Strategic Planning Committee (SPC) - Strategic Plan 2025

In the fall of 2024, Chicago State University launched an inclusive strategic planning process that engages diverse stakeholders across the university. Through their work, these stakeholders will contribute to shaping CSU's trajectory for the coming years. The Strategic Planning Committee's (SPC's) objective is to develop a comprehensive plan grounded in the university's mission, vision, and values. This plan will outline CSU's guiding principles and future goals, establish a clear implementation path, and define success measures.

President's Charge to the Committee

The primary Charge is to develop a comprehensive strategic plan that aligns with the university's mission, vision, and core values. This plan should set a clear direction for the university over the next five to ten years, focusing on academic excellence, student success, community engagement, and financial sustainability.

Key Responsibilities

Current and Future Context: Develop an understanding of the current trends in Illinois higher education, including enrollment and workforce, to fully inform strategies around academic offerings, student recruitment, and other related areas.
Engagement with Campus and Community: Create a framework for the strategic plan to engage the entire campus community, including faculty, staff, students, and alumni, as well as our external partners and community.
Collaboration and Consensus Building: Work collaboratively with the committee and university stakeholders to ensure the strategic plan reflects a shared vision for Chicago State University's future.
Drafting and Refining the Plan: Create a strategic plan outlining specific goals and strategies. This draft should include opportunities for responsible/assigned university personnel to create measurable objectives, timelines, and accountability measures.
Finalization and Implementation Planning: Present the final strategic plan to the President for approval. Additionally, develop a framework for implementing the plan.

The strategic planning process should be completed within the time needed for the President's approval and presentation to the Board of Trustees during the Board's June 2025 meeting.

The university is committed to providing the necessary support and resources to ensure the success of this initiative.

Committee Members

Representing		Faculty	Admin
Academic Affairs	1			Edmundo Garcia-Solis (Chair)
External Affairs	1		1	Lisa Pratt
Institutional Effectiveness and Research	1		1	Jane Stout
CAS	3	3		Molly McDonough, Chi-Young Oh, Mohammad Salam
Business	2	2		Joni Jackson, Ehab Yamani
Education	2	2		Byung-In Seo, Kimberly Garrett
Continuing Education	1	1		Patrice Boyles
Health Sciences	2	2		Dorothy Ahmad, Charisse Johnson
Enrollment Management	1		1	Oscar Rodriguez
Faculty Senate	1	1		Jubilee Dickson
Grants	1		1	Julia Siwierka
HR	1		1	Traci Nickson
Legal Affairs	1		1	Maya Moore
Administrative Services	1		1	Delmika Crenshaw
ITD	1		1	Donna R. Hart
Budget Office	1		1	Charlie Grijalva
Faculty Union	1	1		Dr. Kimble
Administration and Finance/Civil Services	1		1	Jaqueline Pointer
Financial Aid	1		1	Rhonda Smith
Student Success	1		1	Antwone Cameron
Athletics	1		1	Tara Davenport
Office of the President	1		1	Jimell Byrd-Reno
Library	1	1		April Hummons
Total	28	13	14

Developing the Strategic Plan (SP)

Vision and Mission Alignment: The strategic planning process begins with a reaffirmation of Chicago State University's mission and vision. This step ensures that all future goals and initiatives are rooted in the university's core values and long-term aspirations. By aligning each strategic area with CSU's mission and vision, we create a foundation to guide decision-making and provide clarity throughout the process.
Environmental Scanning and Data Analysis: To inform effective strategy, we conduct an environmental audit, analyzing internal and external data. This includes assessing CSU’s strengths, weaknesses, opportunities, and threats (SWOT) as well as trends in higher education, economic conditions, and community needs. By leveraging data, we identify key areas of improvement and competitive advantages.
Stakeholder Engagement and Input: Engaging diverse stakeholders—including faculty, staff, students, alumni, and community partners—is essential for a holistic strategic plan. We gather insights from various perspectives through surveys, focus groups, and town hall meetings, ensuring the strategic plan reflects the needs and aspirations of the entire CSU community. This inclusive approach strengthens buy-in and brings a range of voices to the table.
Defining Strategic Priorities: Based on mission alignment, stakeholder input, and data analysis, the Strategic Planning Committee identifies the university's strategic priorities. These priorities represent areas of focus that will guide CSU's initiatives over the coming years, ensuring we address critical needs and pursue meaningful opportunities for growth and impact.
Setting Goals and Objectives: For each strategic priority, we define clear, measurable goals and objectives. These targets provide a roadmap for progress and accountability, outlining specific outcomes CSU aims to achieve. Objectives are broken down into actionable steps, allowing each university department to align its efforts with the larger strategic vision.
Developing an Implementation Plan: An actionable implementation plan is critical to turning strategy into results. We create a timeline and assign responsibilities to ensure effective execution across all university departments. This plan includes the metrics: resource allocation, project timelines, and accountability measures, facilitating seamless coordination and support for each initiative.
Monitoring and Evaluation: To track progress, the Strategic Planning Committee will monitor key performance indicators and regularly evaluate outcomes. This process allows us to assess CSU's progress toward its strategic goals, make data-driven adjustments, and continuously improve. Annual reviews will ensure the strategic plan remains responsive to evolving needs and challenges.
Communication and Reporting: Effective communication is crucial throughout the strategic planning process. We regularly update the CSU community on our progress and milestones, promoting transparency and engagement. Annual reports will share successes, challenges, and adaptations, fostering trust and continued collaboration with all stakeholders.

The SPC Subcommittees

Chicago State University values the dedication and leadership of the Strategic Planning Committee. The committee has been organized into six subcommittees, each focused on a critical strategic area aligned with members' expertise and experience. One or two co-chairs lead each subcommittee.

Strategic Plan Area	Units	People
Chair	Academic Affairs	Edmundo Garcia-Solis
Vice-Chair		Vacant
Goal 1 Academic Excellence, Innovation & Student Transformation	Institutional Effectiveness and Research	Jane Stout
	CAS	Molly McDonough - Co Chair
	Library	April Hummons
	Health Sciences	Dorothy Ahmad
	Business	Joni Jackson
	Education	Byung-In Seo
	CTRE	Brandle Blakely
	Continuing Education	Patrice Boyles - Co Chair
Goal 2 Student Enrollment, Retention & Graduation:	Enrollment Management	Oscar Rodriguez - Chair
	Institutional Effectiveness and Research	Jane Stout
	Faculty Senate	Jubilee Dickson
	Student Success	Antwone Cameron
	CAS	Chi Young Oh
	Financial Aid	Rhonda Smith
	Athletics	Tara Davenport
Goal 3 University Culture, Climate & Accountability:	Legal Affairs	Maya Moore
	Faculty Union	Lionel Kimble
	HR	Traci Nickson - Chair
	CAS	Mohammad Salam
	Civil Service	Jaqueline Pointer
	Student Success	Antwone Cameron
	Health Sciences	Dorothy Ahmad
Goal 4 Strengthened Infrastructure:	Administrative Services	Delmika Crenshaw
	Grants	Julia Siwierka
	ITD	Donna R. Hart - Co Chair
	CAS	Chi Young Oh
	Business	Ehab Yamani
	Faculty Senate	Jubilee Dickson - Co Chair
	Budget Office	Charlie Grijalva
Goal 5 Cost Efficiencies and Diverse Revenue Streams:	Budget Office	Charlie Grijalva
	Administration and Finance	Jaqueline Pointer - Chair
	Grants	Julia Siwierka
	Enrollment Management	Oscar Rodriguez
	Health Sciences	Charisse Johnson
	Faculty Union	Lionel Kimble
Goal 6 Community Service, Urban Leadership & Economic Engagement	Financial Aid	Rhonda Smith
	External Affairs	Lisa Pratt - Co Chair
	Library	April Hummons

	Education	Kimberly Garrett
	Office of the President	Jimell Byrd-Reno - Co Chair
	Continuing Education	Patrice Boyles

Progress

September 2024

Committee Configuration and Initial Meeting
The Strategic Planning Committee is established, bringing together representatives from various university departments, faculty, staff, and administration. The initial meeting focuses on introducing the strategic planning process, defining key objectives, and discussing the alignment of the mission and vision. Roles and responsibilities are assigned to each member, setting the foundation for the work ahead.

October 2024

Subcommittee Formation and Development of Goals and Objectives

Subcommittees are formed around specific strategic areas, such as academic programs, student success, community engagement, and operational efficiency. Each subcommittee begins drafting goals and objectives for their respective areas, ensuring alignment with the university's overarching mission and vision. These drafts will serve as the first building blocks of the strategic plan.

November 2024

Presentation of First Draft of Goals and Objectives
Subcommittees present the initial draft of goals and objectives to the full Strategic Planning Committee for review. This meeting allows discussion, feedback, and alignment across different areas, ensuring that each subcommittee's work contributes to a cohesive strategic framework. Adjustments are made based on committee-wide input. In addition, the SCP will develop a webpage to inform about the SP's development and progress.

December 2024 and January 2025

Stakeholder Engagement and Input on Goals and Objectives
The Strategic Planning Committee shares the draft goals and objectives with key stakeholders, including university leadership, faculty, students, staff, and community partners. Stakeholders provide feedback through meetings and open forums. This engagement is critical to validating the goals and ensuring they address the needs and aspirations of the broader university community.

February 2025

Finalize Goals and Objectives and Start work on Metrics
Finalize Goals and ObjectiverConduct meetings and communications with stakeholders to gather input on goals and objectives. Finalize goals and objectives and identify key performance indicators (metrics).

March to May 2025

Develope SP Metrics
Develop the Strategic Plan metrics for each objective; facilitate coordination meetings with the personnel in the University who will be responsible for providing the metrics; discuss the metrics with key personnel.Refine metrics and create a detailed implementation timeline. Finalize metrics and develop communication strategies for stakeholder engagement.

June 2025

End of Project
Conducted final reviews and prepared for the formal presentation. Launch the final Strategic Plan.

Strategic Plan 2025 - Approved February 2025

CSU Vision

Chicago State University will be recognized for innovations in teaching and research, community development, and civic engagement. We will promote excellence, ethical leadership, entrepreneurship, and social and environmental justice. We will embrace, engage, educate, propel and elevate our students and community to transform lives locally and globally.

CSU Mission

Chicago State University transforms students’ lives by innovative teaching, research, and community partnerships through excellence in ethical leadership, cultural enhancement, economic development, and justice.

CSU Values

Personal and academic excellence
Personal, professional, and academic integrity
Diversity, Equity, and Inclusion
Leadership, service, philanthropy, social justice, and entrepreneurship
Creative and innovative thinking and learning
Pride in self, community, and the university
Lifelong learning

Objectives and Goals

Goal 1. Enhance Academic Excellence, Student Engagement, and Faculty and Staff Professional Development: A positive campus experience will be at the center of all decision making. Strengthen the institutional policies and programs that support and enhance academic excellence and engagement for all students. Support faculty research and creative activities, and foster faculty and staff professional development.

Goal 1 Objectives

Develop and implement academic curricula and/or experiential experiences that align with workforce demands and the changing higher education landscape.
Engage all students in program and campus activities that promote readiness for the workplace, advanced study, and/or research and lifelong learning.
Advance professional development activities for staff
Implement and sustain financial, structural, and other substantive support for faculty research, scholarship, professional development, continuing education, and active engagement in professional organizations.
Encourage, educate, and empower departments to develop evaluation metrics for academic excellence, student engagement, and faculty and staff professional development.

Goal 2. Develop and implement recruitment, retention, and graduation strategies for all students. Meet this goal by encouraging a culture of collaboration and innovation across and within academic and non-academic departments.

Goal 2 Objectives

Identify, enhance, and expand partnerships to increase and sustain enrollment among all student populations.
Enhance and sustain retention by continually assessing student support needs, both academic and non-academic.
Clearly communicate graduation requirements to all students, and ensure students are provided effective academic guidance and course options for on-time graduation.
Encourage a data-driven culture that measures and monitors enrollment, retention, and graduation rates through the effective use of human capital and technology.

Goal 3. University Culture, Climate, and Accountability: Create, communicate, and sustain an inclusive and welcoming  university climate. Foster an institution that is ethically and socially responsible. 

Goal 3 Objectives

Enhance and develop excellent customer service to students, staff, and other stakeholders.
Enhance and build an effective branding and marketing of CSU that recognizes distinctive programs.
Develop and implement processes that encourage and promote shared governance.
Create a process that enhances and encourages a professional, cordial, and safe work environment.
Access to professional development and training to improve employee satisfaction and performance.
Establish proactive procedures and effective tools to resolve disputes affecting university morale and climate.
Provide staff with access to all CSU compliance policies and procedures and establish an accountability system to ensure adherence to laws, regulations, and policies.

Goal 4. Strengthened Infrastructure: Improve and maintain the physical, technological and operational infrastructures that support all functions of the University.

Goal 4 Objectives

Enhance and maintain a modernized physical and virtual campus that supports teaching, learning, scholarship, and creative activities.
Implement a systematic plan to evaluate and improve the campus facilities and space.
Implement a systematic plan to evaluate and improve the distance learning and information technology capabilities of the University.
Evaluate and promote the quality and safety of the campus community
Ensure CSU complies with ADA, OSHA, and other required building and facilities standards regarding campus infrastructure.

Goal 5. Cost Efficiencies and Diverse Revenue Streams: Ensure the University has the resources to support the academic mission and student experience.

Goal 5 Objectives

Develop and implement a financial plan that increases revenues through diverse avenues while enhancing the effectiveness of operations to enable the University to fulfill its mission.
Create a culture that encourages and inspires fundraising, generosity, and stewardship among all CSU stakeholders.
Provide opportunities for the University community to develop and enhance their financial knowledge and abilities to effectively implement a financial strategy.
Enhance student support, knowledge, and expertise through strong academic partnerships with private and corporate entities.
Integrate the University's strategic goals with the distribution of financial resources during the budget allocation process, ensuring that funds are allocated effectively to achieve key objectives and priorities.

Goal 6. Community Service, Urban Leadership, and Economic Engagement: Create and enhance mutual partnerships while supporting our local community through service, urban leadership, and economic development activities.

Goal 6 Objectives

Continuously serving and benefiting our local community through university-wide volunteer outreach efforts made by our employees and our students.
Engage community leaders in their efforts to promote equity, educational and economic opportunities.
Build and enhance mutually beneficial partnerships with local organizations to increase educational outcomes, improve health and well-being, and address disparity issues to entities
Involve the external community in the University's workforce development initiatives by fostering partnerships with industry leaders, local businesses, and community organizations. Leverage these collaborations to provide students with experiential learning opportunities, mentorship programs, internships, and career pathways that align with market needs and economic growth.

Implementation Plan - Draft May 23, 2025

Goal 1

Objective	Metrics	Entity/Individual with Primary Responsibility	Implementation Time Frame	Annual Milestones
1.	The number of new academic programs and/or certificates.	Academic Deans, VP Academic Affairs	Annually	Increase 3%
2.	Student and employer surveys, number of internships/externships, number of students obtained gainful employment	Dean of Student Affairs	Annually	Increase 2%
3.	Number of staff who attended professional development activities describing how training improved work processes	CTRE Director, Dean of Student Affairs, Dean of Student Success	Annually	Increase 3%
4.	Allocate funds to support faculty in professional development, research, and scholarship	VP Academic Affairs	Annually	Increase 5%
5.	Identify professional training opportunities for faculty and staff	Academic Deans, Departmental Chairs, AVP Human Resources	Annually	Increase 2%

Goal 2

Objective	Metrics	Entity/Individual with Primary Responsibility	Implementation Time Frame	Annual Milestones
1.	Track trends in student enrollment numbers across different programs and demographics.	VP and AVP Enrollment management	Academic year	Increase 10% enrollment of new undergraduate students Increase 10% enrollment of new graduate students
2.	Measure the percentage of students who return for subsequent semesters/years.  Monitor the percentage of students who graduate within a specific Track the number of students who remain enrolled throughout their program	VP Academic Affairs, Dean of Student Success	Academic year	Increase 3% retention, graduation and persistence rates
3.	Gauge student perceptions of the understanding of the graduation processes and academic advising	VP Academic Affairs, Dean of Student Success	Academic year	Annual report of progress
4.	Develop a Web site that shows percents and trends of enrollment, retention, graduation and persistence rates, and other relevant data	VP Academic Affairs, IER Director VP and AVP Enrollment Management	Academic year	Annual report of progress

Goal 3

Objective	Metrics	Entity/Individual with Primary Responsibility	Implementation Time Frame	Annual Milestones
1.	Percentage of satisfaction on service provided by CSU departments and offices on Customer Satisfaction Surveys	President's Chief of Staff	Annually	Identify baseline assessment of satisfaction and track results through surveys
2.	Percentage of exposure to CSU brand in print and social media venues resulting in increased inquiries to CSU	VP of External Affairs, VP of External Affairs	Annually	Identify baseline levels for Students & Staff and track through surveys
3.	Develop and implement a Process	President's Chief of Staff	Annually	Progress report
4.	Level of satisfaction on work environment on Culture and Climate Survey Turnover rate and employee engagement	AVP of Human Resources	Annually	Identify baseline assessment of Students & staff and track through surveys, exit interviews, and performance reviews
5.	Percentage of administrators, faculty and staff participation in quality professional development and training Evaluations that reflect that professional development and training enhanced participants' ability to perform their role	VP of Academic Affairs, AVP of Human Resources	Annually	Define Scope of Campus Wide Assessment for Staff & Faculty separately
6.	Survey Results: employee satisfaction levels, performance improvement following conflict resolution	AVP of Human Resources	Annually	Identify baseline campus wide assessment for Staff & Faculty and track through surveys
7.	Perform internal audits to assess how well staff adheres to regulatory standards and internal polices	General Counsel	Annually	Identify baseline of compliance regulatory standards for Staff & Faculty separately and track policy violations of non-compliant staff

GOAL 4

Objective	Metrics	Entity/Individual with Primary Responsibility	Implementation Time Frame	Annual Milestones
1.	Survey students annually around several key areas: Academic Challenge, Leaning with Peers, Experiences with Faculty, Campus Environment and Technology needs Survey faculty on research and creative activities needs specific to this goal - physical space and technological infrastructure.	VP of Academic Affairs VP of Administrative Services	Annually (Spring Semester)	Increase based on updates
2.	Space Utilization Efficiency: % of campus spaces are effectively utilized for their intended purpose. Identify and promote spaces in each college/building that can be used for study and collaboration (e.g. needs chairs and outlets) system	VP of Administrative Services	Annually	Increase in updates or renovations
3.	Upgrade IT Infrastructure: Ensure robust, secure, and scalable IT systems to support learning, research, and administration.   Compare current numbers of online and hybrid courses (and number of students enrolled); set targets for enrollment numbers in these modalities; measure enrollment over years	VP of Academic Affairs, VP of Financial Operations	Biannually	Increase in updates or renovations
4.	Engaging campus community with Rave Obtaining Reports and analyzing incident reports Cleanliness/maintenance of bathrooms	Police Chief, VP of Administrative Services	Annually	Examine data to determine ratio of calls for incidents versus crime Analyze Reports on NodaFi
5.	Assessment of the campus to ensure ADA compliance	General Counsel, VP of Administrative Services	Annually	Based on external consultant’s report.

GOAL 5

Objective	Metrics	Entity/Individual with Primary Responsibility	Implementation Time Frame	Annual Milestones
	Increase in new revenue sources Enhancement of operational effectiveness	CFO, President's Chief of Staff	Annually (Fiscal Year)	Increase 5% Annual report of progress
2.	Increase in new revenue sources Enhancement of operational effectiveness	CSU Foundation Director CFO, Chief of Staff	Annually (Fiscal Year)	Increase 5% Annual report of progress
3.	Training for Fiscal Officers on financial process, policies	CFO, AVP of Human Resources	Annually (Fiscal Year)	Annual report of progress
4.	Explore and pursue new opportunities Number of Private and corporate partnerships and student opportunities  Improved student performance in terms of grades and overall learning outcomes	CFO, Budget Director	Annually (Fiscal Year)	Annual reports of progress
5.	Collaboration with stakeholders Review of Fiscal Year Budget request	CFO, Budget Director	Annually (Fiscal Year)	Annual report of progress

Goal 6

Objective	Metrics	Entity/Individual with Primary Responsibility	Implementation Time Frame	Annual Milestones
1.	Student Affairs, External Affairs and Human Resources share collective summary reports of student volunteer activities in the community.	VP of External Affairs, Dean of Student Success, AVP Human Resources	Annually	Annual update report of progress to be shared with Higher Learning Commission.
2.	Quarterly reporting of community events outcomes hosted by Community, Government entities Departments and colleges. Document and track events and Memorandum of understanding for the University.	VP of External Affairs, Director Meetings & Events	Quarterly	Annual update report of progress to be shared with Higher Learning Commission.
3.	The Center for Educational Equity and the Center for Workforce Equity use their charge to address disparities through creating relationships with new partners and deepening existing relationships to meet market and economic needs.	Center for Workforce Equity Director Center for Educational Equity Director	Biannually	Annual update report of progress to be shared with Higher Learning Commission.
4.	The Career Development Center and the Center for Workforce Equity use data-informed solutions to leverage experiential learning initiatives for student career success.	Dean of Student Affairs Center for Workforce Equity Director	Biannually	Annual update report of progress to be shared with Higher Learning Commission.

Input

Input about the SP and status will be most welcome. Please contact Dr. Edmundo Garcia-Solis, Associate Provost of Grants and Research Administration, at egarcia@csu.edu