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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 2019
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

Trend since 2015: Flat

Distance to Target: 14% Points

Completion Strategies:

Integrate Student Support Systems

  • Completed MySuccess platform
  • Began case-management, intrusive advising model

Deploy Strategic Enrollment Management

  • Completed assessment and redesign of student intake process; made recommendations to improve intake for workforce areas

Restructure Financial Awards

  • Implemented SLCC Promise, providing $2 million in aid to students
  • Increased access to SLCC Foundation scholarships
  • Implemented CampusLogic and AwardSpring, enhancing financial aid administration
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

Trend since 2015: Flat

Distance to Target: 20% Points

Transfer Strategies:

Design Guided Pathways

  • Organized programs into areas of study
  • Designed principles to enhance learning and guide students to completion, transfer or employment

Offer Open General Education Certificate

  • The effort to offer an open general education certificate helped save students $5 million, achieving our ‘5 in 5’ goal
  • Widespread adoption of open educational resources has saved students nearly $8 million

Transform General Education

  • Created a more coherent general education program, discontinued confusing requirements and focused more on liberal arts and sciences
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

Trend since 2015: Up

Distance to Target: 6% Points

Workforce Strategies:

Merge SLCC Workforce Organizations

  • New structure has improved relations with local industry, effective internal non-credit to credit articulations and state-wide partnerships

Formed Westpointe Workforce Education and Training Hub

  • Opened a new education and training center with thirteen programs serving nearly 700 students
  • Raised SLCC’s workforce profile among key industry and governmental leaders

Competency-based Education and Prior Learning Assessment

  • Successfully developed twenty competency-based programs and served more than 1,000 students
  • Expanded competency-based education into general education and several programs outside the School of Applied Technology
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


Trend since 2015: Up

Distance to Target: 0.04% Points

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 include Fall End of Term counts, School of Applied Technology and concurrent enrollment students.

Trend since 2015: Down

Distance to Target: 26% Points

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

Trend since 2015: Down

Distance to Target: 3,000 FTE

Sustainability and Capacity Strategies:

Advance Technology and Systems Design

  • Launched and integrated new software and technology-enhanced services
  • Built a data warehouse to enhance reporting and performance dashboard capability

Organize for Cross-college Collaboration

  • Implemented collaborative work team structure advance high-priority initiatives

Respond to “Good Economy” Opportunities and Challenges

  • Revised revenue and enrollment strategies to adjust for a strong economy
  • ‘Right-sized’ the budget to accommodate lower enrollment
  • Launched a comprehensive fundraising campaign on track to raise $40 million by 2023
  • Developed an enrollment strategy to leverage growth in online education and strengthen the P-20 pipeline

Invest in Ourselves through Professional Development and Talent Recruitment

  • Created a new internal organization focused on developing our people and workplace culture
  • In process of designing a comprehensive approach for professional development and the overall employee experience
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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