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Strategic Plan

Your Community College

SLCC Strategic Plan 2016-2023


Salt Lake Community College will be a model for inclusive and transformative education, strengthening the communities we serve through the success of our students.


Salt Lake Community College is your community college. We engage and support students in educational pathways leading to successful transfer and meaningful employment.

Mission Core Themes


Collaboration We believe we're better when we work together. Community We partner with our community in the transformative, public good of educating students. Inclusivity We seek to cultivate an environment of respect and empathy, advanced by diverse cultures and perspectives. Integrity We do the right things for the right reasons. Innovation We value fresh thinking and encourage the energy of new ideas and initiatives. Learning We learn as a college by building outstanding educational experiences for students and by supporting faculty and staff in their professional development. Trust We build trust by working together in good faith and goodwill to fulfill the College's mission. Download Strategic Plan (PDF) Performance Update Spring 2018
students at school


President Huftalin
SALT LAKE COMMUNITY COLLEGE will celebrate its 75th anniversary in fall 2023. This milestone is a testament to past accomplishments and a catalyst for transforming the College in the future. We've come a long way since our founding as a small technical college in 1948. We now serve more than 61,000 students at 10 sites throughout the Salt Lake Valley.

Our plan answers fundamental questions. What are the primary needs of students today and in the future? How do we craft the best possible learning experiences to meet their needs?

By focusing on students, the plan positions the College as a foundational player in the community, a driving factor in the state economy and a leader in the evolving educational landscape.

We must move forward in areas such as access, completion and equity, and collectively make progress on the goals we've set:

  • Increase student completion
  • Improve transfer preparation and pathways
  • Align with and respond to workforce needs
  • Achieve equity in student participation and completion
  • Secure institutional sustainability and capacity

What will the College look like in 2023 and how successful will our students be? It's up to us, and we invite you to bring your energies, talents and resources to our plan for SLCC's future.

completion graphic

Our strategies address challenges of career and program planning; the cost of college; and persistence toward educational goals. We pledge to enhance the student experience and support students from when they start at SLCC until they earn their degree or certificate.

Our strategies

  • Integrate student support systems
  • Restructure financial awards
  • Deploy Strategic enrollment management

completion trend
Note: The college follows the American Associate of Community Colleges (AACC) completion rate methodology. The rate represents the percentage of students who earn any board-approved education credential (degree or certificate) within six years of enrollment. The rate year represents the year the rate is calculated (e.g., the 2017 rate is based on the fall 2011 cohort). Transfer without an award is not included
transfer graphic

We'll help more SLCC graduates earn bachelor's degrees. Our transfer strategies focus on improving quality, affordability and the alignment of SLCC's transfer programs.

Our strategies

  • Design guided pathways
  • Transform general education
  • Offer open general education certificate

transfer graph

transfer trend
Note: The Aspen Institute has pioneered the use of the transfer conversion measure as a community college performance metric. The majority of community college students (including SLCC) say their ultimate goal is a bachelors degree. High performing community colleges have well-designed curriculum to prepare students both academically and with transferable credits. The transfer conversion rate is a holistic measure of the college’s ability to do this. It measures the percent of AA/AS students who convert their associate degree into a bachelors degree within four years.
workforce graphic

We'll partner with business and industry to create Career and Technical Education pathways for students to accelerate through programs designed for high-demand, high-wage employment. This will position SLCC as the magnet for Salt Lake County industries looking for highly skilled, talented workers and for students seeking job-ready training.

Our strategies

  • Merge SLCC workforce organizations
  • Form Westpointe workforce education and training hub
  • Pioneer competency-based education and prior learning assessment

workforce graph

workforce trend
Note: The competitive wage rate measures the percentage of CTE graduates (both certificate and degree) who earn a wage above the Salt Lake County median wage for those with some college or an associates degree (approximately $35,000 in 2015) one year after graduation. The rate year is the year the wage was earned (e.g., the 2016 rate is for the 2015 CTE graduating cohort). The benchmark of 65% is set as a standard that SLCC CTE graduates will need to be highly sought after. We will know we have achieved our goal when employers seek out SLCC students above other candidates and are willing to pay them slightly more. Students who transfer or continue at SLCC after the CTE award are excluded from the calculations. Wage data is provided from the Utah Department of Workforce Services and had roughly 90% coverage. The 2016 rate is still partial because the full two years have not yet passed for portions of the 2015 CTE cohort.
equity head

SLCC will become more inclusive in our services, curriculum and hiring. Our shared values will ensure transformative educational experiences for the diverse communities we serve. Our strategies connect access with success for all students to achieve equity in student participation and completion.

Our strategies

  • Deepen culture of equity and inclusion
  • Reflect community: faculty and staff hiring
  • Reflect community: student recruitment and support


equity participation trend Note: SLCC measures enrollment equity through a minority student participation ratio. If the college has an equal proportion of minority populations as the surrounding community, the ratio equals 1:1. If the college student body is more diverse, the ratio rises above one and if the student body is less diverse the ratio falls below one. This allows the college to accurately measure how accessible it is to underrepresented populations. Data includes Fall End of Term counts, School of Applied Technology and concurrent enrollment students.

equity completion trend Note: The achievement gap measures the difference between completion rates for minority students and their white peers. At SLCC, minority students complete at a significantly lower rate than white students. While completion rates for both populations have been increasing (the minority completion rate has climbed from 15% in 2011 to 20% in 2017 and the white student completion rate climbed from 19% to 24% over the same period), the gap between the two populations has varied. In 2013 the rate was only a -6.5% difference, but then fell to below -20% in 2016. This past year saw the model rebound to -18%. This means that on average, minority students are about 15% less likely than their white peers to complete an award at SLCC.

SLCC is more than financial and physical resources. Our strength comes from people and we will develop and attract the best. We will thrive through innovation, diversification, systems thinking and advanced technology.

Our strategies

  • Advance technology and systems design
  • Organize for cross-college collaboration
  • respond to "good economy" opportunities and challenges
  • Invest in ourselves through professional development and talent recruitment

sustainability graph

sustainability trend Note: The annualized budget-related FTE count is a budgetary measure of college revenue from student enrollment. FTE is a credit hour measure, meaning “full-time equivalent.” It is calculated by dividing the total number of credit hours by 15. Annualizing is the process of averaging the FTE across the academic year. This means that across fall and spring semesters in 2015, the college averaged an FTE enrollment of 16,158.
implementation graphic


Strategy work will be coordinated through a new implementation structure briefly described below.

The College Planning Council (CPC) oversees general strategy implementation and commissions specific cross-college work teams to advance strategic projects. The CPC prioritizes and guides the institution through change initiatives.

Track CPC Work

The College Coordinating Council (CCC) coordinates strategy implementation at a tactical/operational level among senior and mid-level leadership. They provide input and support in drafting procedures / policy / budget requests.

Track CCC Work

Collaborative Work Teams (CWT) are the cross-college teams charged by the CPC to recommend and implement big institutional change initiatives. The work of these teams will culminate in operational changes including new college procedures, systems and policy.

There are currently four CWTs each listed below:

SLCC Pathways Phase II
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Strategic Enrollment Management
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Community Engagement as a Cultural Norm
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Equity-minded Practitioner
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