Through the maintenance and support of such a facility and in the policies that govern it, send a message that fitness and health are highly valued and encourage students, faculty, and staff to take full advantage of the new facilities.
Given the high volume of usage at Dillon for non-athletic/recreation/fitness events and activities, consider building another facility (perhaps a roughly 2,500-seat multi-purpose performing arts/conference center) that would be able to accommodate many of these events.
While this section of our report is focused on Dillon, we don’t want to lose sight of the desirability, at least in some circumstances, of providing opportunities for fitness and recreation on a more decentralized basis. One of the virtues of concentrating most activity at Dillon is that it is professionally staffed and maintained and that it is a location on campus that, like Frist, brings together all of the groups that live and work on campus. But some non-athletes already meet some of their fitness and recreation needs at DeNunzio Pool or Jadwin Gym and it is possible that further recreational use of those facilities should be explored. It may make sense to include modest fitness facilities in some of the graduate student housing areas, not to encourage graduate students to exercise there instead of at Dillon, but to make it more likely that graduate students will make time to exercise. We also would support other initiatives, such as the introduction of yoga classes at the E-Quad, that make it more feasible for members of the faculty and staff to make time for fitness and recreation without putting a significant demand on space or staffing. We encourage further discussion of opportunities for fitness and recreation outside of Dillon as part of an overall University strategy, but we do not believe that these kinds of initiatives will obviate the need to create a larger, more utilized, and more user-friendly Dillon.
In our survey of members of the University community, we pose the following questions:
“Over the next few years, it is likely that the University will expand both the mental health and medical services provided by University Health Services, and the fitness and recreation programs provided by the Department of Athletics. These changes would be made to accommodate an increase in the undergraduate student body; to respond to changes in the fields of health, fitness, and well being; and to meet the changing expectations of the University community. It has been suggested that Princeton take advantage of the opportunity presented by the need to expand both health services and fitness services to consider creating a combined and integrated health and wellness facility. A combined facility could provide a more integrated approach to addressing health and wellness issues and a more comprehensive evaluation of and response to health and fitness needs. An integrated health and wellness facility could combine and improve upon the kinds of medical, mental health, and educational services currently offered by UHS with the wellness, fitness, recreation, and education programs currently offered by the Department of Athletics. Services might also be expanded to include other wellness and work-life services. In light of the need to evaluate and expand both the health and medical services provided on campus, and the fitness and recreation opportunities available to the University