Our Path Forward

Our Path Forward

Our Path Forward

2021-2025 Strategic Plan

2021-2025 Strategic Plan

2021-2025 Strategic Plan

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

Download
First Year Progress Report

From the President

David Potash

President, Wilbur Wright College

The challenges of the past year have been daunting, forcing us to change and adapt. Challenges do not diminish Wright College’s commitment to serving our students and communities. Read More

President David Potash
Wilbur Wright College

“The plan – drawn from the collective wisdom, expertise, expectations, and aspirations of our broader college community – speaks to our commitment to our students, community, mission, and role as one of seven strong in the City Colleges of Chicago.”

The plan – drawn from the collective wisdom, expertise, expectations, and aspirations of our broader college community – speaks to our commitment to our students, community, mission, and role as one of seven strong in the City Colleges of Chicago.

Mission, Vision, and Values

Mission

Wright College is a learning-centered, multi-campus institution of higher education offering students of diverse backgrounds, talents, and abilities a quality education leading to baccalaureate transfer, career advancement and/or personal development.

Vision

Create a collaborative and connected College Community, dedicated to student success, fostered by caring individuals and strong teams.

Values

As published in Wright College’s Academic Plan, the college’s guiding values are innovation; student centered; diversity, equity, and inclusion; academic quality; and community.

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

Download

I wouldn’t be where I am without the ESL classes, the Gateway classes, and the credit classes I took at CCC.

I wouldn’t be where I am without the ESL classes, the Gateway classes, and the credit classes I took at CCC.

I wouldn’t be where I am without the ESL classes, the Gateway classes, and the credit classes I took at CCC.

Alexander Hernandez
Wright College alumnus, Google software engineer

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
 

Our 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.

Increase and strengthen faculty and staff coordination through college-wide efforts to improve the student experience on campus.

Increase student engagement by implementing High Impact Practices (HIPS): first-year experiences, learning communities, student research, collaborative research, writing across the curriculum, global learning, portfolios, service learning, internships, and capstone projects

Improve student financial wellness.

Promote Student Support Services to all students.

Our 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.

Uplift and institutionalize equitable practices across the College.

Focused workplace initiatives and programming to improve and cultivate a culture of equity.

Sustaining a teaching and learning environment that focuses on equity and quality for students and alumni.

Commitment that all students have access to academic, emotional, and career resources within the institution to advance student success.

Our 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.

Increase participation in Early College and improve transition from Early College to college status.

Strengthen responsiveness to whole families in the Wright service area through new and expanded programming through Continuing Education.

Strengthen existing and establish new community partnerships.

Use Prior Learning Assessment (PLA) to accelerate adults’ return to school by recognizing work experience and certifications.

Address the barriers that inhibit Adult Education students’ full participation as Wright College students.

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.

Create a Center of Excellence in engineering and computer science innovation.

Design and implement Engineering/IT programs and activities that address economic development and workforce needs.

Grow institutional programs for our Latinx Students.

Establish an Assessment Culture for the entire campus to contribute to Continuous Quality Improvement.

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.

Create a culture and practice of Continuous Quality Improvement.

Create a culture of service and collaboration.

Create a physical learning commons and atmosphere for collaboration and support

Expand architecture program to Wright College Humboldt Park, Olive-Harvey College, and Kennedy-King College.

Goal: Develop, Monitor, and Improve Institutional Health Measures                     

Develop, monitor, and improve critical institutional health measures that ensure financial sustainability and the well-being of our institution.

Strengthen tuition revenue stream.

Improve college safety.

Diversify the workforce per Equity Plan.

Operate and maintain the college campus in a functional and efficient manner.

Enhance sustainability efforts to beautify the campus and create learning opportunities for our communities.

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

Download

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: 12,416 (76% To Target)
Target: 16,274
Reach: 17,665

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: 8,835(86% To Target)
Target: 9,884
Reach: 11,022

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: 3,093 (65% To Target)
Target: 4,770
Reach: 4,873

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: 655 (33% To Target)
Target: 2,000
Reach: 2,150

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: 98,350 (83% To Target)
Target: 118,608
Reach: 132,264

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: 47%
Reach: 49%

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: 77% (103% To Target)
Target: 75%
Reach: 77%

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: 73% (100% To Target)
Target: 73%
Reach: 75%

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: 53% (114% To Target)
Target: 47%
Reach: 49%

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: 47% (130% To Target)
Target: 36%
Reach: 38%

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: 29% (97% To Target)
Target: 30%
Reach: 33%

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: 34% (86% To Target)
Target: 40%
Reach: 45%

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: 52% (99% 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