and embraces the diverse beliefs and learning styles of our students. We promote innovation to enhance teaching and learning, to provide opportunities that empower our institution culturally, academically, and socially.

Summary of Strategies

Six strategic levers form the framework for all of City Colleges’ plans. They serve as guiding principles and beliefs that are fundamental to the holistic success of our plans.

Exceptional Student Experience
Equity
Economic Responsiveness
Excellence
Collaboration
Institutional Health
 

Goal: CREATE AN EXCEPTIONAL STUDENT EXPERIENCE 

We promise that every experience with City Colleges, from pre-admissions to completion, will be exceptional. Every student will be able to maximize their learning inside and outside the classroom, navigate our institution with ease, make significant progress towards their goals, and feel welcome and supported by all City Colleges employees.

Attract, recruit, enroll, and retain students from every demographic pool

Increase the percentage of students making progress towards and completing their educational and/or career goals

Increase the percentage of Adult Education students making level gains and transitioning into semester credit programs

Improve students’ satisfaction with their educational experiences at Truman

Goal: SIGNIFICANTLY NARROW ACHIEVEMENT GAPS 

We will become a “student-ready” and equitable institution that is designed for all students to thrive—especially those from historically and present-day marginalized communities. We will equip students with the support and resources they need to succeed in the classroom and beyond.

Embrace an institutional culture that is responsive to and reflective of the diverse identities and needs of the students, faculty, and staff

Remove barriers and provide access to relevant supports and course programming

Increase institutional capacity for strategic inquiry and use of research, evaluation, and data to develop and implement equity-minded practices across the College

Goal: RESPOND TO ECONOMIC NEEDS OF THE CITY

We will be forward-looking and agile in developing pathways and forging partnerships that unlock transformational career opportunities for CCC students and fuel the Chicago workforce with talent that is prepared to meet the needs of the economy.

Strengthen, create, and expand innovative programming to enhance Truman’s Center of Excellence in Education, Human, and Natural Sciences

Increase access to workforce and job opportunities

Develop opportunities for employer input on curriculum, programming, and internships

Ensure our campus environment is aligned with the needs of our community and reflects our student body

Goal: BUILD A CULTURE OF EXCELLENCE

We will build a culture of excellence that inspires everyone to become the ‘best in class’ for our students and community. We hold ourselves accountable to delivering academics, experiences, and services of the highest quality. Our faculty and staff will continue to receive professional development across the district to continuously improve their practices.

Provide opportunities and resources that facilitate work-life balance, and enhance the recruitment and retention of outstanding and diverse faculty, staff, and administrators

Achieve teaching and learning excellence by empowering faculty and staff to perform their central role using an ethic of care framework

Expand our reach as a hub of innovation and incubation as the Center of Excellence in Education, Human, and Natural Sciences

Goal: CREATE A COLLABORATIVE AND CONNECTED ECOSYSTEM

We will create a more collaborative and connected ecosystem to foster coordination and communication that supports student success. At each college and across the district, we will implement people, data, and technology solutions to create holistic best practices with an inclusive approach to problem solving.

Ensure a collaborative and innovative team culture that fosters continuous improvement across all levels and functions of the organization

Ensure that our Information Technology (IT) department has an effective process in place to provide students, faculty, and staff access with technology and support.

Goal: DEVELOP, MONITOR, AND IMPROVE CRITICAL INSTITUTIONAL HEALTH MEASURES

We will develop, monitor, and improve critical institutional health metrics that ensure financial sustainability and the wellbeing of our institution

Ensure the College has sufficient resources and capacity to achieve its mission and maximize student success outcomes

Ensure state-of-the-art physical and virtual environments to serve the diverse needs of our students, faculty, and staff

Use data and other research tools to improve services, increase student success outcomes, and optimize internal and external stakeholders’ experiences

To read more about the strategies and tactics that Harry S Truman College will use to achieve its objectives, download the full Strategic Plan.

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FY21-23 Targets and FY20 Outcomes

City Colleges sets a range of outcomes for its goals in future years, consisting of a “target” that establishes the baseline for accountability and a “reach” that reflects its full ambition. The table below summarizes these goals for FY21-FY23. Targets for FY24 and FY25 will be finalized in FY23. All figures are rounded to the nearest whole number.

These targets were identified prior to the onset of the COVID-19 pandemic. At the time of publication, the long-term effects of COVID-19 on community college enrollment and student success are uncertain. In the short-term, it has had a significant negative effect, with all but three community colleges in Illinois seeing enrollment declines. City Colleges will continue to strive to achieve these targets, knowing that COVID-19 will have an impact throughout the life of this plan.

Access

0
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Unduplicated Total Enrollment.

FY 20

Results: 69,501

FY 21

Actual: 8,665 (75% To Target)
Target: 11,609
Reach: 11,720

FY 22

Target: 75,519
Reach: 79,967

FY 23

Target: 77,475
Reach: 81,780
0
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Unduplicated Credit Enrollment.

FY 20

Results: 46,522

FY 21

Actual: 4,557 (89% To Target)
Target: 5,109
Reach: 5,186

FY 22

Target: 49,189
Reach: 52,694

FY 23

Target: 50,425
Reach: 54,072
0
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Unduplicated Adult Ed Enrollment.

FY 20

Results: 18,256

FY 21

Actual: 3,732 (62% To Target)
Target: 6,000
Reach: 6,030

FY 22

Target: 20,037
Reach: 20,384

FY 23

Target: 20,431
Reach: 21,051
0
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Unduplicated Continuing Ed Enrollment.

FY 20

Results: 7,414

FY 21

Actual: 588 (120% To Target)
Target: 492
Reach: 496

FY 22

Target: 8,735
Reach: 9,302

FY 23

Target: 9,374
Reach: 10,397
0
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Credit Hour Production.

FY 20

Results: 644,431

FY 21

Actual: 49,566 (82% To Target)
Target: 60,504
Reach: 61,412

FY 22

Target: 693,684
Reach: 738,187

FY 23

Target: 717,339
Reach: 763,164

Momentum

0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Adult Education Level Gains.  Adult Ed Level Gains were not calculated for FY2020 or FY2021 due to COVID-19 disrupting testing procedures.

FY 20

Results: –

FY 21

Target: 43%
Reach: 47%

FY 22

Target: 43%
Reach: 48%

FY 23

Target: 43%
Reach: 49%
0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of First Year Fall-to-Spring Retention.

FY 20

Results: 72%

FY 21

Actual: 72% (98% To Target)
Target: 74%
Reach: 76%

FY 22

Target: 73%
Reach: 76%

FY 23

Target: 75%
Reach: 79%
0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Fall-to-Spring Credit Retention.

FY 20

Results: 70%

FY 21

Actual: 70% (97% To Target)
Target: 72%
Reach: 74%

FY 22

Target: 72%
Reach: 75%

FY 23

Target: 76%
Reach: 79%
0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Taking and Passing College-Level English.

FY20 Results for this measure were updated in April 2021 to correct a technical error.

FY 20

Results: 48%

FY 21

Actual: 43% (152% To Target)
Target: 29%
Reach: 32%

FY 22

Target: 46%
Reach: 51%

FY 23

Target: 48%
Reach: 53%
0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Taking and Passing College-Level Math.

FY20 Results for this measure were updated in April 2021 to correct a technical error.

FY 20

Results: 28%

FY 21

Actual: 41% (152% To Target)
Target: 26%
Reach: 29%

FY 22

Target: 33%
Reach: 37%

FY 23

Target: 35%
Reach: 39%

Completion

0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of IPEDS Graduation Rate.

FY 20

Results: 25%

FY 21

Actual: 25% (116% To Target)
Target: 22%
Reach: 28%

FY 22

Target: 27%
Reach: 31%

FY 23

Target: 29%
Reach: 34%

* Preliminary, pending IPEDS submission

0%
FY 23 Target

FY20 Results & Targets
See the glossary for the definition of City Colleges Four-Year Outcome Measure.
These targets were updated in April 2021 to correct a technical error that occurred in the target-setting process.
FY2020 was a baseline year for the new CCC 4YR Outcome Measures KPI; targets were set for FY2021 onward.
FY 20

Results: 36%

FY 21

Actual: 38% (103% To Target)
Target: 37%
Reach: 38%

FY 22

Target: 38%
Reach: 40%

FY 23

Target: 39%
Reach: 42%

Mobility

0%
FY 23 Target

FY20 Results & Targets

See the glossary for the definition of Transfer with Degree.

FY 20

Results: 51%

FY 21

Actual: 60% (100% To Target)
Target: 60%
Reach: 63%

FY 22

Target: 54%
Reach: 57%

FY 23

Target: 56%
Reach: 60%

See the glossary for the definition of Economic Mobility.

City Colleges will begin using this measure in the early stages of this framework. As a result, there is no baseline or targets for this indicator as of its publication.

Student Experience

See the glossary for the definition of Net Promoter Score.

City Colleges will begin using this measure in the early stages of this framework. As a result, there is no baseline or targets for this indicator as of its publication.

City Colleges of Chicago

Discover the Strategic Plans for the seven institutions that make up City Colleges of Chicago