A More Humane Prison

The massive new $1.05 billion Utah State Correctional Facility was designed and constructed with an eye towards turning the corner on recidivism rates, and genuinely providing a better atmosphere for offenders and officers alike.
By Brad Fullmer

As he reflected recently upon the design of the new $1.05 billion ($825 million construction cost), 37-building Utah State Correctional Facility (USCF) compound west of the Salt Lake International Airport off I-80—built to house up to 3,600 offenders but with a current population just under 2,500—Kevin Miller recalled a trip he took to Grand Junction, Colorado, in 1992 to tour the newly completed Mesa County Jail, which was designed as a direct supervision facility. 

Miller, who was only four years into his career at Salt Lake-based GSBS Architects, was riding in the back of a state-owned Ford Econoline van and chatting up then Utah County Jail Commander, Owen Quarnberg, about his decision to push for a similar design type, despite it requiring more staff to operate than an indirect supervision model, which meant increased operational costs. 

“It was a significant outlier because of its direct supervision model—I had never been exposed to anything other than indirect supervision [design],” recalled Miller of local correctional facilities at the time. “I said to him, ‘Owen, why on earth do you want to go for this direct supervision model, which requires more money for staffing, putting officers on the floor in the middle of dangerous people […] everything I had in my head about jail design at the time. Why make this seemingly preposterous decision? He said to me, ‘If I can change one person, I’ve done good’.”

“That moved me,” said Miller, who is one of the foremost authorities in Utah on correctional facility design, having contributed his expertise to 20-plus projects of significance and another dozen minor remodels in Utah, Idaho, and Wyoming, plus a project for Navajo nation in Arizona. “That was the essence of it. It’s not about how cheaply to house 3,600 [offenders]. It’s out of those 3,600, can we fix one, or two, or ten. Or all of them. That’s what moves the needle. At this juncture, I’ve housed—by virtue of my designs—thousands of (offenders). I want to fix some—I don’t want to just house them.” 

The enormous new correctional facility compound—which replaces the long-outdated Utah State Prison (opened in 1951, replacing the Sugar House Prison) previously located at the south end of the Salt Lake Valley—was designed not only as a more occupant-friendly, direct supervision facility, but one that hopefully reduces recidivism rates and provides a better day-to-day environment for offenders and the officers that oversee them. 

“It was a monster of a project,” said Mike Ambre of the combined 1.3 million SF compound. Ambre, Assistant Director of Special Projects for the State of Utah Division of Facilities Construction and Management (DFCM), carried perhaps the heaviest load out of the hundreds of people involved with this facility over the past six-plus years. 


Most people, he says, simply call him “hombre" (Spanish for “man”), a playful twist on his last name, one that was strikingly accurate on this project—Ambre was “the man.” 

“He was the boss out there,” said John Branson, former Principal of GSBS Architects (now a Principal at Salt Lake-based Babcock Design) and one of the main USCF designers, of Ambre. “Mike’s direct responsibility was the entire prison—he had an immense load on his shoulders.”

(Lead Photo) The sprawling 37-building complex sits on nearly 200 acres in the Northwest Quadrant area west of Salt Lake International Airport off I-80 (aerial photo by Don Green Photography).  Incorporating natural daylighting into every housing unit was among the most important design considerations of the entire project (photo courtesy Layton Construction).

Indirect vs. Direct Supervision Models

According to a 2006 report by the Worcester Polytechnic Institute titled Correctional Facility Analysis and Design, a modern-day correctional facility compound (prison) has five primary purposes: 

1) Housing people who cannot function within the boundaries of a law-abiding society.

2) Protecting the general public from dangerous, potentially life-altering/threatening situations.

3) Reformation of offenders (prisoners), which translates into the structure having space allocated for education, social training, religious studies, solitary confinement, etc. 

4) Attempt to “cure” offenders of addictions and other mental health challenges through therapy, group activities.

5) Stand as a public symbol of moral, political, and social virtue. 

Correctional facility design in the U.S. has morphed considerably during this country’s 246-year history, but outside of modern technological advances, many facilities—particularly those that employ the indirect supervision model—are strikingly similar to those built during the country’s early days. 

The massive Eastern State Penitentiary (ESP, also called Cherry Hill) in Philadelphia operated from 1829 to 1971 and is one of the first notable examples of an indirect supervision correctional facility. Widely considered the world’s first true penitentiary, at the time it was the largest and most expensive public building in the U.S. 

Designed by British architect John Haviland, ESP (original capacity 450) became known for its “hub and spoke” design—an octagonal tower in the center connected via corridors to radiating cell blocks, which Haviland said offered watching, convenience, economy, and ventilation.

In 1930s and 40s ‘telephone pole’ design became popular. This design has a central corridor with housing wings built at 90 degrees from the corridor. The Utah State Prison was built in this manner. 

The first direct supervision correctional facility opened in 1981 in Contra Costa, California, the result of a competition by the Federal Bureau of Prisons between three firms, each of which came up with similar designs. The “podular remote” cellblock design of direct supervision models places officers in direct, constant contact with offenders, allowing them to interact on a more personal level and respond to trouble before it escalates. Officers have more responsibility for the organization, supervision and control of the daily operation of a direct supervision housing unit. Direct supervision has been credited with reducing vandalism, enhancing safety, and creating a more positive environment for offenders and officers. By 1983, direct supervision was formally recognized by the National Institute of Corrections.

In Utah and much of the surrounding Intermountain region, Miller said indirect supervision has been the predominant design model chosen by state and local government entities, primarily because of a more cost-effective staff-to-offender ratio of 1 to 244 (one officer can “supervise” 244 offenders) vs. 1 to 64 for direct supervision. The result? Indirect supervision has posted horrible long-term results in reducing recidivism and reforming offenders, according to several correctional facility studies over the past two decades. 

Miller, frankly, had little appetite to be involved with the design of USCF if the Utah Department of Corrections (DOC) and DFCM had chosen the indirect supervision model, despite his lengthy experience and interest with the building type. 

“If it was an indirect supervision jail, I knew what to do—there’s not a lot of mystery, not a lot of ground to explore,” said Miller. The idea of ‘how many bodies can I squeeze into as little square footage as I can?’,” was unappealing. He had a realization of the ineffectiveness of that model in accomplishing any good, other than simply housing “bad people”. 

“Hey, I can keep doing this, but to what purpose? “ he said. “You get to a certain point in your career that you start to treasure the opportunities you can make.”

Miller continued, “Our Department of Corrections, our state, had a more progressive vision, an idea that maybe we can do something different, was intriguing to me and, ultimately, it inspired me to really throw myself into the design of the facility and in trying to solve the problem in a way that really hunted towards those goals. That is rewarding.”

Once leaders from the DOC and DFCM determined the new USCF would be a direct supervision model, architects pursued every avenue to make the sprawling compound more humane. 

Miller specifically mentioned natural daylighting as a major design driver, along with creating spaces that offer a more “normal” existence. There was a lot of give and take between designers and the DOC; not every proposed design idea was accepted, but enough were to tip the scales. 

“It’s prison—let’s be clear,” said Miller. “We have a fundamental obligation to make it safe and secure for offenders and for the officers. You cannot sacrifice safety and security—that is job one.”  For both groups “the humanity of the facility is really important,” Miller said. “For 12 hours a day, [officers] are locked inside the facility in the same way as offenders. When the public thinks about the prison costs and the design attributes we desire to include—they get upset about how ‘nice’ they are—they are overlooking the circumstances of the offenders and the officers.”

He continued, “Daylight was a huge deal for us from the get-go. One of the real breakthroughs in the design was shifting to what everybody refers to as the linear model of housing—cells are arranged on either side of a rectangle around a dayroom. And at one end of the dayroom is a large window that looks out at the world—that’s true from the highest security housing sections to the lowest security housing sections. Every [section] is organized around the same premise. They have unique characteristics, but they all have that fundamental premise of being able to connect to the outside world. That is very, very unique. Everybody who has seen it has loved it.”

Each building unit features different housing styles: eight-person cells, two-person cells, and dormitory style—which offers an increased measure of privacy. 

 
Daylighting is widely considered a top design consideration for most projects, but “when it comes to detention, we consider other things more important,” Miller added. “[Daylighting] was on everybody’s mind from the very beginning. We were able to accomplish that in significant ways.”

The second main design initiative, Miller said, “was to the greatest extent possible, normalize behavior. Prison is an abnormal environment and the further down the rabbit hole of prison design you get, the more abnormal it becomes.”
Miller continued, “The folks in our prison system, on average, are back on the streets (or reincarcerated) after 2.5 years. They have not been given skills to manage life on the outside. We wanted to normalize behavior. Even though you’re in prison, we want you to be responsible for as much of your actions and behavior as possible.”

With the indirect supervision model, the overriding principle is that services are taken to the offenders in their cells—food, medications, even visitation is done via video monitors, so offenders don’t ever leave the main unit they’re housed in. 

With the new USCF, everything is a “go-to” destination for offenders in the general population. “You leave your housing unit, walk to the dining hall, and walk back,” said Miller. “Food, medical (treatment), visitations, education, programming, religious studies—all of these aspects are designed to be as normalized behavior as we can make them, while maintaining safety and security inside the cell.” 


Challenging Site Required Extensive Infrastructure Design

Because of USCF’s location near the Great Salt Lake, soil conditions offered huge initial challenges in getting the site stabilized before infrastructure and vertical construction could even happen. Because of the complexity of each utility system, civil engineers determined it was necessary to 3D model each system to minimize conflicts during construction. Infrastructure included 10+ miles of roadway split between seven miles of new vehicular roadways and another four miles of pedestrian corridors, seven miles of sanitary sewer force main in the Northwest Quadrant to service the new facility, as well as anticipated future development in the Northwest Quadrant. On-site storm drain infrastructure included a pre- vs. post-storm drain analysis, factoring in various Great Salt Lake elevations. Five acre-feet of detention was incorporated into the site to reduce the discharge to the pre-developed flow. Engineers also completed the design and modeling of separate culinary and fire distribution systems. The modeling included culinary service for a population of 5,000 individuals (offenders, officers, staff, and visitors) distributed through approximately 180 developed acres and 31 buildings.

Environmental services included Wetland and Waters of the U.S. Delineations, Class I and Class III Cultural Resource Inventories, and coordination with U.S. Army Corps of Engineers and State Historic Preservation Office (SHPO). The compound includes a 2MG water tank with an associated pump station, a regional gas meter farm, a regional power substation, and a sanitary sewer screening facility on site. 

Because of the location so close to the shores of the Great Salt Lake, and the high corrosivity of the soils, the site required extensive protection for all the underground utilities. This included 7.5 miles of new 24-in. waterline along the roadway, 13 miles of 16-in. and 18-in. sewer force main, and 1,800 ft. of gravity sewer line. Nearly one million cubic yds of fill was required just to bring the site to grade.

Electrical infrastructure was also substantial and included a wide array of design aspects, including a new electrical substation, a large central plant, a highly redundant power system from the substation to each critical on-site building, underground 15kV distribution in looped configuration, and complex power, lighting, fire alarm, and AV/IT systems. The system includes over 25,000 LF of two-way, four-way, and six-way underground duct banks, multiple substation transformers, a 10 MW medium voltage backup generator plant, and a campus wide SCADA load management system, all of which is vital to ensure continuous power availability for this critical facility.

The complex CM/GC joint venture involved coordination between multiple electrical contractors, dozens of phased bid packages, and coordination with half a dozen or more building engineers. 

The schedule was aided by the utilization of precast concrete cells which were prefabricated at an off-site casting yard by Ogden-based Oldcastle Precast. Once on-site, the cells were finished with fixture installation and other aesthetic finishes. Electrical and mechanical stubouts were provided for final connection to the building systems.


Lower security housing units feature dorm-style beds for increased privacy (photo by Sohm Photografx).  Mike Ambre (Photo above)—everyone calls him ‘hombre’—was indeed ‘the man’ for DFCM Utah on this project, investing six-plus years of his career and interacting with literally hundreds of people from the Utah Department of Corrections, the Utah legislature, and the local A/E/C community. Highly complex systems  like this massive mechanical room are a hallmark throughout the complex and required the expertise of dozens of reliable, skilled trade partners

Getting Real About Final Cost; Construction Teams Overcome Myriad Challenges

The Utah State Legislature originally approved plans for the new USCF in August 2015, with a budget of $550 million, which quickly grew to $690 million, and ultimately topped the billion-dollar mark by the time of final completion in May 2022. 

Ambre said the project—which broke ground in December 2017—started slowly, with the schedule bogged down somewhat due to funding challenges and procurement timelines. Eventually, the state legislature recognized the need to provide more funding for the project to prevent schedule delays. 

“The legislature and everybody else saw the writing on the wall and when they came to grips with the real cost there was a pendulum swing overnight,” said Ambre about receiving adequate funding. “That helped a lot with morale.” 

The state hired the joint venture team of Big-D Construction of Salt Lake and Phoenix-based Kitchell Corp. to review designs, track cost estimates, evaluate bids, and help with overall project management. while a second joint venture team of Salt Lake-based Okland Construction and Sandy-based Layton Construction served as CM/GC. 

Joint venture projects are typically challenging due to sheer size and scope factors, in addition to trying to meld diverse company cultures between firms that are typically fierce competitors. On USCF, top project executives from both Okland and Layton said there was an emphasis from the beginning to get all team members working together so as to mitigate schedule delays while maintaining premium quality. 

“We knew it was important to integrate and act as a single team,” said Shauna Deskins, Sr. Project Manager for Okland. “We knew we would be asking people to get uncomfortable and work in uncharted territory. 

“A joint venture is always a challenge bringing cultures together and getting everybody on the same page,” added Dave Whimpey, Construction Manager for Layton. “Our management teams were integrated and worked together. A bid package team may consist of a Layton project manager and an Okland superintendent, with a project engineer from each company. I believe the way we integrated our teams created a spirit of teamwork. We tried to focus on our similarities. We realized we’re more alike than we are different.” 

The scope of the project was unlike anything the state and even some of the contractors had built previously.

“It is a one-of-a-kind facility with a lot of firsts on this project,” said Deskins of the complex infrastructure and massive scope. “It’s like a little city.”

The construction team broke the entire complex down into individual projects, which was critical to keep it on schedule. 

“In trying to manage a project of this size you have to break it down into pieces,” said Whimpey. “With 30-plus buildings on a 200-acre site, each building had its own set of plans and documents and we had individual teams to manage each project. In some cases, we had multiple buildings in one package. It was figuring out what makes the most sense in trying to eat it one slice at a time.” 

The project was in full-swing when the Covid-19 pandemic struck in March 2020, sending initial shockwaves that caused significant concern among leaders on how to keep the project moving forward, while ensuring the health and safety of a workforce that reached 1,500 during peak construction times. Complex electrical and mechanical systems (plumbing and HVAC) required seven different contractors per trade, illustrating the massive scope of this project. Virtually every trade required at least four different companies just to meet the schedule. 

“The very beginning of Covid, it was like the world shut down,” said Ambre. “The biggest thing was the fear of the unknown and how contagious it was. We were almost peaking with 1,200 in manpower at that time. It was interesting how we strategize on how to keep people safe on site and keep the project running. I don’t think we lost any time [with the schedule]. We had procured 95% of items and were in front of supply chain issues.”

The strictest of protocols were put into place, not the easiest undertaking when dealing with literally thousands of workers from more than 450 subcontractor firms. 

“Covid shook us, but there was some good that came out of it,” said Deskins. “There was initially a huge fear with every craft worker regarding how quickly [an outbreak] could shut the work down. There was a huge need to pull together and take care of each other—our trade partners embody that. All protocols were met—they rose to the challenge.”

“Just keeping the job going was a unique success, and without any large outbreaks,” added Whimpey.

Ambre said once the facility was completed and turned over to the Department of Corrections, very few major construction punch-list items. 

Ambre praised the design team of GSBS and HOK for pushing the envelope on making the facility more humane and hospitable. 

“To Kevin and his team, HOK, John Branson, I give them a lot of credit. This was such a monster, and to keep consistency and to have the horsepower to pump out that many drawings—it’s remarkable what they achieved,” said Ambre. “Kevin was hoping to swing the pendulum a little more towards the European model—a less hardened version of [correctional facilities]—which gives more respect, more freedoms, opportunities, and learning experiences from where the Department of Corrections has been the past 60 years. It was tricky to convince them to go in that direction. We understand we’re not here to warehouse [offenders]. We’re here to help with recidivism.” 

“It was a very complicated project,” said Branson. “I always equated it to building a small city. It has all the functions of a small city, plus it was a complicated site with major soil issues. It was a constant learning experience.” 

“I’m very proud of the work we did,” said Miller. “It’s not necessarily the type of architecture I imagined myself doing when I went to architecture school, but I think, for once, we might have moved the needle. It’s more humane, more normative, and hopefully a more purposeful facility than any other I’ve been involved with. I really hope it makes a difference.”

“I take huge pride in what we were able to accomplish,” said Branson. “I worked with great people in an intense environment. It’s part of my legacy but also for probably 75 architects and engineers. Everyone should be proud. It’s not glamorous, but the outcome is important. It serves a critical social function. No one wants to spend money on prisons—that’s understood. But it is part of our society. Until society changes, here we are.”

Ambre added, “One thing I take away from it, is there is always more than just one solution. This job taught me that you have to listen to everybody’s perspective. You can’t think that you have the [right] answer.”

“To have the safety record we did with the number of man hours we had was impressive,” said Whimpey. “Kudos to the entire team across the board. I would often be talking to our employees and say, ‘I don’t think any of us will realize how much we’ve grown until after it’s done.’ I recognize the growth we all had working together on this project, both our company and all individuals involved. To do a project of this size was very satisfying.”


Project Team

Owner: Utah DFCM

Management: Department of Corrections 


Design Team

Architect: GSBS Architects; HOK

Civil Engineer: Horrocks Engineers; Psomas 

Electrical Engineer: HOK; Spectrum Engineers; Envision Engineering

Mechanical Engineer: HOK; Colvin Engineering; Spectrum Engineers

Structural Engineer: HOK; Reaveley Engineers; Dunn Associates

Geotechnical Engineer: Gerhart Cole

Landscape Architect: GSBS Architects

Food Service: Faassen & Associates 

Building Code: Jensen Hughes, Inc.

Specialty Consultants: Corrosion Control Technologies; Sierra West Consulting; Trommer & Assoc.; MKK Consulting Engineers; Parametrix, Inc. 


Construction Team

General Contractor: Layton Construction/Okland Construction JV

Managing Consultant: Big-D Construction/Kitchell (BDK) JV 

Concrete: Layton, Okland, JRock, MG Green (site), Ralph L. Wadsworth

Plumbing: A&B Mechanical, Archer Mechanical, Harris Mechanical, J&S Mechanical, KHI Mechanical, Kozco Mechanical

HVAC: A&B Mechanical, Archer Mechanical, Harris Mechanical, J&S Mechanical, KHI Mechanical, MJ Mechanical 

Electrical: CVE, Grandstaff Electric, JP Electrical, Probst Electric, STF Electrical, Wilson Electric, Wasatch Electric

Masonry: IMS Masonry, JH Masonry, Child Enterprises, Allen’s Masonry

Drywall/Acoustics: K&L Acoustic & Drywall, Alpine Drywall, Golder Acoustics, CSI Drywall, DAW Construction, KCG Management 

Painting: Pacific Painting, Grow Painting, Cornerstone Painting, RP Painting

Tile/Stone: CP Build Enterprises, Millcreek Tile & Stone

Carpentry: ISEC, Anvil Construction, Artistic Mill, Boswell Wasatch, Contempo Cabinets

Flooring: Wall 2 Wall, Flooring Services, Spectra Contract Flooring

Roofing: Superior, Heritage, All Weather Waterproofing, Progressive, Noorda

Glass/Curtain Wall: Mollerup Glass, NGI, CML/Cornerstone, Capitol Commercial Glazing, Beacon Metals

Steel Fabrication: Glassey, Schuff Steel, Amfab, Intermark, Boman & Kemp, Ezarc Welding, Harris Rebar

Steel Erection: Glassey, Schuff Steel, Amfab, Intermark, Boman & Kemp, AP Welding

Precast: Olympus Precast, Oldcastle 

Landscaping: RBI 

Economists Remain Optimistic about Utah

By Milt Harrison • February 28, 2025
Despite some minor economic headwinds, Utah is poised for another solid, if semi-unspectacular, year of construction and real estate development, according to top economists locally and nationally. Indeed, 2025 is shaping up to be much like 2024, a year where firms across the A/E/C spectrum completed dozens of life-enhancing, community-uplifting projects across every major building sector—in other words, a lot of projects were built outside of the still churning multi-family market. These firms thrived for the most part, posting positive revenue growth and maintaining momentum in the face of the usual challenges of shallow labor pools and volatile material costs. Utah continues to rank among the top states nationally on key economic drivers such as population growth, construction employment, a pro-business climate, and a legislative body that continues to be bullish on funding higher education and transportation projects. Prospects are good with a can-do mentality among developers, municipalities, and the firms designing and building the jobs. "Utah will continue to have above average growth and is in great position to continue its great track record with a growing population, and a strong economy and construction market," said Ken Simonson, Chief Economist for the Associated General Contractors of America (AGCA) in Washington, D.C. "Utah has been on a steady, strong upward path with 27% growth in construction employment—three times the national average of 9%—since 2020." Simonson said Utah's construction employment growth doubled last year, up 6%, which is twice the U.S. average. Growth would be even stronger, he added, if contractors could find workers, particularly skilled tradesmen. Simonson said a survey of 1,500 firms nationally stated 94% had openings for craft workers. "It's hard to fill (skilled) positions, more difficult than last year," he added. Utah's consistent population growth—the Beehive State ranked fourth according to the U.S. Census from 2023-24 with 1.8% growth (3.44 million to 3.50 million)—is a driver of demand for so many types of construction, as well as a course of construction labor. Simonson said the state has been more welcoming of immigrants, an important source of labor for contractors across the board. Utahns also have a reputation for being well-educated coupled with a strong work ethic and drive to succeed, making the state an attractive place for new businesses looking to expand. Developers Waiting Out Interest Rates; Hope for a Drop in '25 The Fed kept interest rates where they are in January—a decision not popular with many real estate developers simply itching to invest capital and have projects waiting to cut loose the minute rates become more favorable. That pent-up demand could heat up the market if rates drop by even half a point, particularly in the multi-family arena. Simonson said multi-family was down nationally 8% from September 2023-24, with Utah seeing an equivalent slowdown, despite a huge amount of inventory that hit the market in 2024, including attractive high-end downtown properties like Camber, The Worthington, and Astra Tower, and many others along the greater Wasatch Front. "Reductions in the [Fed]’s short-term interest rate target will make financing a bit less expensive but developers still can't get loans or want to proceed if rents aren't high enough to cover the financing and construction costs, including time to complete if there are extended delivery times for electrical equipment such as transformers and switchgear," Simonson added. "Utah isn't immune from these challenges, but if the underlying population growth will be supportive of rent increases, that may bring back multi-family construction sooner than in areas that aren't growing as fast, or at all." Spendlove Keynote at 2025 NAIOP Symposium Senior Economist for Zions Bank, Robert Spendlove, said Utah is well-positioned to maintain solid economic activity, with factors of low unemployment (hovering around 4%), solid wage growth (3.9% in December), and more than a quarter million jobs added at the end of last year. "Utah had unexpected, continued strength in the labor market," said Spendlove at NAIOP Utah's 2025 Symposium in January. "If we could pause the economy and stay where we're at now, we'd be in a perfect position." Consumer inflation, he said, remains sticky at nearly 3%, with the Fed targeting 2% before they can lower interest rates. "Until it's at 2%, they can't claim victory," he said. Overall, consumer prices are up a whopping 22% since 2020. "It's a struggle for people—those prices are never going back down. Inflation is just adding to those price increases. [Fed Chair Jerome] Powell said they will not make the same mistake as the 70s; they will not cut rates until inflation is down." In addition to strong 1.65% [WHAT TYPE OF] growth and 1.8% employment growth, Utah rebounded quickly from the pandemic. "That shows the strength of Utah's economy and labor market," said Spendlove. He added that Utah's GDP was up 4.6%, indicating the strongest economic growth in the U.S., with consumer sentiment improving and greater small business optimism. Utah Maintains Steady Growth, Says Eskic The Beehive State's remarkably consistent and steady growth remains a major reason why its economic outlook remains rosy, said Dejan Eskic, Senior Research Fellow at the Kem C. Gardner Policy Institute at the University of Utah. "Utah's population growth has never dropped below zero since 1950—we're still increasing with net migration," said Eskic at an event hosted by the Intermountain Chapter of the American Concrete Institute in January, with growth slowing by only .08 to 1.65% "There is so much demand in our economy that even in a down year for housing, construction employment is up 6.2%," he said. "The American household, on average, has never looked better on paper when looking at financial stability," with 70% of household debt tied to mortgages. Living in Utah is still expensive, even though the state is now listed as the 10th most expensive state to live in, down from 8th. "It doesn't mean Utah is more affordable, other states are just more expensive." The housing crisis will remain among the biggest challenges, both with affordable housing and overall number of units that need to be built. Governor Spencer Cox has made his intentions known that communities need to prioritize ways to address all housing issues, with a desire to see tens of thousands of single family homes built in the next decade. Way easier said than done, simply because developers cannot be expected to be altruistic when market conditions are competitive and profit margins potentially volatile and risky. He expects rents to increase once absorption is reached. Other items of note: —Consumer Price Index dipped to 2.6%, where it is expected to stay. —Expect growth in wages and employment. —Commercial construction will be primarily flat, similar to the last two years. —Office is flat, medical and industrial markets will continue to grow; industrial may be dictated by international trade. —Utah expects to add 500,000 people in the next decade, and will need a jaw-dropping 275,000 more housing units in that time, primarily along the Wasatch Front. "We need to change the dialogue if we're going to solve the housing crisis," said Eskic. "Currently, 92% of renters are priced out of the market. Construction must be optimized."

Waterworks in the Wilderness

By Taylor Larsen • February 28, 2025
July 23rd, 1847 was a pivotal day for the pioneers. Records from the time detailed how the advance party trekking into the Salt Lake Valley built a dam to convey water from City Creek to freshly plowed land. Years later, the city hired civil and hydraulic engineer Herman Schussler to design a system to bring water through laminated wood pipes to 20,000 Salt Lake City residents while preparing for future growth. Schussler said, in a presentation to Brigham Young in 1872, “I propose to construct the pipe system of the City of such dimensions as to be capable of supplying five million gallons per diem.” While those original pipes couldn’t make it to year two, the design was in place for cast iron pipes to go in their place in 1876. The 37 carloads of cast iron pipe, plumbing tools, water gates, and more came from multiple suppliers from eastern US industrial hubs of St. Louis, Boston, and Louisville, KY. Those collaborative efforts brought modern waterworks “in our lovely Deseret,” collecting water from 19.2 square miles of watershed that feeds the 14.5-mile-long City Creek stream. Modernity Fast forward nearly 150 years, past chlorination that arrived in the 1920s, past the first water treatment facility constructed in Utah, the City Creek Water Treatment Plant in 1953, past filter installation in 1966, and past the canyon reopening for recreational use in 1975—Salt Lake City needed a new treatment facility to keep clean water flowing. The Salt Lake City Department of Public Utilities (SLCDPU) partnered with engineering firm Brown and Caldwell in design in 2018 to envision and engineer something new to ensure resiliency and reliable water service to its customers. While the plant escaped any critical damage in the March 2020 earthquake, it was a reminder of the urgent need to create a new facility. Design and construction would work around a coterie of barriers and challenges—keeping operations ongoing while building on a challenging site three miles into the wilderness—to produce the future of water treatment for Salt Lake City.

AGC of Utah 2025 Convention

By • February 28, 2025
The Associated General Contractors (AGC) of Utah successfully hosted its 103rd Annual Convention January 23-24 at Little America Hotel in downtown Salt Lake, a popular event that brought together A/E/C industry leaders, professionals, and stakeholders for two days of celebration, education, and networking. The convention highlights the outstanding achievements of Utah's construction industry and provides valuable insights into emerging trends shaping the economically impactful sector, along with the announcement of new chapter leaders and board members for the 2025 season. Brett Nielsen, President of Brigham City-based Whitaker Construction, who has served on the AGC of Utah board since 2017, most recently as National Governor, was installed as 2025 Chairman, taking over the reins of the venerable association from Slade Opheikens, President of Ogden-based R&O Construction. In addition, Nielsen is in line to become the first Utahn to serve as AGC of America President in 2030. "What an honor to be standing here, to be in front of a group of people I have the utmost respect for," said Nielsen at Friday night's Installation Banquet. "It's still surreal to me to be here and know that I'm getting the opportunity to work with a group of people that I'm so passionate about. This chapter is truly one of the finest chapters in all of America." Nielsen started as a Laborer at Whitaker Construction in 1992, gradually climbing the company ladder until taking over in 2021 as President of the powerhouse municipal/utility contractor, the first non-Whitaker to lead the firm. The firm cracked the $288 million mark in 2024 in annual revenues, a notable increase from $109 million in 2018. Nielsen's introduction to the AGC was unassuming, attending the packed annual summer golf tournament and then his first convention in the late '90s. "I saw it as more a networking opportunity, primarily with other Whitaker employees, vendors, and occasionally competitors," he said. His eyes were opened to AGC's real value when the chapter hosted a Young Constructors Forum in 2000, which is the predecessor to the Construction Leadership Committee (CLC). "I remember meeting other young contractors from throughout the country, and discussing the nuances of our markets, type of interstate pavements [this is when the original I-15 was constructed pre-Olympics], margins to the segment of construction, etc." he recalled. "I vividly remember a general contractor telling me their margin and how low it was compared to our underground utility segment, and I for the life of me couldn’t understand why a contractor would subject themselves to such headaches for such a low margin." In 2013, Nielsen became Chair of the Utility Infrastructure Committee for the Utah chapter and attended an AGC of America (AGCA) meeting in Phoenix later that year related to highway and utility contractor issues, something he called "an eye-opening experience." It was held at the posh Biltmore Resort and didn't know anybody. At the opening reception, he was standing alone when several individuals—including Toby Crow, AGC of South Dakota Chapter Executive, and his wife Liz—approached him to strike up conversation. They in turn introduced Nielsen to Scott Berry, who at the time was Director of AGC's National Utility Infrastructure Division, which led to dinner with long-time AGC CEO Steve Sandherr and several other AGC of America staff, along with fellow contractor members. "The rest is history," said Nielsen, who has been a member of the AGC of America Utility Infrastructure Division since then, including a stint from 2018-2020 on the AGCA Board. "I'm a relationship guy. They are important to me, and AGC provides the platform for me to collaborate with like-minded individuals to work on being informed, educating, and ultimately protecting not only our company the livelihoods of our employee-owners, but our industry. The benefits that AGC brings are real and measurable. AGC members are the 'Voice of the Construction Industry' both on the hill here in Utah, as well as in Washington, D.C. The issues that face our industry are complex, and those who want to exploit regulation, slow growth, and leverage legislative change to benefit their personal or industry interests cannot be overstated. We as contractors need a collective voice and for the Construction Industry, that voice is the AGC." Nielsen talked about the unique relationship that forms between AGC member firms, and how they work together for the good of the entire industry, despite competing against each other weekly to land new projects. "It makes me proud for what we accomplish here within this state," he said. "We come together, we solve tough problems related to our industry and we compete fiercely against one another." He mentioned competing that week head-to-head with Orem-based W.W. Clyde & Co., led by its President, Dustin Olson, on two sizable projects. Each team won a job, and subsequently lost a job. Said Nielsen: "I reached out to Dustin and congratulated him and told him it was a hell of a bid—he congratulated me as well [...] and followed up with the statement: 'If I'm going to lose to a contractor, I want it to be someone like you'. Many of us do that day-in and day-out. To be a part of a group that can accomplish what we accomplish, and then to turn around and be able to come to an event like this and celebrate all our hard work, is something that is astonishing to me." Nielsen said recruiting and retaining new skilled talent for the industry will be one of his top priorities this year and encouraged AGC firms to get involved with the Construction Leadership Committee (CLC). "I'm passionate about the future of people in our industry," he said. "I realize we're not the young spring chickens that we once were. It's our duty that we are setting the stage and making sure we're prepared to continue what we do. We all have great people who have gotten us where we're at today—we want to make sure we're bringing [new people] along." Nielsen closed his remarks by thanking his immediate family, including wife Hilary, daughter Emery, his mother, Shirley Harding, and mother-in-law, Ginny Butikofer, in addition to the Whitaker family and fellow co-workers.

One for the Ages

By Brad Fullmer • February 28, 2025
The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

At Home in the Mountain Modern

By Taylor Larsen • February 28, 2025
Salt Lake City finally has the modern take on mountain living it has needed with Camber, the 422-unit multifamily project developed by Endeavor Real Estate Group, designed by Texas-based GFF Architects and built by Murray’s very own Zwick Construction. Camber’s neighborhood environment extends inside and out, bringing comfort on multiple levels. The commitment from the project team to lead on the multifamily front resulted in community over commodity with a luxury, mountain modern example of an apartment community.

Towering Construction Adds to Glistening Skyline

By Taylor Larsen • February 28, 2025
Glittering in copper metal cladding and reflective glass, and towering in the capital city skyline, is The Worthington. Developed by Chicago-based Convexity and designed by SCB’s Chicago office, the Worthington stands tall and cracks the top 10 tallest structures in Utah. Ownership Marks the Spot But long before residents took a dip in The Worthington’s 12th-floor pool, Convexity saw an opportunity with both site and market, said Jessica Minton, the developer’s Senior Vice President. A high-rise on the eastern edge of downtown could offer spectacular views from above and afford residents walkability through the city below. Research from the firm included tours around the city to see what the market had in place, but crucially what it wanted. “Luxury high-rises are our niche. We knew we were capable of delivering a product that was successful in other markets,” said Minton. “And we knew it would succeed in Salt Lake City.” Construction was a joint partnership between Sandy-based Layton Construction, who helped to bring the local know-how, and Chicago-based high-rise building experts W.E O’Neill. The luxury amenities and high-quality residential finishes came from a project that looked toward accountability and collaboration in construction to take Worthington all the way up. Safety for Tenants, Public, and Builders Phased delivery, a newer process for Salt Lake City in high-rise construction, was an essential part of Convexity’s plans to bring the project to market. Minton praised the collaboration between Salt Lake City officials and the project team for “a smooth transition to get us to market.” “There’s a liability and a risk involved from the city to sign off on life safety measures while construction is ongoing,” she said. "It was a fully vetted and well-thought-out process from all of us—developer, city, and contractor— no party took this lightly." Phased delivery dictated that construction would turn over the first 16 floors for occupancy before moving on up to finish the rest. Rick Millward, Project Manager for Layton Construction, thanked Salt Lake City for being as forward-focused as the project team to ensure a high-quality building, namely helping to fine-tune solutions provided by the project team. He said the construction team was up to the challenge on multiple fronts to be a good neighbor and partner as they built. The give-and-take was brilliant as construction installed fire sprinkler systems throughout the structure instead of just completed residential floors, limited road closures to late night hours, and shifted pedestrians to a new walkway—simultaneously meeting city and construction goals. Millward said the team created a buffer zone of three completed floors as construction finished on floors 1-20 to keep construction noise from reaching the floors below. “You have to have residents come in and expect not to have to care about us at all,” said Millward. Minton added that the construction team’s commitment to an ironclad logistics plan created dedicated entrances and exits for workers and residents. “It needed to be a fully coordinated, daily effort,” she said. After all, “Residents aren’t moving into a construction site. There is no margin for error when people live there.” They went so far as to perform “concierge” duties to ensure residents only accessed specific elevators programmed to keep people from accidentally stumbling into active construction. Coordination between construction teams and apartment staff was seamless, actively informing residents 48 hours in advance on water and power shutoffs to keep people comfortable and in the know. With a busy street below, coordination kept pedestrians worry-free as they passed by. A covered and reinforced canopy sidewalk went in along 300 South, as Millward said, for the construction team to take full ownership of safety. Being a good neighbor paid off in more ways than one. Millward said Kathie Chadbourne, who runs From the Ground Up nearby, served coffee to the concrete truck drivers who worked through the night during the 13-hour foundation pour. Her work added to the buzz on site as the construction crew placed 3,600 yards of concrete foundation for the main structure. Three pump trucks took concrete from a cycling set of six trucks delivering slurry from “all of Geneva [Rock’s] concrete plants in the area” to help pour through the night. Millward says The Worthington isn’t going anywhere, especially with a super-stable matte footing that dips between 18 and 24 feet below street level.

UC+D Most Outstanding Projects of 2024

By LADD MARSHALL • January 1, 2025

Dynamic Electrical

By Taylor Larsen • November 1, 2024
Electrical contracting is competitive as hell. With a plethora of mega projects upcoming, a bidding war for the best electricians and estimators, and even a race to secure the energy to power Utah buildings, the competition at every level seems to grow more intense with each passing year. How can electrical contractors respond to upcoming trends and win work in the Beehive State? It Starts with Labor Ken Hoffman, Preconstruction Manager at Ludvik Electric, said that the competition for labor has been particularly fierce since he and his team began working on the New SLC International Airport some years ago. Competing for great people has always been the case, but the influx of high-level projects over the last decade, he recalled, “pulled everyone up” with drastic increases in wages that helped electricians bring more money home and brought in a cadre of workers from out of state to push jobs past the finish line. There is additional work to be done to bring in the next generation of fieldworkers to help build the state’s future, specifically the financial incentive to enter into a demanding, sometimes dangerous field. Contracting tech company ServiceTitan reports that salaries for entry-level electricians have risen 9.14% since the beginning of 2023, but is it enough? No, and it is hampering project execution. At a recent Urban Land Institute (ULI) Trends Conference, Hunt Electric CEO and President Troy Gregory offered a sobering statistic: currently, for every electrician who enters the trade, three electricians depart. Nathan Goodrich, Division Manager of Helix Electric, said that the industry needs to find solutions fast, as competing for the same people in a wage-based arms race is unsustainable. “We have to promote the trades as people are coming through high school,” he said. Exposure through industry days and other presentations is one way while granting release time for high school student workers was another that Goodrich mentioned as two ways to bring in the next generation of electrical contractors. Gregory agreed, saying that Hunt Electric and other industry groups have become much more involved at the high school level by showcasing and giving interested students career opportunities. He and his team have had success working on pre-apprenticeship that gives the most eager hands-on experience in prefabrication, an area that only grows in importance for contractors. “We’re getting them in a better position to be more productive on a job site on day one,” said Gregory.

Youthful Impact

By Taylor Larsen • November 1, 2024
Editor's note: UC+D's annual look at age 40 & Under A/E/C professionals includes individuals from a wide range of market segments including a general contractor VP, an interior designer, a rising UDOT director, a steel industry entrepreneur, an equipment dealer owner, and an electrical contractor safety/HR executive. Each holds a key position at their respective firm and has proven their skill and capability along their unique career paths.

Scintillating Sustainability

By Bradley Fullmer • November 1, 2024
Architect Brian Backe was succinct when he stated, "when I try to describe the Climate Innovation Center, one of the phrases is 'big things comes in small packages'." His words couldn't be more profound. An ambitious adaptive reuse project that is generating significant buzz in the sustainable building arena locally, Utah Clean Energy's new Climate Innovation Center (CIC) is the transformation of a modest, nearly 70-year-old, 3,000 SF single-level commercial structure into a state-of-the-art, two-story, zero-energy building that will serve as UCE's home for the next half century. "Within a 3,000 square foot footprint it has urban infill, is an adaptive reuse site, Net-Zero, combustion-free, hybrid mass timber structure—we really packed in a lot," said Backe, Principal-in-Charge for Blalock & Partners, who worked closely with Salt Lake-based Okland Construction to ensure optimum sustainability throughout the construction process. The $5.4 million, 5,260 SF project officially opened in June to much pomp and circumstance, and rightfully so. The center showcases the potential of what homes and buildings can be—spaces that are not only comfortable and inviting, but also produce zero pollution. The building will offer a space dedicated to learning, exploration and collaboration centered on climate solutions and improving local air quality, and a place for the community to engage and create solutions to the challenges we face. The project is a testament to CEO/Founder Sarah Wright and her team at Utah Clean Energy, and their commitment to increasing awareness of environmental sustainability. Their new home makes a bold, walk-the-walk statement about the importance of renewable energy in the built world. "There needs to be an education and understanding that renewables (solar, wind, hydro, geo-thermal) are our cheapest resources," said Wright, a Chicago-native whose diverse background includes work in geology, environmental consulting, air quality, and occupational health. She founded UCE, a mission-driven non-profit, in 2001 and is thrilled to see the CIC finally come to fruition after years of planning. The project, she said, embodies UCE's dedication to transforming Utah's built environment to be zero energy and emission-free, while helping the community reimagine the places we live and work. "This is a living laboratory and teaching tool for the public and the business community, demonstrating the tremendous role that buildings have in solving climate change," said Wright. "Everyone that's been here loves it and other owners say they are inspired by it." Kevin Emerson, Director of Building Decarbonization and an 18-year UCE veteran, said the project became a necessity in recent years as UCE's staff swelled to 15 people. "We've had a dream to really 'walk to talk' through our office headquarters and (CIC) is the result of that dream coming to fruition," said Emerson. "It is more than just office space—it's meant to be a showcase and teaching tool for the construction and design industry." "There is nothing more sustainable than reusing our existing buildings and breathing a new 50-year-life into a structure than was slated for demolition," said Backe, adding that construction crews seismically braced the primary existing CMU block wall, in addition to reusing over 65 tons of CMU and 50 tons of concrete.
More Posts