Founded in 1850, the University of Utah (U of U) is a public, top-tier research university serving Utah and the global community. As the state’s flagship university, the U of U is classified among “Doctoral Universities – Highest Research Activity” and is a member of the prestigious Association of American Universities (AAU). Residing on 1,535 acres in the vibrant state capital of Salt Lake City, the University serves over 34,000 students engaged in undergraduate, graduate, and professional programs. With 18 colleges and schools and more than 100 departments/divisions, the University of Utah offers more than 80 undergraduate majors, with nearly as many minors and certificates. For graduate students, the well-regarded S.J. Quinney College of Law, College of Engineering, College of Education, and David Eccles School of Business all offer degree programs. The U of U School of Medicine, particularly well regarded for its primary care program, is the only medical school in the state. The University of Utah Health comprises 12 health centers and four hospitals in 16 locations. The Utah Asia Campus was established in 2014 and is located in Songdo International Business District in South Korea; students attending the Utah Asia Campus find the same world-class U.S. academic experience offered at the University of Utah campus in Salt Lake City.

The Position

ROLE OF THE POSITION

Reporting to the chief financial officer (CFO), the associate vice president for auxiliary services (AVP) oversees and manages the strategic leadership and executive direction of the Division of Auxiliary Services and serves as a member of the CFO’s executive leadership team. The Division of Auxiliary Services consists of five auxiliary enterprise departments: the University Campus Store, Commuter Services (parking, transportation, and shuttles), University Student Apartments (1,000+ residential apartments), Stadium & Arena Event Services (51,444-seat Rice-Eccles Stadium and the 15,000-seat Jon M. Huntsman Special Event Center), and Auxiliary Business Development. The AVP also administers two service and general fund support departments, Print & Mail Services and UCard Services (campus ID cards), along with a central auxiliary IT and facilities unit. Overall, the AVP’s operation oversees more than one million square feet of revenue-producing space and multiple online storefronts. This position requires outreach, leadership, and interaction with the Utah business community and legislature leaders. The AVP is responsible for a professional staff of approximately 640, including seven direct reports, and manages annual operating budgets totaling more than $75 million, comprised of auxiliary business revenues, service unit revenues, and state funding.

  • Assure the delivery of high-quality, customer-focused services and products to more than 34,000 students, faculty, staff, and campus visitors and guests at a Tier 1 research Institution, which includes an award-winning hospital and medical school
  • Provide administrative support and direction to departmental leadership teams in each of the auxiliary business units reporting to the AVP
  • Responsible for annual operating budgets totaling more than $75 million, comprised of auxiliary business revenues, service unit revenues, and state funding
  • Responsible for the auxiliary business units, as part of the Auxiliary Campus Facilities System (ACFS) to comply with University of Utah Policy 3-150 and Board of Higher Education Policy R550 and R555
  • Collaborate with campus departments and stakeholders to ensure responsible growth and continued positive change
  • Initiate proactive outreach and student engagement, enabling student success through the “One U” mindset.
  • Assure the delivery of customer-focused services to the university community and campus visitors and guests
  • Ensure creative and innovative methods are employed to sustain a cooperative and productive work environment and to achieve financial goals through long-range planning, team member recruitment and retention, budget development, and appropriate fiscal controls and oversight
  • Leverage core areas of expertise to support broader strategic institutional objectives such as Strategy 2025, Student Success, Utah Athletics Success, the Campus Master Plan, and the Climate Action Plan
  • Administer the negotiation and fulfilling of the U’s contract with the Utah Transit Authority, ensuring long-term access to alternative transit to the university and satellite campuses/clinics and supporting the Office of Sustainability and the university’s Climate Action Plan
  • Represent the CFO and auxiliary services interests on various university committees
  • In collaboration with the chief facilities officer, support sustainable campus growth and planning initiatives, ensuring auxiliary services are adequately provided as part of the campus master plan
  • Work with university marketing & communications, academic affairs, health sciences, human resources, university safety department, government relations, development, University of Utah Athletics, student affairs, general counsel, public safety, and facilities management to facilitate the flow of information and open dialogue regarding issues and initiatives where auxiliary services is a stakeholder
  • Facilitate effective coordination between various university departments, including auxiliary services, associated students, academic affairs, student affairs, facilities management, government relations, athletics, development, University of Utah Health, financial services, auditing & risk services, human resources, research, general counsel, public safety, marketing & communications, Research Park, etc., as well as governmental and non-profit entities such as the Utah Transit Authority, Salt Lake City, Utah Department of Transportation, Utah Olympic Legacy Foundation, and Veterans Administration
  • Proactively direct modernization and change related to services and systems delivered in person and online by the auxiliary business units
  • Collaborate with individual auxiliary departments, general counsel, development, corporate relations, and purchasing to develop, evaluate, and implement contracts, leases, and other business transactions when out-sourced services are required
  • Lead stakeholders as they utilize public assembly buildings (e.g., Rice-Eccles Stadium and the Jon M. Huntsman Center) to safely and successfully host large athletics, university, and private events, working collaboratively with the chief safety officer and risk management in these efforts
  • Engage with the Division of Equity, Diversity, & Inclusion to incorporate principles and practices in workplaces and in services provided to the campus community that will contribute to establishing a culture of belonging
  • Represent the university in planning, construction, logistics, and operations of new buildings related to auxiliary services, including financial planning and stakeholder approval (Examples from the last decade include the Ken Garff Performance Zone at Rice-Eccles Stadium, the Olympic & Paralympic Cauldron Plaza, over 400,000 square feet of a new family and graduate housing, the Shoreline Parking Garage, the Northwest Parking Garage, and the Central Parking Garage)

HISTORY OF THE POSITION

The associate vice president (AVP) position was created approximately 20 years ago, and two individuals have filled the role. Norm Chambers, beginning in 2000, effectively grew the division, adding Rice-Eccles Stadium, UCard services, and trademarks & licensing to the list of departments reporting to the AVP. In late 2010 Chambers retired, and Gordon Wilson, Ph.D., accepted the position after leading the auxiliary business units at Salt Lake Community College for more than twenty years. Wilson continued the growth trends in the auxiliaries by adding the managed print division, additional IT services, central auxiliary facility support services, and fleet services, as well as developing an auxiliary business development office that coordinated major auxiliary marketing, trademarks & licensing, and corporate sponsorships. Auxiliary services, reporting to the chief financial officer (CFO), works in tandem with other auxiliary business units on campus that report to the associate vice president for business & auxiliary services in student affairs. Wilson retired in 2022, and the U has partnered with Spelman Johnson to fill this critical role.

OPPORTUNITIES AND CHALLENGES OF THE ROLE

The new associate vice president must possess a broad and deep understanding of national best practices, sound business principles, and innovations concerning facility management, bookstore, housing, transportation, and other critical elements of university auxiliary services, and then build the program at the University of Utah to even greater heights. The AVP should be an experienced leader who has had success building and advancing a progressive program at another Institution (preferably within a higher education auxiliary operation or related environment), capable of managing multiple complex priorities, and equipped to contribute to both a strategic and tactical level to a vibrant and fast-paced Division of Auxiliary Services.

It will be critical to identify a competent and visionary individual who can set and implement multi-tiered priorities; implement innovative and cutting-edge initiatives that consistently improve the student experience; promote, support, and develop the staff throughout the various auxiliary units; and work in tandem with the CFO and the other members of the leadership team to progressively and comprehensively move the division forward. The following were identified as possible opportunities, priorities, and challenges that will face the new associate vice president for auxiliary services.

  • It will be essential that the new AVP commit to a comprehensive culture of collaboration and partnering across campus and in the Salt Lake City community for maximum effectiveness. The university is committed to building strong, healthy, and mutually supportive relationships as a foundation of the campus culture, and ardent collaboration is an absolute necessity in all endeavors to ensure success. The AVP will interact with a vast number of different constituents, including students, faculty, administration, departments, and community members inside and external to the Institution, so it will be crucial that the new AVP quickly reach out across each of these areas to bolster and maintain current departmental partnerships and also build solid and mutually beneficial new relationships that foster ongoing positive interactions at all times. The AVP must act as a connector to and “face” of auxiliary services in all instances, and these connections are essential to assess the real needs of stakeholders, provide exceptional programs and services for the campus community, and ensure that the U is known for its customer- and student-centered approach at all times.
  • The scope of responsibilities of the position is broad, so the AVP will need to quickly assess the needs, learn the campus culture, and develop a comprehensive list of priorities to be successful. With a large and expansive campus footprint that goes beyond the boundaries of the university, auxiliary services have extensive responsibility for delivering a high level of satisfaction and providing various essential needs of students, staff, faculty, administrators, visitors, and the community. Areas of responsibility specifically include the university campus store, commuter services (parking, transportation, and shuttles), university student apartments, stadium & arena event services, auxiliary business development, print & mail services, UCard services, and a central auxiliary IT, and a facilities unit. The AVP will need to prioritize a great deal of time upon arrival on learning the nuances and priorities of the campus, discovering key stakeholders, participating in campus life, and beginning the process of reaching out and establishing themselves as the visible “face” and leader of the division. Emphasis on relationship building, community engagement, student needs, and overall customer service should be expected.
  • Diversity, equity, and inclusion are essential parts of the University of Utah community, and the AVP should be a leader in supporting, understanding, embracing, and nurturing these concepts. There is a growing number of underrepresented populations within the Institution and the Salt Lake City community. The AVP must be a model for maintaining a strong sense of equity and an unbiased, supportive environment.
  • Because there is an extensive network of staff members in the division with whom the AVP will be working closely, it will be imperative that this individual have excellent organizational development and interpersonal skills that can foster transparency, promote trust, forge a team concept, and advocate for the mission of the division and the Institution. The AVP will be responsible for interacting with many staff at all levels of the organization and other parts of the university, ranging from front-line customer service staff to departmental leadership to executive administration. The AVP must be readily available and approachable so that anyone within auxiliary services can suggest new ideas and initiatives and that the individual and the picture will be given appropriate attention. With the considerable depth and breadth of the organization, the AVP should plan to spend quality time within the various departments, get to know the staff as individuals and units, promote a high-functioning management team, develop trust and confidence, provide comprehensive professional development opportunities, and prioritize the development of a dynamic, cohesive Division of Auxiliary Services.
  • President Randall’s vision includes integrating the “One U” concept into the fabric of the U. In a flagship Institution of this size, there is a tendency toward decentralization, and, with the research campus and the hospitals and associated health sciences offering somewhat different perspectives than the academic campus, the AVP must understand the concept of centralization and the need to bring all auxiliary services practices and procedures under one “roof.” While the customers and clients may differ, the goals are the same, and the AVP should always support and promote this initiative.
  • “One U” is only a part of the overall vision for the future of the U, so the AVP should quickly become familiar with the “Strategy 2025” plan and formulate a strategy to integrate these concepts into the mission and operation of auxiliary services.
  • As a large state research Institution, the U is on the move, with tremendous growth, rising admission and graduation rates, increasing diversity, support from the state of Utah, and an exciting atmosphere looking toward the future. Upon arrival, the AVP should expect a fast pace and a vibrant and supportive environment in which to work. With this environment comes high expectations, including making the university a national leader in auxiliary services. The new AVP should be ready to “hit the ground running” on day one.
  • Innovation will be a focal point for the Division of Auxiliary Services, so there will be a great deal of support for implementing new ideas, cutting-edge technology, and national best practices. With great attention focused on the success of this individual’s efforts, particularly following the extended COVID-19 pandemic, these new ideas and advancements will be essential to establish a pathway forward. While funding is not unlimited and not all new proposals can be undertaken, the new AVP will find that well-researched ideas with comprehensive data backing them up will be considered and given thorough vetting. Seeking out best practices at other institutions and remaining current and involved in professional auxiliary services organizations such as NACAS will be greatly encouraged.
  • With the tremendous growth of the U, there is also a growing need to provide housing on or near campus for students. The AVP should be prepared to focus on and complete the current housing projects quickly (e.g., including the 504-unit family and graduate west village housing project on the main campus), as well as forecast and plan for future needs. With this growth comes a need for additional parking options, so a focus on transportation and parking should also be a part of the AVP’s priorities. With a newly completed contract with the Utah Transit Authority (UTA), there are great opportunities to continue current transportation efforts and integrate new initiatives.
  • The partnership between auxiliary services and athletics is vital to the U, so the AVP should be prepared to work diligently with athletics and other campus entities to ensure that the “fan experience” is a top priority and the student experience is also a principal focus and that the two divisions are closely aligned to provide world-class facilities and opportunities for the University of Utah community. A recently completed multimillion-dollar stadium project at Rice-Eccles Stadium is excellent evidence of the success that auxiliary services and athletics can accomplish together.
  • Because U of U Health and the research campus are so important to the Institution and the Salt Lake City community, it will be imperative that the new AVP reach out to key stakeholders in both, learn the nuances of these areas and how their needs differ from the needs of the academic campus, and develop a clear understanding of how auxiliary services can effectively supp0rt these partners.
  • The geographic location of the U in north-central Utah can be both inviting and challenging, so candidates should recognize that Salt Lake City is a major metropolitan city with a relatively small-town feel. On campus, stakeholders reiterated that they like working at the U, are very supportive of each other, enjoy the vibrancy of the university, feel much camaraderie and collegiality, and believe that there are many opportunities to make a tremendous difference in the AVP role. Additionally, the Salt Lake City community is close-knit, affordable, and welcoming to new members. Within that community, there are tremendous opportunities for town/gown involvement, a robust assortment of restaurants and food options, and many cultural and arts-related events. With a more temperate climate than some surrounding geographic areas, recreation opportunities, sports (professional, college, and amateur), and many outdoor activities that appeal to individuals and families are abundant. The Salt Lake City airport is a central hub, and access to Las Vegas, Yellowstone, and other national parks, ski resorts, and other popular destinations is very convenient.

MEASURES OF SUCCESS 

At an appropriate interval after joining the University of Utah, the items listed below will initially define success for the new associate vice president for auxiliary services.

  • Student, staff, faculty, and visitor satisfaction with the programs and services offered by auxiliary services (apartment housing, transportation services, campus store, print & mail services, etc.) are positive, based on metrics and qualitative surveys conducted by the AVP and the staff.
  • The auxiliary services staff is working together cohesively as a team, staff satisfaction in the division is high, the AVP is consistently available and willing to listen, and professional development opportunities are plentiful.
  • Collaborative solid relationships have been established across campus and in the community, especially with students, faculty, staff, academic and administrative departments, the upper administration, and any local partners; specifically, the AVP has connected and partnered closely with Athletics to improve the fan experience at the U continuously.
  • Development of a forward-facing strategic plan is underway with input from multiple stakeholders, the status of all contracts has been assessed, a schedule for current or future negotiations has been determined, strong partnerships have been established with contracted services, and innovative and trending best practices are being initiated throughout Auxiliary Services.
  • Auxiliary services is recognized by the campus community as the “experts” on auxiliary-related matters and is considered a strong and willing partner in the advancement of the student experience; subsequently, the AVP is present, involved, and visible on campus, as well as acknowledged as a strong listener who is proactively responsive to issues that arise.
  • Sound fiscal and business practices are in place, plans for additional revenue generation are being formulated, the initial budget cycle has been successfully navigated, and the AVP has a sound understanding of the nuances and intricacies of the extensive budget under their purview.
  • Communication from all areas of auxiliary services is timely, frequent, and transparent.
  • A new “norm” has been established post-COVID, and auxiliary services have developed and implemented new policies and procedures for a safe, post-pandemic environment.

Qualifications

QUALIFICATIONS AND CHARACTERISTICS

A master’s degree in business administration, finance, public administration, a related field, or equivalency is required, as well as progressively responsible management experience and demonstrated leadership, human relations, and practical communication skills. The successful candidate must demonstrate the ability to perform the essential functions of this job as outlined above. Previous experience in higher education auxiliary services is preferred.

In addition to the minimum academic and experiential requirements indicated above, other desired characteristics, skills, actions, and abilities noted from the stakeholder discussions include:

  • Previous experience in a university, not-for-profit, or closely related auxiliary-related environment, as well as experience with one or more contracted auxiliary functions.
  • Business, accounting, and financial acumen, with the capability of effectively managing a multimillion-dollar operation at a flagship Institution, appropriately leveraging existing resources, and generating revenue to support the division and the university.
  • A strategic, inclusive, and data-informed decision-maker who can think fast on their feet, set high expectations, delegate as needed, bring the appropriate people to the table, and implement change as necessary.
  • Strong, collaborative relationship-building skills with internal and external stakeholders, including students, faculty, staff, vendors, and the community.
  • An innovator with a futuristic and entrepreneurial orientation, a visionary, and someone willing to try new opportunities and remain informed on recent trends and best practices, particularly in the new realities of a post-COVID environment.
  • A proactive leader, a forward thinker, and a self-starter who can read the institutional culture, determine needs, develop strategic and operational plans, and implement these plans effectively and efficiently.
  • An excellent, approachable communicator and listener who can reach all levels of the university, especially in advocating for the needs of the responsibility areas of auxiliary services.
  • The ability to multitask while also being extremely organized and detail-oriented.
  • Sound and practical negotiation skills.
  • Strong managerial and supervisory abilities that can develop leadership skills in others, provide professional support, and promote a team environment at all division levels.
  • A willingness to go above and beyond to foster outstanding customer service and recognize that each touch point with a client is a top priority
  • A demonstrated commitment to the principles of diversity, inclusion, equity, and social justice for all.
  • Highly student-centered and knowledgeable of current college student needs and trends, understanding that serving the students at the U is the number one priority of auxiliary services.
  • The ability to make complex decisions when necessary, conduct difficult conversations when pertinent, listen to all sides of an issue, adapt to significant changes on the spur of the moment without being reactive, and remain “cool under pressure” no matter the situation.
  • Previous experience managing large-scale athletics facilities and understanding the importance of a close, collaborative partnership between auxiliary services and athletics.
  • High energy, enthusiasm, charisma, and a positive attitude at all times, even in the face of adversity.
  • The ability to effectively participate in a meeting with upper-level administrators and donors, speak professionally, and conduct appropriately sophisticated presentations at the executive level.
  • Flexibility in work schedules, realizing that the auxiliary needs of a significant flagship Institution are rarely limited to a traditional weekday work schedule.
  • Strong marketing skills, with the ability to tell auxiliary services’ stories to be internal and external stakeholders.
  • Strong ethical principles, maintaining high levels of integrity at all times.
  • Political savvy, tactfulness, and diplomacy skills.
  • The ability to have fun at work while still accomplishing the job’s responsibilities.
  • Designation as a Certified Auxiliary Services Professional (CASP) by NACAS.

Institution & Location

OVERVIEW OF AUXILIARY SERVICES

The associate vice president for auxiliary services reports to Cathy Anderson, the chief financial officer and vice president of administrative services. The AVP serves as a member of the CFO’s executive leadership team, which includes the chief facilities officer, associate vice president for financial services, executive director – debt & asset management, chief investment officer, director of budget & analysis, director of institutional analysis, chief audit executive, and chief safety officer. The AVP is responsible for the strategic leadership and executive direction of the Division of Auxiliary Services, which consists of five auxiliary enterprise departments: the University Campus Store, Commuter Services, University Student Apartments, Stadium & Arena Event Services, and Auxiliary Business Development; and two service/general fund support departments: Print & Mail Services and UCard Services, along with a central auxiliary IT and facilities division.

Auxiliary Services Mission Statement

“To support and advance the university’s educational, research, and public service missions by providing friendly and responsive service to students, faculty, staff, alumni, and visitors.”

For more detailed information on the units that comprise auxiliary services, click here.

Auxiliary services are responsible for many ongoing and recently completed capital construction projects.

Auxiliary Services Organizational Chart

AUXILARY SERVICES LEADERSHIP

Cathy Anderson – Chief Financial Officer

Cathy Anderson, CPA, is the chief financial officer and vice president of administrative services for the University of Utah. She assumed these roles on September 1, 2018, and July 1, 2020. Anderson is responsible for ensuring efficient and effective use of institutional resources—financial, facilities, space, and data—to advance the U’s mission. As CFO, Anderson works closely with the president and two senior vice presidents on the overall university budget. He advises on strategies and actions that enable sound financial management and advancement of the entire Institution’s mission. Anderson is instrumental in carrying out the “One U” vision. Anderson formerly served as the chief financial officer for the main campus; associate vice president for budget and planning; and associate dean for finance and administration in the School of Medicine. She was the chief financial officer for Cimarron Software before joining the U. Anderson has a bachelor’s degree and an MBA from the University of Utah.

INSTITUTIONAL OVERVIEW

Founded in 1850 and located in Salt Lake City, an urban and high-tech industrial center, the University of Utah is the flagship university for the state of Utah and the higher education hub for the region. The U is a Tier 1 research school and a member of the Association of American Universities—an invitation-only, prestigious group of 65 leading research institutions marked by excellence in academic expertise and research impact, student success, and securing resources in support of core missions. In addition to its research focus, the university is firmly committed to equity, diversity, and inclusion; safety; health and well-being; academic freedom; and sustainability. It is also a member of the Pac-12, one of the nation’s premier athletic conferences. The university serves over 34,000 students engaged in undergraduate, graduate, and professional programs. With 18 colleges and schools and more than 100 departments/divisions, the University of Utah offers more than 80 undergraduate majors, with nearly as many minors and certificates.

The U is home to the only academic medical center in the state—the University of Utah Health—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 most of the state’s physicians, nurses, pharmacists, therapists, and other health care professionals. Home to the Huntsman Cancer Institute, Eccles School of Medicine, John A. Moran Eye Center, Huntsman Mental Health Institute, and ARUP Laboratories, U of U Health has been nationally ranked in the top 10 for quality for 11 years in a row and as the No. 1 hospital in the state for the past six years.

For more detailed information about the U, please visit https://www.obia.utah.edu/wp-content/uploads/sites/10/2022/02/Fast-Facts-2022.pdf.

MISSION, VALUES, AND STRATEGIC PLAN

Mission Statement

“The University of Utah fosters student success by preparing students from diverse backgrounds for lives of impact as leaders and citizens. We generate and share new knowledge, discoveries, and innovations, engaging local and global communities to promote education, health, and quality of life. These contributions, in addition to responsible stewardship of our intellectual, physical, and financial resources, ensure the long‐term success and viability of the Institution.”

Core Values

  • Student success and engagement
  • Research and teaching excellence
  • Diversity
  • Sustainability
  • Global vision and strategy
  • Community
  • Leadership

Strategic Planning

Strategy 2025 results from a process launched in the spring of 2019 that harnessed the campus community’s and stakeholders’ creative power to shape a new vision, with design and measurable outcomes for guiding the University’s future. To learn about the complete strategic planning of the University of Utah, please visit https://strategy.utah.edu/.

DIVERSITY STATEMENT

“The University of Utah catalyzes transformation toward diversity, equity, and inclusion as an embodiment of the University’s core values with the ultimate vision of establishing a culture of belonging throughout the University and becoming a model campus for equity, diversity, and inclusive excellence.”

THE STUDENT BODY (Fall 2021)

Total Enrollment: 34,424

Undergraduate: 25,826

Graduate: 8,598

Male: 51%

Female: 49%

Undergraduate Demographics

  • White: 63.5%
  • African American: 1.4%
  • Asian: 6.3%
  • Hispanic: 14%
  • Two or More Races: 5.8%
  • Race Unknown: 1.5%
  • International: 6.6%
  • Pacific Islander: 0.4%
  • American Indian: 0.4%

INSTITUTIONAL LEADERSHIP

Taylor R. Randall – President

The Utah Board of Higher Education selected Taylor R. Randall to serve as the 17th president of the University of Utah on August 5, 2021, after serving as Dean and an accounting professor in the David Eccles School of Business.

While serving as Dean from 2009 to 2021, Randall worked to earn the David Eccles School of Business (DESB) a national reputation as a place of innovation. His efforts dramatically increased the value of a DESB education: the school now holds top ten entrepreneurship rankings for undergraduate and graduate programs, and seven of the school’s programs are currently ranked in the top 25 in the nation.

Randall began his career at the U as a professor of accounting from 1999-2009. He received awards for the best teacher in the MBA, Executive MBA, and undergraduate programs and the Brady Superior Teaching Award, a career achievement award. Under his guidance as faculty director, the University Venture Fund (a real-world investing learning experience) became the largest student-run venture fund in the country. His academic research has examined the interactions between strategy, technology, products, and value chain structure, emphasizing how these interactions affect financial performance in organizations. His professional experience includes consulting with Arthur Andersen & Co., General Motors Corporation, Dupont, MPM/Speedline Technologies, O.C. Tanner Company, Vista Staffing Solutions, and American Investment Bank.

SALT LAKE CITY & UTAH

At an elevation of 4,330 feet above sea level, the University of Utah is set on the east bench of the Salt Lake Valley. The campus provides a stunning view of the west, north, and south areas just beneath the towering Wasatch Mountain Range. The university is a part of incorporated Salt Lake City, which has a population of about 200,000 people, nestled in the greater Salt Lake Valley with a population of about 1.24 million. The region has grown in population, cultural diversity, and accolades recently.

Frequently listed by prestigious magazines and news outlets among the “best places to live” due to various factors, including recreational options, the business environment, climate, and a low crime rate, Salt Lake City is the 47th largest metropolitan area in the United States. Forbes recently ranked Salt Lake City as the 21st best place for business and careers. It was also recently ranked as the nation’s second-friendliest city by Travel+Leisure magazine. The international airport is just nine minutes from downtown, and getting around is easy on TRAX, the city’s ever-expanding light rail transit system. TRAX lines now connect the campus with the airport and all sections of Salt Lake Valley.

In addition to the diverse assortment of restaurants and bars (with culinary options running the gamut from tapas bars to nouvelle cuisine), there are two beautiful mixed-use shopping/living areas—the Gateway, on the west side of the city, and City Creek, in the heart of downtown. The NBA’s Utah Jazz is a state staple, as are the Triple-A Salt Lake Bees. On our campus, you will find the Utah Museum of Fine Arts; the Natural History Museum of Utah; and the state’s arboretum, Red Butte Gardens. The U was also the founding force behind the much-acclaimed Utah Symphony and Ballet West, fixtures of the Salt Lake cultural scene.

But many Utahns spend much of their time outdoors. Seven world-renowned ski resorts are about 30 minutes away from campus. Utah was home to the Winter Olympics in 2002 and has long been called “The Greatest Snow on Earth.” Five national parks with stunning scenery are within a five-hour drive. Forty golf courses are located throughout the valley and nearby mountains. And hundreds of miles of hiking and biking trails can be accessed in the foothills east of campus. For a quick getaway, the historic mining and ski town of Park City is only a 30-minute drive from Salt Lake City.

Beyond the state, Los Angeles is a 10-hour drive to the southwest, and Las Vegas is just six hours. Boise is four and a half hours to the north, while Denver is eight hours to the east.

Benefits Overview

University Employees can choose from various benefit plans, most of which have rules governing when employees may enroll or change their enrollment.

For a quick summary of benefits, please click here.

For a comparative summary of the medical and dental plan options available, please see here.

For a more comprehensive overview of the benefits offered by the University of Utah, please visit here.

Application & Nomination

The review of applications will begin immediately and continue until the position is filled. Please click on the Apply button to apply for this position, complete the quick application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to J. Scott Derrick at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email info@spelmanjohnson.com.Visit the University of Utah website at www.utah.edu.

The University of Utah is an Affirmative Action/Equal Opportunity employer committed to diversity in its workforce. In compliance with applicable federal and state laws, the University of Utah policy of equal employment opportunity prohibits discrimination based on race or ethnicity, religion, color, national origin, sex, age, sexual orientation, gender identity/expression, veteran’s status, status as a qualified person with a disability, or genetic information. Individuals from historically underrepresented groups, such as minorities, women, eligible persons with disabilities, and protected veterans, are strongly encouraged to apply. Veterans’ preference is extended to qualified applicants upon request and is consistent with University policy and Utah state law.

RELATED LINKS

The University of Utah website

https://www.utah.edu/

About Salt Lake City, UT

https://www.visitsaltlake.com/

About Auxiliary Services

https://auxiliary.utah.edu/