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CAMPUS MASTER PLAN 2026

v.2026

Foreword At the University of Utah, we have a bold vision: to lead the nation in reimagining how higher education can inspire students, drive innovation, and impact society. The 2026 Campus Master Plan is a blueprint for this future—a visionary step toward creating a more vibrant, connected campus where everyone can thrive. This plan rethinks how we use our physical spaces, ensuring they support the university’s mission of academic excellence, groundbreaking research, top-tier patient care, and service to our community. At the heart of the Campus Master Plan is what we call College Town Magic™—a vibrant, best-in-class experience for our students and broader U community. College Town Magic™ is about more than buildings and infrastructure— it’s about creating a lively, around-the-clock environment that promotes learning, connection, and growth. From state-of-the-art research labs to dynamic living-learning facilities to accessible transportation, the master plan lays the groundwork for a more connected, welcoming, and forward-thinking campus experience. The plan outlines several ambitious goals: creating a best-in-class student experience with improved housing, recreation, dining, and safety; preserving valued open spaces and maintaining the campus’s role as the State Arboretum; and balancing growth with sustainability through fexible, actionable recommendations. While this plan provides a bold vision for the university’s future, it is designed to evolve. Many aspects—such as building placement and design—will need more analysis, stakeholder input, and thoughtful adjustments to ensure they meet the needs of our community over time. Sustainability is a crucial part of this vision. As we grow and evolve, we remain committed to environmental

Taylor Randall, President

stewardship and to building a university that meets today’s needs while ensuring a brighter future for generations to come. The Campus Master Plan refects the collective energy and wisdom of our entire community. Over the past year, thousands of faculty, staf, students, and local residents shared their perspectives, helping shape a vision rooted in collaboration and equity. Their voices directly informed the principles that will guide how we enrich the student experience, advance patient care, improve access and mobility, promote economic resilience, and preserve the beauty and character of our campus. Together, these principles align with the university’s broader Impact 2030 strategy, setting us on a path to achieve our shared goals. The University of Utah has always been a place where bold ideas take root. The 2026 Campus Master Plan continues that legacy, setting the stage not just for growth but for redefning what’s possible. Together, we can turn this vision into reality, creating a campus that transforms lives, inspires discovery, and serves as a beacon of innovation for years to come.

University of Utah Mission

Mission

The University of Utah drives unsurpassed societal impact by preparing students from diverse backgrounds to be leaders and global citizens who strengthen our society and democracy; generating and sharing new knowledge, discoveries and innovations that supercharge our economy and improve lives locally, nationally and globally; and engaging local, national and global communities to promote education, health and quality of life.

Vision

To improve the life of every Utahn and advance a new national higher education model for delivering societal impact.

Values

2030 Strategic Plan The University of Utah’s Strategic Plan will further our vision to improve the life of every Utahn and advance a new national higher education model for delivering societal impact, focused on our mission centered around students, generating knowledge, and building communities. University of Utah 2030 Goals: To execute on this Strategic Plan, the University needs to meet the following goals by 2030.

• • • • • •

Expand the university to 40k students 80% of all students graduate within six years 90% job placement at the time of graduation Expand our research funding to $1B annually Impact the lives of all Utahns (3.5M Utahns) Become a top 10 public university with unsurpassed societal impact

What do we mean when we say we aspire to be a top 10 public university with unsurpassed societal impact? With those words, we are referring to positive, measurable change - both immediate and generational - in the quality of life of individuals across our state resulting from our teaching, research, service and health care eforts. This change happens in a context of responsible stewardship and reciprocity with our local and state partners as we collaborate across diferences to address Utah’s most urgent problems. Strategic Pillars Student Success Empower every student to thrive through personalized support, community, career readiness and transformative, purpose-driven education. Research & Innovation Boldly explore solutions to society’s most pressing challenges with a focus on Utah. Discover new knowledge impacting Utah and beyond, uncovering new possibilities for improvement of life. Service to Our Community Pioneer new models of delivering societal impact and become an “impact university.”

University of Utah 2026 Campus Master Plan Acknowledgements CAMPUS LEADERSHIP • Taylor Randall, President • Bob S. Carter, Executive Vice President, U Health • Mitzi M. Montoya, Executive Vice President, Provost • Troy D’Ambrosio, Chief of Staf & Sr. Vice President for Innovation • Jef Labrum, Chief Operating Ofcer • Andrea Thomas, Chief Marketing & Experience Ofcer • Chris Nelson, Chief University Relations & Communications Ofcer • Erin Rothwell, Sr. Vice President for Research • Gary McArthur, Chief Financial Ofcer • Jason Perry, Sr. Vice President for Government Relations • Jef Herring, Chief People & Culture Ofcer • Jenn Reed, Associate Vice President Auxiliary Services • Jim Russell, Associate Vice President of Facilities • Keith Squires, Chief Safety Ofcer • Lori McDonald, Vice President for Student Afairs • Mark Harlan, Director of Athletics • Natalie Gochnour, Sr. Advisor to the President • Phyllis Vetter, General Counsel • Heidi Woodbury, Sr. Vice President for Advancement BOARD OF TRUSTEES: • Katie Eccles - Chair • Randy Shumway - Vice Chair • Bassam Salem • Curt Doman • Kathi Garf • Steve Miller • Christena Huntsman • Karen Marriott • Amy Frampton - U Alumni President • Erica Stringham - Associated Students of University of Utah President

PROJECT PRIMARY STAKEHOLDERS: • Blake McBride, Director, Academic Facilities Planning • PJ Russell, Associate Director, Academic Operations • Ischa Jensen, Associate Executive Director, UUHC System Planning • Jennifer Still, Sr. Supervisor, UUHC System Planning • Charmelle Green, Deputy Athletics Director • Gavin Gough, Associate Athletics Director for Facilities, Operations & Capital Projects • Collin Simmons, Executive Director, Auxiliary Services • John McDonald, Interim Associate Vice President Student Engagement • Sean Grube, Associate Vice President Housing & Dining Programs • Danny Wall, UU Growth Capital Partners PROJECT MANAGEMENT TEAM: • Lori Kaczka, U Facilities Executive Director • Andrew King, Director of Campus Planning • John Close, Urban Planner IV • Jessica Davenport, Strategic Space Planner • Ian Hazel, Associate Director of GIS SPECIAL THANKS TO OUR PAST ASUU PRESIDENTS: • Alex Rose (ASUU President 2025-2026) • Joe Boyden (ASUU President 2024-2025) PREPARED BY: NBBJ

Table of Contents 1. Executive Summary Plan Explanation and Purpose Regional Growth Projections Campus Growth Projections Campus Statistics Campus & Community Engagement Guiding Campus Evolution: 2035 Planning Targets Space Planning & Efciency Space Needs Summary Space Planning Metrics & Projections Space Utilization Workplace Strategies Campus Transformation & Implementation

5 6 8 10 12 18 20 22 24 26 28 30

2. Campus Context & History University of Utah Location Context Planning Constraints Campus Organization Campus Utilities Campus History Cultural Resources & Historic Preservation

36 37 42 42 44 50

3. Facility Condition Assessment Building Condition Recommended For Future Demolition

54 57

4. Campus Master Plan Vision Introduction Guiding Principles Campus Framework College Town Magic™ Strategic Framework College Town Magic™ Guiding Principles Goals Strategies & Key Tactics Housing & Dining Housing & Dining Strategic Initiatives Student Life Student Life Strategic Initiatives Student Village Identifed Projects College Town Magic™ Technical Requirements Open Space Strategic Initiatives Targeted Areas Identifed Projects

60 62 64 67 68 70 71 71 72 76 79 80 81 83 86 88 92 95 98

Access, Mobility & Parking Building on Previous Transportation Studies Strategic Initiatives Mobility Strategy Campus-Wide Parking Strategy Peripheral Parking Strategy Event Parking Strategy Road Network Active Transportation Network Transit Network Transportation Demand Management Strategy Identifed Projects Academics & Research Strategic Initiatives Identifed Projects Academics & Research Neighborhood Plan Downtown Presence University of Utah Health Clinical Care Delivery U Health Clinical Care Strategic Initiatives U Health Academics & Research U Health Academics & Research Strategic Initiatives Identifed Projects - U Health U Health Academics & Research Neighborhood Plan Athletics Strategic Goals Strategic Initiatives Identifed Projects Athletics Neighborhood Plan Research Park Strategies Strategic Initiatives Research Park Planning Principles Neighborhood Plan The Plan Buildings Grounds Campus Parking

102 102 105 109 110 112 112 114 116 118 120 120 122 124 126 128 130 132 133 134 136 137 138 142 144 144 146 147 149 150 150 151 152 154 156 157 159 161

5. Appendix 2024 Space Study 2024 College Town Magic™ Strategic Framework Campus Living Plan

164

EXECUTIVE SUMMARY

To improve the life of every Utahn and advance a new national higher education model for delivering societal impact.

The University of Utah campus strives to be a vibrant, welcoming and engaging, year-round destination that blends urban dynamism with natural beauty to nurture the next generation of creative leaders and resilient problem-solvers.

Plan Explanation and Purpose This book presents the University of Utah’s Campus Master Plan, guiding the next ten years of physical development on campus.

Implementation of the master plan also supports strategic growth by providing a clear framework for informed decision-making, including the timing, location, and sequencing of future capital projects. This 10-year plan lays the foundation for future development, while providing fexibility to evolve with the oversight of the Campus Master Plan Committee.

A campus master plan is a long-term planning framework that guides physical development, land use, circulation, open space, infrastructure, and facilities. It aligns campus growth with institutional priorities, student and community needs, sustainability goals, and capital investment strategies. The plan helps inform decisions that protect the highest and best use of limited resources, including land, space, utility infrastructure, capital funding, and campus access.

The Campus Master Plan recommendations are in response to the university’s goals for growth on and of the main campus in Salt Lake City and Utah as a whole in areas including academics, research, health care and student housing. The Campus Master Plan and Guiding Principles create a framework for decisions about where to locate future facilities and programs, generate College Town Magic™ and ofer a campuswide frame of reference for the university’s capital plan.

Higher education institutions across the country utilize campus master plans to guide how their campuses will evolve to meet the changing needs and expectations of the communities they serve. Planning studies also address specifc components of campus systems related to infrastructure, space, programs and sustainability. The University of Utah has developed campus plans since its institutional beginnings to give physical form to the university’s mission, vision and strategy. The most recent 2008 Campus Master Plan served to guide campus development over the past 18 years. It is time for an updated plan to guide the next decade of campus development and help achieve the university’s strategic growth plans.

The plan achieves the following goals: • •

•

Continuing the university’s rich planning culture, the 2026 Campus Master Plan builds on the successes of past work and takes action on the U’s Impact 2030 strategy and student-centered vision for College Town Magic™ as well as the needs of the greater Salt Lake City community it resides within and serves.

• •

A current Campus Master Plan is required for all USHE institutions under Board Policy R706. When seeking legislative approval for capital development projects, the University must demonstrate that proposed projects align with the Campus Master Plan. The 2026 Campus Master Plan fulflls this requirement.

•

Development of a physical plan that refects the university’s strategic vision for growth in academics, research and health care. Creation of a campus open space plan that preserves valued open spaces and the campus as a State Arboretum. These are critical to achieving the campus mission and sustainabi-lity goals. Establishment of a “best-in class” student experience in housing, recreation, dining, safety and campus services. Recommend outcomes that are shaped by campus and community input while being mindful of limited resources and focusing on attainable solutions. Serve as a guiding framework, with many details – such as the placement of facilities and specifc designs – subject to additional studies, stakeholder input and due diligence in the years ahead. Delivery of the Campus Master Plan as a “living plan.”

REGIONAL GROWTH

+125,000

10-Year Projections

new residents in Salt Lake County by 2033

The University of Utah is the state’s fagship institution of higher education, delivering unmatched value in higher education and health care while making social, economic and cultural contributions that improve the quality of life throughout Utah and beyond. Planning for the future of the campus is in support of the vision of providing service to our communities and the people of Utah. The Campus Master Plan takes into consideration the population changes projected for Salt Lake City, Salt Lake County and the state of Utah. The University will maintain its goal to reach 45,000 students in the next 10 years, in tandem with the regional growth projections. The state of Utah will likely add nearly 500,000 residents between 20242033. This growth will take the state’s total population to four million people and will largely be fueled by people attracted to Utah’s strong economy. During this same time period, Utah’s economy is projected to add 330,000 jobs – amounting to a 13.4% increase in jobs from 2024. Salt Lake County is, and will continue to be, the most populated county within the state. However, by 2033, Utah County is projected to gain the largest number of new residents (164,000) followed by Salt Lake County (125,000).

+500,000 new residents statewide by 2033

By 2033, demographic trends suggest that Utah’s population will rapidly age with the median age projected to increase from 32.7 to 35.2 years. Utah’s working-age population (ages 18-64) is projected to grow by nearly 400,000 and will increase as a share of the total population. The traditional college-age population (ages 18-24) is projected to grow by 28,000. The school-age population (ages 5-17) is projected to decline in numbers and as a percentage of the total population.

+28,000

growth in college-age population by 2033

+330,000 new jobs statewide by 2033

Reference: Utah State and County Short-Term Planning Projections, 20242033, dated October 2024 (published by Kem C. Gardner Policy Institute at the University of Utah)

Growth Rate Percentage

Employment Growth Trend

Utah Historical and Projected Total Employment and Growth Rates, 1998 - 2033 *

Population Growth Trend 6.6% 6.7%

Selected Utah Age Group as a Percent of Total Population, 2024 and 2033 *

Projected Change In Employment by Industry

Projected Utah Employment Change by Industry, 2024 - 2033 * *Image Credit: Utah State and County Short-Term Planning Projections, 2024-2033, dated October 2024 (published by Kem C. Gardner Policy Institute at the University of Utah)

CAMPUS GROWTH Student, Faculty & Space Projections The University of Utah has seen a steady increase in the number of students over the past few years. Based on this historic trend, the 2033 population growth projections for the state of Utah and the university’s strategic growth targets, the university has a goal to grow to over 45,000 students in the coming decade. The growth in students enrolled will be supported with the addition of over 6,000 new employees.

“

We continue to refect on our roles as educators in creating a new strategic plan that will further our vision to improve the life of every Utahn and advance a new national higher education model for delivering societal impact.

“

-U 2030 Vision & Initiatives

Historic Student Enrollment Trend *Total headcount - including remote, in-person and hybrid

*Source: https://data.utah.edu/data-dashboard/uu-fall-censusenrollment-summary/

45,000+

target total in-person student headcount by Fall 2035

6,000+

projected new full-time employees by Fall 2035

Projected FTE Employee Growth Based on 45k+ On Campus Students

Source: Current FTE (Full Time Equivalent) for faculty and staf is from December 2023 University-provided data..

CAMPUS STATISTICS University of Utah Facts & Figures Fall 2025 Enrollment • Total: 38,261 students • Undergraduate: 29,335 • Graduate: 8,926

Employee estimates (as of January 2025) • Main Campus 8,900 full-time (FT); 9,400 part-time (PT); Total 18,300 (FT + PT) • Health Academics: 7,900 FT; 4,500 PT; Total 12,400 (FT + PT) • Hospital: 14,000 FT; 2,300 PT; Total 16,300 (FT + PT) • Main Campus and Health Academics faculty: 4,400 FT; 3,500 PT (includes adjunct); Total 7,900 (FT + PT)

Student Body Represents • 29 counties in Utah, 50 states, 115 countries • 25% of students identify as frst-generation • 30,000 people attend Continuing Education’s 2,700 classes annually

Health Care • The University of Utah is the only academic medical center in Utah and our region • 2.6 million patient visits per year • U Health trains 2/3 of Utah’s physicians • U Health serves 6 Mountain West states, equaling more than 10% of the continental U.S. • 50+ telemedicine sites • 5 hospitals • 12 community health care centers

Student Success • 19:1 undergraduate student-faculty ratio • First-year retention rate: 85% • Average bachelor’s GPA: 3.55 • 82% of degrees awarded are in programs related to high-demand jobs, as defned by the Utah System of Higher Education • At $67,170, U graduates’ median earnings are 25% higher than the national average Campus Life • 700+ student organizations • 12 fraternities and 10 sororities with 2,500 members • 50+ miles of pristine hiking trails in foothills surrounding campus • 29 sports clubs and 1,088 participants in 2025 • 2025 intramural sports: 6,180 participations; 1,681 games; 704 teams Athletics • 95% student-athlete graduation rate • Member of a Power Four conference (joined Big 12 in 2024) • The MUSS is one of the nation’s top student sections with approximately 7,400 student fans • 31 team national championships • 126 individual national champions (including 89 in skiing and 32 in women’s gymnastics) • 72 Olympians (including student-athletes in sponsored intercollegiate sports at the U)

Research • Member of the AAU (Association of American Universities), an invitation-only, prestigious group of 71 leading research institutions • Classifed by the Carnegie Foundation among the 137 research universities with the “highest research activity” in the nation • $691M in research funding in FY24 • 2,634 awarded research grants in FY24

Campus Size • Campus size: 1,534 acres • Heritage Preserve: 340 acres • Number of buildings: 247 • Total gross square footage: 12M • Net assignable square footage: 6.9M • State Arboretum of Utah: the 1,534-acre campus along with Red Butte Garden’s 100 acres

CAMPUS & COMMUNITY ENGAGEMENT

project provided the community with regular updates and served as a platform to collect round-the-clock feedback. Additionally, over 6,000 letters were sent to campus neighbors seeking their feedback. In the spring 2024 semester, four open house events were conducted in diferent areas of campus to gather direct input from students, faculty, staf and patients. The planning team hosted several information boards and outreach activities to facilitate engagement. In order to gain broad representation across the campus, the events were held in Marriott Library, Kahlert Village, Eccles Health Sciences and the University of Utah Hospital. Analysis of the existing campus conditions was shared and participants were asked to provide feedback and add their observations. Maps were available for users to draw how they arrived and moved through campus to better

Students, faculty, staf, alumni, visitors, neighbors, regional partners and subject matter experts across the university were engaged in the process. The internal and external engagement took on many forms – in person, virtual and online. Campus and community members shared their insights via on-campus events, planning workshops, focus group meetings, campus newsletters and social media platforms. An interactive website dedicated to the

Campus & Community Feedback to: How Do You Travel and Places Most Liked and Disliked on Campus

Walking Routes Biking Routes Public Transit Routes Vehicular Routes Multimodal Transport Routes Commonly Liked Spots Commonly Disliked Spots

mapping surveys

Engagement by the Numbers website visits Instagram reactions online comments comments

core team meetings design charrettes subject matter focus meetings contributors

leadership meetings

open houses participants

letters to neighbors seeking feedback

understand circulation patterns, gateways and areas of congestion. Favorite places on campus and areas that could be improved were identifed to inform the plan and focus changes where they are most needed. The open houses attracted over 600 participants — including Swoop — and many great conversations that helped shape the development of the Campus Master Plan.

copies at the open house allowed participants to digitally indicate campus user paths through campus or locate and comment on favorite spots. As the plan progressed, draft concepts were shared with campus users with the ability to add comments and “like” or “dislike” preliminary campus improvement ideas. These insights were considered in the proposed plan recommendations.

The in-person engagement was paired with digital outreach eforts to enable easy access to comment on the ongoing planning work. The project website was open to the public and well-advertised to gain input from the larger campus audience, including alumni, neighbors and Salt Lake City residents. The site activity was monitored closely and updated throughout the plan development. In the initial phase, mapping tools similar to the paper

The conversation extended to social media channels as well, used in part to publicize the project website. Several posts on Instagram yielded more than 6,300 reactions to the Campus Master Plan and over 130 comments. The collected feedback, from conversations, emails and online posts was inventoried and reviewed by the planning team to better understand what was most important to the University of Utah community.

What We Heard

located and the cost to park were all factors in getting to where campus users need to go. Several expressed the preference for new parking structures to replace the many surface lots in order to increase the number of stalls while allowing for other new campus buildings or green space.

Community input addressed a wide range of topics – access and parking, open space and landscape, campus aesthetics and design, housing and food, types of spaces and programs desired, safety and comfort, to name a few. The feedback underscored the level of importance campus grounds, buildings and infrastructure have on how the campus and community experience the campus. •

•

Access to, from and through the campus was a key concern from all stakeholders. Comments expressed the need for improved multimodal lanes of-campus and safely through campus, accessible pathways to navigate hilly areas and extending TRAX services to Research Park. Ideas to improve the separation between upper and lower campus were welcomed, especially to mitigate the topography and make the campus feel more connected.

•

Campus open spaces were highly valued and comments advocated preserving landscaped areas, increasing plantings, expanding recreation oferings and providing a variety of special small areas such as learning gardens, pocket parks and areas of respite. Amenities such as Presidents Circle and the adjacent Red Butte Garden were frequently mentioned as beloved destinations.

•

Aesthetics and design comments focused on preserving the historical areas, including Fort Douglas and developing a cohesive campus aesthetic for facilities and landscape to enhance the University of Utah brand.

Parking was a dominant topic for faculty, staf, students and patients. The number of available parking stalls, the distribution of where parking is

Topics that the Campus and Community Provided Input On

34% 30%

Access

Food

Recreation

Parking

Housing

Sustainability

Town & Gown

Space Types

Baseball

Aesthetics & Design

Hospital + Clinics (UH)

Cultural Centers

College Town Magic™

Landscape & Open Space

Engagement Miscellaneous

15%

14%

5% 2% Students, Alumni

Anonymous

Neighbors

Staf / Employees

U Health Staf

Faculty

•

The idea of College Town Magic™ and enhanced on-campus activities including more quantity and diversity of food options co-located with expanded student housing was most popular with students.

•

Partnering with Salt Lake City to improve the “Town/Gown” built environment was suggested by neighbors to enhance adjacent areas to campus and maintain the distinct sense of what belongs to the university.

•

Several program ideas were generated by faculty, staf and students, with specifc buildings or programs mentioned that might warrant additional space.

The entirety of the campus engagement helped inform and shape the Campus Master Plan, resulting in a vision that was truly co-created by campus leadership and the community alongside the consultant team.

Campus and Community Sentiments on Various Topics

Co-created Campus Plan Vision The outreach resulted in a wealth of information and ideas that shaped the plan’s guiding principles and recommendations. The 2026 Campus Master Plan imagines an enriching, vibrant and welcoming campus for everyone. The Campus Master Plan provides specifc space and infrastructure recommendations that anticipate an increase in enrollment, student housing and research activities over the coming decade. The Campus Master Plan also includes big-picture strategies to alleviate growth pressures on the main campus while creating opportunities to better serve future students and patients and to refect the needs and aspirations of the community.

I hope to see an expanded bicycle network that extends even outside the core campus.

Need more campus recreational spaces/ activities on campus including biking/ hiking trails, skateboard park, tennis courts, pickleball courts, basketball courts, etc.

I enjoy this approach to shuttling employees to the hospital. Will make time and ease for fnding parking IF the lot is designated to UH employees. It is important to preserve walkable open spaces, water-wise when possible. There should also be shaded areas where people can sit and enjoy the open spaces.

Increased connectivity is much welcome and ondemand connectivity that is free and available throughout the evening as well as the daytime would help us do community programming. The foothills are valuable space for recreation and is a big draw for local community as well as students.

We need a more central quad area on campus for students to gather and rest in between classes and when the weather is nice.

GUIDING CAMPUS EVOLUTION 2035 Planning Targets Development of campus over the next 10 years is driven by the university’s 2035 Planning Targets. The 2026 Campus Master Plan will guide the physical evolution of the campus in response to the changing needs and expectations of the communities it serves and provide strategies to prepare for the impacts resulting from this targeted growth. The university must take into consideration demographic and population changes in conjunction with the goal to reach the enrollment of 45,000 students.

Become a Top 10 Public University with Unsurpassed Societal Impact. Create positive,

measurable change - both immediate and generational - in the quality of life of individuals across our state resulting from our teaching, research, service and health care eforts.

Provide Physical Space to Accommodate $1.5B in Research Funding by 2035. The University of Utah continues to serve as an epicenter for new technologies, treatments and discoveries that have the power to change lives and each day brings new ideas with transformative potential.

Grow Student Enrollment to 45,000+ by 2035. The University of Utah does not cap enrollments. As a

state institution, in a state with a growing population, the University must be prepared to accommodate the targeted enrollment goal. The graduate student enrollment must grow to support the projected research growth.

House 8,500 Undergraduate Beds + 1,050 Family and Graduate Apartments. Access to student housing increases graduation rates among students, increases satisfaction and GPA.

Enhanced Pedestrian Walkway (vision concept - requires further study)

SPACE PLANNING & EFFICIENCY While the future growth in campus population drives the need for new buildings and higher utilization of land and facilities, a status quo approach to campus development, leaning heavily on new construction, is unsustainable and capital- and resource-intensive. The Campus Master Plan recommends a more balanced approach to growth by increasing occupancy of current space, increasing efciency of existing space, renovating older buildings to meet future needs, fnding adaptive reuse opportunities of underutilized space and sizing new infll buildings with progressive space standards. This new and higher efciency “Pioneering” * model will result in a savings of approximately 400,000 square feet, compared to maintaining a status quo approach, with a need to provide 4.2M square feet of net new build by 2035. Together, these strategies will increase usable space without eliminating the campus’s desirable open spaces and cherished places.

Price Computing and Engineering Building (ongoing)

*Note : See Page 24.

Infll development with progressive space standards Build strategic additions to better leverage existing resources

South Physics Revitalization & Fletcher Replacement

Adaptive reuse of underutilized buildings Replace functionally obsolete buildings with new state-of-the-art facilities

Applied Sciences Building (completed)

Potential Academic Building Social and Behavioral Sciences Tower To Be Used As Flex or Transitional Space

Business (BUC) Building Replacement All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

Potential Strategies on How To Efectively Use Current Space

South Expansion New Inpatient Bed Tower New Eccles School of Medicine Converting Shoreline Student Housing to Workforce Housing

Williams and Myriad Complex Reuse to Accommodate Research Growth

Infll Buildings to Accommodate Future Growth

UMFA Expansion

Huntsman Center Renovation

New Student Village: Mixed-use Corridor with Student Life Amenities, Retail, Dining and Housing

New Athletics Administration, Training and Dining Facility

New Outpatient Clinics

Space Needs Summary Targeted growth set out by Impact 2030 will bring more people and activities to campus requiring alignment of university resources to ensure the the needs of students, visitors, faculty and staf are met in a way that all can thrive on campus. Space needs on campus in the next ten years are directly driven by the goals to increase student enrollment to over 45,000 students, bring $1.5 billion in research funding on campus annually and to provide 8,500 undergraduate beds and 1,050 family and graduate apartments.

University growth projections will bring up to an additional 18,835 FTE students, faculty and staf to campus by 2035. It’s essential that space is ready to receive this growth with a balanced approach by increasing occupancy of existing space, renovating older buildings to meet future needs, fnding adaptive reuse opportunities of underutilized space and sizing new infll buildings with a progressive space standard.

Future Population Projections Student Population will grow 39% by 2035

12,700 more in-person students are anticipated in the next 10 years Graduate population increase from 24% to 25% of the student body by 2035

Note: Student population for all projections is calculated as the total 12-month unduplicated headcount minus those students enrolled fully remotely. Current FTE (Full Time Equivalent) population for faculty and staf is from university provided Dec. 2023 data. ** Based on 2024 Space Study Data

Projected On-Campus Student Population Growth Estimate

Note: Student population for all projections is calculated as the total 12-month unduplicated headcount minus those students enrolled fully remotely. ** Based on 2024 Space Study Data

Space Planning Metrics & Projections

•

Space Needs by Use Type A 2024 Space Study was conducted as part of the Campus Master Plan Update process. For the Space Study, the following major drivers and assumptions were used:

•

• •

•

Student enrollment: of 45,000 by Fall 2035 on main campus. Research Activity: $1.5B This Space Study included core facilities: classrooms/ class labs, academic research labs, ofces/conference, library/study, special use, general use, dining, meeting, support/storage. See legend below. *Residential buildings, hospitals and clinics and parking garages were not included in these facilities projections, they are to be addressed in other studies. The University has initiated a more comprehensive Space Utilization & Allocation Standards study for all of campus (excluding hospitals and clincs).

•

Set institution-wide space standards for ofces, including space types, sizes and allocations. Create and establish a campus-wide advisory space management framework that is standardized and integrated. Provide swing space to allow research to continue during renovation of existing poor-quality space. Create research hubs on campus and in Research Park that include lab and ofce space. Increase in Student Life Space by 1M+ NASF to support increase in residential students.

Percentage of Existing Core Facilities by Space Type*

* not including Hospitals, Clinics, Athletics and Auxiliaries

The study found that the University of Utah building inventory includes 21.5 million gross square feet (GSF) of space on campus, which equates to 12.1 million net assignable square feet (NASF). The building inventory was divided into Hospitals & Clinics, Residential, Athletic Facilities, and Core Facilities (buildings not designated in the other categories), as of January 2024. Only core facilities were covered in the study, resulting in approximately 6.93 million net assignable square feet of space currently on campus.

45%

10% 14%

The 2024 Space Study identifed a “Pioneering Standard” that will be able to accommodate projected enrollment and program growth while achieving space efciency. Application of the pioneering standard identifes the need for 4.2 million GSF of new space to accommodate enrollment and growth goals for 2035.

7% 12%

Pioneering Standard - name given to a space

growth scenario that accommodates the projected enrollment and program growth while achieving space efciency. The Pioneering Standard will result in fewer space requirements than both the benchmarking standard (that of our peer institutions) and the status quo standard (if the university were to continue with current space use practices). The Pioneering Standard was selected by campus stakeholders from multiple options and represents the space needed to accommodate campus growth.

Legend applies to all charts

(HSC)

The space study resulted in the recommendation of key space strategies: •

Increase NASF/Seat to accommodate more fexible active classrooms and class labs in Academic Spaces 24

Recommended ‘Pioneering Standard’ Growth Space Projection

Balance a Commuter and Community Campus Balancing a commuter and community campus will require an increase in student life space to support both commuter and residential students. Key drivers of student life space changes at the University of Utah include: • • • • • • •

Growing student population with more on-campus students means greater demand for student services Recreation is a key component of campus health and wellbeing. Current recreation facilities are already at their limit and storage is at a premium. Supporting mental health and wellbeing on campus through spaces and programs. Dining services will need to expand to service more students at more times of the day Study space available to students outside of the library. Meeting and lounge space for clubs, afnity groups and student organizations to promote belonging and connection. Increased delivery of online student services (e.g. bursar, fnancial aid, registrar).

* **

Space Projection Scenarios

* Based on 2024 Space Study Data

*Benchmark - for the purpose of this space study, ten R-1 institutions (three of which have hospital systems) were selected as the benchmark for the University of Utah’s space study.

Space Utilization

The 2024 Space Study indicates that the University of Utah will need to, through a combination of new build and the repurposing of existing campus space, develop an additional 1 million + NASF of study, gathering, meeting, assembly, lounge, dining, recreation and Union space on campus to support the growing student population.

When compared to selected peers, the University of Utah has about 37% more assignable square feet (ASF) per student, 85% more ofce space and classroom and labs are both about 40% over peer comparisons. Compared to these peers, the university has signifcantly less library stack and process space, is defcient in recreation and student life spaces and when compared to peers with medical schools on campus the University of Utah has 14% less space per FTE (full time equivalent) student.

Research space is driven by the funding target of $1.5B+ in research activity on campus by 2035. Faculty count and support space. The 2024 Space Study projects a need for 1,947,000 NASF which was based on the 2030 goal of $1 billion research funding, a growth of 762,000 additional square feet, resulting in 1,950 NASF / $1M of research activity. Additional space in Research Park is expected to become available soon and will be targeted to accommodate a good portion of the research space needed.

Defnitions Standardized defnitions for building space are based on the Facilities Inventory and Classifcation Manual from the National Center for Education Statistics. • NASF (Net Assignable Square Feet) or ASF (Assignable Square Feet): The total space on all foors usable or assignable for occupants or specifc use (e.g., ofces, labs), measured from the inside faces of walls. This measure excludes nonassignable spaces such as circulation, building service and mechanicals. • GSF (Gross Square Feet): The total constructed area of the building, measured from the outside faces of exterior walls, encompassing all assignable, non-assignable (mechanical, circulation) and structural spaces. Student population (FTE/Full Time Equivalent) for all projections is calculated as the total 12-month unduplicated headcount minus those student enrolled fully remotely.

Current classroom and classroom lab utilization and occupancy rates are below the industry standard and the 2024 Space Study provided recommendations for the university to more closely align with the standards and increase the target NASF / seat to accommodate more fexible active classroom and class labs that would lead to higher use of these spaces. The University of Utah is in the process of testing new strategic scheduling practices to increase utilization of current instructional spaces. The 2024 Space Study recommended key workplace

strategies to increase utilization of space on campus, resulting in a smaller footprint of university space dedicated to ofces, which will allow for the reallocation and repurposing of space for other campus needs. The University of Utah has a desire and a responsibility to be good stewards of university resources and space is a key resource. Employment of new space standards and scheduling practices will result in higher utilization across campus.

Benchmarking Space Against Peers

* Based on 2024 Space Study Data

Peer institutions for benchmarking - University of Virginia, University of Chicago, UCLA, Oregon State University, University of North Carolina - Chapel Hill, University of Oregon, New Mexico State University, West Virginia University, University of Colorado Boulder, Texas State University (Benchmarking data sourced from SCUP and IPEDS)

Workplace Strategies Over the next ten years, the university has an opportunity to realign the use of space on campus with its highest and best use, while adopting industry standards and the more efcient Pioneering Standard. A new focused efort on adaptive reuse of underutilized space and renovation of older buildings will lead to the reduced need for new space on campus.

The 2024 Space Study made key recommendations in regard to workplace strategy that the university will continue to study and adopt, including new space allocation standards, with the goal of aligning ofce space on campus with the type of work being done in the space and with standards of peer institutions.

Allocation Fewer enclosed ofces and more workstations. Less enclosed space means a smaller footprint for everyone, most commonly implemented for staf.

Activity-based Greater variety of efcient space types with the assumption that not everyone is at their desk. Assumes some seat sharing or hoteling.

Hybrid Work More working from home or hybrid work. This may be based on specifc type of work being done by various groups.

Current FTE (Full Time Equivalent) population for faculty and staf is from university provided data. ** Based on Dec. 2023 data

CAMPUS TRANSFORMATION & IMPLEMENTATION

Project #1 TRAX Red Line & Orange Line TRAX light rail has operated on the University of Utah campus since 2001, with service beginning to Stadium Station from downtown Salt Lake City just before the 2002 Winter Olympics. Since then, the Red Line has been extended to the University Hospital with additional stations at Fort Douglas and South Campus. As the 2034 Winter Olympics approach, another TRAX expansion is anticipated with the new Orange Line. The TRAX Orange Line has a long history of study, by both the University of Utah as well as regional transportation partners. While the idea of a direct TRAX connection between the airport and the University has been contemplated over many years, an Orange Line extension to Research Park was frst conceived in 2019 with subsequent planning eforts building upon each previous study. The TRAX Orange Line will connect the SLC International Airport, downtown, the University of Utah’s main campus, and Research Park with direct end-to-end service in 45 minutes. Both the Orange Line expansion as well as potential Red Line realignment are currently being studied, with construction beginning late 2029 and service anticipated early 2032.

Transformative projects contribute in a prominent manner to the transformation of the physical character of the campus. They have been developed to enhance the campus vision and serve to create viable solutions that enhance student life, improve transportation to, from and on campus, clarify circulation and strengthen the campus’s sense of place. These projects are considered central to achieving the established vision for campus and are expected to occur within the next 10 years, exact timing to be determined by priority preferences, sequencing issues and funding availability.

Conceptual aerial view of the Research Park Neighborhood (See page 62 to learn more about Neighborhoods)

Project #2 College Town Magic™ The envisioned student village in the College Town Magic™ plan blurs the boundaries of academic, gathering, wellness, retail, dining and student services, all creating opportunities for daily collision points where students encounter one another and build social connection. It is expected that half of the campus community will pass through College Town Magic™ daily, truly making it the gravitational center of University of Utah life. College Town Magic™ will be constructed in phases, with the frst student housing phase nearing completion.

Project #3 Research Campus The goal of increasing University Research funding to $1.5 billion requires infrastructure support. The Wintrobe Research Building has exceeded its useful life and must be decanted to support state-of-the-art research work. Space within Research Park will provide the opportunity to create dedicated research space to support the university’s goal, through the development of a research neighborhood at the corner of Wakara Way and Chipeta Way, utilizing the recently acquired Myriad Complex. This space will accommodate Wintrobe researchers and provide space for much-needed wet research growth. The establishment of a dry research hub at 295 Chipeta Way will support a longterm goal to consolidate dry research departments that are currently housed in multiple locations. Dominoes: Facilities and land that contribute to the core plan elements for the Research Campus to be controlled by the University of Utah.

Conceptual aerial view of the College Town Magic™ Neighborhood (See page 62 to learn more about Neighborhoods)

Project #4 Huntsman Center Arena Renovation The Jon M. Huntsman Center, a 15,000-seat arena, opened its doors in 1969. The arena, a landmark on the University of Utah Campus is the home to University of Utah Men’s and Women’s Basketball, Gymnastics and Volleyball. The facility underwent a $6 million renovation in 2014 which included the installation of a super-grid ceiling structure, a state-of-the-art sound system, brighter and energy-efcient LED lighting in the arena and concourse, a maple wood foor and updated graphics. New video boards were installed in 2017 and the current wood foor was installed in 2024. A comprehensive renovation is needed for the Huntsman Center that will modernize seating, premium spaces, athlete areas and technology, to support the athlete and fan experience and enhance the arena as an event venue. Dominoes: Comprehensive study of Huntsman Center Arena Project #5 Enhance Pedestrian Corridors Enhance pedestrian corridors throughout campus, including a ceremonial walkway that creates a space of tradition, celebration and recognition for University of Utah graduates on their commencement day. Dominoes: Finalize path alignment. Project #6 New Dispersed Union Building Student Life facilities at the University are being outpaced by rapid enrollment growth and expanding program demand. Utilization in the existing A. Ray Olpin Union continues to rise resulting in capacity constraints, deferred engagement and lost revenue. The Campus Master Plan envisions the development of a second Union that will be strategically placed in the heart of College Town Magic™, becoming the hub of activity for students and visitors. It will serve as the University’s welcome center with bookstore and conference space and include outdoor entertainment space, powering wellbeing, leadership, events and community for the University’s students. Dominoes: College Town Magic™ development and design.

Conceptual rendering of the Huntsman Center Arena Renovation (Concept vision - requires further study)

Image credit: EDA, WRNS Studio and Aretee 32

CAMPUS CONTEXT & HISTORY

The campus is located approximately 2.5 miles east of downtown Salt Lake City. The city is located on land once covered by prehistoric Lake Bonneville. The eastern and northern portions of the City are located on a series of terraces, or former beaches, which are known locally as “the benches.”

University of Utah Location Context

The land on which the campus sits — named for the Ute Tribe — is the traditional and ancestral homeland of the Shoshone, Paiute, Goshute and Ute Tribes.

The 1,534-acre University of Utah campus is located at the foothills of a mountain valley with the Wasatch Mountains to the east and north. The Oquirrh Mountains border the western edge of the valley. Views from the campus are dramatic. The Oquirrh Mountains, Salt Lake Valley and the Great Salt Lake are clearly visible from many locations on campus.

The campus proper is bounded by 500 South, Foothill Drive and Sunnyside Avenue on the south, University Street on the west, 100 South and North Campus Drive on the north and the Wasatch Range foothills on the east.

Campus Within Its Salt Lake City Context

Wasatch Mountains

Planning Constraints

This terrain has played a signifcant role in shaping the organization of campus development. Most buildings and infrastructure are aligned parallel to the slope, following a series of natural “benches.” This pattern is especially visible in the steepest area of campus, the Health Sciences Campus. Designing along these benches helps minimize the amount of cut and fll needed for construction of buildings, roads and utilities.

Topography Topography is one of the most striking natural characteristics of the University of Utah campus. The land slopes from the northeast toward the southwest, following the natural contours of the Wasatch Range foothills. Across the campus, the average grade is 6.3%. Elevation ranges from approximately 5,050 feet above sea level at the Huntsman Cancer Institute — the campus’s highest point—to about 4,600 feet at University Street, creating a total elevation change of roughly 450 feet.

However, the campus’s topography also presents challenges. Steep gradients can make pedestrian and bicycle movement more difcult, infuencing route choice, travel time, physical efort and even whether walking or biking feels desirable. The changing elevation also afects roadway design and ongoing maintenance needs.

Campus Map With 50-foot Contour Intervals

Wasatch Mountains

The University of Utah

Red Butte Creek Red Butte Creek fows through the University of Utah’s Research Park, entering from Red Butte Canyon in the northeast and continuing southwest along the northern edge of the West Village student housing area. Red Butte Creek has a protected 100-foot riparian zone as measured from the ordinary high-water mark, preserving its ecological function and natural character. Utah Heritage Preserve The University of Utah, in partnership with Utah Open Lands, has permanently protected 340 acres of undeveloped land along the eastern boundary of the University and Research Park—safeguarding its scenic, natural and recreational value for generations to come. By donating a conservation easement to Utah Open Lands, the University afrmed its commitment to preserving one of Utah’s greatest assets: the rare balance between urban development and access to the natural environment. Both the University community and the public may enjoy the Heritage Preserve for hiking, non-motorized biking, photography and nature study. Fault Lines The University of Utah sits near known fault lines, the East Bench fault and the Wasatch Fault zone. Transportation Due to the location of the University of Utah’s campus in the northeast corner of the Salt Lake valley and directly abutting to the Wasatch Mountain foothills, the campus has limited roadway, intersection and parking capacity.

Source: https://www.utahopenlands.org/march-anniversary-2025

Red Butte Creek 100 ft Riparian Bufer

Red Butte Creek

Source: 2025 Red Butte Creek Strategic Vision, University of Utah

Miller Park

Planning Constraints: View Corridors Eccles Broadcast Center View Line-of-sight Connections: The Eccles Broadcast Center houses three broadcast stations as well as a statewide educational consortium. The facility is located north of the intersection of Wasatch Drive and Mario Capecchi Drive, just east of the McCarthey Family Track & Field.

Marcia and John Price Museum Building Utah Museum of Fine Arts View Corridor: The view from East 500 South to the Utah Museum of Fine Arts (UMFA) shall be preserved, resulting in a protected open space between the UMFA and the street. Neilsen Rehabilitation Hospital View Corridor: Views to the surrounding mountains and valley from patient rooms and other spaces intended for patient use will be preserved.

The Center relies on critical transmitting and receiving antennas that connect to other broadcast facilities downtown and throughout the Salt Lake Valley. Because these connections operate on a line-of-sight basis, any obstruction between the transmitting and receiving antennas will disrupt signal transmission.

Stillwell Field Flagpole View Corridor: Upon the transfer of Fort Douglas the University of Utah agreed to preserve “any views from, to and across the parade ground”, the area known as Stillwell Field.

Given the elevation and alignment of the existing transmission pathways, the included diagram illustrates the maximum allowable height for infll development west of the Eccles Broadcast Center. These height limits are infuenced by several factors, including the position and height of current antennas as well as the ground elevation between connection points. Moran View Corridor: The Moran view corridor was established to preserve unobstructed views from the third foor of the Moran Eye Center toward the Oquirrh Mountains, specifcally a corridor to the west from the north and south building corners. The horizontal limitation is what can be seen from the third foor of the building.

Public Safety Tower Path Line-of-sight Connections 140FT

**Path corridors and clearance heights are approximations, and have not been verified by UCA

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Public Safety Broadcast Signal View Line-of-sight Connections: The Public Safety Broadcast communication tower relies on line-of-sight connections with fve towers. Four of these towers are to the southwest: two in the Oquirrh Mountains; one at Nelson Peak and one at Mahogany Ridge. The additional two towers are located at Jordan Commons and at the Point of the Mountain. This connection is essential to maintaining proper public safety communications supporting the University campus and surrounding community.

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Campus Organization

designed to acknowledge and reconcile both grids.

The current campus layout is largely shaped by two distinct development “grids.” These organizational frameworks—defned by circulation routes, building orientation and open-space patterns—refect both the surrounding city grid and the infuence of campus topography.

As development continued in the Health Sciences Campus, new buildings, despite the area’s increasing density, were generally aligned with the Fort Douglas grid. In this part of campus, the Army had previously modifed the grid slightly to better respond to the steep topography and subsequent University development followed this established pattern.

The historic western portion of campus, located roughly between University Street and Central Campus Drive, follows an east–west orientation derived from the traditional Salt Lake City street grid.

Campus Utilities

In contrast, most of the buildings at Fort Douglas were arranged on a grid aligned with the natural slope of the terrain. This grid deviates approximately 34 degrees from the city’s orientation. As the University expanded eastward into former Fort Douglas lands, it adopted this existing orientation. The Union Building, positioned at the intersection of these two systems, was intentionally

The existing utility infrastructure on the University of Utah’s 1,534-acre campus includes three electrical substations, 12.5 kV electrical distribution, two central heating plants and associated high-temperature water distribution, one cogeneration plant, four chiller plants and associated

chilled water distribution, three culinary water reservoirs, culinary water transmission and distribution systems, irrigation wells, irrigation distribution systems, natural gas distribution, stormwater infrastructure, sanitary sewer collection system, utility tunnels and communication/ fber systems. These resources serve academic, residential, research and health care buildings.

trunklines, inlets, manholes, detention basins, retention structures and surface fow. Modeling of the system has been completed in HEC-HMS for hydrology outside of campus contributing to the system and PCSWMM interfaced with FLO-2D Pro for the hydrologic and hydraulic modeling of the campus system. The model excluded any pipes under 12 inches in diameter. Any changes to campus will require a site-specifc model and design to address stormwater, while accounting for downstream conveyance and outfall conditions.

Existing Utility Systems: Culinary Water: The University’s water system is regulated as a public water system by the Utah Division of Drinking Water. The water system is defned as a community water system and designated as a consecutive connection to Salt Lake City’s public water system. The water system serves a population of 57,080 on campus. The system consists of three buried water reservoirs with a total of 4 million gallons of storage. There are six interconnected pressure zones on campus and three separate pressure zones of main campus. There are two pump stations and multiple connections from Salt Lake City’s water system. The latest hydraulic model of the culinary water system was developed using EPANET.

Sanitary Sewer: The University of Utah’s sanitary sewer system is a collection system with several outfalls or connection points to Salt Lake City’s sewer system. There are no treatment facilities or septic tanks on campus. There are multiple main trunklines on campus that connect to SLC mains along University Street, Guardsman Way and 500 South. Electrical: The University’s electrical distribution system is an underground medium-voltage network of 23 feeder circuits sourced from three electrical substations. The University owns and operates various electrical equipment within each of the substations, which are all supplied power by the regional electrical utility, Rocky Mountain Power. The distribution system provides power to over 300 campus buildings, student housing, the outdoor lighting system, the University of Utah Hospital complex and the Huntsman Cancer complex. The system includes a gas turbine generator which ofsets 7MW of the average total system load of 71 MW. The electrical system is modeled using SKM Power Tools for electrical protection campuswide analysis and load fow studies and Micro SCADA SYS600 for real-time monitoring. U Facilities manages and maintains these utility models.

Secondary Water: The University’s secondary water system is a pressurized system that conveys non-potable water from the University’s well near the Stadium to multiple irrigation points of connection on the lower portions of campus. This system consists of one pump at the well and multiple distribution mains ranging from 4-inch to 16-inch of pipelines. Future expansion of the system will require a larger pump and a storage facility on campus to deliver water to higher elevations. This system also provides heating/cooling to the South End Zone at the Stadium. The latest hydraulic model of the secondary water system was developed using EPANET. Chilled Water: The University of Utah’s chilled water system consists of four chiller plants, associated chilled water supply and return distribution piping to the buildings. There is a hydraulic model which is built in AFT Fathom software.

Natural Gas: The natural gas distribution system at the University of Utah is supplied by Enbridge of Utah. There are multiple master regulator/meter set locations on campus that supply gas to the University-owned gas distribution system. There are several service zones throughout campus and numerous buildings that are served directly by Enbridge.

High Temperature Water: The University’s high temperature water (HTW) system is a major source for heating buildings on campus. There are currently two central plants: the Main Campus HTW Plant and the East Campus HTW Plant. The last utility model for this system was developed using AFT Fathom.

The University of Utah is in the process of a campuswide study assessing the conditions and capacity as well as modeling the existing utility infrastructure on campus. This will lead to the development of a campus-wide utility master plan to guide improvements, removal, relocation and construction of utility infrastructure on campus to support the Campus Master Plan.

Stormwater: The University of Utah is responsible for managing stormwater for approximately 950 acres. The system is consists of roof drains, foundation drains,

Climate Action at the U

original 1850 site when Connor designated a four–squaremile military reservation for the camp.

Building on the U’s frst Climate Action Plan released in 2010, the 2024 updated Climate Action Plan highlights progress that has been made and articulates new ways university research and education can contribute to more positive climate outcomes. It outlines a path toward meeting the U’s accelerated 2040 target date for achieving net-zero greenhouse gas emissions and builds on the U’s recent Climate Resilience Assessment, identifying steps to prepare for impacts of climate change on U facilities and people..

The institution’s name was ofcially changed to the University of Utah in 1892, as documented in Remember (University of Utah Press, 1981; Act to Change Name, February 17, 1892). Around this time, Congress granted the University 60 acres of land from Fort Douglas. Between 1899 and 1901, the University constructed its frst campus buildings around a broad central green—now Presidents Circle—and relocated all operations from downtown to the east bench of Salt Lake Valley. Over the next fve years, the university began to take shape within its modest campus footprint. Of the early buildings constructed during this period, only fve survive today: the Widtsoe Building, the Voice and Opera Center, the Talmage Building, the Cowles Building and the Emery Building. In 1904, the federal government granted an additional 32 acres from Fort Douglas, expanding the campus to 92 acres. Eight years later, the Park Building and the architectural crown of University Circle were completed, further defning the heart of the University.

Campus History Originally established as the University of Deseret, the institution that would become the University of Utah— today recognized as the oldest state university west of the Mississippi River—was founded in Salt Lake City on February 28, 1850 comprised of 560 acres on the city’s east bench of Salt Lake Valley were set aside as the future site of the university.

The Great War (World War I) brought new construction, including two buildings intended for military training yet not built for the military. They were occupied temporarily during their early construction phases. Among these were the William Stewart School Building and the Life Sciences Building; the latter served as the university’s frst medical school.

However, the original campus site was also of strategic signifcance. In 1862, Colonel Patrick Edward Connor established Camp Douglas on the eastern bench, selecting the location for its commanding view over the city population and its proximity to the Overland Mail Route. Because funding for campus development had never materialized, no university buildings stood on the

Campus In The Early 1920s

Campus Circa 1925

Campus Plan 1926

Campus Circa 1936

Campus growth continued into the 1930s. The shape of University Circle was modifed and notable additions such as Kingsbury Hall and the Student Union—now Gardner Hall—were completed. A new stadium was also built to replace overcrowded Cummings Field. In 1934, nearly three decades after the previous land grant, the federal government transferred additional Fort Douglas acreage, increasing the university’s holdings to 153.5 acres. Federal programs played a signifcant role during this period: the Works Progress Administration (WPA) funded construction of the George Thomas Library in 1935 and Carlson Hall, the frst women’s dormitory, in 1938. Development slowed during World War II but surged in the postwar years. In 1947, the University received 298.59 acres from Fort Douglas, along with several wartime buildings—including the Annex. At the same time, the University constructed new facilities of its own, such as the Fieldhouse and the frst campus bookstore. Married student housing also emerged during this period, with the earliest “villages” built near the stadium using former barracks relocated from the Topaz internment camp.

Campus Circa 1950

Yet the university faced serious challenges. Many of the Fort Douglas buildings were hastily built wooden structures lacking adequate fre protection. Their distance from the central academic core at University Circle complicated class scheduling and the university did not even own all the land beneath certain acquired structures. A turning point came in 1965, when the state legislature approved bonding authority for new construction. The Learning Center and Library—later the Marriott Library— was completed in 1968. That same year, after a lengthy application process, the University received an additional 593.54 acres of Fort Douglas land. It included all of the land located southeast of the Fort, excluding the historic Fort Cemetery. Of this, 320 acres became the University Research Park. By 1971, new development centered frmly around the Marriott Library, easing the most pressing infrastructure needs.

Campus Circa 1972

Throughout the 1970s, growth continued primarily within Research Park and the University Villages. The East and West Villages expanded married and student housing, while the frst Research Park buildings were completed by 1975. The University Hospital followed in 1981, marking a major milestone in the institution’s medical and research capacity.

Campus Progression From 1900 to 1984

Structure Progression 2008 - 2026

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A new era of expansion began when Salt Lake City was selected to host the 2002 Winter Olympics. Major improvements—including the renovation and enlargement of Rice-Eccles Stadium—transformed the campus. In addition, Fort Douglas closed in 1991 and its land was partially transferred to the University of Utah. A plan for preserving most of the historic buildings on the Fort and making the area the place for student housing was agreed upon and construction took place mainly between 1999 and 2000 – the University’s 150th year.

demolished due to either poor condition or to make space for a higher need on campus. 39 buildings have been constructed with fve currently under construction. The University of Utah campus has truly been transformed in the past 17 years. Today there are 247 buildings on the 1,500+ acre campus. Enrollment has increased from 11,515 in 1960, to 14,364 in 1983, to 23,500 in 1990, to 30,457 in 2008. Fall 2025 student enrollment (undergraduate and graduate students) was 38,261 with more to come as the university prepares for the 2034 Winter Olympics to be hosted once again by Salt Lake City.

Between 2008, the time of the last Campus Master Plan adoption, and 2025, the University of Utah campus has experienced signifcant change. 25 buildings have been

2002 Winter Olympics Closing Ceremony at the Rice-Eccles Stadium

Cultural Resources & Historic Preservation

The University of Utah has two historic districts on campus — Presidents Circle and Fort Douglas — both of which encompass historically signifcant buildings and buildings that may be eligible for the National Register of Historic Places. The University of Utah works with the State Historic Preservation Ofce to both document and appropriately protect cultural resources on campus.

University of Utah Historic Neighborhoods and Buildings

Presidents Circle

Fort Douglas, Ofcers Circle

FACILITY CONDITION ASSESSMENT

All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

Building Condition

A select number of buildings on campus are being reviewed for reuse or demolition. The FCAs identify probable costs that would be required to bring the buildings to a like-new condition over a ten-year period. The FCAs do not examine the buildings for suitability for programs, change of use or recommend program upgrades. Building color does not indicate suitability for occupancy. Higher index numbers generally indicate a need for additional analysis of the building infrastructure needs. This color-coded map includes all FCA data that the University has to date.

The University of Utah’s Capital Planning program is in the process of conducting Facility Conditions Assessment (FCA) for existing buildings on campus. The FCAs use a Facility Condition Index (FCI), a tool to gauge the physical condition of the building system or facility. A lower FCI percentage indicates better condition.

Browning Building

West Village Apartments

Facilities Conditions Assessment

10 Year FCI (FCI Data as of May 2026)

0 - 0.05 > 0.05 - 0.1 > 0.1 - 0.2 > 0.2 - 0.3 > 0.3 - 0.4 > 0.4 - 0.5

> 0.5 - 0.9

Buildings Recommended for Demolition

Recommended For Future Demolition For a variety of reasons, several campus buildings are proposed for demolition in the Campus Master Plan. Proposed demolition can be a result of the Facility Condition Assessment and the resulting index score, a greater use of the building site on campus, and/or department strategies, in which the department has identifed the building is unable to meet programmatic needs even with infrastructure renovation. The following buildings (not in order of priority) have been proposed for demolition in lieu of reuse:

Campus Store, Bldg #67

Business Classroom Building, Bldg #74

HPER North, Bldg #92

HPER West Building, Bldg #94

HPER Natatorium, Bldg #93

Burbidge Academic Center, Bldg #98

Library Storage, Bldg #213

Wintrobe Research & Education Building, Bldg #530

Madsen Clinic Building, Bldg #685

Comparative Medicine Center, Bldg #587

West Village Housing

Fletcher Building, Bldg #83

East Village Housing

Browning Building, Bldg #11

East Village Apartments

CAMPUS MASTER PLAN

Vision By 2035, the University of Utah is a vibrant, year-round campus where the energy of a great college town meets the beauty of the Wasatch foothills — a connected, walkable place that grows without losing its open space, inspiring students, advancing discovery and care, and welcoming the community it serves. This vision gives physical form to the university’s Impact 2030 strategy and its College Town Magic™ framework, guiding growth, preservation, innovation, and sustainability across campus over the next decade and beyond.

The 2026 Campus Master Plan establishes Guiding Principles that set the standard by which every capital proposal, land decision and infrastructure investment will be judged against for the life of the plan. The Vision Plan is then organized into a series of plan elements: College Town Magic™; including Housing and Dining, and Student Life; Open Space, Access, Mobility and Parking, Academics and Research, U Health, Athletics, and Research Park. Each plan element is guided by two primary components: a physical plan, illustrated in map form, and a series of strategic initiatives. The physical plan, or element master plan, identifes key physical improvements associated with each plan element and indicates their anticipated locations. These locations represent the preferred siting of known improvements, as well as potential locations for future improvements that may not yet be fully defned. This component of the master plan is intended to provide current guidance regarding the highest and best use of campus land, while remaining fexible enough to adapt year to year as new opportunities and priorities emerge. Strategic initiatives are a set of guiding strategies that serve as direction for aligning the master plan vision with its intended outcomes. As the physical plan evolves over the next decade, these initiatives should remain the same and will ensure that implementation remains focused on achieving the vision’s core objectives. The initiatives are intentionally high-level to preserve fexibility in execution, allow time for appropriate analysis, and support the efcient allocation of resources. They may include policy-based direction, aspirational goals, or the identifcation of specifc facility needs. When applied in coordination with the physical plan elements of the master plan, these initiatives will help ensure the vision is successfully realized.

INTRODUCTION Campus Neighborhoods The Campus Master Plan is organized by established neighborhoods on campus. The Neighborhood Map was adopted as part of the Campus Physical Development Framework, adopted in 2025, and it guided the development of this Campus Master Plan.

U Health: As demand for world-class care and medical research grows, this neighborhood expands with new clinical, outpatient, and research facilities, strengthening the university’s role as a leader in health sciences and patient care.

Originating with the historic Presidents Circle, the campus developed over time into a series of distinct campus neighborhoods. The plan reinforces the campus as “One U” made up of neighborhoods defned primarily by building uses. The existing Academic neighborhood continues to support growth in academic and supporting research programs, while a new research-focused area is now defned. The existing Health neighborhood is maintained while a new growth area along Mario Capecchi Drive and Foothill Drive provides room to expand outpatient clinical functions. Athletics programs are concentrated within two distinct athletic-focused neighborhoods on campus. Two areas with a focus on Housing & Student Life will be instrumental in creating College Town Magic™. A new Workforce Housing area is also defned in the plan. The Research Park neighborhood will allow additional commercial opportunities and new partnerships for the university. Finally, Red Butte Garden and the Natural History Museum of Utah are preserved within the Cultural neighborhood of the campus.

Athletics: Athletic facilities concentrate in two areas — the Guardsman Way and upper athletic neighborhoods — to enhance the studentathlete experience and meet the evolving needs of the university’s sports programs.

College Town Magic™: The greatest transformation happens here. New housing, dining, recreation, and social space turn the campus core into a vibrant, year-round community — balancing a commuter campus with a place where students live, learn, and belong around the clock.

Research Park: A hub for innovation and collaboration, this neighborhood will expand commercial partnerships and research opportunities. By strengthening connections between academia and industry, Research Park will ontinue to be a driving force in economic growth and technological advancement.

ACADEMI

Cultural: Home to some of the university’s most treasured assets, this neighborhood will preserve and enhance the university’s museums, theaters, and cultural venues. Planned improvements will ensure these spaces remain accessible, enriching, and deeply connected to the campus experience. Housing: An area well-suited for new and enhanced graduate and family housing and amenities. Workforce Housing: This neighborhood will support potential conversion of existing facilities on upper campus to future University workforce housing.

Academics & Research: The academic core continues to support the university’s growing teaching and research mission with state-of-theart classrooms, labs, and collaborative space — while using existing buildings more efciently and framing new academic quads and open space.

Other Cultural Buildings on Campus outside the identifed Cultural Neighborhood

RESEARCH U HEALTH ATHLETICS

College Town Magic™ CULTURAL

WORKFORCE HOUSING

ICS

UHEALTH

RESEARCH PARK

HOUSING

ATHLETICS

Guiding Principles

Best-in-Class Student Experience

Preamble The Campus Master Plan gives physical form to the University’s mission, vision and strategic plan and provides the long-term framework for campus development decisions, so the campus can serve today’s strategy while preserving opportunities for the next. The seven principles below are the standards every capital proposal, land decision and infrastructure investment is judged against for the life of the plan. Conficts between principles are resolved openly in review, not by setting one aside. The 2035 Planning Targets hold the numerical targets and the peer set that comparatives such as “best in class” and “exceptional” are measured against; the Campus Master Plan Committee’s Project Review Procedures describe how each proposal demonstrates that it meets the principles. Before programming or design begins, each investment states the outcomes it is expected to produce. Once in use, it is measured against those outcomes, and the results inform the next decision. The plan is Board-overseen: the appropriate Board committee reviews it annually and reports to the Board of Trustees, which approves changes.

Daily campus life and learning are one experience.

Advance the Academic and Research Mission

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Size housing and dining to demand: a bed for every frst-year student who wants one.

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Design the campus for the commuter as well as the resident: a clear arrival; a place to stay, belong and engage between classes; and a safe route home after dark.

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Bring student services — advising, tutoring, counseling, wellness — to where students already are: residence halls, dining and the spaces where residents and commuters gather, alongside the central ofces.

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Students who live on and of campus share in College Town Magic™: every neighborhood a student uses — the Fort and upper campus included — ofers intentionally designed, comparable amenities, support and engagement opportunities.

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Plan dining, event and assembly space as campuswide systems: a new venue is added where the system has a gap, not because a building or donor wants one.

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Students are who the mission serves: address the housing, transportation, parking and daily-life pressures that make, and keep, the U their school of choice.

The campus exists for teaching, learning and discovery. •

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Locate new academic and research space where adjacency strengthens the work: laboratories next to the departments and partners that use them, and teaching space near where students live and gather.

Exceptional Patient Experience

Develop Research Park and the downtown presence as places where research becomes practice; the revenue they generate supports the mission.

For a patient, excellent care begins at the freeway exit and ends at the bedside.

The mission depends on the people who deliver it: address the housing, transportation, parking and daily-life pressures that determine whether faculty, staf and health care providers can, and want to, build careers here.

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Plan U Health’s sites — on campus, in the valley and in the region — as one system, with each site sized and located for the care it delivers best.

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Build hospital and clinical environments that patients and their families can fnd, reach, heal and sustain their care within.

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Give patients, families and providers the same certainty the campus gives students: a clear arrival, easy parking, a short, clearly marked walk to the door.

Stewardship of the Natural and Cultural Environment

Access and Mobility Reaching campus is reliable however you come, and people choose the alternatives to driving alone because they are better.

Growth should strengthen what makes this campus distinctive.

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Make transit, walking and cycling faster, safer and more reliable, so more people choose an alternative to driving alone.

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Work with the city and state to protect the main vehicular arteries to campus so that driving there has reliable and reasonable travel times.

Treat the foothills, the State Arboretum canopy, view corridors, open space and the buildings and landscapes that carry the University’s history as the campus’s defning elements; new buildings ft with them.

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Design buildings and landscapes so that their architecture, materials, scale and setting complement the character of the rest of campus.

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Every new building meets or exceeds the efciency standard for its type; conservation measures beyond it are judged on whole-life cost like any other investment.

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Provide sufcient, convenient parking for everyone who drives to campus — planned as one campus system and funded alongside the growth that creates the demand. Make arrival unmistakable: every campus gateway and distributed location announces the University consistently, and a frst-time visitor knows where to go next.

Economic Opportunities and Resilience

Highest and Best Use of Land Land is the one asset the University cannot make more of.

Financial discipline is what makes strategy durable.

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Share, schedule and renew the space the University already has before building new, unless new construction is shown to serve the mission better or to be the better whole-life value.

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Let mission set priority and funding set feasibility: an available donor, partner or lease does not by itself adjust priorities.

• •

Build space to be fexible and reconfgurable wherever the program allows, so that a building outlives the program it was built for.

Judge every project by its whole-life cost and by whether the University can staf, program and maintain it; do not build what future generations cannot aford to operate and renew.

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Plan every University location as part of one portfolio with defned roles and hold strategic sites for uses not yet known rather than for the frst project that asks.

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Weigh renewal of what the University owns against adding to what it must maintain; the deferredmaintenance backlog is a liability the plan reduces.

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Every building arrives with its systems: utilities, transportation and any needed parking are funded — by the project or the campus system that serves it — before approval and in place when the building opens.

•

Use public-private partnerships where they are the better whole-life value for the student and the University — compared openly with conventional alternatives, and with the University in control of its land, programming, design, character and mission.

CAMPUS FRAMEWORK The Campus Framework organizes the university into a set of distinct but connected neighborhoods — each with its own character and role, and each tied to the others by a shared network of open space, pathways, and transit. This neighborhood structure is the backbone of the plan: it guides where future growth goes, how each part of campus develops, and how the pieces add up to one cohesive, walkable campus. Each neighborhood is explored in detail later in this section. The Campus Framework map is a land use map of campus and shows two layers of information: color indicates land use (academic, research, health, housing, student life, mixed use, athletics, cultural, administrative/support, parking, and other), while the neighborhoods described on pg. 62-63 group those uses into the places people actually experience. What connects them The neighborhoods are stitched together by a continuous open-space network — anchored by the foothills, Red Butte Creek, and the State Arboretum — and by a mobility framework of pedestrian routes, bike connections, and transit that lets people move easily between neighborhoods. These shared systems are what make the campus read as one connected place rather than a collection of separate zones.

Campus Land Uses Academic

Athletics

Research

Cultural

U Health

Admin/Support

Housing

Parking

Student Life

Other

Mixed Use

College Town Magic™

Image credit: EDA, WRNS Studio and Aretee Build on traditions

Image credit: EDA, WRNS Studio and Aretee

Community Garden - Foster learning beyond the classroom

Image credit: EDA, WRNS Studio and Aretee

Develop interactive public art

Create a center of gravity Establish fexible community spaces

Implement shared multimodal streets

Support local businesses and vendors

Create dynamic streetscapes

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The world is becoming increasingly complex and it’s not enough to offer learning just inside the classroom. We need to think about the 24/7 college experience.

Image credit: EDA, WRNS Studio and Aretee

“

Taylor Randall, President

Implement pop-up programming

Develop student and residentfriendly infrastructure

Establish multi-purpose spaces

Create community gathering spots

Increaseconnectivity to nature

College Town Magic™ Strategic Framework

The shift from a commuter campus to a community campus is about ofering community services that will be universal to all faculty, staf, and students (including housed and commuting students).

The University of Utah’s entire campus is a learning environment — inside, outside, across Salt Lake; it’s all part of the university experience. The College Town Magic™ Strategic Framework establishes a roadmap for the campus. It is meant to guide future potential development and decision-making for the physical campus and surrounding area for decades to come, making sure that each building and open space reinforces learning, social development and vibrancy.

College Town Magic™ Vision

The University of Utah campus strives to be a vibrant, welcoming and engaging, year-round destination that seamlessly blends urban dynamism with natural beauty to nurture the next generation of creative leaders and resilient problem-solvers.

At the same time, the campus also needs to embody the university’s mission and identity. The alignment of the Framework and ongoing strategic initiatives allows for close coordination when making decisions about the physical environment.

College Town Magic™ Guiding Principles

College Town Magic™ Goals

Delivery of this vision is guided by four principles:

To achieve this vision, College Town Magic™ seeks to foster a range of strategies to address the student experience, integrate accessibility and mobility and improve the academic and research environments.

Community College Town Magic™ strives to build strong relationships and community, promote mutual understanding and support each other’s growth and well-being through the intentional design of its environments and services.

Enrich all aspects of student life Center the student experience and foster student success through a holistic residential experience, engaging student life centers, a comprehensive academic and administrative support network and a diverse array of health and wellness oferings that enable students to fully engage in the university experience and foster a stronger sense of community.

Creativity College Town Magic™ encourages innovative thinking and novel approaches by embracing curiosity, experimentation and calculated risk-taking. It cultivates an atmosphere that sparks imagination, challenges conventional wisdom and inspires breakthrough solutions to complex problems.

Create a vibrant campus setting Enrich the on-campus environment with high-quality placemaking, buildings and landscapes that leverage and enhance the university’s unique location and natural surroundings.

Care Enhanced by its commitment to service, the University of Utah is the consummate host for local and global events. Collaboration Members across the University community work together to achieve common goals and to deliver holistic solutions to the world’s greatest challenges.

Foster individualized and spontaneous selfdiscovery Create fexible and diverse experiences and spaces that spark curiosity and encourage unplanned exploration and personal growth.

Image credit: EDA, WRNS Studio and Aretee

Strategies & Key Tactics for Achieving College Town Magic™

Strategy 1: Enliven Public Spaces 2/47/365 The University of Utah aims to transform shared spaces into vibrant, engaging environments that foster community interaction, cultural expression and civic pride. The vision for enlivening the public realm includes:

The College Town Magic™’ vision, goals and guiding principles inspired the development of four key strategies to enhance College Town Magic™ beyond the fundamentals. They aim to highlight priorities and focus on the student and campus experience, particularly in the near-term:

Developing interactive public art: Install thoughtprovoking sculptures, murals and interactive installations that refect local culture and history, inviting engagement and sparking conversation.

1. Enliven public spaces Creating dynamic streetscapes, activating public spaces through interactive art and pop-up programming, providing fexible community gathering spaces, strengthening connections to nature, improving campus wayfnding, implementing shared streets, encouraging spontaneous social interaction, enhancing accessibility and inclusivity through universal design, and supporting local businesses and vendors.

Establishing fexible community spaces: Design multipurpose plazas and parks that can host a variety of events, from farmers’ markets and outdoor concerts to community gatherings and informal meetups. Implementing pop-up programming: Organize temporary activities like outdoor cinema nights, street performances and seasonal festivals to create everchanging experiences in public spaces.

2. Create a College Town Community By fostering strong community relationships, cultivating engagement on campus and beyond, developing student and resident-friendly infrastructure, supporting student integration and neighborhood connection, promoting economic synergy, preserving and celebrating local heritage, fostering year-round vitality.

Increasing connectivity to nature: Improve well-being by increasing connectivity to nature through expansive windows to the outdoors, indoor foliage and improved landscaping across campus that ofers opportunities for recreation and connection with nature year-round.

3. Integrate diverse, universal student life activities By creating safe student spaces and activities, leveraging accessibility-focused design, collaborative programming, implementing feedback mechanisms to foster continuous improvement.

Improving wayfnding across campus: Implement an intuitive and comprehensive navigation system that guides people seamlessly through the campus and throughout buildings through the use of clear, consistent signage and visual cues and through the use of landmarks, color-coding and thematic elements to create memorable pathways and enhance spatial recognition.

4. Establish mixed-use neighborhoods and gathering spaces By introducing a center of gravity, community gathering spots, multi-purpose spaces, building on traditions, cultural venues, defned neighborhoods, resilient design, learning beyond the classroom and integrated retail services.

Implementing shared streets: Design fexible street spaces that prioritize pedestrians while accommodating slow-moving vehicles like bikes through designated lanes to create safe, inviting environments where all users can comfortably coexist and interact. Encouraging spontaneous interaction: Incorporate elements like public game tables, workout equipment, or musical instruments to invite impromptu engagement and play, year-round. Improving accessibility and inclusivity through universal design: Ensure all public spaces are welcoming and accessible to people of all ages, abilities and backgrounds, promoting a sense of belonging for everyone. Supporting local businesses and vendors: Create opportunities for local artisans, food vendors and performers to showcase their talents and products in public spaces, adding to the campus’s unique character. By implementing these strategies, College Town Magic™ aims to create a public realm that pulses with life, refects the university community’s identity and provides a stage for the everyday drama of campus life. The goal is to foster spaces where chance encounters can occur and where cultural celebrations and quiet moments of refection have their place, contributing to a rich and welcoming urban experience.

Supporting student integration and neighborhood connection: Facilitate programs that connect students with local businesses, organizations and the broader community to promote a sense of belonging and civic responsibility.

Strategy 2: Create a College Town Community The University of Utah is uniquely located between the serene Wasatch Mountains and the bustling city of Salt Lake. Just as it should embrace its distinct natural setting, it should enhance its connection with the surrounding city by developing a vibrant ecosystem where academic life and local culture blend seamlessly, creating a unique and dynamic college town atmosphere, the “magic” and experience the University of Utah aims to achieve. This experience drives the institution and is facilitated by the infrastructure captured in the Campus Master Plan. This encompasses:

Promoting economic synergy: Encourage the growth of businesses that both serve and employ students, creating a sustainable local economy that thrives on the academic calendar. Preserving and celebrating local heritage: Balance the infusion of youthful energy of student life with respect for the town’s and the university’s history and traditions, creating a unique identity that honors both the academic institution and the local community.

Fostering strong community relationships: Encourage partnerships between the university and local businesses, government and community organizations to create mutually benefcial initiatives.

Fostering year-round vitality: Implement programs and events to maintain community vibrancy, signaling a transition from the academic calendar and break to four seasons. College Town Magic™’ will be always be buzzing with activity during academic break, during evenings and throughout the weekend to ensure a sustainable and resilient town economy and foster a strong sense of community and engagement.

Cultivating engagement on campus and beyond: Organize and elevate the visibility of public lectures, workshops and cultural events that bring academic discourse into the wider community, bringing local residents onto campus and encouraging them to stay. Developing student and resident-friendly infrastructure: Ensure the campus’s layout and amenities cater to student and community needs by ofering diverse dining choices, efcient public transportation and sufcient parking, and clear and accessible wayfnding that creates clear pathways to diferent activities.

By interweaving these elements, College Town Magic™ aims to create a campus environment that is not just a place to study, but a cherished home for students, faculty and local residents alike — a community where intellectual curiosity, cultural richness and civic pride coexist and fourish.

Image credit: EDA, WRNS Studio and Aretee

Strategy 3: Integrate diverse, universal, student life activities Today’s students are seeking a whole experience, one that allows students to balance their academics, extracurricular activities, social and charitable commitments and health and wellness. While it also seeks to strengthen the University of Utah’s connection to the surrounding Salt Lake community, College Town Magic™ strives to always keep the student experience front and center. This encompasses: Create safe, student-led spaces and activities: Even as the university seeks to strengthen its connection to the community, the university should empower students to design and manage their own initiatives and should provide student-centric spaces for doing so, for instance, a student-led tailgating section that may have diferent priorities than the larger community-led one. These initiatives allow students to take ownership of their community experiences, promoting autonomy, leadership skills and a culture of mutual respect and understanding. Leverage accessibility-focused design: Ensure all student activities and overall campus design (both physical and programmatic) consider and accommodate a range of physical and cognitive needs to promote and encourage full participation for all students. Collaborative programming: Encourage potential business partnership or entrepreneurship models between diferent groups to create events that bridge cultural divides and bring groups together. Implement feedback mechanisms: Implement regular surveys and feedback sessions to ensure student life activities remain relevant and responsive to the evolving needs of a growing student body. Through these tactics, the university can create a rich tapestry of student life activities that not only respects but actively celebrates all members of the campus community. The goal is to foster an environment where every student feels valued, represented and empowered to fully participate in campus life, preparing them to thrive in an increasingly interconnected world.

Housing & Dining

Strategy 4: Establish Mixed-Use Neighborhoods and Gathering Spaces Develop versatile areas that combine residential, commercial and recreational elements to create dynamic, sustainable neighborhoods. Building spaces where people can live, work, study and play in close proximity fosters a sense of community and generates a constant sense of activity on campus.

Housing and Dining Programs (HDP) at the University of Utah play a central role in advancing the University’s Impact 2030 vision by creating residential and dining environments that foster student success, belonging and lifelong learning. As foundational components of the student experience, HDP support the university’s commitment to academic excellence and community engagement by providing safe and developmentally intentional housing and dining spaces. Through integrated services and strategic partnerships, Housing and Dining Programs contribute directly to student persistence, well-being and degree completion. With the future development of Fort Douglas the University will have the opportunity to study and develop a Housing and Dining plan that will support the students above Mario Capecchi Drive.

A center of gravity: Create a dynamic central hub that serves as the heart of community life and activity on campus through regular programming and engaging experiences such as markets, performances, or meetups. Community gathering spots: Design plazas, courtyards and other public spaces that serve as natural meeting points and venues for community events. Multi-purpose spaces: Design multipurpose, fexible spaces at a variety of scales that can adapt to various events, from independent study to casual gatherings and larger student events.

Aligned with Impact 2030’s emphasis on studentcentered education and holistic success, Housing and Dining Programs prioritize environments that promote academic engagement, personal growth and community connection. The residential curriculum, living-learning communities and co-curricular initiatives are designed to complement classroom learning and support students at key transition points in their academic journeys. By embedding support services, leadership development opportunities and wellness-focused programming within HDP, the department advances the university’s goal of producing graduates who are resilient, engaged and prepared to contribute meaningfully to society.

Build on traditions: Establish more formal areas, spaces and pathways to mark signifcant rituals, traditions and celebrations throughout the student experience. Cultural venues: Incorporate galleries, performance spaces and community centers to enrich the university’s cultural life and provide venues for creative expression. Resilient design: Implement green building practices and infrastructure to create environmentally responsible, energy-efcient spaces that stand the test of time.

Innovation and sustainability are also integral to HDP longterm strategy. In alignment with Impact 2030’s focus on responsible stewardship and future-ready infrastructure, Housing and Dining Programs invest in modern facilities, operational efciencies and environmentally sustainable practices. From energy-efcient building design and waste-reduction initiatives to data-informed decisionmaking and technology-enabled services, HDP builds systems that are fscally responsible, environmentally sound and responsive to evolving student needs.

Learning beyond the classroom: Integrate study spaces, labs and living learning centers throughout the campus to extend learning beyond traditional classroom boundaries. Integrated retail* and services: Incorporate shops, cafes, restaurants and essential services within walking distance of residential areas, promoting convenience and reducing car dependency on campus. *Retail dining defnition: Third-party establishments with contractual agreements to provide dining services to students as well as retail sales to the general populace.

Housing and Dining Programs serve as a vital connector between the University and the broader Salt Lake City community. Through local sourcing partnerships, community-based employment opportunities and collaborative programming, we extend the university’s public impact beyond campus boundaries by cultivating housing and dining environments that refect the University of Utah’s mission and Impact 2030.

By establishing these mixed-use neighborhoods and spaces, College Town Magic™ can create dynamic, sustainable environments that enhance quality of life for students, foster community connections and support a diverse, thriving ecosystem of living, learning, working and playing. 76

Housing and Dining Campus Master Plan All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

Shoreline Housing Converted to Other/Workforce Housing

College Town Magic™ Phase II College Town Magic™ Phase I

Village Center Housing Potential Site for Housing and Hospitality Building

To be demolished East Village Housing

To be demolished West Village Housing

University Boundary Existing Student Dining Existing Retail Dining Existing Cafes Existing Convenience Stores Master Plan Housing Master Plan Mixed-Use Existing Housing Other/Non-Student Housing

West Village

Master Plan Retail Dining Master Plan Student Dining Master Plan Buildings Housing to be demolished

Fiscal Responsibility and Operational Excellence HDP will strengthen its fnancial foundation through disciplined capital planning, diversifed rate structures, optimized land use, and continuous operational improvement. This includes refning rate-setting methodologies, improving occupancy management, leveraging auxiliary partnerships where appropriate and implementing data-informed budgeting and performance metrics.

Housing and Dining Programs at the University of Utah exist to advance student success, institutional excellence and community well-being through high-quality housing and dining experiences. HDP organizational and growth strategy is grounded in the university’s Impact 2030 priorities and is designed to ensure that programs remain student-centered, fscally sound and responsive to evolving student demands and market conditions. This strategy positions Housing and Dining Programs as a core contributor to enrollment stability, student persistence and creating a vibrant campus experience.

Housing and Dining Programs will realize this strategy through a disciplined, phased implementation approach.

Student-Centered Excellence HDP will continue to design and deliver housing and dining environments that support academic achievement, wellness and belonging. This includes expanding livinglearning communities aligned with academic and research programs. Dining services will further emphasize nutrition, dietary accessibility and food security initiatives.

•

Capacity, Infrastructure and Portfolio Growth To support enrollment growth and evolving student preferences, Housing and Dining Programs will pursue a deliberate growth and facility enhancement strategy. This includes targeted new housing development, renovation of aging facilities and optimization of the housing portfolio to appropriately balance a housing mix of dormitory-, suite-, and apartment-style options with considerations of optimizing land use, building cost efciencies, and student costs. Dining capacity will be expanded in high-demand zones, with an emphasis on fexible concepts, extended hours and technologyenabled service models.

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Fall 2026 – add 1,400 additional beds, total bed count of 7,000 beds. Three additional in-building dining concepts will support the additional bed count. The additional bed count is realized through a collaborative Public-Private Partnership (P3) which began in 2023. The P3 will open the Trailhead complex, a mix of frst-year and upper-division beds. Fall 2030 – add 1,500 additional beds, total bed count of 8,500 beds, a fgure based on demand and which will be measured by frst year coverage. Additional retail dining options will be added to support the additional bed count and overall campus dining strategy. 2030 and beyond – additional housing growth past the 8,500 bed threshold will require deeper campus conversations around the target population for new housing. Additional housing growth will require associated dining expansion. Existing All-You-Care-To-Eat capacity is sufcient to support projected residential growth and anticipated meal plan participation rates. Future dining investments are therefore focused on enhancing convenience, variety, and access through strategically located retail dining venues and food service oferings integrated within residential and academic districts.

Image credit: Ayers Saint Gross Image credit: Ayers Saint Gross

Housing & Dining Strategic Initiatives

Create a “best in class” student experience in housing through College Town Magic™ Initiatives. • • •

Benchmark housing quality, satisfaction and resident outcomes against peer institutions. Ensure a balanced mix of dorm-, suite- and apartment-style housing options and student rental rates. Support belonging, wellness and academic achievement.

Have a total of 8,500 undergraduate beds and 1,050 family and graduate apartments by Fall 2030. • •

Add an additional 1,500 beds by Fall 2029, with accompanied processes and policies that support increasing housing demand/occupancy. Keep on-campus living accessible by refning rate-setting methodologies, improving occupancy management, leveraging auxiliary partnerships and implementing datainformed budgeting and performance metrics.

Create a “best in class”, unifed, dining experience for students, faculty and staff on campus through retail and university dining options. •

Expand dining capacity in high-demand zones with an emphasis on fexible concepts and dining plans.

Provide 24-hour access on campus to food for all students. Introduce special interest housing in repurposed Fort Douglas buildings. •

Future master planning effort of Fort Douglas to include repurposed buildings to become housing for special interest groups that currently reside off campus.

plan is adding a second student union near the proposed student village and the reimagining of the existing student union for other student and faculty-centric purposes. The current A. Ray Olpin Union would be renovated into a memorial union, honoring history and tradition while supporting the academic hub of campus. Meeting space, conference space, dining, and convenient parking will be essential aspects of this space including some Student Life ofces. Scheduling and operations of outdoor events on Library Plaza, Gardner Commons, and the Union patio could be managed from the memorial union.

Student Life Creating a vibrant community campus and best-in-class student experience requires increasing the amount and variety of student life spaces across the campus. Compared to institutions of similar size and scale, the University of Utah is defcient in the amount and types of student life spaces needed to meet student needs. Both NIRSA’s Recreational Sports Facilities Planning Guidelines and the Association of College Unions International (ACUI) identify a guideline of 10 square feet per student for each type of indoor facility. Additional considerations for recreation facilities include whether the facility will be utilized by faculty, staf, alumni, and community members which would increase the demand for this space signifcantly. The Eccles Student Life Center total facility square footage is 186,000. The current Union square footage is 204,500 for a combined 390,500 sq. ft. With the future enrollment goal of 45,000 students, the University would require 900,000 sq. ft. of recreation and union space to meet the recommended standard, with a defcit of 509,500 sq. ft. at 45,000 students.. This defciency will be exacerbated as the student population grows and as the number of students living on campus increases.

The plan also recommends adding: • A new indoor recreation center. • Three new recreation felds . • Other smaller outdoor recreational facilities. • A ftness area centralized to several residence facilities, promoting community among students. These added facilities will put the University of Utah on par with peer institutions and support the recreation and wellness needs of the growing student body. These supporting facilities are strategically located to create multiple centers of activities within neighborhoods throughout the campus and encourage year-round activities. Student Life facilities are catalysts for inspiration and achievement. Intentionally designed spaces enable students to explore potential through community development, co-curricular engagement and recreation. They also build workforce-ready skills via student employment, leadership, supervision and teamwork, while cultivating wellbeing, resilience and collaboration through meaningful events, meeting spaces and developmental opportunities.

To meet current and future needs, the campus will need to add over one million square feet (per space analysis, see pages 24-25) in a variety of student life spaces. These spaces include lounges, study, dining, childcare, market, student union and recreational facilities distributed throughout the campus. A key recommendation of this

Recommended ‘Pioneering Standard’ Growth Space Projection

Legend

Image credit: EDA, WRNS Studio and Aretee

Note : Refer to Space Planning section (pages 24-25) for more details.

Student Life Strategic Initiatives

Add and distribute student life space across campus. • •

Deliver approximately 1 million GSF of new student life space to support student environments: study, lounge, gaming area, student organization meeting rooms, meditation spaces, recreation, and demonstration spaces. Co-locate student life space as connected “centers of activity” within neighborhoods, so daily life, gathering, and support are within reach of where students are.

Expand recreation and wellness to peer levels. • •

Build a new indoor recreation and wellness facility, add multi-use felds, courts, and distributed outdoor ftness across campus. Include ftness space in each new housing project- closing the recreation-space gap and supporting intramurals, sport clubs, and informal recreation.

Anchor campus life with two complimentary student unions. • •

Build a new union in the heart of the student village as the welcome center and activity hub (bookstore, event and conference space, College Town Magic™ hub, outdoor entertainment.) Reposition an expanded A. Ray Olpin Union as the memorial union — honoring history and tradition while serving central-campus event demand and providing adequate proximate event parking.

Strengthen everyday spaces for study, gathering, and belonging. •

•

Add lounges, study spaces, and fexible gathering areas — distributed through housing, academic, and union buildings —that support how students spend their days, individually and in community. Incorporate mental health, wellbeing, and student support services within student life spaces.student life spaces.

Image credit: EDA, WRNS Studio and Aretee

Student Life Campus Master Plan All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

Outdoor Fitness Area Addition

New Multi-purpose Recreation Fields

Hospital Gardens and Outdoor Gathering Area

Potential Memorial Student Union Expansion

Neighborhood Retail and Food/Beverage

South Campus Lawn

Red Butte Creek Natural Recreational Amenity Potential Site for Additional Student Union Dedicated Recreational Field Rice-Eccles Stadium Event Space UMFA Expansion Potential multi-purpose Athletics Administration/ Dining/Training Facility

Existing Union Buildings Existing Cultural/Student Life Buildings Existing Recreation Buildings New Union Building/Addition New Student Life or Cultural Building

New Recreational Building New Recreational Amenity New Outdoor Student Life Spaces New Mixed-Use Buildings

Potential Research Park Center with Amenities

Campus Centers New Recreation Fields Shared Use Athletics Fields Buildings to be demolished

Student Village The envisioned student village in the College Town Magic™ plan, blurs the boundaries of academic, gathering, wellness, retail, dining and student services, all creating opportunities for daily collision points in which students can encounter others along their way in which to create social connection. While housing, dining, retail and recreation are all elements of the College Town Magic™ vision, the student village is the space between these elements in which the magic is created.

Image credit: Ayers Saint Gross

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Students will be able to work out at one of the residential ftness centers or join their intramural team on the new recreation felds or at one of the recreation centers. Meanwhile, they can get student service support in the new student union centrally located within the student village or conveniently access TRAX to make their way to of-campus sites.

“

Within a short radius from where they live, students will be able to visit the local on-campus market, a pop-up vendor market or art show, participate in campus-led student events, attend a University of Utah athletic event, or sponsored concert, meet their friends for a study group, dine at the residential dining hall or a favorite student village restaurant.

Where boundaries blur, magic happens.

It is expected that half of the campus community will pass through the student village daily, truly making it the gravitational center of University of Utah student life.

View looking north from South Campus Drive to College Town Magic™ Village Center (vision concept - requires further study) Image credit: EDA, WRNS Studio and Aretee

View looking south from North/South Pedestrian Connector to College Town Magic TM Village Center (Vision concept - requires further study) Image credit: EDA, WRNS Studio and Aretee

Identifed Projects

University of Utah Men’s and Women’s Basketball, Gymnastics and Volleyball, is central to the College Town Magic™ vision. The arena is located within the core of College Town Magic™, where students can easily food into the space for athletic events. A comprehensive renovation is needed for the Huntsman Center that will modernize seating, premium spaces, athlete areas and technology, to support the athlete and fan experience and enhance the arena as an event venue.

Student Life is central to the University’s mission – empowering wellbeing, leadership, events and community. Demand has decisively outpaced capacity. The proposed investments will modernize legacy assets, expand core services and create vibrant, welcoming spaces. Identifed Projects are initiatives identifed as strategic needs to support the future growth objectives of university organizations. They are not presented in priority order and do not necessarily indicate projects the university intends to prioritize over the next 10 years. All projects will be required to follow the university and stateprescribed process for project approvals.

New Union Building Student Life facilities at the University are being outpaced by rapid enrollment growth and expanding program demand. Utilization in the existing A. Ray Olpin Union continues to rise resulting in capacity restraints, deferred engagement and lost revenue. The Campus Master Plan envisions the development of a second Union that will be strategically placed in the heart of College Town Magic™, becoming the hub of activity for students and visitors. It will serve as the university’s welcome center with a bookstore, conference space and outdoor entertainment space, empowering wellbeing, leadership, events and community for the University’s students.

Housing New residential facilities – these facilities will need to house approximately 1,500 students and could include the dining project named below. New residential facility to replace beds on upper campus - if there is a decision to repurpose upper campus beds for workforce housing, undergraduate beds will need to be replaced on lower campus or within Fort Douglas. This will be addressed through further study and/or replacement of beds by adding additional beds to planned housing projects.

A. Ray Olpin Renovation Modernize and expand the A. Ray Olpin Union as the memorial union honoring history and traditions while meeting central-campus demand. College Town Magic™ Village Center Central to the College Town Magic™ and student village vision is the addition of a plaza within the College Town Magic™ area. The plaza will provide space for casual gatherings, vendor fairs, as well as structured and scheduled student and community events.

Afnity Housing – repurpose Fort Douglas buildings to bring special interest groups from of campus locations onto campus. Dining Retail-based dining facility – with anticipated housing growth, an additional dining facility with 3-5 retail concepts and associated seating is needed to keep pace with dining demand.

Parking New underground parking structure with between 1,300 1,500 stalls to support College Town Magic™ development and visitors to the Huntsman Arena.

Retail dining locations – as campus demand for dining grows, redesign existing dining concepts near the academic core to match consumer (students, faculty, staf and visitors) demand and build a market concept on lower campus that allows the community to choose from several diferent dining concepts for retail purchase.

Recreation Expand distributed infrastructure on upper campus (outdoor ftness, courts/felds) to support College Town Magic™ and provide additional space around upper campus. Construct an additional indoor recreation facility to address recreation space defcit on campus and strengthen campus community engagement.

Retail The creation of College Town Magic™ relies on the development of new on campus retail locations within the College Town Magic™ boundaries. In addition to dining opportunities, the addition of a grocer and other services on campus will support campus living and reduce residents’ dependence on cars while living on campus. Huntsman Center Arena Renovation The Jon M. Huntsman Center, a 15,000-seat arena, a landmark on the University of Utah Campus and home to

Build an outdoor feld complex with associated gathering space to support Intramural Sports, Sport Clubs and informal recreation.

Gardner Commons

A. Ray Olpin Union

Kahlert Village

South Campus Lawn HPER East Huntsman Center Renovation

Potential Site for Additional Student Union Student Gathering Plaza

Circulation Diagram

1. The U Steps 2. Town Square 3. The Lawn 4. The Promenade

Technical Requirements Clear technical design requirements will help ensure the long-term cohesion of the district’s campus fabric while allowing appropriate fexibility at the project level.

into ground-level programming will be key features of the architectural vernacular. Landscape design, site furnishings, lighting, and other outdoor elements will further unify the village and reinforce the desired sense of cohesion.

Each building should have a distinct identity while contributing to a consistent overall design language. High-quality materials should be used throughout the district. Pedestrian scale, active frontages, and visibility

A comprehensive technical requirements document will be prepared to guide the exterior vernacular of buildings

65’

70’

41’

SECTION 1 All images on this page credit: EDA, WRNS Studio and Aretee

80’

65’

EPICENTER

MARRIOTT 1. The U Steps HONORS 2. Town Square 3. The Lawn 4. The Promenade

College Town Magic™ LASSONDE

KAHLERT

3 TRAILHEAD

within this area. This document will include, but may not be limited to, the following: • Massing Articulation including: • Build-to lines • Overall building height limitations • Horizontal and vertical variation of the façade plane • Height of the ground foor level

• • • •

• Percent transparency Exterior material palette options Ground-level engagement and public realm activation including program location and building porosity Pedestrian, bicycle and vehicular circulation Hardscape, softscape and landscape strategy and spatial defnition

45’

56’ Note: Section drawing represents potential scale and placement of College Town Magic™ buildings. This does not represent exact building heights or locations, which will require additional review and approval.

S Central Campus Dr

Enhanced Student Life Way Potential Multi-purpose Recreation Field

North/South Pedestrian Connector

Ma r i o C apec chi D

Enhanced Engineering Mall

25 24 Promenade

South Campus Lawn

Presidents Circle to College Town Magic™ Walkway

College Town Magic™ Phase I

Enhanced Memorial Student Union Lawn

Potential Site for Additional Student Union

Enhanced Library Plaza

02 11

h Ca

mpu

th ou

ive

m Ca

College Town Magic™

07 Sout

s pu

03 01

Village Center with Underground Parking

s Dri

The U Steps

College Town Magic™ Neighborhood Plan 01

Village Center Housing: 1,500 Beds

Huntsman Center Arena Renovation

Potential New Mixed-Use Buildings

Potential Site for Housing and Hospitality Building

Workforce Housing: 540 Beds

Outdoor Fitness Area Addition to Rec Center

UMFA Expansion

Planned and Placeholder Parking

Parking Lot Number Indicated by #

Note - Parking is a shared resource across the campus. Future facilities will be required to do a parking analysis to determine need and impact, as part of the project approval process.

71 05

Master Plan Mixed-Use Buildings Master Plan Housing Existing Housing Other/Non-Student Housing Existing Union Buildings Existing Cultural/Student Life Buildings Existing Recreation Buildings New Union Building/Addition New Student Life or Cultural Building New Recreational Building Other

74 82

77 79

College Town Magic™ Phase II

76 80

Existing Total Parking Stalls Neighborhood

Pedestrian and Bike Connections to the Red Butte Creek Trail

College Town . Magic™

Lot M-Th Avg. Fri. Avg. Total No. Vacant Vacant Stalls Stalls at Stalls at Peak Time Peak Time 11

166

356

788

337

653

120

114

*20

*24

249

111

211

171

*77

107

158

140

119

450

*89

Red Butte Creek - Natural Recreational Amenity

Total

138

554

1294

3857

Lots 12, 13, 14, 23 removed due to College Town Magic™ Development. *potential impact to stall count in this lot due to proposed improvements.

OPEN SPACE

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Trees and open space shade and cool our campus, reduce stormwater runoff, sequester carbon and beautify our landscape. As campus continues to grow and densify, it is increasingly important to protect and preserve our valued open spaces.

Open space is foundational to the quality, identity and long-term resilience of a higher education campus. It supports student well-being, informal learning, social connection, ecological function and the frst impression that prospective students, families, faculty and visitors form when they arrive. The University of Utah’s 2018 Landscape Master Plan makes this case directly, describing campus landscapes as “mediums of communication” and emphasizing that campus image, social engagement, learning and memory are all shaped by outdoor environments. The campus image is one of the university’s primary tools for sself-promotion, and outdoor spaces should answer the needs of students, faculty and staf.

“

The University of Utah has the responsibility to lead in curating intentional campus open spaces. Proper care, maintenance, planning and design of open spaces on campus is paramount to how individuals experience and perceive the institution. Of the 1,534-acre main campus, roughly 47% is open space, including the 340-acre Heritage Preserve Conservation Easement. As campus grows, open spaces and our arboretum will play an increasingly important role in balancing development intensity with beautiful, functional and accessible open spaces.

Andrew King, Director of Campus Planning

protection of high-quality open spaces from inappropriate development, a unifed landscape framework, strengthened gateways and development of a tree canopy with large shade trees along primary corridors. It also recommends a Campus Open Space Plan that designates prime open space to be preserved in the face of future development.

This landscape is not simply ornamental. In 1961, the Utah Legislature designated the University of Utah campus as the State Arboretum, with a mandate to “provide resources and facilities” that cultivate public knowledge and appreciation for trees and plants from Utah and beyond. Utah law also expresses a public interest in preserving important trees for scenic beauty and historic value. That legislative history elevates campus open space from an amenity to a statewide stewardship obligation. There are more than 14,000 trees, over 300 varieties and nearly 100 species that make up the campus arboretum.

In the Campus Master Plan, open space should be treated as essential academic and civic infrastructure. It sustains the State Arboretum, protects historic places, supports recruitment and belonging and distinguishes the University of Utah from other campuses in the region. A durable commitment to open-space preservation, tree canopy, cultural landscapes and gateway identity will ensure that campus growth strengthens, rather than erodes, the landscape legacy that defnes the university.

Previous planning work for campus provides a strong framework for action. It calls for stewardship of the campus’s distinctive natural and physical attributes,

Existing Campus Open Spaces 1 Library Plaza 2 Memorial Student Union Lawn 3 Science Yard 4 Engineering Mall 5 Student Life Way 6 Red Butte Creek Corridor

Wasatch Mountains

7 Stillwell Field and Surrounding Spaces

7 2

5 1

Green Courtyard Quad Key Paths/Connections Plaza Grove Mall Spine/Corridor

Field Ecological Preserves Foothills Trail System

The recommended open space framework is to protect, enhance and expand the campus arboretum and other important landscape spaces and features. The strategic initiatives will guide decisions about how to ensure this is achieved.

following places: • Foothill Dr. and Mario Capecchi Dr. intersection • 500 S. and Guardsman Way intersection • Foothill Dr. and Wakara Way intersection • Foothill Dr. and Sunnyside Ave. intersection • Sunnyside Ave. and Arapeen Dr. intersection • 100 S. and University St. intersection • The intersections of and space between Mario Capecchi Dr. and Wasatch Dr. along North Medical Dr. • South Campus Dr. and University St. intersection • North Campus Dr. and Mario Capecchi Dr. intersection • South Campus Dr. and 1725 E. intersection (UMFA/ DESB entrance)

1. Protect the State Arboretum in perpetuity: All capital projects should demonstrate consistency with the arboretum mission, the 2018 Landscape Master Plan and the 2024 Tree Protection and Preservation Standards. 2. Preserve signature cultural landscapes in perpetuity: Presidents Circle, the Union lawn, Fort Douglas and other high-value landscapes should be designated as permanent heritage open spaces where landscape form, open lawns, major trees, view corridors and historic setting are protected. Key areas include: • Presidents Circle • Alumni Outdoor Reception • Memorial Union Lawn • Heritage Commons • Fort Douglas Parade Ground and adjacent landscapes • Soldier Circle and adjacent landscapes • Cottam’s Gulch • Cottam’s Grove • Chapel Glen • Fort Douglas Cemetery • Campus Perimeter Entries (Central Campus Dr., South Campus Dr. at Guardsman Way, Presidents Circle, etc.) • Red Butte Creek Corridor: defned as a protected 100-foot riparian zone as measured from the Ordinary High-Water Mark • Selected areas around historic and other signifcant campus trees: defned as a 50-foot perimeter around designated trees

6. Enhance existing outdoor spaces: College Town Magic™ emphasizes the need for a 365-day-a-year campus. Outdoor spaces can be usable on all days except in cases of severe weather, if spaces are designed to accommodate year-round use. These areas should be designed to include recreation spaces, trees, covered seating, programmable plaza spaces and a variety of spaces that characterize their unique setting. Key projects include enhancements at the following places: • Library Plaza • Memorial Student Union Lawn • Science Yard • Engineering Mall • Student Life Way • Red Butte Creek Corridor • Stillwell Field and surrounding spaces • 1725 East and South Campus Dr. Intersection • Mario Capecchi Dr. and South Campus Dr. Intersection 7. Enhance access to natural open spaces: To celebrate the university’s exceptional access to the Wasatch Mountains, trailheads and other access paths should be created to enhance and encourage access.

3. Achieve at least 50% of campus as open space: Preserve institutional character as building intensity increases.

8. Introduce new high quality outdoor spaces and connections: Very few valued outdoor spaces have been introduced to campus, outside of what was created in the frst 100 years of history. As campus grows, new spaces should be introduced to ensure adequate outdoor space for all campus users. Key projects include:

4. Achieve at least 40% tree canopy coverage throughout open space: This target is justifed by the measurable value of tree canopy: shade and thermal comfort, carbon sequestration, mitigation of urban heat island efects, habitat, stormwater beneft and a stronger pedestrian experience.

• • • • • • • •

5. Gateways & Enhancements: Create a stronger campus identity through gateway enhancements. In order to create a sense of arrival and place the university needs a well-planted perimeter of open spaces. Strategic entries should include coordinated planting, signage, lighting, walls, public art and iconic tree plantings so that arrival at campus is legible, memorable and unmistakably Utah. Key projects include gateway enhancements at the

U Health Central Greenspace College Town Magic™ Village Center Red Butte Creek Pocket Park Research Park Greenway Connector Research Park Social Spine Enhanced Pedestrian Walkway North/South Pedestrian Connector Presidents Circle to College Town Magic™ Walkway

Open Space Strategic Initiatives Targeted Areas

Protect the State Arboretum in perpetuity. •

Strengthen and expand policies and practices that support the protection and long-term stewardship of the campus arboretum.

Preserve signature cultural landscapes in perpetuity • • •

Develop specialized design and management standards for the culturally signifcant landscapes identifed in this document. Improve the quality, consistency, and functionality of lighting, signage, and site furnishings. Defne and preserve the boundaries of signature open spaces.

Maintain at least 50% of campus as open space. •

Maintain a diverse range of open space types to meet the varied needs of students, faculty, staff, and visitors.

Maintain at least 40% tree canopy coverage throughout open space. • •

Prioritize the planting of new trees in locations that allow them to grow to maturity. Work to retain mature trees, existing groves, and trees of special signifcance..

Create a stronger campus identity and sense of arrival through gateway enhancements. • •

Procure professional design services to develop a cohesive gateway plan, including design intent for each identifed campus gateway. Develop a phased implementation strategy to construct each identifed gateway over the next 10 years.

Enhance existing outdoor spaces. • • • •

Establish campus standards for lighting, furnishings, and other outdoor elements to strengthen campus identity, enhance sense of place, and improve the campus experience. Develop a strategy for the phased removal and replacement of outdated lighting and site furnishings. Enhance outdoor spaces with seating, landscaping, and lighting to support both programmed activities and everyday student needs. Outdoor landscaping should balance beauty and function with water-wise design suited to the region’s climate.

Enhance access to natural open spaces for year-round use. •

Introduce new facilities and programming that improve access to the foothills surrounding campus, Red Butte Creek, and other regional outdoor recreation spaces.

Introduce new high-quality outdoor spaces and connections • •

Study and defne the extents, functions, and needs of identifed new open spaces. Preserve land for the future implementation of new open spaces in Research Park, the health care campus, Red Butte Creek, and College Town Magic™.

Campus Open Spaces To Be Preserved In Perpetuity

Protected Open Spaces

Key campus-defning open spaces including Presidents Circle, the Union Lawn, Stillwell Field and Fort Douglas should be enhanced and preserved in perpetuity.

2 Memorial Union Lawn

1 Presidents Circle

3 Heritage Commons 4 Fort Douglas Parade Ground and Adjacent Landscapes 5 Soldier Circle and Adjacent Landscapes 6 Cottam’s Grove 7 Cottam’s Gulch 8 Chapel Glen 9

9 Campus Perimeter Entries 10 Red Butte Creek Corridor 11 Fort Douglas Cemetery 12 Alumni Outdoor Reception

9 12

1 7

10 11 9

Signifcant Tree Cover Campus Open Space To Be Preserved In Perpetuity

Existing Open Spaces To preserve the campus as a State Arboretum, the plan sets the goal of having at least 40% of the campus shaded by tree canopy even as new buildings are added in the future (current canopy coverage is estimated at 18%).

Make outdoor spaces usable year-round

Celebrate proximity to natural open spaces by enhancing access and leveraging them as amenities

Identifed Projects Identifed projects are initiatives identifed as strategic needs to support the future growth objectives of university organizations. They are not presented in priority order and do not necessarily indicate projects the university intends to prioritize over the next 10 years. All projects will be required to follow the university and stateprescribed process for project approvals. U Health Central Greenspace New outdoor connection between the Hospital and Health Sciences campus on the site of the former School of Medicine building. It will provide a place of respite for clinical providers, faculty, staf and students. These areas are planned to accommodate outdoor therapy activities for patients of the Neilsen Rehabilitation Hospital. College Town Magic™ Village Center New outdoor plaza in the heart of College Town Magic™ for daily gathering and organized events. Red Butte Creek Pocket Park A small outdoor space adjacent to the Red Butte Creek Shared-use path. Research Park Greenway Connector A north-south linear park connecting the Matheson Nature Preserve on the southern end to the Red Butte Creek on the northern end. Research Park Social Spine A centrally located linear plaza situated between Chipeta Way and Arapeen Drive. The Social Spine serves as an east-west pedestrianized path creating an easy and comfortable promenade for people to navigate Research Park’s steep topography. Enhanced Pedestrian Walkway The establishment of a ceremonial walk from Presidents Circle to South Campus Drive creating a space of tradition, celebration and recognition for University of Utah graduates on their commencement day. North-South Pedestrian Connector Shared-use path connecting the Engineering Mall in the north to the south campus mobility hub in the south. Presidents Circle to College Town Magic™ Walkway Shared-use path connecting Presidents Circle to the new College Town Magic™ development.

Key Gateway Enhancements

Campus Open Space Plan - Priority Projects and Gateways

1 Foothill Dr. & Mario Capecchi Dr. 2 500 S. & Guardsman Way 3 Foothill Dr. & Wakara Way 4 Foothill Dr. & Sunnyside Ave. 5 Sunnyside Ave. & Arapeen Dr. 6 100 S. & University St.

U Health Central Greenspace

Mario Capecchi Dr. & Wasatch Dr. along North Medical Dr.

8 South Campus Dr. and University St. 9 1725 East and South Campus Dr. Intersection

Mario Capecchi Dr. and South

10 Campus Dr. Intersection 6

Presidents Circle to College Town Magic™ Walkway

Red Butte Creek Pocket Park

North/South Pedestrian Connector

Enhanced Pedestrian Walkway

10 8

Research Park Social Spine

College Town Magic™ Village Center

Research Park Green Spine

5 4

Creekside Terrace

Pedestrian Trail Restored Riparian Creek Edge

Red Butte Creek Reimagined (vision concept - requires further study)

100

Wasatch Foothills

Fort Douglas Student Housing Multi-modal Bridge

Multi-use Trail

101

ACCESS, MOBILITY & PARKING

In order to maintain access to campus during the projected increase in population and residents, the University of Utah must be a leader in provisioning alternatives to a personal-vehicle-centered transportation model while maintaining options for those who choose to drive. Campus parking is 89% occupied during peak hours. Approximately half of the trips to campus each day are made in SOVs. Over the past two years, mode split has remained fat, requiring active intervention to shift the mode splits from SOVs as the campus population increases. As the campus residential population increases, goods and services will be provided in the College Town Magic™ neighborhood that will support a reduction in the number of vehicles parked by those residents. Using transportation demand management tools, Commuter Services will support alternatives like carpooling, bicycling and increased bus/shuttle/rideshare to maintain reasonable access and commutes for those who need to continue to drive to campus.

The Campus Master Plan recommends an adaptable strategy that balances the needs of all modes of transportation. It includes new parking while investing in transportation demand management strategies such as prioritizing public transit to reduce vehicular trafc, upgrading and expanding the campus shuttle route system and building campus infrastructure and redistributing class schedules to support walkability, bikeability and other micro-mobility options as well.

Building On Previous Transportation Studies

Campus and community feedback emphasized access and parking as signifcant issues on campus. The Campus Master Plan includes a range of strategies to address these concerns and meet campus user access needs while mitigating the increase in demand for parking and transportation systems due to population growth. Additionally, to achieve the University of Utah carbon neutrality goals by 2040, the campus population will need to reduce reliance on single-occupancy vehicles (SOVs) and increase utilization of other modes.

The University of Utah is entering a period of rapid growth in enrollment, housing and facilities that will add pressure to campus transportation systems. A balanced approach, combining strategic parking construction with targeted investment in alternative modes, policies and infrastructure will position the University to meet future access needs. The Campus Master Plan builds upon the work of previous transportation studies including:

Over the next decade, as the campus population grows from approximately 80,000 to more than 100,000, Commuter Services will continue to provide reliable and proximate access to safe and convenient parking for faculty, staf, students, healthcare patients and providers, as well as members of the community. As parking capacity expands and shifts toward new facilities near the campus perimeter, the existing balance of A, U, and specialty permit parking will be maintained. When there is a new development, Commuter Services will seek to ensure appropriate capacity, permit availability, and reasonable access to both new and existing buildings. This commitment includes replacing parking displaced by construction, strategically expanding capacity where needed, incorporating emerging transportation technologies, maintaining reasonable proximity to campus destinations, and providing fexible mobility options for residents and visitors.

University of Utah Bicycle Master Plan (2011) • Summary: Study to identify, evaluate and recommend solutions to improve bicyclist comfort, safety and connectivity to: to, from and within the university campus. • Participants: U of U, SLC, UTA, UDOT • Outcomes: The 2011 Bicycle Master Plan recommends bicycle-friendly policies and programs to encourage greater ridership across campus. It calls for the construction of new bikeways and the completion of a comprehensive bikeway network, as well as improving connections between bicycle infrastructure and campus transit. The plan includes objectives for increasing the use of biking for commuting and intra-campus travel.

102

Parking, Active Transportation and Transit Plan All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations and parking impacts.

University Boundary Master Plan Buildings Potential Mobility Hub TRAX Station Remaining Surface Parking Lots

Existing Garages Master Plan Surface Parking Interim Surface Parking - Planned Master Plan Underground Parking - Planned Master Plan New Parking Garages - Planned

103

Potential Master Plan Parking Garages - Placeholders TRAX Red Potential TRAX Red Potential TRAX Orange

Various Campus Shuttle Routes Preserve Lot in Perpetuity Signifcant Walkways/Corridors Trail Network Trailheads

Research Park TDM Plan (2019) • Summary: Study to establish a framework for shifting transportation demand away from single-occupancy vehicle trips at peak travel periods and towards walking, riding transit, bicycling, traveling at of-peak times and shortening and eliminating trips altogether. • Participants: U of U • Outcomes: This plan introduced a range of strategies aimed at reducing Single-Occupancy Vehicle (SOV) trips. These include TDM initiatives such as establishing a rideshare system, ofering a guaranteed ride home, providing a transit pass program and bike share options. The plan also proposes a park hub and bike station, enhanced wayfnding, a fexible parking menu and more.

Campus Transportation Baseline Study (2025) • Summary: The purpose of this trafc study was to provide a summary of the baseline (2024) transportation-related conditions throughout the University of Utah Main Campus, Medical Campus and Research Park areas in Salt Lake City, Utah. • Participants: U of U • Outcomes: Identifed failing and near-failing intersections throughout campus along with highlevel mitigations for intersections, corridors, as well as transportation demand management (TDM) strategies. Specifc improvements are needed at the Mario Capecchi Dr./South Campus and Arapeen/ Sunnyside intersections as well as along the Foothill Drive Corridor.

Mobility Hub Study (2019) • Summary: This study identifed optimal locations for the siting of mobility hubs on or around campus. The intent of the hubs is to encourage mode shift through hub proximity to destinations and services, connectivity and seamless transfers, user-friendly programming and wayfnding and increased safety and security by implementing pedestrian priority and placemaking elements. • Participants: U of U, WFRC, VA, UTA, UDOT, SLC • Outcomes: The Study recommends constructing mobility hubs at key locations: 200 South, South Campus Drive and Health Sciences. These hubs are intended to facilitate seamless transfers between diferent modes of transportation and improve overall campus mobility. A fourth hub was identifed in Research Park.

Parking, Roadway and TDM Study (2025) • Summary: Study to develop a data-driven strategy for managing access, parking, and trafc over the next decade in response to a Board of Trustees’ request to further study transportation on campus. • Participants: U of U • Outcomes: The study presents a range of options that allow the University to combine targeted parking construction with strategies that manage demand, improve user experience and reduce costs that include decreasing the campus drive-alone rate from 53% to 44% (adjusted decrease of 9% SOV modeshare from the 12% identifed in previous study). TechLink TRAX Study (2025) • Summary: Study to develop and analyze four alternatives based on scenarios that performed well in the UTA Future of Light Rail (FOLR) Study (2023) and that best meet the Purpose and Need developed by the study team (ridership, transit travel times and reliability, economic development potential, access to opportunity, potential for environmental impacts, capital and annual operations and maintenance costs). • Participants: UTA, RDA, SLC, U of U, WFRC, UDOT • Outcomes: Based on detailed alternatives evaluation results and coordination among stakeholders, a Locally Preferred Alternative was selected. The Locally Preferred Alternative includes transit service envisioned as part of Alternative 3 (existing alignment on the university campus with a new track extension, platform and mobility hub in Research Park).

Transportation and Parking Study (2023) • Summary: Study to investigate a holistic transportation solution for campus that includes active transportation, transit and vehicle mode share goals; making data-driven decisions that accommodate future growth; embracing environmental and fscal sustainability by reducing vehicle-miles traveled; and facilitating convenient connections between modes. • Participants: U of U • Outcomes: The Study recommended a balanced investment in multiple transportation demand management strategies, enhanced active transportation and new parking supply. The study recommended a target of reducing personal vehicle trips by 12% through improvements in active transportation and campus shuttles.

104

Access, Mobility & Parking Strategic Initiatives

Increase access to parking throughout campus. • • • • •

Construct new parking facilities to address growth. Replace surface parking stalls displaced from building projects in proximate locations, prior to construction. Ensure a 10-minute walkshed for students, faculty, and staff from all occupied buildings to a parking facility with reasonably suffcient number of stalls to address the need. Ensure suffcient proximate parking to support community, performance and event programming of facilities, including central campus. Update the parking system structure including parking policies to balance parking demand across campus.

Preserve reasonable vehicle access to campus. •

Work with agency partners to strategize improvements on main vehicular arterial roadways around campus that will maintain a reasonable level of service for Foothill Drive, 1300 East, 100 South, 500 South, and Sunnyside Avenue.

Reduce average single occupancy vehicle trips from the current 53% drive alone rate to 44% over the next 10 years. • • • •

Improve transit capacity, frequency, and span of service. Enhance active transportation infrastructure to provide for a safe and connected network. Implement Transportation Demand Management (TDM) strategies, programs, and policies designed to redistribute transportation mode share. Utilize a mobility management software platform to manage and monitor programs, policies, and incentives that provide commuters with alternatives to driving alone.

105

The following solutions have all been supported or suggested in the previous transportation studies: •

•

Parking Strategy: Future impacts to parking facilities will be evaluated through a comprehensive parking analysis that considers efects on adjacent users, anticipated demand, and the location and capacity of replacement facilities. Where appropriate, replacement parking may be located nearer to campus edges, where space is more readily available and access to arterial roadways is improved. This approach will be balanced with the need to maintain adequate, conveniently located parking in proximity to core campus facilities. Robust Transit: Expand and enhance transit access to and on campus via campus shuttles, UTA bus, and the TRAX light-rail system to reduce single occupancy trafc on roadways. Pedestrian/Bike Connectivity: Build a safe, convenient, and connected campus pedestrian and bicyclist network to support non-motorized travel throughout campus.

Parking Strategy Increase access to parking throughout campus.

Robust Transit Improve transit capacity, frequency, and span of service.

106

Pedestrian/Bike Connectivity Enhance active transportation infrastructure to provide for a safe and connected network. Desired Bike Paths from 2011 Bicycle Master Plan Campus Master Plan Major Shared Use Paths Trail Access Points Trailheads

107

Transportation and Parking Study Vision and Goals

Source - University of Utah Transportation and Parking Infrastructure Study, 2023

108

Mobility Strategy

residents and community members living near campus and without the need for a personal vehiclewill be the priority. Neighborhood shuttle routes may supplement UTA service to allow those within a short distance from campus to travel without their car, while a carshare service will allow our residents to begin their tenure in higher education without the need of a personal vehicle.

Over the next decade, the university’s goal is to reduce the SOV rate by by nine percentage points, from 53% to 44%, resulting in a reduced demand for parking of 3-5%.* This requires active intervention of non-parking strategies, otherwise parking will remain at capacity and commute times will increase. A top initiative is increased engagement with the campus community through a mobility management platform that will encourage shifts in transportation mode choice behavior. This platform will provide longitudinal data on how efective programs and incentives are in encouraging drivers toward alternatives to driving alone. Additionally, the platform will allow for monitoring and adjusting initiatives in an iterative approach, making implementation agile and ensuring responsiveness to an ever-changing campus.

Active transportation will also be encouraged year-round, with transportation alternatives such as transit or carshare highlighted during winter months. Micro-mobility subsidies and bicycle subsidies (rent-to-own/leasing) will provide the campus community an opportunity to explore active transportation as a commuting option. The campus bike shop and new bike safety and maintenance classes will provide reassurance to those interested while a commuter club and group rides can help our community become acquainted with the routes and etiquette of bike commuting.

Directly incentivizing alternatives to SOV trips through the mobility platform will encourage people to ride transit, scooters, skateboards, and/or bikes. Beyond incentives, the platform will provide cost-saving and communitybuilding opportunities like carpooling and bike buddies. This engagement in addition to updates to the parking systems structure will provide opportunities to actively balance parking demand across campus while giving commuters more choices in both cost and location. Updates to the structure require both minor changes to access as well as major rebuilding in order to best manage parking demand. This updated structure will begin with limiting access to existing reserved residential parking areas. This will reduce demand for commuter parking slightly, while increased support from the Campus Shuttles, URide and Security Escorts will ofset any safety concerns around walking through campus. The TDM platform will also outline possible subsidies associated with rideshare programs that will require low dollar fnancial incentives to accomplish SOV mode-share goals.

With consulting partners, several initiatives have been identifed through the Transportation and Parking Study (2023) as well as the Parking, Roadway, and TDM Study (2025) to support the parking and transportation needs of campus. These initiatives include data-driven management, infrastructure, organizational and administrative policies, permit structure and pricing, and travel demand management. Each initiative results in varying mode shift depending on level of investment, priority, and potential usage. Key mobility initiatives of the Campus Master Plan: • Demand management: Pricing, permit restriction, fund alternatives • Supply optimization: Sharing facilities & efcient lot design • Technology integration: Access control, License Plate Recognition (LPR), mobile payments and real-time availability information • Policy and compliance: Clear regulations, consistent enforcement, aligning parking with land use goals • User experience: Clear signage, convenient payment, safety and aesthetics • New construction with a focus on peripheral parking garages rather than surface parking lots while ensuring reasonable proximate parking availability to support university and community engagement across campus

Moving into the future, further support for our campus

*Note: There are several levers for managing campus growth, and Walker Consultants’ analysis from the Parking, Roadway, and TDM Study (2025) indicates that achieving a 9% mode shift away from drive-alone is feasible. A range of alternatives exists, allowing for incremental and adaptive implementation based on evolving needs and conditions as the University grows.

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Campus-Wide Parking Strategy

Neighborhood Athletics

Currently, the university maintains a permitted parking supply of ~21,600 spaces across the main campus, Research Park, Fort Douglas and the Health Sciences campus. Recent analysis in 2024 indicates that ~11% of total parking remains at the most constrained day and time of the week, with ~2,200 spaces unoccupied out of a total of ~21,600 stalls. With an estimated 35,000 people on campus during a peak day, a signifcant portion of people arrive on campus via other transportation methods. The University of Utah is primarily a commuter campus, with most of its population currently traveling from of-campus locations. In 2024, the University had a main campus student population of about 37,000 and about 16,000 faculty and staf. On-campus housing accommodates ~6,800 students, representing a small fraction of the total student body, frst-year students making up most on-campus residents.Parking demand is managed through a tiered permit system, with typical prices ranging from $388 for the “U” permit to over $3,000 for premium reserved garage access. Campus average mode split data shows that private vehicle use dominates, with other transportation modes accounting for less than 50% of commutes.

Total Academics

Total College Town Magic

This plan does not detail the specifcs of how each constituent group on campus is being accommodated. The parking system is designed to work as a whole rather than accommodating parking demand at or near each campus building, which would result in the overparking of campus. Rather, parking demand is met through all parking facilities on campus to maximize parking near event spaces while preserving core academic spaces for buildings and open spaces. This fexibility balances parking demand with the best use of campus space. Groups such as faculty, staf and U Health employees will continue to be able to purchase reserved parking permits in any parking facility they choose. Before making changes to the current system a future study should be conducted to determine problem areas and best practices. Peripheral Parking Strategy This plan proposes a peripheral parking strategy as the

Total U Health

Existing Vacant Stall Counts* by Future Neighborhood *Stall counts refect the number of stalls measured for utilization in fall 2025 and do not refect the total stall count for campus

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Total Research Total (All)

M-Th Average Lot Vacant

F Average Vacant

Total Stalls

1 9 26 27 40 41

24 11 2 9 47 20 112

247 67 5 60 459 53 890

887 279 220 805 869 112 3172

2 4 5 6 8 10 28 29 30 31 32 33 34 35 38 39 43 44 46

15 3 2 84 11 1 108 5 29 0 9 24 3 26 103 44 13 14 14 504 166 45 8 6 80 5 18 1 0 10 70 10 58 0 31 14 2 1 4 4 8 7 1 57 16 622 110 1 101 214 0 64 219 7 27 7 5 453 1208 162 2609

93 19 9 188 69 0 177 8 13 1 92 38 12 60 183 374 24 42 41 1441 356 166 13 36 337 8 38 5 0 14 92 14 68 0 60 55 6 10 20 9 34 21 8 119 37 1522 176 3 142 248 1 138 301 32 33 0 22 528 1622 176 5651

337 93 47 341 176 49 295 104 269 28 362 74 68 210 317 1407 103 175 370 4825 788 294 135 108 653 120 114 44 61 71 249 34 111 19 211 171 61 95 107 66 158 140 67 450 138 4465 625 200 577 542 41 975 1358 190 82 31 327 929 5877 208 18547

11 12 13 14 15 16 17 20 22 23 24 25 63 71 74 75 76 77 78 79 80 82 84 87 89 45 47 56 64 65 66 67 69 70 72 73 81 111

Peak Weekday Parking Occupancy Monday-Thursday

47 32

64 27

70 72 69

38 34

66 74

80 87

5 8

111

23 20

17 16

Friday

47 32

64 27

70 72 69

0 - 20%

As much of campus parking lot occupancy is at or near capacity during peak times, it should be noted: • Many parking stalls turn over multiple times throughout the day • Lots are not full earlier or later in the day • A stalls in several lots revert to U after 3 p.m. • Friday occupancy is signifcantly less than Monday-Thursday

41 - 60% 6 4

82 84

76 80

111

20 14

17 16

1 University Boundary 9

111

81 74

23 61 - 80% 11

81 - 100% 8

Average Occupancy 10am - 2pm (M-Th) 21 - 40% 2

38 34

general methodology for where parking will grow. This methodology supports the desire to free up interior spaces for future academic, research and open spaces, while ensuring adequate parking is still provided. It shifts parking closer to campus edges, reducing the amount of trafc on interior roadways and minimizing confict between pedestrians and vehicles in our areas of high pedestrian activity. Peripheral parking, especially where it can be accessed directly from 500 S./Foothill Dr., will help ensure interior campus roads continue to operate at functional levels as the university continues to grow. stadium and arena events will also be served better through new structures proposed along South Campus Dr., Mario Capecchi Dr. and 500 S.

new and existing buildings to increase the overall number of parking spaces on campus. This has been modeled with current pro forma fgures as the best return on investment.

Implementation of new parking facilities will happen progressively as interior surface lots need replacing over the next 10+ years. Immediate needs will be served with parking growth in the South Campus Parking facility and the acquired surface parking at Ft. Douglas. Overall, this plan supports a net increase of parking to ensure current and future parking demands are accommodated. The exact scale of future parking facilities will be determined at the time of each project based on the determined need at that time. While demand management will help mitigate parking and roadway congestion, the University will leverage strategic parking expansion throughout development of

As more parking shifts to the campus edges over the next 10 years, a study will be needed to explore methods for maintaining adequate parking for events and event spaces.

Event Parking Strategy In terms of event parking, the university provides adequate and convenient parking to support events of all sizes, with designated visitor areas and nearby lots ensuring easy access for attendees. Event parking is prioritized through lot conversions as needed for hundreds of events across campus. When event attendance warrants multiple lots to accommodate eventgoers, shuttles are used to transport attendees.

5 and 10 Minute Walk From Existing and Planned Parking All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations and parking impacts.

Interim Planned Surface Parking Master Plan Underground Parking Master Plan New Parking Garages Existing Parking Garages Myriad Complex Underground Parking Remaining Parking Lots 5 Minute Walk Radius 10 Minute Walk Radius

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Planned and Placeholder Parking All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations and parking impacts.

Placeholder - Future Lot 43 HEDCO Parking Garage

Placeholder - Shoreline Garage Future Expansion Planned - Guest House Parking Garage

Planned - College Town Magic TM Underground Parking Garage

Planned - East Stadium Parking Garage

Placeholder - Future West Stadium Parking Garage

Fort Douglas Interim Surface Lots - Phased Approach

Placeholder Future Institute Parking Garage

Placeholder - Future Research Park Parking Deck and Mobility Hub

University Boundary Master Plan Buildings Surface Parking Lots Existing Garages

Interim Surface Parking - Planned Master Plan Underground Parking - Planned Master Plan New Parking Garages - Planned Potential Master Plan Parking Garages - Placeholders

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Preserve Lot in Perpetuity

Existing and Projected Intersection Delay

Road Network According to the 2025 Campus Transportation Baseline Study, 21 intersections on campus have at least one trafc movement operating at an unacceptable Level of Service (LOS) or near-unacceptable LOS (D – F). Intersections with poor LOS indicate excessive congestion, increased delays, higher crash risk and unstable trafc fow. Additional vehicle trafc – resulting from campus or regional growth – further strains these intersections, causing cascading delays and reducing overall system efciency. As the campus continues to grow, it is essential to balance vehicle fow with the development of safe pedestrianfriendly spaces.

Existing Conditions

The main UDOT corridors of Foothill Drive, Mario Capecchi Drive and North Campus Drive on the University of Utah Campus face high levels of vehicle delay and congestion. Foothill Drive dictates much of the congestion that is experienced on Wakara Way and Arapeen Drive in Research Park and Mario Capecchi Drive on main campus. Improving the operations on Foothill Drive and partnering with agency groups will help mitigate many of these issues. Potential strategies to help mitigate Foothill Drive include Flex Lanes (trafc lanes that can change travel direction depending on the time of day to improve trafc fow), grade-separating the Foothill Drive & Sunnyside Ave intersection and establishing a mass transit system that better serves the east bench of the Salt Lake Valley.

10% Trafc Infation

Advocating for improvements to the main arteries to campus – Foothill Drive, 1300 East, 100 South, 500 South, and Sunnyside Avenue – will be critical throughout the next decade. Additionally, dedicated bus routes, protected bike paths and continuous sidewalks will be part of a holistic strategy to reduce trafc congestion.

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Existing Roadway Network and Percentage of Trips by Road to Main, Health, and Research Park Campuses

University Boundary Master Plan Buildings Main Campus U Health Campus Research Park

Origin of Trip Destinations

Existing Thoroughfares Existing Major Roads

New Master Plan Connections Vehicular Roads Removed

Existing Minor Roads Existing Drop-ofs/Drives

Master Plan Limited Access roads

Existing Of-campus streets

All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations and parking impacts.

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XX% XX% XX% XX%

Daily Percentage of Destination Trips Main Campus % U Health Campus % Research Park %

Active Transportation Network The pedestrian network on the University of Utah campus is generally well connected, with robust networks on Main Campus, Health Sciences and Fort Douglas, though signifcant elevation changes can limit the distance that some individuals can reasonably be expected to walk. Research Park is the least connected with pedestrian facilities. Sidewalk gaps along high-volume roadways including North Campus Drive, Foothill Drive, Chipeta Way and Wakara Way impact pedestrian connectivity across campus. Additionally, major roadways through and around campus require pedestrians to cross them or take circuitous routes to avoid potential conficts with vehicles. The campus provides multiple grade-separated crossings for pedestrians and bicyclists including the George Eccles Legacy Bridge and at the Rio Tinto Kennecott Building. In April 2022, the University of Utah partnered with a provider of shared e-scooters and e-bikes to bring their shared micro-mobility system to campus. The full system rollout kicked of in August 2022. The e-scooters and bikes are located throughout campus in designated parking areas. In 2025, there were an average of 212 daily scooter trips averaging just under one mile. Total trips were 77,581, for a total distance of 69,966 miles travelled. This represents an increase of 35% over 2024 and has the potential for continued growth as faculty, staf, students, and visitors become accustomed to its widespread availability throughout campus and additional infrastructure enhancements are made to support this. Enhancing active transportation on campus will require the adoption of best practices and expanded infrastructure. Expanded space for the Campus Bike Shop and increased availability and access to end-oftrip facilities (secure bike parking and showers/locker rooms) will be key. Integrating the 2011 Bicycle Master Plan into the Campus Master Plan update must address connections to the surrounding bike lane networks in order to provide students and employees seamless, safe travel. The Campus Master Plan supports building a safe, convenient, and connected campus pedestrian and bicyclist network to support non-motorized travel throughout campus.

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Potential Active Transportation Network

University Boundary Existing Campus Buildings Sidewalks Shared Use Paths Bikeways

Outdoor/Covered Bike Racks Secure Bike Storage Trailheads Desired Bike Paths from 2011 Bicycle Master Plan

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Transit Network

Expanding and enhancing transit access to and on campus via mobility hubs, campus shuttles and the TRAX light-rail system to reduce single occupancy trafc on roadways is a key element of the Campus Master Plan.

The University of Utah partners with UTA to provide students, staf and faculty access to UTA services through the UCard, which is valid on UTA bus, express bus, TRAX, FrontRunner, Streetcar and UTA On Demand. The campus is directly served by UTA with over 60 campus bus stops and four TRAX light rail stations (University Medical Center, Fort Douglas, University South Campus and Stadium). In 2025, about 3,700,000 university trips by UTA services were made, roughly 12,000–15,000 transit trips per day, when adjusted for fall and spring semesters and the 5-day class week. This represents a critical access mode for campus.

Existing Campus UTA Routes

Additionally, the University of Utah operates a large campus shuttle network that services the main and health sciences campuses as well as Research Park. TRAX expansion is anticipated to the University of Utah with the new Orange Line. The TRAX Orange Line will connect the SLC International Airport, downtown, the University of Utah’s main campus, and Research Park with direct end to end service in 45 minutes. Both the Orange Line expansion as well as potential Red Line realignment are currently being studied, with service anticipated early 2032. Existing Campus Shuttle Routes and Stops

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Potential Transit Network All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations and parking impacts.

University Boundary Master Plan Buildings Potential Mobility Hub TRAX Station Research Park Hospital Connector 2nd South to U Health East-West Campus Route South Side

Athletic and Sunnyside Village Loop Medical Center Circulator Core Campus Circulator Natural History Museum Connector TRAX Red Potential TRAX Red Potential TRAX Orange

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Transportation Demand Management Strategy Transportation Demand Management (TDM) seeks to reduce vehicle trips made to campus through encouragement and incentives. The University currently uses some TDM strategies to encourage users to take alternative modes to campus. These include subsidized transit passes, parking pricing increases and the construction of new bike paths throughout campus. The University also operates a campus shuttle system. As the campus grows, these strategies and how they change will be crucial as leadership shapes the future of the University. Demand management makes alternatives better and manages where people park, not whether those who need to drive can. TDM Strategies 1. Implement a mobility management and incentive platform. 2. Reconfgure residential permit parking on campus. 3. Create neighborhood and rapid transit shuttle routes to campus. 4. Provide e-scooter and Guaranteed Ride Home credits to campus afliates. 5. Administer demand-based parking permit sales caps (includes contractor permits). Identifed Projects IdentifedProjects are initiatives identifed as strategic needs to support the future growth objectives of university organizations. They are not presented in priority order and do not necessarily indicate projects the university intends to prioritize over the next 10 years. All projects will be required to follow the university and stateprescribed process for project approvals. Parking College Town Magic™ Underground Parking Structure: This underground parking structure will be located under the College Town Magic™ development on South Campus Drive encompassing between 1,300 and 1,500 stalls.

Potential Transportation Strategy Implementation Schedule

East Stadium Parking Structure: The parking structure will be located east of the Stadium, between South Campus Drive and 500 South.

Strategy Categories • • • • • •

Guest House & Conference Center Parking Structure: This parking structure will accommodate the growing Guest House & Conference Center reservation demand.

Data Driven Management (DDM) Infrastructure (IN) Organizational/Administrative (OA) Permit Allocation (PA) Permit Pricing (PP) Travel Demand Management (TDM)

Source - University of Utah Transportation and Parking Infrastructure Study, 2023

Fort Douglas Surface Lots: With the University’s acquisition of Fort Douglas, an additional 1,100 stalls will be made available to the University surface parking lot stall inventory. Mobility Hubs Mobility Hubs are intended to facilitate intermodal

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transportation connections while providing an elevated passenger experience. The following projects include enhancements to the South Campus and Health Sciences TRAX stations as well as a new facility in Research Park to accommodate the new TRAX Orange Line. South Campus Mobility Hub: This mobility hub will facilitate connections between the TRAX Red Line, bus, shuttle and active transportation at South Campus. Health Sciences Mobility Hub: This mobility hub will facilitate connections between the TRAX Red Line, bus, shuttle and active transportation at the Health Sciences campus. Research Park Mobility Hub: This mobility hub will facilitate connections between the TRAX Orange Line, bus, shuttle and active transportation at Research Park. Transportation Demand Management Mobility Management Platform: The platform will provide tools, incentives, and data to efectively manage alternative transportation trips to and from campus. Active Transportation Shared-Use Paths: Enhance existing and build new active transportation paths and connections throughout campus.

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ACADEMICS & RESEARCH

A fundamental strategy to the Academics and Research component of the Campus Master Plan is to reduce the need for new academic spaces by improving use and efciency of classrooms, class labs and ofces within existing academic buildings. Where new academic buildings are recommended, they are strategically located to enhance and enclose academic quads and other open spaces. Academic research programming is colocated within current and future academic buildings. A new Research neighborhood south of Red Butte Creek sets aside land for research programs, to include both Academic research and U Health research. It leverages existing lab buildings with room for additional new research facilities supported by robust utilities. Research discussed in this section refers to academic research. U Health research will be addressed in the U Health section.

(Division of Student Afairs, the Ofce of Undergraduate Studies, the Graduate School, etc.) articulate their mission, vision, values, priorities, goals, strategies and metrics. Together these elements create a coordinated roadmap that links unit-level work to Impact 2030 goals: expanding enrollment to 40,000 students, achieving an 80% six-year graduation rate and a 90% job placement, increasing research funding to $1 billion, becoming a top 10 public university with unsurpassed societal impact and positively impacting the lives of all 3.5 million Utahns. The Academic Enterprise Plan (AEP) is Academic Afairs’ tool for translating units’ long-term strategies into annual decisions that advance their strategic goals. AEPs serve as both the operational plan and the ofcial budget request for Academic Afairs units, integrating prioritized requests related to people, programs, academic space and fnancial resources into a single, coordinated submission. It is through the AEP process that units identify and request the space needed to advance their strategic priorities. The Academic Afairs capital plan is derived from these AEP submissions, allowing leadership to evaluate space needs in a consistent and comparable way and to prioritize capital investments that are clearly aligned with unit strategies and Impact 2030 objectives.

The Academic Afairs capital plan establishes how investments in academic and research space are identifed and prioritized in support of the University of Utah’s Impact 2030 goals. Because academic buildings and research facilities are fnite and capital resources are constrained, decisions about space must be made deliberately and in alignment with academic priorities. This plan describes the framework used to evaluate academic space needs, linking long-term academic strategy to annual planning and budget decisions and presents a preliminary list of space needs.

AEPs are submitted each spring, followed by review and budget discussions in the subsequent months with decisions typically communicated in June. The Academic Afairs capital plan is developed within this structure and timeline, ensuring that long-term planning for academic space both informs and is informed by annual budgeting and capital decisions. This alignment creates a direct connection between academic priorities, space needs and proposed investments.

Planning and Prioritization Process Strategic planning establishes the long-term direction for Academic Afairs units, typically looking at least fve years ahead and connecting their priorities to the U’s Impact 2030 goals. Through this process, colleges, schools and departments, as well as service and support units

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IMPACT 2030 GOALS Grow Student Enrollment to 40,000 Achieve 80% Six-Year Graduation Rate Achieve 90% Job Placement Become a Top 10 Public University with Unsurpassed Societal Impact Increase Research Funding to $1B Positively Impact Lives of All 3.5 Million Utahns

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Academics & Research Strategic Initiatives

Support student enrollment of 45,000+ students with new and revitalized academic spaces • • • •

Revitalize and repurpose existing buildings to meet programmatic needs. Strategically locate new academic buildings to enhance academic quads. Co-locate academic research programming within current and future academic buildings, when it makes sense. Study development of a new research neighborhood in Research Park.

Improve space utilization and classroom and teaching lab space effciency by aspiring to meet and exceed, USHE standards. • •

Improve effciency of classrooms, class labs, and offces within existing buildings through scheduling practices. Repurpose underutilized spaces to meet programmatic needs.

Develop U of U space standards as they apply to offces, academic, and research/lab spaces. •

Further study and benchmarking of peer and aspirational institutions space standards to be conducted.

Prioritize infll development opportunities within the academic core to maximize land use effciency, strengthen campus connectivity and support institutional growth. •

Potential building sites identifed in the Academic and Research Plan will be evaluated through detailed feasibility and planning studies as part of the Capital Development review process for each proposed project.

Preserve a strong student experience on the main campus while broadening opportunities to extend our reach through satellite locations.

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Create an enriching, welcoming and safe campus environment to enhance learning and research.

Recommended ‘Pioneering Standard’ Growth Space Projection

Improve teaching lab station occupancy rate to 80% and room utilization rate to 25 hours.

Legend

(HSC)

Improve classroom seat occupancy rate to 67% and room utilization rate to 30 hours out of a 45-hour/week schedule.

NOTE : These metrics apply to both Academics and U Health spaces. Refer to Space Planning section (pages 24-25) for more details.

Formalize space standards as they apply to offces and academic spaces.

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Identifed Projects

New Buildings:

The Academic Afairs Identifed Projects list has been developed as a part of the Academic Enterprise Plan, ensuring continued alignment with academic priorities and Impact 2030 goals.

Downtown City Center Campus Development (Of Campus) Expands the university’s physical and academic presence into Utah’s urban core, increasing accessibility for nontraditional and place-bound learners. Strengthens partnerships with government, industry and community organizations to accelerate workforce alignment, civic engagement and economic development – directly advancing Impact 2030’s societal impact commitment.

Priority projects are initiatives identifed as strategic needs to support the future growth objectives of university organizations. They are not presented in priority order and do not necessarily indicate projects the university intends to prioritize over the next 10 years. All projects will be required to follow the university and state-prescribed process for project approvals.

Business Classroom Building (BUC) Replacement Modernizes business education environments to support experiential, studio-based learning aligned with contemporary industry practices. Enhances innovation, entrepreneurship and corporate partnerships, strengthening job placement outcomes and preparing future leaders who contribute to Utah’s evolving economy.

Revitalized Buildings: Marriott Library Automated Retrieval Center (ARC) Strengthens the university’s core academic and research infrastructure by preserving rare and unique collections with enhanced fre suppression and archival protection, safeguarding Utah’s intellectual and cultural heritage. Modernized retrieval systems improve timely access to scholarly materials, directly supporting student success, faculty productivity and interdisciplinary research – key drivers of Impact 2030’s research growth and graduation goals.

William Browning Building Replacement Positions the university as a leader in emerging felds such as AI, immersive technologies and rare earth minerals research. Modernized labs and interdisciplinary research spaces accelerate discovery, attract faculty talent and support economic and technological advancement consistent with Impact 2030’s research growth objectives.

South Physics Revitalization & Fletcher Replacement Modernizes critical STEM academic space to sustain research competitiveness and innovative teaching in high-demand disciplines. Centralized academic leadership and shared learning environments foster interdisciplinary collaboration, increase space utilization efciency and support the university’s research funding and workforce preparation goals. Performing Arts Building Revitalization Elevates creative scholarship and community cultural engagement through updated studios and collaborative arts research environments. Enhances student experiential learning while reinforcing the university’s role as a statewide cultural anchor and driver of creative economic growth. Merrill Engineering Building Enhancement Revitalizes engineering facilities to support hands-on maker spaces, interdisciplinary collaboration and modern instructional environments. Strengthens STEM workforce pipelines, improves student engagement and retention and aligns facility performance with future-focused engineering education.

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Academics and Research Plan All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations. Merrill Engineering Building Enhancement Eccles School of Medicine Price Computing and Engineering Building Potential Future Academic Building South Physics Revitalization & Fletcher Replacement 1 2

Performing Arts Building Revitalization

Business BUC Building Replacement Potential Future Academic Building Site 4 3

Marriott Library Automated Retrieval Center (ARC)

University Boundary Master Plan Academic Buildings Existing Academic Buildings Master Plan Research Buildings

Existing Research Buildings Master Plan Buildings Master Plan Parking Academic Buildings to be demolished

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1 Fletcher Physics 2 William Browning Building 3 HPER West 4 HPER North

Ma r io

S Central Campus Dr

p Ca

r iD

ch ec

44 03

Enhanced Memorial Student Union Lawn

30 01

34 35

North/South Pedestrian Connector

Presidents Circle to College Town Magic TM Walkway

Enhanced Student Life Way

Enhanced Engineering Mall

35 28

05 02

02 07 06

4 2

6 Enhanced Library Plaza

uth

Enhanced Pedestrian Walkway

Sout

h Ca

128

mpu

s Dri

m Ca

Academics and Research Neighborhood Plan

South Physics Revitalization & Fletcher Replacement

Potential Future Academic Building Site

Merrill Engineering Building Enhancement

Price Computing and Engineering Building

Performing Arts Building Revitalization

Business BUC Building Replacement

Marriott Library Automated Retrieval Center (ARC)

Planned and Placeholder Parking

Parking Lot Number Indicated by #

Note - Parking is a shared resource across the campus. Future facilities will be required to do a parking analysis to determine need and impact, as part of the project approval process. Mar

Master Plan Academic Buildings Existing Academic Buildings

ape io C

Existing Total Parking Stalls

i cch Dr

Neighborhood

e riv

Academics

D us

SF oo

ill

Total

129

Lot M-Th Avg. Fri. Avg. Total No. Vacant Vacant Stalls Stalls at Stalls at Peak Time Peak Time *2

337

188

341 176

*28

108

177

295

*29

104

269

362

*33

210

103

183

317

374

1407

*43

103

175

*46

370

504

1441

4825

*potential impact to stall count in this lot due to proposed improvements.

DOWNTOWN PRESENCE Building upon the idea of College Town Magic™, the university seeks to foster activities, experiences and relationships that catalyze transformative change by extending into downtown Salt Lake City. While most of the recommendations focus on the main campus, the Campus Master Plan recommends alleviating growth pressures on the main campus with a new downtown satellite campus for 5,000 students. A presence in downtown Salt Lake City will create new academic opportunities for students to collaborate with the business community. Partnerships downtown will also enhance professional academic associations for the University of Utah. An approximately 10-acre downtown site will accommodate student housing and other campus amenities needed for a 5,000-student campus. A site that is well-connected via TRAX and bus routes will make it easy for faculty, staf and students to travel back and forth when necessary.

Alleviate growth pressures on main campus with a new

Downtown Satellite Campus

Identify and prioritize

partnerships

downtown to enhance professional academic associations

S Temple St Downtown U Presence

Main St 2.5 miles | 50 minutes

University Blvd Downtown City Centre Campus

2.5 miles | 16 minutes

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Support Student Enrollment Growth of 45,000+

1M+ GSF

Of academic spaces

+5000

Students

Accommodate student

Housing

Main Campus

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University of Utah HEALTH

conditions. As the state’s academic medical center, U Health experiences these pressures across its system footprint, informing a growth strategy that extends beyond the main campus to serve communities throughout the Wasatch Front. University of Utah Health Sciences, within U Health, is made up of fve schools and colleges and the Eccles Health Sciences Library. These highly regarded programs are focused on education and research missions while supporting U Health clinical functions.

Foster an exceptional environment that empowers faculty, clinicians, researchers, and teams to excel by providing the infrastructure necessary for healing, teaching, and innovation through a beautiful and safe physical campus.

“

University of Utah Health is the only academic medical center in the state of Utah and the Mountain West and provides patient care for the people of Utah, Idaho, Wyoming, Montana, western Colorado and much of Nevada. It also serves as the training ground for the majority of the state’s physicians, nurses, pharmacists, therapists and other health care professionals. https://healthcare.utah.edu/about

Utah’s large working-age cohorts will

“

The University of Utah Health clinical growth strategy is informed by sustained population growth along the Wasatch Front, projected increases in clinical demand, and the organization’s role as a tertiary and quaternary referral center for Utah and the surrounding Mountain West region. Utah is among the fastest-growing states in the nation, with population projections indicating growth from approximately 3.6 million residents today to 5.6 million by 2065, nearly 500,000 new residents expected over the next decade. This growth is already refected in rising health care utilization and access lags, as percapita health care spending in Utah has increased faster than personal income, driven by greater use of inpatient, outpatient, emergency and specialty services. At the same time, Utah operates with relatively low hospital bed capacity per capita compared to national averages, increasing sensitivity to demand growth and surge

On campus, U Health has seen tremendous growth over the last ten years with the completion of three clinical facilities and one academic ofce tower. In Research Park, University of Utah Health Sciences continues to expand and utilize properties available to support U Health’s growth strategy. It is anticipated that further growth in both locations will be seen as the Health Sciences and Clinical enterprises move forward with a vision toward an integrated U Health System.

a result.

Annual emergency department visit growth in Utah’s Wasatch Front has outpaced population growth by a factor of 2 since 2019 at +3.5% / year, leading to busy waiting rooms and capacity constraints. Looking ahead, ED visit growth in the Wasatch Front will continue at ~2.1% / year as Utah ages.

Source: U.S. Census Bureau ACS, 2015-2025; Advisory Board, 2025

Source: Utah Hospital Discharge Database, 20192024; Advisory Board, 2025

begin aging into their peak health Aging care utilization years over the next Demographics decade. Demand for specialty care + Increased like cardiovascular, neurosurgery, and Health Needs orthopedics will grow 25-30% by 2035 as

Emergency Department Care

Utahns 65+ years (25% growth by 2035)

Wasatch Front ED Visits / YR

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enabling system-wide growth to meet projected demand.

CLINICAL CARE DELIVERY

The ability to achieve these goals depends on deliberate capital planning and the strategic expansion of U Health’s physical presence across the Wasatch Front, with particular focus on areas experiencing rapid population growth, limited existing access to care and opportunities to extend our reach into new markets. This approach is intended to support projected increases in patient volumes, create new clinical and operational jobs and improve access to services in communities where demand is outpacing available capacity. Growth outlined here will be achieved through a combination of targeted expansions of additional regional hubs and distributed care sites across the valley in addition to a limited number of expansions at the main campus. This approach of moving more into the valley supports the needs and preferences of patients to be closer to care areas and decants congestion at the University campus. Although the main campus has historically accommodated the most complex and specialized services, these new and expanded facilities across the Wasatch Front will provide tertiary inpatient, surgical, emergency and ambulatory capacity closer to where patients live with opportunities to provide higher acuity care complementary to the main campus. This distributed model enables care delivery to scale appropriately, improves timeliness of care and reduces pressure on any single location.

The clinical care delivery component of the U Health plan supports the goal of providing exceptional patient experience with the highest level of quality care. This is accomplished by ensuring convenient access to clinical facilities, creating a safe and healing physical environment and supporting the teams who provide for all who enter U Health’s doors. The University of Utah Health Clinical Care Strategic Implementation Plan refects the organization’s longrange approach to supporting projected growth in clinical demand, complexity and access needs across the region. As the clinical enterprise of Utah’s academic medical center, U Health must expand inpatient, surgical, emergency and ambulatory capacity in a manner that supports patient care, academic programs and operational and fnancial sustainability over time. This approach aligns with the University of Utah’s Impact 2030 strategic planning initiative, which sets institutionwide priorities to improve lives, expand access, advance academic and research excellence and steward resources responsibly. Coordinated with Health Sciences education and research planning, this approach aligns clinical growth with market need, strategic programmatic expansion, and clinical innovation. U Health’s clinical growth strategy refects these priorities and drivers through a focus on access expansion, geographic distribution of care and phased investments aligned with long-term institutional goals.

Implementation relies on aligning capital investments with population growth, workforce availability, clinical demand, and gaps in local access to care, allowing capacity to be added across multiple geographies in a fexible and scalable way.

Over a 10-plus-year planning horizon, U Health clinical anticipates the need to add approximately 505 inpatient beds, 47 operating rooms, 1,300 exam rooms and 80 emergency department treatment bays across the system. Near-term planning includes expansion of high-acuity inpatient, surgical and emergency capacity at existing facilities, complemented by development of ambulatory, procedural and tertiary inpatient capacity at of-campus Wasatch Front locations to improve access and geographic distribution of care.

Percent of patients in the Wasatch Front who would prefer care from U Health. U Health only has capacity to serve half of these patients today.

Heart Care

To support these growth targets, U Health is pursuing a strategy that aligns capacity expansion with the most appropriate care setting and location. The high complexity and specialty services currently anchored at the main campus will remain with focused expansions, while ambulatory, procedural and targeted tertiary inpatient growth is increasingly planned in distributed settings across the Wasatch Front. This complementary approach supports timely access to care, operational efciency and responsible use of land and infrastructure resources while

Neuroscience Care

30%

Supply < Demand

34%

Supply < Demand

15%

18%

Source: Utah Hospital Discharge Database, 2019-2024; NRC Health, 2026;

133

30%

34%

U Health Clinical Care Strategic Initiatives

Expand inpatient, surgical, emergency and ambulatory capacity in a manner that supports patient care, academic programs and operational and fnancial sustainability over time. •

Focus on access expansion with the addition of 505 inpatient beds, 47 operating rooms, 1,300 exam rooms and 80 emergency department treatment bays deployed through multiple expansion projects strategically positioned across existing and new facilities to best support market and community needs.

Relieve space pressure on the main health care campus while preserving and improving patient access to clinics off major vehicular corridors. • •

Relocate strategic ambulatory clinical functions to Foothill Drive. Coordinate roadway improvements and transit enhancements with transportation partners to ensure reasonable travel times and traffc fow.

Support projected growth in clinical demand, complexity and access needs across the region. •

Geographically distribute health care growth along the Wasatch Front.

Dry Research Hub

303 S. Chipeta Way

Research Complex (Phase 1)

Research Collaboration Building (Phase 2) Future Research Building (Phase 3)

Research Neighborhood

134

Recommended ‘Pioneering Standard’ Growth Space Projection

Fort Douglas

Legend

(HSC)

NOTE : These metrics apply to both Academics and U Health spaces. Refer to Space Planning section (pages 24-25) for more details.

Potential New Outpatient Clinics with Supporting Parking Garage

University Hospital South Expansion (Inpatient Beds) Planned U Health Central Greenspace

Eccles School of Medicine

135

U Health Academics & Research

Education Building (EHSEB) is envisioned for the central U Health campus. This relocation enables student cohorts in medicine, nursing, pharmacy and PAES to work sideby-side, mirroring the interprofessional environments of their future careers. At present, the PAES program is split between two separate facilities in Research Park, requiring both students and faculty to travel to EHSEB for clinical skills lab access. This move provides a cohesive footprint that integrates teaching, faculty and clinical practice spaces into a single, unifed location.

The University of Utah’s goal to reach $1.5 billion in research funding anchors U Health’s academic and research priorities. Planning eforts synchronize these institutional targets with the specifc growth plans of individual colleges and schools. Central to this efort is the deliberate alignment of teaching, research and clinical missions to ensure cohesive future development.

To solidify the University’s position as a top-tier institution driving societal impact, long-range planning focuses on a new research building at the former Medical Towers site, projected for a seven-to-ten-year timeframe. In the interim, several smaller projects will continue to consolidate and support campus-wide research eforts to ensure uninterrupted discovery. Additionally, future planning will evaluate the potential upgrade or replacement of the Comparative Medicine Center to further bolster the research infrastructure.

The acquisition of the Myriad Complex enables the creation of a new research neighborhood at Wakara Way and Chipeta Way. This development provides essential wet bench growth and allows for the decanting of the Wintrobe Building, which has exceeded its functional life span. North of this site, a new dry research hub at 295 Chipeta Way will centralize currently dispersed departments to improve connection and collaborative outcomes.

With the completion of the demolition of building 521 and anticipated demolition of the Wintrobe Building, a central green space will be planned to connect the Hospital with the academic & research campus. This space will provide an important respite for clinical providers, faculty, staf and students. A key element of the planning will be to accommodate outdoor therapy activities for patients of the Craig H. Neilsen Rehabilitation Hospital. This is a long-range plan that will work in tandem with potential hospital expansion growth.

The establishment of a consolidated home for the nationally ranked Physician Assistant Education Studies (PAES) program within the Eccles Health Sciences

University of Utah Health Research Funding, FY2025

A strategic expansion of research services is envisioned for the Moran Eye Center to bolster its scientifc mission. Planning is focused on upgrading the center’s investigative capacity, including the addition of computational resources and data-driven research support. This programmatic growth will allow the center to leverage its clinical and research activities more efectively, providing a solid foundation for future innovation in ophthalmology.

Source : University of Utah Health

136

U Health Academic & Research Strategic Initiatives

Create spaces that strengthen strategic alignment and growth of academic, research and clinical missions and support the University’s goal of $1.5 billion in research funding • •

Establishment of a Research Neighborhood concept at the corner of Wakara Way and Chipeta Way in Research Park. New research building at the former Medical Towers site.

Optimize existing wet and dry research space. •

Remodel the fourth foor of 295 Chipeta Way to provide an opportunity to consolidate and grow key dry research departments and divisions within Health Sciences.

Plan for the removal and replacement of aging research infrastructure. •

Demolition and replacement of the Wintrobe Building and the Comparative Medicine Center.

Plan for exterior spaces that bring together students, faculty, researchers, clinicians. •

Construction of the U Health Central Greenspace.

Provide key infrastructure to support the exploration of AI and medical engineering initiatives.

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Identifed Projects - U Health

Diabetes and Pain Clinic Relocation Relocation and expansion of existing outpatient services to ensure continuity of care and long-term sustainability of diabetes and pain management services.

Implementation of the below projects translates anticipated demand and strategic visioning into identifed capital investments that support both near-term needs and longer-term growth. Unlike prior decades of focused inpatient expansion only on main campus, high-acuity and specialty care expansion will occur both at the main campus and distributed sites across the Wasatch Front. Broad Wasatch Front clinical growth emphasizes U Health’s ability to support access, efciency and efective use of institutional land and resources. Additionally, Health Sciences facility growth will be dictated by enrollment, personnel and research growth.

Huntsman Cancer Hospital (HCH) Kirk Hospital Shelled Space Build-Out Build out of a previously shelled clinical inpatient unit to support incremental and programmatic growth. Net gain of inpatient beds to the system is approximately 24. PAES at EHSEB Remodel of 15,000 square feet of ofce and classroom space at EHSEB to consolidate and grow the nationally ranked Physician Assistant Education Studies (PAES) program. Currently located in temporary space in Research Park, this project will strengthen existing synergies with students in the Schools of Medicine, Nursing and Pharmacy.

Collectively, this implementation approach supports continued growth of the clinical, academic and research enterprise while maintaining alignment with broader university priorities and preserving fexibility as future conditions and needs evolve.

Medical Towers Site This now-vacant site will provide opportunity for meeting additional research needs and potential replacement of the aging Comparative Medicine Center (CMC).

Priority Projects are initiatives identifed as strategic needs to support the future growth objectives of university organizations. They are not presented in priority order and do not necessarily indicate projects the university intends to prioritize over the next 10 years. All projects will be required to follow the university and state-prescribed process for project approvals.

U Health Central Greenspace Outdoor connection between the Hospital and U Health campus on the site of the former School of Medicine building. It will provide a place of respite for clinical providers, faculty, staf and students. Areas planned to accommodate outdoor therapy activities for patients of the Neilsen Rehabilitation Hospital.

ON CAMPUS South Expansion – Cardiovascular/Neurosciences Tower An inpatient expansion providing more than 200 inpatient beds and approximately 8–10 operating rooms, supporting growth in complex and high-acuity care on the main campus.

Moran Eye Center This new building would heighten cross-mission collaboration with a focus on ophthalmologic clinical research and health innovation.

Emergency Department Expansion* Approximately 10,000 square feet of repurposed and new clinical care space to expand emergency department treatment care space and support growing emergency care demand.

Main Hospital Ambulatory Relocation to Fort Douglas Relocation of outpatient clinics from the main hospital to reduce space pressures, improve site-of-service alignment and enable future inpatient use.

NICU Expansion* Reconfguration and build-out of existing hospital space to add up to 20 neonatal intensive care beds in response to regional demand.

Sports Performance Center Creation of a sports performance center to serve athletes seeking to optimize performance, prevent injury and receive world-class medical care in a nationally recognized sports science environment. RESEARCH PARK

*Note: Approval received through the University Board of Trustees. 138

Research Neighborhood Renovation of a 220,000 square foot, four-building complex recently acquired from Myriad Genetics. Programmed to house researchers from the Wintrobe building on campus and provide wet lab growth space. This will be the frst and anchoring project of a larger Research Neighborhood concept at the corner of Wakara Way and Chipeta Way.

space to increase outpatient access in a growing community. Mid-Valley Clinical Expansion Creation of a clinical care site providing surgical and inpatient services to expand services and decrease access constraints at the main health campus. The Point Hospital and Heart Center Campus A phased approach to expand inpatient, operating/ procedural rooms, emergency room, and ambulatory spaces in the south end of Salt Lake County.

Dry Research Hub Remodel of 32,000 square feet on the fourth foor of 295 Chipeta Way to provide an opportunity to consolidate and grow key dry research departments and divisions within Health Sciences.

Vineyard* Construction of a new 284,000 sq. ft. outpatient cancer center that adds specialized clinical and research space to expand access to oncology care, imaging, infusion, and clinical trials in Utah County.

OFF CAMPUS West Valley Temporary Clinic* A temporary 22 exam room clinic to support enhanced provider recruitment, community collaboration and access while the longer-term facility is constructed.

Youth Mental Health Center Construction of a youth behavioral health center designed to support day treatment and group-based therapy programs, expanding access to specialized mental health services for children and adolescents.

Multi-Specialty Health Centers Multiple community-based multi-specialty health centers designed to expand operating room capacity within the community, decant the main hospital operating room capacity pressures, and expand ambulatory space to support increased patient access.

Eccles Health Campus in West Valley* Construction of a 740,000-square-foot hospital and health campus that adds inpatient, emergency, surgical, and multi-specialty outpatient clinical space, to expand access to comprehensive health care services in West Valley and the surrounding region.

Central Services Center Construction of a new building, approximately 80,000 square feet, to support central pharmacy operations and bolster system efciency to enable clinical growth. Stansbury Clinic Expansion / Renovation Expansion of existing clinic space into owned, adjacent

South Expansion

Eccles School of Medicine

Skaggs Research Future U Health Research Building Site

*Note: Approval received through the University Board of Trustees. 139

From The Health Sciences Greenspace Master Plan adiology

Rehabilitation Hospital

LEGEND

LEGEND road realignment ro a d re a l i g n m e n t 1 2 bollards, no curb or gutter 2 bollards, no curb for pedestrian o r g u t access t e r from for Neilsen p e dLabs estrian access f ro m N e i l s e n L a b s Medical 33 M e d i ctrai a ller training trailer plaza training plaza 4 plantings to screen 4 lplantings o a d i n g to d oscreen c k loading dock 5 a m p h i t h e a t e r s e a t i n g seating/ /outdoor amphitheater 5 class outdoor class 6 pickle ball court opickleball u t d o o r court p i n goutdoor p o n g, 6 eping t c pong, etc 7 t h e r a p y g a rd e n s e a t i n ggarden re s p seating ite 7 therapy respite 8 f i re l a n e / t u r n a ro u n d 1

Research

3 5

Library 13 8

Hospital

H o s p i t a l Fu t u re Expansion 10

l a r g e g r e e n s p a c e, fre re c lane/turn re a t i o n ,around events and gatherings 9 large greenspace, e a t i n g, re s p i t e, 1 0 srecreation, events and plantings of seasons gatherings 1 1 possible ar t in planter 10 seating, respite, plantings 12 o v a l . 2 5 m i l e w a l k , of seasons A DA m a x 5 % 9

1 3 s h a d e, 9 9 n e w t r e e s

School of Medicine

11 4

Spencer Fox Eccles School of Medicine

140

possible art in planter

oval .25 mile walk, ADA max 5% shade, 99 new trees

U Health Plan All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations. Sorenson Center for Medical Innovation

South Expansion (Inpatient Beds) Potential U Health Building Site

Potential U Health Building Planned U Health Central Greenspace PAES Program Future U Health Research Building Site

Potential U Health Building Site Dry Research Hub at 295 Chipeta Way Research Complex 310 Wakara Phase 1 Research Neighborhood Phase 3 Research Neighborhood site

Phase 2 Research Neighborhood: Research Collaboration Building

Potential New Outpatient Clinics with Supporting Parking Garage

Huntsman Mental Health Institute Translational Research

University Boundary Campus Plan Hospitals/Clinics Future Campus Plan Building Site Existing Hospitals/Clinics

Campus Plan Buildings Campus Plan Parking U Health to be demolished Madsen Health Center

141

67 Wasatch Mountains and the Bonneville-Shoreline Trails

P P

Planned U Health Central Greenspace

02 r io Ma

hi cc Dr

pe Ca

65 66

56 03

01 01

70 69

P 81 05 73

U Health Academics & Research Neighborhood Plan 01

Potential U Health Building Site

Phase 3 Research Neighborhood Site

South Expansion (Inpatient Beds)

Huntsman Mental Health Institute Translational Research

Sorenson Center for Medical Innovation

Potential New Outpatient Clinics with Supporting Parking Garage

PAES Program

Planned and Placeholder Parking

Future U Health Research Building Site

Parking Lot Number Indicated by #

Dry Research Hub at 295 Chipeta Way

Phase 1 Research Neighborhood: Research Complex

Note - Parking is a shared resource across the campus. Future facilities will be required to do a parking analysis to determine need and impact, as part of the project approval process.

Phase 2 Research Neighborhood: Research Collaboration Building

Master Plan Hospitals/Clinics Future Campus Plan Building Site Existing Hospitals/Clinics

142

P 06

Pedestrian and Bike Connections to the Red Butte Creek Trail

07 P

Mario

Red Butte Creek - Natural Recreational Amenity

ay aW

cchi D Cape

P ap Ar

P P

ee n

ar aW ay

SW ak

Social Spine (Outdoor Amenity Space)

P Existing Total Parking Stalls oo SF

Neighborhood

thi r

ll D

U Health

Lot M-Th Avg. Fri. Avg. Total No. Vacant Vacant Stalls Stalls at Stalls at Peak Time Peak Time 45

110

176

625

*47

200

101

142

577

214

248

542

138

975

219

301

1358

190

*73

327

Total

143

453

528

929

1208

1622

5877

*potential impact to stall count in this lot due to proposed improvements.

not by expansion in sports sponsorship or roster size, but by competitive outcomes, facility quality and operational efectiveness. Specifcally, Athletics goals include:

ATHLETICS

• • • •

The University of Utah Department of Athletics is committed to advancing its mission and strategic priorities in alignment with the University of Utah’s Impact 2030 framework through a disciplined, student-athlete-centered approach to physical development. Utah Athletics’ strategy for growth is intentional and measured. It is focused not on the addition of sports or expanded roster sizes, but on investing in the environments, resources and experiences that allow our student-athletes, coaches and programs to perform and thrive at the highest level, while also creating engaging, modern venues that amplify the energy and atmosphere on game days while enhancing the overall fan experience.

• •

Compete for and win conference championships and advance regularly into NCAA postseason play. Recruit and retain elite student-athletes, coaches and staf through best-in-class training, competition and support environments. Deliver an enhanced and engaging fan experience through modern amenities, premium seating and integrated technology. Develop diversifed and sustainable revenue streams that support the long-term vitality of Utah Athletics. Provide safe, functional and holistic environments that support student-athlete health, wellness and academic success. Maintain and expand opportunities for studentathlete participation in NCAA-sponsored sports.

Achieving these goals requires a coordinated and forwardlooking physical development strategy. Utah Athletics will continue to prioritize student-athlete health and safety, ensuring facilities meet evolving standards for training, recovery, performance and wellbeing. Athletics dining facilities located within Athletic districts support University of Utah’s student athletes in their training and development. Athletics venues will support yearround preparation and elite competition, while also strengthening the connection between our teams and the fans who support them.

As the national landscape of college athletics continues to evolve, including new governance, regulatory and fnancial realities, Utah Athletics is making deliberate choices to lead in this evolving environment. Athletics will continue to sponsor its current portfolio of NCAA sports while enhancing the quality, safety and functionality of its facilities. These investments are essential to sustaining competitive excellence in the Big 12 Conference, contending for conference championships and achieving consistent success in NCAA postseason competition. This approach refects our role as the state’s fagship institution and our responsibility to serve the University, the community, and the state of Utah.

Facility investments will be planned and executed in close alignment with the university Campus Master Plan, emphasizing shared infrastructure, efcient land use and a cohesive campus experience. This strategy recognizes the realities of space, funding and evolving governance and prioritizes projects that deliver the greatest impact for student-athletes, the fans and the University. Financial sustainability will remain central to all development decisions, with facilities designed to support the overall fan experience (including premium experiences), naming opportunities, event fexibility, non-game-day activation and revenue generation.

Athletics plays a central role in the identity, visibility and vibrancy of the University of Utah as the state’s fagship public institution. Our venues serve not only as homes for competition and training, but also as gathering places for campus, community, alumni and fans. The physical development strategy in this plan aligns athletics facilities with the broader Campus Master Plan, particularly within the Guardsman Way Neighborhood. This approach supports a more connected campus edge, thoughtful placemaking and long-term institutional stewardship.

Student-athletes 2025 – 2026 Academic Year 95% Graduation Success Rate for the second consecutive year, tied for the third-highest rate among all powerconference public institutions 40 straight semesters (20 years) with a departmental semester GPA of 3.00 or higher

Athletics Facilities Strategic Goals

3.441 is the combined fall-spring GPA for 2025-2026 academic year, highest academic year GPA

Utah Athletics’ strategic goals over the next decade are grounded in competitive excellence, sustainability and the student-athlete experience. Growth will be measured

144

Athletics is committed to leading with purpose, accountability and vision. By investing in people and places, we are positioning the University of Utah to remain nationally competitive, fnancially resilient and aligned with the values that defne our institution. This plan refects both who we are today and where we intend to go. It ensures that Utah Athletics continues to serve as a source of pride for the University, the state of Utah and all who wear the Utes’ colors.

Athletics Plan

All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

Identifed Projects

New Athletics Admin, Training and Dining Facility

Guardsman Way Fan Experience Improvements

Huntsman Center Arena Renovation Potential Site for New Natatorium

Indoor Football and Track Facility Athletics Operation and Comprehensive Training Complex

Outdoor Athletic Field

University Boundary Existing Athletics Buildings Master Plan Athletics Buildings Master Plan Buildings Master Plan Parking

Enhanced Tailgating Experience Zone Existing Fields to be removed Existing Athletics Fields Master Plan Athletics Fields Athletics Buildings to be demolished

145

1 HPER Natatorium 2 Burbidge Academic Center N

Athletics Strategic Initiatives

Designate two athletics neighborhoods for use by Athletics to accommodate future growth and program needs. • •

Guardsman Way Athletics Neighborhood – new athletic facilities, including administrative and shared student-athlete support. Upper Campus Athletics Neighborhood –multi-sport facilities support serving soccer, lacrosse, ski, track and softball.

Enhance the student-athlete experience by providing safe, functional and holistic environments that support student-athlete health, wellness and academic success. • •

Investing in the environments, resources and experiences that allow our students-athletes, coaches and programs to perform and thrive at the highest level. Invest in facilities that provide consolidated administrative and shared student-athlete support services.

Enhance the fan experience through targeted game day infrastructure and operational improvements. • •

Create engaging, modern venues that amplify the energy and atmosphere. Enhance the overall fan experience.

146

competitive excellence and event hosting. To support this vision, Utah Athletics has identifed a phased capital program over the next 10 years. These projects focus on modernizing existing facilities, addressing critical space needs and positioning the department for long-term competitive and fnancial success.

Tennis Expansion and Renovation Upgrades to support student-athlete development and event functionality. Spence Eccles Field House Renovation Modernization of training and shared-use spaces.

Create a

Best-in-Class

Revitalized:

athletic experience through physical facilities

Huntsman Center Arena Renovation A comprehensive renovation of the Huntsman Center arena, modernizing seating, premium spaces, athlete areas and technology. Rice-Eccles Stadium Renovations Expansion of fan amenities and premium spaces, space for an enhanced broadcast and media center, and a hub for athletics administration. Fan Experience Improvements Guardsman Way: Streetscape and site enhancements to support fan activation and connectivity. Track Fan Amenities Permanent bleachers and restrooms to enhance spectator and student-athlete experience. New Buildings: Athletics Operations and Comprehensive Training Complex (Guardsman Way Neighborhood) A consolidated facility for administrative and shared student-athlete support services. Indoor Football and Track Facility / Outdoor Athletic Field A climate-controlled indoor facility paired with an outdoor football practice feld. Athletics Upper Neighborhood Building A multi-sport facility serving soccer, lacrosse, ski, track and softball. New Natatorium Construction of a new Olympic-size natatorium to support

147

ampus Dr S Central C

01 26 02

Enhanced Student Life Way North/South Pedestrian Connector

Enhanced Plazas and Gathering Spaces Huntsman Arena and College Town Magic TM Village

Enhanced Pedestrian Walkway

03 Guardsman Way Fan Experience Improvements

P p

am hC

P P E 500 S

05 40 41 06 04

e riv

D us

148

Athletics Neighborhood Plan 01

New Athletics Admin, Training and Dining Facility

Track and Field Spectator Seating

Huntsman Center Arena Renovation

Indoor Football and Track Facility

New Natatorium

Athletics Operation and Comprehensive Training Complex

Outdoor Athletic Field with Underground Parking

Planned and Placeholder Parking

Parking Lot Number Indicated by #

Note - Parking is a shared resource across the campus. Future facilities will be required to do a parking analysis to determine need and impact, as part of the project approval process. Mari ecch

o Cap

Master Plan Athletics Buildings Existing Athletics Buildings

i Dr

Existing Total Parking Stalls Neighborhood

Athletics

Total

thi

oo SF r

ll D

149

Lot M-Th Avg. Fri. Avg. Total No. Vacant Vacant Stalls Stalls at Stalls at Peak Time Peak Time *1

247

887

279

*26

220

*27

805

*40

459

869

*41

112

890

3172

*potential impact to stall count in this lot due to proposed improvements.

RESEARCH PARK

and the proposed new TRAX line provides a center with support services for Research Park. The mixed-use center intersects with a series of stepped plazas between Arapeen Drive and Chipeta Way and is defned as the “social spine.” These active and vibrant connected plazas are planned for spill-out activities from adjoining uses.

The University of Utah Research Park is a next-generation innovation community – a diverse, compact and amenityrich walkable neighborhood where emerging and established innovators can work and collaborate on some of the most critical issues we face now and in the future. The Campus Master Plan defnes Research Park as an area of campus best suited to situate commercial opportunities, support innovation and welcome new partnerships. The Campus Master Plan accommodates additional needs for programs in support of hospitals and clinics, research and campus support.

Research Park Strategies Research Park at the University of Utah is being reimagined as a premier innovation neighborhood where private research enterprises and the university collaborate to advance discovery and commercialization. This strategy focuses on creating a dynamic environment that attracts industry partners seeking proximity to world-class research, talent and resources.

A well-defned open space framework and enhanced street network serve as the overarching organizing framework for future development and multi-modal connectivity. A mixed-use area along Arapeen Drive

Industry-University Collaboration

Placemaking and Identity

Sustainable Growth

Innovation Ecosystem

Mobility and Connectivity 150

Research Park Strategic Initiatives

Establish a vibrant and interdisciplinary mixed-use environment. •

Provide a balanced mix of uses within Research Park to enhance the experience of employees and visitors while attracting new tenants to the area.

Facilitate partnerships that will enable a dynamic innovation ecosystem responsive to new technologies and market demands. Establish a strong sense of place and identity for Research Park through high-quality design, public spaces and branding. • •

Establish gateway signage at main entrances to Research Park identify it as a place of innovation and a part of the university. Develop open spaces and connected plazas.

Preserve needed spaces to introduce Light Rail Transit (LRT) to Research Park. Foster industry-university connections with new and repurposed Research Park facilities. • •

Foster private research and university collaboration. Attract industry partners seeking proximity to world-class research.

151

Research Park Planning Principles

use neighborhood supporting talent recruitment and retention. Placemaking and Identity Establish a strong sense of place and identity for Research Park through high-quality design, public spaces and branding that refect innovation and community.

Research Park must remain nimble when identifying Priority Projects, as much depends on timing of opportunities with private companies that are ready to enter into or further develop partnerships with the University. Partner timing operates inside the portfolio roles and the land-hold rule. Projects with outcomes that align with the following key priorities will be targeted in Research Park.

Sustainable Growth Infrastructure and design that advance the University’s sustainability goals through energy efciency, green spaces and resilient development practices.

Industry-University Collaboration Laboratories and ofce spaces designed for private companies to co-locate and work directly with university researchers.

Mobility and Connectivity Multi-modal transportation options and walkable streets that enhance connectivity within the park, to the university campus and surrounding neighborhoods.

Innovation Ecosystem Amenities and shared spaces that create a vibrant, mixed-

Conceptual Rendering of Research Park from University of Utah Research Park Vision Plan Image credit: Perkins&Will, 2022

152

Research Park Plan All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

Research Park Social Spine

TRAX Spur - Orange Line

Potential Research Park Mobility Hub

Research Park Green Spine

University Boundary Hypothetical Buildings Representing Preferred Urban Form Existing Research Park Buildings Campus Plan Buildings Campus Plan Parking

153

Research Park Neighborhood Plan Hypothetical Buildings Representing Preferred Urban Form Existing Research Park Buildings P

Major Parking Lots and Garages

Note - Parking is a shared resource across the campus. Future facilities will be required to do a parking analysis to determine need and impact, as part of the project approval process.

154

Pedestrian and Bike Connections to the Red Butte Creek Trail

Research Park Social Spine (Outdoor Amenity Space)

Red Butte Creek - Natural Recreational Amenity

Ch ay aW

ap Ar n

ar aW ay

Research Park Greenway Connector

SW ak

P P P

P Potential Research Park Mobility Hub Arapeen Dr

P Placeholder - Future Research Park Parking Deck

Potential TRAX Orange Line

155

05 25 M

01 02 18 27 19 03 30

31 29

04 12

32 04

34 06

11 33 09

38 36 37

15 M 16 41

N 40

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BUILDINGS 1.

Merrill Engineering Building Enhancement

28. Potential Skate Park

Price Computing Building (Ongoing)

29. Dry Research Hub at 295 Chipeta Way

South Physics Revitalization and Fletcher Replacement

30. Red Butte Garden & Arboretum Education Hub

Potential Academic Building

31. Red Butte Garden & Arboretum Visitor Center Expansion

Potential U Health Building

Huntsman Center Arena Renovation

32. Research Complex at 310 Wakara

Stadium East Parking Garage

33. Potential U Health Research Collaboration Building

UMFA Expansion

34. Potential Future U Health Research Neighborhood Site

Potential Campus Market and Amenities

35. Potential Future Research Building

& Event Center

10. Business BUC Building Replacement

36. New Outpatient Clinics with Supporting Parking Garage

11. College Town Magic™ Village Center - Mixed-Use Corridor

37. Placeholder Building 38. HMHI Translational Research (Ongoing) and Parking Garage

with Student Life Amenities, Retail Dining and Housing 12. Student Life Way

39. Future Development Site

13. Potential New Natatorium

40. West Village Phase 3 Housing Site

14. Potential Athletics Operation and Comprehensive

41. Future Campus Operations Expansion 42. M Potential Mobility Hub

Training Complex 15. Indoor Football and Track Facility 16. Outdoor Athletic Field with underground parking 17. Potential Site for Additional Student Union 18. Potential New Athletics Admin, Training and Dining Facility 19. Track and Field Spectator Seating 20. Potential Student Life Center - Outdoor Exercise Area 21. Campus Housing 22. New Guest House Parking Garage 23. Sorenson Center for Medical Innovation 24. South Expansion – Cardiovascular/Neurosciences Tower 25. New Eccles School of Medicine (Ongoing) 26. PAES Program 27. Potential Future U Health Research Building

All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

157

THE THE PLAN PLAN

5 3

158

GROUNDS University Boundary Red Butte Creek Trail Foothills Trail Access Points Key Campus Gateways 1

Library Plaza

Memorial Student Union Lawn

Science Yard

Engineering Mall

Enhanced Pedestrian Walkway

Presidents Circle to College Town Magic™ Walkway

North/South Pedestrian Connector

Student Life Way

College Town Magic™ Village Center

South Campus Lawn

Stillwell Field and surrounding spaces

Red Butte Creek Corridor

Research Park Social Spine

Research Park Green Spine

All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

159

1 2

4 7 5

160

CAMPUS PARKING University Boundary Master Plan Buildings Surface Parking Lots Existing Garages Interim Surface Parking - Planned Master Plan Underground Parking - Planned Master Plan New Parking Garages - Planned Potential Master Plan Parking Garages - Placeholders 1

Placeholder - Future Lot 43 HEDCO Parking Garage

Planned - Guest House Parking Garage

Placeholder - Shoreline Garage Future Expansion

Planned - College Town Magic TM Underground Parking Garage

Placeholder - Future West Stadium Parking Garage

Planned - East Stadium Parking Garage

Placeholder - Future Institute Parking Garage

Fort Douglas Interim Surface Lots - Phased Approach

Placeholder - Future Research Park Parking Deck and Mobility Hub

All identifed projects are in proposed locations and will require a detailed site analysis to determine exact locations.

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Emery Building Life Sciences

Information Kiosk

Pedestrian Lighting with Banners

Historic Marker

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Rice-Eccles Stadium

New Infll Building New Infll Building

Bridge Connection

Stewart Building

Flowering Trees Seasonal Planting

Shade Structure/ Outdoor Education

Pedestrian Plaza

Enhanced Pedestrian Walkway from Presidents Circle toward Rice-Eccles Stadium (vision concept - requires further study)

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APPENDIX

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APPENDIX

The following reference materials are available at the University of Utah Facilities Ofce. 2024 Space Study This document summarizes the fndings and recommendations of the 2024 Space Study that was conducted as part of the Campus Master Plan Update process. 2024 College Town Magic™ Strategic Framework This document presents the framework, guiding principles, goals and strategies that will contribute to the creation of the College Town Magic™ experience on the university campus. Campus Living Plan In addition to this report, the Campus Master Plan was also delivered as a GIS-based “living plan.” The living plan is an online tool that is hosted on the University of Utah’s ArcGIS enterprise account.

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