A Future Paved with Intentionality

Thirty years since WPA Architecture opened its doors, Principals Bruce Fallon and Dave Edwards are looking to bring intentionality into their values, clientele, and how they work.
By Taylor Larsen

Nearly 90 minutes into a conversation with Dave Edwards and Bruce Fallon, the two remembered a story about the values of WPA Architecture from years before.

Fallon was in talks with the principals at the firm to define values for the rest of the company. Longtime ownership, with decades of experience founding and building up their own firm, weren’t against the idea, but the idea of formalizing it all seemed inconsequential. 

Fallon had been a Principal with the firm for ten years and finally asked longtime Principal Alan Poulson (who retired in December 2023), ‘What motivates you?’ to which [Poulson] answered, ‘Providing for my family.’ 

The thought has stuck with Fallon and Edwards ever since.

“It drove [Poulson] in everything he did,” Fallon said. “He was excellent in everything he did so he could provide for his family.”

Now that the two lead WPA as Principals, they have looked to embrace excellence through intentionality—in purpose, relationships, and work ethic—that will lead the firm to new heights.

Origins


Originally founded by Kent Walker and Alan Poulson, WPA Architecture began in Provo in 1994. Edwards and Fallon joined the firm within six months of each other, in 2004 and 2005, respectively. WPA’s work at that time included buildings up in Deer Valley, for the Utah National Guard, K-12 remodels, healthcare, and other commercial projects in Utah County. 


Edwards came aboard as an architectural drafter shortly after finishing his Bachelor of Science in Architecture from the University of Michigan in 2004. A few years into his work and he began studies at the University of Utah for his Master of Architecture, graduating in 2009. 


Edwards appreciated the flexibility, but even more the trust that was placed with him on his first ever project: designing a cultural and visitor center for the Choctaw Tribe in Mississippi, where the new architect’s scope was creating the main entrance.


“The creative juices were going,” Dave said with a chuckle, recalling his big chance to put everything he learned from school into action. “I thought they were giving me a lot of trust.”


Fallon, a San Diego native, came out to Utah and began his educational journey in 1994 shortly after getting married. He started at Salt Lake Community College before moving to the University of Utah to earn a Bachelor of Science in Architecture in 1998. He returned back to San Diego for additional schooling, graduating from NewSchool of Architecture & Design with his Master of Architecture in 2000.


After graduating, Fallon started with Coombs Architecture & Planning, a firm that doubled in size when he joined. Fallon was quickly thrust into the spotlight when the owner was in a terrible car accident. Nearly a quarter century later, Fallon still remembers the nerve-wracking nature of representing the firm in project meetings.


“[Coombs] threw me into opportunities I probably shouldn’t have been doing, but I appreciated it,” he said. Even as an unlicensed architect, Fallon understood that there was no time to doubt yourself. “[Coombs] threw a lot of trust my way.”


But the opportunity to leave San Diego for affordability of the Wasatch Front popped up, and Fallon took it, moving his family to the Beehive State and joining WPA shortly after Easter weekend 2005.


Taken to Heart


The two speak of many lessons learned over their two decades at WPA, one of the first regarding the highest level of customer service. 


On a site walk in Park City’s Deer Valley, the WPA team walked with former Deer Valley President Bob Wheaton. When they turned around to see Wheaton wasn’t walking with the group anymore, they turned back to find the resort’s head honcho talking to a lost skier, giving them the lay of the land and directions on how to find the way back to their party. 


That customer service from the highest level of a company was something for which Edwards and Fallon always strived.


“We wanted that to permeate our culture,” Fallon said. 


Another lesson came from Ron Jones, a partner that joined the firm in 2000 and retired in 2021. Jones left his mark through his meticulous detail and background as a project manager in the local college facilities department before joining WPA in the architecture world. Seeing how Jones interacted with clients and how he handled project meetings always inspired Edwards, who described the two as “attached at the hip,” with Edwards embracing the role as the second set of eyes and ears.


“I learned so much from him,” Dave said of the veteran architect. “I was so new that I was just absorbing everything.”


With Kent Walker, Edwards remembered a conversation in those early days where he showed the principal a building sketch in its early design phase. One look was all Walker needed to tease the young architect:


“How are you going to hold up these beams? Sky hooks?”


The gentle jab revealed a key to architecture by finding the right marriage of practical and innovative—something that the original Principals and partners did with aplomb.


“You might have these crazy ideas and philosophies, but you have a real client who is paying your bills,” Edwards said, “And you have to manage it all.”


“There is a spectrum of skill sets to make this work—from nuts and bolts to the visionary,” said Fallon. “And we’re trying to maintain that balance.”

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button



Best Practices


In the decades since, WPA has worked on many projects that have embraced design, constructability, but more importantly, the human nature of the industry. Major projects came as a result of the high priority in customer service and willingness to build and maintain positive relationships, as Fallon said, “since no project ever really ends.”


The United States Ski & Snowboard Association became a client after inquiring about who helped Deer Valley design their facilities. Taking care and prioritizing current clients, the Principals said, led to the opportunity to design the association’s Center of Excellence where many of the winter Olympic athletes train for their various events


The award-winning Millcreek Common was a project whose owner in Millcreek City had a great deal of trust in the WPA-led design team. The owner’s vision combined with design work from WPA and their partners, creating a solid concept that showcased details and materials that connected the current use with Millcreek history.


The firm’s work on Revere Health over the years earned such rave reviews that when the former facilities director became the VP of Facilities at UCCU, he requested WPA to design additional three new facilities and one remodel, including the Freedom Office Building in Provo where WPA conducts business today. 


The highest level of customer service, Edwards said, continues to be an integral part of the WPA philosophy. Relationships with clients start from a place of service and evolve, where the entire team builds up understanding with owners, contractors, and engineers to work toward a common goal.


But those relationships don’t come automatically. Each mentioned multiple times how those friendships take a listening ear and a spirit of discernment to make it to the finish line, taking a client’s vision for their project and translating it into reality in a way that perfectly met their needs and expressed their vision through the final product. 



Intentionality Rules the Day


Edwards and Fallon are envisioning a new future for the firm; a new iteration of WPA Architecture as they celebrate its 30th year.


The two took a retreat to nearby Heber City earlier this spring to take a step back from the day-to-day and take a step forward to intentionality in their work.


“It felt like we were two architects working in the same office,” Fallon said. “But we wanted to be partners.”


The two talked under the assumption that they would question everything they did. 


“The chance to take over a firm of 30 plus years, where we had both worked for almost two thirds of that time, meant that there were a lot of processes and approaches to architecture that we had been involved in,” Fallon said. Not only did they define what was working and what wasn’t, but also what WPA would start doing now and into the future. 


“The discussions allowed us to consider who we were as architects and professionals,” said Fallon. 


This future will likely look a lot like what WPA has looked like for the last 30 years, with more intentionality, defined roles and areas of accountability for the two Principals, where clients and staff could look for specific elements of the practice. 


That retreat combined with a recent workshop with the WPA team to decide core values.


On a Friday just a few months ago, the team gathered around to identify the best characteristics they saw in people they admired. Both Principals said that the firm has always had values, but felt that codified or intentional values would set them apart. This was the first of many meetings and conversations about the question at the heart of it all:


“What is WPA?”


Edwards explained, “It wasn’t ‘Who do we want to be?’ But who we are. We weren’t looking for aspirational [qualities]. “We didn’t want things that were a given, either.”


Things like “hard-working” and “works well with others” never made it onto the board. 


“You have to be both of these things if you are going to even start in this industry,” Fallon said. They started with a dozen characteristics, but one value helped WPA to embrace both practical and aspirational:


“Prioritizes client values as our own.”


Putting client values first and dedicating to intentional decision-making has led them to put down roots in their new, self-designed office in Provo—a conscious choice to be central in Utah Valley as the area grows.


As they have become more intentional, the WPA team is hungry for more, whether that comes from completing a perfect set of drawings or ditching the transactional nature of business to embrace relationships from a place of genuine respect—prioritizing client values as their own. 


One story demonstrated the philosophy in action. They invited a client to a golf tournament who told them: “I don’t golf.”


Edwards had to tell the gentleman, “It’s not about the golf. It’s because we want you there with us.”


Their commitment to relationships is a conscious choice, and embracing these ideals will serve them well as they prepare for the next thirty years designing great spaces.

Q&A with Nathan Goodrich

By UC&D • August 1, 2025
Nathan Goodrich

100 Years & Five Generations

By Brad Fullmer • August 1, 2025
Paul founded Paulsen Construction in 1925 after immigrating from Norway 16 years prior. Sprague Library in Sugar House was originally built by Paul, and then restored nearly 100 years later, led by current President John Paulsen.

State of Industry; State of Progress

By Utah C&D • August 1, 2025
West Valley City Veteran’s Memorial Expansion Owner: West Valley City Architect: EDA Architects GC: Okland Construction Estimated Completion Date: September 2025

Showroom Showstopper

By Taylor Larsen • August 1, 2025
Commercial office is not dead. The market is alive and well, according to the design pros at HB Workplaces team. Their new office and showroom in Draper, and what it has done for employees and clients, is a case in point. All it took was a change in scenery. Transitioning from the B'Nai Israel Temple, built in 1890, to a new space was a welcome change for the team. "I just remember working between 2015 and 2020, and it was just," Keilian Meyer trailed off as he described the former office, a historic religious building converted into an office and showroom in 1987. Minimal natural lighting, rooms and layouts misaligned for team needs—their space wasn't bringing out anyone's best work. Meyer, Marketing Director for HB Workplaces, said going to work didn't engender a sense of engagement. "It was kind of punch in and punch out." But everything coalesced with their move. "The timing aligned perfectly," Meyer said of the June 2024 move and their rebrand from the year before from Henriksen/Butler to HB Workplaces. Dual Purposes Come to Life It aligned with every real estate broker's favorite word: location. Planting the HB Workplaces flag in the award-winning Baltic Pointe made perfect sense, especially with its epicenter locale between the booming economies of Salt Lake and Utah counties. HB Workplaces CEO Dave Colling summed it all up succinctly: "Our new headquarters is not just another building; it's a statement of our appreciation and stewardship of design, built upon decades-long heritage of our own, along with MillerKnoll, underscoring our commitment to excellence." The mass timber ceilings in HB Workplaces' first-floor office in Baltic Pointe—the first of their kind for a commercial building in Utah—are part of that commitment. Everything seems warmer, healthier, and better under the all-lumber ceiling. "We've always been drawn to inspiring architecture, and the natural warmth and intentionality of this structure made it a natural fit," said Meyer. HB Workplaces sought to make their mass timber home a showpiece for the beautiful and wide-ranging possibilities of today's commercial interiors, serving as an office for the HB Workplaces team and a showroom for interior designers and architects looking to envision their next project. That dual nature comes through perfectly across the space, with the showroom piece especially highlighted in the "Living Room" and its 382 SF of mid-century modern glory. The unforgettable Eames Lounge chair catches the eye, but closer inspection reveals some nods to the B'Nai Israel Temple's stained glass windows and other homages to the deep histories of the Herman Miller and Knoll brands. The room's mid-century-style lounge chairs, couches, ottomans, and side tables—all MillerKnoll line, of course—combine with gentle lighting to create the perfect spot for hosting. Brit Badger, HB Workplaces' VP of Client Development, explained how the Living Room is ideal for getting to know their design partners and clients, especially for a first meeting. "It's not all the same seating everywhere, like it would be at a conference room," she explained of how the varied seating choices—the Nelson Coconut Lounge Chair is often first dibs—help to create a relaxed and comfortable environment. "It's cool to see who chooses what. It's a fun way to start."

ASCE 2025 Report Card For Utah

By Brad Fullmer • August 1, 2025
Bragging about a “C+” might seem gauche, but Utah is one of only four states to earn that high a grade, according to the May 28 release by the Utah Section of the American Society of Civil Engineers (ASCE) of the 2025 Report Card for Utah’s Infrastructure. The cumulative “C+” for the Beehive State is the highest mark ever given by ASCE to any individual state—the report card itself spans 12 categories of infrastructure and is virtually unchanged from 2020 (ASCE issues report cards every four years). Utah's grade is also one step higher than the national infrastructure average grade of “C” in the ASCE 2025 Report Card for America’s Infrastructure, which dropped in March. Roads (B+) and Bridges (B) remain the stars of the class, as the Utah Department of Transportation (UDOT) continues to receive consistent state funding in furthering its aggressive program of building new projects to meet ongoing demand, while diligently maintaining existing infrastructure. “Our transit and transportation are doing fabulous," said Anna Lisonbee, President of ASCE Utah and an Engineer-in-Training at South Jordan-based Hansen, Allen & Luce. “UDOT and UTA are lauded as some of the most efficient [organizations] nationwide, so we’re doing very well in that category.” Aviation infrastructure was the only category to see a grade increase—somewhat predictable given the sheer amount of capital investment made over the past decade at Salt Lake International Airport, Provo Airport, and other regional airports statewide. Three categories—bridges, s tormwater, and transit—saw grade decreases. The remaining eight categories held steady from 2020. "Utah is one of the fastest-growing states in the country, and state leaders have taken steps to ensure the reliability of infrastructure systems as more people move here to enjoy Utah's thriving communities, amazing outdoors, and high quality of life," said Craig Friant, Utah Civil Practice Lead for South Jordan-based Wilson & Company and Chair of the 2025 Report Card for Utah's Infrastructure. Utah grades per category: Roads: B+ Bridges: B Drinking Water, Solid Waste, Transit: B- Aviation, Dams, Hazardous Waste: C+ Stormwater, Wastewater: C Canals: D+ Levees: D-

Toward The Promised Land

By Taylor Larsen • August 1, 2025
"What gets you out of Egypt doesn't take you to the promised land." The quote, as I first heard it, came from Ron Dunn, Founder of Salt Lake structural engineering firm Dunn Associates. While he was talking about the differences between founding and growing a company, the same principle holds true in developing a robust transportation infrastructure. In other words: "What got us here will not take us there." What has taken us here has been development dedicated to personal vehicles and last-mile freight—a stellar network of roads and highways from massive investments in horizontal construction. But what will get us "there" to the promised land? What will bring us to a future where Utahns can have the freedom to move without a car? Unified Plan for a Connected Utah? We'll certainly wander in the West Desert without a plan. Lucky us, we have hundreds of agreed-upon proposals across metropolitan planning organizations, cities and towns, counties, and even the Utah Department of Transportation. The Beehive State's guiding document toward long-term transportation plans, whether for cars or not, is found in the Utah Unified Transportation Plan, also known as the Unified Plan. The visionary document aims to prioritize funding across multiple transportation options and give residents choices, ranging from personal vehicles to mass transit and active transportation. Residents and metropolitan planning organizations across the state have added their input to further unify the state's trajectory. Key in Utah's Unified Plan, as documented, is analyzing and ultimately determining how transportation projects in Utah should be funded between 2023 - 2050. With projected needs across that timeline estimated at $153 billion in today's dollars, current revenue sources generating just under a projected $95 billion, and future revenue streams projected to generate just over $18 billion, we're going to be short. But where is that money going? Most often, it's funding roads. According to the Unified Plan, transportation needs from road capacity, maintenance, preservation, and operations project at a whopping $110 billion between 2023 - 2050, with a $29 billion funding gap in revenue. Funding future mass transit capacity ($14.8 billion) and operations ($19.8 billion) over the next 25 years costs a fraction of the projected costs for roads and highways. It's an apples-to-oranges comparison, admittedly, as massive funding for highways and freeways has created so much, but where do state priorities lead? Budget at a Glance Utah continues to tread the asphalt and concrete highway to prioritize highway funding. UDOT's FY2026 funding document shows $2.5 billion in funding. Estimated Transportation Investment Fund (TIF) expenditures, primarily used for improving or optimizing capacity, are projected at $1.2 billion. Within the TIF, Class B & Class C Roads, county roads and city streets, respectively, will receive $261 million, Highway Systems Construction $205 million, and Operations/Maintenance $254 million. It makes sense when $883 million in projected revenue for FY2026 comes from user-based fees, permits, and gas tax revenues (set to be 40 cents per gallon in 2026). On the other hand, UDOT-funded mass transit receives a bulk of its budget from the above-mentioned Transportation Investment Fund—35% of the index fuel tax sales tax goes into the Transit Transportation Investment Fund. For FY2026, transit and commuter rail projects will receive $103 million. John Gleason, UDOT's Sr. Public Information Officer, said there is a major shift happening within UDOT over the last decade-plus to give some "gas" to other forms of transportation. "All transportation is important to us. For every project we undertake, we are looking at the different components across all modes—cars, transit, bikes, trails," Gleason said. "We need to keep an eye on how the entire transportation system can function across the state." The words and shift in priorities are welcome, but what "Keeps Utah Moving", will not be more highway lanes or highway construction that receives the lion's share of transportation funding. Utah highways, like those in so many other states, are the victims of induced demand. The phenomenon is a matter of economics. For vehicle transportation, each lane added, highway developed, or road widened helps to expand capacity on these newly modified transportation corridors. However, expanding capacity does not mean solving traffic concerns. While capacity expands, more people are "induced" to use these freshly expanded corridors, lanes fill back to capacity, and commutes return to their sluggish nature. This never-ending quest to meet our transportation needs is set to play out again on I-15. UDOT is set to add another lane on I-15 from Farmington to Salt Lake, and do so at a multi-billion-dollar price tag. Surely this lane will be "The One" that fixes the traffic problem on Utah's busiest transit corridor? Utah may still be adjusting to roundabouts, but will we ever get out of this circle?

Limitless Sky

By Brad Fullmer • August 1, 2025
Standing atop the now-tallest building in Utah—the dynamic 451-foot, 680,000-SF Astra Tower in downtown Salt Lake City—Lance Shields was succinct in describing the otherworldly, 360-degree views available from the 41st-floor rooftop patio. “Pretty amazing, isn’t it?” mused Shields, a Principal with Salt Lake-based HKS Architects and one of a half-dozen architects on HKS’ team who contributed to the design of Astra Tower, which features 377 total units, two levels of penthouse suites, and more than 40,000-SF of top-shelf amenity space. Peering southeast to majestic views of the Wasatch Mountains, Shields referenced the striking cantilever structure gracing the building’s southeast corner—a concession that preserved the breathtaking view by eliminating what would have been a structural column. Adding this approximately $2 million change to the bottom line only further illustrated the owner’s desire for a world-class luxury apartment tower. “The uninterrupted views of the valley are really breathtaking at the top floor and is the one thing that visitors I have taken through the project consistently comment on as the best experience they have had,” said Shields, adding that it would have been easy to justify a column in that corner. “I have to hand it to the vision of our team and the owner to see the value of the views and taking steps to preserve it.” Indeed, Boston-headquartered Kensington Investment Company (KIC) had been eyeing the Salt Lake market since 2017, ready to make a splash. In 2018, it purchased the site once home to Carl’s Jr. and hired HKS in 2019 to get the ball rolling on the design side. The pandemic forced KIC to pause its timeline, with construction formally kicking off in January 2022, led by Salt Lake-based Jacobsen Construction. “We were taking an enormous risk and writing a massive check while making sure we had as many people with experience on our team as we practically could,” said Ed Lewis, CEO of KIC. “We asked ourselves if Salt Lake City was ready for this kind of product—with no [like-building comparisons] to look to—while making the project financially successful. Putting together the capital stack with no comps in the state, and ensuring the team knew what they were doing, was challenging.” Engagement with the community was a priority from the start, said Shane Rensmon, President of Real Estate Development for KIC, as was finding local A/E/C firms with the moxie to take on a unique hybrid design-build project of this magnitude, a delivery method “not common in Salt Lake City, but common across major markets,” he said. “Ownership wanted to utilize local consultants and vendors as much as possible to get the community involved and engaged with the project, which presented new challenges in designing and constructing Astra Tower,” said Rensmon. “We leveraged [KIC’s] skills and experiences to help guide the design and construction teams on issues that they have not seen before or had little to no experience in.” Hotel-like Vibe with Unmatched Amenities Emir Tursic is no stranger to massive projects, having cut his teeth in the hospitality realm as a draftsman-turned-project architect for HKS on Block A of the enormous $10 billion MGM City Center project in Las Vegas from 2007-2008, which included the 61-story, 600,000-SF Aria Hotel. “It was a project I grew up very quickly with,” recalled Tursic, Office Director for HKS’ Salt Lake office, who ended up managing part of the project before it ended. “After this, I could go to the moon and not be scared of anything.” Even amidst the challenges for Tursic and his team, Astra Tower proved to be one of the most exciting, generational opportunities in the realm of world-class residential high-rise design that—ho-hum—also sets a record as the state’s tallest-ever building. “We wanted to create a sustainable urban community that focuses on wellness and sustainability,” said Tursic. “Sustainability is not just about energy and carbon footprint, it’s also [about] health and wellness and the environment. We have this huge amenity program—40,000 SF of indoor and outdoor amenities space focused on physical and mental health.” Tursic said dispersing major amenities across three building levels was a key functional design consideration. Level 8 kicks things off with an expansive club lounge that includes a demonstration kitchen and entertainment area, a state-of-the-art fitness center where views overlook Gallivan Plaza, a remote office space with a conference room and meeting rooms, and what Tursic calls “The bonus space”—an expansive 10,000 SF outdoor urban park. “Instead of a roof on top of the eight-story parking structure, we created a space with an outdoor lawn, hammocks, fire pits, grills—it’s a great social space for Astra’s residential community,” he said. Level 23 includes the outdoor pool and indoor spa, highlighted by a wellness center, steam room, sauna, recovery spas, treatment rooms, and private locker rooms. The pool deck overlook offers excellent views of the Oquirrh Mountains to the west. Level 41 tops the amenity spaces—literally—with an outdoor kitchen, entertainment area, and a spacious outdoor viewing deck that looks down on Salt Lake’s adjacent tallest buildings. “We wanted to provide a variety of experiences,” said Tursic. “The 41st floor is meant for quiet and solitude.” ROAM Interior Design of Los Angeles provided interior design on every level. "With Astra Tower, we set out to design interiors that reflect both the soul and natural beauty of Utah, infused with the energy of modern city living," said Deanne Teeter, Design Director at ROAM. “Every amenity—from the tranquil spa on the 23rd floor to the rooftop lounge with panoramic views—is intentionally crafted to foster wellness through biophilic connection and a true sense of home in the sky." “Astra Tower was purposefully designed to exemplify KIC's commitment to o perating market-leading apartment buildings, featuring state-of-the-art amenities and an unwavering dedication to service excellence,” said Joe Bird, Vice President of Real Estate Development for KIC. “This intentional design ensures an unparalleled living experience, blending sophisticated facilities with exceptional resident-focused service to set a new standard for urban residential excellence in Utah.”

One for the Ages

By Brad Fullmer • August 1, 2025
Ralph L. Wadsworth watches demolition activity on the I-80/1300 East Bridge Slide in August 2023 with granddaughter, Bradynn Wadsworth (Tod’s daughter), illustrating his genuine passion for construction. (all photos courtesy RLW Construction)

Community First

By Taylor Larsen • August 1, 2025
First. Best. Leader. These are some of the many positive ways people described the late Marshall White, the civic hero and namesake of Ogden's past and future community centers. Marshall White is remembered as the first black police officer in Utah killed in the line of duty after being fatally shot in 1963. Equally important was his dedication to other causes outside of police work: the loving father of seven children; veteran and military doctor who helped establish a clinic at Hill Air Force Base post-WWII; youth mentor who partnered with the Elk's Club to establish the Wall Avenue Recreation Center; President of the Ogden chapter of the National Association for the Advancement of Colored People. Marshall White embodied community, and the original Marshall White Community Center, constructed five years after he died in 1968, was its physical manifestation. The building became a safe haven for youth, especially those with darker skin and different ethnicities from those of Utah "pioneer" ancestry, to learn to swim, take art classes, and participate in sports. But as time passed, the building fell into disrepair as Ogden's population shrank from the 1970s through the 1980s. Structural issues in the building appeared before a crack in the pool grew into a metaphorical chasm as COVID and its effects further disconnected society. Ogden needed champions who would follow in White's footsteps to bring people together, and create a space that would continue his community-building legacy. New Center; Relit Community Beacon Salt Lake-based VCBO was hired in 2020 to evaluate the old facility and propose future alternatives. It began, as VCBO Principal Brent Tippets described, "to replace a failing pool and building. […] It quickly became apparent that this community revolved around the Marshall N. White Community Center as both a gathering space and a historical icon for all minorities and people of humble circumstances." "Budget is always a challenge, but perhaps meeting all the affected parties' expectations was more so," said Tippets. "What was originally a pool and gymnasium replacement became a versatile destination with a plethora of participation options. He and the VCBO team worked with an Ogden City-appointed steering committee of passionate residents who provided valuable input on the importance and utilization of recreation and community spaces. "The Mayor, City Council, and City administration were committed to funding the project at the required level to achieve the grander vision for the facility," said Tippets. The Ogden City Council initially set aside $18 million and later increased the budget to $32 million for a new, 68,900-SF community building, doubling the size of the previous structure. Construction Challenges But challenges arose as soon as excavation commenced. Construction teams led by Vernal-based BHI encountered a dark, organic-looking soil that was previously undiscovered in geotechnical test borings. The surprise soil raised immediate concerns due to its lack of stability and reliability in compaction. BHI's history as an industrial contractor, where safety and lightning-fast communication are treasured, escalated the soil problems immediately. They collaborated and aligned with ownership, geotechnical engineers, and designers amidst evolving conditions to create a plan. Instead of utilizing native soils as initially planned, excavation teams removed the unsuitable material and imported structural fill from Ogden and nearby Plain City to meet compaction and bearing requirements, all while maintaining oh-so-important project momentum. "Working with Ogden City involved a different set of communication and coordination protocols than our typical projects," said BHI Superintendent Scot Marrot. "There was a greater emphasis on public transparency and adherence to specific city regulations. However, it was incredibly fulfilling to collaborate with the city officials who were passionate about providing a valuable resource for their community. The partnership fostered a strong sense of shared purpose and pride in the final outcome."

Daybreak: Then and Now

By Taylor Larsen • August 1, 2025
Thoughtful consideration on Oquirrh Lake transformed the initial idea for the water feature into a community and ecological asset. The 67-acre lake weaves around the 130-acre recreation space, residential area, and wildlife habitat. (Main rendering and photo pictured courtesy LHM)