Academic Affairs Office of the Executive Vice President

*If you cannot access project documents, please contact Greg Kratz for assistance.

Advancing Honors:
Innovating in the Honors College

Elevating the Honors College to a top-tier status will significantly contribute to the University of Utah’s reputation, attract exceptional students and faculty and enhance our research and educational outcomes. This project represents a critical step towards achieving these objectives by leveraging comparative insights and stakeholder perspectives to craft a robust strategy for excellence and innovation in the Honors College. The Academic Affairs Taskforce was tasked with undertaking a comprehensive analysis with the Honors College to formulate strategic recommendations for elevating the performance of the Honors College to the level of nationally recognized Honors colleges. The institutional goal is to have 10% of each class of admitted undergraduates participating in and graduating from the Honors College.

Project Purpose

Goals and current state:

• Honors population equal to 10% of student body per cohort
  • Currently: 9%
• Honors is charged with advancing the class profile each year
  • Currently: The U Honors student profile is significantly higher than the general U undergraduate profile, and Honors students are disproportionately high-achieving while at the U.
• Honors cohort leads four- and six-year graduation rates
  • Currently: Honors leads the U, but at an 80% six-year graduation rate (unadjusted)
• Honors cohort leads benchmark universities in honors degree completions
  • Currently: U Honors has a 32% completion rate, which is below national averages (50%-60%) and aspirational peers (80%).

Objectives of Phase 1

• • Evaluate the Current Structure and Operating Model: Assess the foundational elements of the current model for Honors, including administrative structure, operational processes, (dis)incentives and enrollment criteria, budget and faculty.
  • Analyze Outcomes: Measure the effectiveness of the current model in terms of student outcomes, academic unit participation, faculty engagement and contributions to the university's overarching goals.
  • Conduct Comparative Analysis: Compare and contrast the current model and outcomes for the U’s Honors College with those at peer institutions, focusing on those ranked in the top 25 nationally. This analysis will identify best practices and innovative strategies that contribute to their high standings.
  • Develop Recommendations: Based on the findings, develop a set of targeted recommendations aimed at enhancing the stature, operational academic efficiency and outcomes of the Honors College.

Expected Outcomes: Phase 1

• A detailed report comparing the U’s Honors College with peer institutions, highlighting strengths, weaknesses, opportunities and threats in regard to the three strategic orientations.
• A set of practical, evidence-based recommendations for restructuring, if necessary, and optimizing the operating model of the Honors College.
• A strategic blueprint to achieve top 10 status, addressing key areas such as student recruitment and retention, faculty engagement, curriculum innovation and research excellence.

Objectives of Phase 2

• Implement the identified strategic changes from the Phase 1 report around
  • partnerships with academic colleges and degree programs,
  • internal organization of Honors programming to support Honors completion and
  • maintenance and expansion of partnerships with enrollment management.

Expected Outcomes: Phase 2

• A revised organization for the Honors College that better meets the needs of Honors students, especially around supports for Honors completion.
• Opportunities for students that connect Honors completion to their degree programs and desired post-baccalaureate goals.
• Appropriate staffing and support structures within the Honors College that also align with academic partners to promote student success.

Project Timeline and Actions

AY 2023-2024

Restructured the Honors core curriculum. Began implementation of Learning Communities within the Honors College. Soliciting from all academic units a clear, systematically and consistently structured description of acceptable thesis projects and ideal steps to get there. Building admissions, enrollment, scholarships and financial aid partnerships to enhance recruitment efforts.

AY 2024-2025: Phase 1 Analysis and Reporting

• August 1, 2024: Peer comparison report/benchmarking analysis; preliminary phase 1 report (3-4 models for Honors pathways for colleges)
• August 8, 2024: Presentation to Deans’ Retreat
• November 2024: Full phase 1 report completed; strategic blueprint and recommendations
• Spring 2025: Discussions of strategic blueprint and recommendations with deans and other academic leaders
• May 2025: Circulate final decisions about strategies to be implemented

AY 2025-2026:

• Starting October 2025: Preparation for shifting from separate degrees to a university-wide Honors designation with Registrar. Information items to UG Council (Oct. 2) and Academic Senate (TBD)
• October-December 2025: Honors contract policy and process developed (October) and communicated to students, advisors and faculty (November-December)
• November 2025: Improving degree pathways for all students through 9-credit plans
• January 2026: Honors contracts online
  • Begin development of HON-attribute courses across all majors
  • Develop processes for “thesis flexibility” and thesis completion with core Honors faculty
• January 2026: Hire faculty director of Honors learning communities to build out comprehensive supports for student thesis completion based in the Honors
• Spring 2026: Integration of Honors advising with academic advising. Implement Honors contracts

AY 2026-2027:

• Fall 2026: Begin university-wide Honors designation rather than separate Honors degrees
• Spring 2027: Completion of HON-course buildout in the majors

Project Leadership

This project is commissioned by the University president and provost, with approval from the Board of Trustees, and executed by the Academic Excellence Taskforce, which is composed of deans and provides recommendations and feedback on strategic initiatives and change management aligned with the University of Utah strategic planning process, Impact 2030.