Our Path Forward

Our Path Forward

Our Path Forward

2021-2025 Strategic Plan

2021-2025 Strategic Plan

2021-2025 Strategic Plan

Explore Richard Daley 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

Janine Janosky, Ph.D.

President, Richard J. Daley College

Richard J. Daley College is pleased to share our Year One Progress Report for our Five-Year Strategic Plan. This progress report presents the context and the infrastructure that was created to implement the strategic plan as well as our achievements to date. Read More

President Janine Janosky

Richard J. Daley College

“With this plan, we continue our pursuit of academic excellence and commitment to creating a supportive, inclusive, and equitable life-long learning environment.”

With this plan, we continue our pursuit of academic excellence and commitment to creating a supportive, inclusive, and equitable life-long learning environment.

Mission and Values

Mission

Richard J. Daley College empowers our diverse community to achieve their goals through innovative education and programming in a supportive, inclusive, and equitable environment for life-long learning.

Values

  • Diversity and Inclusion–fosters an environment where all are valued and diverse worldviews are encouraged.
  • Integrity–upholds the highest standards of accountability and respect through ethical leadership and college community engagement.
  • Life-long Learning–promotes and supports ongoing educational, personal, and professional growth.

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

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City Colleges’ tuition costs make this so much more accessible for people like me who are working less now.

Zach Cash
Current Student | Richard J Daley College

City Colleges’ tuition costs make this so much more accessible for people like me who are working less now.

Zach Cash
Current Student | Richard J Daley College

Student Success Commitments

As part of the strategic planning process, key stakeholders across the college reflected on how various groups contribute to the success of Daley students. Faculty and staff engaged in conversations and identified student success commitments that will foster an inclusive environment in order to promote student success inside and outside of the classroom. In addition, students working with Daley’s Student Government Association established personal commitments that contribute to meeting their personal, academic, and career goals.

Students
Faculty
Staff
 

As a student enrolled in classes at Richard J. Daley College, I will make a commitment to my academic success by:

  • Attending class regularly, being on time, and staying until the end of class.
  • Participating in class actively, fulfilling class requirements outlined in the syllabus, and communicating regularly with faculty.
  • Communicating with faculty, accessing campus resources such as tutoring, library, wellness, etc.
  • Meeting at least twice each semester with my academic advisor and following established academic plan requirements.
  • Accessing technology on a regular basis including checking my e-mail and Brightspace.
  • Striving to become a global citizen by acting as a thinker, risk-taker and balanced student.
  • Approaching my learning with creativity, curiosity, and enthusiasm.
  • Being a reflective, open-minded member of my learning community and demonstrating empathy, tolerance, and respect.
  • Participating in student activities and serving in leadership roles in student organizations.

In order to facilitate the success of our students both in and out of the classroom, the faculty of Richard J. Daley College will strive to:

  • Promote student academic success and engagement in co-curricular activity to foster life-long learning.
  • Engage in open communication with students inside and outside of the classroom.
  • Provide supportive and inclusive learning environments for all students.
  • Identify and respond to changing student needs by utilizing the latest academic trends and pedagogies, to support our students to become competitive and successful in their future academic endeavors.

In order to establish an inclusive environment where all students have the opportunity to thrive and succeed, the staff of Richard J. Daley College will:

  • Assess students’ needs and connect them with internally and externally available resources.
  • Mentor and support all students.
  • Create a warm and inviting environment for everyone on campus.
  • Strengthen communication by proactively sharing information and resources across campus.
  • Ensure safety and inclusion for everyone − students, faculty, staff, and administrators.
  • Establish a culture that celebrates success.
  • Promote a culture that supports wellness and self-care for everyone on campus.

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
 

CCC 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.

Daley College Goal: Promote an environment where students are empowered to meet their academic and socio-emotional goals.

Expand transition opportunities for students across all instructional programs.

Offer innovative programming with responsive course delivery methods that meet the needs of a diverse-learning community.

Prepare students for a post-completion experience (transitioning to credit, transferring to baccalaureate, or workforce)

Address students’ socio-emotional needs by connecting them to appropriate resources.

Eliminate barriers to increase students’ access to instruction, resources, or services.

CCC 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.

Daley College Goal: Foster Daley College’s commitment to institutionalize diversity, inclusion, and equity policies and practices across key functions of the college

Institutionalize an inclusion and diversity approach across key areas of the College including hiring, retention, and promotion of faculty and staff.

Become a leader and active agent on relevant issues on the Southwest side of Chicago.

Address equity by closing achievement gaps among students taking and passing college-level English and math in the first-year.

Provide a culturally responsive, supportive, and inclusive environment for first-time and first-generation college students.

Advance Daley College’s Adult Education students’ access/entry into credit and career programs.

CCC Goal: Respond to the 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.

Daley College Goal: Expand relationships with community partners and stakeholders that maximize resources and benefits for community members.

Strengthen relationships with community and industry partners.

Strengthen existing workforce partnerships and/or establish new relationships that align with in-demand industry and workforce needs.

Strengthen Daley College’s Center of Excellence (COE) utilizing the District’s COE evaluation rubric to identify opportunities for improvement and continued growth.

CCC 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.

Daley College Goal: Deliver, promote, and implement quality programs and services that empower Daley College’s students to meet their academic, socioemotional, and career goals.

Elevate teaching, learning, and performance.

Respond to changing student needs and promote student success through innovative teaching methods.

Supply technology that meets the demands of excellence in the classroom for all faculty, staff, and student needs.

CCC 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.

Daley College Goal: Establish a culture of cross-campus collaboration designed to seamlessly respond to college and community needs.

Streamlining Daley College’s policies and practices to optimize benefits to students and broader community.

Foster a diverse, engaged, and inclusive environment that promotes a sense of connection and belonging.

Promote an inclusive and healthy working environment.

CCC Goal: Develop, monitor and improve critical institutional health measures

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.

Daley College Goal: Invest in and strengthen human capital to meet strategic goals and support institutional health.

Align and empower employee strengths to help the institution meet strategic goals.

Secure external funding opportunities that align with college strategic priorities.

Operationalize Daley College’s Strategic Enrollment Management Plan and monitor enrollment trends across instructional areas.

Develop a budget planning process that aligns with the College’s strategic priorities and is responsive to external factors.

To read more about the strategies and tactics that Richard J Daley 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: 8,989 (75% To Target)
Target: 12,023
Reach: 12,464

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: 4,953 (81% To Target)
Target: 6,114
Reach: 6,237

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: 3,481 (78% To Target)
Target: 4,436
Reach: 4,664

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: 713 (35% To Target)
Target: 2,040
Reach: 2,240

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: 64,504 (82% To Target)
Target: 78,694
Reach: 81,936

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: 39%
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: 67% (93% To Target)
Target: 72%
Reach: 74%

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: 62% (92% To Target)
Target: 68%
Reach: 70%

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: 50% (113% To Target)
Target: 45%
Reach: 48%

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: 31% (142% To Target)
Target: 22%
Reach: 25%

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: 33% (100% To Target)
Target: 33%
Reach: 35%

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: 45% (110% To Target)
Target: 41%
Reach: 43%

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: 47% (102% To Target)
Target: 47%
Reach: 49%

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