2026
This document presents phase two of a statewide, business-led plan to ensure a prosperous future for all Utahns. It includes a vision, mission, guiding principles, strategic goals, key performance indicators, supporting measures and business-led action items. Six signature projects complete the plan.
Dear Fellow Utahns, Few places in America are growing, building and thriving like Utah. It takes deliberate choices, hard work and collaboration to attain the economic strength and quality of life we enjoy today. Utah Rising exists not just to sustain our success, but to surpass it. To everyone who dedicates time, expertise and influence to this effort, thank you. The momentum we are building is a direct result of your engagement. This second iteration of Utah Rising reflects how far we have come and charts the course for what comes next. Under each focus area, you will now find the specific action items that outline exactly how you can support, lead and accelerate our progress. These are not abstract aspirations; they are concrete opportunities matched to the strategic goals and signature projects driving our state forward. We invite you to take the next step: review the plan, explore the focus areas and choose one action item your organization can execute on over the next year. Then make it real: assign ownership, build partnerships and track your progress along the way. Collectively, these efforts will build a stronger workforce, more connected communities, a thriving economy and a brighter state for generations to come. Utah’s future is rising, and it will rise higher when we build it together. Sincerely,
Derek Miller
President & CEO Salt Lake Chamber and Utah Chamber
Spencer P. Eccles
Steering Committee Chair Utah Rising
Table of Contents Utah Rising At-a-Glance
02
Guiding Principles and Process
03
Topline Measures
04
From Vision to Action: How Businesses Can Get Involved
05
Focus Areas: Strategic Goals and Signature Projects
07
Appendix
19
Committees
21
Partners
22
Page 1
Utah Rising At-A-Glance
A Free Enterprise Vision for Utah’s Economy The Salt Lake Chamber and Utah Chamber present Utah Rising: A Free Enterprise Vision for Utah’s Economy. This vision includes a statewide, business-led plan to ensure a prosperous future for all Utahns. Successful implementation of the plan will require a model partnership between the business community and the public sector to develop the workforce, support the business environment, enhance livability, optimize natural resources and the environment, and achieve six signature projects.
eye
bullseye-arrow
Vision
Become and remain the top performing economy in the nation.
flag
Mission
Lead private sector efforts and collaborate with public sector partners to secure statewide prosperity.
6 Focus Areas
car
Workforce & Education
Goal: Utah will have the best-trained, well-educated and mentally healthiest workforce in the nation. Signature Project: Invest $1 billion in training mental health professionals and improve student / counselor ratios.
Transportation
Goal: Utah will maintain a high level of statewide transportation mobility (includes measures of delay, reliability and transit ridership). Signature Project: Double track and extend FrontRunner along the Wasatch Front.
house
BEE
Business Environment
Goal: Grow the number of middle market (100 to 999 employees) Utah companies. Signature Project: Advance the University of Utah’s Responsible AI Initiative.
leaf
Housing
Goal: Utah will maintain the median housing cost to 30% of the median household income. Signature Project: Support Utah’s Plan to Address Homelessness by increasing accessible and affordable permanent housing opportunities.
Livability
Goal: Increase Utah’s livability for individuals, families and communities. Signature Project: Capital City Renaissance with a sports and cultural district, state-of-the-art hospital, downtown University campus and global faith headquarters.
Natural Resources
Goal: Utah will maintain energy affordability and reliability, reduce per capita water consumption and improve air quality. Signature Project: All-of-the-above energy strategy that includes solar, nuclear and critical minerals.
Page 2
Overview
Guiding Principles and Process Guiding Principles Common ground and collaboration for a shared vision of sustainable growth and statewide prosperity. Bold vision and pragmatic action to harness market forces and achieve results that reimagine the possible.
Utah’s private sector comprises nearly nine of every ten dollars in the Utah economy. Utah Nominal Gross Domestic Product, 2025
Quality of life and upward mobility that creates opportunity for all Utahns. Culture of service and community building that gives Utah a distinct competitive advantage.
State Total
$315.9B
Private sector innovation and public sector support to unleash the power of free enterprise.
89.9%
Private Sector ($283.9B)
10.1%
Government ($32.1B)
Source: U.S. Bureau of Economic Analysis
Process Phase One: Setting the Stage
Phase Two: Concrete Business Actions
Phase Three: Implementation
The development of the vision, mission, guiding principles, strategic goals, supporting measures and key performance indicators. Six signature projects complete the plan.
The identification of business-led action steps that help achieve strategic goals and signature projects.
The deployment of the business-led action items to help achieve strategic goals and signature projects, includes measurement of success with a scorecard and a cadence of accountability.
Phase One of the Utah Rising process clarified the vision and mission, set the context (opportunities and problems in appendix on page 19-20), identified the strategic goals and signature projects, and prepared the scorecard to track key performance indicators and supporting measures. Phase Two requires business leaders to identify the business-led action steps that achieve the strategic goals and the signature projects. Action items include concrete tasks led by the business community. The business community plays a dominant and critical role because of its prominence and size. In Utah, the private sector comprises nine out of every ten dollars circulating in the economy. Phase Three will include implementation of the Utah Rising framework.
Page 3
Topline Measures Utah Economy
The Utah Rising plan includes five topline measures that track progress toward the vision of becoming and remaining the top performing economy in the nation. Figure 1: U.S. and Utah Job Growth, Year-Over Percent Change in Nonfarm Employment, January 2000 – June 2026
Figure 4: Unemployment Rate by State, June 2026 5.2% 3.3%
3.1%
2.3% 4.4%
5.2%
3.7%
3.3%
2.0%
3.6%
5.2%
5.1% 3.3%
3.9%
4.9%
4.1%
3.2%
2.9%
5.1%
3.8%
3.7%
3.6% 4.2%
4.7%
4.1%
4.4% 3.4%
3.8% 3.2% 4.4%
3.7%
3.6%
3.5%
4.2%
4.8%
4.6%
5.0%
3.2%
4.4%
4.4% 4.7%
Note: Data are not seasonall. Shaded areas indicate U.S. recessions. Source: U.S. Bureau of Labor Statistics Note: Data are seasonally adjusted. Source: U.S. Bureau of Labor Statistics
Figure 2: Job Growth by State, Year-Over Percent Change in Nonfarm Employment Growth, June 2026
Figure 5: Nominal Per Capita Personal Income Growth by State, Year-Over Percent Change, 2024 - 2025 4.5%
0.1% -1.0% -1.1%
1.7%
1.0% 0.8%
2.8% 0.8%
0.9%
0.9%
1.2%
0.3%
0.2%
0.8%
1.4%
3.7% 4.4%
0.6%
-0.1%
0.5% -0.9%
5.5%
4.3% 3.9%
4.3%
4.1%
5.0%
1.0%
3.4%
1.0%
5.7%
4.8% 4.3% 3.6%
5.4% 4.7%
4.1%
3.7%
4.5%
4.1%
3.9%
4.4%
4.3%
4.2% 5.0% 4.2%
0.4%
4.2%
4.4%
0.2%
1.2%
4.6%
4.1%
4.4%
1.4%
0.7% 0.8% 1.0%
0.8%
4.0%
0.8%
-0.6%
4.2%
4.3%
4.0%
0.5%
0.0%
0.1% -0.4% 0.9%
4.5% 3.9%
0.7% 0.1%
1.5%
0.1%
0.0%
4.0%
3.7%
4.7% 4.2%
Note: Data are not seasonally adjusted. Source: U.S. Bureau of Labor Statistics
Note: Per capita personal income is total personal income divided by total midyear population. Source: U.S. Bureau of Economic Analysis
Figure 3: Utah and U.S. Unemployment Rate, January 2000 – June 2026
Note: Data are seasonally adjusted. Shaded areas indicate U.S. recessions. Source: U.S. Bureau of Labor Statistics
Page 4
From Vision to Action: How Businesses Can Get Involved Understanding the Framework
The Focus Areas are the driving forces that will help us achieve our vision. Strategic Goals include a starting line, finish line and deadline. For this plan, the deadline is Utah’s Olympic year 2034. Signature Projects are bold, high-impact initiatives that the business community will lead out on that support the vision and strategic goals.
Definitions:
• Key performance indicator: A measure that evaluates the success of meeting the goal. • Supporting measure: A measure that tracks the critical activities that advance the key performance indicator.
• Action item: A specific step that businesses can take to advance a strategic goal and contribute to measurable outcomes. The success of this vision depends on the collective efforts of Utah’s business community. Whether you’re a small business owner, a growing company or a large employer, there are opportunities to make a meaningful impact.
Step 1: Explore the Focus Areas Review the focus areas, strategic goals and signature projects to understand the priorities shaping Utah’s future. Ask yourself: • Which issues align with our company’s values? • Where can our organization make the greatest contribution? • Which challenges directly impact our employees, customers or industry?
Step 2: Choose Where You Want to Make an Impact Select one or more focus areas where your organization can have the greatest impact. Examples: • Workforce & Education • Transportation
Step 3: Review Business Action Items Explore the action items businesses can take to advance strategic goals and contribute to measurable outcomes. Consider: • What resources do we already have?
• What partnerships could we leverage? • Which actions align with our business objectives?
Remember: meaningful contributions can come from organizations of every size.
Step 4: Commit to an Action Choose one action item that your organization can implement in the next year. One that is realistic, measurable and impactful. Examples: • Offer employee volunteer time to support literacy programs.
• Business Environment
• Provide transit benefits to employees.
• Livability
• Establish internal water conservation targets.
• Housing
• Natural Resources Start with one area where your organization has expertise, influence or a vested interest. You can always expand your involvement over time. Page 5
• Participate in a local housing initiative.
Set a goal and identify who will be responsible for implementation.
Step 5: Take Action
Step 7: Share Your Success
Put your plan into motion.
Tell your story.
Successful implementation often includes: • Assigning ownership.
By sharing your successes, lessons learned and innovative approaches, you help: • Inspire other businesses to participate.
• Establishing timelines. • Tracking progress.
• Highlight effective practices.
• Partnering with community organizations when appropriate.
• Build momentum around Utah’s shared vision.
• Communicating goals internally.
• Demonstrate the impact of collective action.
Small actions can create meaningful results when sustained over time.
Step 6: Measure Your Impact Evaluate the outcomes of your efforts and identify opportunities to expand or improve. Questions to consider: • What did we accomplish? • Who benefited?
• What did we learn?
• How can we build on this success?
Every Business Has a Role to Play
You don’t have to do everything. Start with one focus area, one action item and one commitment. Collectively, the actions of Utah’s business community will help build a stronger workforce, more connected communities, a thriving economy and a brighter future for generations to come.
Measuring progress helps demonstrate the value of business leadership and encourages continued engagement.
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1 Workforce
& Education
Utahns are healthy, talented, educated and industrious.
A highly skilled, adaptable workforce is the foundation of Utah’s long-term economic success. By strengthening education, expanding career pathways and supporting lifelong learning, we can prepare Utahns for the jobs of today while building the talent needed for tomorrow. Together, businesses, educators and community partners can create opportunities that strengthen our workforce, grow our economy and improve quality of life across the state.
🎯 Strategic Goal Become the best-trained, well-educated and mentally healthiest workforce in the nation.
Key performance indicators • Share of Utah 3rd graders reading on grade level. • Share of Utah young adults (ages 25-34) with a postsecondary degree or certificate.
• Share of adults with any mental illness reporting an unmet need for treatment.
Page 7
CIRCLE-STAR Signature Project Invest $1 billion in training mental health professionals to improve student / counselor ratios.
Supporting measures • Utah high school graduation rates.
• Utah higher education completion rates. • Technical college enrollment.
Action Items PEOPLE-GROUP What The Chamber Is Doing
APARTMENT What Business Can Do
Support Early Literacy Efforts · Align business and community efforts to increase 3rd grade reading proficiency to 100% of students reading on grade level by 2030. · Partner with education leaders to expand access to early literacy programs and interventions. · Mobilize business-led support for literacy initiatives through funding, volunteerism and awareness. · Advocate for policies and resources that accelerate early literacy achievement statewide.
Support Early Literacy Outcomes · Provide employees with paid volunteer time to support reading programs, mentoring or school partnerships. · Invest in or sponsor local literacy initiatives aligned with statewide goals. · Partner with schools or community organizations to expand access to early literacy support. · Participate in business-led campaigns that raise awareness and engagement around reading proficiency.
Increase Credential Attainment · Champion the First Credential Master Plan to increase credential attainment by 3–5% annually. · Partner with education and workforce institutions to align training with employer needs. · Expand awareness and adoption of shortterm, stackable and industry-recognized credentials. Improve Postsecondary Completion · Advance efforts to improve postsecondary completion rates within 150% of expected time. · Promote employer-supported education pathways that enable students to complete credentials while working. · Support data-driven strategies that improve student persistence and graduation outcomes. Support Mental Health and Workforce Resilience · Advance the statewide effort to expand Utah’s behavioral health workforce by supporting the training of additional mental health professionals. · Convene business, education, health care and community leaders to strengthen the pipeline for behavioral health careers. · Champion initiatives that improve access to mental health resources and build workforce resilience across Utah.
Increase Credential Attainment · Offer internships, apprenticeships and work-based learning aligned with credential pathways. · Provide tuition assistance or reimbursement for employees pursuing certificates or degrees. · Recognize and prioritize industry-recognized credentials in hiring and promotion decisions. · Partner with education providers to shape and support credential programs tied to workforce needs. Improve Postsecondary Completion · Create flexible work environments that allow employees to complete degrees or credentials. · Offer benefits that support completion (tuition support, scheduling flexibility, career pathways). · Partner with institutions to support student retention through internships, mentorship or employment pathways. · Track and support employee progress toward degree or credential completion. Support Mental Health and Workforce Resilience · Invest in employee mental health and well-being through workplace programs, benefits and supportive policies. · Partner with schools, higher education institutions or community organizations to strengthen behavioral health career pathways. · Participate in initiatives that promote mental health awareness, reduce stigma and expand access to behavioral health resources.
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2 Transportation Utah is the Crossroads of the West and becoming the Crossroads of the World. A strong, connected transportation system is essential to Utah’s economy, our communities and our quality of life. By investing in mobility, expanding transportation choices and planning for future growth, we can improve access to jobs, reduce congestion and keep Utah moving. Together, businesses and public partners can help create a transportation network that supports continued economic prosperity.
🎯 Strategic Goal Improve the Journey: Utah will achieve a statewide mobility index (includes measures of delay, reliability and transit ridership) no lower than 85.
Key performance indicators • Utah mobility index.
CIRCLE-STAR Signature Project Double track and extend FrontRunner along the Wasatch Front.
Supporting measures • UTA passenger rail mileage (FrontRunner, TRAX and light rail lines). • Corridor preservation spending.
• Degree of development around transit stations.
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Action Items PEOPLE-GROUP What The Chamber Is Doing
APARTMENT What Business Can Do
Advance Statewide Mobility and System Expansion · Support implementation of Utah’s Unified Transportation Plan, including completion of Phase 1 by 2033. · Advocate for the expansion of rail and bus rapid transit (BRT) systems to improve statewide mobility by 2040.
Advance Statewide Mobility and System Expansion · Support expansion of transit systems by participating in employer transit programs (e.g., UTA partnerships, bulk pass programs). · Encourage employee use of public transportation where accessible. · Provide input to transportation agencies on system needs, routes and access.
Champion Sustainable Funding and Investment Strategies · Collaborate with business and public partners to develop innovative transportation funding proposals. · Engage state leaders to identify long-term, sustainable financing solutions. · Support efforts to align transportation investment with future growth and demand. Promote Demand Management and System Efficiency · Advance strategies that reduce congestion and improve system reliability, including off-peak usage and flexible scheduling. · Promote employer-based solutions that support more efficient use of the transportation system. · Support initiatives that improve the statewide mobility index. Align Transportation, Housing and Land Use Planning · Promote coordination between transportation infrastructure, housing development and economic growth. · Support transit-oriented development and land use strategies that increase access and reduce congestion. · Encourage alignment across state and local planning efforts. Build Business Engagement and Awareness · Launch and support efforts to educate the business community on transportation priorities and investments. · Convene business leaders to align around key mobility challenges and solutions. · Promote collaboration between employers, transportation providers and public agencies.
Champion Sustainable Funding and Investment Strategies · Support and advocate for long-term transportation funding solutions. · Participate in business-led efforts to develop and advance funding proposals. · Engage in public-private partnerships that support transportation infrastructure where appropriate. Promote Demand Management and System Efficiency · Offer flexible work schedules, staggered shifts or remote work options where feasible. · Provide incentives for carpooling, transit use or alternative commuting options. · Adjust delivery and logistics schedules to reduce peak-hour congestion. Align Transportation, Housing and Land Use Planning · Consider access to transportation when making location and expansion decisions. · Support development near transit corridors and major employment centers. · Advocate for policies that align transportation, housing and economic development. Build Business Engagement and Awareness · Educate employees on commuting options, transit programs and mobility resources. · Promote participation in transportation initiatives and awareness campaigns. · Collaborate with regional partners to improve access and mobility for the workforce.
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3 Business
Environment
Utah has a diverse private sector that is entrepreneurial, supported by an efficient government that is business-friendly.
Utah’s economy is strongest when businesses of every size have the opportunity to start, grow and thrive. By fostering innovation, reducing barriers to growth and creating an environment where companies can scale successfully, we can strengthen our economy and create more opportunity for Utahns. Together, the business community can help ensure Utah remains one of the best places in the nation to build and grow a business.
🎯 Strategic Goal Grow the number of middle market (100 to 999 employees) Utah companies by 25% (2,419 to 3,024) by 2027.
Key performance indicator • Middle market companies in Utah.
CIRCLE-STAR Signature Project Advance the University of Utah’s Responsible AI Initiative.
Supporting measures • Business taxes per employee by state. • Utah’s regulatory framework.
• State spending per $1,000 of personal income. • Number of business establishments opening and closing. • U.S. and Utah middle class population.
• U.S. and Utah cumulative per capita personal income growth.
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Action Items PEOPLE-GROUP What The Chamber Is Doing
APARTMENT What Business Can Do
Support the Growth of Middle Market Companies · Advance strategies to increase the number of middle market companies (100–999 employees) by 25% by 2027. · Identify and address key barriers to business growth and scaling across industries. · Convene business leaders and partners to support companies transitioning from small to mid-sized.
Support the Growth of Middle Market Companies · Mentor or partner with small and growing businesses to support scaling and expansion. · Develop supplier or vendor programs that help smaller businesses grow. · Share expertise, resources and networks to support emerging companies.
Strengthen Utah’s Regulatory and Tax Environment · Advocate for a competitive, predictable tax and regulatory environment. · Identify and advance reforms to address top regulatory constraints by 2027. · Support policies that prioritize long-term economic value and sustainable growth. Advance Innovation and Technology Adoption · Support adoption of emerging technologies, including through initiatives like the University of Utah’s Responsible AI Initiative. · Partner with universities and industry leaders to strengthen innovation and commercialization. · Promote strategies that increase business competitiveness through technology. Enhance Business Support and Scaling Ecosystems · Strengthen connections with organizations such as SBDC, SCORE and other business support networks. · Promote access to resources that help businesses grow, expand and scale. · Support initiatives that expand entrepreneurship, franchise growth and business development. Promote Utah as a Premier Place to Grow a Business · Partner with economic development organizations to attract and retain companies. · Support strategic business recruitment and retention efforts. · Promote Utah’s advantages as a place to start, grow and scale a business.
Strengthen Utah’s Regulatory and Tax Environment · Provide input on regulatory barriers and opportunities for improvement. · Participate in advocacy efforts that support a competitive business environment. · Engage in public processes to advance thoughtful economic expansion strategies. Advance Innovation and Technology Adoption · Invest in technology adoption, including AI and digital transformation. · Partner with universities and research institutions on innovation initiatives. · Support workforce training and upskilling related to emerging technologies. Enhance Business Support and Scaling Ecosystems · Engage with and support organizations like SBDC, SCORE and industry networks. · Participate in mentorship, advising or entrepreneurial support programs. · Invest in or partner with startups and growth-stage companies where appropriate. Promote Utah as a Premier Place to Grow a Business · Share success stories and experiences of operating and growing a business in Utah. · Participate in business attraction and retention efforts (e.g., site visits, industry engagement). · Help promote Utah’s business environment to talent, partners and investors.
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4 Housing Utah is a place where all who call it home can have a home. Housing is essential to a strong workforce, thriving communities and a competitive economy. By increasing housing supply, expanding affordability and aligning housing with economic growth, we can help ensure Utah remains a place where individuals, families and businesses can prosper. Together, we can support housing solutions that strengthen communities and create opportunity for generations to come.
🎯 Strategic Goal Maintain the median housing cost to 30% of the median household income.
Key performance indicator • U.S. and Utah housing price index.
• Percentage of median housing cost to median household income.
Page 13
CIRCLE-STAR Signature Project Support Utah’s Plan to Address Homelessness by increasing accessible and affordable permanent housing opportunities for people experiencing homelessness across the state.
Supporting measures • Housing densities in metro counties.
• Number of deed-restricted, affordable rentals.
Action Items PEOPLE-GROUP What The Chamber Is Doing
APARTMENT What Business Can Do
Increase Housing Supply Across Price Points · Advance a statewide strategy to accelerate housing production, including supporting a plan to deliver 7,500 starter homes by 2026. · Support solutions that expand housing availability across a range of income levels, including workforce and attainable housing. · Promote increased density and efficient land use in high-growth areas.
Increase Housing Supply Across Price Points · Partner with developers or communities to support housing projects, including workforce and starter housing. · Invest in or help advance projects that increase housing availability across income levels. · Support local efforts to accelerate housing production, including initiatives aligned with expanding starter home supply.
Align Housing with Economic Growth and Workforce Needs · Promote alignment between job growth and housing development across the state. · Support strategies that ensure housing availability near major employment centers and transit corridors. · Advance coordinated planning across housing, transportation and economic development. Advance Housing-Enabling Policies and Processes · Advocate for policies that reduce regulatory barriers and accelerate permitting timelines. · Support consistent and predictable building standards across jurisdictions. · Promote policy solutions that incentivize housing production, including identifying sustainable funding for permanent affordable housing. Support Workforce Housing and Affordability Solutions · Champion the development of a State Infrastructure Fund to enable housing and supporting infrastructure. · Support innovative financing strategies that expand access to workforce and attainable housing. · Promote programs that improve access to homeownership and rental opportunities.
Align Housing with Economic Growth and Workforce Needs · Consider housing availability when making decisions about business expansion or relocation. · Support development near employment centers and transit corridors. · Encourage projects and policies that better connect jobs with accessible housing. Advance Housing-Enabling Policies and Processes · Advocate for policies that streamline permitting and reduce unnecessary regulatory barriers. · Support consistent, predictable development standards across communities. · Engage in efforts that promote sustainable funding and long-term solutions for affordable housing. Support Workforce Housing and Affordability Solutions · Invest in or support initiatives that expand workforce and attainable housing. · Partner in projects or funding efforts that enable infrastructure needed for housing development. · Offer housing-related benefits where feasible (e.g., relocation assistance, down payment support, rental assistance). · Provide employees with resources on housing options, financial literacy and homeownership programs.
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5 Livability Utah provides opportunity for individuals, families and communities to thrive. Great communities don’t happen by chance—they are built through thoughtful investment, strong partnerships and a shared commitment to quality of life. By supporting vibrant downtowns, recreation, arts, culture and community well-being, we can create places where people want to live, work and build their futures. Together, businesses can help shape communities that attract talent, inspire innovation and strengthen Utah’s competitive advantage.
🎯 Strategic Goal Utah’s Livability Index will increase by 2034.
Key performance indicator • Utah livability index.
CIRCLE-STAR Signature Project Capital City Renaissance with a sports and cultural district, state-of-the-art hospital, downtown University campus and global faith headquarters.
Supporting measures • Miles of developed trails.
• Share of Utah students reporting opportunities for prosocial involvement at school. • Share of Utah population reporting social isolation.
Page 15
Action Items PEOPLE-GROUP What The Chamber Is Doing
APARTMENT What Business Can Do
Activate the Utah Livability Index · Develop the Utah Livability Index in partnership with the Kem C. Gardner Policy Institute and Utah Foundation. · Establish the Index as a statewide resource for benchmarking and decision making. · Promote the adoption of the Index across business, government and community leaders.
Activate the Utah Livability Index · Utilize the Livability Index (once available) to inform business decisions on location, investment and workforce strategies. · Align internal goals and strategies with livability metrics where appropriate. · Participate in efforts to promote awareness and adoption of the Index.
Support Downtown Vitality and Placemaking · Align with statewide and local downtown development goals, including Downtown Rising. · Convene business and community leaders to advance placemaking, safety and activation efforts. · Support initiatives that enhance cleanliness, safety and vibrancy in downtown areas. Align Business Investment with Livability Outcomes · Encourage alignment between business investment and community priorities, such as housing, transportation and amenities. · Support regional efforts to enhance livability and long-term economic competitiveness. · Promote Utah as a top place to live, work and do business.
Support Downtown Vitality and Placemaking · Encourage employee engagement in downtown areas through in-person work, events and activities (where relevant). · Participate in local business alliances and placemaking initiatives. · Invest in or support programs that improve cleanliness, safety and activation (e.g., ambassador programs). · Consider locating or expanding operations in downtown or mixed-use areas. Align Business Investment with Livability Outcomes · Align business investments and expansion decisions with community priorities (housing, transportation, amenities). · Support major placemaking initiatives, including arts, cultural districts and community assets. · Advocate for public investment in parks, recreation and cultural infrastructure. · Help promote Utah’s livability advantages to attract and retain talent.
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6 Natural
Resources
Utahns are wise stewards of our environment and natural beauty.
Utah’s continued prosperity depends on the responsible stewardship of our energy, water and natural resources. By balancing growth with sustainability, investing in reliable infrastructure and improving resource efficiency, we can protect the assets that power our economy and support future generations. Together, businesses can help ensure Utah remains resilient, competitive and prepared for the opportunities ahead.
🎯 Strategic Goal Utah will maintain energy affordability and reliability, reduce per capita water consumption and improve air quality in the years leading up to 2034.
Key performance indicator • Utah electricity prices compared to other states. • Utah average duration of power outages per customer.
• Residential potable gallons per capita per day.
CIRCLE-STAR Signature Project Promote an all-of-the-above energy strategy that includes utility scale solar, advanced modular nuclear and a critical minerals consortium.
Supporting measures • Relative economic efficiency of state energy regulations by state. • Annual net capacity factor for Utah power plants.
• Market value of agricultural products sold per acre-foot of water used.
• Commercial and industrial water use.
• Number of days in select Utah counties exceeding national poor air quality standards.
• Thousands of acre-feet dedicated to Great Salt Lake.
• Great Salt Lake elevation level compared to target range.
Page 17
• Secondary water use.
• Estimated annual water savings from agriculture optimization projects funded by the state.
• Percent of secondary residential connections that are metered in the Weber Basin Water Conservancy District.
Action Items PEOPLE-GROUP What The Chamber Is Doing
APARTMENT What Business Can Do
Expand Energy Production and Reliability · Advance efforts to double Utah’s power production by 2034 through initiatives like Operation Gigawatts. · Champion an all-of-the-above energy strategy, including utility-scale solar, advanced nuclear and critical minerals. · Advocate for policies that maintain energy affordability and reliability while supporting long-term growth.
Invest in Energy Efficiency and Reliability · Upgrade facilities and operations to improve energy efficiency. · Explore on-site or contracted renewable energy options where feasible. · Improve operational resilience to support energy reliability.
Drive Water Conservation and Efficiency · Align business and community efforts to reduce municipal and industrial (M&I) water consumption by 16% by 2030. · Advocate for investment in water infrastructure, conservation and efficiency systems. · Support initiatives that improve water use productivity across industries and communities. Strengthen Regulatory and Market Conditions · Work to improve Utah’s national standing in energy regulatory ratings (S&P and Moody’s). · Advocate for policies that increase regulatory certainty and system efficiency. · Support market-based solutions that encourage innovation, investment and long-term stability. Build Business Leadership and Resource Awareness · Launch a Business Leader Energy Literacy Campaign by 2027 to increase awareness and understanding. · Promote education and engagement around energy, water and air quality challenges.
Improve Water Efficiency · Set internal targets for reducing water use. · Invest in water-efficient technologies and processes. · Adopt practices such as xeriscaping and optimized water use in operations. Lead on Measurable Resource Stewardship · Set and publicly track goals for energy and water reduction. · Invest in innovations that improve efficiency and sustainability. · Align business practices with statewide conservation and reliability goals. Improve Resource Awareness and Employee Engagement · Educate employees on energy, water and air quality practices. · Promote conservation behaviors such as reducing energy use, water consumption and waste. · Participate in initiatives that raise awareness of Utah’s natural resource challenges.
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Appendix
Opportunity and Problem Statement Opportunity Statement Utah’s economy faces enormous opportunity as a youthful, mid-sized state with a diverse economy, well-trained workforce, world class infrastructure, large middle class, nation-leading social capital and superb life quality with access to exceptional recreational amenities. Utah’s status as the international choice for the 2034 Olympic and Paralympic Winter Games provides a natural deadline to rally around these opportunities. The Utah economy faces five significant economic opportunities: • AI-age – Utah’s tech-smart and entrepreneurial workforce is poised to compete and win in the age of artificial intelligence. • Energy decade – Utah’s diverse energy portfolio, coupled with its affordability, reliability and dispatchability, sets the state apart from other states during a decade of significant energy demand. Utah’s oil, natural gas, coal, geothermal, wind, solar, biomass, hydro-electric, hydrogen, storage capacity, critical minerals and potential modern nuclear form the basis for an energy decade like never before that will produce statewide benefits, particularly in rural Utah. • Sports, entertainment, culture and convention district – Utah’s urban center will be transformed over the next decade by over $3 billion of private investment and $1 billion of public investment. A new sports, entertainment, culture and convention district will enliven downtown, including the state’s new NHL hockey team (Utah Mammoth) and the possibility of an MLB team over the planning horizon. Investments by The Church of Jesus Christ of Latter-day Saints in Temple Square and adjacent properties will further elevate the urban core.
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• Generational real estate investments – Over the next decade, major real estate investments will transform Utah. They include The Point (600 acres of state-owned land at the intersection of Utah’s two largest counties); Inland Port (a shipping and trade center located in the northwest quadrant of Salt Lake City); Utah City (an 800-acre project on the shores of Utah Lake) and Falcon Hill (expansion of the Falcon Hill Aerospace Research Park and related growth at Northrop Grumman and other aerospace / defense firms in Northern Utah). • 2034 Olympic and Paralympic Winter Games – Utah will host its second Olympic Winter Games in 2034, providing an estimated $6.6 billion economic impact and, even more, significant motivation and backpressure to improve all aspects of the state before hosting the world.
Problem Statement Utah’s economy functions in an uncertain national and international economic context of relatively high inflation, an unacceptably high national debt, federal government dysfunction, social unease, geopolitical strife and AI-led technological change that creates opportunities but also risks. The Utah economy faces five dominant economic challenges: • Education-jobs connection – A misalignment exists between the skills of Utah’s current workforce, postsecondary training and the needs of a knowledge economy. • Housing affordability – Utah’s unaffordable housing market prices out many first-time homebuyers and creates prohibitive cost burdens on renters. The high cost of housing threatens wealth creation for Utahns.
• Mental health – Utah faces growing mental health concerns and increasing social isolation challenges among our youth and young adults. • Distressed Utahns – Too many Utahns struggle to support themselves and their families and suffer from intergenerational poverty, unsatisfactory living conditions and homelessness.
• Growth pressures – Utah’s population growth creates serious pressure on the natural environment and, in many cases, impacts life quality.
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Founding Committees Steering Committee President & CEO: Derek Miller, Salt Lake Chamber & Utah Chamber Chair: Spencer P. Eccles, George S. and Dolores Doré Eccles Foundation David Andersen, UMB Bank Erin Laney Barr Jake Boyer, The Boyer Company Bishop L. Todd Budge, The Church of Jesus Christ of Latter-day Saints Foundation Nate Callister, Zions Bank Judd Cook, Clyde Companies Chris Dallin, Intermountain Health
Technical Committee
AT&T Big-D Construction BioHive CBRE Cedar City Chamber of Commerce Colliers International Economic Development Corporation of Utah Enbridge Envision Utah Governor’s Housing Coordinator Governor’s Office of Economic Development
Local & Regional Chambers of Commerce Committee
Brandon Fugal, Colliers International Christian Gardner, Gardner Group Dick Garlish, Rocky Mountain Power Natalie Gochnour, Kem C. Gardner Policy Institute at the University of Utah Jeremy Hafen, Clyde Companies Clark Ivory, Ivory Homes Troy Keller, Dorsey & Whitney Matt Lyon, WCF Insurance Thomas Morgan, Zions Bank
Governor’s Office of Planning and Budget Kem C. Gardner Policy Institute at the University of Utah Penna Powers Rocky Mountain Power Utah Association of Counties Utah Department of Transportation Utah Inland Port Authority Utah League of Cities and Towns Utah Promise Utah Transit Authority Utah State Board of Education
Box Elder Chamber of Commerce Carbon County Chamber of Commerce Cedar City Chamber of Commerce Kanab Area Chamber of Commerce Moab Chamber of Commerce Vernal Area Chamber of Commerce Washington Area Chamber of Commerce
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Sterling Nielsen, Mountain America Credit Union Jim Olson, Utah Jazz Gary B. Porter, The Church of Jesus Christ of Latter-day Saints Foundation President Taylor Randall, University of Utah Matt Sibul, WSP Dave Smith, Penna Powers Ryan Starks, Economic Development Corporation of Utah Steve Starks, The Larry H. Miller Company Tara Thue, AT&T
Utah System of Higher Education Wasatch Front Economic Development District Wasatch Front Regional Council World Trade Center Utah WSP Zions Bank
Chamber Support Team Marisa Bomis Mary Catherine Perry Heidi Walker
Thank You to Our Founding Partners Utah Rising is possible because of visionary organizations committed to Utah’s future. We gratefully acknowledge these partners for their leadership and investment.
Pinnacle Partners
Mountain Peak Partners
Kem C. Gardner
Horizon Partners
Trailblazer Partners
*Special thanks to the Kem C. Gardner Policy Institute at the University of Utah. Page 22
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