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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From the President

Shawn L. Jackson, Ph.D.

President, Harry S Truman College

I am honored to present the Harry S Truman College Strategic Plan: 2021-2025. The strategic plan provides a comprehensive roadmap that will lead our College forward in the next five years and serve as the framework for amplifying our mantra, “OneTruman!” 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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City Colleges of Chicago

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