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Strategic Planning Committee - 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

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.

The SPC

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
Goal 1: Academic Excellence, Innovation, and Student Transformation	Institutional Effectiveness and Research	Jane Stout
	College of Arts and Science	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 and Graduation	Enrollment Management	Oscar Rodriguez - Chair
	Institutional Effectiveness and Research	Jane Stout
	Faculty Senate	Jubilee Dickson
	Student Success	Antwone Cameron
	College of Arts and Science	Chi Young Oh
	Financial Aid	Rhonda Smith
	Athletics	Tara Davenport
Goal 3: University Culture, Climate and Accountability	Legal Affairs	Maya Moore
	Faculty Union	Lionel Kimble
	HR	Traci Nickson - Chair
	College of Arts and Science	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
	Information and Technology Department	Donna R. Hart - Co-Chair
	College of Arts and Science	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
	Financial Aid	Rhonda Smith
Goal 6: Community Service, Urban Leadership and Economic Engagement	External Affairs	Stephany Spaulding - Chair
	Library	April Hummons
	CAS	Molly McDonough
	Education	Kimberly Garrett
	Office of the President	Jimell Byrd-Reno
	Continuing	Patrice Boyles

Developing the Strategic Plan (SP)

1. 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.

2. Enviromental Scanning and Data Analysis

To inform effective strategy, we conduct a environmental scam, analyzing internal and external data. This includes the assessment of CSU’s strengths, weakness, opportunities, and threats (SWOT) as well as trends in higher education, economic conditions, and community needs. By leveraging data, we identify keys areas of improvement and competitive advantages.

3. Stakeholder Engagement and Input

Engaging diverse stakeholders—including faculty, staff, students, alums, 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.

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

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.

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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.

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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.

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December 2024

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.

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Strategic Plan 2025 – Objectives and Goals. Draft 1 November 18, 2024

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

1. Develop and implement academic curricula and/or experiential experiences thatalign with workforce demands and the changing higher education landscape.

2. Engage all students in program and campus activities that promote readiness for the workplace, advanced study, and/or research and lifelong learning. 
3. Advance professional development activities for staff
4. Implement and sustain financial, structural, and other substantive support for faculty research, scholarship, professional development, continuing education, and active engagement in professional organizations.
5. 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

1. Identify, enhance, and expand partnerships to increase and sustain enrollment among all student populations.
2. Enhance and sustain retention by continually assessing student support needs, both academic and non-academic.
3. Clearly communicate graduation requirements to all students, and ensure students are provided effective academic guidance and course options for on-time graduation.
4. 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

1. Enhance and develop excellent customer service to students, staff, and other stakeholders. 
2. Enhance and build an effective branding and marketing of CSU that recognizes distinctive programs and 
3. Develop and implement processes that encourage and promote shared governance.
4. Create a process that enhances and encourages a professional, cordial, and safe work environment.
5. Access to professional development and training to improve employee satisfaction and performance.

6. Establish proactive procedures and effective tools to resolve disputes affecting university morale and climate.
7. 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

1. Enhance and maintain a modernized physical and virtual campus that supports teaching, learning, scholarship, and creative activities 
2. Implement a systematic plan to evaluate and improve the campus facilities and space 
3. Implement a systematic plan to evaluate and improve the distance learning and information technology capabilities of the University
4. Evaluate and promote the quality and safety of the campus community
5. Ensure we are in ADA compliance

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

1. Develop and implement a financial plan that increases revenues through diverse avenues while enhancing the effectiveness of operations to enable the University to fulfil its mission
2. Create a culture that encourages and inspires fundraising, generosity, and stewardship among all CSU stakeholders.
3. Provide opportunities for the University community to develop and enhance their financial knowledge and abilities to effectively implement a financial strategy
4. Enhance student support, knowledge, and expertise through strong academic partnerships with private and corporate entities

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

1. Continuously serving and benefiting our local community through university-wide volunteer outreach efforts made by our employees and our students.
2. Engage community leaders in their efforts to promote equity, educational and economic opportunities. 

3. Build and enhance mutually beneficial partnerships with local organizations to increase educational outcomes, improve health and well-being, and address disparity issues to entities.

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