One Purpose, Four Goals
The purpose of Reinvention has always been to drive greater degree attainment, job placement, and career advancement. We must ensure our students are prepared to move into higher education and that they have the skills for jobs in the 21st century. We believe there is no other institution better positioned to become an economic engine for the City of Chicago.
The four core goals of Reinvention have remained the same since the initiative’s inception in late 2010:
- Increase the number of students earning college credentials of economic value
- Increase the rate of transfer to Bachelor’s degree programs following CCC graduation
- Drastically improve outcomes for students needing remediation
- Increase number and share of ABE/GED/ESL students who advance to and succeed in college-level courses
Reforms implemented through Reinvention have delivered major progress towards these goals. For instance, City Colleges’ graduation rate has improved, more students are earning certificates and degrees each year, and more adult education students are moving into college-level courses.
Reinvention7 promises to accelerate this progress. College-based task forces launched in April 2013 are working to ensure each and every City Colleges student has a clear path through the institution and receives detailed guidance to complete their programs, maximizing their time and resources, and then move on to further college or careers.
Throughout the rest of 2013, task forces at the seven colleges will be:
They will work with faculty, staff and students at their colleges to ensure all students have a clear path and the supports to succeed. At the same time, members of the Reinvention team at district office will work concurrently and collaboratively with the new teams to nurture a student-focused culture across the system. (Students, faculty and staff members can apply to join a Reinvention task force here.)
- Providing clear course pathways for 16 career and academic clusters (e.g., “Information Technology,” “Humanities and Fine Arts”)
- Developing stackable credentials within each cluster (e.g., basic and advanced certificates)
- Creating semester-by-semester maps that allow whole-program enrollment and block scheduling to help students move swiftly toward completion
Progress on Six Fronts
From the beginning, Reinvention has focused its efforts into six areas. Here’s a brief overview highlighting successes. Additional details are available through the links.
Dual Credit program created: 15 CPS high schools now offer students chance to earn college credit
Dual Enrollment program expanded: the number of juniors and seniors taking CCC courses on campus has more than doubled since Spring 2011
5 Early College STEM High Schools opened in Fall 2012, with curricular support from CCC staff and faculty
- Dozens of new GED/ESL instruction off-sites created to reach high-need underserved neighborhoods
- Gateway to City Colleges program expanded to all colleges offering adult education
- Bridge programs expanded to five colleges, focusing on College to Career industries
- Transition specialists have been hired at all colleges offering adult education
- College to Careers initiative launched to align CCC occupational programs to demand in six growing industries in the region
- Dozens of companies have partnered with CCC to help enhance curricula, consult on new facilities, and offer students first pass at internships and job interviews
- New transfer agreements between 13 different institutions and City Colleges since the start of 2010
- Transfer Resource Centers now serve students at all seven colleges
- Full-time transfer specialists staff these Centers
- Additional college advisors hired to cut student to advisor ratio in half
- GradesFirst early alert and appointment management system launched to help identify at-risk students and target them for faculty and staff support.
- Registration enhancements resulting in significant increase in student satisfaction
- Wellness Centers established at all seven colleges
|Efficiency & Effectiveness
- New Business Intelligence system to launch in 2013, enabling broad staff and faculty access to student data, enabling more evidence-based decision-making
- Tenure process revised to improve credential, performance, and professional development guidelines
- Staff performance management system implemented to enable goal setting and more targeted professional development
- Procurement process improvements helped to save $41 million in operations costs between 2010 and 2012