2025-2030 Strategic Planning Process

South Suburban College (SSC) engaged in a comprehensive and collaborative strategic planning process that involved all stakeholders of our community: faculty, staff, students, alumni, community representatives, business/industry partners, and friends of the College.

Our goal was to collectively shape and articulate a shared vision of SSC’s future and to make that vision a reality through the identification of key strategic directions and key performance outcomes tied to actionable plans. This website will serve as a common point of reference to access and gain information about our strategic plan.

SSC’s objective was to provide a strategic planning process that was collaborative, inclusive, and transparent. The Institution created opportunities for listening and inclusive engagement. The College deployed a series of surveys to gather thoughts and opinions about the various functions of the college. SSC also held a Community Breakfast Forum, to have a face to face dialogue to supplement the survey data.

These data collections, both quantitative and qualitative, in conjunction with guidance from the SSC Strategic Planning Steering Committee has led to the creation of this new strategic plan.

2025-2030 Strategic Plan

We are pleased to share with you South Suburban College’s 2025-2030 Strategic Plan, our framework to guide the College as it implements the steps necessary to face our many institutional opportunities and challenges.

The institutional goals and expected measurable objectives identified in this plan serve to chart a pathway for the effective pursuit of our college’s mission and its core values.

SSC’s core values are the foundational principles that drive all our activities, and they will foster the commitment necessary to accomplish the strategic directions identified in the strategic plan.

Specific Institutional goals, expected measurable outcomes, accountable leaders, and planning timetables are identified in the Strategic Plan supplemental documents. Reach out to Dr. J.D. Chavez if you have questions.

Our 2025-2030 strategic plan is the blueprint to ensure our future growth and our students’ success.

Our Strategic Priorities

The Board of Trustees were presented with the College’s 2025-2030 Strategic Plan on September 11, 2025.

We invite you to review the full plan and think about how you can support the College and its strategic efforts as we engage in the work of South Suburban College.

Strategic Priority #1: Mission Integration across the entire College community; Nurture each student, employee, and community resident to succeed.

  • 1.0: South Suburban College nurtures and empowers each student and resident to succeed.

Objectives:

  • Improve student success rates.
  • Increase enrollment.
  • Increase student retention, completion, graduation, and transfer rates.
  • Expand and improve support services that promote student well-being, academic persistence, and career readiness.
  • Increase student engagement and satisfaction.

Strategic Priority #2: Community Engagement and Partnerships: Living our MISSION with the community.

  • 2.0: South Suburban College will  enrich the community and enhance the quality of life for its residents. SSC will strengthen and expand external partnerships as well as raise the visibility of the college and improve the understanding and perceived value of educational opportunities; supporting lifelong learning. SSC will expand opportunities and remove access barriers for our students and residents.

Objectives:

  • Develop and implement a strategic marketing and communication plan to promote programs, services, and community engagement opportunities.
  • Expand community engagement and visibility at Campus and Community events.
  • Grow enrollment and student success in CTE programs.
  • Consult with employers and program advising board to align CTE programs with employer needs.
  • Strengthen and increase partnerships with K–12, Higher Education, employers, nonprofits, public agencies, and alumni.
  • Foster an inclusive, accessible campus climate.

Strategic Priority #3: Invest in MISSION CRITICAL Human, Financial, and Physical Resources.

  • 3.0: South Suburban College will ensure the Human, Financial, and Physical resources necessary to support educational programs and promote continuous Institutional efficiency and sustainability.

Objectives:

  • Improve the sustainability, efficiency, and reliability of campus infrastructure and facilities.
  • Strengthen employee recruitment, onboarding, and retention.
  • Expand the visibility of job opportunities through strategic marketing, partnerships, and digital optimization.
  • Enhance campus safety and security.
  • Implement a comprehensive IT strategic plan.
  • Advance data governance and cybersecurity.

Strategic Priority #4: Fully embrace all possibilities of Innovation with our MISSION Critical Resources.

  • 4.0: South Suburban College will enrich the community college experience by seeking out and implementing best practices in innovation for the better use of our combined resources.

Objectives:

  • Continue to foster and reward innovation across the college.
  • Promote the adoption of innovative teaching and learning strategies that reflect students’ diverse needs, lived experiences, and community context.
  • Support and showcase creative programs and initiatives—such as robotics, music, and technology—that engage students and strengthen community ties.
  • Encourage faculty experimentation and professional development through targeted incentives, recognition programs, and opportunities to explore emerging fields such as AI and app development.

Strategic Priority #5: Foster Performance-based culture to inform and ensure continual MISSION Success.

  • 5.0: South Suburban College will cultivate institutional excellence through continuous improvement (Kaizen) and advance a performance-based culture grounded on data-informed decisions.

Objectives:

  • Conduct ongoing, college-wide assessment of student learning outcomes to support continuous improvement in instruction and curriculum.
  • Develop and implement an institutional effectiveness plan that aligns assessment, planning, and resource allocation.
  • Evaluate the viability, sustainability, and effectiveness of academic programs, college operations, and community outreach activities to inform strategic decision-making.
  • Improve the efficiency, reliability, and transparency of internal processes.
  • Expand access to self-service dashboards and institutional research tools that support data-informed planning and evaluation.
  • Increase the production and use of analytical reports to guide institutional effectiveness, support accountability, and inform improvement at all levels.