Our Path Forward

Our Path Forward

Our Path Forward

2021-2025 Strategic Plan

2021-2025 Strategic Plan

2021-2025 Strategic Plan

Explore Olive-Harvey 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

Kimberly Hollingsworth

President, Olive-Harvey College

What a difference a year makes! I am in awe of the resilience our students, faculty, and staff have demonstrated throughout the pandemic. One thing COVID-19 has taught us at Olive-Harvey is that education is “pandemic-proof”. Read More

President Kimberly Hollingsworth
Olive-Harvey College

“The implementation of the Strategic Plan will ensure that OHC solidifies its status as a solution-bearing vehicle for the community, and a beacon for student success. I am extremely proud to present our plan – one of clarity and purpose – and a blueprint for the future.”

Mission Statement

Mission

The mission of Olive-Harvey College is to develop a diverse community of cultural and civic leaders and to advance progressive global citizenship through academic excellence, work-based learning, and comprehensive support services.

To read more about Olive-Harvey’s background, download the full Strategic Plan.

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My professors at Olive-Harvey College really opened my eyes to career possibilities I had never thought of – now I’m pursuing a life-long interest in animals and earning my PhD in Ecology and Evolutionary Biology.

My professors at Olive-Harvey College really opened my eyes to career possibilities I had never thought of – now I’m pursuing a life-long interest in animals and earning my PhD in Ecology and Evolutionary Biology.

My professors at Olive-Harvey College really opened my eyes to career possibilities I had never thought of – now I’m pursuing a life-long interest in animals and earning my PhD in Ecology and Evolutionary Biology.

Kyle Reid
Olive-Harvey College Alumnus

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.

Improve the pre-college experience

Support students who place into remedial education

Giving students support where it is needed

Become a student-ready institution

Operationalize career pathway options for Adult Education students

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.

Develop culturally responsive pedagogies with special emphasis on OHC’s status as a PBI and emerging HSI designation

Eliminate barriers to learning

Provide access to non-traditional students through partnerships with third-party organizations and/or other city agencies

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.

Develop and implement training (apprenticeships and other work-based learning opportunities), certificate, and degree programs to address existing and emerging industries

Build corporate partnerships to facilitate post-graduation job placement

Align educational offerings with market demand for continuing education classes

Promote student progression beyond completion of courses, programs or awards.

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.

Promote faculty and staff professional development

21st century curriculum development and redesign to ensure quality and relevance, with future growth in mind to attract new and returning students

Olive-Harvey College will receive National Institute for Automotive Service Excellence (NATEF) accreditation status for both automotive and diesel programming

Grow cannabis programming and partnerships in alignment with Center of Excellence rubric standards

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.

Improve coordination among all faculty and between faculty and other key stakeholder groups to increase student success in college level courses.

Faculty, staff, and administration are invested in OHC

Educate stakeholders on institutional policies that contribute to their learning and success

Incorporate and organize resources, tech tools, and processes to improve student success outcomes

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 well-being of our institution.

Improve fiscal health of the institution

To read more about the strategies and tactics that Olive Harvey 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.

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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: 14,474 (284% To Target)
Target: 5,093
Reach: 5,289

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: 2,135 (71% To Target)
Target: 3,028
Reach: 3,156

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: 978 (80% To Target)
Target: 1,223
Reach: 1,253

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: 11,541 (1152% To Target)
Target: 1,002
Reach: 1,047

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: 29,412 (88% To Target)
Target: 33,310
Reach: 34,656

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: 30%
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: 63% (97% To Target)
Target: 65%
Reach: 67%

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: 65% (99% To Target)
Target: 66%
Reach: 69%

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: 31% (94% To Target)
Target: 33%
Reach: 36%

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: 22% (70% To Target)
Target: 31%
Reach: 34%

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: 17% (77% To Target)
Target: 22%
Reach: 24%

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: 53% (151% To Target)
Target: 35%
Reach: 37%

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: 49% (94% To Target)
Target: 52%
Reach: 54%

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