GAMEPLAN 2034
Carving the Course to a Thriving Utah
INTRODUCTION
For 80% of Utahns, excitement for hosting the Winter Olympics again is palpable. The 2002 Games established Utah as a global leader, and the 2034 Games offer an exciting opportunity to build on that legacy. In 2024, Utah has reached an inflection point in its growth and prosperity. The state’s post-pandemic growth has given us unparalleled opportunities, alongside significant challenges: Utahns are feeling pressure on our transportation, housing, energy, and water infrastructure. While the state’s economic strength is exceptional, we cannot leave our future to chance. With the Olympics as an inspiration and a motivator, we can grow, improve quality of life, and preserve Utah’s unique character.
In creating Gameplan 2034, we have worked with more than 100 individuals to capture Utah’s current efforts, understand the state’s challenges, and identify strategies and solutions. For this plan to succeed, collaboration between the private and public sectors, along with all levels of government, will be essential.
This document outlines strategies to prepare Utah to welcome the world in 2034 while empowering and uplifting Utahns. As today’s leaders view the Olympics as a catalyst and a deadline for transformative, generational projects, we will ensure that the Utah we love remains a thriving place for our children and grandchildren.
Governor Spencer Cox
Speaker Mike Schultz
Senate President J. Stuart Adams
LEGACY PRIORITIES
Housing Transportation
BACKGROUND
These Legacy Priorities were defined by members of the Unified Economic Opportunity Commission (UEOC) and stakeholders representing diverse sectors of business and government.
They have been discussed at length in several meetings of the UEOC, a myriad of stakeholder gatherings, and oneon-one conversations with public and private organizations.
Leaders in their fields have lent their expertise and vision throughout this collaborative process. Their ideas have been evaluated and consolidated to create a comprehensive vision, complete with Goals and Recommended Levers.
Water
Energy & Environment
Education & Workforce Development
Utah’s Business Landscape
Elevate Urban & Rural Utah
Quality of Life
The Utah Olympic Experience
LEGACY PRIORITIES OVERVIEW
HOUSING
VISION
Ensure Utahns of every income level have affordable housing options
GOAL
● Create 150,000 new housing units by 2028, including at least 35,000 starter homes
Key Observations
Supply-based solutions influence housing affordability throughout the state.
Homeownership is the No. 1 wealth-building tool for everyday Utahns. 01 02 03
Government alone cannot solve the housing crisis; to succeed, there must be plans for both public and private investment.
Housing has a domino effect on transportation, air quality, cost of living, etc.
Housing planning is sometimes impeded by “hyperlocal” concerns; aligning state, county, city, and neighborhood priorities can help. Creating regional planning groups and compacts could further housing goals; look to transportation regional planning groups as an example. 06 07 08
Rural communities need help attracting the necessary capital to build new homes. 04
Master Planned Communities create a cohesive neighborhood layout and provide residents with meaningful housing options. 05
The Olympics will illuminate Utah’s strengths and weaknesses, including how we care for individuals experiencing homelessness. 09
Summary
Imagine a young adult entering their career, eager to live independently of mom and dad. As they start looking at housing, they are presented with various options: a small detached starter home, an apartment within walking distance of their job, a fixer-upper just down the street from where they grew up, or a townhome next to a bike trail. Along with a variety of housing types and locations, the homes are within the young adult’s price range, with abundant opportunities to buy or rent.
For the majority of Utahns, this picture is not a reality. In Utah, the demand for housing outpaces supply, leading to a housing shortage of over 37,000 units and rising home prices—yet Utah’s economic future hinges on housing affordability. To provide Utahns with a wide selection of housing options, we recommend the following strategies.
Increase Housing Stock
Stakeholders can use many tools to foster equilibrium between supply and demand. This requires focusing on key components such as comprehensive planning, building workforce housing, and designing master-planned communities where people can live, work, and play within the same area. With the anticipated increase in demand due to events like the Olympics, it is critical to plan and manage incoming investment and population growth.
Align Housing Policies
Our approach emphasizes shifting from hyperlocal decision-making to regional and statewide planning. This involves creating regional compacts for housing development, similar to transportation and infrastructure coordination. Intentional zoning and infrastructure investment are essential, with an understanding that housing must be treated as vital infrastructure.
Promote Homeownership
Homeownership allows Utahns to build generational wealth. Utah should fully utilize existing tools that prioritize homeownership to make it a feasible option for residents. This includes strategic use of owner occupancy requirements, promotion of first-time home buyer programs, and zoning restrictions. In addition to existing programs, new tools may be needed to make homeownership attainable for Utahns.
Build Starter Homes
The average Utah home is 2,800 square feet — the largest in the nation. These large homes are a great match for many of Utah’s large families; however, for those just entering the housing market, starter homes are likely a better option. Unfortunately, starter homes are not being built at the rates Utah needs. As the market stands today, developers who choose to build smaller homes face zoning barriers, financing constraints, and significantly smaller profit margins. This vision requires a concerted effort by state and local governments to encourage more starter home builds.
Workforce Housing
Hosting the 2034 Olympics is a massive undertaking, requiring effort from thousands of businesses. Individuals working in restaurants, hotels, public safety, transportation, and other service industries will keep everything moving while the Games are in town. Like other Utahns, these individuals should have housing options within a short commute to their workplaces. To accomplish this, the state can strengthen its workforce housing initiatives.
For example, in areas with easy access to transit, we can plan for more dense housing options. This centered development planning will capitalize on Utah’s existing public investments and provide the people powering the Games easy access to employment, education, and everyday necessities.
Create Pathways to Homeownership for Lower Income Individuals
Investments from the Games must not be isolated to any group. As we plan, we must ask ourselves how we can use the Olympics to support lower-income Utahns who, given the current cost of housing, are priced out of homeownership. Simply put, the market cannot produce housing that is within reach for lower income Utahns. Together, government-led funding, private sector investment,
and philanthropic giving can drive the development necessary to increase homeownership for lower-income individuals, giving people access to safe, humane housing. Government resources alone are insufficient; unlocking private and charitable investment will be essential to achieving long-term market balance and manageable growth.
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS
Align housing policies with state and regional goals
Coordinate public and private investments in affordable housing to support upward mobility 1 Promote homeownership through new and existing tools
Support the Utah Housing Strategic Plan
Focus on strategies to develop affordable workforce housing Build policies and investment strategies around emerging research, including data collected in the Housing Capacity, Infrastructure, and Market Analysis
TRANSPORTATION
VISION
Deliver people and goods safely and efficiently
GOALS
● Decrease transportation fatalities year-over-year ● Increase transit ridership year-over-year
Key Observations
01 02 03
Utah excels at creating comprehensive, long-term transportation plans; however, additional investment is needed to implement these plans.
04
The state has tools to leverage state and federal funds; stakeholders should find ways to maximize those funds in preparation for the Olympics.
Transit ridership increases when convenience and frequent service to key locations are prioritized.
Due to land unavailability along the Wasatch Front, opportunities for new major roads are limited; to add additional capacity, the state must maximize current infrastructure through innovative design.
05 06 07
Where land is available, preserving it for future transportation corridors is critical.
Transportation infrastructure must be in good condition to remain safe. Maintaining infrastructure is just as important as building new infrastructure.
Utah is leading the way in Advanced Air Mobility with plans to transport people via air taxi before the 2034 Olympics.
Summary
By integrating transportation investments in the economy, we drive economic growth and quality of life. Improvements to transportation optimize Utahns’ mobility and increase safety. The Olympics can be used as a springboard to complete critical transportation infrastructure projects that will benefit the state during the Olympics and well into the future. Projects should maximize the value of existing infrastructure, increase safety, and plan for future growth.
Plan for Future Transportation Needs
In many areas of the state, Utah can start planning today. Utah’s Corridor Preservation Program allows the state to purchase land needed for future road or transit projects. This proactive approach results in cost savings, reduced impact on communities, and more efficient projects. Utah can prioritize adding new funding to the program for significant cost savings in the future.
Build Multimodal Transportation
Utah should continue supporting a robust multimodal transportation system with options to walk, bike, ride transit, and drive. One critical step along the Wasatch Front includes strategic double-tracking of FrontRunner, which will increase the frequency of service and travel speed on its foremost commuter rail system. During the Olympics, these investments will be critical to connecting spectators and athletes to venues; after the Games, these improved connections will continue to benefit Utahns for generations. The Olympics also provide a deadline to complete important road improvements.
For example, several areas near Olympic venues are currently experiencing traffic chokepoints; the Games can be one more reason for state, county, and city leaders to come together to find solutions.
Innovate in Transportation
Embracing cutting-edge technology is another way to enhance Utah’s transportation system. Utah should continue to support advanced air mobility (AAM). If we are proactive in working with the Federal Aviation Administration (FAA), supporting innovative technologies, and planning for AAM, the state will have a highly functional AAM system in place prior to the 2034 Olympics. Regarding cutting-edge technology, the state can also support the electrification of our transportation system.
To complete these and other projects, leaders should align mobility and infrastructure goals across all communities and stakeholders. Securing adequate funding, promoting multimodal solutions — roads, transit, and trail investments — and coordination with the federal government will be crucial.
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS
4
Support the Utah Unified Transportation Plan
Make investments in critical transportation infrastructure needed to support the Games and our communities’ long-term growth
Explore new technologies — specifically AAM technology and electrification — which will be implemented within five years and well-established in 10 years
Expand investments in active transportation and public transit, including the strategic double-tracking of FrontRunner
WATER
VISION
Meet Utah’s future water needs through planning, conserving, and developing resilient water resources
GOALS
● Align with regional conservation goals
● Achieve healthy Great Salt Lake levels by 2034
● Demonstrate to the world that Utah proactively cares for our state through robust water conservation and protection of our natural systems
01 02 03
Utah’s population is growing rapidly, and with it, the state’s water needs.
We are more likely to conserve water that we first measure.
Better water planning and conservation — including the use of the latest technology — can ensure a steady water supply in key areas throughout the state, such as the Great Salt Lake, for future growth.
04 05 06
A healthy Great Salt Lake benefits Utah economically, ecologically, and environmentally.
Utah has implemented several policies to conserve water in agriculture, industries, landscapes, and homes.
Utah’s unique and diverse geography and climates make implementing region-specific conservation goals important to state planning. Conservation will be critical to meeting the state’s future water needs.
Summary
We aim to create thriving, healthy agricultural and municipal water systems that will sustain Utah as it grows. In our desert state, we cannot control or predict how much water we will have even a year from now. To be successful, Utah will need an “all-hands-on-deck” approach in which water conservation becomes our way of life. We envision a future where all Utahns feel responsible as stewards of this vital resource.
Regional Conservation Goals
Utah’s Regional Conservation Goals provide conservation metrics that account for the unique characteristics and needs of Utah’s diverse climates and ways of life. In many places, water conservation may be the most accessible source of “new” water for growth. Various conservation programs and policies exist, such as secondary metering, incentives for water-efficient landscapes, agricultural water optimization, and transparent water billing. These programs and policies promote conservation at every level, from individuals to government entities to the entire state.
Water Data
The state monitors these programs and policies, always looking for ways to improve and build upon them. As measuring water use has consistently motivated and improved conservation efforts, many recent programs have focused on tracking and utilizing this data. Understanding program and policy outcomes will make them more effective and guide future investments. To make wise decisions for the future of our state, we must work collaboratively and use the best data possible in our decision-making.
Water Management
Recent bills have addressed issues such as water scarcity, thorough data collection, better-informed decisionmaking, and the future of our water system. Bills have also created new positions, such as a state water agent and the Great Salt Lake Commissioner, who are responsible for developing comprehensive water management strategies and facilitating communication between water use and regulation entities.
Land Planning
Integrating water considerations into land planning presents a significant opportunity to reduce municipal and industrial water use. Integrating water and land planning from the beginning of any development proposal is far more cost-effective than retrofitting existing development for water efficiency.
Water Storage
In addition to conservation efforts, Utah will need to develop water storage solutions. The state should maximize its reservoir storage by making certain that dams meet current safety standards and sediment management strategies are utilized. Water reuse facilities can extend existing water supplies in areas that do not flow into the Great Salt Lake. Utah should also store as much water as possible in our vast underground aquifers, preventing evaporation losses and helping to replenish our groundwater reserves.
The Great Salt Lake
The state’s prosperity depends on protecting critical natural systems like the Great Salt Lake, watersheds, and groundwater. In 2022, the Great Salt Lake reached its lowest recorded level, but with the implementation of the Great Salt Lake Strategic Plan and the 2034 Plan for a Healthy Great Salt Lake, the state is spearheading the recovery efforts. Top water experts are working diligently to protect the Great Salt Lake, its watersheds and wildlife, and the people who depend upon them. By proactively investing in conservation, the state can revitalize and maintain the Great Salt Lake in the future.
Achieving healthy Great Salt Lake levels supports multiple industries, provides an irreplaceable habitat for wildlife, enhances “lake effect” snow — critical during and after the Games — and protects Utahns from toxic dust. The Office of the Great Salt Lake Commissioner has led the development of a 2034 Plan for a Healthy Great Salt Lake. Major actions are needed to implement the Great Salt Lake Strategic Plan over the next 10 years. If our efforts are successful, we can showcase a healthy Great Salt Lake when we welcome the world to Utah in 2034. Where other terminal lakes in the world have languished into dried lake beds, a thriving Great Salt Lake will prove the power of the “Utah way.”
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS 1
Continue to implement water conservation programs and achieve regional water conservation goals
3 2 4
Use improved water data to better plan for future use and provide a resilient water supply
Explore opportunities for additional water storage
Prioritize recommendations from the Great Salt Lake Strategic Plan, including implementing the Great Salt Lake Commissioner’s 2034 Plan for a Healthy Great Salt Lake through ongoing investment in voluntary conservation, dedication, and water delivery to the lake each year
Work with the Janet Quinney Lawson Institute for Land, Water & Air to further convene around a shared water vision
Utah has implemented several water conservation policies; ensure that more of this saved water is voluntarily dedicated and delivered to the Great Salt Lake
Study and synthesize existing plans — Utah’s Coordinated Action Plan for Water, Guiding Our Growth, Utah Water Values, and the Great Salt Lake Strategic Plan — to identify areas of priority and alignment
ENERGY & ENVIRONMENT
VISION
Expand power production to meet growing demand, ensuring it remains reliable, affordable, dispatchable, and future-oriented
GOALS
● Double Utah’s reliable power production and expand capacity in the next 10 years
● Expand baseload sources to include geothermal and nuclear
● Aid energy-rich economies in developing strategic plans and direction
● Launch a critical minerals consortium
● Become a leader in meeting the nation’s energy needs
Key Observations
01
02
Our current energy crisis results from population and economic growth, the accelerated need for artificial intelligence and data centers, the continued electrification of society, and the retirement of reliable traditional baseload power production.
03
Utah’s electricity needs are expected to double in the next 10 years from four gigawatts to eight.
Utah’s energy capacity is constrained by its existing infrastructure. To increase capacity and transmit power from generation sites to areas of demand, additional energy infrastructure, such as transmission lines and natural gas pipelines, will be necessary.
04 05 06
The state has abundant natural resources and a unique geography, which provides opportunities to develop multiple energy sources and lead the nation in energy transformation.
Policy promoted by the federal government and other states directly impacts Utah’s energy development, including its reliability and affordability. State policies and practices aimed at strengthening communication with the federal government will be critical moving forward.
Technology is rapidly improving for clean and renewable energy efforts, including geothermal, nuclear, supercritical CO2, energy storage, vehicle emissions, and more.
Summary
Utah’s energy needs are growing rapidly due to its increasing population, robust economy, and growing industrial developments. To support a thriving economy, the state must meet the growing energy demand and facilitate a smooth transition to future-facing energy sources. To be successful, Utah should build on its “any of the above” approach to energy policy with a “more of the above” mindset. Utah is experiencing a significant capacity deficit, making solutions that bring 24/7 available power more critical than ever. While the state must be open to a wide range of solutions, we recognize that clean baseload resources will be an integral part of the equation.
Double Energy Production
We envision a future where Utah’s energy resources are harnessed through practical, reliable, and advanced stewardship and development. We aim to develop energy clean and innovatively, from geothermal and nuclear to solar, wind, and green power, while responsibly managing existing resources like fossil fuels. To meet growing energy needs, Utah recently announced Operation Gigawatt, a forward-facing plan to secure energy abundance in the state. Utah should advance plans such as Operation Gigawatt to expand our reliable energy capacity, build grid resiliency, continue improving Utah’s air quality, and secure our future.
Leverage Critical Minerals
To develop energy sources, Utah will need to leverage its critical minerals.
Utah should take the lead in establishing a national critical minerals consortium. As home to 39 out of 50 federally recognized critical minerals and a skilled energy workforce, the state is well-positioned to become the national leader in this area. Currently, Utah produces six critical minerals, with the potential to produce and process many more. Launching a consortium would strengthen our critical minerals capabilities and contribute to the energy sector globally.
Advance Communications
As we host the Olympics, Utah gains a powerful platform. The state can use its amplified voice to advance communications with federal entities. Actions taken at the federal level — such as land use restrictions, environmental regulations, permitting, grants, research, and subsidies — all influence energy production in Utah. By prioritizing meaningful communication with federal entities, Utah paves the way for energy development.
Accelerate plans to develop new energy infrastructure, such as Operation Gigawatt
Create an energy roadmap to cover emerging energy needs
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS 1 3 2
Establish a critical minerals national lab/consortium
EDUCATION & WORKFORCE DEVELOPMENT
Become the national leader in education and workforce development
GOALS
● Expand the First Credential program to all high school students in Utah
● Build modern higher education programs in energy, life sciences, and engineering
● Align workforce readiness with industry needs
Key Observations
01 02 03
Utah’s public K-12 and higher education leadership systems work together cohesively, united through shared visions and goals.
04
Utah is home to three prestigious R1 research universities, six regional institutions, and eight nationally recognized technical colleges. Utah is easy to promote as a place where people want to live, work, and recreate.
Utah has one of the highest levels of bilingual and foreign language speakers, due in part to our world-class dual immersion program and returning ecclesiastical missionaries.
06 07 08
In 2001, the state launched a large-scale engineering effort, the Utah Engineering and Computer Science initiative, which has more than doubled the output of graduates in engineering and computer science.
Talent Ready Utah actively works to bridge the gap between education and workforce needs.
In 2019, the state created the K-12 Computer Science Master Plan and provided funding that has impacted over 500,000 students with rigorous computer science education.
09
Investments in early childhood development resources contribute to long-term economic prosperity.
05
Utah has a young workforce with high labor force participation rates and educational attainment.
10
The Utah Board of Higher Education’s strategic plan outlines a vision to become a global leader in higher education and research and emphasizes the importance of collaboration between higher education institutions, industry, and state agencies.
Summary
We envision a future where Utah is the national leader in education and workforce development. To realize this vision, the state’s education systems and industries should aim to work together, building a strong talent pipeline that serves industry and individuals alike. By providing world-class education and economic mobility for Utahns, we can make the state an attractive place to live, work, and thrive.
Integrate Industry’s Needs Into Education
Promote Credentials in High School
To build the national model for education, Utah must continue to strengthen ties between education and industry. Talent Ready Utah proactively strengthens ties through its various high school and innovative adult apprenticeship programs and work-based learning integration efforts, which include Utah Works, Custom Fit, the Deep Tech Initiative, the Engineering & Computer Science Initiative, the Healthcare Workforce Initiative, and the Life Science Workforce Initiative.
Utah can further transform its education system by expanding the First Credential program, securing the opportunity for high school students to gain a first credential before graduation. Industry-recognized credentials, concurrent enrollment, and technical high schools prepare students for success in ways that education without hands-on experience cannot. By 2034, completing a postsecondary credential should be ingrained in Utah’s school culture and societal expectations.
Develop Talent Pipelines
By working hand in glove with industry, Utah can anticipate future talent needs and bolster its education systems accordingly. One obvious, immediate step is to redouble the state’s higher education efforts around engineering, with particular emphasis on emerging technologies in energy and life sciences — two industries that are rapidly growing, innovating, and changing workforce needs. Specific to the Olympics, Utah should also consider the talent pipeline in the hospitality and tourism industries. If we want to lead in these areas and boast a highly-trained workforce, Utah’s education systems will need resources. The state can respond to innovation nimbly as leaders continue to monitor industry trends.
Outcome-Driven Education Programs
Utah’s higher education system proactively reviews its programs, manages a performance-based funding model, and identifies efficiencies to maximize ROI. This effort ensures that Utah’s institutions allocate funds to programs with the best outcomes, providing strong returns for students.
Drive Innovation
Utah’s universities and the Utah Innovation Fund can accelerate efforts to move university research into commercialization. The research and innovation emerging from our universities can develop marketable products and drive industry’s future.
Maintain Standard of Living
Utah must be a good place to live to keep and attract global talent. Safety, education, and the state’s diverse population, including the growing immigrant community, are key aspects of the state’s appeal. We can ensure that infrastructure projects benefit local companies and workers, further supporting a world-class workforce.
Ultimately, we aim to leverage the opportunity provided by hosting the 2034 Winter Olympics and align all efforts — education, workforce development, industry growth, and legislative support — toward creating a robust future for the state. Aligning Utah’s education systems with industry will enhance Utahns’ quality of life, fortify the economy, foster growth in our industries, and position Utah as an innovation leader in the global economy.
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS
1 3 2 4
Expand access to the First Credential program, ensuring that all students can gain post-secondary credentials before high school graduation
Determine legislative funding mechanisms that foster collaboration on talent development
Increase K-12 collaboration in the creation of talent pipelines, as today’s 2nd graders will grow into our young workforce for the Olympics
Increase funding for sustained dual language immersion programs in public education
Advance commercialization and economic development through The Point Innovation District
Redouble efforts around engineering, life sciences, and energy in our colleges and universities
Continue investments into prosperity drivers from early childhood through adulthood
UTAH’S BUSINESS LANDSCAPE
VISION
Harness the 2034 Olympics to enrich Utah’s business landscape
GOALS
● Continue our legacy as the state with the best economic outlook
● Maintain ranking as the best state to start a business
● Remain No. 1 for the best state economy
Key Observations
01
Utah has established itself as the “startup state”; we must continue to leverage that reputation.
02
03
Each entity should consider ways to leverage global attention for its growth and prosperity; the Olympics provide a great opportunity to attract investment.
Utah hosts numerous satellite offices for Fortune 500 companies, and it is often ranked as one of the most popular office locations for these companies.
04
Utah consistently ranks as one of the most economically diverse states in the nation.
Summary
Utah’s business landscape is poised for bold transformation. The state’s role as host of the Olympics offers a powerful platform for attracting investment and promoting growth. By incorporating the Games into the state’s pitches to prospective companies and investors, Utah can create a clear path for businesses to engage without necessarily sponsoring the event. This includes offering training programs for small and medium-sized enterprises (SMEs) to contribute volunteers, further reinforcing Utah’s strong business community as a key contributor to Olympic success. As home to several major innovations, the state can proactively market new technologies developed here throughout the next decade — and place those technologies front and center during the Games themselves. Through strategic branding now, larger homegrown businesses can aim to upscale into Fortune 1000 and even Fortune 500 companies as we approach 2034.
Fortune 500 Headquarters
The growth of Utah’s business ecosystem from the inside will prepare the state to attract a Fortune 500 company to establish its headquarters in Utah rather than merely maintaining satellite operations. Securing the headquarters of a large corporation will elevate Utah’s status in global trade and increase recruitment opportunities for Utah’s mid-sized businesses. Meanwhile, small businesses, the foundation of Utah’s “startup state” reputation, will gain access to new services, talent, and sales opportunities.
Steps toward accomplishing this goal should include conducting a listening tour of the state’s current satellite offices to learn more about their experiences in Utah. This exercise would not only illuminate strengths and opportunities for improvement, but also identify companies that already complete a bulk of their activities in Utah, and may be prime to move headquarters. In addition, the state should pinpoint executive teams with established connections to the state, leverage our current assets, and prepare Utah’s business ecosystem.
Value-Add Companies
Specifically, Utah’s business environment will be strengthened by combating fraud, confronting scams, and encouraging the development of authentic, value-add companies. The best of Utah-born ideas will thrive in an honest community. Decision makers can steer public messaging toward sophisticated companies developing cutting-edge innovations and delivering valuable services. We can also recognize corporate citizenry efforts, where companies are focused on producing higher standards of living and quality of life for the communities that surround them.
Intelligence-Based Economy
Technology is changing exponentially across the globe. In particular, the proliferation of AI will transform the world over the next 10 years, driving innovation with its unparalleled access to information. To remain an economic powerhouse, Utah must evolve with advancing technologies. Utah’s public and private sectors should be intentional in their efforts to foster an intelligence-based economy. With foresight and agility, Utah can leverage cutting-edge technologies into our economic ecosystem.
Strengthen Utah Businesses
Leveraging local resources through initiatives like a Utah roadshow will showcase the state’s business potential and invite larger corporations to explore Utah’s noteworthy offerings. Engaging chambers of commerce and other business organizations in Olympicrelated education, listening to concerns from SMEs, and providing networking opportunities for investors, banks, and trade associations are all part of the state’s comprehensive strategy to attract top-tier investments. We can also support the organizers of the Games in their goal to source Olympicrelated projects to Utah companies, strengthening local businesses and showcasing Utah technologies.
Global Relationships
The Olympics can drive Utah to be more strategic than ever in its international relationships. Showcasing Utah businesses should rely on thoroughly planned trade missions and an internationally friendly regulatory environment. In addition, leaders should seek opportunities to establish more consulate offices in Salt Lake City.
Over the next three years, Utah aims to create a communication package that aligns state, local, and Olympic messaging, making the business value of the Games clear to companies. Targeting Fortune 500 companies for relocation, enabling Utah companies to reach new heights, investing in rural business development, and fostering grassroots Olympic-focused initiatives are central to Utah’s vision for longterm business growth and success.
Center Utah technologies during the Olympics through strategic marketing
Recruit a Fortune 500 company and/or grow a Utah company into a Fortune 500
Develop plans to support mid-sized businesses
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS 1 3 2 4
Implement plans to help startups grow into mid-sized businesses
Combat fraud and confront scams to foster an honest business environment 5 6 7 8 9
Initiate business recruiting “roadshows” to build relationships well before the Olympics
Host outside capital groups to showcase Utah as a great place to invest
Establish more consulate offices In Salt Lake City Encourage corporate citizenry efforts to establish relationships with sponsors and market those efforts
Create an intelligence-based economy, channeling AI and other emerging technologies to generate value
Create a communication package that aligns state, local, and Olympic messaging, making the business value of the Games clear to companies
ELEVATE URBAN & RURAL UTAH
VISION
Support urban and rural communities in their unique efforts to promote economic prosperity
GOALS
● Maintain tourism rates leading up to and throughout the Games
● Engage every county in the state in our vision for 2034
● Focus on economic diversification in our rural communities
Key Observations
01 02
Pandemic-era opportunities for remote work should be maintained, particularly as they pertain to remote workers in rural areas.
Many of Utah’s decisions are made in its capital city. However, the needs and perspectives in urban and rural areas differ; intentional and constant communication is needed to bridge this gap.
03
Hosting the Olympics is an opportunity to redefine the identity of downtown Salt Lake City.
04 05 06
In Paris, tourism decreased significantly prior to the Olympics, devastating small businesses.
Tourism is a critical part of Utah’s economy, with visitors spending nearly $12 billion annually in the state.
Increasing economic diversification in a rural community requires a multi-faceted approach focused on infrastructure, industry sector diversification, and workforce development.
Summary
We envision a future where prosperity reaches every part of Utah, from its bustling urban centers to its rural farms. To bring this vision to life, policies, programs, and solutions should be built with the understanding that communities’ needs are inherently different from one another. The state can take a supportive role, seeking to understand each community’s goals, educating leaders about state resources available, providing optional frameworks, and allowing each community to progress in its own way.
Engage Every Community
At the heart of this vision is a resolution to engage every county and community, empowering them to shape their own experience of the Games. To make this happen, we must develop ideas and initiatives that reflect the uniqueness and character of each community. Utahns have already proven their creativity in planning to use the Olympics as a platform to uplift every corner of the state; for example, leaders have begun discussing the concept of a real-time, synchronized celebration of the Games across the entire state, tailored to the preferences of each community.
Another immersive idea will tap into the lifeblood of our rural communities: our schools. The state can encourage public schools to become involved with the Olympics by providing volunteer opportunities, examples of activities, and Olympics-related lesson ideas. At our colleges and universities, we can implement a volunteer exchange program to allow both rural and urban students to serve in Salt Lake City for several days, and later in rural parts of the state.
ELEVATE URBAN & RURALUTAH 55
Further, investing in lasting infrastructure is a priority of every community, including projects that support long-term growth in rural Utah. Public beautification projects, such as the creation of parks, green spaces, and streetscape enhancements, are also essential to improve quality of life and make communities more inviting. Additionally, creating community meeting spaces and plazas that encourage social interaction and local gatherings, along with supporting businesses that serve rural communities, are vital to fostering local economic resilience.
Finally, the Games provide communities with a global platform to showcase Utah’s food production and unique agritourism experiences. By highlighting local farms, artisanal products, and advanced farming technology, the Games offer an opportunity to attract international attention to Utah’s rich agricultural heritage, boosting tourism and local economies. These are just a few ways the Games can empower economic development across Utah’s diverse communities. As we engage every community, more unique ideas are sure to emerge.
State Support
As Utah communities get involved in the Olympics, the state government can explore ways to support their efforts. Along with providing resources, templates, and a network of ideas, the state can financially assist with communities’ infrastructure improvements through funding opportunities such as the Rural County Grant program and the Rural Communities Opportunity Grant. The state should consider increasing mechanisms like these and adjusting their scopes to include Olympic investment. This funding could also be used to encourage communities to provide some level of volunteerism or service during the Olympics, such as hosting a country.
A Changing Rural Population
Since 2020, the number of professionals moving to rural Utah has increased, mainly driven by the rise of remote work opportunities. In its efforts to preserve these opportunities, Utah can enhance the remote work experience by exploring strategies that will support its workers. This might include providing more in-person events, virtual team-building activities, and rural ambassador programs. Utah can do more to tap into the expertise, leadership, and networks of this new rural demographic, which consists of both executives and professionals.
Distribute Visitation
Utah has a thriving tourism industry, with visitors spending nearly $12 billion annually in the state. In 2034, the Olympic and Paralympic Games can potentially boost tourism spending even more. However, Utah must be strategic to distribute the benefits statewide — consistently and without interruption. In the weeks and months leading up to the 2024 Summer Olympics, tourism in Paris decreased significantly, with many potential visitors assuming that the city would be too congested. Small businesses in the area were devastated, many fearing that they would close permanently as a result. To prevent the same scenario in Utah,
leaders should consider marketing strategies and other measures to protect tourism rates leading up to the 2034 Olympics. Visitation to Southern and Central Utah and to ski resorts throughout the state should be included in this conversation as well; many rural businesses and communities rely on tourism spending and would be harmed by an unnecessary decline in visitors.
To accomplish these objectives, Utah should consider creating a 10-year strategic plan over the next three years. This plan would include broad engagement from communities across Utah, similar to the collaborative approach taken with the state’s
Unified Transportation Plan. Key contributors in this effort may include rural chambers of commerce, city leaders, schools, art and performance establishments, sports entities, and the public as a whole. By involving people from all corners of the state, we work toward shared goals as part of the Gameplan 2034 initiative.
Distribute visitation to parks, ski resorts, and other attractions leading up to the Olympics Advance projects to engage every community in the Olympics (i.e., Project 29)
Create a series of real-time synchronized celebrations across the state
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS 1 3 2 4
Encourage continued investment in rural Utah
Strengthen remote working opportunities in rural Utah
Create a 10-year strategic plan that addresses the connection between urban and rural Utah
Support different cities’ initiatives to beautify their public spaces
QUALITY OF LIFE
VISION
Elevate quality of life for current and future generations of Utahns
GOALS
● Decrease self-reported feelings of social isolation among adolescents (as measured by the SHARP Survey)
● Increase the number of state parks to 50 in Utah; improve and expand existing parks
● Increase the per-capita acres of park space by 35%
● Increase the number of campsites within 30 minutes of communities with the greatest growth
Key Observations
01 02 03
The Olympics can catalyze upward mobility for Utahns as leaders in the public and private sectors invest in people.
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The Games can provide a platform for mental and physical health conversations for adults and youth.
Significant population growth is expected leading up to the Games.
Showcasing Utah’s cultural resources will enhance the experience of our visitors worldwide and fortify quality of life for Utahns.
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For every $1 invested in building trails, there is a direct correlation to $3 of saved medical costs (American Heart Association).
Globally, national parks and other protected spaces are estimated to save $6 trillion annually in mental health care costs.
Maintaining and managing Olympic facilities after the Games will enhance outdoor recreation experiences for all Utahns.
Summary
Quality of Life is the culmination of every Legacy Priority; we intend for generational projects in housing, transportation, water, energy, education, and business to enhance the lives of Utahns greatly over the next 10 years. There are ample opportunities in each area to invest in the state’s best resource — its people. In addition to the critical infrastructure and economic development strategies outlined so far, stakeholders have emphasized three ideas that will directly impact Utahns’ well-being:
• Improve the mental and physical health of our youth.
• Provide communities access to high-quality outdoor spaces.
• Connect residential development to outdoor recreation venues.
Strengthen Young Utahns
Recent downward trends in youth mental and physical health have caught The attention of world leaders. The Utah Legislature, in tandem with Gov. Cox, has passed bold policies to address social media’s role in dramatically increasing anxiety and depression in adolescents — but teaching young people themselves to care for their health is another task.
Hosting the Olympics will provide an even larger platform for a thoughtful conversation: Utah can use the Games as a part of its overall public health strategy.
For example, Olympic athletes will tour public schools throughout the state in the coming years. They are sure to talk about dreaming big, setting goals, working hard, and even the Olympic spirit — but let’s ensure both mental and physical health are central to the conversation. Many Olympians have already spoken out about this component of their athletic journeys. Their stories of perseverance in the face of challenges can inspire young Utahns to prioritize their health and well-being.
Elevate Outdoor Spaces
For many Utahns, enjoying the outdoors is the key to experiencing life elevated®. Outdoor spaces provide Utahns with a powerful source of happiness, social connectedness, health, and overall well-being. Over the next decade, Utah can build upon this strength by ensuring that more people have access to quality outdoor spaces. In areas where existing parks and trails are overcrowded, we should consider expanding capacity and the community’s offerings. In underserved areas, the state can work with communities to create new state parks, trails, or other green spaces.
In rural areas, the state can expand recreation experiences that align with winter sports. Before the Olympics, Utah can set a measurable goal to add at least four new state parks for a total of 50. We can elevate opportunities for outdoor recreation, even as the state grows over the next decade. Furthermore, many of these projects can be tied to the Olympics; for example, a newly connected trail corridor could become an Olympic torch parade pathway.
Recreation Close to Home
While Utah boasts outstanding outdoor recreation, we can do more to connect Utahns to these experiences. For example, the most heavily populated counties along the Wasatch Front — Davis, Weber, Salt Lake, and Utah — are home to over 75% of the state’s population but offer only 14% of its hiking and biking trails. Similarly, some of Utah’s most populated counties have very few developed campgrounds, forcing residents to travel across county lines to take the family camping. These experiences indicate the need for greater investments in outdoor recreation throughout the Wasatch Front and in its bedroom communities.
As our population grows, state and local governments should collaborate to incorporate recreation into planning. Urban and rural areas can benefit as we connect trail routes, build recreation hubs, and consider the types of outdoor recreation activities available near our population centers. By making outdoor recreation an integral part of planning, we prioritize healthy, thriving communities and empower Utahns to enjoy the outdoors more regularly.
GAMEPLAN 2034
Educated Outdoor Practices
Well-being also includes safe outdoor recreation. With increased participation in the outdoors, the probability of accidents, injuries, and other mishaps could increase. Emphasis and education on safe practices, proper preparedness, and risk evaluation would slow the proportional growth in accidents and search and rescue responses.
Overall, the Olympics can be an opportunity for every organization — cities, towns, counties, businesses, churches — to consider how to build thriving communities, with quality of life as the center of economic success.
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS 1
Focus on youth mental health as Olympic athletes tour Utah schools
Identify areas with expanding populations and underdeveloped recreation infrastructure
Add four new state parks, bringing the total to 50
Invest in improving and expanding existing state parks
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Offer opportunities for athletes to experience Utah’s beauty, including visiting state parks and other outdoor recreation areas
Continue to fund the Olympic Legacy Foundation so that future generations of Utahns can access state-of-the-art recreational facilities
Increase outdoor recreation infrastructure for Olympic visitors and in perpetuity for Utahns Connect infrastructure to population centers through new dedicated bike, pedestrian, and cross-country ski trails
Address challenges affecting urban and rural Utah, such as connectivity to established outdoor recreation areas
Expand collaboration between schools, outdoor education, and mental health professionals to improve youth mental health outcomes
Develop lodging at Wasatch Mountain State Park; offer at least 100 “beds”
Pilot outdoor learning programs in collaboration with schools, outdoor education providers, and mental health professionals
THE UTAH OLYMPIC EXPERIENCE
VISION
Give every Utahn a meaningful connection to the Olympics
Key Observations
The Olympics can showcase Utah’s strengths, including volunteerism, community building, strong families, and love of the outdoors. 01 02
We can maximize the Utah Olympic experience as every organization — cities, counties, state agencies, businesses, schools, etc., — gets involved.
Summary
The 2034 Winter Olympics should engage its host citizens meaningfully, allowing them to create long-lasting memories with their families and communities. Once formed, the Organizing Committee for the Olympic Games (OCOG) will coordinate the world’s experience of the Games here — but Utah’s local, state, and business leaders should think about what the Games might offer to Utahns. What kind of experience does each city, county, state agency, business, school, and individual envision? Hosting the Olympics should inspire Utahns all over the state to participate in the Games, from volunteering to celebrating.
Similarly, the OCOG will focus on preparing Utah to host the world. At the same time, our leaders can focus on what Utah already has to offer, highlighting our state’s unique strengths for an international audience. Utah’s record volunteerism in 2002 changed the Olympics forever, worldwide. What will Utahns model on a global stage in 2034? Utah is ready to showcase our close-knit communities, strong families, love and careful stewardship of our beautiful outdoors, and a spirit of service.
Engage all chambers of commerce in Utah and bring them together to coordinate efforts
RECOMMENDED LEVERS FOR THE NEXT 1-3 YEARS 1 3 2
Activate and involve every area of the state Organize live watch parties in every community
Support the OCOG as it creates a village for the families of athletes
Enhance tourism opportunities in areas around venues and where athletes stay; advertise and create more meaningful places to visit
ACKNOWLEDGMENTS
We would like to thank the following organizations for their time and contributions:
• BioHive
• BioUtah
• Economic Development Corporation of Utah
• Governor’s Fintech Advisory Council
• Janet Quinney Lawson Institute for Land, Water & Air
• Larry H. Miller Company
• Legislative Olympic and Paralympic Winter Games Coordination Committee
• Office of Congressman Blake Moore
• Office of Senator John Curtis
• RUMOR Advertising
• Salt Lake Chamber of Commerce
• Salt Lake City Corporation
• Salt Lake City-Utah Committee for the Games
• Silicon Slopes
• South Valley Chamber of Commerce
• Utah Association of Counties
• Utah Bankers Association
• Utah Department of Agriculture and Food
• Utah Department of Commerce
• Utah Department of Cultural & Community Engagement
• Utah Department of Health and Human Services
• Utah Department of Natural Resources
• Utah Department of Transportation
• Utah Department of Workforce Services
• Utah Division of Multicultural Affairs
• Utah Governor’s Office of Planning and Budget
• Utah House of Representatives
• Utah Housing Corporation
• Utah Inland Port Authority
• Utah League of Cities and Towns
• Utah-MEP
• Utah Office of Tourism
• Utah Olympic Legacy Foundation
• Utah State Senate
• Utah State Board of Education
• Utah System of Higher Education
• Utah Transit Authority
• Utah Valley Chamber of Commerce
• Wasatch Front Regional Council
• World Trade Center Utah
• 47G
