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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.
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 tens of thousands of students at 12 sites and online throughout the Salt Lake Valley.

In 2016, we launched our strategic plan, setting a vision for how the college will look in 2023 and how successful our students will be. That plan laid out five goals for the college:

  1. Increase student completion
  2. Improve transfer preparation and articulation
  3. Align with and respond to workforce needs
  4. Achieve equity in student participation and completion
  5. Secure institutional sustainability and capacity

Even as we've experienced great success, planning is a continual and dynamic process. Throughout the 2018-2019 academic year, the college planning council reviewed the strategic plan and proposed 10 new strategies to guide college work through 2021. These new strategies were presented and vetted through discussion at three public forums and other college-wide gatherings. After much thoughtful discussion, the draft strategies were revised and edited. The final strategies are presented here.

Our plan continues to answer 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? And how will SLCC contribute to and strengthen the economic and educational wellbeing of the state?

By focusing on students, the plan secures the college's foundational position as a driving factor in the state economy and a leader in the evolving educational landscape.

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

Here's to a bright tomorrow for our students and the communities we serve!

completion graphic

Early indicators suggest completion is trending upward, but in order to achieve our goal of a 40% six-year completion rate, we need to support an additional 1,000 students in finishing their studies at SLCC.

Completion Strategies (2021-2023)

Strategy No. 1: Implement SLCC Pathways

This year, Area of Study (AOS) Design Teams will take the lead in developing their areas of study and their specific programs within the framework of guided pathways reform. AOS teams will be asked to focus on composing program maps and forming area of study councils. AOS Design teams will also continue to develop their proposals from last academic year. Learn More

Strategy No. 2: Deploy strategic course scheduling

Evolve and synthesize scheduling data. Create a Scheduling Handbook - a document that moves beyond our current practice of scheduling "guidelines" to create more clarity and consistency of approach, especially when it comes to following the bell schedule. The handbook should also provide more specific direction on how we schedule emerging sites where we're trying to grow enrollment. Investigate the current process of building the class schedule with the goal of providing a set of recommendations for improvement. Learn More

Strategy No. 3: Expand student employment on campus

On-campus employment is considered a high impact practice, closely associated with positive student outcomes. With this in mind, we seek to expand these opportunities to benefit more students. Learn More

Six-year Completion Rate

Trend since 2015: Up

Distance to Target: 14% Points

Note: The status represents the percent of students who earn a degree or certificate within six years of enrollment, e.g., the 2018 status is based on the fall 2012 cohort. Transfers without earning degrees or certificates are not included.

Explore Completion Metrics Explore Strategic Metrics

transfer graphic

Most SLCC students express an interest in eventually earning a bachelor's degree. We must ensure they are academically prepared for upper-division coursework and that our programs articulate seamlessly. Successful transfers require institutional partnerships. Utah's transfer to bachelor's -completion rate is low and suggests SLCC must assume a broader statewide leadership role.

Transfer Strategies (2021-2023)

Strategy No. 4: Develop 2+2 university partnerships at SLCC for programs that are difficult to enter at U of U

Develop and deliver a plan to support the delivery of select bachelor's degrees from USHE partner institutions at SLCC for students who remain in the Salt Lake Valley. The plan will center on an evaluation of current practices, a strategy for program inclusion, and recommendations to move forward. Learn More

Transfer Conversion Rate

transfer graph

Trend since 2015: Flat

Distance to Target: 19% Points

Note: Transfer preparation and articulation represents the percent of AA/AS/APE graduates who earn a bachelor's degree.

Explore Transfer Metrics Explore Strategic Metrics

workforce graphic

SLCC provides workforce training in two ways. The first is measured among our "credit" and "competency" offerings, which focus on certificate and degree programs. The second is through industry partnerships we develop through specialized training and continuing education. These efforts are sometimes referred to as "noncredit" offerings. Our goal for these programs is that SLCC graduates become the most sought-after candidates for hiring.

Workforce Strategies (2021-2023)

Strategy No. 5: Align and expand technical education and occupational trainings

USHE's restructuring to include technical colleges in its purview provides an opportunity for us to assess our workforce training offerings and better align them with other Utah institutions. We also seek to promote and expand programs leading to high-wage, high-demand jobs. Learn More

Percent of CTE Graduates Earning a Competitive Wage

workforce graph

Trend since 2015: Up

Distance to Target: 6% Points

Note: The competitive wage is a measure of the percent of CTE graduates who earn above the Salt Lake County median wage for those with some college or an associate's degree (about $35,000 in 2015), one year after graduation. The benchmark of 65% is the standard at which SLCC graduates will be considered highly sought after. Wage data is provided by the Utah Department of Workforce Services.

equity head

SLCC will continue to 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 to ensure equitable results in student participation and completion.

SLCC is the most diverse institution of higher education in Utah, but its student population is less diverse than that of Salt Lake County. SLCC actively seeks to equitably represent all populations in enrollment and graduation at a 1:1 ratio, mirroring county demographics. To achieve our participation and completion goals, we will improve equity, inclusion and diversity across the college.

Equity and Completion Strategies (2021-2023)

Strategy No. 6: Emerging Hispanic-Serving Institution

This strategy emerged from a recommendation from the 2020-21 Strategy 10: Close the Completion Gap through Targeted Supports. A primary recommendation in the prior academic year was the need to focus on developing and implementing a formalized plan for SLCC to become a Hispanic-Serving Institution. Because of shifting demographics in our service area, we need to implement practices to better serve our growing Latinx population. In so doing, we may improve outcomes for all students. Learn More

Strategy No. 7: Increase diversity in hiring and employee retention

National research confirms that student success increases when students see their racial, ethnic and/or gender identity reflected in faculty and staff. By scaling the search advocacy model institution-wide our hiring committees will create more inclusive and equitable search processes. Expansion of the diversity fellowship program to include administrators and not only faculty will help provide a more diverse hiring pipeline throughout the College. Learn More

Strategy No. 8: Engage communities

Develop recommendations that integrate various community engagement and community relations initiatives; align research and practice with the college mission and community-identified outcomes. Identify current engagement and outreach with communities, formalize shared goals and strategy, and make recommendations about SLCC structures and resources that will result in better coordinated and sustained relationships. Learn More

Participation Ratio


Opportunity Gap in Completion


Trend since 2015: Up

Distance to Target: 0.06% Points

Note: SLCC measures enrollment equity through a Student of Color participation ratio. If the college has an equal proportion of Populations of Color as that of 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 metric will be updated in February

Trend since 2015: Up

Distance to Target: 20% Points

Note: The opportunity gap in completion measures the difference between completion rates for Students of Color and their white peers. The completion rate for Students of Color has climbed from 15% in 2011 to 20% in 2017, and the completion rate for white students climbed from 19% to 24% over the same period.


SLCC is a fiscally healthy and vibrant institution. Student enrollment for the past 20 years has followed economic trends. While enrollment patterns have not changed significantly, rapidly changing technology, increased pressure around accountability and efficiency, and changing demographics must be addressed. The demands of a knowledge economy have strained our capacity to accomplish goals.

Institutional Sustainability and Capacity Strategies (2021-2023)

Strategy No. 9: Increase college participation

Salt Lake County participation in the public system of higher education has been decreasing for several years. This is due mostly to historically low unemployment rates, rising wages, shifting demographics, and the increased competition from non-traditional educational providers (e.g., Western Governor's University). SLCC must develop a strategy to strengthen the college-going pipeline in Salt Lake County, re-engage former students, and strengthen our outreach to older, non-traditional learners. Learn More

Strategy No. 10: Strengthen instructional program review with a focus on student learning, student achievement, and program sustainability

Strengthen instructional program review with a focus on student learning, student achievement, and program sustainability Streamline the instructional program review process to minimize confusion and duplication. Strengthen and expand processes to address the NWCCU evaluators' concerns. Ensure assessment data guides curricular and pedagogical improvement at the program level. Learn More

Annualized Budget Related FTE Enrollment

sustainability graph

Trend since 2015: Down

Distance to Target: 3,731 FTE

Note: The annualized budget-related FTE (full-time equivalent) count measures college revenue from student enrollment. FTE enrollment is calculated by dividing the total number of credit hours by 15.

Explore Strategic Metrics

implementation graphic


These 10 strategies represent the strategic work for SLCC over the next two to three years.

Track Strategy Work

Priority Areas

We continue to have functional area work that needs support and are prioritized by the College Planning Council. While no longer included as primary college strategies, leaders in the following areas will share their progress with the College Planning Council in an annual report.

  • Scale student analytics
  • Deploy online education strategically for completion
  • Establish and formalize a system for junior-status program articulation
  • Workplace and academic culture: embrace equity-mindedness and inclusive practices

Completed and Further Work Delegated Back to Functional Area

Several strategies from years past have been marked as completed or integrated back into standard work flows. This work continues, but is no longer closely tracked by College Planning Council.

  • Strategically develop competency-based education (CBE)
  • Increase the number of awards in high-wage, high-demand programs
  • Explore a scalable model for prior learning assessment (PLA)
  • Mature processes to improve productivity and data-informed decision-making
  • Grow alternative revenue services
  • Optimize space utilization
  • Invest in our people and workplace culture