The Financial Services offices at the University of Utah have undergone a significant transformation, according to a report from At The U. This change represents more than just a physical renovation – it's reshaped the very way the department operates, fostering teamwork and collaboration in a space where barriers once stood.
Faced with a workspace scattered across 16,000 square feet of multiple buildings, the former associate vice president of Financial Services, Theresa Ashman, envisioned a new beginning when COVID-19 restrictions were lifted. Despite the challenge of an underground, flood-prone area, a remodeled office was brought to life, now recognized with a Merit Design Award from the Utah chapter of the American Institute of Architects. The remodeled space cost less than $3 million, which included the cost of new furniture, as "We looked at how we use space, and we tried to remove barriers," Ashman said, according to At The U.
The work was carried out by Studio Long Playing (LP), a local Salt Lake City firm all too familiar with the architectural landscape of the U and the unique challenges of bringing daylight to an underground office. Libby Haslam, an architect from the firm, expressed her passion for such transformative projects, as per At The U: “We love changing spaces radically; the idea of transformation is super exciting.” Their solution included a radical opening up of the space that let natural light flood in from a rediscovered courtyard.
More than aesthetics, the new design has massively impacted everyday operations. The team has downsized its physical footprint by almost half while shifting to a mere two private offices from a previous 125. Chief Financial Officer Cathy Anderson supported the initiative, which saw standardized computing, the elimination of paper use, and a hybrid work approach that offers flexibility for employees. The result is high productivity, with 98 percent of requisitions turning into purchase orders in less than 48 hours and a steep drop in vacancy rates. Before the remodel, the department regularly had 25 open positions; now, they're down to just three, according to At The U.
The true measure of success for Ashman materialized around the shared spaces where the once disparate departments now come together. "We had areas scattered all over the place and none of them knew each other, now they are working together," Ashman said, as obtained by At The U.
