Public Accountability Report Public Accountability Report

2025 Chicago State University
Mission Statement Chicago State University (CSU) is a public, comprehensive university that provides access to higher education for students with diverse backgrounds and educational needs. The university fosters the intellectual development and success of its student population through a rigorous, positive, and transformative educational experience. CSU is committed to teaching, research, service, and community development including social justice, leadership, and entrepreneurship.
Program Goals and Objectives
  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.
    1. Engage all students in program and campus activities that promote readiness for the workplace, advanced study, and/or research and lifelong learning.
    2. Develop and implement academic curricula and/or experiential experiences that align with workforce demands and the changing higher education landscape.
    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 utilize data and metrics to gauge increases in academic excellence and student engagement.
  2. Student Enrollment, Retention, and Graduation: 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.
    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.
  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.
    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.
    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.
  4. Strengthened Infrastructure: Improve and maintain the physical, technological and operational infrastructures that support all functions of the University.
    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 distance learning and information technology capabilities of the University.
    4. Evaluate and promote the quality and safety of the campus community.
    5. Ensure CSU complies with ADA, OSHA, and other required building and facilities standards regarding campus infrastructure.
  5. Cost-Efficiencies and Diverse Revenue Streams: Ensure the University has the resources to support the academic mission and student experience.
    1. 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.
    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.
    5. 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.
  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.
    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.
    4. 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.
Source of Funds Education Assistance Fund, General Professions Dedicated Fund, Chicago State University Education Improvement Fund Statutory Authority 110 ILCS 660
Fiscal Year 2026 Target/Projected Fiscal Year 2025 Actual Fiscal Year 2025 Target/Projected Fiscal Year 2024 Actual Fiscal Year 2023 Actual
Input Indicators
Total expenditures - all sources (in thousands) $ 90,788.0 $ 118,493.7 $ 96,291.0 $ 107,747.7 $ 98,033.5
Total expenditures - state appropriated funds (in thousands) $ 44,641.6 $ 43,437.7 $ 43,437.7 $ 42,650.8 $ 40,076.9
Average monthly full-time equivalents (a) 577.0 577.0 534.0 534.0 528.0
Total staff - all sources (b) N/A N/A N/A N/A N/A
Total staff - state appropriated funds (b) N/A N/A N/A N/A N/A
Output Indicators
Undergraduate headcount enrollment 1,501 1,501 1,498 1,498 1,457
Total headcount enrollment 2,238 2,238 2,328 2,328 2,325
Percentage: part-time student enrollment 41.00% 41.00% 40.25% 40.25% 39.00%
Baccalaureate degree completions (number) by race/ethnicity: African American, black (c) 174.0 174.0 147.0 147.0 183.0
Baccalaureate degree completions (number) by race/ethnicity: American Indian, Alaskan Native (c) 2.0 2.0 1.0 1.0 0.0
Baccalaureate degree completions (number) by race/ethnicity: Asian (c) 2.0 2.0 0.0 0.0 3.0
Baccalaureate degree completions (number) by race/ethnicity: Hispanic (c) 24.0 24.0 15.0 15.0 32.0
Baccalaureate degree completions (number) by race/ethnicity: Native Hawaiian, other Pacific Islander (c) 0.0 0.0 0.0 0.0 0.0
Baccalaureate degree completions (number) by race/ethnicity: white (c) 8.0 8.0 7.0 7.0 9.0
Baccalaureate degree completions (number) by race/ethnicity: two or more races (c) 2.0 2.0 5.0 5.0 0.0
Baccalaureate degree completions (number) by race/ethnicity: international students (c) 10.0 10.0 17.0 17.0 12.0
Baccalaureate degree completions (number) by race/ethnicity: not indicated (c) 17.0 17.0 12.0 12.0 25.0
Graduate and professional degree completions (number) by race/ethnicity: African American, black (c) 116.0 116.0 125.0 125.0 137.0
Graduate and professional degree completions (number) by race/ethnicity: American Indian, Alaskan Native (c) 0.0 0.0 0.0 0.0 1.0
Graduate and professional degree completions (number) by race/ethnicity: Asian (c) 7.0 7.0 12.0 12.0 6.0
Graduate and professional degree completions (number) by race/ethnicity: Hispanic (c) 12.0 12.0 10.0 10.0 15.0
Graduate and professional degree completions (number) by race/ethnicity: Native Hawaiian, other Pacific Islander (c) 0.0 0.0 0.0 0.0 1.0
Graduate and professional degree completions (number) by race/ethnicity: white (c) 28.0 28.0 22.0 22.0 23.0
Graduate and professional degree completions (number) by race/ethnicity: two or more races (c) 4.0 4.0 7.0 7.0 0.0
Graduate and professional degree completions (number) by race/ethnicity: international students (c) 67.0 67.0 73.0 73.0 45.0
Graduate and professional degree completions (number) by race/ethnicity: not indicated (c) 12.0 12.0 16.0 16.0 13.0
Baccalaureate degree completions (number) by gender: female (c) 169.0 169.0 155.0 155.0 189.0
Baccalaureate degree completions (number) by gender: male (c) 70.0 70.0 49.0 49.0 75.0
Baccalaureate degree completions (number) by gender: not indicated (c) 0.0 0.0 0.0 0.0 0.0
Graduate and professional degree completions (number) by gender: female (c) 164.0 164.0 166.0 166.0 163.0
Graduate and professional degree completions (number) by gender: male (c) 82.0 82.0 99.0 99.0 78.0
Graduate and professional degree completions (number) by gender: not indicated (c) 0.0 0.0 0.0 0.0 0.0
Outcome Indicators
Six-year graduation rate: first-time, full-time students (d) 15.00% 15.00% 15.50% 15.50% 17.00%
Six-year graduation rate: first-time, full-time Pell recipients (d) 13.00% 13.00% 15.56% 15.56% 11.00%
Retention rate: first-time, full-time students (e) 57.00% 57.00% 47.00% 47.00% 55.00%
Retention rate: new transfer cohort (e) 69.00% 69.00% 66.00% 66.00% 71.00%
Percentage of first-time, full-time students who are Illinois residents (f) 70.00% 70.00% 82.20% 82.20% 81.40%
Percentage of graduates, not subsequently enrolled, with stable employment one year after graduation N/A N/A N/A N/A 75.40%
Percentage of graduates, not subsequently enrolled, with stable employment earning 20% more than the typical high school graduate in Illinois one year after graduation N/A N/A N/A N/A 59.90%
Annual number of students completing teacher preparation programs (c) 62.0 62.0 94.0 94.0 82.0
Annual number of students completing nursing programs (c) 12.0 12.0 16.0 16.0 16.0
Annual number of students completing law programs N/A N/A N/A N/A N/A
Annual number of students completing medical programs N/A N/A N/A N/A N/A
Annual number of students completing dentistry programs N/A N/A N/A N/A N/A
Institutional pass rate: National Council Licensure Exam (NCLEX) - nursing (RN) (g) 50.00% 50.00% 81.00% 93.00% 64.00%
Institutional pass rate: Illinois Bar Exam - law N/A N/A N/A N/A N/A
Institutional pass rate: United States Medical Licensing Exam, Step 2 - Clinical Knowledge N/A N/A N/A N/A N/A
Institutional pass rate: Integrated National Dental Board Exam (INDBE) - dentistry N/A N/A N/A N/A N/A
Efficiency/Cost-Effectiveness Indicators
Instructional cost per credit hour: all instructional levels N/A N/A N/A N/A N/A
Percentage of total expenditures (all sources) devoted to Instruction N/A N/A N/A N/A N/A
Percentage of total expenditures (all sources) devoted to Research and Public Service N/A N/A N/A N/A N/A
Percentage of total expenditures (all sources) devoted to Academic and Student Support N/A N/A N/A N/A N/A
Percentage of total expenditures (all sources) devoted to all other programs N/A N/A N/A N/A N/A
Undergraduate degrees and certificates per 100 full-time-equivalent students (based on 30 credit hours) N/A N/A N/A N/A 21.9
Undergraduate tuition and mandatory fees: annual (based on 30 credit hours) (in dollars) $ 15,566.00 $ 15,566.00 $ 15,566.00 $ 15,566.00 $ 13,932.00
Percentage of undergraduate students receiving institutional need-based aid 18.65% 18.65% 2.40% 2.40% 8.00%
Percentage of undergraduate students receiving MAP 51.00% 51.00% 56.50% 56.50% 59.60%
Percentage of undergraduate students receiving Pell 54.00% 54.00% 57.90% 57.90% 55.10%
External Benchmarks
Undergraduate tuition and mandatory fees as a percentage of Illinois median income (h) 19.00% 19.00% 36.03% 36.03% 20.40%
Footnotes
As reported to the IPEDS Human Resources Component. The total number of full-time equivalent staff by employment status and occupational category in Fall 2024. These figures are part of the annual cost study. The Illinois Board of Higher Education is revising cost study instructions, so we wish to omit these figures until we have received instruction on how to reliably calculate these figures. Fiscal year 2024 data provided to the Illinois Board of Higher Education. Based on the students from the incoming cohort in Fall 2019 having graduated by AY2025. Based on the incoming student cohorts in Fall 2023 returning Fall 2024. Based on the incoming cohorts in Fall 2024. Publicly posted NCLEX pass rates for Illinois institutions of higher education can be found at: https://nursing.illinois.gov/. The 2024 pass rate for CSU was used for fiscal year 2025, and the 2023 pass rate was updated for fiscal year 2024 based on the same source. Possible reasons for a large variance between fiscal year 2024 and fiscal year 2025 include staff turnover within the College of Health Sciences and that, in prior years, CSU required students to pass the NCLEX exam before graduating - this is no longer a requirement for graduation. The Illinois median household income (in dollars) as of the 2023 Five-Year American Community Survey is $81,702. This information can be found at: https://data.census.gov/table?t=Income+and+Poverty&g=040XX00US17&d=ACS+5-Year+Estimates+Data+Profiles.

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