On April 30, 2024, a group of community, business, nonprofit and local government leaders gathered to discuss the future trajectory and current standing of the University of Utah. It was the first of four community listening sessions for Impact 2030. The session was moderated by Natalie Gochnour, associate dean at the School of Business and director of the Kem C. Gardner Policy Institute. Below are the key themes and issues that emerged from the discussion.

Leadership and Vision: President Taylor Randall received high praise for his natural relationship-building skills, community engagement, and execution-oriented approach. His leadership is seen as pivotal for the university’s progress, particularly with an eye towards its 2030 trajectory. The attendees expressed hope that he would continue his tenure to ensure sustained progress.

Representation and Inclusion: The session highlighted a robust discussion regarding the university’s representation across the state, particularly in rural areas. There was a consensus that the U has not fully reached out to these communities, which could be critical for its goal of being recognized as the state’s premier college.

Issues of belonging were raised, especially concerning LDS (Latter-day Saints) students who often feel a stronger sense of belonging at Brigham Young University (BYU) compared to the U. Additionally, low-income students also reported a lack of belonging, pointing to a need for more inclusive practices. The discussion emphasized the importance of targeted outreach and support programs to foster a more inclusive environment for these students. There was also a call for greater diversity in recruitment efforts to ensure that the student body better reflects the state’s demographics.

Value and Identity: A major point of discussion was the need for the U to better articulate the value return on a degree. This issue is not unique to the University of Utah but is prevalent across higher education institutions nationwide. The group underscored that students and taxpayers are essentially the customers of the university, and a clear, compelling value proposition is crucial.

The value proposition is closely tied to the university’s identity. There were suggestions to explore the potential of three-year degree programs for certain fields, which might enhance the value proposition for students by reducing the time and cost to degree completion. Participants noted the importance of clearly communicating the benefits of a U degree to both current and prospective students. This includes highlighting career outcomes and the broader impact of a university education on personal and professional development.

Mission and Goals: Some participants recommended revisiting and possibly editing the university’s mission statement to better reflect its goals and the needs of its diverse student body. This could help in aligning the university’s strategic initiatives with its broader mission of serving the state and its citizens. Additionally, aligning the university’s goals with the economic and social needs of the state was seen as crucial for long-term success.