We empower each student with a personalized path to success through comprehensive education, advanced technical training, and the confidence to create a thriving future.
As Utah’s rural community college, Snow College envisions a future defined by purposeful growth, personalized education, and strong community and industry alignment. Over the next three to five years, the College will work to ensure sustainable increases in enrollment, retention, completion, and graduation by delivering a student experience rooted in personal connection, affordability, and access.
Through strengthened general education, advanced technical training, and student-led enterprise opportunities, Snow will develop students’ durable skills in communication, leadership, and problem-solving, empowering them for success in any path they pursue.
Recognizing the diverse needs of adult learners, the College will expand flexible learning options to support lifelong learning and career advancement. To prepare students for the evolving workforce, Snow College will embed early certificate options, real-world experience, and AI readiness into its programs, aligning offerings with regional job demands and creating strategic partnerships across industry and within the Utah System of Higher Education.
Snow College embraces continuous improvement and will prioritize operational efficiency and effectiveness by aligning budgets with strategic goals, providing leadership development for employees, and implementing systems to measure impact, ensuring every initiative advances the College’s mission to transform lives and fuel regional prosperity.
Snow College will continue to be a place where students find themselves as it aspires to help students graduate debt-free, gain resume-worthy experience, and develop a plan for the future.
Ensure positive and sustainable growth in ENROLLMENT through effective, data-driven
recruitment and retention strategies
Empower students with durable skills and WORKFORCE READINESS
Strengthen institutional capacity and OPERATIONAL EXCELLENCE
This report highlights what happened in Year 1 and outlines next steps for Year 2.
Major deliverable accomplished
Meaningful progress; work continues
Learning led to a revised purpose or structure
New work being established
| TASK FORCE | STATUS | YEAR ONE STORY | NEXT STEP |
|---|---|---|---|
| Comprehensive Recruitment | EVOLVING | Provided coordination among recruitment-focused task forces, supporting alignment, communication, and momentum | Formal task force concludes; coordination meetings continue |
| General & Rural Recruitment | ADVANCING | Developed a Fall 2026 recruitment strategy with a 3% regional growth objective and new rural and housing scholarship initiatives | Implement and measure the recruitment plan; update chair and membership |
| Underserved Student Recruitment | ADVANCING | Connected with approximately 230 prospective students; assisted 45 new students; received 64 scholarship applications/renewals; hosted approximately 800 students at the Latinos in Action Conference | Continue targeted outreach |
| Technical Education & Industry Recruitment | ADVANCING | Expanded outreach, scholarships, marketing, industry alignment, micro-credential work, and completed a Skills Gap Analysis | Continue Fall 2026 enrollment and industry initiatives |
| TechConnect Recruitment | ADVANCING | Advanced technical-college partnerships, targeted outreach, internal awareness, and a longer-term pathway strategy | Continue implementation with TechConnect 2.0 providing GE to tech colleges |
| Alumni Legacy Student Recruitment | EVOLVING | Secured a $30,000 annual Alumni Council endowment commitment, expanded legacy tracking, and launched Bowling with Bob | Rename as Alumni Recruitment Task Force and broaden the charge to general alumni recruitment strategies |
| Out-of-State Recruitment | ADVANCING | Established a designated nonresident counselor, targeted college-fair participation, digital campaigns, and scholarship incentives | Continue implementation |
| Recruitment Marketing | ADVANCING | Launched the No Place Like Snow campaign across digital, email, direct mail, commercials, billboards, and media appearances | Continue targeted recruitment and brand-awareness efforts |
| Program-Specific Marketing | ACHIEVED | Established a sustainable institutional process for identifying programs needing targeted marketing support | Task force concludes; work transitions to existing institutional roles and processes |
| Concurrent Enrollment Matriculation | ADVANCING | Reviewed strategy to strengthen the pathway from CE to matriculation | Increase percentage of CE students who enroll at Snow College after high school |
| Student Success & Retention | ADVANCING | Identified four major barriers and advanced policy/process changes, peer mentoring, first year experience, orientation, and GNST 1010 improvements | Assess results and continue implementation in 2026-27 |
| Nephi Catalyst Center | ACHIEVED | Developed a $21.5 million shared-facility proposal with Juab School District; the partnership received a $142,500 planning grant | Task force concludes; project advances to the next planning and funding phase |
| Non-Traditional Learner | EVOLVING | Completed research and gap analysis identifying barriers in scheduling, onboarding, advising, financial aid, online quality, and belonging | Initial task force concludes; findings move into implementation-focused work |
| Adult Learner | LAUNCHING | Carries forward the next phase of work identified through the non-traditional learner gap analysis | Develop appropriate programs, scheduling flexibility, and stronger online quality |
| Some College, No Degree | LAUNCHING | New priority focused on re-engaging learners who attended college but did not complete a degree | Establish key re-engagement and completion strategies |
| TASK FORCE | STATUS | YEAR ONE STORY | NEXT STEP |
|---|---|---|---|
| Skills-Based General Education | ADVANCING | Researched best practices, provided faculty training, agreed upon a skills-based GE framework centered on eight essential capabilities for graduates | Embed and assess BADGER READY across college, pilot Soft Serv in Fall 2026; conduct the CLA+ post-assessment in Spring 2027 |
| Student Enterprise & Applied Learning | ADVANCING | Researched Work College and student-led enterprise models, established proposed outcomes, gathered feedback, and identified a student-run marketing agency as the likely first enterprise | Develop and launch the initial student-led enterprise model |
| Workforce Ready Programs & Credentials | ADVANCING | Identified 70 four- and five-star career/program opportunities and developed a rubric for evaluating future program development | Share research and KPIs; determine whether task force work is complete |
| Student Work Experience | ADVANCING | Developed a framework for internships and apprenticeships, including a centralized Student Jobs concept, standardized protocols, and a three-year plan | Implement the framework, strengthen partnerships, and measure internship participation |
| AI Collegewide Integration | EVOLVING | Moved from policy drafting to secure campus use: policies approved, license workflow and training launched, 206 ChatGPT EDU licenses provisioned, BadgerAdvance AI integration implemented, and regional computing collaboration underway | Merge with classroom and operational AI efforts into one AI Task Force under Goal 3 |
| AI in the Classroom | EVOLVING | Developed AI policies #412 and #231, introductory AI courses for 2026, and faculty support through the AI Faculty Fellow and development opportunities | Primary mission complete; shift from faculty training to teaching students best AI practices |
| TASK FORCE | STATUS | YEAR ONE STORY | NEXT STEP |
|---|---|---|---|
| Budget & Continuous Improvement | ADVANCING | Developed a metric-based scorecard approach, KPI submission process, and Operational Excellence Survey | Prioritize survey findings and use recommendations to inform budget and operational decisions |
| Leadership & Employee Development | ADVANCING | Refined the employee educational attainment model and application tool and developed a Founder's Day-aligned gratitude initiative | Continue with revised membership |
| Program Health | ADVANCING | Selected six annual program-health KPIs and drafted the Program Health Dashboard | Implement the dashboard and annual assessment process |
| Tech Ed Tuition Differential | ACHIEVED | Developed a preliminary scholarship process, identified system and sustainability concerns, created two mixed-credit tuition calculators, and prepared communication and program-map recommendations | Task force concludes; leadership determines future implementation and time frames |
| AI Operational | EVOLVING | Demonstrated operational value through HR automation, trained 75 employees, and began scoping additional use cases in Finance and Student Affairs | Transition operational AI initiatives into the consolidated AI Task Force while continuing to identify and implement high-impact opportunities for efficiency across college operations |
Rooted in tradition and focused on the future, our values shape how we teach, serve, and lead.
We prepare students for what’s next with career-connected programs, practical credentials, and durable life skills like communication, leadership, and problem-solving. Snow College equips students to succeed in an ever-changing world and lead fulfilling lives.
Our students learn by doing through hands-on experiences, personal mentoring, and active learning that connects them to real skills and real people. Faculty and staff foster meaningful relationships that deepen learning and build confidence.
Rooted in our historic legacy, we find smart, caring, and community-driven solutions to meet the needs of every student, every challenge, and every employee. Our people go the extra mile because they care, and the college is equally committed to supporting their growth, valuing their contributions, and building a culture of shared success.
We know our students by name and support their unique goals through individualized attention, flexible pathways, and a caring campus community. Every experience is designed to meet students where they are and help them discover who they can become.
We are committed to keeping education within reach and affordable for all, helping students graduate with little or no debt and a strong return on their investment. Our approach to open admissions, pricing, and support reflects our commitment to making college accessible for all students.
How We Treat One Another as Colleagues and Professionals
At Snow College, leadership is more than a title — it’s a responsibility to model the culture we expect throughout the organization. As leaders, we commit to the following behavior norms that support trust, alignment, and a high-performance environment:
By modeling these behaviors, we strengthen a workplace culture that reflects our mission, our values, and the way we want to treat one another.
These expectations apply to all of us, regardless of our role, and our shared commitment to them will help us maintain and even improve the amazing work culture we have built at Snow. When we engage with clarity, respect, and accountability, we create a community where people feel trusted, supported, and proud to belong.
