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Deer Valley Expansion

Wed, 25 Feb 2026 19:06:28 GMT

New York-based Extell Development has gone full speed ahead on a transformational development of Mayflower Mountain.
By Taylor Larsen

Start spreadin’ the news

I’m leavin’ today

I want to be a part of it…

I can hear everyone singing the final line:

Deer Valley Resooooooooort

Fine. Frank Sinatra may not have had après ski on the mind in “New York, New York”, but if the famous singer were alive today, I bet he would want to be a part of Deer Valley’s East Village—even with no relation to the New York City neighborhood—and the transformational development ongoing across Mayflower Mountain and Deer Valley Resort.

East Village—Deer Valley Style

“Deer Valley East Village is a long-anticipated project that will serve as the heart of the expanded terrain at Deer Valley Resort,” said Gary Barnett, Founder and Chair of Extell Development Company (Extell), in a press release. “With careful planning, we’ve curated a village that will redefine luxury and offer unparalleled amenities for our guests.”

The ability to curate such luxury came from 10 years of collecting. Since 2015, Extell has purchased over 20 land parcels, assembling well over 5,000 acres for development. Extell partnered with the Military Installation Development Authority (MIDA) and Reef Capital Partners (Reef) to create a highly capable development team. These efforts set the stage for the 2023 agreement between the developer and Alterra Mountain Group (Alterra), Deer Valley’s parent company, to fold Extell’s East Village property into its existing resort operations—what Deer Valley President and COO Todd Bennett called, “Your new Deer Valley.”

Barnett, speaking of what’s to come with this partnership and the billions of dollars of work set to go in on the mountain, said, “Extell and Deer Valley collaborated to craft a village and ski experience where luxury, adventure, and experience come together effortlessly.”

Thus began the monumental transformation of Mayflower Mountain.

Big Name Arrivals

Two projects helped get the party started in the East Village. The Residences at Pioche Village delivered four buildings comprising 400-plus condominiums built by New Star General Contractors in December 2023. Although the project is outside the epicenter of ongoing development, it is becoming increasingly important to the area, as MIDA recently purchased one of the buildings to set aside 42 units of workforce housing.

The first finished project within the epicenter was the award-winning Grand Hyatt Deer Valley, designed by OZ Architecture and built by Jacobsen Construction, completed in 2024. Extell partnered with MIDA to develop the hotel on military land, offering 100 rooms at a discounted rate for service members. The opulent hotel and condo property introduced a total of over 380 guest rooms, 40 suites, 55 private residences, and nearly 40,000 SF of conference space.

And it’s just the beginning.

On a recent tour of the East Village, Michael Woisin, Extell’s Sr. VP of Construction in Utah, detailed the immense manpower required to bring the vision to life. The six tower cranes currently operating there, along with a handful of other cranes, combine with dozens of concrete trucks heading up and down the mountain to support around 1,000 construction workers on site, driving projects of all sizes.

Reef is developing multiple residential properties in the coming years. On the single-family side, Marcella at Deer Valley has already sold out the 143 homesites in the future private community, which is currently under construction. Marcella Landing will deliver a gated community of 50 ski-in/ski-out luxury townhomes designed by Olson Kundig. Cormont will deliver five residential condo towers and a vibrant central plaza, with construction completed in 2027 and 2028, and local architectural experience provided by FFKR Architects.

The big brands are coming, too. Four Seasons Resort and Residences Deer Valley, designed by ODA Architecture and built by Jacobsen Construction, will deliver 134 guest rooms and suites, as well as 123 for-sale residences, with completion in 2028. Canopy by Hilton will open a 180-key hotel near Pioche Village. The property will feature architecture by The Richardson Design Partnership and interior design by DLR/Brayton Hughes and will open its doors in summer 2026. Waldorf Astoria Deer Valley Resort and Residences was announced in late January, with plans to bring 132 guest suites and 105 for-sale residences near Deer Valley’s Green Monster, the resort’s 4.85-mile ski run—Utah’s longest. With architectural design from KPF and interiors by AvroKO, the project will open its doors in 2028.

Beyond the ski-in/ski-out access at many of the above properties, the East Village will also feature a skier services building and an extensive, tiered pedestrian plaza designed by ODA for year-round enjoyment when completed. The building will serve as the heart of the ski village, surrounded by the “ski beach” at the base of the mountain—with a future holiday market, a snow maze, and The Ribbon’s state-of-the-art ice- skating circuit planned for winter months. In summer, the area will be activated by a music festival, farmer’s market, outdoor movie screenings, and other events.

Construction on the East Village Express gondola base terminal (left) was challenging, but more straightforward than construction of the East Village Express gondola terminal on Bald Mountain (right), which required the help of a Chinook helicopter to deliver lift towers to further expand supporting recreational infrastructure. (photos courtesy Deer Valley Resort)

Ski Infrastructure Ready for 25/26 Season

The East Village will be the epitome of luxury when the $5 billion development is completed, but Deer Valley has also put massive development into the recreation portion of the mountain through the resort’s Expanded Excellence Initiative .

Garrett Lang has been one of the Deer Valley team members overseeing these developments. He and his now-wife came out to Deer Valley in 2011 for a ski season, and the two have never looked back. The same forward vision applies to Deer Valley, as it continues plans to transform the mountain with ski infrastructure, doubling the amount of skiable terrain at the resort since 2023, from 2,000 in 202 to its current 4,300 acres today since 2023.

Deer Valley’s eastward expansion had been percolating for decades before he arrived, said Lang, Senior Director of Mountain Operations for Deer Valley, “but never on this scale.”

Lang detailed that new terrain has received expanded ski infrastructure over the last two years. The mountain now hosts ten new chairlifts (with 31 total), three new surface carpets (with eight total), 100 new runs (with over 200 total), and a massive increase in snowmaking capabilities—just in time for an unseasonably warm and dry 2025/2026 season.

Lang expressed confidence in the resort’s snowmaking operations to deliver as skiers await Mother Nature’s return. Over 1,000 new snow guns are supplied by four new pump houses and 80 miles of air and water pipe, all installed in preparation for the ongoing winter season and beyond. “You’d have to go to Europe to see [a snowmaking system] like this,” Lang added. Between 80-90% of the snowmaking system is automated, Lang added, with a maximum capacity of 19,000 gallons of water per minute, helping to cover over 880 acres across the mountain. Plans are in place to add infrastructure to expand snowmaking coverage to 925 acres. Let it snow, indeed.

Even with finished and ongoing construction on lifts, snowmaking capabilities, utilities, and a recent ribbon-cutting for the East Village Express gondola—the largest lift project within the Expanded Excellence Initiative—Lang reported no impacts on skier safety.

Better yet, he said, the massive construction scope has been a talking point for fascinated guests who get to see development move forward. “You have a firsthand view of a staggering amount of construction,” Lang said of the views from the slopes. “People comment all the time on the amount of cranes down there [in the East Village].”

Mountain design from Deer Valley’s longstanding partners at SE Group, under leadership from Chris Cushing, Principal, means “runs have the same Deer Valley feel,” said Lang. Deer Valley is internationally renowned for “blue groomers”, and that reputation will only grow with the new terrain. “It’s one of the best things about the expansion, that it’s really integrated—it’s seamless, with the same look and feel, with the same Deer Valley experience,” Lang said, detailing how the once-in-a-lifetime opportunity of the resort expansion has become extra special since opening it up to guests.

As the world watches the Milano Cortina 2026 Winter Olympics at the time of publication, Deer Valley’s Expanded Excellence Initiative and the ongoing development of the East Village are preparing the area for the spotlight as athletes and visitors travel to Utah for the 2034 Winter Olympics.

It’s time to follow Sinatra’s advice and “start spreadin’ the news” about what’s going on at Mayflower Mountain—you’ll want to be a part of it. Lang concluded: “It’s a good time to be at Deer Valley.”

AGC of Utah Installs Gary Ellis as 2026 Chair at Annual Convention

Wed, 25 Feb 2026 18:41:28 GMT

Doug Watts, former President of St. George-based Watts Construction, honored with prestigious Eric W. Ryberg Award.
By Bradley Fullmer

If the turnout for the 104th Annual Convention for the Associated General Contractors (AGC) of Utah is any indication of the current state of the construction industry in the Beehive State, 2026 will indeed be a robust year.

The popular industry convention—held January 29-30 at Little America Hotel in downtown Salt Lake—continues to draw room-busting crowds at its events. The AGC's 2026 Awards Breakfast kicked off the convention on January 29, with the Utah chapter handing out nearly 50 awards for innovative projects and dedicated people.

The second day—an all-day event—included entertaining keynote speakers at breakfast and lunch, along with informative breakout sessions in between. The convention was capped by an always-entertaining Installation Banquet, where Gary Ellis, President/CEO of Salt Lake-based Jacobsen Construction, was installed as 2026 AGC of Utah Chairman of the Board.

Brett Nielsen, President of Brigham City-based Whitaker Construction and 2025 AGC of Utah Chairman, thanked AGC's staff of 13 for their efforts to elevate the association, and highlighted the work of the Construction Learning Committee (CLC), which aims to cultivate the next generation of construction industry leaders.

"Earlier today, I made a comment that the generation that's coming into our industry today is about 20% of our population, but they are 100% of our future," said Nielsen. "We owe it to them to make sure we're providing the same tools, the guidance, the leadership that we received as we were coming up in the industry."

Ellis followed with an initial plug for Nielsen, who is in line to serve as the AGC of America's 2030 President—a first for the Utah chapter.

"We're excited to share Brett and his wisdom and terrific leadership to the entire country with regard to our industry—he'll do a great job and carry Utah in his heart," said Ellis.

Ellis said he never imagined working in the construction industry, thinking he'd rather be a river running guide or physical therapist. Ultimately, he pursued accounting, earning a Master of Accounting from Provo-based Brigham Young University in 1995 and spending the first five years of his career as a Senior Auditor for KPMG in Salt Lake. He was hired in December 2000 at Jacobsen Construction as a Financial Controller, later ascending to his present title of President/CEO in January 2021.

"The amount of construction experience I had before I landed at Jacobsen Construction was two weeks sweeping floors at a residential construction site," said Ellis. "I never imagined I would be part of the construction industry, but it's been life-changing for me. Our theme for the convention this year is Building What Matters—I wanted to do something that mattered [...] I wanted to be part of growing something, something I could put my arms around and say, 'wow, look what we just did together'. That's really what my motivation was when I found the construction industry."

During the first five years of his career at a large corporate firm, Ellis said the gig lacked fulfillment. Joining Jacobsen opened his eyes to a new world, one he quickly gained a true passion for.

"My kids are sick and tired of me pointing out every [Jacobsen] building as we go up and down I-15, I-80—I know, I'm preaching in the choir. There are incredible things that we do at Jacobsen; quite often, we talk about the 'wow factor'. That is what we have in this group. It is the wow factor, being able to [bask] in the pride we feel."

Ellis also thanked his team at Jacobsen for believing in the AGC's mission and recognizing the importance of giving back to the industry.

"I'm indebted to Ted [Jacobsen] and his family for what they've created at Jacobsen. The day I was asked [...] to take over as President, my very first phone call was to Ted Jacobsen [...] to let him know that I commit to making sure his family name is known in good standing in this marketplace."

From Left to Right: Brett Nielsen, President of Whitaker Construction and 2025 AGC of Utah Chairman, passes the “hammer” to Ellis; Annie Howell, President of Watts Construction, accepts the Eric W. Ryberg Award on behalf of her father, Doug Watts; Ibi Guevara of Hunt Electric was honored with AGC’s “Service to the Industry” award; Doug Watts with the Ryberg Award.

Watts Truly Honored to Receive Ryberg Award

When Doug Watts took over from his father, Richard, as the second-generation leader of St. George-based Watts Construction in 2010, he honestly wasn't sure whether the then-42-year-old general contractor would survive the Great Recession, which hit Southern Utah particularly hard.

"It was very difficult," recalled Watts, 69. "I had [Watts current CEO] Chris Boudrero (Watts' nephew) working for another firm for a year because we didn't have any work. I kept [Watts President] Annie (Howell) because she's my daughter, and we had a little backlog to get us through to 2010. In 2012, it started getting a little better [...], but I remember sitting in AGC board meetings, thinking, ‘I'm not sure how long I stay on like this.’"

Watts credited former AGC President/CEO Rich Thorn for instilling confidence in him and allowing him to serve on the AGC Board, including Chairman in 2015.

In 2014, the company turned the corner and started gradually hiring back full-time staff, and over the next decade Watts, along with Howell and Boudrero, guided the company to record heights, including annual revenues of $65 million in 2022, and $62 million in 2023, Watts' last year as President before retiring in December, a few months after the dedication of the Washington County Administration Building, one of the most significant projects in Watts Construction's history.

Watts continues to keep close tabs on the company, and raves about the progress being made under the leadership of Annie and Chris. He's enjoying retirement and is still a bit wistful about his career in construction, which spanned 50 years.

"Most of the time I'm thinking about the kids and interacting with them about the business and their success," said Watts, ever-proud of Watts Construction's 40-plus-year history building Southern Utah. Watts referenced a video made for the AGC Convention, in which he was standing on a bluff overlooking St. George.

"You could point to every intersection and see something we had built," he said. "That is cool—a lot of great history there."

Watts said beyond the Washington County Administration Building, he's particularly proud of the Washington County Senior Citizens Center and the Washington County Children's Justice Center. He also referenced the Shops at Zion on River Road—building in the early 1990s—and the Promenade retail development as key projects during the company's first decade in St. George.

"It's hard for me to comprehend my career being 'over' and looking back on it like I'm an old man," said Watts. "I've been in this business a long time. It's amazing to see how much work is going on here. Back in the day, we made a decent enough living to get the business to a point where we could turn it over to the kids. It's been a fantastic success—they're doing just great."

New AGC Staff Additions

The AGC of Utah announced a major staff change, with the hiring of Cindy Powell as its new District Manager for Southern Utah. Powell brings more than 25 years of combined experience in construction, marketing, and operations, along with a strong understanding of the region's growth and the needs of its contractors and communities.

Powell began her career in the construction industry, where she owned and operated a residential construction company in Northern Utah for more than two decades. During that time, she built a reputation for relationship-driven leadership, efficient operations, and community-focused work. Her hands-on industry experience provides a practical perspective on the challenges contractors face and the collaboration required to support a thriving construction environment.

She later worked at Utah Tech University in the athletic department, managing business operations and special events, supporting day-to-day operations and major initiatives during a period of significant change for the university. Her time there coincided with the institution's transition to NCAA Division I and a university name change and rebrand.

Powell holds a Bachelor of Marketing and Communications from Utah Tech University and is known for her strength in building authentic relationships, improving processes, and connecting organizations with their communities.

"Construction plays a critical role in the continued growth and stability of Southern Utah," Powell said. "Our region is experiencing rapid population growth, increasing workforce demands, and the logistical realities that come with building in a desert environment."

In her role as District Manager, Powell will focus on strengthening AGC of Utah's relationships across Southern Utah, supporting contractors and industry partners, and expanding workforce and community initiatives throughout the region.

The AGC also announced the hiring of Blaine Cantwell as its new Workforce Development Specialist, strengthening the association's efforts to connect Utah's growing construction industry with the skilled workforce needed to sustain it.

Cantwell grew up in Davis County and graduated from Northridge High School in 2020. He is currently completing his degree at Weber State University, with plans to graduate in spring 2027. Prior to joining AGC, Cantwell spent five years at America First Credit Union, including the past two years working in Human Resources as a Recruiting Specialist. In that role, he focused heavily on workforce development—partnering with educators, students, and job candidates to build talent pipelines within the organization.

In addition to his professional background, Cantwell has spent the last five years serving as an Assistant Coach for a high school debate team, a role that reflects his passion for mentorship, education, and developing young talent.

"The need for skilled construction workers in Utah is real and immediate," Cantwell said. "Construction companies, educators, and legislators have all recognized that the industry is growing faster than the workforce needed to support it. I believe AGC of Utah can play a critical role in bringing those groups together, and I'm excited to help strengthen the future of Utah's construction industry."

In his new role, Cantwell will work closely with educators, students, contractors, and industry partners to expand workforce development initiatives, support career pathways, and help address labor shortages across Utah's construction sector.

Tick Tock from the Water Clock

Wed, 25 Feb 2026 18:26:51 GMT

While Colorado River Compact negotiations reach the finish line, how will Utah’s largest water conservancy districts manage to keep supplying water as the state’s dry streak continues?
By Taylor Larsen

Time is running out. Not for Utah water. Not yet. But it is for negotiations on the Colorado River.

Recently, Utah and six other states, Mexico, and Native American Tribes missed another deadline to revise the current Colorado River Compact. Like family members negotiating a handwritten will, their agreement, or lack thereof, will determine who gets what from the Colorado River in 2026 and beyond.

The compact has dictated water rights for the Upper Basin states of Utah, Colorado, New Mexico, and Wyoming, and the Lower Basin states of Arizona, California, and Nevada since it was signed in 1922. The agreement, a result of phenomenal collaboration and compromise, has worked out as well as something written 100 years ago could.

But the compact is starting to look it’s age.

As the desert sun is unkind to the skin, the prolonged megadrought of the American Southwest has been unkind to the Colorado River. Overallocation of the river, droughts, drastic population growth, and a lack of consideration for all of the water-drawing entities mean compromises are on the horizon to ensure that each party at the table can provide Colorado River water to the estimated 40 million people who rely on it.

The seven states and the federal government have tried previous facelifts with federal guidelines and plans to draw less water, but blemishes remain. Native tribes are still awaiting corrective surgery to remove the scars of historical injustice, especially after the Supreme Court ruled in 2023 that the federal government was not required to take steps to ensure the tribes’ water rights.

While Colorado River negotiations reach the end, four of Utah’s biggest water conservancy districts are pushing past existential drought to create solutions with their water users and industry partners to ensure taps flow for generations to come.

Central Utah

Project Name: Alpine Aqueduct Reach 1

Location: Orem

Cost: $100 million

Design & Engineering: Jacobs

General Contractor: WW Clyde

Timeline: March 2025 - Spring 2027

Central Utah

Bruce Ward, Chief Engineer at the Central Utah Water Conservancy District (Central Utah), is hopeful. His boss, Gene Shawcroft, General Manager at Central Utah, has been involved in Colorado River discussions for years as Utah’s chief negotiator.

Is it optimism?

“I’m not sure we have a choice,” said Ward. It’s acceptance. “This is a reality of the West we live in. The water coming down the river is all that we have.”

While the Colorado River gets a lot of attention, Ward explained that Central Utah and its municipal partners are closely monitoring the underground aquifers that supply much of the water for their 2 million users.

“Depending on growth, some aquifers have 7-10 years of healthy aquifer pumping,” said Ward. “At that point, we reach a place of safe yield, where what’s going in is coming out.”

Central Utah wants to avoid “mining” the aquifer, or taking more out of it than is naturally replenished over time. Because, Ward said, whether it comes from the underground aquifer, Colorado River, or sits in the Great Salt Lake, all water is related and interdependent—“One Water”, he said of the industry term.

Even with competing interests and different water rights, Ward said Central Utah and its partner cities are rowing in the same direction, collaborating on how best to use surface and groundwater and to deploy resources for treatment and reuse.

“I think we have a fantastic partnership with these entities—they’re true partners.”

Ward is optimistic. As Central Utah grapples with population projections that show an additional 1 million users by 2065, “our [water conservancy] district is obligated to be two steps ahead, and we’re doing it.”

Central Utah has a few capital improvements and replacements in the Gantt chart, including Alpine Aqueduct Reach 1, which replaces the existing aqueduct built between 1978 and 1980.

Chris Elison, Central Utah’s Project Manager, said resilience planning for a replacement went full speed ahead after previous failures in 1985, 1986, 1988, and 2000, and a 2017 landslide event that threatened extreme failure and pushed a replacement to the top of the priority list. Intense collaboration with federal partners and the Utah Seismic Commission identified a new alignment and $68 million in grants for a replacement pipeline to continue water delivery to the 1.6 million residents who rely on this infrastructure.

On a tour of the new Alpine Aqueduct Reach 1 under construction, Elison and Randy Lingwall, Senior Project Manager from the project’s general contractor, WW Clyde, showcased one part of the scope of this heavy civil dream boat of a project: creating a 1,000-foot-long tunnel that will connect the new alignment near the mouth of Provo Canyon to the existing pipeline and continue delivering water. WW Clyde and their trade partners on the $100 million project are currently utilizing a Sandvik 361 roadheader to bore through the mountain. Lingwall joked that this portion of the scope is either “the world's most expensive gravel we're making to get a tunnel for free, or building the tunnel and getting the gravel for free.”

While the roadheader rested during the tour, crews were hard at work placing the rock bolts and tunnel support to ensure safe drilling conditions, preparing for the installation of 108-inch welded steel pipe in the tunnel before the annular space is filled with grout.

Beyond the tunnel, the new alignment will include more than one mile of 108-inch welded steel pipe running through Orem’s Orchard Park neighborhood and away from the current alignment’s active landslide complex. Construction teams installed a thrust block containing 850 CY of concrete to manage the 1.7 million pounds of water that will eventually be delivered. There, the 108-inch pipe will connect with the bell of the ball in terms of seismic resilience—600 feet of hazard-resilient ductile iron pipe (HRDIP). Elison and Lingwall explained how HRDIP, developed by Japan-based Kubota, is gasketed and designed to elongate and rotate during a seismic event to keep the aqueduct up and running.

Whether boring through a mountain or planning for capacity upgrades, Central Utah keeps water flowing via top-tier industry collaboration.

Jordan Valley

Project Name: Southwest Aqueduct Reach 1 & Reach 2

Location: South Salt Lake County

Cost: $18 million (SWA-1), $35 million (SWA-2)

Construction Timeline:

March 2018 - February 2020 (SWA-1) September 2025 - June 2027 (SWA-2)

Design & Engineering: Bowen Collins & Associates

General Contractor: COP Construction (SWA-1), Condie Construction (SWA-2)

Jordan Valley

Water has always been a concern for Utah legislators and residents, said Jacob Young, General Manager of the Jordan Valley Water Conservancy District (Jordan Valley).

“Now, it’s risen to number one.”

November 2025 revisions to the Utah code required cities with populations of over 10,000 residents to deliver a general plan that included water use by December 31, 2025. State leaders aren’t leaving municipalities marooned. Utah’s Division of Natural Resources “Growing Water Smart” program has helped city and county water and land-use planners collaborate through guided workshops to build a sustainable, resilient water future. When land and water use planning happen together, Young said, “I believe we will be able to continue to support communities and ecosystems from the same sources of water.”

Strategic planning has become more important than ever as development charges forward. Jordan Valley’s latest master plan finished in 2022, “and we felt that as soon as we finished it, some of our [master] plan was outdated,” said Young. The Point, Olympia, and other developments and annexations within their jurisdiction all released plans shortly after Jordan Valley’s master plan finished.

Jordan Valley may be further along in its development cycle than the other districts, but the area within its boundaries is far from finished. “It’s not necessarily the total demand,” said Young, “but where that demand is located.” As such, the district is focused on upgrading existing infrastructure to accommodate the roughly 800,000 users currently served and an additional 400,000 residents expected to receive their water from Jordan Valley over the next several decades.

“There are some cool projects going on, and there’s a massive wave coming,” Young said.

Hard to resist a water pun.

As Jordan Valley supplies South Valley growth and the rest of Salt Lake County, it is currently building the $20 million 118th South Tank Project in South Jordan. The 10-million-gallon tank was designed by Jacobs and is currently under construction, overseen by ProBuild Construction.

Another South Valley supplier project is the Southwest Aqueduct (SWA), a multiphase pipeline running parallel to the existing Jordan Aqueduct to provide redundancy and additional raw water supply capacity. At completion, SWA will span from the Jordan Valley Water Treatment Plant in Herriman north along 3200 West, eventually connecting with the 10200 South Pump Station and Reservoir. SWA Reach 1, the $18 million first phase, was designed by Bowen Collins & Associates and built by COP Construction. The $35 million SWA Reach 2 is under the same engineering and design stewardship, with Condie Construction leading ongoing construction efforts to extend the SWA from 13400 South to 11800 South.

Expansion on the Jordan Valley Water Treatment Plant is the big kahuna. The three-phase project will expand plant capacity from 180 million gallons per day (mgd) to an interim capacity of 200 mgd, followed by another expansion to its final 255 mgd capacity to meet future demand. The project includes full rebuilds of six original gravity filters, partial rebuilds of ten gravity filters, and new chemical feed systems across multiple project phases. The additional 75 mgd of new filtration/chemical capacity will treat 16,000 acre-feet of Central Utah Project Utah Lake System supplies procured from Central Utah.

Phase 1 was designed by Brown and Caldwell, built by Vancon Construction, and completed in 2023. Phases 2 (Hazen and Sawyer) and 3 (Corollo) have both been designed. While Gerber Construction is currently building Phase 3, with completion scheduled for April 2029, construction on Phase 2 is awaiting FEMA grant money, but Young noted that the grant application process has been suspended under the Trump administration.

Whether planning for hundreds of millions of dollars in capital outlay or utilizing social media to engage Jordan Valley water users in conservation efforts, Young and the Jordan Valley team identified a core imperative in their plans: “Establishing the community's conscious connection with water and removing the mystery and the unseen nature of water,” said Young. “There is a limit to the water resources available in the state. That means that development from here on out has to look differently than it has up to this point.”

Washington County

Project Name: Chief Toquer Reservoir

Location: Toquerville

Cost: $60 million

Construction Timeline: November 2023 - December 2026

Dam Design; Construction Management: RB&G Engineering

Foundation Work; Initial Dam Construction: Feller Enterprises

Dam Embankment: Harward & Rees

Pipeline Engineering: Bowen Collins & Associates, Alpha Engineering

Pipeline Construction: Harward & Rees, Whitaker Construction, WW Clyde

Washington County

Everyone in the industry knows Washington County is hot, and that’s just in development terms. Karry Rathje, Public Affairs Manager for Washington County Water Conservancy District (the district), said the organization isn’t sweating it out but is staying proactive—and comprehensive—in its approach to water stewardship.

The district currently delivers to approximately 215,000 residents and 10 million annual visitors who rely on water from the limited and variable Virgin River Basin. The basin’s available 10-year average water supply has decreased nearly 20% since the 1980s, while population in that same timeframe increased well over 350% and, according to the Kem C. Gardner Policy Institute, is expected to nearly double by 2065.

“We’re experiencing rapid growth with limited water resources,” said Rathje. “But the district has a proactive plan to ensure our communities have a safe, reliable water supply now and in the future.”

The plan includes additional water conservation, reuse, optimizing groundwater resources, developing remaining surface supplies, and converting available agricultural water to municipal use. The five-part plan will add about 40,000 acre feet of new supply at a $2 billion price tag.

Most of the water needed to meet future demand will come from the district’s Regional Reuse Purification System, which extends Washington County’s two-decade legacy of reusing water for crops and landscape irrigation. Future system expansions will provide a local, drought-proof water supply sufficient to serve approximately 40,000 homes, including purified water for potable reuse. Major components of the system will include three water reclamation facilities, an advanced water purification facility, four reservoirs, multiple pump stations, and more than 60 miles of pipeline when completed.

Conservation efforts in the district are worthy of gold stars. Washington County has achieved a 50% per capita reduction in water use since 2000 and has adopted Utah’s highest water-efficiency standards for new construction as development has increased. The district’s board approved a bump in impact fee rates, raising connection fees for single-family homes to $17,000 come March 2026, so new development pays for expanding infrastructure. The district has also adopted an excess water use surcharge to encourage accountability and reduce waste among high users. The district isn’t just wielding the stick. Dangling the carrot has helped the area lead the state in participation in the grass replacement program, accounting for 51% of the grass replaced statewide since 2023.

Zach Renstrom, the district’s General Manager, explained the reasoning behind these and other changes simply: “The cheap water has already been developed.”

Beyond the Regional Water Conservation Plan and Water Shortage Contingency Plan created in 2025, the district has leveraged its good relationships with municipal partners to further align development goals. The district recently approved a new policy to oversee future large commercial, industrial, and institutional water users—those using over 9 million gallons in larger cities, or 5 million gallons in the smaller cities. Oversight will come from a 16-member Administration Advisory Committee made up of the mayor and city manager for each of the district’s eight municipal customers. Approval for new projects at this threshold, like data centers, golf courses, and bottling plants, will require a thumbs-up from two-thirds of the committee.

“These eight cities share the same water supply,” said Renstrom. “This policy ensures a single community cannot approve a large water user without review and consensus of the broader community.”

As development unfolds, the district continues current projects like the $60 million Chief Toquer Reservoir, $22 million Confluence Park Pump Station and Pipeline, $180 million expansion of the Quail Creek Water Treatment Plant, and $5 million storage tanks at Sand Hollow Reservoir to beat the heat and ensure the district’s water stewardship remains top-notch.

Weber Basin

Project Name: Davis Aqueduct Reach 1

Location: Layton, South Weber

Cost: $81.4 million

Construction Timeline: Fall 2023 - Fall 2025

Design & Engineering: Brown and Caldwell

General Contractor: Whitaker Construction

Weber Basin

“I got it first, then it's mine, and I'm going to use it how I have historically.”

Those words from Jon Parry, Assistant General Manager for the Weber Basin Water Conservancy District (Weber Basin), exemplify a mindset for how water has historically been treated in Weber Basin and other districts since their creation, where water rights have gone to the first user through the prior appropriations doctrine.

Call it doctrine, policy, or culture—some or all of it needs to change for this finite resource to continue indefinitely accommodating a growing economy and maintain a certain quality of life. The shift, said Parry, needs to be “where water is serving its highest and best use.”

Parry, P.E. is an engineer by trade and educator by role, and said Weber Basin’s efforts have worked within the existing system to prioritize what’s in the best interest of the community as a whole by facilitating workshops and getting their users to buy in to the district’s outlook, namely: “That water is a regional resource and not an individual resource, and come up with goals and programs that help us accomplish all that we can.”

So far, the marketing is working, and mindsets are changing. The district will complete its plan to meter all secondary water system connections by 2026. By 2030, Weber Basin will begin charging for secondary water use—One Water, after all. Charging for what was once free, Parry said, will take some time to get everyone on board, but he’s confident that the goodwill between Weber Basin and its customers will continue.

“We've had a lot of opportunities to engage with our customer base, educate them about what's going on, and what to expect moving forward,” said Parry, praising “[the] great collaborative process of working with the Weber Basin water customers on plant materials, landscapes, and projects that will deliver a robust, green community that keeps water use minimal.”

Collaboration continues on the business-to-business front as Weber Basin strengthens the great partnerships it has forged with the A/E/C industry to maximize every water droplet. These relationships are more important than ever as Weber Basin looks to modernize and expand its capital infrastructure.

“We’re reaching [the] end of life expectancies for a lot of the infrastructure put in 75 years ago,” said Parry. Massive pipelines, aqueducts, treatment plants, irrigation reservoirs, and more are long past senior status, “and we’ve got them slated to have some evaluations done on them, with a lot of [money] anticipated [to] be needed to do those replacement projects and make sure that they’re able to operate for another 100 years.”

Weber Basin has $1.5 billion scheduled for design, engineering, and construction over the next 10 years, with much of that money prioritizing resiliency of its water infrastructure, such as the award-winning Davis Aqueduct Parallel Pipeline, which began over a decade ago. Planning by Weber Basin, design by Brown and Caldwell, and construction led by Whitaker Construction helped deliver the first 2.2 miles of the 25 planned miles of pipeline running parallel to the existing Davis Aqueduct. Parry said those efforts, “give us a little bit better sleep at night as we think about the seismic conditions that we operate in.” As they wrap up the final pieces of this first phase to ready the system for irrigation season, Parry said to expect an additional five miles of parallel pipeline to go in over the next 10 years, along with many more projects to come.

“There is not going to be a shortage of opportunities to engage in meaningful work that really does affect the quality of life for every single resident here in the state of Utah,” said Parry of how leveraging A/E/C expertise is extending the goodwill to the consumer side as well. “We’ve seen amazing benefits to the public as we've been able to have those discussions and be able to advocate for water conservation.”

Education, collaboration, and innovation from the A/E/C community will be most welcome to help Weber Basin meet demand and achieve efficiencies. After all, Parry laughed, “You’re not going to get away from using water.”

Water use, like the Colorado River, continues to flow. Whether that remains so won’t be a decision left solely to those renegotiating the Colorado River Compact. Instead, it will come from compounding daily decisions made by conservancy districts, government leaders at every level, industry partners, and anyone who turns on the tap. Compromise and collaboration are the sobering realities needed to ensure our One Water continues to flow; the alternative is too dry.

Rural Roots

Wed, 25 Feb 2026 18:00:56 GMT

For 30 years, KMA Architects has delivered joy to rural and suburban K-12 clients by providing efficient, beautiful designs from the firm’s relatable approach.
By Taylor Larsen

Little did the team at KMA Architects know how much a proposal for one high school would change their fortunes forever.

Duchesne School District released its RFP for a new Altamont High School in 2011. Wes Christensen, then Project Architect, felt like it was a winnable project. After all, KMA Architects had built a stellar reputation designing schools throughout Utah since the firm opened in 1996.

There was just one problem with this RFP: KMA didn’t design new high schools.

While the firm focused primarily on elementary and junior high schools, Christensen and others on the KMA team were confident in their design proposal and threw their hat in the ring to win the job.

“I was certain our competition was going to present a two-story high school,” said Christensen, recalling the various brainstorming sessions that hinged on how to best present their design for a durable and economical one-story school with easily accessible mechanical mezzanines over the corridors.

The district's response had the KMA team ecstatic: “We love it.”

Winning the Altamont High job with a one-story design is one of many examples of KMA’s emphasis on listening first, a legacy established long before the firm relocated its headquarters in 2020, and long before the team sat for this interview, overlooking Spanish Fork Main Street from their stylish second-story conference room.

Sometimes two stories are best, and KMA’s history is among them.

Starting Shop in Provo

It starts with Kevin Madsen initially pursuing engineering at the University of Utah, graduating in 1972, but with a passion for the entire industry. He earned his contractor license in 1974, but he made his mark in design.

“I was good at drawing and drafting,” Madsen, now retired, said from the comfort of the drafting table of his Palmyra home.

Madsen even taught drafting and CAD at the former Utah Valley State College (now Utah Valley University) from 1990-1993, saying, “That’s when I realized I wanted to run an architectural firm.”

After Nebo and Sevier school districts personally requested Madsen’s services, he founded Kevin Madsen & Associates Architects in January 1996, bringing Christensen and others to work on the firm’s many projects. One of which began when Madsen bought a historic Victorian home at 195 East and 100 North in Provo and turned it into the KMA office in 1998.

“It was a work in progress all the way,” laughed Madsen over the phone. That contractor license came in handy; Madsen salvaged high-quality carpet scraps from schools and brought them back to the office.

Christensen, now KMA’s Owner and Principal, remembered sanding beams, tearing out old carpet, and stapling in the new flooring in its place—he’s got the scars to prove it.

Other famous memories the entire senior KMA team recalled involved creating original blueprints with ammonia and venturing up I-15 to the old Service Blue print shop in Salt Lake to print off dozens of client copies.

“We called it a ‘Printing Event’,” Christensen said, recalling the various times that the team would yo-yo between Provo and Salt Lake to drop off their specifications and drawings, often at midnight or later, before returning the next morning to fill an entire truck bed with boxes of freshly printed copies.

Maintaining the Relationship Business

As architecture went digital, KMA welcomed new teammates, such as Taggert Brower, Architectural BIM Technician, who joined the firm as a high school intern five years ago. Those pre-digital days are foreign to him, he said, “I feel like the work-life part is pretty balanced. But every year it seems that our work gets faster and faster.”

As work accelerates, the relationship-based business of architecture grows more meaningful, especially for those with strong local project ties.

“Almost all my clients, facilities managers, and administrators went to the schools I’m working on,” Brower said.

Others agreed, noting that the pride KMA takes in design is mirrored by their clients. Scott Johnson, Project Architect who rejoined KMA after working for the Alpine School District for over a decade, just returned from a visit to Altamont High, 12 years since the project was completed.

“It looks like the day we turned it over,” said Johnson. “They take pride in it and care for it. They have community events outside of school, and it’s a central hub of that community.”

Work Comes Home

KMA’s “second story” began after design and programming on Altamont High, which Steven Carter, Sr. Project Manager with 26 years at the firm, called “The new KMA.”

Their efforts opened a treasure chest of jobs—Uintah High in 2013, Richfield High in 2015, and Union High in Roosevelt in 2018—all firmly establishing KMA as one of the most sought-after designers at all levels of K-12.

While Madsen retired in 2017, KMA continued under Christensen at the helm and set out that same year to design replacements for the three veteran high schools—Spanish Fork, Payson, and Springville—in Nebo School District, KMA’s “home” district.

“We went to these schools, our kids go to these schools, and we’re right here to do it,” said Christensen. He, Carter, Johnson, and fellow teammate Casey Carrick were all Spanish Fork “Dons” once upon a time.

The firm even moved its office within home district boundaries in 2020, the same Spanish Fork Main Street location that Christensen’s father, Larry—“Chris” to his customers—used as his barbershop from 1972 to 2020.

Independent of the office locale, the KMA team has maintained a commitment to listening first and then maximizing their clients’ budgets to design efficient, long-lasting community beacons.

“With rural districts, many times what we are designing is going to be the city’s largest building,” Christensen said. These structures are more than schools; they are community gathering places, shelters, and generational investments in these towns.

Jacob Ricci, Project Manager & BIM Technician, spoke to how that responsibility informs their practice, detailing KMA’s efforts to show the Piute School District teachers, administrators, and school board what the classrooms and auditoriums would look like in two upcoming schools—Circleville Elementary and Oscarson Elementary—the first schools built for Piute County’s 1,400-plus residents in 30 years.

Ricci said their listen-first approach helps incorporate specific learning opportunities that meet community-specific needs, which help build local industries. Dialogue between client and architect helped incorporate extensive footings and foundations to support a crane for Emery High’s welding and metal shop in Castle Dale, and helped expand the performing arts space in Marysville’s Oscarson Elementary to host the town’s annual Christmas pageant. The team is currently designing durable concrete floors and an efficient drainage system for Bear River High's FFA program in Tremonton, where students can bring in livestock to show, clean, and learn veterinary care.

Design charrettes are part of the process to get KMA and their clients moving in the same direction, Christensen said, “But I feel like our rapport comes off better in just how we interact with them.”

No snobby architect stereotype?

“Not here,” laughed Rob White, Sr. Project Manager and the longest-tenured of the KMA team since joining in June 1999. Instead, when they arrive at the job site in boots and flannel under their high-vis, they’re relatable in a way appreciated by both contractors and clients.

The relatability comes through in design, too. White said the firm always aims to thread the needle in form and function with durable, easily maintainable schools that incorporate plenty of steel, stone, and masonry elements that students, staff, and residents can also enjoy for their architectural beauty.

“These school buildings have to stay up for a long time,” said White. “These are going the distance. We’re aiming for a 75-year design life.”

Unified Approach

KMA’s 12-member team is as local as it gets. While a couple of the staff live further north in Orem, many in the firm live in Spanish Fork, and Ricci lives the furthest south in Payson.

How do they maintain diversity of opinion with so many folks from similar upbringings?

Carter said hierarchy doesn’t get in the way of good design. The best decisions for their clients may be found in the KMA office or even awaiting discovery. Christensen mentioned a field trip the KMA team took in 2023 to Frank Lloyd Wright’s Taliesin West in Scottsdale, Arizona. There, the team saw elements used by the famous architect before touring an Arizona high school and witnessing different circulation styles, and how certain features could be used back home.

It helps that these people are friends, where a culture of fun permeates the office—just ask any KMA teammate about their two-year “Smoked Salmon” gag that went beyond the architects to involve contractors and clients—they tease each other like close family.

Madsen laughed, recalling the good-natured ribbing he received from the rest of the team.

“I’m a bit of a hick,” he said of his ranching lifestyle he’s enjoyed in pastoral Palmyra, just west of Spanish Fork. “And those guys would call us Kevin Madsen & Associates Cattle Company.”

The interview is another case in point of how KMA operates. Over half the team is in the conference room with the freedom and confidence to speak their minds. This way of working extends to every client as they decide design solutions together, especially in communities where new projects come around once in a generation.

Christensen said KMA’s duty to their clients became abundantly clear after he watched a recent school board meeting—a passionate five-hour affair between the residents. The next day, Christensen declared the firm’s principal responsibility: designing the most appropriate building to fit the district’s needs without overspending or over-designing.

“We have to take that seriously,” Christensen said of that mantle they hold as design stewards of public funds, “because it’s taxpayer money going to these projects.”

Making Hay in the People Business

Architecture is a relationship-based business, where clients may come for the design, but stay for the camaraderie. It’s been that way since 1996 and has continued since Christensen purchased the firm from Madsen in 2017.

Carter called the relationship portion the best part of the job.

“We’re working with some of these people for five years, every week,” he said. “Sometimes, by the end of it, we have made lasting friendships that go beyond the jobsite.”

One project led to a side-by-side ride organized by the KMA team. Carter and Christensen recalled how clients, contractors, and trade partners journeyed to Moab, over a dozen machines in tow with double the riders aboard, and trekked through the Grand County wilderness together.

Casey Carrick, the newest member of the KMA team since joining in summer 2025 as Office Manager, said these relationships are genuine, pointing to her teammates and saying, “These people are truly friends with those clients and school districts.”

It goes beyond common interests—it’s who they are.

Christensen smiled as he distilled the KMA approach: “We joke, we talk their language, and we’re not unreasonable to work with.”

KMA Top Projects

Name City - School District Year Completed

Thanksgiving Point Lehi 2001
Museum of Ancient Life

Altamont High School Altamont - Duchesne 2014

Richfield High School Richfield - Sevier 2016

Union High School Roosevelt - Duchesne 2018

Alpine SD Single Story Alpine School District 2017-2026

ElementarySchool Design

Spanish Fork High School Spanish Fork - Nebo 2024

Payson High School Payson - Nebo 2025

Emery High School Castle Dale - Emery 2025

*Springville High School Springville - Nebo Fall 2026

*under construction

Seasoned to Perfection in Providence

Wed, 25 Feb 2026 17:24:33 GMT

The new corporate headquarters for the outdoor cooking brand stays local to its Cache Valley roots while the building’s modern design soars above its “backyard” location in Providence.
By Taylor Larsen

The new Weber Blackstone headquarters project involved significant civil work in dewatering and wetland preservation so close to Big Ballard Springs and Blacksmith Fork River. Once completed, the finished build’s Prodema wood paneling exterior gives the building take-off. (all photos courtesy R&O Construction except where indicated)

Backyards are for grillin’ and chillin’, and nobody understands it better than Weber Blackstone, the company formed from a merger between the iconic Weber barbecue brand headquartered outside of Chicago, with the up-and-coming—and Cache Valley-based—Blackstone Products. When the opportunity came to build out a new corporate headquarters, it had to be local.

So why not house it in Blackstone’s own backyard in Providence?

Providence in Location

Long before Weber and Blackstone completed their merger in 2025, Joe Jacoby detailed how the design ethos for the new office took shape. Providence isn’t just a city in Cache Valley; it’s the timely preparation for future eventualities.

“Since the Blackstone griddle was making huge strides in the industry of outdoor cooking and backyard entertaining, the concept for the building and site design took inspiration from the idea of the backyard,” said Jacoby, President and Director of Design of Salt Lake-based Jacoby Architects.

“The building form took on the shape of wings, delicately landing on this beautiful site,” Jacoby said, mentioning the symbolism of the Blackstone team using those wings to take off as successful product designers. “The footprint of the building was oriented such that it opened its arms to the backyard concept—looking out to the river and springs in the backdrop.”

Sited near the Blacksmith Fork River and Big Ballard Springs, the rural area surrounding the newly built headquarters is dreamy in its water features and foliage. Water may be beautiful, but it is rarely welcome in construction. For Will Haymond, Project Director for R&O Construction at the firm’s Ogden office, the first of multiple challenges involved the nearby river and springs, as well as the high water table. A significant portion of the site was considered wetlands, meaning Haymond and R&O Construction Superintendents Russ Maughan and Willie Stewart would work hand in hand with building trade partners and the Army Corps of Engineers (USACE) for a successful project that preserved the surrounding ecology.

“We had to put mitigating barriers in place through the site, and spent four months dewatering the site to prepare it for utilities,” said Haymond, crediting work from Logan-based LeGrand Johnson Construction for their civil and utilities scopes that had the hometown firm on site for nearly 18 months. Some involved collaborating with the USACE on permits and inspections for the eventual 1,000-foot-plus water and sewer runs that traversed the site.

While the working relationship with the USACE improved over time, the area’s rustic charm kept spirits high throughout construction.

“We loved working there,” Haymond said of efforts with city officials and on-site. “We had the chance to spread out a little bit on site, and it helped us attack that building, especially tackling all the structural concrete in the dead of winter.” Trade partner Frontline Concrete was able to use the expansive pastoral site to cast their 65 board-formed sandwich panels for nearly all of the structure’s concrete walls.

Prodema Prominence

Jacoby explained how the building’s timeless feel comes through in simple materials—steel, concrete, glass, and an outer superstructure clad with a geometric-formed Prodema rain screen.

Wait. What was that last one?

Pronounced Pro-DEE-muh, Prodema is a manufactured wood material from Spain that offers unparalleled resistance to the elements as well as a warm and timeless architectural feature for the Weber Blackstone Global Headquarters.

Construction is best within a relationship of trust and understanding—materials included. R&O Construction had no prior familiarity with Prodema, which was further complicated by the product’s nine-month lead time, followed by an additional month of acclimation before installation.

“Jacoby felt very strongly about the product, even though we had our doubts,” Haymond said. The builders put their faith in the Jacoby Architects team, including Project Manager Kraig Wilkes, and a stellar trio of building envelope and steel trade partners who brilliantly combined to make the design pop.

The Hazel Matte-colored rain screen architectural feature is supported by 277 uniquely shaped and sized vertical trusses mounted to the board-formed concrete tilt-up walls. Haymond detailed how HA Fabricators delivered the highest level of precision on their steel fabrication scope, saying, “I can’t think of a single piece of incorrect steel delivered.” Steel Krest matched the precision in placing each part, where Haymond credited the Farr West-based firm for their deft execution in creating a superstructure that holds the panels away from the main structure with concealed fasteners on a rail system. These efforts set the table for Flynn Companies to install the rectangular panels for a fantastically unique 3D design, as Jacoby described, in which the building’s outer skin appears to be taking flight.

Board-formed concrete background cladding was created with various-sized cedar planks to continue the outdoor theme. Black glazing frames fade into the shadows of the building’s main forms, finding an enviable balance of striking and complementary.

“When you approach the building from far away,” said Jacoby, “it feels like it enhances the surrounding natural setting—like it belongs. […] Even though the background structure is board-formed concrete, the geometrically folded wings made of Prodema paneling make the building feel lightweight, as if it landed gently on the site.”

Interiors Come Alive

The backyard concept continues inside, “blurring the boundary where indoor ends and outdoor begins,” Jacoby said, detailing how the collaboration with Michelle Dunker Design perfectly blended natural and industrial elements.

The lobby is the most breathtaking example. Trees and plants rise from raw board-formed concrete planter boxes. Daylight from the curtain wall glazing and wood paneling on the walls and ceilings combine with cool industrial layers—blackened steel, charcoal-colored polished concrete floors—for the perfect balance.

Massing and forms continue the theme. The concrete collaboration stairs are topographical, with a layer of Douglas Fir sitting atop like a mountain tree line. Four geometric “boulders” serve as small collaborative or breakout spaces for an employee or two. These inverted cubical boulders are scattered throughout the common area, where the two on the ground floor seem like massive rocks dropped from the sky, plunging into the lobby’s dark, polished concrete floor.

Haymond described how boulders were constructed, noting that the shell was formed by aligning and assembling six-inch black antique tube steel frames. Frameless glazing encloses the room and provides a window inside the boulders, revealing interior tongue-and-groove wood. Alta Fire (fire protection), Cache Valley Electric (electrical), Carson Plumbing & Mechanical and Western Mechanical (HVAC) then routed their respective scopes under and into the boulders for full functionality.

Functional, Fantastic Office

From grilling and griddling through the years, Weber Blackstone certainly understands the truth that form needs function, and vice versa.

The new headquarters is a worthy example of the cause, supporting employees across a plethora of uniformly designed, job-specific spaces. The commercial kitchen adjacent to the ground-floor lobby and reception area offers employees discounted meals, where Chef John gives a tour of all their gadgets and prep areas that help feed up to 250 employees at the offices and the firm’s nearby distribution facility. The new HQ includes a test kitchen, a showroom, and outdoor kitchens, too.

Across two stories, work areas are supported by conference rooms, break rooms, and breakout spaces that continue the building’s warm yet industrial look and feel, where wood paneling, black metal features, and polished concrete reign. The structure even contains a first-floor indoor gymnasium with a basketball court, as well as a second-floor running track and fitness room.

Ownership requested a 40-foot-long expansion across two levels mid-construction for the company’s R&D teams. The change would allow Weber Blackstone to expand its operations to meet the internal growth during the construction schedule. Expansion added new features, new functionality, increased occupancy, and a way to diversify the firm’s program spaces.

Jacoby said, “It was an on-the-fly decision mid-construction between the owner, contractor, subcontractors, and architect seamlessly put into motion without any negative impacts to the existing construction scope.”

Weber Blackstone Continues to Fly

Inside or outside, what may have felt inevitable throughout the process—that Blackstone Products, eventually Weber Blackstone, would have the global headquarters of their dreams—only makes seeing the new space in person unforgettable.

As the merger between the two outdoor cooking standouts continues, the team on site, longtime Blackstone employees, said that this first build is part of a future campus for the growing company. Expect the outdoor cooking conglomerate to continue expanding the site with additional trails and backyard features, adding to the pathways adjacent to the river and the natural springs on site.

For now, many on the project team reminisce. Like Jacoby, who refocused the attention on the delicate balance struck in design: “It feels warm, cozy, and luxurious—while also feeling industrial and built for function.”

Or Haymond, who said, “Working with owners and the design team, it was a fun project. We put together an A-Team of subcontractors. […] it’s what makes it fun to work through the challenges,” he continued. “I can’t think of a single company I wouldn’t back.”

“It’s one of those projects that I’ll never forget.”

Weber Blackstone Global Headquarters

Location: 549 S. Highway 165, Providence, UT 84332

Square Feet: 86,000 SF

Levels/Stories: 2

Project Team

Owner: Weber Blackstone

Owner’s Rep: Colby Gill

Design Team

Architect: Jacoby Architects

Structural Engineer: TBSE

Mechanical Engineer: WHW Engineering

Electrical Engineer: Envision Engineering

Civil Engineer: Civil Solutions Group

Landscape Design: Ag-Trac Enterprises

Food Service Design: Jedrziewski Designs

Interior Design: Jacoby Architects, Michele Dunker Design

Lighting Design: Michele Dunker Design, Envision Engineering

Furniture: Michele Dunker Design, Interior Solutions

Construction Team

General Contractor: R&O Construction

Concrete: Frontline Concrete

Plumbing & HVAC: Carson Plumbing & Mechanical, Western Mechanical

Electrical: Cache Valley Electric

Drywall/Acoustics: K&K Drywall

Painting: Accent Painting & Specialty Coatings

Tile/Stone: Spectra Contract Flooring

Carpentry: RJP Construction

Millwork: Clients Design

Flooring: Wall 2 Wall Commercial Flooring, Stone Touch

Roofing: Redd Roofing

Glass/Curtain Wall: Flynn Companies

Waterproofing: Guaranteed Waterproofing & Construction

Steel Fabrication: HA Fabricators

Steel Erection: Steel Krest

Excavation: LeGrand Johnson Construction (Kilgore)

Landscaping: Waterscape Landscaping

New Trajectory for New Star

Wed, 25 Feb 2026 17:15:28 GMT

From a firm of union carpenter self-performers in 1986, Jeff Pettit and his team at New Star General Contractors look to summit new peaks as they continue building out the Wasatch Back and beyond.
By Taylor Larsen

Midlife crisis? Try mid-life calm for New Star General Contractors as the Salt Lake-based construction firm celebrates 40 years of building great projects.

As President Jeff Pettit sits in the firm’s conference room on the second story of the New Star office (self-performed in 1996), he reminisces on his 37 years there, as well as plenty of lore established when the firm emerged.

In 1986, carpenters Dave Love and Steve Williams were building a home for their boss’s lawyer in Salt Lake City’s Federal Heights. Their boss, Ranch Kimball, was the owner of Cannon Construction, and announced he would be closing shop later that year.

Love and Williams vowed to continue the good work, but under a new venture—New Star General Contractors. Based in Bountiful, New Star performed any small project or remodel they could, even venturing east to remodel an Episcopal church in Vernal. The two owners ran New Star from a “carpenter’s perspective”, Pettit said with a smile, “A good, honest trade.”

As employees gained a deep understanding of fieldwork and constructability, New Star self-performed much of the concrete, framing, and interior and exterior finishes, buoyed by a large pool of high-level union carpenters from Utah Carpenters Union Local #184, ready to build.

Pettit came aboard New Star in 1989, joining his father and uncle at the firm, two journeymen union carpenters, while he apprenticed as the company grew.

Early Years; Midlife Struggles

Pettit praised the foundation established by Williams and Love in New Star’s first decade, recalling how both owners worked as estimators and project managers as they sought to win work, while Treasa Love and Patti Williams, Love and Williams’ respective wives, ran accounting, billing, and payroll.

The firm was at the cusp of taking off when Williams passed in 1997, but Love and the few dozen members of the New Star team pressed on, working for Deer Valley’s former parent company, Royal Street, on projects like Royal Plaza and Goldener Hirsch Phase 1.

“Those projects helped put New Star on the map,” Pettit said.

Another foundational project was Peace House, a four-bedroom domestic violence shelter for women and children built in 1995.

“It was Dave’s way of giving back to the community,” said Pettit of the relationship between New Star and Peace House that has burned brightly ever since. Love joined the organization’s board of directors, and New Star built Peace House’s 40,000-SF expansion over 20 years later—a massive upgrade that delivered eight units of emergency shelter and 12 units of transitional housing for mothers and children. The project, a monumental community victory, eventually earned UC+D’s “Publisher’s Pick” award in 2019.

Company culture in those early years benefitted from the “New Star Band”, a six-member ensemble of New Star employees. Love, his office wall lined with a notable guitar collection, led the charge.

“Dave was a great musician and a great guitarist,” said Pettit of the culture- and relationship-building efforts of the New Star Band. “Anyone who knew New Star knew of the band.”

But it wasn’t all roses, as New Star’s union roots counted for little as the firm and many other general contractors battled trade unions in the early 2000s. Pettit recalled the picket lines that formed around their Salt Lake City office and their job sites.

As the Great Recession hit in 2007 and dragged on into the next decade, Pettit grimaced at how New Star laid off many employees as he, Love, and the remaining executives took massive pay cuts, following through on Love’s advice: “Keep money in the company, because there will be lean times.”

Building on Hospitality Prowess

New Star resumed its successful trajectory in 2012, leaning into Utah’s stalwart resort and hospitality market.

“Hospitality has been something that we’ve always been involved in,” said Pettit. The challenging nature of delivering mountain-town developments has been one that New Star has welcomed and wanted since 1986. The secret to success, he continued, “whether it’s trade coordination, deliveries, or scheduling—you really gotta be on it.”

The carpenter’s mindset of high-end finishes and attention to detail has kept their clients delighted, especially on the Snow Park Lodge Expansion, Silver Lake Lodge, Black Diamond Lodge, The Inn At Silverlake, and others in Deer Valley. Pettit said the resort has been great to work with throughout New Star’s 40 year history, especially with the opportunity to complete Phase 2 of the Stein Erickson Lodge—a project that the original founders of New Star, Williams and Love, worked on while at Cannon Construction in the early 1980s.

Pettit noted that his team won a project for the Deer Valley East Village developer, Extell, adapting to the massive learning curve required for multifamily sequencing to deliver four buildings totaling 400,000 SF and 402 units—The Residences at Pioche Village.

Further into the city, the firm completed Park City Resort Legacy Lodge and other developments, “and all up and down Park City Main Street,” with projects like 205, 632, and 692 Main Street, Parkwood Place, 820 Park Avenue, and Caledonian Town Lift.

New Star has also completed many golf clubhouses, cabins, and other buildings in luxury mountain developments like Tuhaye, Glenwild, Victory Ranch, and Skyridge.

Currently, the firm is working on many more projects in Deer Valley. New Star just installed a Sprung Structure—the massive, tension fabric structures used for indoor tennis and other sports—as Deer Valley Resort’s temporary skier services facility in the rapidly transforming East Village. This spring, the team will also start on 32 ski-in/ski-out condos, The Havens at Deer Crest, which Pettit said are a major draw in luxury developments. Ski Rail, a workforce-housing project for Alterra Mountain Group, is set to start in July.

Whether it is Peace House, Deer Valley, Tuhaye, Empire Pass, or the many other mountain resort projects New Star has completed, Pettit said, “I’m excited that we’ve cultivated these relationships and that they are still bringing us more work today.”

Pettit sees Utah in good shape as the state prepares to receive visitors and athletes for the 2034 Winter Olympics, saying, “The economy and the state are doing well, and the Olympics are exciting for our line of work.”

New Future for New Star

Pettit has been the full owner of New Star since 2024, purchasing Love’s remaining shares after acquiring 49% of the company in 2015. Sadly, Love passed away in July of 2025, but Pettit reflected fondly on his 30-plus years working with the New Star founder.

“Dave was always the brightest star in the room!” Pettit recalled. “37 years ago, he gave me, a carpenter at the time, the opportunity to move into the office where he had a profound impact on my personal life and career.”

Pettit, 62, gestured around the conference room, reflecting on all the work done across their domain in the Wasatch Back, and on a promising future, as he envisioned a succession plan for New Star and its 30 current employees: “This is the retirement plan.”

New Star is looking to increase its team and revenue by 20% each of the next five years, aiming to double both. It’s ambitious, Pettit said, “But I like to reach.”

Part of that growth will come from working within the framework and strategic plan developed last year. Longtime colleague and mentor Tom Case, Managing Principal at TCM Services, along with the rest of the executive team—Alicia VanHolten (CFO), Taylor Burton (Director of Project Development), and John Plyer (Director of Operations)—identified what is important to the firm and where New Star can improve to meet their growth goals. Once the new strategy was implemented, the team brought Kara Southwick aboard as Business Development Director to help New Star soar.

“We’re not looking for growth to become just a bigger company,” said Pettit. Instead, New Star is looking at growth as a chance to diversify their markets, build on old relationships and create new ones, and continue finding “good projects with good value”.

He hopes that, since the first generation of the company has retired, New Star can continue getting team members in the field as much as possible, “and promoting those in the field because they understand what to build. […] There should always be someone in management who knows how to build.”

“We started as carpenters and builders,” said Pettit, whose passion and respect for those in the field who build was evident in every word. “My first 25 years were about learning the job” as a carpenter, project engineer, project manager, and estimator. He continued, “The last 10 years have been learning to run a business,” he said. “And I love learning.”

Pettit was mentored and raised in the industry as a tradesman and businessman, and hopes to continue that ethos. With a new strategy in place, New Star General Contractors continues to shine, building on a legacy established across the Wasatch Back and beyond.

Sky High-End Club

Wed, 25 Feb 2026 16:36:03 GMT

Opulent, classy, and spacious, the dazzling new 34,000-SF Delta Sky Club—Concourse B offers a world-class hospitality experience, including a first-ever Digital Immersion Room.
By B. H. Wright

When it comes to classy sophistication, the sparkling new Delta Sky Club—Concourse B at Salt Lake City International Airport sets an incredibly high bar in both form and function.

The opulent 34,000-SF club—Delta's second at The New SLC—offers members myriad ways to relax and decompress from the rigors of travel, highlighted by the truly unique Digital Immersion Room.

Salt Lake-based HOK worked with Zenapptic of Novato, Calif., on the impressive display, which was designed with neuroinclusive principles in mind. The innovative space surrounds guests with seven expansive screens featuring aerial views of Utah’s iconic landscapes, including the state’s five national parks and cityscapes of downtown Salt Lake architecture. Synchronized natural soundscapes enhance the visuals, creating a calming, immersive, and four-dimensional experience. Velvet drapery, darker tones, and curved acoustic baffles further support the sensory environment.

As the only club in Delta’s network to offer this experience, Salt Lake City sets a new benchmark for innovation and traveler comfort.

"We wanted it to feel like a cocoon, a space you can get away from the hustle and bustle, even from what's going on within the club," said Sarah Oppenhuizen, Director of Interiors at HOK. The seven screens are tied into the speaker system, "so you're hearing birds chirping, or a plane flying by, or a storm rolling in. Zenapptic did a fabulous job of taking these scenes, images taken all across Utah, and splitting them into layers [...] that can move in a way that makes it feel like you are actually viewing that scene."

The material palette and lighting selections also reflect and amplify Utah’s natural beauty. From warm tones to reflective surfaces, every detail connects travelers to the spirit of the state.

The club itself is a diverse wonder of breathtaking spaces created from a highly curated and layered material palette. Each space was meticulously crafted into "neighborhoods" appealing to myriad client tastes and preferences.

There are eight specific ceiling systems, eight custom terrazzo blends, a dozen tile products, and dynamic specialty lighting—creating a refined ambience inspired by Utah’s diverse landscapes while maintaining the elevated experience synonymous with Delta's iconic brand.

The distinct neighborhoods highlight the club's supreme functionality supporting a robust 600-seat capacity—it's Delta's second-largest club after La Guardia in New York City—while maintaining comfort, intuitive circulation, and a soothing acoustical environment.

Larger-scale stone flooring with red accents evokes a natural hiking path while providing durability and ease of movement for guests with rolling luggage. Sound-absorbing properties are integrated into ceilings and select walls throughout the space to maintain a serene guest experience.

“Creating distinct neighborhoods gave us the flexibility to increase seating capacity without sacrificing comfort,” said Mishael Thompson, Design Lead at Delta Air Lines. “Guests can easily find a space that fits how they want to travel—whether that’s social, private, or somewhere in between.”

“The goal was to bring a true sense of place into the space without overwhelming the guest,” added Oppenhuizen. “By layering materials, color, and technology, we were able to reference Utah’s landscape in a subtle way while maintaining the timeless, hospitality-driven feel of a Delta Sky Club.”

Design elements on Level 2, which serves as the entry experience, incorporate cooler whites and blues inspired by a Park City winter, while Level 3 transitions to warmer reds and bronze tones that reference Utah’s caves and caverns. A signature seating area at the top of the escalators—featuring layered blue furnishings and a rippled metal ceiling—draws inspiration from the Great Salt Lake.

An expansive, curving bar is an eye-catcher—a unique reflective ceiling above with twinkling lights is a highlight that recalls the state’s copper mines. Blue-veined marble countertops in the space reflect crystal-like light fixtures reminiscent of stalactites, adding a sense of natural wonder.

Emphasis on High-Quality Finishes, Resort-like Feel

Maintaining the Delta brand is always a top priority for designers, and while explicitly branded elements in Delta Sky Clubs are minimal—primarily limited to the check-in area and select touchpoints—the broader brand strategy centers on elevating the airport experience through high-quality design, materials, and comfort. Branding is subtly expressed through a hospitality-driven environment that conveys both luxury and durability.

“We want all our guests to feel like they’ve just stepped into a high-end hotel lobby—not an airport,” said Thompson. “That sense of arrival, comfort, and quiet luxury is fundamental to how we think about the Delta Sky Club experience, and this project truly delivers on that vision.”

While program standards remain consistent across all Delta Sky Clubs to ensure familiarity, hub locations such as Salt Lake City provide opportunities to further elevate the experience through regionally inspired materials and design cues. This balance of consistency and localization reinforces Delta’s brand promise while allowing each club to feel distinctive and connected to its location.

The new club is larger than its sister Delta Sky Club in Concourse A—that one checks in at 29,000 SF. The expanded footprint provided opportunities to further elevate the experience through additional amenities, greater spatial variety, and a stronger emphasis on regional design elements while still maintaining consistency with Delta’s established Sky Club standards.

Attention to detail is a Delta hallmark, added Thompson, with high-quality finishes essential to the project's overall aesthetic. Achieving this level of quality required extensive coordination, including detailed submittal reviews to ensure each material and design element met Delta’s performance and durability standards. Attention to craftsmanship played a critical role in delivering a club that aligns with Delta’s elevated brand experience.

“Our guests notice the details,” Thompson emphasized. “From the durability of finishes to how materials feel and perform over time, quality was non-negotiable on this project.”

Collaboration, Communication Critical During Design Process

Oppenhuizen said the team visited a handful of Delta Sky Clubs, including Los Angeles (LAX), Phoenix (PHX), and Kansas City (MCI), to get a sense of the high-quality, high-end elements found in these exquisite clubs.

During design, with Concourse B under construction as part of the multi-phase $5.1 billion Salt Lake City Airport Redevelopment Program (SLC ARP), Delta requested that Level 3—the Sky Club level—be expanded from 19,000 SF to nearly 30,000 SF. While the SLC ARP team was able to accommodate the expansion, the request resulted in an overlap between base building construction and interior design development.

To maintain the schedule, the design team issued early coordination packages that allowed the base building contractor to complete essential infrastructure—including kitchen, restroom, bar and seat power systems—before the Sky Club construction team mobilized. This approach required close collaboration and rapid decision-making across all project partners.

“Designing while the base building was still under construction required a high level of trust and fast decision-making,” said Elizabeth Paredes, Technical Coordinator for HOK. “The early coordination packages were critical to keeping the project on schedule and ensuring nothing was compromised in the final design.”

From an interior design perspective, Delta’s core design principles of socialize, respite, focus, discover, relax, and journey are embedded in the club’s design and final construction. Guests can socialize at the bar, find respite in the immersion room, focus in one of the many phone booths, discover Utah’s beauty in the incredible views, relax by the fireplace, and take a journey through the state’s landscapes via the hiking path.

Familiarity with GC Leads to Smooth Construction Process

The project was delivered by Atlanta-based Holder Construction via CMAR, creating a collaborative environment among the contractor, subcontractors, owner, and design team. This delivery approach was essential in resolving complex details and executing the high level of customization required for the space, where nearly every element was thoughtfully curated for this specific club and location.

“The CMAR delivery method created a true team environment,” said Kenneth Dodson, General Manager of Corporate Real Estate at Delta Air Lines. “With so many custom elements, having everyone at the table early made a significant difference in solving challenges efficiently.”

From a tenant improvement standpoint, the process was especially smooth because the Holder–Big-D (HDJV) joint venture—the general contractor for SLC ARP—had completed core and shell work. That continuity meant the Holder team was familiar with the existing infrastructure, minimizing impacts to active concourse operations and allowing a strong focus on premium finishes and specialty detailing.

In addition, key Salt Lake-based subcontractors Archer Mechanical and Cache Valley Electric had experience working on the massive airport redevelopment and were proficient with the details of the mechanical and electrical systems, which Oppenhuizen said was a "huge advantage" that aided the construction schedule.

Due to the active airport environment, material deliveries were restricted to nighttime hours and required close coordination with Delta’s operations team. Large east-facing windows were temporarily removed to install a roll-up door and ramp for material access. These were removed approximately two months prior to TCO to complete interior finishes.

Ultimately, Delta Sky Club—Concourse B stands as one of the finest clubs in all of Salt Lake, not just at the airport.

"In a portfolio as broad as HOK's, this project is certainly meaningful," added Oppenhuizen. "The scale and the introduction of Delta's first Digital Immersion Room make it a special addition, but what really stands out is the collaboration behind it. It's a project we're proud of because it reflects what can happen when people come together to do something thoughtfully and well."

— Anna Katherine Daley from Delta contributed substantially to this article.

Delta Sky Club—SLC Concourse B

Location: Salt Lake City International Airport—Concourse B

Cost: $45,900,000

Delivery Method: Construction Manager at Risk (CMAR)

Stories/Levels: 2

Square Footage: 34,000 SF

Owner: Delta Air Lines

Owner's Rep: Corporate Real Estate (Kenneth Dodson); Delta Sky Club (Mishael Thompson)

Design Team

Architect: HOK

Electrical & Mechanical Engineer: HOK

Structural Engineer: HOK

Interior Design: HOK

Construction Team

General Contractor: Holder Construction Group

Interior Concrete: Suntec Concrete

Plumbing: Archer Mechanical

HVAC: Archer Mechanical, RM Chris Sheet Metal (subtier ductwork; sheet metal)

Electrical: Cache Valley Electric

Drywall & Painting: DAW Construction Group

Wall Coverings: Quirk

Tile/Stone: Wall 2 Wall Commercial Flooring, MLG Flooring (subtier tile)

Millwork: ISEC

Flooring: FW Specialties (terrazzo), Wall 2 Wall Commercial Flooring (carpet/resilient)

Roofing: Flynn (patching)

Glazing/Curtain Wall: Mollerup Glass (interior), Steel Encounters (exterior/curtain wall)

Misc. Steel: Intermark Steel

Food Service: Johnson-Lancaster & Associates

Ceilings: Golder

Fire Protection/Sprinkler: Fire Engineering Company

Custom Fireplace: Goodrich Chimney Services

Doors/Frames/Hardware: Unified Door & Hardware Group, Jensen’s Cabinets (custom restroom DFH)

Signage: YESCO

2026 Economic Outlook

Wed, 25 Feb 2026 16:16:46 GMT

Economists, industry leaders remain optimistic about the commercial design and construction market in the Beehive State, with moderate 1.5% growth expected.
By Bradley Fullmer

Dejan Eskic was blunt in his assessment of Utah's 2026 economic outlook during a January 13 presentation to the American Concrete Institute (ACI), Intermountain Chapter, remarking in his opening statement, "I feel like we're living in a season of the [television] show '24', where every episode, you're holding your breath."

Eskic, Sr. Research Fellow at the Kem C. Gardner Policy Institute at the University of Utah, was talking about geopolitics, specifically referencing the economic impact of the Trump Administration’s global tariffs after a year, and how economic outlooks are not so easy to predict when dealing with the potential impact of national and international factors.

"Part of talking about economics, it can get political," he continued. "I try not to be political about it, but it's hard to unravel the two, right? Whatever [information] President Trump releaes on whatever media platform has influence on the market. Tariffs really brought a lot of uncertainty and made the market very skittish."

Eskic said tariffs are his "least favorite subject, because we haven't had to talk about it for 100 years, and all of a sudden it's gone haywire—there's a lot of uncertainty with tariffs." He added that the Gardner Policy Institute will release a white paper detailing tariff impacts later this year.

Interest Rate Cuts Not Anticipated in 2026

The Fed did not cut interest rates at its first meeting of the year on January 28, and Chair Jerome Powell believes keeping the current rate of 3.5% to 3.75% is prudent, with stabilizing unemployment and inflation rates signaling a steady economic year.

"Employment rates have stabilized to the point where they're not forecasting a rate cut. I think they're anticipating steady rates between 3.5% and 3.75%," said Ryan Starks, Executive Director of the Economic Development Corporation of Utah. "Just having that predictability is the most important thing."

Home mortgage rates took a sharp dip in January, Eskic reported, from 6.8% to 6%, which is something "you pay attention to" considering it happened in just a few days. Steady rates mean developers know exactly what to expect and can determine whether or not to pull the plug on projects that have been paused while more favorable rates are seen.

Utah Expected to Have Moderate Economic Growth

Eskic cited the Gardner Institute's 2026 Economic Report to the Governor when announcing a slew of favorable projected stats that underscore moderate 1.5% economic growth, including:

• Steady job growth of 1.5%, including a robust 3.2% construction job growth (143,000 jobs);

• Rising average wages of 3%-4%, with some construction trades expected to eclipse 5% wage growth;

• Continued population growth, albeit at a slower 1.3% clip overall; Utah County led the way with 2.1% growth;

• Low state unemployment rate of 3.3% in 2025, significantly better than the national average of 4.4%.

While these numbers are down from peak totals within the past decade, they still portend a growing economy, with construction playing a vital role in the state's overall economic health.

AGC Optimistic for Another Solid Year

The Associated General Contractors of Utah (AGC of Utah) remains a steady voice for construction in the Beehive State, and its members "are cautiously optimistic about 2026, with the strongest confidence in infrastructure, power, and data-driven projects," said Joey Gilbert, AGC of Utah President/CEO, citing his association's record-level 700+ members statewide as an indicator of the health of the industry.

“Utah's biggest structural advantage is that it's still a growth state with strong population gains and job growth creation with durable demand for housing, commercial space, and public infrastructure," added Robert Spendlove, Chief Economist for Zions Bank. "We also benefit from a relatively healthy labor market and strong household fundamentals. Utah's unemployment rate (hovering around 3%) remains lower than the national average (4.4%), and wage growth has been running above the U.S."

That's not to say everything is peaches and cream, as job growth "has cooled compared to the post-pandemic surge," said Ken Simonson, AGC of America Chief Economist. "Contractors are still dealing with labor pressures, wages are expected to keep rising 4%-5%, and policy actions affecting labor availability could make staffing harder in 2026. At the same time, the national data show job openings have fallen, which is consistent with a market that's still tight in key trades, but less overheated than a year or two ago."

Gilbert agreed that construction labor in Utah has steadied a bit, saying "the labor market is still tight but stabilizing, with steady wage growth and increased focus on workforce development and retention."

There are other tailwinds in Utah's favor as 2026 begins. Spendlove said, "Utah's underlying economic fundamentals remain strong: population growth (about 1.5%) and employment growth (north of 2.0%) are still outpacing the U.S., which supports a steady pipeline of construction demand. “

Simonsen agreed that Utah remains a hot business market—yet again—to have another solid year. “Utah remains resilient. The opportunity set in 2026 looks best where demand is most durable—data centers, power, and infrastructure. Utah is well-positioned to compete [nationally] in those areas. Even with uncertainty, contractors are planning, not freezing. The main watchouts are financing conditions and cost volatility, but there's still meaningful work in the queue.”

Gilbert added, ”Utah's construction industry is well-positioned in 2026 due to strong economic fundamentals and sustained demand in key sectors.”

Demand Brisk for Data Centers, Infrastructure, Energy, Other Markets

Contractors and designers recognize the rapidly rising demand for data centers, and therefore, the energy to drive power-thirsty—not to mention water-thirsty—projects, and are positioning themselves accordingly.

Utah Governor Spencer Cox has "Operation Gigawatt" rolling, a 10-year initiative started in 2024 to develop new energy production across multiple power sources.

"It's absolutely essential that we get in front of energy," said Starks. "We're seeing that from a population growth standpoint, but also from a commercial growth standpoint. With more development taking place, somebody's got to take the lead, and we feel like Utah is well-positioned to be that leader. The Governor wants to double energy production as part of the 'Operation Gigawatt' initiative. Our approach to energy is an 'all-of-the-above' approach—natural gas, solar, nuclear, geothermal."

Gilbert said Utah's legislative leaders are keen to see Governor Cox's energy ideas come to fruition.

"Their priorities are energy production and reliability," said Gilbert. "Senator [Stuart] Adams believes the state that controls AI will control the world. AI demands power and a lot of it. [State legislators are] dedicated to making sure Utah has infrastructure and power resources. We're looking at energy resources, from nuclear to solar and everything in between."

Utah’s 2026 economic outlook is positive in part from transformational developments happening across the state, like the multi-billion-dollar Texas Instruments fabrication plant in Lehi, The Pointe’s mixed-use development at Point of the Mountain, and The New SLC Airport Redevelopment Program, which is set to complete its fourth and final phase later this year. (photos courtesy Richard Green, Don Green Photography)

Potential Achilles Heel: No Relief in Housing Costs

One major headwind threatens all the potential economic positives and happy news on the horizon for 2026 and beyond: truly affordable housing. The Gardner Institute’s report ranked the Beehive State as the ninth-most expensive in the U.S. based on 2024 median prices at nearly $550,000. Figures for 2025 place Utah amongst the 10 least affordable states to buy a home, with Salt Lake and Washington Counties among the most expensive in the state per median price.

"If you're in the buying market right now as a first-time home buyer, your choices are very limited," said Eskic. "If you look at apartment rents, they've gone down [or] they're relatively flat because we're getting more supply. We're seeing the supply and demand balance happening in real time."

While some estimates place Utah's housing shortage at 28,000 to 40,000 units, a recent study funded by the Utah Legislature found that more than 840,000 new homes will need to be built over the next 30 years to meet expected demand.

Governor Cox also set a goal of at least 35,000 new "starter homes" be built by January 2029, when his time as Utah's top politician runs out.

Utah Remains Insulated from National Trends

Eskic closed by saying that Utah continues to be an outlier compared to other states, in that no matter what is happening on a national level, the state keeps humming along, as if impervious to outside economic headwinds. Part of that is based on a thriving construction market, and several huge, high-profile projects that offer a true trickle-down effect on the overall building market.

"When you take into account projects [like the Salt Lake Airport Redevelopment], what's happening downtown, everything at [The Point], the Texas Instruments expansion […], then the [2034] Olympics, right? I feel like we have this bubble of economic growth happening [...] that no matter what happens nationally, we have so much demand and so much momentum going forward into the next decade," said Eskic. "There might be some choppy waters ahead, but you know, my advice is to just be prepared for anything and take advantage of it."

Like a Phoenix Rising

Sat, 15 Nov 2025 20:42:28 GMT

Sugar Alley emerges from the ashes, showcasing the extreme dedication of a project team to reimagine, redesign, and rebuild the 193-unit multifamily complex.
By Bradley Fullmer

Residents have access to a wealth of modern, high-class amenities: Check out this open-air rooftop patio with tasteful lighting, pool, and spacious hot tub—it’s party time! (all photos courtesy Kier Construction)

Late in the evening on October 26, 2022, the unthinkable happened when a four-alarm fire ripped through The Residences at Sugar Alley, a multi-family project in the heart of Salt Lake's Sugar House neighborhood, and gutted more than 80% of the completed building.

The devastation at the time was overwhelming, with the fire ranking among the largest in Salt Lake City's history. The effect on the project team was noticeable and, to a degree, expected.

"It was traumatic from a personal standpoint," said Clint Costley, President of Ogden-based Kier Construction, the general contractor that twice oversaw the construction of The Residences at Sugar Alley, with it ultimately opening this past April. "There were a lot of workers that struggled going back—we weren't able to use the same team. It was hard for some of them to process having to build it again.”

Paul West was the Project Manager for Kier, one of a few who stayed on board through an arduous 4.5-year process. For West, knowing the project’s history and what had been built previously "gave me assurance that we could build it again," said the 11-year Kier veteran. "There were a lot of hoops to jump through to get from original build to second build—demolition, insurance. I had never experienced it before, and I never want to experience it again."

He thoroughly understands the mental toll on someone who sees two-plus years of time and energy invested in a project literally destroyed overnight by fire.

"We're there from the very beginning of the project, from the conceptual stage all the way to finishing out and handing it over to the owners," said West. "It's where we spend 70 hours a week—it's our life for that duration of time. So, we take a personal interest, a personal love and care for projects."

Having West stay on board, along with as many of the previous subcontractors as possible, was crucial to Salt Lake-based Lowe Property Group (LPG), which assumed full ownership of the project post-fire, having bought out California-based Eight Bay Advisors, who had managed construction during the first build, with LPG leading design and entitlement efforts.

West described the post-fire process as "enlightening and eye-opening" and enjoyed the opportunity to "share my insight and help the developer and architect get through the process. Some of the subs we did bring back because they had availability and they were invested in the project as well."

Like a Phoenix Rising

The damage was thorough, toppling the eight-story project down to the original three-story concrete podium, which—remarkably—stayed mostly intact. The investigation and demolition process took until March 2023, at which point Kier began mobilizing operations and restoring the deck and performing other minor repairs, including some on compromised post-tension cables.

"Everything got scraped down to the concrete," said Pieter Berger, Principal-in-Charge for Irvine, Calif.-based MVE + Partners. "We actually did an inspection of the concrete with the structural engineer [...] there were one or two areas that got patched up, but overall, that was good."

Berger said Sugar Alley was the second major fire MVE has had to contend with in its history, on a project in San Francisco about a decade ago that was also close to being finished. Allegedly, a "rogue welder" didn't get paid and set fire to the building.

"In a weird way, we've gone through this before," said Berger, adding that a principal from his office worked on that previous project and was able to help with the process "because, sadly, he had lived it first-hand before."

Berger said of experiencing the Sugar Alley fire, "It was tough; we were punching units—getting to a point where, you know, units were getting done and we were signing off on them. The building was almost done when it caught fire."

By August 2023, the start of framing signaled that reconstruction was in full swing. "With the Lowe's taking over, it injected new life into the project," said West.

Splendid Atrium Space, Upgraded Finishes Add to the Project's Allure

According to Katie Heald, Design and Construction Manager for LPG, once Lowe assumed control of the project, it decided to raise an already high bar on thoughtful design and top-shelf amenities, with upgraded, higher-end finishes in all units, in addition to bumping up the number of units to 193—a mix of studio, one- and two-bedroom units within the $61.7 million project.

The upgrades were significant, said Heald, with GE Café appliances in bronze trim—a design accent used throughout the project’s finishes and details—waterfall countertops, and enhanced plumbing fixtures across the board, including touch kitchen faucets.

A signature feature of the project is Sugar Alley's dynamic atrium—a gorgeous, open-air area directly connected to the adjacent Hill's Kitchen restaurant, bringing life and energy to a true communal space. The atrium is an actual public easement space, another unique attribute of the project.

"We love the atrium!" said Heald. "What I enjoy most is seeing how comfortable people feel using it in so many ways—studying, working, meeting a friend for coffee, or enjoying food. It's a space that naturally invites people in and allows them to linger, which is exactly what we hoped for."

Heald said the success of the atrium is the result of thoughtful collaboration between lighting designer Kristine Paterno and Cactus & Tropicals plant shop.

"The lighting design, in particular, allows the atmosphere to shift beautifully with the time of day and the weather," said Heald. "You might expect a glass atrium to feel its best on a sunny day, but I'm especially looking forward to seeing how the atrium evolves at different times of year—I think it will become even cozier and more dynamic in autumn and winter as the seasons change."

Heald said raising the quality level throughout the building was highly important to LPG owners Ben and Alex Lowe, and that the opportunity to build it a second time helped them make strategic improvements.

"I think the nature of doing something twice is that you want to improve on it," said Heald. "When the fire occurred late in the project, we had already started to see the spaces take shape. That gave us a unique perspective—we could see how the design was being executed and envision how to evolve it further.

Because the design was already so far along, it was easier to identify opportunities and introduce special details during the re-envisioning process, and Steven Rosier at MVE and our equity partner, Ascentris, really embraced this with our team."

LPG refined details, strengthened spaces that hadn't reached full potential, and raised overall quality, with an expanded amenity package that includes conference rooms for remote work, an expansive, modern gym with top-shelf equipment, a spa with top-of-the-line infrared sauna technology, a cold plunge pool, a sweet outdoor pool/patio, a treatment room with optional massage therapy, and scintillating rooftop deck areas with sweeping views of the Wasatch mountains.

"In the end, it was about turning a setback into an opportunity to create something even better than originally planned," added Heald. "On every project, we carry forward a list of lessons learned, and Sugar Alley was able to benefit from those insights mid-build. That experience continues to inform how we refine floor plans, consider quality-of-life features, and approach the design of future projects."

Heald was impressed by how MVE and Kier responded to their needs and put aside the drama of the fire to deliver a world-class building.

"Both MVE and Kier were excellent partners," said Heald, "but what stood out most was how well they worked together. MVE created a strong rapport with Kier's on-site team, which made problem-solving, [especially when unique challenges arose from the fire and rebuild], far more efficient and collaborative.”

This collaboration likely influenced LPG's decision to hire MVE and Kier for its next project, a massive mixed-use development called Silo Park, which sits directly west of The Post District and will include an eye-popping 740 residential units, a boutique hotel, and significant retail and restaurant space.

“When design and construction are aligned like that, challenges get resolved quickly, decisions come easier, and the entire process runs more smoothly. That team chemistry truly elevated the project,” said Heald.

Not only was the project elevated—like a phoenix, it literally rose from the ashes.

The Residences at Sugar Alley

Location: Salt Lake City

Start/Completion: September 2020/April 2025

Cost: $61.7 million

Delivery Method:

Stories/Levels: 5 stories over 3 parking levels

Square Footage: 210,362 sq. ft.

Owners: Lowe Property Group, A scentris , Eight Bay

Design Team

Architect: MVE + Partners, Inc.

Civil Engineer: McNeil Engineering

Electrical Engineer: AME Design Group

Mechanical Engineer: AME Design Group

Structural Engineer: Dunn Associates

Geotechnical Engineer: AGEC

Interior Design: Lowe Property Group

Landscape Architect: Loft Six Four

Construction Team

GC: KIER Construction

Concrete: Climb Concrete

Plumbing: Robert W Speirs

HVAC: MJ Mechanical

Electrical: Knight Electric

Masonry: Thueson Masonry

Drywall: Quality Drywall Specialties

Painting: Kieth Pulham Painting

Tile/Stone: Act Tile & Stone

Millwork: Oakler Interiors

Flooring: Designteam

Roofing: D-7 Roofing

Glazing/Curtain Wall: AL2, Inc

Waterproofing: C&R Coatings

Steel Fabrication: Essency Iron Works

Steel Erection: Rightway Steel

Excavation: Cazier Excavating

Precast: New Cast Stone

Landscaping: Waterscape

Demolition: Cazier Excavating

Mission In Progress

Sat, 15 Nov 2025 20:01:52 GMT

Operation Gigawatt is a year in the making, but how will Utah’s power sector respond for calls to double the state’s power production by 2034?
By Taylor Larsen

Steve Green is out in McCornick, Utah.

Where is that? And what’s near McCornick?

“Nothing,” joked Green, the Sr. Vice President for Wheeler Machinery Co. While he may be far from even the smallest of small towns, with Holden and its 492 residents 13 miles away, he’s close to the site of a major development in data center technology. Isolated on the western edge of the Sevier Desert, the Joule Data Center will also be isolated from the grid—by design.

Operation Gigawatt Rolls On

Green is one of many energy and power professionals hoping to double Utah’s power generation capacity by 2034 as a part of Operation Gigawatt, an initiative launched by Utah Governor Spencer Cox in October 2024.

Utah has long been an economic growth leader; Operation Gigawatt aims to make Utah a power player in energy development by increasing transmission capacity, increasing energy production, strengthening policy, and investing in energy innovation.

While Governor Cox’s Operation Gigawatt moves forward statewide, out in McCornick, Green said, “We’re doing operation gigawatt and a half off grid.”

The Joule Data Center project team will deliver “In-situ power generation”—power not connected to any electrical distribution or transmission system. It starts with Caterpillar G3520K reciprocating generator sets that produce 1.5 gigawatts of electricity. Waste heat and exhaust from the generators then move through an absorption chiller system as part of the overall systems combined cooling, heat, and power (CCHP) solution, providing much of the water required to cool the data center servers.

Beyond the electric power to be generated for the Joule project, there will be 1.5 gigawatts of thermal energy and 1.1 gigawatts of available battery storage to meet the data center's peak electricity needs.

Added Green, “And we’re not taxing the local utility grid.”

Isolated or Community Power?

The massive power capabilities delivered there are impressive, but they reveal a troubling trend in how Utah will double its power generation capabilities. Will it be from well-funded companies looking to power data centers and AI technology separate from the grid? Or will Utah fulfill the mission of Operation Gigawatt by creating power solutions accessible to all?

According to Troy Thompson, Chief Operations Officer for Big-D Companies, power generation is about more than supplying data centers.

“In my mind, how do we build a billion-dollar hospital downtown that needs ten megawatts of power?” he said, referencing Intermountain Health’s future downtown Salt Lake campus, “let alone the data centers, and manufacturers who we are hoping that will come here?”

Ten megawatts of power may pale in comparison to what data centers require, but it is one of many projects seeking regulatory approval to move forward. The Utah Inland Port Authority, the Economic Development Corporation of Utah, and others continue to drive projects and jobs into Utah—data centers, too. But Thompson said he has heard from many potential clients who are hesitant to bring their energy-intensive projects to the state without firm guarantees of available power.

Operation Gigawatt and state leaders have embraced an "all of the above" approach to energy sources, extending the design lifespans of coal plants, embracing new technologies and power sources, and developing new power-generating capabilities. While the industry is willing, the operating environment needs rewiring to meet state goals.

Changing for 21st Century Needs

“With as hot as the Utah market is,” began Eric Haslem, “there are too many obstacles for us to overcome.”

The market may be ready to ramp up production, said Haslem, Chief Operating Officer for Vernal-based utility and heavy civil contractors BHI, “But the current system can’t handle it. We have this massive web of transmission and distribution infrastructure that was not designed or built for the power demands of the 21st century.”

“In 1970, they didn’t know what a smartphone was,” Haslem said, “let alone AI.”

Transmission projects have been developed. Rocky Mountain Power/PacifiCorp’s Energy Gateway South transmission line—a 416-mile, high-voltage 500-kilovolt transmission line that runs from Mona to Medicine Bow, Wyoming—certainly helped when it went live in 2024. Still, it's just one project amidst a plethora of needs. Haslem stated that Utah's growth over the last 10 years meant a large majority of the transmission line's capacity was accounted for when it went live. .

The natural gas-fired turbines pictured here will be critical in delivering both “in-situ” and grid-ready power required by Operation Gigawatt.

Managing Regulatory Challenges

In response to these and other challenges, full service experts are emerging.

Thompson said Big-D Companies created Big-D Power Solutions in late 2024, a turn-key solution for energy-intensive projects. They align a consortium of developers, financiers, and energy experts to develop the project, finance the on-site power development required, and then build the infrastructure.

Price-based Castle Gate Engineering follows a similar, full-service business model, backing up its efforts by maintaining the energy systems it develops. Business is good in this arena, but it could be much better through regulatory changes.

“Before you begin any project that can connect to the grid,” began Brok Thayn, Chief Executive Officer of Castle Gate Engineering, “there must be a study to see that the grid can handle either the generation or the load.”

For those looking to use power from utilities such as Utah Associated Municipal Power, Utah Municipal Power Agency, Deseret Power, and Rocky Mountain Power, the answer seems to be "wait and see."

“We've had projects sitting in the queue for up to eight years,” said Thayn. “You lose a lot of projects and a lot of capital when you can't get a project through.”

The regulatory environment is improving. S.B. 132 Electric Utility Amendments, which, among other provisions, established alternative processes for large-scale power users (100 megawatts or more within five years) to obtain power outside of the utility, should the utility not be able to meet that demand without significant investments.

Thayn reported that certain utilities have also changed their approach by shifting from “first-come, first-served” to “first ready”, prioritizing interconnection requests from those with financial commitments and site control to generate the power required. Under the new rules and regulations, a current Castle Gate Engineering project, one under study for three years and projected to complete by 2032, is set to be completed by 2027.

Is it that bad?

“The [power] supply is so low and the demand is so high,” Thayn explained, that power quality is growing more critical to their clients. He explained that wildfires and the subsequent power restrictions imposed by utilities during disasters make brownouts more likely than ever before. It seems Californians aren’t the only thing migrating to Utah—power issues are migrating this way, too.

“I think that [Utah electric utilities] have done a good job of trying to let customers have choice,” said Thayn, specifically crediting the utilities for their work to bring about more renewable power and filtering through a massive amount of projects. Those efforts are complicated as utilities are required to maintain rates and would rather have the developer take the risk in bringing additional power to the grid.

The Nexus of Capital, Expertise, and Procurement

Legislation and policy continue to evolve, but traditional capital will remain sidelined until the sector stabilizes. Even if capital is willing to invest, the relative novelty of power development creates hesitancy as the project moves ahead.

“It’s not that these power developments are overly complicated,” said Renee Swinburne, Chief Business Officer for Castle Gate Engineering, “but power systems are different than traditional building developments, and power systems require monitoring and care to ensure they’re working at optimal levels.”

But the people capable of building and maintaining such systems are, much like Utah’s available electrical power, dwindling.

"We're lacking in that area," said Bryce Fowles of the shrinking pool of power experts at every level—engineers, electricians, linemen—capable of helping Utah complete Operation Gigawatt. Fowles, Castle Gate Engineering's Chief Operations Officer, said the industry is playing catch-up after decades of investment and education in electrical engineering shifted to the microchip and data processing sector, away from power generation.

It's getting better; the Utah Legislature approved higher education funding for energy-related programs, some of which are coming to Utah State.

“Schooling helps,” Fowles concluded, “but there is a bigger lack of experience, and if we don’t remedy that, we’re going to lose quite a bit of momentum.”

The job market can (hopefully) remedy the dearth of expertise. Regulatory timelines, on the other hand, need a surge of political support, especially if developers are willing to sign off on millions of dollars’ worth of large, specialized products that require at least 12 months of lead time.

Green and the Joule project team received the go-ahead to purchase generator sets, controls and switch gears, emission control systems, battery energy storage, absorption chillers, cogeneration equipment, logic controls, and more—mostly from US-based manufacturers. Joule and their partners aren’t the only ones willing to sign off on approved power generation projects.

“We’ve heard from so many firms that want to deploy capital to the energy sector,” said Haslem.

“Developers are wanting to get in and stack capital.”

The Future of “All of the Above” Energy

As more energy-intensive projects seek the Beehive State, Thompson said the “all-of-the-above” approach to power development is bearing fruit, with new sources coming online. He spoke about future biofuel production coming to Fairfield, capturing methane at the Intermountain Regional Landfill and turning it into electricity.

The sun still shines on solar, with Haslem saying the Intermountain West remains a prime spot for solar development. He has also been seeing significant growth in engine-driven power from natural gas-fired turbines —especially to meet the enormous power needs of data centers.

For Castle Gate Engineering, many of their clients have corporate goals to consume environmentally conscious power, lower overall energy costs, or keep their facilities fully powered during power drops. Swinburne said they mirror the state’s “all of the above approach”: developing solar and other on-site power generation; assisting traditional power plants with innovative automation; interconnection, transmission and power analysis solutions; and battery storage.

The sources mentioned previously account for around 98% of Utah's power mix, but not for long.

Across the border in Wyoming, nuclear reactor designer TerraPower broke ground on its first Natrium reactor project in 2024, with plans to deliver 345 megawatts at base output, and storage technology can boost the system's output to 500 megawatts to meet peak demand.

Back in the beehive, TerraPower signed an agreement with developers at Flagship Companies and the Utah Office of Energy Development to jointly identify and assess Utah sites for a potential advanced nuclear plant. Preliminary site recommendations should arrive by year’s end.

Operation Gigawatt and federal support are welcome to help geothermal energy production utilize the estimated 10 gigawatts of untapped capacity in Utah. The Department of Energy gave the Frontier Observatory for Research in Geothermal Energy (Utah FORGE) a $218 million research grant and $80 million in additional funding for the observatory to develop, test, and optimize the methods and techniques required to develop enhanced geothermal systems (EGS) resources and make geothermal energy possible anywhere.

The Journal of Petroleum Technology reported two breakthroughs in 2024. Utah FORGE injected water from one hydraulically fractured well, where over 90% of the produced water recovered at the production well reached geothermal-ready temperatures around 370°F. The second came from nearby Cape Station, a multiphase EGS run by Houston-based Fervo Energy. Two enhanced geothermal flow tests produced over 10 MW of electricity. Plans call for Cape Station to begin supplying up to 90 MW of grid power by 2026, with 400 MW contracted and set to be supplied by 2028.

Future Outlook

While new technologies emerge, each of these power players and their teammates field calls to build the infrastructure to meet their respective power demands, and, in the process, Operation Gigawatt.

“This is a highly political item right now,” said Thayn. “And instead of making a political statement, legislators need to understand the math and the physics behind how we will double our power.”

If capital, expertise, and innovation combine to double Utah's power production by 2034, state leaders will need to learn and align to create an environment where investment feels safe to enter. With that level of consistency, professionals like those interviewed can work together to develop solar, natural gas, geothermal, and nuclear energy sources—all of the above—to revitalize our grid and ensure Operation Gigawatt is a success that actively meets our future power demands.

Battery storage, like that being installed here, is essential for flexible power generated from sources whose energy production fluctuates, like solar panels and wind turbines.

One-Stop Shop

Sat, 15 Nov 2025 19:38:36 GMT

The new $36 million USDC Comprehensive Therapies Building offers myriad services within one facility for individuals with extreme physical and behavioral health challenges, enabling them to lead independent, authentic lives.
By Milt Harrison

And the King shall answer and say unto them, "Verily I say unto you, inasmuch as ye have done it unto one of the least of these my brethren, ye have done it unto me."—KJV Matthew 25:40

From a social and community impact standpoint, few projects match the value to disabled and special needs individuals as the new Utah State Development Center (USDC) Comprehensive Therapies Building in American Fork.

The $36 million, 65,000-SF facility was designed as a "one-stop shop," said Joe Jacoby, President of Salt Lake-based Jacoby Architects, whose team led the project’s design. It consolidates and modernizes myriad services under one roof, including physical therapy, occupational therapy, recreational therapy, speech, language, and hearing resources, and behavioral health resources. In addition, the new building offers full-service medical and dental clinics, an indoor therapy pool, an Autism treatment wing, and workshops for life skills and vocational training—all geared to helping people live independent, authentic lives, while striving to reach their full potential.

"This building was very much about accessibility," Jacoby said, "and putting in many different types of resources for these residents—all in one building."

Jacoby's firm has significant recent experience in projects that combine education and healthcare for people with special needs. The firm's design of the Sorenson Legacy Foundation Center for Clinical Excellence in Utah State University's College of Education and Human Services earned UC+D's 2016 Most Outstanding K-12 Project.

Two years later, the firm earned another UC+D award for the C. Mark Openshaw Education Center for the Utah Schools for the Deaf and the Blind, a project similar to this one in that it contains an array of services, including education and therapy for varying levels of sensory, behavioral, physical, and cognitive abilities.

"We've been working on different [design] aspects for many years, starting with a deaf preschool, which led to working with the Utah Schools for the Deaf and the Blind," said Jacoby. "With that came many other sub-specialties, like therapy for behavioral issues, cognitive issues, development disabilities, and even speech, language and hearing clinics. It helps people with a variety of disabilities and serves an underserved population of people."

The facility includes a full-size basketball court and spacious, well-designed public areas, with drought-tolerant landscaping adding to the aesthetics. (top left, center photos courtesy Jacoby Architects; exterior photos by Paul Richer, courtesy Layton Construction)

Life Skills Apartments, Vocational Training Allow for Growth, Functionality

A fully furnished, residential-style space enables residents to practice daily living activities such as cooking, cleaning, and personal care in a safe, supportive environment that fosters greater independence. Alongside it, a vocational training room provides hands-on opportunities for residents to develop job skills—such as crafting, assembly, or customer service—to prepare them for meaningful work and community engagement.

The building's design aimed to foster a positive, healing atmosphere rather than a traditional institutional feeling by dynamically forming site plan, floor plan, and building sections with angles, notches, and volumetric stepping to embrace natural light and playful forms throughout every space. The chosen exterior materials, with walnut and oak tones, resemble the warmth and coziness of a “Hope Lodge”. The interior materials, colors, and textures utilized color theory to create a healing environment with warm wood tones and an array of soft blue and teal tones.

An outdoor sculpture garden with playful, uplifting designs—including animals and musical elements—offers visual interest and a connection to the outdoors. The site includes xeriscape art gardens, stormwater retention basins, and accessible pathways.

The indoor natatorium therapy pool is one of the stars of the facility. Beyond ADA changing areas and support spaces, a customized lift mechanism with a built-in ramp and rail system accommodates residents with severe accessibility and mobility issues, allowing staff to safely hoist residents in and out of the pool. Mechanical systems maintain a warm environment (both water and humidity) and prevent room humidity from impacting other parts of the building.

The gymnasium is another great amenity, with an attractive regulation basketball court that opens to the physical therapy room, which features state-of-the-art equipment. Both spaces offer sweeping views of the Wasatch Mountains to the east.

On-site medical and dental facilities provide optimal healthcare for residents, with an adjacent port-a-cochere for ambulances, offering urgent care, diagnosis, treatment planning, and preventative care.

Jacoby, with extensive experience designing facilities for people with disabilities, said a project like this brings out the best in design and construction team members, where everyone involved realizes its importance to those with overwhelming physical and mental challenges.

"There is a direct correlation with the architecture assisting people with their needs," said Jacoby of both the aesthetics and functionality. "You see [previous] spaces that they were operating in, and most of them were inadequate. We find opportunities to help [residents] through the use of design, furniture, [and] appropriate colors, and there is an immediate [positive] result that is enhancing their lives the second they move in. That's pretty cool, not only for the architect, but the contractor and even the subcontractors. I feel like the whole team gets on board with an attitude that we're doing something special that makes their lives better."

The natatorium is an important amenity, replete with a customized lift mechanism to accommodate residents with severe mobility issues. (photos courtesy Jacoby Architects)

Utah State Development Center

Comprehensive Therapies Building

Location: American Fork

Start/Completion: November 2023/August 2025

Cost: $36 million

Delivery Method: CMAR

Stories/Levels: 1

Square Footage: 65,000 SF

Owner: DFCM

Design Team

Architect: Jacoby Architects

Civil: Meridian Engineering

Electrical: Envision Engineering

Mechanical: WHW Engineering

Structural: TBSE

Geotechnical: GSH Geotechnical, Inc.

Interior: Jacoby Architects

Landscape: Landmark Design

Construction Team

General Contractor: Layton Construction

Concrete: AK Masonry & Concrete

Plumbing: **

HVAC: **

Electrical: Copper Mountain Electric

Masonry: IMS Masonry

Drywall: CSI Drywall

Flooring: Town & Country; Croft-Beck Floors

Roofing: Superior Roofing and Sheet Metal

Glazing/Curtain Wall: Linford Contract Glazing

Waterproofing: Insulation from Hale

Landscaping: Western Meadows Landscaping

Demolition: TID Inc

Pool: CEM Aquatics

Built Different

Sat, 15 Nov 2025 19:16:04 GMT

Thoughtful design and construction of the newest building for USU's Jon. M. Huntsman School of Business provides students and faculty with a beautiful, mission-driven home.
By Taylor Larsen

On a fall tour of Utah State University's (USU) Carolyn & Kem Gardner Learning & Leadership Building (Gardner Building), students and faculty are hard at work on a late Tuesday afternoon.

Getting here, where USU's business school students could thrive, was a long time coming. The University commissioned the Gardner Building to meet a new mission for the school outside the traditional knowledge acquisition and transfer for which USU has excelled since its founding in 1888: Giving students a differentiated experience they cannot get anywhere else.

Purpose Revealed

Frank Caliendo, Senior Associate Dean of the Huntsman School of Business, said that the new building is the third and final piece of the business complex, "a realization of the longtime vision of Dean Douglas Anderson, the driving force behind the school's transformation, to meet the needs of students for generations to come."

Caliendo, a longtime Aggie (USU BS, '98; PhD, '03), said that, even after the opening of the George S. Eccles Business Building and its faculty offices and classrooms in 1970, growth in business courses eventually outpaced the school's capacity. Jon M. Huntsman Hall's 2016 opening broke the campus bottleneck, with classrooms and other spaces dedicated to business school participants.

"But we still needed space for our centers and experiential learning programs," Caliendo said, of the importance of collaborative spaces and differentiated experience for the five programs (see page XX) that would call the Gardner Building home.

The design intent for this final piece wasn't a re-creation of Huntsman Hall, Caliendo said of the initial message to MHTN Architects, "But it does need to rhyme with Huntsman Hall."

Working within a Busy Environment

The first order of business was siting the building just east of the other two business school structures. Stan Burke, Project Manager for Jacobsen Construction, said the Gardner Building was part of a trio of projects that included Ridge Point Hall and a parking garage—three Jacobsen-led projects that utilized the same construction corridor as construction commenced from

"An active campus is difficult enough," said Burke of the challenges of simultaneous construction, which required constant coordination amongst the three teams, made a tad easier as they shared a job trailer. "We had to stay cognizant of the school's activities and coordinate with them so that everyone was aware of what we were doing."

Coordination went from important to critical, with the three teams meeting daily to discuss coordination and scheduling material and equipment deliveries in 15-minute intervals as the respective construction teams worked on each of the three structures.

The large balcony (pictured left) on the third level overlooks Logan Canyon, connecting students and faculty to the beauty surrounding the Utah State University campus. The Gardner Building required stellar coordination between design and construction teams to deliver its unique exterior of metal paneling, glazing, and masonry elements (right, both images courtesy USU).

Choosing Mass Timber

Coordination was critical in design, too, with MHTN suggesting a mass timber build—a first for USU and Utah's public universities.

Mass timber use in commercial design and construction is growing, well, like a tree. Woodworks Innovation Network has tracked 2,598 mass timber projects in progress or built nationwide as of September 2025. Baltic Pointe in Draper is one such project—five stories of cross-laminated timber columns and beams—and signaled the arrival of mass timber to Utah's commercial scene.

But what would the material look like in an institutional setting? One more constrained by budgetary demands?

"Architects brought us that idea—we had never heard of it," said Caliendo of bringing mass timber to USU's flagship campus. "But we listened."

He credited Ryan Wallace, MHTN Principal and the firm's Director of Planning & Urban Design, for playing the role of educator and tour guide, taking Dean Anderson and others to see the aforementioned Baltic Pointe before flying out to Seattle to tour Founder's Hall at the University of Washington.

Darah Jakab, MHTN Associate Principal, said that mass timber's unique look and feel required full buy-in from end users and facility maintenance to pursue, especially as USU's first experience.

"They have to love it," she said. "And they did."

Executing the Hybrid Design

USU chose a hybrid design, with mass timber accounting for 40% of the building in front-facing and gathering spaces. The remaining 60% would be a steel structure for a differentiated experience for the project team and those who would eventually use it.

Burke said MHTN's willingness to include Jacobsen early in the design phase fostered a collaborative environment for owner, architect, and general contractor.

Early visioning sessions, conversations during schematic design, and consistent site visits ensured the project stayed true to design, feasibility, and budget. The MHTN team said the project required the most renderings that they had ever done.

For their part, Burke said construction teams spent six weeks modeling the hybrid structure, crediting steel trade partner D&D Welding and mass timber consultants at TimberLab for ensuring both materials would meet their respective tolerances for a successful structure.

Burke said D&D Welding's efforts to tie in their steel scope to the mass timber components of the build made them standout performers on the job, especially preparing the steel learning stair to receive its timber finishes.

"[D&D Welding was] great to work with and quick to figure out good solutions," he said. One solution was to bring the learning stair's supporting steel structure through the courtyard-facing storefront in pieces instead of fully assembled, erect it inside the nearly completed building, and install wood cladding on and around the stair feature. Burke said D&D Welding's efforts, combined with precision millwork from Clients Design, ensured the beautiful timber elements and a grand entrance into the Gardner Building.

Naarah Kristensen, MHTN Project Architect, said the hybrid approach allowed the design team to eliminate any utilities that weren't necessary per code and life safety. Plans involved running infrastructure along specific corridors outside of the mass timber and creating "designed" areas where the electrical features could run in the slab and then punch through the wood below. She credited Salmon Electric as a solid collaborator, laying out the pathways and mockups and following the designers' vision to keep timber front and center.

"Of all the timber buildings I've been to, I've never seen a ceiling as clean," she said, praising the efforts of the entire project team for pulling off such a stunning feat. She explained how the design team performed extensive upfront modeling with their MEP consultants and worked with USU facilities personnel to achieve a "next level" design layout, ensuring Jacobsen and their trade partners could construct the building per the design intent. Specifications and drawings carried extra layout plans and requirements for shops and mockups before cutting into timber. "The construction team did an excellent job meeting this requirement."

Exceptional craftsmanship resulted in an interior that provides an immediate warmth upon arrival. The magnificent wood features—White Oak-covered learning stair and Douglas Fir mass timber ceilings and columns—are daylit by west-facing windows to frame the two floors of timber in all their biophilic beauty.

Staying True to Place

The climb to the second floor takes students and faculty to a resplendent view of "Dare Mighty Things," a five-panel art piece from Utah artist Abigale Palmer that depicts nearby Mount Logan. The art's colors—sky and grey sea blue, salmon pink, deep pine green—are present in additional artwork from Palmer and throughout the building.

Julie Braam, MHTN Senior Interior Designer, said, "Infusing the building with color was a departure from many of USU's buildings, but they were open to bringing in a lot of colors inspired by Logan Canyon and Cache Valley."

Caliendo was effusive in his praise of the communication from interior designers to readily share color swatches and fabric samples with Palmer, allowing her to create pieces that stun in their cohesiveness with both building and location.

Jakab said that colors, mass timber, and art combined to bring character and identity to the building and the five programs housed within it. "Not only is it biophilic, it gives you the feeling of hiking up Logan Canyon with the light filtering through the tree canopy."

Tales Brito, MHTN Project Architect, spoke about the strategy behind their window design to create the dappled-light effect, a critical design element given the site's challenging solar orientation from the building's elongated north-south axis.

"The massing of the building and the size of the floorplate reinforces the idea that we want as much daylight coming into this building as possible," said Brito, mentioning how he and MHTN teammates conducted light studies and worked hand in hand with USU to thread the needle and ensure programming could maximize daylighting benefits and capture the breathtaking views out to campus and stunning Cache Valley vistas. The design team called for trellises and solar shading on the south side and off-pattern vertical windows on the west side to let the sun work its magic while minimizing the harsh heat gain of active daylight.

Jacobsen Superintendent Chad Osborne matched the thoughtful design with a willingness to combine the unique window pattern—an equally unique pattern of differently sized metal panels—and masonry at the ground level to create an exterior that "rhymed" with Huntsman Hall.

"I don't think they could have designed a more difficult exterior," Burke laughed. "And it's magnificent. It required so much from our subcontractors and our superintendent, but those challenges are what make this work fun."

“Of all the timber buildings I’ve been to, I’ve never seen a ceiling as clean,” said Naarah Kristensen, MHTN Project Architect. She credited Salmon Electric as a solid collaborator that laid out the pathways and mockups for the electrical systems, following the designers’ vision and featuring the mass timber in its fullest on both the first (pictured right) and second floors (pictured left, both images courtesy Kyle Aiken Photography).

New(est) Home for the Huntsman School

Windows, views, mass timber, and paintings—all are great—but what about the student experience?

Braam said the message the MHTN team heard loud and clear was two-fold: First, the Gardner Building needed to be "a place for doing" that could match the energy of business school students. Second, a place for students to "see and be seen."

Design achieved the first mission with aplomb, as each mass timber and color element joined a plethora of spaces and an array of furniture supplied by CCG for solo students and collaborative cohorts. Enclosed study nooks, open spaces, conference rooms, and gathering spaces vary across the Gardner Building’s three floors, with equally varied furniture—high top tables, couches, lounge chairs, and more—providing students with the canvas to work their scholastic magic. Curvilinear forms in the walls, floors, and ceilings meander and add visual intrigue, aided and abetted by color splashes that hearken to the natural surroundings.

Caliendo spoke highly of how design-oriented faculty offices hug the building exterior, encasing student areas like a cocoon. Interior office windows bring visual accessibility and allow mentors to open their doors and spill out into the learning environment. Some "offices" in that cocoon are private study rooms for students to use for job interviews, video calls, or head-down sprints to finish their next project.

"These porous spaces facilitate a lot of different types of learning," said Jakab. Perhaps, more importantly, "This building gives them a wellness factor for students to flourish, knowing that they have a home here."

The constraints Caliendo remembered from years ago are a relic of the past. Even with a confluence of five programs, each has a dedicated, differentiated home in the Gardner Building.

The "see and be seen" element came to life during the tour. Two students in the Huntsman School's Analytic Solutions Center program, Ryan and Owen, excitedly spoke about their ongoing projects. Ryan was working on a software solution that would allow residents in his home country of Rwanda to instantly access the country's prepaid electrical grid system from a smartphone. Owen showed off his AI-optimized system for project management and efficiency, which he hopes to fine-tune and distribute to others as they seek to build on their own ideas.

We're sure to see these and more great ideas from students hard at work in the Gardner Building, one designed to be different; dedicated to elevating those who will make a difference.

The Long and Winding Road

Sat, 15 Nov 2025 18:57:28 GMT

As Lloyd Architects marks 25 years, the husband-wife team of Warren and Jennie Lloyd
reflect on their unique journey of architectural design and travel, and on a quarter century of

building a successful architecture practice.

By Bradley Fullmer

Warren and Jennie Lloyd (above) have built Salt Lake-based Lloyd Architects into a well-rounded, versatile firm capable of excelling in both the commercial and custom residential markets, as evidenced by projects such as Snuck Farm in Pleasant Grove (main photo) and this cozy private Powder Mountain based cabin in Eden (below ).

It's been quite a ride for Warren and Jennie Lloyd since they married 33 years ago and embarked on a journey of architectural design and traveling that has taken them to myriad interesting places—both domestically and abroad—where they learned about different cultures, lifestyles, and design philosophies.

The past quarter-century has been particularly interesting as they have owned and operated Salt Lake-based Lloyd Architects, a 17-person firm celebrating its 25th anniversary, while also carrying on the legacy of Warren's father, Glen Lloyd, a well-respected, talented architect who practiced in Utah from 1959 to 2000. Glen began a planning and architecture practice with Ron Molen in the early 1960s, which evolved into Lloyd and Butler Associates through the 80s, then Lloyd Design Group through the 90s.

The significance of reaching a quarter century of operating their own firm is not lost on the Lloyds, who have taken time throughout the year to reflect on a winding, up-and-down path that has produced a thriving firm with substantial annual revenues and consistent growth in recent years, while also acknowledging the need to figure out how to transition firm ownership to the next generation.

For now, Warren, the firm's Founding Partner, and Jennie, who serves as Managing Partner, plan to guide the firm into the early 2030s, perhaps on a more part-time schedule depending on how things transpire.

"It does force some contemplation about your longevity," said Warren, 62, about nearing “traditional” mid-60s retirement age and figuring out the next chapter in life—both for him and Jennie, and the firm and its employees. "When we came back [from Seattle in 2000], I didn't know what we'd look like in 25 years."

Forging His Own Architectural Path

Warren graduated from West High in 1980 and then served a mission for The Church of Jesus Christ of Latter-day Saints in Tokyo, Japan (1981-1983), where he developed a genuine passion for the country and its people. He attended Brigham Young University (BYU) in Provo, intending to go to medical school. "I said I didn't want to be an architect, despite having grown up working summer jobs in construction.”

“During my Junior year, my microbiology coursework was offered at Timp Lodge near Sundance, where the research for my environmental science and ecology courses took me outdoors, where the relationship between nature and design finally clicked for me. I realized that architecture and design could fuel a passion to create, and I transferred into the design department and chartered my path towards architecture.”

Warren earned a Bachelor of Arts with a minor in Japanese from BYU in 1986 and headed to Seattle to pursue a Master of Architecture from the University of Washington. The Pacific Northwest served as a bridge between his interests in Japan and wood construction, and in 1989, Warren was awarded a Mombusho Research Scholarship at Kobe University to study the spatial development of traditional Japanese architecture. Meanwhile, Jennie also graduated from BYU and returned to her home in Seattle for a Master of Arts in Slavic Languages & Literatures.

Warren gained experience during his time in Seattle, spending a summer at both NBBJ and Miller Hull, two high-profile, northwest firms that gave him valuable insight into the profession. He then spent several years working for Tom Bosworth, FAIA—his university professor and thesis advisor—in his respected studio, crafting custom homes, primarily in the San Juan Islands.

"We designed a handful of exquisite residences—Tom practiced at a really high level for some great clients," said Warren, specifically recalling the design of a 64-SF guest house tower near Friday Harbor. "I had designed houses before, but to have that kind of experience was unique for me. Being able to board a floatplane for site visits in the San Juan Islands was pretty compelling. I realized architecture has the power to build emotions and to support family living in a variety of different ways."

Upon earning their respective master’s degrees in 1992 and subsequently getting married, the next eight years were a whirlwind for the couple, including time in Utah (1992-1993), St. Petersburg, Russia (1993), Seattle (1995-1997), Yamagata, Japan (1997-1998), and back to Seattle (1998-2000). That final stop, working for the Shelter Company, offered a look at a unique Japanese wood-frame structural system ultimately used on four Latter-day Saint Temples from 1998 to 2000.

It may have been an unconventional way to begin a career, but living abroad offered amazing experiences, and having to scramble speaks to a willingness to do whatever it takes to get by.

"I spent time doing my own thing, doing some work with dad's office in Salt Lake while working for Tom Bosworth [...] you just sort of figure it out and do a little bit of everything. I thought, at some point, I wanted to be doing my own thing. You work for other firms to try and build your work portfolio."

In 2000, Warren's parents were called to serve in the England Leeds Mission, prompting Warren and Jennie to return to Utah and take over Lloyd Design Group for Glen, restructuring the firm as Lloyd Architects, with the intention that Glen would return and assist Warren in carrying on the family name. "They were just in heaven," said Warren. "They felt great joy in searching for lost sheep from my mom’s parents' hometown." Tragically, nine months into their mission, Glen died suddenly of a heart attack in July 2001 at the age of 72.

Red Iguana 2 in Salt Lake City was built in 2016. (photo by Mark Weinberg)

Transitioning Back to the Beehive State

Jennie had already planned to help Warren, but upon Glen's passing, she was prompted to assume a more full-time role, particularly in business administration.

"I sort of accidentally backed into it in a way," said Jennie of gradually developing her role at the firm while also raising their three children and foster children as a stay-at-home mom as much as possible. "I could just see that he needed some help with things, and it allowed him to focus on what he loved to do and was good at. [My role] started initially a few hours a week, but then just kept adding [responsibilities] as we went along."

"I am so blessed to have her," said Warren. "She realized if we weren't sending out invoices, we wouldn't be around very long. What we inherited was an analog practice—we had to reinvent how we operated based on what I'd seen from Bosworth. As we started organizing the firm, she was helping figure out systems, and as we grew, her role expanded."

Those early years in the 2000s were spent tending to Glen's existing clients, closing out some projects, and then figuring out which markets to pursue.

"I was just feeling my way," Warren said of those first five years or so. "You have to be somewhat selective about what kind of work you want to do, but we took whatever came in the door. I always liked residential work; I just wasn't sure we could support a firm around it."

The firm landed projects within developments like Promontory and Glenwild (then Red Hawk), with Warren adamant that a commercial architect could thrive with a healthy mix of high-end residential work and small-to-medium commercial projects.

"We realized Utah was a great place [for future building], and that there were a lot of great architects coming out of school, but the residential architecture community wasn't as mature. I was interested in exploring residential architecture at its best and see if we could sustain that type of practice."

The recession hit right as the Lloyds moved into their new office in January 2009, where they still reside at 573 E. 600 S. in Salt Lake City. Warren said the firm "went 18 months without a new project start.” Fortunately, because of their involvement in community preservation and neighborhood events, they were able to scratch out enough work through residential remodels and adaptive reuse projects to keep the doors open.

In 2006, Aaron Day joined the firm while still in college, bringing further structure and creativity and approaching design through a practical lens.

"I'm more on the analytical, critical thinking side," said Day, 48, who was promoted to Principal in 2024, and then named a Junior Partner in October, with the plan of taking over as the firm's top executive when the Lloyds decide they're ready to retire. "I know construction well," Day added, having spent considerable time in the field interacting with contractors on larger multi-family and other commercial projects.

(clockwise from top left) Warren Lloyd stands in a Victory Ranch residence in Kamas; Wyndham Resort in Park City; Moab Worldmark in Moab (photo by Whit Richardson); Evo Campus interior (photo by Mark Weinberg).

Growth Through Market Diversity, Repeat Clientele

By 2012-2013, the firm had crawled out of the recession, busy with a mix of high-end residential design and smaller commercial projects, including Publik Coffee House and Campos Coffee, two creative adaptive reuse projects.

In 2018, Warren's connection to Seattle and expertise with historical renovation and adaptive reuse projects led to one of the firm's most impressive projects to date—the Granary Campus Salt Lake/Evo Hotel.

Developed by Seattle-based Lake Union Partners and Evo Founder Bryce Phillips, the award-winning adaptive reuse project comprises five connected historic warehouse buildings and helped to transform a formerly dilapidated area of Salt Lake into a hot entertainment zone and catalyze further development.

It was a complex, transformative project that showcased Lloyd Architects' skill set and ability to turn a historic industrial space into a cutting-edge, modern hospitality and mixed-use project, one a little larger than past projects.

Warren said when Lake Union and Evo executives came to Salt Lake, they were hanging out in Publik and Campos, so "they could see we had an interesting understanding of the Granary District, and understanding of adaptive reuse, and we had a good track record with [retail] and hospitality spaces, plus we had done tax credit projects," Warren said.

The firm's work in the custom residential space is among the finest of any commercial architect in Utah, with Warren's prowess extending to the American Institute of Architects (AIA), and specifically the National AIA CRAN Knowledge Community—the Custom Residential Architects Network—of which Warren was National Chair in 2023. He was also recently elected as President-Elect of the AIA Utah chapter in 2026, with a commitment to serve as AIA Utah President in 2027.

"For me, AIA is a valuable institution,” said Warren, adding his reason to get involved with AIA Utah is that a primarily residential architect hasn't led it in recent memory. “I think one of Utah's biggest construction expansions has been luxury custom residences—the Wasatch Back is one of the biggest things happening. So, it was worth it to me to represent all firms, including small firms and residential architects.”

Lloyd Architects has designed multiple signature custom homes in luxury confines like Powder Mountain, the exclusive Wasatch Peaks community, Sundance, Park City, and more. These owners are highly particular about what goes into their homes—the experience rivals any big-time commercial developer in terms of complexity and detail.

(clockwise from top left) Publik Kitchen in Salt Lake; Granary Campus exterior; Publik Coffee interior (photos by Mark Weinberg); Pierpont by Urbana (photo by Chris Knoles).

Ownership Transition Underway; Lloyd Remains Passionate About Work

With Day being named a Junior Partner and obtaining part of Jennie's ownership stake in October, the first formal step to a second generation of leadership at Lloyd Architects is underway. As he closes in on 20 years at the firm, Day is excited about the prospect of ownership and committed to working harder than ever to justify the Lloyds' faith in him.

"For me, it's seeing where we can keep improving with operational efficiencies," said Day, regarding his approach to ownership and balancing the Lloyd's strengths. "Where I look at [a project] analytically and conservatively, Warren looks at it as futuristic. His entrepreneurial spirit, he has in spades. Between the three of us, we all have different skillsets that make us compatible and that work well."

While Jennie is ready to wind down to part-time work, Warren is still pedal-to-the-metal passionate about the architectural profession and has no intention of slowing down. He even recalled a conversation he had with Niels Valentiner, FAIA, legendary founder of Salt Lake-based VCBO Architecture, who continues to work, even as he closes in on being an octogenarian.

"I had a conversation with Niels about the Rome Temple, and what life experience an architect can bring to a design project," said Warren, emphasizing the value of experiences and what a veteran architect can bring to a client's project versus an architect within their first decade of practice. "Architecture is such a broad, deep, encompassing field—I'll never feel like I'll master it."

"I don't know that I'm ready to retire," he continued, chuckling. "There is nothing more interesting than being involved in the design process."

As for the firm, he said, "I feel that we're creating a structure where hopefully the best generation of Lloyd Architects is the one to come, because we've got great people here. If I practice for 10 or 15 more years, I feel like I'm still in good company with relevant architects—and even prolific—into their 80s. I rely on collaboration with team members, so I can share and encourage those around me, as another way to stay relevant. If there is a secret to remaining relevant, it's not thinking that you know it all, it's being inquisitive."

"It's been an amazing journey for us," he added. "I remember the faces, the people who have worked here, as much as the buildings. It's really heartening to think about creating an environment where young designers can learn and grow. The majority of our employees came to us right out of school—we've grown with them."

"It's been really fun to reflect on the past 25 years," said Jennie. "When we started, I would not have imagined being where we are now. It's amazing to see the growth and to think about all the people we've met over the years. We were reflecting [recently] on meeting the right person at the right time. Sometimes, that was a client or someone who helped us grow professionally or understand marketing or operations better. We've been around a lot of good people, and things have worked out very nicely in ways we wouldn't have anticipated."

Power Player

Sat, 15 Nov 2025 18:26:51 GMT

The Larry H. Miller Company has been making a major splash in real estate development for the past five years, with Downtown Daybreak rapidly becoming a go-to entertainment hub, as well as an all-in mentality on luring Major League Baseball to the Beehive State via “The Power District”, a potential multi-billion dollar, once-in-a-generation project.
By Bradley Fullmer

The last five years have been a whirlwind for the Larry H. Miller Company (LHM), with the organization selling the majority of its beloved Utah Jazz franchise in October 2020 for a reported $1.66 billion, followed by the sale of its auto dealership empire of more than 70 properties for a reported $3.2 billion a year later.

The influx of nearly $5 billion was parlayed into several jaw-dropping real estate and other corporate purchases, including:

—1,300 undeveloped acres within the massive 4,100-acre Daybreak development in South Jordan in April 2021.

—Advanced Health Care Corp. in January 2021, a transitional health care provider with operations in eight states (primarily in the west) and 3,500 employees.

—The purchase of the majority stake in Swig, a leader in the flavored soda craze, in May 2023.

— Partnering with Utah Trust Lands Administration to develop 1,200 acres in Saratoga Springs.

— The acquisition of over 1,000 acres near Park City and Hideout will include multi-family units, housing, restaurants, and retail.

—100+ acre mixed-use development in an area along North Temple being dubbed “The Power District”; the future home of not only Rocky Mountain Power’s new corporate campus but potentially a ballpark for a future Major League Baseball expansion team.

—A reported $600 million acquisition of controlling interest in MLS team Real Salt Lake and NWSL team Utah Royals, along with associated infrastructure, including America First Field and Zions Bank Training Center.

—The development of Downtown Daybreak, a 200-acre parcel that this year saw its 30-acre Phase I debut with the completion of the Salt Lake Bees' new 8,000 capacity stadium—dubbed The Ballpark at America First Square—in April, followed by a new Megaplex cinema entertainment center in July with luxury theatres, bowling, games and a scratch-made kitchen in addition to an open air plaza. A seven-story, 190-unit multi-family development is currently under construction and rising along the right field bleachers, with views that will look down into the ballpark upon completion next year.

And LHM is just getting started, said Brad Holmes, President of Larry H. Miller Real Estate since 2018, calling Downtown Daybreak a "new urban center that is central to where the majority of growth is occurring" and combines a "full spectrum of business and year-round entertainment, culture and connectivity, as well as a wide range of housing options."

When LHM executives first conceived of a new home for the Salt Lake Bees, Holmes said they went on a "ballpark tour" of MLB and minor league stadiums, and "really fell in love with a ballpark" in Durham, North Carolina—home of the Durham Bulls—which had buildings that framed in the stadium. So, The Ballpark at America First Square has the multi-family project underway in right field, with a proposed hotel slated to begin next year in left field.

"In another two seasons, you'll have this urban setting for the ballpark that frames the mountain views. [The design is] really intentional, and I think it will bring a finished edge to Downtown Daybreak," said Holmes. "It was a process trying to figure out the best location, site plan, traffic, but it's in a great spot. The goal for us was to make it feel like it fit in with the community, almost like having a baseball stadium inside of a park, with an open corridor that connects to a plaza."

Holmes said the seemingly small 8,000-capacity stadium (about half the capacity of the Bees former home at Smith’s Ballpark) aligns with national trends. "It's better to play in front of a sold-out crowd than in a half-empty stadium. Some new MLB stadiums are at 30,000 [capacity]. The trend is smaller, more intimate venues with closer views of the field."

Aerial of the Downtown Daybreak development (bottom left), including The Ballpark at America First Square. The exciting South Jordan-based entertainment hub includes a MegaPlex theater, bowling alley, arcade, and a spacious plaza for concerts and gatherings. (image courtesy LHM Real Estate)

Rendering of Rocky Mountain Power’s new 10-story corporate campus, the first project within LHM’s “Power District” development. (image courtesy LHM Real Estate)

Pumped Up About “The Power District”

If everything shakes out the way LHM envisions, The Ballpark at America First Square will be but a precursor to their ultimate goal: bringing Major League Baseball to the Beehive State, which will spark a massive sports- and entertainment-anchored district in Salt Lake's long-overlooked west side along North Temple.

Following up on its creation of the "Big League Utah" organization in 2023, in February of this year LHM announced plans to invest $3.5 billion into "The Power District"—a mixed-used development with a new MLB stadium as its centerpiece, much like The Battery Atlanta development that surrounds the Atlanta Braves stadium, which opened in 2017 after a four-year planning and design process.

LHM Real Estate has been aggressively assembling land along North Temple over the past year, including 100 acres from Rocky Mountain Power and another 30-plus acres in separate deals along the corridor.

Rocky Mountain Power broke ground on October 27 on a new 10-story corporate headquarters, and with a separate emergency services building breaking ground in July, it paves the way to site the future stadium at the current HQ site, with the goal of it being adjacent to a revitalized Jordan River.

"Their current building is exactly where the ballpark would sit according to our Master Plan," said Holmes. "We're doing all the environmental cleanup and remediation, and we're planning for improvements to the Jordan River. We're interviewing landscape architects from across the country. [The Power District] is a world-class project. So, we're putting our best foot forward with the best architects and consultants.”

Aerial rendering shows what the “The Power District” could look like—with a Major League Baseball stadium as the crown jewel of the proposed 100-acre-plus development. (courtesy LHM Real Estate)

Renovations of Jordan Commons, REAL Salt Lake Stadium on the Horizon

It's been more than 25 years—November 1, 1999—since Larry H. Miller opened the 25-acre Jordan Commons in Sandy at the site of the former Jordan High School. It featured LHM's first-ever Megaplex with 17 screens, restaurants (remember the Mayan?), and a 10-story, 300,000-SF office tower. Couple that with LHM's reported $600 million purchase in April for controlling rights of Real Salt Lake and the Utah Royals men's and women's soccer teams—along with the 20,200-seat America First Field stadium and parking that sits on 23 acres, and LHM has nearly 50 acres of property on both sides of State Street from 9000 to 9400 South.

It allows for some interesting ideas on a combined sports and entertainment district, with Holmes saying, "I think it's going to be a really cool project, one that we're just getting the initial concept done and in conversations with our partners in Sandy City and Salt Lake County. We have a lot more design work in 2026, then you'll see [construction activity] begin in 2027."

Holmes grew up in a family that loved sports, so having a front-row seat on the development of the 2017 renovation for the Utah Jazz at the Delta Center, a new Triple-A ballpark for the Salt Lake Bees, potential renovations to an MLS stadium, and perhaps an MLB stadium-centered entertainment district—all of it is beyond any career expectation he could have imagined.

"The sports side of [development] is super fun—everybody gets energized around sports," said Holmes. "Every business [opportunity] seems to need real estate. The [LHM] organization is so entrepreneurial that great opportunities keep arising. These are once-in-a-career opportunities, it feels like, and they keep coming. I oversaw the renovation of the [Delta Center] arena, and it was like, 'How will I ever top that?' Now we have a Triple-A ballpark for the Bees, and maybe Major League Baseball comes next. It's certainly an exciting time for us!"

The Ballpark at America First Square—home of the Salt Lake Bees—opened in April, sparking huge local interest in the Triple-A affiliate of the Los Angeles Angels and serving as an exciting anchor to Downtown Daybreak. (photos courtesy Okland Construction, except where indicated)

Hogan Construction 80th Anniversary

Sat, 15 Nov 2025 05:37:10 GMT

Centerville-based Hogan Construction has followed a straightforward approach to build community assets in Utah and elsewhere across their 80-year history.
By Taylor Larsen

Much has changed about Hogan & Associates Construction since the company's inception 80 years ago. The name may be the most obvious example, the size of the company may be another giveaway, and the difference in markets served might require a double take if the founders could see the company today.

But what hasn't changed is the firm's desire to build communities. It has regularly built important, community-focused projects with a similar purpose since the company came to life in 1945.

Hogan & Tingey Construction began after Eric Hogan (pictured top left; top right) returned from Air Force service after World War II. His son, Mike (pictured bottom; middle right), continued the construction legacy into a second generation.

Company Beginnings and Family Legacy

As World War II came to a close and Eric Hogan returned home from his Air Force service, he partnered with his childhood friend Daryl "Bud" Tingey to form Hogan & Tingey Construction.

"Dad had the construction expertise," said Mike Hogan of his father, who passed away in 2007. "He was raised in a family of Centerville rock masons, and [he and Tingey] became general contractors."

Where Eric knew construction, Tingey kept the books. The latter had a lumber source in the Pacific Northwest, a material in very short supply as the war ended. Their small firm built houses in Centerville and across Davis County—"home territory,” said Mike—for troops returning from the war. The company has operated in Centerville since its inception, with a pioneer-era brick home at 310 South Main Street as its first headquarters.

As Hogan & Tingey grew, they started building commercial buildings. Mike joined in at age 10 as a water boy, taking water to the workers. He worked under Superintendents Richard "Hod" Hodson, Clifford Forbush, and Arthur "Sparky" Forbush. ”They were all hard-working construction guys like Dad," said Mike.

Working in construction wasn't an expectation from his father, Mike described, "I just never did anything else." Mike continued working as a union carpenter, earning wages that helped put him through his engineering degree at the University of Utah.

With so much time in construction, why did the young builder choose engineering?

"I wanted to know the theory and understanding behind what I was doing," Mike said. "I wanted to know why concrete mixes work, the strength of steel beams, and why we built trusses in a certain way."

Mike graduated in 1970 and, after four years working for Morrison Knudson, earned his professional engineering license.

Three of Mike's sons followed their father into the family business, starting as laborers and progressing through the ranks. Andy created the company's safety program, building the safety culture that still permeates the company today. Eddy worked on jobsites for many years as he worked toward his college degree in Construction Management. He currently serves as Project Executive, overseeing and managing key projects.

Cris followed his father's career arc as a carpenter who worked through school to earn an engineering degree in 1995 from the University of Utah. Like his father, he never felt pressured to join the family business, saying, "Construction is just in my blood, and I never wanted to do anything else." He moved into the office during college as a scheduler using the cutting-edge P3 CPM software on a new 386 desktop PC running DOS. He joined the estimating team and then led it for more than a decade.

When Mike retired in 2019, Cris stepped into the role of President, the third generation to lead the company.

Pioneering CM/GC

But before the company's succession came a pivotal moment. In 1988, the firm submitted a proposal to serve as the construction manager on the new Northridge High School in Layton. The proposal requested a general contractor that would also act as the construction manager, providing budgeting and other preconstruction services, managing the bid process for trade subcontractors, and then serving as the general contractor to build the project—Construction Manager/General Contractor (CM/GC).

"That was right up our alley," said Mike.

The project would be a game-changer for the company and the local construction industry, as the new delivery method came to town.

"[CM/GC] was taking off nationally," said Mike of the state of the industry at the time. "Owners were starting to think how low bid wasn't working for them."

Cris mentioned how the company was already involved in that type of work in an unofficial capacity, and jumped at the chance to be the “first in Utah” to work in a CM/GC capacity when the delivery method became contract-based and formalized with Northridge High.

"[CM/GC] is relationship-based," said Cris, mentioning how the contractual agreement that prioritized working in a spirit of quality and collaboration fit their values like a glove. "We care. We want things to be done right."

The Hogan team, with Mike as Project Manager and "Hod" as Superintendent, enjoyed the experience under the new contractual agreement. Mike detailed how that first CM/GC job removed the adversarial relationship among stakeholders inherent in low-bid contracted projects.

Who would have guessed?

Not only did the job go well, "The Davis School District saved all kinds of money and got a better end product," said Mike. "And so then from there on, not only Davis, but other school districts started doing the same things, and then it spread to other public entities."

The company became Hogan & Associates Construction in 1995 after Hogan and Tingey split, and continued to develop iconic projects in Utah, including South Davis Recreation Center, Moab Regional Hospital, and Millcreek Common.

From Hogan & Tingey to Hogan & Associates

The firm partners went their separate ways in 1995. Mike and Cris described the division as amicable and respectful; one that allowed each company to pursue its desired goals. While the Tingeys' efforts diversified beyond the construction industry, the Hogans would pursue commercial construction.

With Mike as President and Cris as Vice President, the company purchased and moved into the Ideal Concrete batch plant in Centerville, which would serve as headquarters for the next 17 years as the newly named Hogan & Associates Construction.

The 25-member field team was supported by four teammates in the office, with longtime employees Dennis Forbush and Dave Andersen shifting roles from superintendent to project management. Capable management, active projects, and a half-century of good customer service helped the company expand quickly across the Mountain West.

One landmark project at the time was the new Star Valley High School in Afton, Wyoming. Forbush, who was experienced with out-of-state construction, managed the project after serving as superintendent on several distant projects for the company, including two for the Navy in California.

Another memorable job came as Mike and longtime employee Bob Bennion led a complete remodel, seismic upgrade, and eight-story addition to Questar Gas's Salt Lake headquarters.

"I just remember trying to drive piles right by operating natural gas generators, that was exciting," Mike said as he smiled, underselling the complexity of the job.

Cris jumped in to remember conversations as those piles went in. "You can't shake the building!" he repeated as he laughed from the comforts of their present-day headquarters.

Self-Perform as a Core Competency

Hogan Construction has always been a general contractor that sought to self-perform much of the work. It began with concrete, but as opportunities came along, the firm would build a team to fill the need. One example is an addition to the Cokeville High School in Wyoming, where the firm couldn't find a masonry contractor willing to bid on the project. So the Hogan team stepped up, got out the trowels, mixed up the mortar, and laid the CMU blockwork.

While it may have been in Eric Hogan's DNA growing up in a family of masons, both men laughed that it would be the first and last time the company self-performed the masonry scope.

Reflecting on doing masonry in the unforgiving environment of Wyoming, "It was hard," said Mike. "It was a whole different world."

Over the years, the company developed in-house capabilities to self-perform excavation, site utilities, structural and miscellaneous steel fabrication, steel erection, rough carpentry, millwork and stone countertops, and finish carpentry.

"It highlights our values, and the first one of them is being a builder. We build," said Cris. "We come through the trades, and it's important to us to be the guys that physically build something."

The firm's current Centerville headquarters is a case in point. After moving out of the batch plant as Legacy Highway went in its place, the company constructed an office that would serve as a testament to their self-perform prowess, according to Mike. "We wanted to make a place that would emphasize what we're good at."

It's also a testament to the quality of people working at the firm: "It was built by the craftsmen we have here," Cris smiled.

Brett Horne, longtime employee and General Superintendent, helped mill and install the wood finishings and post and tendon beams, which Mike said are not just a façade that covers structural steel, but are assembled in true pioneer fashion with actual wooden dowels holding them together.

All of the walls at the office are tilt-up concrete—with a twist.

"If you look at the outside of the building, we inlaid images right into the concrete to make it a showpiece of a construction scene, using photos of Hogan's actual projects, then under construction," said Mike. "You can even recognize the people doing the work."

Just above the glass ceiling of their conference room is one of several heat pumps that make up the building's ground source heat exchanger system. The purpose of the glass ceiling is to demonstrate the company's capabilities to build financially and operationally efficient systems.

The two said that self-performing allows for greater control on the job—quality, scheduling, and cost—to ensure a high-quality building that maximizes value for owners and the community.

The Centerville-based general contractors were the first firm to utilize CM/GC as a delivery method on Northridge High School (pictured).

Community Builder in the Mountain West

Both men shared a sense of personal pride that the firm that bears their family name seeks projects that enhance a community.

"It's always been that way. When Grandpa started, he was building homes for the vets coming back," Cris said. "We are continuing that tradition with our emphasis on public buildings that enhance the communities we work in."

While the company exited the residential construction realm, it has pursued public and institutional markets and delivered top-notch publicly funded projects, from historic renovations, parks, or the six fire stations in various stages of development the company is currently building. Mike said the steady nature and amount of projects, and the payment guarantees that come from public work, mesh well with the company philosophy, bringing value to their clients and ensuring taxpayers are getting the most for their money.

What better way to build a community? The question may be rhetorical, but Mike emphasized that the personal and professional combine to create noteworthy experiences in which their teams thrive.

"Our employees feel a purpose, a deeper purpose, where they are contributing to the well-being of a community," said Cris. Hogan believes in that value and purpose so much that the company trademarked "Utah's Community Builder".

Mike cited the firm's work on the Legacy Theater in Centerville as just one nearby example that stands out.

Cris agreed before he quipped, "And I have season tickets there. I go there every month!"

Within Hogan's 80-year history, the firm has completed other commercial work, including hotels (a more recent development), healthcare, historical preservation, and corporate office projects.

Wherever they win work, Mike pointed out, "We try and hire locally as much as we can," he said. "We try and use people that are close [to our projects], whether they're on our payroll or subcontractors."

He said that way of working has created treasured relationships with employees, trade partners, and clients, and has built a stellar roster of talented people who intimately know the areas in which they work, many of whom stayed with Hogan Construction after their projects finished.

Asking Mike and Cris to name the remote locales where Hogan teammates live is a lesson in rural Utah geography—Gunnison, Fountain Green, Monroe, Eden, Mendon, and Delta are all mentioned. One superintendent even lives across the border in Evanston, Wyoming.

The contractor has followed this build-where-you-live ethos to complete projects throughout the Mountain West. Whether traveling in reverse from pioneer routes to Wyoming communities like Rock Springs, Farson, and Pinedale, north to Idaho Falls, Soda Springs, and Preston in Idaho, or even south to Monticello, Blanding, and Moab, where the firm completed Utahraptor State Park earlier this year, the firm is willing and able to create the built environment for all communities to succeed.

"A gratifying thing for everyone in the company is driving around with your family and seeing our projects and telling them, 'I helped build that!'" said Cris.

"You really feel like you're contributing." Mike agreed. "You feel like your life means something."

Emerging as a Premier Builder in Education

Perhaps their most notable market has been education. Since the first education job, East Elementary in St. George, which first welcomed students in 1956, the firm has become synonymous with delivering high-quality, award-winning learning environments for public and private clients ranging from K-12 to higher education. Among the builder's 386 education projects completed since 1945, many are particularly meaningful to specific individuals.

"It makes me feel good to think that I built an elementary school that's right by where Cris lives," said Mike of Endeavour Elementary in Kaysville, which he personally managed. "My grandkids went to the school that I built. We put a lot of effort into little extra things at that school to make it extra special, because of those kids that were going there."

More recently, the company partnered with local school districts to build a total of 17 "teen centers" to give greater stability and opportunity to students currently experiencing homelessness or other difficult situations at home. Teen center facilities include kitchens, food pantries, laundry and shower facilities, study areas, and other services to help students get back on their feet.

Hogan Heads to the Future

From wherever they hail and in whatever market they pursue, the firm's team of 275 people continues to hold fast to their core values and build communities. The inclusion of "Associates" in the firm's name is purposeful, with Cris saying he is acutely aware of the personal responsibility he has as a leader to provide the means for his associates to support their families.

The company recently hosted employees, clients, and trade partners in a celebration of Hogan Construction's 80th anniversary. Mike and Cris described the festivities as a good experience where everyone could see fellow "associates", clients, and trade partners, and celebrate the milestone together.

When asked for lessons learned over the years, Cris laughed—he has a book-full, an ongoing note he calls "The School of Hard Knocks."

One lesson in "The School of Hard Knocks" is more positive than the title lets on: "It doesn't matter what you're doing, it's all about people," said Cris before smiling as he continued, "Construction is a tough business. There are some real hard-headed, type-A personalities."

The key in all of it, to which he credits his father for teaching him by example: "Listen first. It's so hard to do, but if you listen and promote understanding, you can come up with better solutions."

In such a challenging industry, listening has served Hogan Construction well over the firm's 80 years of building, helping it develop the best solutions. Mike, Cris, and their team of associates have listened closely, holding true to their values to build up strong teams and even stronger communities.

Hogan Construction’s 80th Anniversary party in September was an excellent way for Cris (below, in red), Mike (below, in white), and the rest of the team to enjoy camaraderie and celebrate the firm’s historic milestone (event photos courtesy Kyle Aiken Photography).

(De)signed, Sealed, Delivered

Sat, 15 Nov 2025 04:53:03 GMT

Building envelope contractors weigh in on the state of the trade—what’s working, what’s hot, and what’s changing to deliver ever-more-efficient building envelopes.
By Taylor Larsen

Imagine this: A company has just begun a meeting with the intent of moving forward with a major investment. One party knows something that will help minimize the investment's risk. Should that party tell everyone, it will save money, time, and everyone involved from future headaches.

So when should that party spill the beans?

At the beginning of the meeting

At the end of the meeting

At the right time during the meeting

Never

Bradley Crocker, Director of Preconstruction for Mollerup Glass, has seen how answering this question correctly—and choosing “A”—brings about successful and profitable investment in commercial construction.

“I think that [project teams] need to bring in subcontractors early to help guide budgets in general,” said Crocker, detailing how every trade can bring a similar level of expertise to architects and owners by being involved from the beginning of the “meeting”, while the project is in design.

Why?

“We can vet cost versus performance and find the best value for the performance, which is essential as meeting or beating the budgets gets the project to construction on time,” said Ben Hiatt, Chief Estimator for Steel Encounters.

After all, he said, “Nothing moves if budgets are not met.”

Design-assist is a positive step forward, where subcontractors assist in matching design intent with a deep understanding of building envelopes to ensure glazing, roofing, walls, and fenestrations perform at their highest level.

Glenn Rainey, Salt Lake City Branch Manager, and Larry Luque, Senior Estimator and Business Developer for Flynn Companies, each said efforts in design-assist fulfill what owners and architects want: buildings that meet the design intent and perform at their highest level for as long as possible. It’s not just architects who benefit from that early involvement.

“More GCs realize they need us right up front,” said Luque.

With teams whose combined experience totals thousands of hours, building envelope contractors stay up to date on changing codes, materials, and specifications, which is highly beneficial to the project. Their close involvement with vendors can help ensure a variety of solutions that meet each job’s needs and help optimize building envelope performance.

Consultant Involvement

Other parties are lending their expertise. Brandt Strong said building envelope quality has increased with the arrival of more building envelope consultants in Utah and a greater dedication to the building envelope in general.

“We had a time where we could say ‘This is a Vegas project, and we have to have the belt and suspenders,’” said Strong, Director of Operations for Mollerup Glass. On Utah projects, the building envelope used to be an afterthought. But it’s changed for the better over the years. “The Utah teams are as sophisticated as anywhere else.”

While the markups on shop drawings can draw some ire, both mentioned how working with consultants has led to better, more efficient projects, potentially reducing the need for future repairs by inspecting every material and transition on the building envelope.

Said Crocker, “We cannot discredit the envelope consultants’ role in making us, and the industry as a whole, perform at a higher level.”

Hiatt credited each party overseeing the building envelope scope for learning and adapting to create a better building environment, specifically in understanding seismic drift and its relationship to glazing, as well as thermal performance and continuity. Improvements to air-barrier coordination and tie-ins to stop water and air leaks are helping buildings operate at peak efficiency.

“The architects, general contractors, consultants, and trades have improved their knowledge over the years,” said Hiatt. “Design and execution of façades are better coordinated and executed.”

Steel Encounters (field team pictured left) is among the handful of building envelope contractors showcasing Utah’s growing expertise in delivering high-quality, highly efficient building envelope systems. Their efforts include the Mountain America Credit Union Headquarters (main image), 95 State (middle), and Huntsman’s Kathryn F. Kirk Center for Comprehensive Care and Women’s Cancers (right, all courtesy Steel Encounters).

Pushing the Envelope in Products and Approach

Glazing is a significant part of many human-centric spaces where proper installation of fenestration systems and their finishes improves dynamic and thermal performance. Prefabricating the window systems at the shop before delivery and installation isn’t a new concept, but “pre-glazing”, as it is known in the industry, is growing in importance.

Hiatt said product improvements come from including more argon in insulating glass, as well as improvements in aluminum curtain wall systems, lowering system U-Values to as low as 0.31, depending on the design. Fabricators are also improving their pre-charge technology, which alleviates the need for breather tubes and keeps argon gas where it needs to be. Utilizing this technical expertise is bringing about the practical. Said Hiatt, “façades should perform better and last longer.”

While this is good news, Hiatt cautioned that the design emphasis on U-Value or solar control may miss a larger issue: large buildings with a high percentage of vision glass will still heat up in full sun during the winter. Even when it’s below freezing outside, said Hiatt, It’s not uncommon for a south or southwest face of a glass building see the A/C come on a sunny day in February.”

He said mechanical engineers, architects, and contractors must get on the same page to correctly prioritze U-Value, SHGC, and VT so that building envelope systems can work in concert with right-sized mechanical systems.

Metal paneling will continue to be an important façade piece moving forward to drive down cost.

“Metal panels and design innovations on these buildings drive what we do,” said Rainey, “We’re trying to bring products to market that are less expensive, more desirable.”

Cladding like insulated metal panels is growing in popularity, as are argon-gas-insulated window units and ultra-thermal glazing systems that give building systems lower U-Values. While some of these changes are practical, some are decorative. Luque described it as "jewelry on the outside of the building."

Rainey explained, “We’re seeing more [designs] wanting to hang stuff on the building. You’re trying to increase the look of these buildings, but it imposes a lot of difficulties for the engineers to make it work.”

Architects are pushing the limits on glass sizes, too.

“Everybody wants one piece of glass for their entire elevation or entire opening,” said Crocker. The “open air” look may be eye-catching, but product quality, warranty, and constructability require additional consideration. As design reaches new frontiers, design teams must consider its effect on installation methods and sequencing.

“There is inherent risk when you're pushing the envelope,” Strong said, pun intended. “And it can't all be rolled down to the subcontractor.”

Mollerup Glass is another building envelope contractor with a stellar reputation for delivering top-notch glazing work. Their work on the U of U Impact & Prosperity Epicenter included creating custom splayed mullions and “pre-glazing” and installing 1,000 operable windows across the curvature-heavy project (pictured during and after construction, courtesy Mollerup Glass)

Trending Projects

Especially when the fieldwork required to deliver in today’s construction environment is more sophisticated and coordinated than ever.

“As far as construction goes, it’s a lot more coordinated,” said Crocker. “We’re all stacked on top of each other, but we’re fluid; we work well together.”

Time taken in planning and procurement may be extended, Hiatt said, but with key façade trades coordinating drawings and dimensions to ensure fit-up at installation, building envelope contractors are speeding up install times by a few months.

Early involvement, from shop drawings to engineering to procurement, “allows us to front-load our schedule a little bit,” said Crocker “We end up with a lot fewer change orders, and we usually hit the ground running.”

Those efforts have led to stellar projects, like the stunning glazing on the University of Utah’s Impact & Prosperity Epicenter. By involving Mollerup Glass early, the firm developed custom splayed mullions that allowed for segmented glazing around the building’s many curves and created 1,000 pre-glazed, operable windows ready for installation on the job site.

Adaptive reuse and renovation work are utilizing updated building envelope systems and installation methods to breathe new life into old builds. Steel Encounters recently completed the remodel of the former University Club Building into Seraph—24 stories of high-rise luxury living. The firm played a key role by replacing exterior fenestration in the tower to provide higher U-Values and solar heat gain performance.

Both Flynn Companies representatives said that Salt Lake is still a “gold mine” in terms of ongoing work as many building envelope contractors continue to prospect on upcoming projects in different sectors—higher education, healthcare, and K-12—with the latter vertical experiencing a major change in budget and involvement.

“Schools aren’t just a square building—they’re showpieces,” said Luque.

The Future of Building Envelope

Knowledge, understanding, and coordination are all improving, but those in the field continue to make the difference between a standard project and a great one.

“For our trade, it's finding trade craft workers,” said Hiatt. “Even with apprenticeship programs, it's difficult to attract young people to ours, and really all building trades.”

Finding and keeping good field workers remains challenging, especially when ongoing work goes on hold.

“You have a good crew, but you have peaks and valleys, and so what do you do with your good crew?” Strong said. “Do you lay them all off and then try to get a new crew? Is that ethical? Is that right?”

But employment costs are rising in the office, too.

“Over the last few years, we've really had to increase our staff, too,” said Strong. Where it was once just a project manager assisting a field team, increased risk levels mean more staff to mitigate it—engineering, drafting, additional foreman—and prioritizing projects that require a higher level of expertise.

Solving that problem will require that preconstruction lose the “free construction” nickname, where, again, earlier contractual agreements mean shared risk and reward, and better industry norms are established.

Although there are many challenges and opportunities ahead for the building envelope trade, the best way to make a difference today is from the jump—the meeting just started.

Taylor Electric Thriving at 50

Sat, 15 Nov 2025 04:35:18 GMT

Led by Ryan Taylor, son of founder Jerry Taylor, the company has posted record revenues for the past three years and is eyeing continued success in Utah and other regional markets with a diverse portfolio and talented crews.
By Bradley Fullmer

Taylor Electric proved its mettle on the challenging Salt Lake International Airport, Southeast Concourse project, with their portion of work concluding in October 2023. (all photos courtesy Taylor Electric)

Over the course of its 50-year history, Salt Lake-based Taylor Electric has experienced myriad ups and downs—as is typical with any company plying its trade in the cyclical construction industry.

But few firms have gone through a full-blown sale, as Taylor did in 1998 when it was acquired by a national "rollup" company that ultimately became Houston-based Encompass Services Corp.—and then started back up again four years later, which proved fortuitous when Encompass filed bankruptcy in 2002.

"It's a helluva circle," quipped Ryan Taylor, 57, President of Taylor Electric and the second-generation family member to serve as the top executive, following in the footsteps of his father, Jerry, who founded the company in 1975 at age 35. "It was never planned to happen that way. We just started back up and built it to where we are now."

Under the younger Taylor's leadership over the past two decades—post Jerry's retirement—Taylor Electric has consistently been one of the top performing electrical contractors in Utah, with record annual revenues the past two years of $89 million in 2023 and $91 million in 2024, with projections of hitting the $80 million mark by the end of 2025. The past decade has been one of consistent growth and increased profitability, with Taylor saying the company posted good years even during the pandemic.

"Over the last five years, we've held steady," said Taylor, citing employee growth—now up to 300 people, including field workers and office staff—profitability, and building a strong culture as key indicators of company progress. "Ironically, we had one of our best years in 2021 [during the pandemic]. Like most businesses during that period, we were nervous, but everything turned out better than expected—we didn't miss a beat."

Jerry Taylor's Philosophy Centered on Hard Work, Maximizing Efficiencies

A native of Salt Lake City, Jerry Taylor grew up in a hardscrabble environment and learned the value of frugality at an early age. He attended Granite High and played football for Coach LaVell Edwards. Jerry spoke highly of his former coach and credits Edwards for helping him graduate.

"I would not have graduated high school without him," said Jerry, 85. "I had dropped out—I had an attitude back then. Two weeks later, I went back and asked the principal if I could come back, and he said ‘No.’ LaVell went to every teacher and asked if they’d give me a second chance. It got me reinstated, and the rest is history. He saved my butt."

After a stint in the military, Jerry pursued work as an electrician. He joined the union and traveled wherever there was work, and ultimately spent 13 years working for Salt Lake-based Yates Electric.

A notoriously hard worker, Jerry had gained enough confidence over 15 years to start his own company, initially called Design Electric, with little more than a pickup truck and enough tools and equipment to complete small commercial electrical jobs. After two years, Jerry had a falling out with the union and went with a merit shop policy, in addition to changing the company name to Taylor Electric.

"The early years were a little tougher," Jerry recalled. "It was just me and my tools. My mom was my first secretary—she knew how to collect money!"

Jerry credits Dee Clark, founder of Sandy-based Arco Electric, for helping him figure out labor units after leaving the union. "We were on the front edge of going non-union as a legitimate contractor. I knew how to do it right, knew how to do the electrical work. Dee Clark taught me his labor units, and I just modified them as time went on. Dee was a real thinker. To be in a competitive market like Utah, you've got to know how to be meaner and leaner."

Taylor recalled the 70s and 80s as being difficult climates to work in as a contractor because of a sluggish economy. "It was tougher, more competitive," said Jerry. "We started at the toughest time imaginable. The fact we survived made us stronger, faster, because we had to be heads up or not make it."

Ryan started working in his father's shop the summer after 6th grade and got to see Jerry's work ethic up close, making a valuable impression on the youngster. Beyond the routine 12 hours a day, six days a week schedule, the younger Taylor became fascinated with Jerry's meticulous nature and insistence on working efficiently. It would irk his father to no end to see workers wasting time going back and forth for tools, with the belief that wearing a beefy tool belt—regardless of how heavy and cumbersome it was—saved unprecedented time.

He also saved everything , Taylor recalled, with his early shop days spent sifting through five-gallon buckets for miscellaneous parts. "Dad had a saying in those days—'If that was a quarter, you'd pick it up.’ He grew up poor, so every penny counted. He started the company by saving everything he made and investing in penny stocks."

Jerry spent considerable time reading business journals and trade magazines, heeding advice from Wall Street investors like Warren Buffett and Charlie Munger.

"He told me he purchased one share of Berkshire Hathaway just so he could get the annual reports," said Taylor. "He felt like there was an equivalent of a college education contained in them."

Jerry was also keen on prefabrication, "long before it became popular," said Taylor. "We had an early version of a prefabrication shop. In the early days, it was looked at as taking work away from the field [workers]. My dad saw it differently—he looked at it as being efficient."

As an example, Taylor said he would cut 1/2" and 3/4" flex to a predetermined length, then push #12's through it and put connectors on each end. Prefabricated parts would be bundled and placed on pallets for ease of storage and movement on the jobsite.

By age 15, Taylor was working on jobsites, where he quickly learned the ropes, which included lighting prefab, bending conduit, and other field tasks. The next four years were essentially his apprenticeship training, as he pursued a degree at the University of Utah, earning a Bachelor of Electrical Engineering in 1994. After another year in the field, he was brought into the office to learn estimating and project management.

His first major job was the Utah Valley Regional Medical Center Women's and Children's Center addition, a $7 million contract, which was a big deal in 1996. "Most of the other estimator/project managers didn't like the big job, but that is where I feel like I excelled,” said Taylor. He also recalled landing a $14.7 million contract on the McKay-Dee Hospital in Ogden, another great project that helped him spread his wings.

Being "Taylorized"

Jerry also made shrewd hires, including men like Grant Marchant (retired in 2015), Marty Andruss (retired in 2019), Richard Harris (47-year vet, retiring at the end of 2025), Rick Blue (43-year vet), and Greg Williams (40 years in May). Taylor said Marchant essentially founded the company's estimating procedures and was a whiz with numbers. Andruss was in operations and was an expert at running field crews. Harris coined the term “Taylorized",which essentially means doing everything as efficiently as possible, particularly in the field.

Jerry would write a couple of "memos" a week, notes that Taylor said were "focused on efficiencies, like wearing your tools. It's the way you operate. We have a 20 ft. rule—don't go more than 20 ft. to get a part or tool." The company was an early adopter of utilizing handheld two-way radios and the Mikita 9-volt cordless drill. Taylor still considers two-way radios better than cell phones because radio communications are broadcast to the entire team, which can aid in troubleshooting.

Taylor said the company also operates with a unique "cradle to grave" philosophy on estimating and managing projects, with one person responsible for both estimating/landing the job and seeing it through final completion.

"There is no finger-pointing when it's all said and done," said Taylor of this approach. In addition, project superintendents and foremen are empowered to make key decisions on a jobsite. "We believe this makes us more streamlined and able to address challenges quickly and efficiently."

Creating a loyal, positive workforce and top-shelf company culture is something Jerry excelled at, said Taylor. Jerry himself had a simple philosophy when dealing with employees.

"We just treated people like I wanted to be treated," Jerry said. "We never had problems with people over the years because we treated them well. Ryan's doing the same thing. When people like you, they back you up, they support you."

Eye on Technology; Optimism High for Future Success
With a wide diversity of projects and market expertise Taylor says Healthcare has been particularly strong market over the years. "Our bread and butter is the healthcare market—that's where we excel," said Taylor. It's no secret that the rise of AI is fueling unprecedented demand for large-scale data centers. Taylor Electric has also positioned itself well in that market, with considerable experience in that sector.

Taylor added that AI is going to require more energy, with nuclear energy a likely up-and-coming market that will soon need experienced electrical designers and contractors. "The industry will need to build the infrastructure to support it." He said nuclear seems like a good option to power future data centers, but "that is a technical skill that a lot of electrical contractors may not have the expertise at this point."

Utilizing AI internally is a hot topic of discussion within the office, with Taylor saying, "We’re still in the early stages of exploration [...] how it can help us streamline what we do. I don’t look at AI as replacing anyone’s job. I look at it as a tool to supplement what we do."

Other improvements in recent years include expanding prefabrication efforts, developing a robust BIM/VDC department, and utilizing distributor partners for material warehousing and delivery.

"For a larger company, you must invest in technology—it's a given," said Taylor. "Like most, we’ve adapted technology to our trade."

The future of the company is bright, with all signs pointing to Utah's economy remaining solid, and Taylor believes his company is capable of even more. He's surrounded himself with talented, hardworking people. Top executives besides Taylor have more than 80 combined years at the company: Sheldon Dale, Vice President (hired in 1989); Dustin Sahli, Chief Operating Officer (hired in 1997); Mike Freeman, Chief Financial Officer (hired in 2006). The same principles and values that Jerry Taylor established 50 years ago remain the hallmark of Taylor Electric today. And Taylor said he's committed to keep pushing hard to ensure his company maintains its place in the A/E/C market.

"Mostly, we’ve stuck to what got us here—provide solutions to challenges, treat your employees with respect, and put customer service at the top. At the end of the day, most of what we do isn’t all that complicated."

Ryan credits his dad's example for laying the foundation of how to work hard.

"I would say my strengths are being resilient and having a strong work ethic," he said.

Jerry concurs. "Ryan works seven days a week if it’s needed," he said. "Our attitude is: we’ll do whatever it takes."

"I have a plaque on my desk, given to me by a retired estimator," Taylor added. "It says, 'Hard work beats talent, when talent doesn’t work'. I think that’s me in a nutshell."

The firm counts RiverPark Corporate Center as a long-time client (pictured), having done the electrical work on multiple office buildings in addition to providing long-term maintenance.

Taylor Electric Top Projects

Project, Location, Completed

Salt Lake City and County Building Restoration , SLC, 1989

Univ. of Utah Craig H. Neilsen Rehab Hospital , SLC, 2020

Univ. of Utah Kahlert Village Phases I & II , SLC, 2020; 2023

Myriad Genetics , SLC, 2021

Hillcrest High School , Midvale, 2021

Univ. of Utah Helix Building, SLC, 2023

Weber State Univ. Noorda Engineering Building, Ogden, 2023

Innovation Pointe Buildings 1-4 , Lehi, 2023

Trager Grills Headquarters , SLC, 2023

Univ. of Utah Impact Housing , SLC, 2025

Univ. of Utah Applied Science Building , SLC, 2025

Hungry and Ready

Sat, 15 Nov 2025 04:11:28 GMT

UC+D is pleased to feature the 2025 cohort of 40 & Under Professionals. This stellar group of seven has a collective expertise that spans across key scopes—business development, insurance, engineering, scheduling, and project management. While their skillsets may be different, they each share one key trait: a hunger to take every potential opportunity their way and deliver success.
By Bradley Fullmer and Taylor Larsen

By Bradley Fullmer

It's been a whirlwind 18 months for Adam Del Toro and Nick Pexton, who co-founded Fountain Green-based Reliance Engineering Services in May 2024, a company specializing in full-service telecommunications engineering, including design, project management, permitting, and funding and grant applications.

Two years ago, Del Toro was more than a decade into his career as a Research & Development Supervisor for natural gas giant Dominion Energy, while Pexton was working for Nephi-based Rocky Mountain West Telcom (RMWT) as a Sr. Director of Business Development, with just over four years at the company. The two had met a couple of years earlier while collaborating on a potential fiber optic network project in Mona that never happened. Neither was particularly content with their respective positions, so when Del Toro got a random call from Pexton in March 2024, the timing could not have been better.

"I was planning on leaving the natural gas industry and start my own firm [...] Nick happened to call the day I was putting in my two weeks [at Dominion],” said Del Toro, 39. "It definitely felt like Providence was helping us."

"Somebody was looking after us, because the timing was unbelievable," added Pexton, 35. "It's crazy how things lined up."

Del Toro is a native of St. George and earned a Bachelor of Mechanical Engineering from Utah State University in 2011. After 2.5 years as a USU Graduate Research Assistant, he joined Dominion Energy in January 2013, where he designed major natural gas systems and structures.

Del Toro also earned a Master of Clinical Mental Health Counseling from the University of the Cumberlands (Williamsburg, Kentucky) in 2023, and moonlights as a counselor at The Center for Hope in Springville, where he helps clients address life challenges both personally and professionally.

Pexton is a native of Nephi and studied at Utah Valley University from 2008 to 2010, and earned the Certified Telecommunications Network Specialist designation from Teracom Training Institute (2013-2014). Pexton joined Nephi-based Mid-State Consultants, a telecommunications engineering firm, in March 2011 and spent more than nine years there. He joined RMWT in June 2020, gaining experience in project management and operations.

After that fortuitous phone call from Pexton to Del Toro, the pair met four times from March to May to "make sure we were aligned on what the company would look like," Pexton said.

"It was a pretty quick process," added Del Toro. "We got talking about goals, how to build a general company vision. I trusted Nick's background and experience, and his character, as well. It was a big risk, but I'm a sink-or-swim guy. If those are my options, I'm going to swim!"

Since teaming up, the pair have been aggressive regarding company growth, having exploded from just the two of them to 30 employees, with revenues expected to more than quintuple from $560,000 in 2024 to nearly $3 million by the end of this year.

Both expect the telecommunication market to be a fruitful, busy market given the need for fiber optics to rural America, in addition to the "Internet for All" initiative in May 2022 that was part of the National Telecommunications and Information Administration's (NTIA) implementation of the infrastructure law that allocated $65 billion to improve high-speed Internet access. Utah, specifically, received $330 million, with the goal of reaching some 40,000 unserved homes and businesses.

The firm's location in Sanpete County puts them in the center of the state geographically, and they're committed to working with communities of all sizes to improve their internet capacity. In addition to Utah, Reliance is working in Michigan and Oklahoma, and Del Toro and Pexton expect to land significant future work throughout the Midwest. They want to grow intentionally while ensuring a diversity of revenue streams.

"We set some early goals, and we've been able to do really well—we're on track to beat our goals," said Del Toro, crediting the many employees who have joined the firm. "Those individuals took great risks coming on board. We anticipate we'll be even larger next year with the work coming down the pipeline."

"Our outlook has been wise," said Pexton. "We've taken into consideration diversification into other sectors—that's a key element. Adam has experience in the natural gas industry, and we want to further our diversification and get into the power side of the industry."

Major clients include the federal government (USDA), utility companies, and municipalities, with a focus on rural communities.

"We love Sanpete County," said Del Toro. "We value helping the communities we live and work in and providing services that help build up the community and hopefully help the residents."

"We depend on repeat work from 18 major clients, and continuously getting work from them," said Pexton. "The minute we stop doing a good job, they can go someplace else. As long as we do a good job, we'll keep getting work."

The pair expect Reliance to maintain its explosive growth, perhaps even doubling its employee total in another 12 months.

"Next year's [revenue] goal is $4.8 million," said Pexton. "We have confidence in what our workload will be like. We are scaling quite dramatically and want to grow at a healthy pace, where we're not stringing ourselves out too thin. We're in a good position right now."

Alex Karras, SE -36

Principal + Partner

Calder Richards Structural Engineers

Andrew Newbold - 32

Director of Business Development

Bonneville Builders

Arika Morris, PSP - 31

Scheduler; Adjunct Professor

Ames Construction; Utah Valley University

Brady Thorn - 40

Sr. Vice President

Beehive Insurance

James Kilpatrick - 40

Sr. Project Manager

Columbus Pacific

Black Desert Oasis

Wed, 15 Oct 2025 22:58:13 GMT

Black Desert Resort is the single most exciting development to hit Southern Utah, a staggering $2 billion investment by Reef Capital Partners that will make one of the finest destination resorts in the Southwest U.S.
By Brad Fullmer

When Lehi-based Reef Capital Partners (Reef) initially announced plans in 2018 to build a sprawling, estimated $2 billion mega-resort with a championship-caliber golf course on 600 acres covering parts of Ivins and Santa Clara—small towns with just over 15,000 combined residents at the time—it was difficult to fathom what a project of that magnitude might look like.

Fast forward seven years, and Black Desert Resort is indeed a shining oasis amidst Southern Utah's famed red rock cliffs, sitting atop an ancient lava field, with buildings strategically carved into the land to produce a resort unlike anything else.

"This is the biggest project we've ever done—we feel really good where we are," said Brett Boren, President of Real Estate for Reef, acknowledging the general completion of the $290 million, 806,000-SF resort center, along with significant ongoing work—including a 1,298-stall parking garage, condominiums, and a private water park.

As of September, all aspects of the main resort center were open and fully complete, with the hotel celebrating its first official year in business after partially opening in September 2024 as it hosted the inaugural PGA Black Desert Championship October 10-13. The second installment of the tournament—now dubbed the Bank of Utah Championship—is slated for October 23-26, with a third tournament signed for 2026.

Hitting Major Milestones Critical to Keeping Complex Project Schedule on Track

In creating the golf course, crews used dynamite to blast through thick beds of basalt lava to build on a design concept where the course seamlessly weaves its way through the rocky terrain. In terms of the world-class amenities at Black Desert Resort, the star is unquestionably the Tom Weiskopf-designed championship golf course that has hosted both PGA and LPGA events, with future tournaments on the calendar through 2027 and 2029, respectively. With the stark contrast between the lush green grass and black lava, it's almost like playing on another planet—and if you're a weekend hacker seeking the ultimate challenge for your 100-plus handicap skills, bring a bag full of golf balls as the course readily devours wayward shots.

Getting the resort ready to host that first PGA tournament last October—a year earlier than expected—offered myriad challenges for Lehi-based general contractor SIRQ Construction, according to Brandon Burnett, Sr. Project Manager, and Tyler Ames, Project Manager, two of SIRQ’s four primary PMs manning the complex resort center, which consists of five main buildings, listed A through E.

The first major milestone, according to Burnett, was getting more than 45,000 CY of structural concrete poured, perhaps the riskiest aspect of the project and the key to keeping the entire schedule on track. Burnett said Ohio-based Baker Construction, the structural concrete subcontractor, did a good job staying on point.

"Getting the structural concrete done was a big deal; [Baker Construction] could push a schedule and hit dates," said Burnett.

The second major milestone was preparing to open Building C, which houses the Pro Shop and 20th Hole Sports Bar—a hot button for the owner, given that the golf course had opened to the public in May 2023.

Burnett said it was an important milestone—reached in spring 2024—because it allowed SIRQ "to get a feel for what to expect with the rest of the project."

The construction team made a major push from June through October last year to get the hotel functioning for the PGA event, with crews on other buildings brought aboard for the final push.

"A year ago, we were in complete scramble-mode, working long days to get it ready," said Burnett. "In June of last year, I was more panicked than in September. After we got through June, we realized we could get there—everyone felt confident we could get it open. A lot of people were shocked at what we could pull off the last two months."

He said work on buildings D and E—the condominium buildings—was essentially suspended so all available manpower could be shifted to A (hotel), B (convention center), and C (pro shop and sports bar).

"It was challenging juggling manpower, managing different trades and making sure they were hitting dates in each of the buildings," said Ames, who oversaw Building C. "They were all managed as their own project. During the last big push [in Summer 2024], we started having contractors do work out of sequence, just because some trades weren't available or ready. It caused some minor rework, but in those instances, it's kind of what we had to do."

Burnett even relayed a story about an out-of-state hotel developer who saw the project in August and thought there was no way possible for SIRQ to meet the stringent September deadline. "He was blown away by what we were able to do. Given the hurdles we had to get over, to be that far along at that point was cool. You can get a lot done if you have good people."

"We worked our guts out to get there—everything that had to be ready was ready," added Boren. "I know a lot of people that attended the event looked around [at all the ongoing construction] and thought, 'You guys are behind schedule.’ And we really weren't—it was more of us trying to pull off the miracle the first year."

Natural Environment Inspires Design Elements, Top-Shelf Amenities

The overall design of Black Desert Resort Center was led by Scottsdale, Arizona-based Allen + Philp Partners, who drew inspiration from the ancient lava flows and rich vermillion sandstone formations, creating a modern resort community that fits well with the natural environment. Materials were chosen to harmonize with the desert surroundings, with black basalt stones in various walls in both the hotel and convention center, warm wood elements throughout the resort, floor-to-ceiling windows, and a wide array of attractive materials, colors, and patterns, including custom millwork, ornate lighting fixtures, and decorative furnishings and art.

According to Matthew Kosednar, Principal-in-Charge for Allen + Philp, his team worked with Patrick Manning, Managing Partner at Black Desert Resort, and the Reef Capital team, with the resort going through multiple design iterations in 2018-19. Ultimately, a multi-building center model was selected, with a hotel, conference center, pro shop, and multiple condominium villages, along with a 1250-stall parking garage (Q4 2026 completion).

Kosednar said the project's relationship to its surroundings was carefully considered, with a design philosophy of "geological luxury"—defined as architecture that responds to the landscape and becomes an integral part of its geological story.

"It is a modern piece of architecture in a modern setting, but we wanted to make it appropriate for the area,” said Kosednar, while embracing the natural desert color palette, especially the sandstone and lava. "I'm most excited about the transformative nature of the resort and what it does for the St. George area. It was fun to work with the team and envision what this space could become."

Focus on Sustainability, Preserving Open Space

Boren said Black Desert will preserve 200 acres of land within the 600-acre development, with sustainability and being a good community partner being vital to a project of this size and scope. Boren praised the positive relationship Reef has developed over time with city officials in Ivins and Santa Clara.

"We couldn't have asked for better cities to work with," said Boren. "We've had our moments; our disagreements. Sometimes you get cities that aren't willing to budge at all; aren't willing to reason, and I have not found that to be the case with these cities. They've been excellent to work with—I would even call them partners."

Reef is even working with Dr. Ryan Platt, an Adjunct Professor at Utah Tech University, on stocking its pond with endangered Virgin River Chub, allowing them to breed and then reintroduced into their native river environment.

"We're doing everything we can to be environmentally conscious," said Boren, including putting in five miles of trails through the lava bed, paying close attention to water conservation, and dark-sky-friendly lighting.

Regarding building sustainability, design and construction prioritized energy efficiency, daylighting, water conservation, and air quality. Some sustainable items include:

—Low-voltage power (10 volts vs. 120 volts) on CAT6 cables, reducing energy. This applied to lights, locks, security cameras, and other electrical components.

—Low-voltage Power over Ethernet delivers direct current power and data through network cables to avoid additional electrical wiring.

—Reclaimed water is treated to an irrigation level for reuse. Low-flow systems and native desert landscaping also cut water use.

—Efficient irrigation systems ensure that golf course irrigation is monitored and controlled for every 10 SF, cutting water use by 50%.

Variety of High-End, Luxury Accommodations

Guests can choose from several accommodation offerings, starting with the Hotel Collection, which includes 148 rooms in the three-story hotel, with convenient access to several dining and bar options, a wellness spa, spacious fitness center, and relaxing pool and hot tub area.

The Resort Collection comprises 299 combined rooms and deluxe suites for families, groups, or extended stay visits. These residential-style layouts include sofa beds, kitchenettes and access to all resort amenities.

For a high-end, opulent experience, the resort offers the Plume Wellness Center, nine private rooms specially designed for wellbeing and deep relaxation.

Boren said two condominium projects are close to wrapping up (November target), as Black Desert expands its multi-family footprint to 600-plus units: the Terrace Collection will add 174 units, while The Cove is 170 units. St. George-based Watts Construction built The Cove and three buildings of the Terrace.

A unique mix of on-site dining options is another strong amenity, including Basalt—a high-end American steakhouse—and Latitude, a casual, open-air eatery. There is also an indoor-outdoor lobby bar, a rooftop lounge with exquisite 270-degree views, the lively 20th Hole sports bar, along with simulated golf bays and a relaxing poolside bar.

Building B houses Black Desert Resort's conference center, which features more than 45,000 SF of indoor and outdoor space, featuring 18 distinct venues: a 10,000-SF ballroom, five breakout rooms, plenty of naturally lit spaces for socializing, and an expansive outdoor lawn with room for 500 guests. Conference center lobbies feature honed marble walls and rich millwork on doors/openings to the ballrooms.

With the resort center finished, Boren said construction will continue on the condos, a private water park, a pickleball facility, and the parking garage. Upon completion of the garage in November 2026, construction will commence on another mixed-use development with multi-family, retail, dining, and entertainment elements.

"Everything is moving along really well," Boren added. "We have plenty of projects to continue to work on and try and make perfect. We're trying to get some leases ready and that will take time. But in a year, we'll be ready to do the first phase."

Black Desert Resort

Location: Ivins

Start/Completion: Feb. 2022/Sept. 2025

Cost: $290 Million

Delivery Method: CM/GC

Stories/Levels: 4

Square Footage: 806,000 SF

Owner: Reef Capital Partners

Owner's Rep: Sean Tuite

Design Team

Architect: Allen + Philp Partners

Civil: Kuma Engineering

Electrical: Resolut

Mechanical: EXP US Services Inc.

Structural: Kimley-Horn

Geotech: Applied Geotech (AGEC)

Interior Design: Allen + Philp Partners

Landscape: Floor Associates

Construction Team

General Contractor: SIRQ Construction

Structural Concrete: Baker Construction

Site Concrete: Innovative Concrete

Plumbing: J&S Mechanical

HVAC: J&S Mechanical; Northstar

Electrical: Hunt Electric

Masonry: BA Robinson Construction

Drywall: B&S Drywall

Painting: Accent Painting

Tile/Stone: HB Workplaces

Millwork: Allegheny Millwork; Riverwoods Mill; D&L Cabinetry

Flooring: HB Workplaces

Roofing: Flynn Group

Storefront, Curtain Wall: Flynn Group

Shower Glazing: Jones Paint & Glass

Waterproofing: Guaranteed Waterproofing & Construction

Steel Fabrication/Erection: JT Steel

Excavation: BHI

Landscaping: Hansen Landscaping

Calder Richards Celebrates 20 Years of Sustainable Evolution

Wed, 01 Oct 2025 18:49:30 GMT

In 2005, Calder Richards Consulting Engineers formed after the merger of two smaller structural consulting firms who, interestingly enough, both started in 1986. Calder Richards has provided a steady structural support for Utah’s built environment ever since. As the firm celebrates its 20th anniversary, UC+D spoke with Managing Principals Shaun Packer and Nolan Balls to look back over the company’s history and celebrate what has helped their firm stand out to deliver solid projects in Utah and beyond. Their responses were edited for clarity and brevity.

UC+D: What have been some catalytic moments for Calder Richards since that initial merger?

SP: Winning the Talking Stick Resort in Scottsdale, Arizona is the first one. The big reason for the merger between Richards Consulting Group and Calder Consulting was to build a large enough company to go after bigger projects like that.”

NB: That was my first project when I was hired straight out of college. We helped design the 17-story hotel and casino, a conference center, as well as parking structures, a central mechanical building, and a pool building. Talking Stick helped get us through the downturn a few years later.

UC+D: What have been your key market sectors you all have targeted over the last 20 years?

NB: We were breaking into K-12 along the Wasatch Front soon after the Talking Stick Resort and it’s been our bread and butter since then.

SP: Absolutely, but I credit our firm for always adapting to the current environment. We’ve been fortunate to do so much K-12, but we used to do a lot of office work, and now we are working on conversions like the Ebay Headquarters to CTE/Innovation Center for Canyons School District as the market has shifted away from commercial office.

UC+D: Schools have certainly evolved over the last 20 years, how has your work as structural engineers evolved?

SP: We are seeing more creative design on the architectural side, certainly. We see many more two-story designs; more windows and daylighting. But we’re utilizing more powerful tools and continually building our understanding of the structural materials that are in use more than ever—tilt-up concrete, steel columns and beams, especially—to be the architect’s trusted partner.

NB: Schools have definitely changed, and we’ve had better experience in helping projects move forward successfully when we are involved earlier in the design process. As we got involved early on in West High School’s schematic design, we were able to provide structural solutions and options to accommodate the architects’ design intent.

UC+D: How has company growth changed Calder Richards?

SP: It’s certainly changed the number of people in our office. We started with around 10 people when we merged, and today we have 27. But we often say that we don’t want to grow just to grow—we want to grow sustainably. We don’t lay people off when works slows down, and we have an expectation that sometimes there will be overtime work, and other times you may be waiting for our next project to begin.

UC+D: Evolution is natural, but how have you all sought to stick to the values you created when Calder Richards was formed?

SP: We’ve been consistent about how our company responds to growth. With that, we have an advancement track in our company to bring in new engineers to take opportunities and eventually be owners in our company.

NB: We look for engineers with master’s degrees, and we hire really talented people from the local engineering schools with a few transplants as well. But we hire them and train them in the hopes of keeping them. It’s how I was brought on, and we think it’s working.

UC+D: What are some tangible ways that you see those values reflected in your company?

NB: We listen to the people we hire. We had some of our younger employees tell us to check out Tekla software, and so we bought a license, tested and tried it. While we decided not to shift our main focus over at this time, we learned and expanded our capabilities and have more options for the future thanks to them. These are smart, talented people who bring so much to the table, and we try not to stifle them, because they will rise if we give them the chance.

UC+D: Since Calder Richards looks to bring young engineers in and build them up, what does your advancement track look like for them?

NB: We start with engineers in training, who can move to project engineer once they earn their professional engineer licensure. Then to project manager and then associate level after employees earn their structural engineering licensure. After that, they can become partners, with the final step becoming managing partners. If people see themselves in a future here, they won’t be going somewhere else.

SP: The senior partners, like myself and Scott, have or will sell off shares in the company to newer partners to bring them in and continue this process. To Nolan’s point, 90% of our employees have been with Calder Richards for their entire careers. We invest in our employees so we just don’t have a lot of turnover.

UC+D: Those are pretty incredible stats. How do you stay progressive in your ideas and decision-making to do the best work?

NB: I think it comes from the outside and what our clients are pushing. If you would have asked me 15 years ago if I would ever design a school in tilt-up concrete, I would have said ‘No way’. But as masonry became more of a rarity, and pricing changed on other materials, we adapted, and it helped us to design places like the Alta High School Performing Arts Center.

SP: It goes back to adapting to what is current and where the trends are. Our company improvement committee meets to talk about these things and helps us stay aware of what’s happening around us.

NB: To Shaun’s point, the cantilever designed for Farmington High School sticks out 40 feet from the library. We could have easily said “No, it doesn’t work.” But we came up with a floor to roof truss—we innovated and thought outside the box. It’s helped us to earn repeat clients.

UC+D: Collaboration is significant to your role as structural consultants. How would you describe what good collaboration looks like as things move into construction?

NB: When contractors are preparing to start a new building, they’ll send over shop drawings for us to review. Also, we list in our drawings what we want to see in the field and then we go out and give site observation reports. We’re not inspectors, but we want to provide a level of oversight about our work. We don’t want to slow down the process, so we want to quickly respond to RFIs and maintain a good relationship with the contractors.

SP: When you’re working with contractors, you’re working through different options. Sometimes, they tell us “We like your details here, but this is not buildable. But we have an idea on how this detail could change to make it possible.” We’re open to hearing that! We work with some really talented contractors.

UC+D: It seems like the human factor is so critical to your work, how do you balance it with the push to utilize AI?

SP: I attended a seminar recently where someone said, “Who is responsible if we have AI do all the design work, and then we stamp it at the end? If you stamped it, you’re responsible.” But AI is not following up with builders to review shop drawings, and it’s not walking the site to ensure everything checks out.

UC+D: Where else does that more personal component shine through?

NB: We have repeat clients for most of our work, and it has been good to work with the architectural teams and get a feeling for what they like and how they want it done. It’s been a good way to team with architects, and for them to recognize and see the value we bring by being a part of the discussion earlier in the process.

UC+D: When you think of these projects that best reflect that attitude, I know that picking favorites is always challenging, but what are some of those projects for you all?

SP: When we’re designing some of these projects and really in the thick of it, they certainly don’t feel like favorites! But when I look back, I would list Talking Stick as one, and the adaptive reuse of the High West Distillery + Restaurant in Park City as another project I really enjoyed working on.

NB: Farmington High School was a fun project because the architecture was so challenging on it. There were some cool things we did on it that you don’t realize unless you’ve been with the architect, where archways create a unique visual effect. Being able to do that 40-foot cantilever for the library was cool, too. When they were ready to remove the shoring, I asked the contractor if they were worried, and he said, “Kind of!” But when they measured the deflection, it met exactly what we told them it would, 3/8 of an inch.

UC+D: What does the future look like for Calder Richards as it relates to Utah’s built environment?

SP: We’ve been pretty fortunate here in the Wasatch Front to have a strong economy and strong growth. It’s good for our industry. But we don’t want to see Utah just grow to grow. We’re going to have more water-related challenges, and we need to ensure that we can have an infrastructure to support those living here. We want to see sustainable growth. And Calder Richards looks forward to providing structural engineering for sustainable growth far into the future.

The (Epi)Center of it All

Wed, 01 Oct 2025 18:36:12 GMT

The U of U’s Impact & Prosperity Epicenter is the newest living learning community on its campus to show the ripple effects of design and construction on student outcomes and engagement.
By: Taylor Larsen

Nested in the middle of the University of Utah (U of U) campus sits the aptly-named Impact & Prosperity Epicenter, the second living learning community (LLC) project designed on campus by Los Angeles-based Yazdani Studio of CannonDesign.

After nearly a decade since their first LLC project, the award-winning Lassonde Studios (UC+D’s 2016 Most Outstanding Public Building over $10 million), Mehrdad Yazdani, the design firm’s Principal and Studio Director, said their work on a sequel was an exciting prospect for the firm, and enlisted Salt Lake-based MHTN Architects and Okland Construction to serve as the respective local architect and general contractor.

Today, the Epicenter serves as a striking piece of architecture and construction, one whose curvilinear shape asks users and visitors plenty of questions. But moving from idea to execution has been a work in progress.

One query from Yazdani stood out as it relates to students and the built environment, and helped begin the journey to create the Epicenter: “How does your living environment as a student impact your success as a student and as a changemaker?”

A Project for an Evolving Campus

Katie Macc, CEO of the Sorenson Impact Institute, said LLCs like the Epicenter and Lassonde Studios next door have been massive steps forward in advancing entrepreneurship and social impact. But both play a major role in creating “college town magic”—a phrase coined by University President Taylor Randall that invokes a vibrant campus where students can find community and have one-of-a-kind experiences.

With more on-campus student housing in the works, the state’s flagship university is hoping to shed the “commuter school” label and deliver a level of desirability that matches the resources students commit to higher education.

“There is some soul searching going on across university campuses,” said Macc of the challenge at hand. “We have to be convincing that going to college matters.”

She said overall university enrollments across the nation are decreasing as students grapple with tuition costs, COVID and its isolating aftershocks, and a different perspective on higher education.

Universities are no longer a place where students come to learn what they couldn’t learn elsewhere—remote learning and the internet have opened a fissure in that idea that will never close. Instead of that educational transaction, being at a university must include building community and creating in-person experiences only available on campus.

Macc said that the Epicenter helps steer the campus experience toward the future, with design goals to create a base of operations for two changemaking organizations and a living and learning home for 778 students.

The three-story commercial portion of the building, known as the “Changemaker Pavilion”, includes office space for The Center for Business, Health, and Prosperity (second floor) and the Sorenson Impact Institute (third floor). While each organization has a different focus, both are firmly invested in helping students access and create the resources needed to change the world. Each entity works hand-in-hand as owners of the Epicenter to host events and “create a full spectrum of ways for students to get involved,” said Chad Salvadore, Chief Financial Officer for the Sorenson Impact Institute.

“We’re dialing in the programming to energize the student body,” said Salvadore of the work done at the Epicenter. With over 60 majors represented among the 778 students who live there, he said that the diversity of students is less a reflection of their chosen major and more a desire to reside in a space built for students to work their entrepreneurial muscles.

“Living here is a mindset—you can engage across many different paths you choose.”

Impactful Housing

The Epicenter’s student housing component is a key part of that framework. The unit layout is identical across each of the six residential floors. Rooms for the 778 students all come with a window to look out to the world before them, and range in type from traditional dorm-style single and double rooms, apartments with 4-8 rooms with a full kitchen and living room, and unique end-cap communities.

The end-cap communities are a fresh take on the novel approach from Lassonde Studios, with 20 bedrooms that hug the building’s eye-catching curvature. Bedroom doors exit out to an inviting community room with prep kitchen, comfy furniture, TVs, and a living room window where residents can look out to campus, the nearby foothills, or across the cityscape.

Of the 11 total end-cap communities, four are titled and themed—Impact Capital, Interfaith, Global Health, and Health Innovation—which Salvadore said exposes students in these themed communities to different types of impact and allows them to live amongst others with a shared area of passion.

Just before leading the Impact Capital Community’s first meeting after move-in week, Salvadore said, “I had prepared myself to encounter a group of students who were still in the awkward phase of meeting so many new people, still in the first-day jitters.”

But credit to the built environment in the Epicenter, he said, “Everyone had been interacting with each other in their end-cap for a full week and had already formed a community. They all knew each other and were eager and ready to go.”

Forum at the Center

According to Yazdani, numerous discussions amongst the project team revolved around how to create something that would be more than the sum of its parts—two centers and a bunch of housing. In one of the brainstorming sessions, one U of U administrator remarked, “You’re creating a watering hole,” where those with a common cause can build on ideas and create enterprises, organizations, and impact capable of solving global challenges.

Those early discussions resulted in the design and construction of the ground-level forum, which provides a massive collaboration space for students and changemakers across campus.

“The steps down into the forum are to reinforce that the building is a gathering place or watering hole for ideas,” said Zach Lewis, Project Director for Okland Construction. Students can learn and engage, from the concrete stair or across the forum, with programming and experts from both on-site organizations.

The nearly 12,000-SF forum feels even bigger and more inviting with the massive curtain wall surrounding it. The glazing feature, installed by North Salt Lake-based Mollerup Glass Company, daylights the space and shines on a unique feature in the polished concrete floor.

“The joint layout of the floor is concentric circles, communicating that the building is the epicenter of student impact on the rest of the world,” said Lewis. “The ceiling also mirrors this circle design and is a cool detail that mirrors the vision for the organization.”

The forum has been the hotspot for a wide variety of activities since the Epicenter opened. In year one, the area hosted 60-plus events, hundreds of office meetups, and plenty of “Ask an Expert” case-study sessions for students. Salvadore said 70-plus events are scheduled for this fall semester—keynote speakers, yoga and wellness, an art convening on the different perspectives on climate change—with more to come.

The forum includes a café and to-go food options, along with a varied furniture palette for the dozens of small gathering areas, as well as a training room, phone booth rooms, and the entrance to the three-story Changemaker Pavilion.

Yazdani mentioned how the forum serves as a key circulation element for students.

“You must go through the forum to get to your room,” he said, mentioning how it was intentional in building this sense of community so desired by students. “There are no backdoors where students could slip in and out of the building.”

By daylighting the area and using durable materials, furniture, and finishes, this key part of the Epicenter can be embraced and utilized to its fullest extent.

Learning Curve

The real gem of the Epicenter is the curvature and materials of the building—majestic masonry, eclectic ribbon window locations, and an inviting ground-floor curtain wall that give the Epicenter a sleek, modern look.

The choice to use a brick masonry as one of two façade materials, Yazdani said, was a result of volatile material prices brought about by the pandemic. Efforts to value engineer a solution helped hit a moving target and brought in the dark grey brick at ground level before the color changes to a buff tan brick as the building rises.

The curvature, Yazdani said, was critical in creating different vantage points and engaging the community around it.

“I believe that architecture needs to functionally engage its occupants, [and also] engage the public and users,” he said. “Even if you’re not using the building, I still want the building to engage in dialogue with you.”

“Not everyone has to like it,” Yazdani said. “Like a great piece of art—we can love it or we can hate it. But if you ignore it? That’s a failure of the art, and in our case, the architecture. Too often we drive by buildings that don’t earn a second look.”

The Epicenter is engaging and visually intriguing, but building something so striking and curvilinear posed its own set of complications to the construction team.

“There is a reason that humans have built squares and rectangles forever—they are easier,” said Lewis. The Epicenter, on the other hand, “It was not easy. It required a lot of coordination and attention to detail.”

The Okland team responded to the challenge by ensuring high levels of quality and craftsmanship on all the radiused corners of the building. In the most extreme locations for sun angle and radius, construction teams created multiple mockups to avoid making a dragon scale effect in the masonry and deliver a seamless final build. The solution involved a thin brick design that allowed the team to create a beautiful curvature and provide full integrity to the building envelope.

“Nicolson Construction was an awesome partner to make sure we maintained that standard everywhere,” Lewis said, mentioning how the extra coordination and effort from their masonry trade partner paid off as the final product is “so much more than a nondescript box.”

Coordination to Deliver Some Campus Magic

Building in the “soul” of campus posed its own set of challenges. Lewis said that construction teams were in constant communication with those in surrounding buildings and the U of U to ensure construction did not impact events. Lewis and the Okland team scheduled major deliveries around student breaks.

“Canceling work around games and graduation was not always the most efficient way to work,” said Lewis, “but it helped maintain the campus experience.”

With a campus experience further edified with a stellar new build, Yazdani answered his original question: “The built environment has a direct impact on student success if you plan it and design it accordingly.”

The “college town magic” is coming together in what U of U officials call the soul of the campus. Whether this magic is wizardry or the result of the built environment, it’s working, and it’s coming from the Epicenter.

The University of Utah

Impact & Prosperity Epicenter

Location: Salt Lake City, Utah

Cost: $130M

Delivery Method: CM/GC

Square Feet: 284,000

Levels/Stories: 7

Project Team

Owner: Utah DFCM and University of Utah

Owner ’ s Rep: Lori Kaczka

Developer: Sorenson Impact Institute; The Center for Business, Health, and Prosperity

Design Team

Designer: Yazdani Studio

Architect: MHTN Architects

Civil: Psomas

Electrical: Envision Engineering

Mechanical: WHW Engineering

Structural: BHB Structural

Geotech: Applied Geotech (AGEC)

Landscape: MHTN Architects

Construction Team

General Contractor: Okland Construction

Concrete: Okland Construction

Plumbing: Archer Mechanical

HVAC: B2 Air Systems

Electrical: Taylor Electric

Masonry: Nicolson Construction

Drywall/Acoustics: CSI Drywall, Inc.

Painting: Pacific Painting and Wallcovering LLC

Tile/Stone: Millcreek Tile & Stone

Carpentry: Boswell Wasatch

Flooring: Commercial Flooring

Roofing: Utah Tile & Roofing, Inc.

Glass/Curtain Wall: Mollerup Glass Company

Waterproofing: Guaranteed Waterproofing

Steel Fabrication: Sanpete Steel

Steel Erection: Unlimited Steel

Excavation: Green Construction/BHI

Landscaping: Complete Landscapes, LLC

Goal!

Wed, 01 Oct 2025 18:27:43 GMT

There was a bit of déjà vu on the new UCCU Soccer Stadium project at UVU for a couple of members of the project team.
By Brad Fullmer

Front view of the bleachers, press box, and suites. (photos courtesy SIRQ Construction)

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For Erik Dunn, overseeing the construction of the new UCCU Soccer Stadium at Utah Valley University was a true "full-circle moment" for him, given that he played soccer at UVU (then Utah Valley State College) for two seasons in 1997-98.

"I'm looking at the field I tried out on," said Dunn, Project Executive for Lehi-based SIRQ Construction, during a phone interview three weeks after the ribbon cutting August 15 of the $21 million project. "When this popped up on the radar, I knew I had to chase this one. It was one of those (feelings of) 'this has got to be my job!'"

Dunn's genuine passion for sports is also shared by Hans Hoffman, Principal Architect for Salt Lake-based Hoffman Architects, and Kyle Borchert, Vice President and Project Manager for Salt Lake-based Method Studio, who teamed together to lead the design of this important project, which also proved to be a full-circle, déjà vu-like moment.

Hoffman and Borchert, ironically, worked together on the design of (then) Utah Valley State College's baseball stadium in 2004 while working for Craig Elliott of Park City-based Elliott Workgroup. It was Hoffman's first sports project, and Borchert's first-ever project as a brand-new intern. Both are huge sports fans: Hoffman said he "will watch any sport" and is a die-hard Utes fan; Borchert played baseball (shortstop) collegiately at Concordia College, a Division III school in Morehead, Minnesota (borders Fargo, ND), as well as club baseball at Montana State during graduate school.

"Hans and I go way back—it was fun to team up on this project," said Borchert. "Anytime I can combine athletics with architecture, it combines my two loves. It was fun to come full circle—from working with Hans on the UVSC baseball stadium when I was just an intern architect to working together on the soccer stadium now, having been in the architectural field for 20-plus years."

Hoffman, whose first project upon starting his firm in 2006 was a stadium for the Calgary (now Okotoks) Dogs minor league baseball team (he's currently doing another project for the team), was initially contacted by the Utah DFCM to provide renderings of a possible soccer stadium, which were later used in successful fundraising efforts. Hoffman Architects was then retained to provide cost estimates and develop the programming document, with Method Studio then brought in.

"We had developed a good conceptual plan," said Hoffman. "When we teamed with Method the concept stayed the same. Teaming with Method was seamless and we tapped into their resources and DFCM experience to push the project forward. I've known those guys for years—they're easy to work with."

Main Challenges Included Mitigating Adjacent Highway Noise, Narrow Worksite

Bordering the perpetually bustling I-15 highway—an estimated 20 million vehicles annually—posed a couple of primary challenges: mitigating traffic noise and dealing with a razor-thin worksite, while keeping the field open during construction.

Regarding sound reduction, walls to the north and south were made taller, blocking noise for fans in those areas. “The result is a palpable experience where you immediately go from deafening freeway noise as you walk up to the stadium, to a quiet hum that falls into the background and an ability to hear everything that is going on in the stadium," said Borchert.

As for the site, little space to navigate between the east-west direction necessitated a long, narrow building, meaning long runs for mechanical ducting and electrical/AV/IT conduit. The orientation also affected seating layout, with it being oriented more vertically than horizontally, which creates a unique viewing experience where you feel like you're on top of the action on the field. Every seat has a great view of the field, another hallmark of this project.

"I challenge anyone to find a soccer stadium anywhere in the country that has better views than [...] UCCU Stadium—we did our best to capture them," Borchert said.

A Stadium Worthy of a Growing University, Rising Soccer Programs

It's no secret that Utah Valley University is experiencing incredible growth—the school is projecting just over 50,000 students in Fall 2025, tops in the Beehive State and an increase of nearly 20% since 2018. This growth requires new buildings and improvements to athletic programs, with UCCU Stadium designed to accommodate a rabid fan base.

The men's and women's soccer teams currently compete in the Western Athletic Conference—alas, this is their last year in the WAC, with both moving to the Big West Conference starting in 2026-27.

Fan support for both programs has been stellar. UVU's women's team, which joined NCAA Division I in 2003, ranks 11th nationally in attendance the past four years. The men's program, which became a Division I member in 2009, ranks 14th nationally in attendance.

Dunn is thrilled with the new and improved amenities at UCCU Stadium, and its long-term impact on not only UVU's programs, but club and youth soccer programs in the region.

"This rivals anything in (NCAA Division I) sports," said Dunn, who spent over a decade helping develop youth soccer clubs in Utah County.

The nearly 21,000-SF stadium includes seating for up to 3,000 fans, plus eight luxury suites with eight soft outdoor seats, two indoor seats (10 people per suite) and heaters in the ceiling for cold weather games.

An MLS-style press box includes a broadcast/PA announcer booth, and a 500 SF media booth with space for 15 people.

Players will benefit from spacious and stylish new locker rooms that are decked out with all the perks including a player's lounge, training room with hot and cold tubs, along with ample storage. Highlights include custom lockers, rubber flooring in the pattern of a jersey with UVU's wolverine logo in the center, plus an oversized touch monitor for film study and a ceiling that literally looks like the lines of a soccer field.

Designers were able to add a sizeable 7,500-SF, two-story building on the SE corner that houses concessions, a UVU team store, and restrooms on level 1, and an accessible rooftop party deck on level 2 devoted to students, allowing them to socialize while taking in the game.

"To me, it's the most underrated portion of the project as it's a great venue to look down onto the soccer field to the north—as well as the softball field to the south)—but it also alleviated a huge need and greatly increases the fan experience," said Borchert.

Interior spaces are lively and fun, with UVU's signature green shining through in various branding hits throughout the facility, including wide cutouts in walls with turf inlays, and a drop ceiling cloud with lighting that mimics the netting in a soccer goal.

Both designer and contractor raved about the relationship between their teams, and with UVU's athletic department, led by Dr. Jared Sumsion, Athletic Director.

"We assembled a championship team with a team of four guys," said Dunn. "We had a really good culture on this project, top to bottom. The job was awesome—the ownership was amazing; we had a great relationship with Dr. Sumsion. It was just a fun process."

Hoffman and Borchert agree that the final product exceeds their expectations.

"It's an awesome place to watch a game," said Hoffman. "Even I was blown away; the design creates an unbelievable atmosphere for soccer where you're right on top of the action."

"It's such a fun venue—just an awesome way to take in a game." added Borchert, who helped design the Utah State University Maverik Stadium east-side renovation in 2023. He said particular consideration was given to how modern-day fans experience game days, with an emphasis on creating spaces to view the action on the field from various locations throughout the stadium.

"Gone are the days where you sit in your seat all game," Borchert said. "It's about having places where people can congregate and still enjoy the game-day atmosphere. There are 360-degree views with pockets of locations where you can take the game in at a different level."

Just like a good full-circle experience should be.

UCCU Soccer Stadium
Location: Utah Valley University
Start/Completion: March 2024/August 2025
Cost: $21 million
Delivery Method: Design-Bid-Build
Stories/Levels: 3 + Accessible Rooftop
Square Footage: 20,770-SF Soccer Stadium; 7,464-SF Restroom/Concessions Building
Owner: Utah Valley University
Owner's Rep: Frank Young & Kurt Baxter – UVU Facilities; Jared Sumsion – UVU Athletics
Design Team
Architect: Method Studio (architect of record); Hoffman Architects (design architect)
Civil: Ensign Engineering
Electrical: Resolut
Mechanical: Resolut
Structural: BHB Structural
Interior Design: Method Studio
Landscape Architect: MGB+A Studio

Construction Team
GC: SIRQ Construction
Concrete: Cornerstone Concrete
Plumbing: Gunthers Heating, Cooling, and Plumbing
HVAC: Comfort Systems USA
Electrical: STF Electric

Masonry: AK Masonry
Drywall: Lacem Construction
Painting: C5 Coatings
Tile/Stone: JRC Tile & Stone
Millwork: Artistic Mill
Flooring: Wall 2 Wall Commercial Flooring (carpet, resilient, athletic & turf flooring), Urbane & Company (sealed flooring)
Roofing: Progressive Roofing
Glazing/Curtain Wall: Skyview Glass

Four Decades of Transformation

Wed, 01 Oct 2025 18:12:43 GMT

WSP's Salt Lake office marks 40 years in the Beehive State, with an impressive track record that shows substantial growth and diversification in civil engineering markets.
By Brad Fullmer

Over the course of its 40-year history in Utah, WSP's Salt Lake office—originally founded as Parsons Brinckerhoff in 1985—has morphed from primarily a transportation design firm to one that successfully operates in multiple civil engineering markets.

The results of WSP's transformation the past decade into a more diverse outfit speak for themselves, with the 128-person Salt Lake office (with locations in Cottonwood Heights and South Jordan) posting three consecutive years of revenues over $50 million, including a record $70.1 million in 2023, and a robust $59.9 million in 2024—good for the No. 2 ranking in UC+D's 2025 Top Utah Engineering Firms rankings.

Shannon Bond , who serves as Sr. Vice President and Utah Transportation Business Lead, said New York City-headquartered WSP USA (19,000 U.S. employees; No. 4 on ENR's 2025 Top 500 Design Firms list) has been aggressive in buying other firms in recent years. WSP acquired New York City-headquartered Parsons Brinckerhoff in September 2014 for $1.32 billion, Ontario, Canada-based Golder Associates in 2021 for $1.14 billion, and Wood PLC Environment & Infrastructure, based in Aberdeen, Scotland, in 2022—just three among many multi-billion-dollar acquisitions over the 10-plus years. In addition, WSP acquired POWER Engineers in October 2024, a nearly 50-year-old, Pocatello, Idaho-founded firm with headquarters in Hailey, Idaho and 4,000 employees in 50 North America offices, specializing in electrical power system design, operation, and maintenance.

"It's exciting that we've been able to help transform the Wasatch Front—we've had some really big infrastructure projects. Our clients continue to trust us because we do good work,” said Bond, who joined WSP in 2014.

WSP's Salt Lake office boasts a range of robust business lines—transportation, water, environmental, advisory and planning, property and buildings, energy, and federal programs. "These are services we didn't offer 10 years ago," said Bond. "Through acquisitions and natural growth, it's been a remarkable journey from a small office in 1985."

"After 40 years, we are still trusted to work on transformative programs and projects," echoed Matt Sibul , Sr. Vice President and Mountain Region Transportation Leader, who has been with WSP for 13 total years over three stints. "We attract a workforce that wants to work on these projects. You can build a level of trust and partnership in the industry. One of the things that attracted me back was our specialty people—and we have even more of them. We're able to bring best practices with other clients. It's a great ecosystem Utah is in."

Utah Offices Benefit from Diversity, National Resources

One of the strengths of working for a national design powerhouse like WSP USA is the ability to draw on the expertise of 19,000 employees spanning nearly 220 U.S. offices. On top of that WSP USA is part of Montreal-based WSP Global that boasts more than 73,000 employees in 500+ offices in 40 countries and has ranked No. 1 for five consecutive years on ENR's Top 225 International Design Firms list.

"We are one of the world's top professional services firms, bringing together some of the brightest engineers, advisors, and scientists from around the globe," said Bond. "We can tap into 19,000 employees to support any specialty needs our local projects might require. That's significant."

In 2024, WSP's Utah offices generated revenues just shy of $60 million, with transportation (43%) and water resources (33%) accounting for more than three-fourths of its work. Aviation (5%) and resort/hospitality (4%) were also key markets.

Josh Palmer , Sr. Vice President and West Water Development Director, said the firm's ability to design multiple aspects of a single project is what enables clients to see the best results.

"One of the most rewarding things about the culture of our office is a recognition that we best serve clients when multiple disciplines and expertise come together," said Palmer. "To have a firm with that kind of diverse expertise, to put pieces of a puzzle together and give [clients] a vision of how to deliver something substantial—that serves communities and helps Utah grow in exciting ways—that's really been rewarding."

Palmer said Utah's water resources sector presents unique challenges, considering the state's burgeoning population growth and dry, high-desert climate.

"How are we going to make sure the next generation has the water they need, while balancing demands from a natural resources perspective?” said Palmer, a question that is always top of mind. "These things matter. We don't have a choice but to be innovative in our approaches to our designs. We cannot rest on our laurels and assume the way things were done yesterday is the best way."

Key Transportation Projects Highlight Impressive Resume

WSP has been prolific in the transportation market throughout its history in Utah by planning, programming, designing, and delivering sound road, highway, and transit design. The firm's early work supported the Utah Transit Authority (UTA) with TRAX light rail lines, and then the Utah Department of Transportation (UDOT) on the original $1.5 billion I-15 Reconstruction in preparation for the 2002 Winter Olympics—the first design-build project in Utah.

A sample of major transportation projects where WSP served as the lead designer in recent years includes:

I-15, SR-232 Hill Field Road in Layton (2017)
Utah Valley University Pedestrian Bridge (2019)
I-15 NB, Bangerter to I-215 in Sandy (2021)
Southern Parkway in St. George (2024)

WSP’s 40 years in Utah includes a host of key transportation, transit, and infrastructure projects. The firm has a created a strong staff locally, with 128 employees and revenues the past three years over $50 million annually, including a peak of $70.1 million in 2023. (photos courtesy WSP)

Projected Economic Growth, Younger Employees Signal Bright Future for SL Office

WSP has been able to recruit and retain significant young talent to its Utah offices in recent years, in part because of what Sibul said about major projects being exciting to design, but also because of the firm's growth trajectory and ability to maintain relevancy with clients.

"We do have a lot of new people, and several younger employees, which is great," said Bond.

"We are fortunate to be in a state that really invests in the type of work we do," added Sibul, praising the UDOT and local municipalities for making infrastructure investment a priority at state and city levels. "They pour a lot of money into maintaining the transportation system and adding more capacity," he said, including UTA’s push to modernize and expand FrontRunner commuter rail. “[Owners] understand that making these transportation investments drives the economy forward."

Bond, Sibul, and Palmer agree that being in a state with consistent population growth and a strong economy makes Utah a viable place to work, play, and enjoy a high-quality lifestyle. They appreciate working at a firm that helps maintain those values.

"I look at our job as not just helping clients deliver projects; it’s important to balance growth while enjoying a high quality of life," said Sibul. "We're a part of that delivery model."

"One of the things on our mind is getting ready for the Olympics in 2034 and strategizing with various business lines," said Bond. "We're looking at how we can get ready for it. I focus on transportation, and there is a lot of work to be done in the transit area. There will always be major reconstructions along I-15, and we're ready for it."

“Our team is a perfect example of the interdisciplinary, collaborative approach that WSP brings to each project or program, which we strategically tailor to our client’s specific needs,” said Karen Doherty, Mountain Pacific Region Executive at WSP. “With a nexus of disciplines further bolstered by our POWER Engineers colleagues, we are able to deliver groundbreaking projects to meet the needs of this fast-growing region. We also recognize that we couldn’t celebrate 40 years in Utah without our amazing clients who strive to make Utahns’ lives better every day."

Good Career? Start Here

Wed, 01 Oct 2025 17:55:54 GMT

Private, public, and association teams are coming together to bring more people into construction and the promising careers found in the industry.
By Taylor Larsen

Lucio Gallegos vividly remembers the workforce development meetings he attended during his time at Ogden-Weber Tech. These career and technical education (CTE) discussions consistently focused on one thing: young people were not entering construction, and the industry needed a new approach to attract them.

Gallegos recalled one member of the workforce development team, a training director with a prominent general contractor, saying, “We have been trying this for over 10 years, screw it, we’re just gonna hire them.”

The Long Road

Those conversations occurred nearly 10 years ago, and workforce development concerns continue to permeate the industry. The National Center for Construction Education & Research estimates that 41% of the construction workforce will retire by 2031, leading to potential gaps in skill and safety and decreases in productivity and project quality.

While stakeholders have aligned on the overall goal of providing students a foundation for future success through career development, the means to achieve the ends were seemingly at odds. High schools, trade schools, colleges, and private industry took different paths to achieve their goals, with some moving in opposite directions.

“I’m gonna be honest with you,” Gallegos recalled one school administrator saying, “If I promote what you’re telling me to get them over to the tech college, I lose head count. And then I lose teachers. I can’t have a school without teachers.”

Jobs that took away student learning experiences, according to federal guidelines and child labor laws, made the idea a non-starter.

However, after years of lobbying the Utah Legislature for a compromise between industry and education, H.B. 055, passed in 2023, provided a catalytic change in how younger people can engage with construction and other industries. High school students could participate if they were involved in a school-sponsored work experience and career exploration program.

Private industry finally had the compromise it wanted. It was time to act.

Big-D Charts New Path

Gallegos, now the Workforce Development Manager from Big-D, joined the company in 2023 with the express purpose of creating a program that fit within the new guidelines. Gallegos said he sees career development through the lens of the immigrant experience, one he knows personally as a Mexican immigrant with a father who worked in commercial construction.

“I was 9 years old and busting pins out of concrete forms with a hammer that was as big as I was,” he laughed. “I’ve got the cliché immigrant story.”

That story has a theme familiar to many immigrant families, he said, one where parents say, “I want my kids not to have to work as hard as I do. I want them in school.”

Add to that, it’s a law—children must attend school.

Gallegos was unfazed by those obstacles. As he began planning how Big-D’s internship program would operate, he knew that engagement had to start at the elementary school level and build on personal relationships between private industry, school administrators, students, and their families to succeed.

“We want to be the solution, not the obstacle to get into this industry,” said Gallegos.

So Big-D removed the barriers. Students can still attend school, work towards graduation, and be available in the afternoon for sports, extracurricular activities, and the high school experience.

But working was another significant part of the immigrant experience, Gallegos said, and internships needed to be paid to alleviate the family concerns.

“We asked what we would pay somebody fresh out of high school who worked at Big-D,” Gallegos said.

Interns have earned those same wages ever since.

Success Across the Industry

Staker Parson Materials & Construction is another industry leader bringing young people into construction. Their program hosts 8-10 interns annually, where students gain hands-on learning in areas such as quality control, construction management, environmental services, finance, and more. Many who benefit from these professional development opportunities transition into a variety of full-time positions.

“The internship program at Staker Parson and its affiliated companies has been a cornerstone of workforce development for many years,” said Chris Ylincheta, who serves as Vice President of Staker Parson’s South Wasatch Companies. Since the company’s internship program began, it has grown into a more structured, learning-focused program designed to prepare students for long-term careers.

The program’s strength, Ylincheta continued, lies in its partnerships with schools, trade organizations like AGC and ABC of Utah, and community groups and nonprofits like Success in Education.

“From elementary school outreach through Staker Parson’s ‘Rocks Build Our World’ program to university-level collaborations with Weber State University and Utah State University,” Ylincheta said, “these relationships expand students’ perspectives and spark early interest in construction careers.”

In addition to offering these career pathways, Ylincheta said that Staker Parson also invests in education by donating materials, providing scholarships, and serving on boards to ensure the curriculum aligns with industry needs.

If it takes a village to raise a child, building the village “infrastructure” plays a monumental role in setting children up for an adulthood full of possibilities.

School Involvement

As Ylincheta alluded, the construction industry alone couldn’t solve the construction labor crisis. Many hands would be required to make light work in building a career development ecosystem where students could learn, grow, and succeed.

One strong set of hands comes from schools. Jamie Little, CTE Business Liaison for Granite School District. She helps students succeed in construction and other industries by giving them the “Pathway Promise”.

“We want students to have something they can use to support themselves when they finish the program,” Little said. Whether that is a pathway to future certification, concurrent enrollment credits toward college, or work experience that helps them succeed, Little and her teammates help pave a way forward.

The pathway begins at the elementary level and continues through high school, building connections and contact points with various industries. Students across the K-12 spectrum have Granite teams dedicated to these efforts. “The kids really get to know their work-based person from the time they are little.”

For those preparing for life after high school, “We go over what professional dress looks like, and we do mock interviews and resume prep,” Little said, noting how professional dress in construction—steel-toed boots and hard hats—is unique for the industry.

Little said that this work centers on setting expectations for students and giving them the chance to go. “If you give them the opportunity, they’ll rise to it.”

Melissa Goble, Jordan School District’s CTE Internship Instructor, said that this shift from the construction industry is most welcome for students looking for great career opportunities. “The kids are enthusiastic and want to get out there.”

Goble continued by saying that harnessing that energy and providing an early connection to the industry makes a huge difference in their career trajectories.

“These internships allow the students a chance to get to work and get to know their employers—and our students are prepared for it,” she said.

Goble and her team at Jordan School District work to prepare students for various workplace scenarios in class and through one-on-one mentorship. Using the educational setting as a platform for students to develop responsibility and personal accountability is a crucial aspect of career development.

“We’re making sure these are the types of students ready for these roles,” Goble said. The goal isn’t just a successful internship experience. “We’re making sure employers are getting students who are potential employees.”

We Build Utah Provides Major Lift

Annee Farner, Workforce Development Specialist at AGC of Utah, noted that the association’s We Build Utah program is another stakeholder committed to student success and career development, working to build relationships with students, companies, and CTE programs across 25 Utah school districts.

We Build Utah team members worked with the Utah Board of Education to help realign instruction and learning outcomes to best suit students of the 87 Utah high schools that offer construction classes. Early efforts from the Utah Architecture, Engineering & Construction Pathways (UAEC Pathways) program provided a solid foundation for this work to thrive.

Today, Farner said, high school students can enroll in a four-class series that begins with construction fundamentals, teaches trades-based math, safety, and tool use, and concludes with a capstone, one of which is an internship.

Seeds sown over the last few years are reaping incredible fruits at the high school and post-secondary levels. UAEC Pathways data from Northern Utah showed that participation is growing. While course enrollments totaled 4,654 in 2019/2020, enrollments set a record in 2023/2024 with over 17,000 total course enrollments.

Those enrollments are making a serious mark in professional development. In 2023/2024, 436 students earned certificates, 35 earned associate’s degrees, and 26 earned bachelor’s degrees from Weber State University.

Interns Join In

But what does it look like for the actual, boots-on-the-ground interns who have participated in these programs and joined as interns?

For Oswaldo Mandonado-Barron, it was a roller coaster—rickety at first, but thrilling as it moved along. He worked across multiple roles—estimating, project management, and building operations at Big-D’s headquarters in the iconic Fuller Paint Building, and field work at the Frank E. Moss Courthouse project.

He joked that Big-D Project Manager Mike Boyer earned his respect, and not just for bringing good food for lunch.

“He gave me a good overview on how to budget a job, how to overcome the struggles with the role, and the successes that come from being a good project manager,” said Mandonado-Barron. “I told myself, ‘I want to be like Mike.’ ”

Mandonado-Barron finished his first week at Salt Lake Community College in August as he works toward an associate’s degree while working full-time in Big-D’s concrete division. He plans to attend Weber State University in the future as he pursues his construction management degree.

Jesus Hernandez’s story is another example of internship success. He wanted to get into the construction industry and work for Big-D, just like his father and his brother, starting as a 17-year-old intern while finishing his final year at Granger High School.

“I wanted to see what this job was about,” he said. The schedule was intense—26-30 hours per week—but mentioned how supervisors accommodated his schedule to ensure schooling took priority, helping him graduate a semester early.

“Once I joined full-time, I learned what life is,” Hernandez laughed as he talked about the new expectations, new hours, and new truck that he recently purchased after saving up his wages.

While college may be in Hernandez’s future, he enjoys the learning environment in the field. As a Concrete Patcher, he has grown proficient in drilling, epoxying, and concrete mixes and earned certifications for boom lift, scissor lift, and forklift, as well as completing his OSHA 30 training—and perhaps a future as a foreman and superintendent.

Jon McMurry is one of Staker Parson’s many examples of internship success that began once he met company reps at a University of Utah career fair in 2024.

“I didn't have a clue what Staker Parson was or did, but the attitudes of Clay Packard and Brian Tayler, Estimating Managers with the company, intrigued me,” McMurray said. Beyond each representative’s knowledgeable and personable demeanor, “They took their time to explain what the company did and captured my curiosity.”

McMurry completed his internship, working for roughly eight months with a specific focus on civil infrastructure. Today, he serves as a Project Manager/Estimator, having stayed at Staker Parson due to the close-knit and friendly environment.

"Everyone was willing to extend a hand and pass on their wisdom to the new hire. The atmosphere is infectious and makes every day a joy to come to work.”

Continuing on the Path

The work to build on this pathway continues. Ylincheta said efforts to engage younger folks are changing the construction industry for the better.

“By showcasing the innovation, sustainability, and rewarding opportunities within the construction sector, the program not only develops talent, but also shifts outdated perceptions of the industry,” said Ylincheta, adding that he hopes to see others enter the fold to build a strong pipeline of future construction leaders.

Gallegos added to Ylincheta’s words, namely in how engaging with the human element of the industry has reaped incredible rewards.

“You look at some of the people [at Big-D], they followed this same path in some way—working in the field since they were kids or taking this first job,” Gallegos said. “We took what was naturally happening and paved a pathway.”

Many of those interviewed for this story mentioned how efforts to engage students at all ages form a truth that many in construction know well: a person’s first job usually comes from someone they know. If the construction industry continues to connect with students from a young age, that relationship could bring that student—steel-toed boots, hard-hat, safety vest, and all—into an industry ready to build them up.

It's A Knockout

Wed, 01 Oct 2025 17:48:46 GMT

The new $7 million Fullmer Legacy Center in South Jordan is a dynamic and permanent home for the long-time boxing gym founded by brothers Gene, Jay, and Don Fullmer.
By Brad Fullmer

On January 2, 1957, Gene Fullmer, a scrappy, underdog fighter from West Jordan stunned the boxing world with a 15-round unanimous decision over the legendary Sugar Ray Robinson at New York’s fabled Madison Square Garden. Fullmer captured the world middleweight championship and established himself as one of the best pound-for-pound boxers during the late 50s and early 60s.

Since then, the Fullmer name has been synonymous with boxing in Utah, with brothers Gene, Jay, and Don establishing the Fullmer Brothers Boxing Gym in 1978, and offering free boxing instruction and life mentoring to thousands of youths—carrying on a tradition they learned from their trainer, Marv Jenson.

Their legacy of community giving will live on in the new Fullmer Legacy Center in South Jordan, a 16,500-SF facility that will serve as a permanent home to the boxing gym—after years of bouncing around to various temporary facilities—along with a museum, snack bar, and gift shop.

“The Fullmers are the first family of boxing in the state of Utah—that’s well understood,” said Dave Butterfield, a founding board member of the Fullmer Legacy Foundation. Butterfield served as Chairman of the Board from June 2016 to early 2025 and was influential in helping raise money—nearly $6 million via donations to date, which includes $2 million from the Utah Legislature.

Project Driven by Vision to Find a Permanent Home for Fullmer Brothers Gym

It was Jay Fullmer who led the charge to teach boxing in the community. By 1978, the Fullmer Brothers Boxing Gym had formally opened at the Butterfield farm chicken coop in South Jordan, recalled Larry Fullmer, Don’s oldest son and the man who spearheaded the efforts for the Fullmer Legacy Center.

From there, Larry said the facility moved to Riverton Elementary, an old church house in West Jordan, a sugar factory, a former fire station, and the Salt Lake County Equestrian Park in South Jordan, where it had resided since 2011. When they got word that Salt Lake County planned to transfer ownership of the park to Utah State University, Fullmer knew they needed to find a long-term home for the boxing gym.

Fullmer met with Butterfield and Robert Behunin—who at the time was a Vice President with Utah State University—in 2016 and told them he just wanted a “tin shed of our own” for boxing. Behunin countered by saying, “If you want people to donate money, you need something better than a tin shed!” They quickly formed the Fullmer Legacy Foundation (FLF), and by 2018, the wheels were in motion on a building.

Doc Murdock, a long-time trainer at the gym, connected Larry with his former roommate at Brigham Young University, Vern Latham, who is a Principal at Salt Lake-based VCBO Architecture. VCBO offered pro-bono services initially while helping FLF put together an RFP, while North Salt-based Gramoll Construction provided value engineering and other services in an effort to get the project launched.

Larry expressed sheer gratitude for the contributions of both firms in helping make the project a reality, especially for many generous donations from various foundations and individuals.

“[VCBO] believed in us early on and did our first phase of planning at no charge—they have been amazing and so professional to work with,” said Larry. “Gramoll helped us get the budget done as tight as it could be. This project had the absolute tightest budget. We met weekly with architects and the general contractor to see the progress—I’ve never seen such an amazing process. Construction started in November ’23, and every time I would come to the jobsite in the first six months, I’d get emotional.”

“We leaned on our relationships with contractors for flooring, ceiling, tiles, donated furniture and got deep discounts and a lot of in-kind donations,” said Phil Haderlie, Principal-in-Charge for VCBO. “To me, the story of this project is the grassroots effort of people seeing the value—this is something that came from their heart. It will have a long-lasting impact on the community.”

New Paragraph

Way More than Just a Boxing Gym

The 16,500-SF, two-level building packs a punch aesthetically and functionally on a 1.5-acre site within the South Jordan Sports Complex. It is light-years beyond anything Larry Fullmer could have envisioned when his desire for a new boxing gym took shape a decade ago.

“My brothers and I were born with the family name—we felt like we had to carry on the legacy,” said Larry, with the insistence that the gym welcome boxers, as it always has, free of charge. He relayed a story about a boxer named Milo, who rose up from a difficult environment and changed his life because of the Fullmer’s gym.

“He has his own boxing gym, a family, and a home,” said Fullmer. “That’s why we do it.”

In addition to a state-of-the-art competition boxing ring and seating, the facility sports top-notch locker rooms and training equipment, including heavy bags, speed bags, weights, etc.

The Fullmer Hall of Fame Museum is a space for visitors to connect with the past via memorabilia, photos, and old newspaper clippings, with Larry’s brother, Brad, saying they found more than 900 articles related to the trio’s boxing exploits, many of them Gene’s.

Gene was the most prolific of the trio—a two-time world middleweight champ known for his brawling style, compiling an impressive 55-6-3 record with 24 knockouts. Jay was a promising welterweight (and later a respected boxing referee) with a 20-5-2 record, before being forced to retire due to an eye condition that could have compromised his eyesight. Don was a top 10 middleweight contender who won the first world junior light heavyweight title in 1967 and had a record of 54-20-5.

Ken Romney, Project Manager for Gramoll Construction, said his team looked for ways to maximize efficiencies and keep the budget in check throughout the project.

“When you’re working on a project funded with donated money, you try and make it economical at every level, while not sacrificing quality,” said Romney, “I think we did a great job achieving that. It was a fun project to work on. I didn’t realize how big the Fullmer family is and how strong they are in this community.”

“It’s unique,” added Jim Gramoll, CEO of Gramoll Construction. “The Fullmers are such a Utah legacy. Having something here representing what those guys brought to the state is fantastic.”

At the ribbon cutting on May 2, Larry was overwhelmed at the turnout and shared how genuinely grateful he’s been for the vast number of people who contributed to the project’s success.

“This is a very special day for me and my family, and everyone who believed in the vision behind the Fullmer Legacy Center,” said Larry. “For a long time, we dreamed of having our own building that could carry forward the spirit of the Fullmer brothers. A place where young people could develop strength and confidence, where families could gather, where stories and heritage could be preserved, and the values of hard work, resilience, and character could be passed on.

“This center is a tribute to three brothers—Uncle Gene, Uncle Jay, and my dad, Don,” he continued. “Three men who were my idols, and who many people looked up to with respect, as they rose from humble beginnings and left an unforgettable mark on all of us to carry their legacy forward. Their story is one of grit, perseverance, and heart.”

Larry added that the brothers, “are likely looking down and saying, ‘Why are you doing this? It’s crazy!’ When you’re watching the kids working out, and they come up and say, ‘Thank you’, that’s all you need.”

Fullmer Legacy Center

Location: South Jordan

Start/Completion: February 2024/April 2025

Cost: $6.5 million

Delivery Method: CM/GC

Stories/Levels: 2

Square Footage: 16,500

Owner: Fullmer Legacy Foundation

Owner's Rep: Larry Fullmer

Design Team

Architect: VCBO Architecture

Civil Engineer: Meridian Engineering

Electrical Engineer: Envision Engineering

Mechanical Engineer : Resolut

Structural Engineer: BHB Structural

Interior Design: VCBO Architecture

Landscape Architect: ArcSitio

Construction Team

GC: Gramoll Construction

Concrete: Gold Stone Concrete Corp.

Plumbing : Archer Mechanical

HVAC : Archer Mechanical; Deseret Mechanical

Electrical : Wasatch Electric

Masonry : McQueen Masonry

Masonry Rebar : Boman & Kemp Manufacturing

Drywall : Tripple T Construction & Sons

Painting : Sanford’s Painting & Decorating

Tile/Stone : Westech Tile

Millwork : Legacy Mill & Cabinet

Flooring : CP Build

Roofing : Heritage Roofing

Glazing/Curtain Wall : Faus Glass

Waterproofing/Air Barrier : Western States Waterproofing

Steel Fabrication/Erection: Northwest Welding & Mechanical

Excavation : Wind River Excavation

Landscaping : Utah West Landscape

Bleachers : Norcon Industries Inc.

Concrete Floor Sealing: Drake Custom Coatings

Insulation/Spray Acoustical Foam : USI Superior

Fireproofing : H&H Fireproofing, Inc.

Doors : Bedier Construction

Skylights : Alder’s

Lockers : Architectural Building Supply

Wall & Corner Protection Supply : Wallprotex

Signage : Allotech

Roller Window Shades : Colton Inc.

SWPPP : Erosion Control Services

Asphalt Paving : Black Forest Paving

Significant Buzz

Wed, 01 Oct 2025 17:45:50 GMT

The Ballpark at America First Square is an exciting new home for the Salt Lake Bees, anchoring the new Downtown Daybreak development and putting South Jordan on the map as an entertainment destination.
By Brad Fullmer

The first season is in the books for the Salt Lake Bees in its spectacular new home—the Ballpark at America First Square, the exciting new heart of Downtown Daybreak and certainly one of the premier Triple-A stadiums in the country.

"It's a really cool stadium—the field looks so good!" gushed Eric Barton, Project Director for Salt Lake-based Okland Construction, while surveying the spacious 280,000 SF, 6,500-seat (8,000 capacity) ballpark. Barton said his team faced an extremely difficult construction schedule with the mandate the project had to be sufficiently ready for Opening Day 2025 on April 8, less than 18 months after the formal October 20, 2023, groundbreaking. Barton said Okland knew it was going to be a grind, with long hours and tight windows to get various milestones accomplished.

"When we bid this to our trade partners, we had them bid it with the expectation of it being six days a week," he said. "We want not only your best guys, but you have to be adaptable to the plan. It was gangbusters from the start.”

Up to 300 workers were onsite during peak construction activity, requiring meticulous coordination throughout. Okland even brought in Fred Strasser, a legendary project director who came out of retirement to shepherd the project through. "Fred is the genius behind getting this whole thing done," said Barton.

The project was designed by Salt Lake-based HOK, who worked closely with the owner, Sandy-based Larry H. Miller Real Estate (LHMRE) and Miller Sports + Entertainment (MSE) to bring about a project that would add even more buzz to its wildly popular, 4,000-acre master planned Daybreak development in South Jordan, making it a true entertainment destination.

The design weaves together best-in-class baseball experiences with year-round public amenities, including a recently opened Megaplex theater, a performing arts center, a large amphitheater, along with retail, restaurants, and apartments, with buildout continuing through 2027.

Walking paths and open spaces create natural connections between The Ballpark and the surrounding neighborhood, making the area an iconic community asset and a true sports and entertainment district. Downtown Daybreak is slated to host more than 200 annual events—including the Bees’ 75-game regular season.

Supporting this entertainment destination, the venue’s prominent location just off the Mountain View Corridor freeway makes it highly visible to passing traffic while providing easy access. The stadium is also connected to multiple transportation options, easily reached by walking, biking or light rail across the Wasatch Front, and by car from the new freeway corridor.

The Ballpark site drops 20 feet from the loading dock to the plaza, managed through terraced spaces that echo the region’s mining heritage. Though the slope stays gentle at under 5%, carefully placed stairs and planters make walking comfortable while honoring the industrial past. The center field main entrance connects to light rail, while a formal plaza at home plate serves as a second entrance, primarily for VIP access.

The street design follows Daybreak’s established standards for lighting and tree spacing. Bike racks at the light rail station and plaza make cycling to games convenient.

Utah’s Landscape Shapes Design

The Wasatch Mountains, visible from every angle of the ballpark, directly influenced the ballpark's design. Throughout the venue, carefully planned viewpoints frame these mountain vistas. The structure resembles this mountainous setting in its form, transitioning from solid brick and concrete at its base to lighter materials—metal and expansive glass—as it ascends. Working with Kansas City-based architectural metal fabricator Zahner, HOK and MSE created a distinctive facade using perforated metal panels that suggest Utah mountain peak silhouettes from Ben Lomond Peak in Weber County to Mt. Nebo, the southernmost and highest mountain in the Wasatch Range of Utah. These panels transform into a glowing display at night, serving as a lantern on The Ballpark’s ‘front porch’ and welcoming visitors.

This connection to Utah’s landscape flows throughout the site. Angular planters guide visitors along pathways, while public spaces are arranged in terraces that echo the mountainside. The copper colors and stepped surfaces of the nearby Kennecott Mine inspired the ballpark’s materials and layout. Inside, the decor features warm copper, gold and honey tones, with textured materials that blend the natural landscape with the Salt Lake Bees’ team colors.

Precast Bleachers Key to Making Schedule Work

While Okland handled all concrete duties, including slab-on-grade risers at the main level, Salt Lake-based Contech Engineered Solutions fabricated 86 risers for the stadium seating on the club level, which helped keep the schedule on track, with the firm installing the risers in just seven days. The longest span, according to Aaron Simpson, Regional Sales Manager for Contech, was 41 ft. and weighed 30,000 lbs.

Simpson said preast is "ideal for this type of project. The prestressing capabilities allow the panels to span longer distances than typical cast in place. This eliminates the need for additional concrete or steel columns to support cast in place." He added that precast opens the space beneath the suspended stadium seating area, allowing more open views without columns obstructing views.

"Precast can greatly enhance the schedule of a project as the components can be cast concurrently with the site work, allowing installation as soon as the project site is ready. No need to spend time forming or curing site cast concrete bleachers," added Lee Wegner, Regional Sales Manager for Contech.

Fan Experience and Amenities

The intimate seating bowl brings fans exceptionally close to the field, with 6,500 fixed seats complemented by open areas that bring the total capacity to more than 8,000. The 10 field level suites—positioned closer to the field than any in Minor League Baseball—anchor the premium offerings. Additional premium spaces include four Founders suites on the main concourse, unique batter box loges, and twin party decks on the first and third base sides that each accommodate 475 fans. Behind home plate, fans can choose between two inclusive club spaces: the Diamond Club and Terrace Club.

The concourse circles the entire stadium, offering uninterrupted views of the baseball field and the Wasatch Mountains. The ballpark features locally inspired food-from-scratch kitchens, quick service stands and smart technology-enabled markets, including a ‘just walk out’ market powered by Amazon along the walkway. Other amenities include the Bees Team Store on the center field plaza (open year-round), an expansive video scoreboard and designated alcohol-free family zone. Families and other visitors can enjoy the game from multiple vantage points, whether they’re seated in the stands or gathering in the stadium’s various social spaces.

The ballpark’s upper levels offer several places for casual gatherings. A grassy berm in right field provides lawn seating and picnic spots. Other rooftop areas feature artificial turf with tables for group seating. A unique wiffle ball field atop the team store adds an unexpected recreational amenity.

Player Development Facilities

For players, the facility meets and exceeds current Major League development standards with a 12,000-SF clubhouse, dedicated training and player development areas, including female staff locker rooms for teams and umpires, MLB-style bullpens, an expanded commissary area for team nutrition needs, and multiple batting cages.

Ballpark at America First Square

Start/Completion: October 2023/April 2025

Cost: $140 million

Delivery Method: CM at risk

Stories: 3

Square Footage: 280,000

Owner: Miller Sports + Entertainment

Design Team

Architect: HOK

Civil Engineer: Perigree Consulting

MEP Engineer: ME Engineering

Structural Engineer: MKA

Interior Design: HOK

Landscape Design: HOK; Intermountain Plantings

Construction Team

General Contractor: Okland Construction

Electrical: Cache Valley Electric

Mechanical Trade Partner: Archer Mechanical; B2 Air; Koch Mechanical

Plumbing Trade Partner: Archer Mechanical; Koch Mechanical

Geotech: Applied Geotechnical

Furniture: HB Workplaces

Concrete: Okland Construction

Steel Fabrication & Erection: SME Steel

Glass/Curtain Wall: Steel Encounters

Masonry: Allen’s Masonry

Drywall/Acoustics: CSI Drywall

Painting: Fisher Painting

Tile/Stone: Dowland Tile

Carpentry: Boswell Wasatch

Flooring: Wall 2 Wall

Roofing: UTR, Inc.

Waterproofing: UTR, Inc.; Weathersealed, Inc.

Excavation: Jones Excavation

Precast: Contech

Landscaping: Brightview; Intermountain Plantings

Firms Making Moves

Wed, 01 Oct 2025 17:36:50 GMT

Horrocks’ acquisition of CRS bolsters its municipal expertise; Meridian undergoes ownership change; Higgins sells Mountain States Fence to employees.
By Brad Fullmer

Horrocks CEO Bryan Foote (left) shakes hands with Matt Hirst, former President/CEO of CRS Engineering & Survey. Horrocks acquired CRS a year ago in a move that has proven to be a seamless fit for more than 60 CRS employees.

It’s not often Utah’s shifting A/E/C landscape sees one firm acquire another that is more than 100 years old—119, to be precise, as Pleasant Grove-based Horrocks Engineers added Caldwell Richards Sorensen (CRS) Engineering & Survey in September 2024, bolstering the firm’s infrastructure services and in-house expertise.

A year after merging 66 employees and three office locations (Salt Lake, Logan, and Vernal) into the Horrocks family, former CRS President/CEO Matt Hirst said it has been a seamless transition thus far, with the move ultimately offering greater long-term career opportunities for employees.

“It was a difficult decision, but it was the right thing to do,” said Hirst, who took over in 2012 as the firm’s fifth-generation leader, succeeding his father, Paul, who was President for 25 years from 1988-2012. At the time of the acquisition, Hirst called it “an incredible milestone for our company, one that will unlock great potential for our teams in the years ahead.”

Hirst said the genesis of this transaction began several years ago when Hirst served with former Horrocks President/CEO Russell Youd on the Executive Committee of the Utah Chapter of the American Consulting Engineers Council (ACEC Utah) from 2016-18 (Hirst was President in 2016). During an ACEC event in Washington, D.C., the pair went walking after an industry dinner, and the topic of joining forces first arose. After a couple of years of talks, Covid halted discussions, but by 2022, Hirst said “we looked at [joining] a little more seriously. The challenge for Horrocks was trying to get all shareholders behind a large capital investment—it’s a hard task.”

“We’re going back to our roots a little bit,” said Shane Marshall, Chief Revenue Officer for Horrocks. “We started as a municipal firm, but as we grew, it became more of a UDOT/transportation [focused] firm. CRS is more of a municipal firm with the same culture. When Matt was trying to figure out what to do with his company, coupled with how we were going to grow Horrocks, [the acquisition] just made sense. It was a good merger for both of us. It brought us skillsets and depth that we didn’t have.”

“We didn’t ‘need’ to do this,” added Hirst, “but I saw that we could make each other better, and factor in that we had partnered the past five years on a dozen projects and work well together. It just made a ton of sense.”

A year prior to acquiring CRS, Horrocks joined Trilon Group, a collection of 13 companies focused on infrastructure design and engineering, with the ability to partner on projects regionally or nationally. While Horrocks is the largest engineering firm in Utah, it has around 1,000 employees in 27 offices in nine states. The firm earned $165 million total in 2024 revenues—$90 million in Utah—with those numbers projected to jump to $200 million total and $100 million in Utah in 2025.

Marshall said CRS brought considerable expertise in water and groundwater hydrology projects, along with heavy rail design, which he said is “highly unique.” He noted that Horrocks is one of eight firms nationally able to design and get approved industrial development plans for Union Pacific. In addition, the firm offers “improved strength to alternative delivery, site/civil, and our overall water practice.”

Hirst has also enjoyed his role as Sr. Vice President, Community Infrastructure Business Line Leader, which allows him to “learn and grow in my ability to manage and connect with people across a much larger region. I’ve joined a company with 27 offices, where we had three. It’s been a great learning experience.”

It also gives him more time to contribute his expertise as a member of the University of Utah’s Department of Civil Engineering advisory board and also help educate the next generation of engineers.

“How can we keep this piece of society strong and vibrant?” Hirst poses. “That’s what I want to do—teach and mentor younger engineers and help them find the fire and passion for what we do.”

In addition to Hirst, other key former CRS people include: Mary Hargis, HR Director; Susan Cullen, Assistant Controller; Darren Eyre, Railroad Services Leader; Mark Chandler, Associate VP Water Leader; John Bale, Project Manager; Josh Prettyman, Utah Conveyance Practice Leader; Greg Nelson, Associate VP; Clint Allen, Associate Freight Rail Leader; Katie Jones, Hydraulics/Hydrology Practice Director; Max Pierce, Municipal Practice Director; Craig Nebeker, Vernal Manager.

A New Chapter for Meridian Engineering

It’s a brave new world at South Jordan-based Meridian Engineering, Inc., which announced May 1 a new majority shareholder ownership group consisting of:

Michael Nadeau, President and Survey Division Leader
Nichole L. Luthi, Vice President and Civil Engineering Division Leader
Tyler Baron, Vice President and Right-of-Way Division Leader

They are joined by seven minority shareholders, representing the next generation of leadership at Meridian.

The new leaders replace the 28-year-old firm’s three original founders: Darryl Fenn, President (moved into a part-time role in May); J. Randall Vickers, Vice President (moved into a part-time role in May); and Steven Johnson, Vice President (retired December 2024).

The move follows an 18-month transition process during which the founders carefully evaluated their options. While there was interest from larger firms looking to expand into Utah, they ultimately chose to pass ownership to leaders they trusted—individuals who would preserve Meridian’s core values and continue operating under the Meridian name.

“There were definitely some challenges during the transition process—there are always challenges to overcome when you have the ideals and thoughts of the founding principals vs. new, fresh blood coming in,” said Nadeau, who joined the firm in 2002. “In business, you can’t have emotions—at times, that meant navigating the balance between long-standing friendships with the founders and the business realities of negotiation. Working through those moments ultimately strengthened our mutual respect and commitment to Meridian’s future.”

“We had been working on the transition intently for over a year,” said Baron, the longest-tenured Meridian employee outside the founders, having started in 1998. “When they mentioned they had other offers from outside, none of us wanted to work for a bigger company. We’ve talked for years about buying them out. When we met with a consultant, we knew we could work it out.”

“I think (our offer) was in line with their original goals as a stand-alone legacy,” said Luthi, who joined the firm in 2007. “We also want to remain a stand-alone firm and grow with intention, grow organically. We have a lot invested here. We’re close as friends.”

Meridian’s expertise includes civil engineering, land surveying, and right-of-way design, among other areas. The firm has grown steadily over the past three years, with revenues of $6.3 million in 2023, $7.2 million in 2024, and a projected $8 million this year. The firm holds civil engineering licenses in Utah, Idaho, Colorado, and Wyoming; as well as professional land surveyor licenses in those states, plus Nevada, New Mexico, and Arizona.

Revenues check in evenly between the three main divisions, with civil engineering (10 employees) bringing in 36% of revenues and survey/right-of-way (32 employees) account for the other 64%. The 42 employees there are a company high, with the intention of adding more, but with a long-term perspective of hiring people who prove a good cultural fit.

“Our plan is to keep that [10% annual growth] path,” said Nadeau. “We’re not the firm to hire people on big projects, just to lay them off when the project is done. That’s not who we are. Our focus is on building a mentoring culture, where team members are continually training, supporting, and learning from one another so everyone grows together.”

Luthi said relationships between departments are strong, with a focus on helping each other land new work and team up on various aspects of projects, such as offering clients a full survey and site/civil package, for example.

“Civil tries to feed survey—we’re collaborative and work really well together that way,” she said.

“We want to grow and keep looking at ways to improve the culture here,” added Baron. “We want to keep the family-first atmosphere.”

Beyond work, the firm hosts an array of events and holiday parties annually, along with a monthly “shout-out” to highlight notable employee accomplishments, as well as monthly employee spotlights. Inclusivity is key, as is keeping employees in tune with the firm’s progress and profitability, with a focus on improving efficiencies.

“One of our mottos is more transparency,” said Luthi. “We want to make sure there is no hidden agenda.”

Public work accounts for much of the firm’s overall revenues, with the Utah Department of Transportation and various other state and municipal clientele (Utah DFCM, universities, counties, cities) providing a steady stream of work for both right-of-way and surveying departments, based on Meridian’s ability to produce top-shelf deliverables.

Luthi has found considerable success doing civil/sitework on K-12 education projects, a market for which she has a genuine passion, saying, “It’s very fulfilling to be a community builder.”

Ultimately, Meridian’s new leadership group is excited—and keenly optimistic—about the future. Nowhere to go but up.

“Honestly, we couldn’t be more excited about where we’re at,” Nadeau added. “We recognize the opportunity in front of us and we are committed to making the most of it.”

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Workers from Mountain States Fence at the start of anew day i September. The firm transitioned to an ESOP in April.

(Not pictured: Jenkit Kobsuk)

Mountain States Fence Taking the ESOP Path

After several months of discussions about the future of his company, longtime Mountain States Fence President Rick Higgins sold his shares to his 40 employees—making it an ESOP (Employee Stock Ownership Plan) company—ensuring what he hopes is a seamless transition when he’s ready to step down from a role he’s held for 40 years.

“As long as I’m mentally and physically capable, I love the business,” said Higgins, 74, who took over the reins of the company in 1985 from his father, Dennis, founder of Mountain States Fence in 1963, when Higgins was in junior high. He anticipates working another 4-5 years—good health permitting. “Construction is the most amazing business—I just really enjoy it!”

The decision to sell the company didn’t come easily for Higgins, but not having children in the business—he insisted they pursue different careers based on his sometimes-challenging relationship with his father—meant the inevitable realization that someone else would eventually need to take over the reins. When that ultimately happens depends on current staff stepping up to that challenge, but the wheels are in motion with the ESOP formally in place.

“Rick is very generous, very unselfish,” said Jenkit Kobsuk, CFO, who has been at MSF for 21 years and was Higgins’ right-hand man in helping set up the ESOP. “He could sell the company to anyone and just walk away, but because of how he treats his employees, he wanted to give us the opportunity and thought we know better than anyone else how to run this business.”

“It’s amazing being a part owner, knowing that I’m part of something bigger,” said Alycia Luna, a 13-year veteran of the firm who oversees Purchasing. “We care about each other. We’re trying to learn what our roles are going forward.”

“I was glad to see it happen,” said Andre Lopez, an Estimator and Project Manager with 13 years of experience at MSF, saying he’s trying to educate the field workers about the inherent benefits of the ESOP and how it will reward employees who stick with the firm long-term. It’s an excellent incentive to retain employees, he said.

“I bring it up to (field workers), like, ‘what are you doing as an owner of the company to make it better’,” said Lopez. “We’re educating employees, telling them to say something if they see safety concerns at a jobsite. People need to have confidence that they have a voice.”

“It’s easier to have a vested interest in the entire company and everyone’s success—that translates into real value,” added Tyler Vass, Project Manager/Estimator and a nine-year veteran of the firm. “Our culture is great and fosters growth. I got lucky with this company.”

Higgins is confident the next generation of leadership will keep the ship headed in a positive direction.

“I want to be able to drive by and see how it’s doing in 5 years, I want to take care of them if I can,” Higgins said of his employees, who he considers family. “It’s a paternalistic notion, but they deserve it. At the time I made the (ESOP) decision, I was getting two calls a week to sell the company. I figured it was time to get the employees to understand that I was sincere about turning it over to them.”

Higgins added that employees need to grasp that this “is not just a gift, it’s a transfer of responsibility. They need to recognize that and act accordingly.”

Q&A with Nathan Goodrich

Fri, 01 Aug 2025 21:06:53 GMT

Celebrating 75 Years of the Associated Builders and Contractors

Nathan Goodrich

ABC of Utah Chair Nathan Goodrich, who serves as Division Manager for Helix Electric’s Salt Lake office, sat down with UC+D to discuss the Associated Builders and Contractors' 75th anniversary as the leader of merit shop philosophy and free enterprise in the construction industry. Locally, the ABC of Utah continues to build high-quality projects, as shown in the ABC of Utah Excellence in Construction awards (next page), which occurred in May. Goodrich detailed the mood of the association and its opinions on various industry concerns. Responses edited for brevity.

UC+D: ABC is celebrating 75 years as a national association. What is the legacy of the Associated Builders and Contractors?

Goodrich: The legacy started with five member companies. Today, ABC has 23,000 member firms, and hundreds of thousands of employees all participating in that common cause of winning work based on merit. Our legacy is more than just fighting for the rights of merit shops; it also advocates for safer work conditions, as well as training and developing good people. ABC members who participate in our STEP safety program have incident rates far below the industry averages. ABC has made significant investments in training and education, including our National Craft Championships. Part of our legacy is that we keep getting better. It’s a much better industry to work in today than it was when I started 30 years ago, and we have our member firms and employees to thank for that.

Our Excellence in Construction awards in Utah are special, but attending our national Excellence in Construction awards event showed me what our national membership is capable of building for communities across the country. We’re builders. We build some of the most impressive buildings in the country, and do so much good for so many people.

UC+D: Merit shop philosophy always boils down to fair competition. But what may the industry be missing when understanding ABC’s commitment to this philosophy?

Goodrich: Merit shop does not mean anti-union. Unions have been a vital part of American labor history, helping to stop numerous abuses that were occurring. Merit shop means ensuring open and transparent competition for jobs so that—regardless of union affiliation—they can be done efficiently by teams qualified to work them.

What we see as problematic is an insistence on laws that limit non-union firms from winning federal jobs. Former President Biden signed an executive order requiring Project Labor Agreements (PLAs) for all federally funded projects over $35 million. Approximately 88% of all contractors are not affiliated with a union. I would argue that the ABC contractors working on large federal projects are as smart, safe, and well-trained as any union contractor. Creating laws that exclude the majority of contractors, especially from federal projects paid for with our tax dollars, seems pretty un-American to me.

UC+D: ABC received considerable attention for opposing the COVID vaccine mandate required by OSHA. What other lobbying and advocacy have you all done nationally or locally since then?

Goodrich: Nationally, ABC advocated for the Fair and Open Competition Act. We have been lobbying for that for a while. Government-mandated PLAs in federal work, specifically, lead to fewer jobs and increase construction costs. PLAs are presented under the guise that we all will agree that we will ensure worker safety and wages during ongoing work, and that workers will not strike. But our ABC of Utah member firms want to work, and we want our employees to be safe. We want open competition on federal projects to ensure the most qualified teams are doing jobs funded by our taxpayer dollars, and I don’t know of a single open shop that has ever gone on strike.

Most of the things we push for locally are very different. We don’t have the same battles at the national and federal level that we do in Utah. Last year, we pushed for more trade school opportunities and advocated for more shop-like classes as well as schools dedicated to trade-based learning. The Davis Catalyst Center is a great example of what we’re trying to do to get young people more exposure to the construction industry.

UC+D: Utah is a much more business-friendly state than the average. What is your overall outlook on the construction market in Utah?

Goodrich: We’re seeing massive jobs coming up in places all over the state. The University of Utah hospital in West Valley, all of the resort work around Wasatch and Summit counties, Texas Instruments in Lehi—there is so much work on the horizon that we fear that we will not have enough people coming into the trades to do it.

Utah has done a great job in diversifying our economy, but just because we’ve done a good job doesn't mean we’re immune to problems. Success has now become our biggest problem because the cost of living in Utah is so much higher than in years past.

UC+D: How do you ensure that workers within association firms have wages that keep up with the cost of living?

Goodrich: If you think the path to profitability comes from taking from your people and suppressing wages, you’ve missed the boat, and you’re about to lose your best people. Whether it is paying people more to work on some of these remote or distant jobs, offering incentives to apprentices as they complete their education toward journeyman status, or other solutions, the path to profitability in our companies is to reward workers.

At Helix Electric, we see data center work in Utah as a driving force for electrical contracting, where electricians can earn well into the six figures annually, including per diem and overtime rates. It’s hard work, but it’s an excellent way to make a living. It’s not just electricians, but other trade contractors benefit from these higher-dollar jobs where labor and resources, instead of price, are the constraints. It forces all jobs to compete, and we think our industry is at its best when we’re all competing to win good jobs and bring in good people.

UC+D: Speaking of labor, what is the overall employment outlook? Will we ever fix the "labor crisis"?

Goodrich: The economy has been uncertain lately, but the issue we’re having is that more people are retiring from construction than are entering the field—that’s not going away. It’s a challenge, but we’re making a big push. I think the stigma of going into the trades is going away. We need to be doing our job, showing younger people what it actually looks like to work in construction today. I think we still need to spread this message to parents too, and show them that this isn’t just a good job, but a great career.

Going back to politics and advocacy, we at ABC of Utah, and probably the entire country, want an immigration system that works. We continue to advocate for that because immigration is what keeps our country running. I believe that, regardless of nationality, if you show up and work hard, you’re going to be rewarded. You’re going to get raises. You’re going to move up. Merit is the American Dream.

UC+D: How do you all couch those labor concerns with the recent push for AI?

Goodrich: There is already so much artificial intelligence baked into the software and programs that we use in estimating, building information modeling, and other construction services. But AI is now helping us to review contracts and legal documents. It’s a tool.

But when I think about the work done by our member firms and their employees—AI can’t hammer nails, it can’t install conduit, it can’t install a prefab wall panel... yet. Again, it’s a tool that will help us do our best work but the tradespeople who build our communities will only become more important.

UC+D: What are you and your ABC of Utah members most excited about for the future?

Goodrich: We’re excited to see the Winter Olympics coming in 2034 and everything that comes with it. It’s great to see the foresight from state leaders and those in sports and recreation to preserve and maintain our facilities since 2002. We’re excited to see what projects the 2034 Olympics bring.

We have been underserved in high-end amenity spaces within Salt Lake City and Utah in general. But that is quickly changing with the amazing resort properties being built in Park City, downtown redevelopment, and other plans going into place all over the state. Utah has always been an amazing state—we’re a destination—Utahns have always known this, but now the rest of the world is seeing it too.

100 Years & Five Generations

Fri, 01 Aug 2025 18:37:46 GMT

Celebrating its centennial anniversary this year, Paulsen Construction has quadrupled revenues over the past decade, with sights on a prosperous future and the eventual passing of the torch to a fifth generation in the Paulsen family.
By Brad Fullmer

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.

Over the course of 100 years in the construction industry, Salt Lake-based Paulsen Construction has navigated through myriad ups and downs while developing a rock-solid reputation over multiple generations as a general contractor willing to take on difficult projects that other firms may not have the gumption to tackle.

As the company celebrates hitting the historic—and highly coveted— century mark this year, it finds itself in an enviable position with record annual revenues the past three straight years, a string of successful, high-profile public and private projects in the past decade, and a fifth generation of Paulsen’s in line to ultimately take over the reins from John Paulsen, President of the 40-person company since 2010.

“We’re doing some really great things, but we’re always going to be judged on the last project we did, or how good our trade partners are,” said John, 56. “Our focus is always on customer service and satisfaction—it has to be maintained from start to finish on every project.”

Paulsen Construction has seen revenues spike more than five-fold since 2014, from $11 million in 2014 to a projected $60 million this year. The growth has been fueled by a combination of hiring the right people and expanding its reach into multiple building markets.

The company has long been renowned for its work on historical restoration projects, particularly under the direction of Craig Paulsen, John’s father and the third-generation leader of the company for 35 years, who served as President from 1976 to 2010. Both Craig and John admit to being construction “lifers” and remember being on jobsites and doing “gopher” work as early as they can remember.

“We were all really good at construction—it’s true,” said Craig, 78, whose career spans six decades and dates back to projects like Gold Miner’s Daughter lodge at Alta Ski Resort in 1966, his first job as a Project Manager at age 19. “That was the first job I had on my own. I remember pouring foundation walls on August 23, and it was snowing cats and dogs.”

Three generations of Paulsen’s are pictured: (left to right) Craig, the third-generation leader from 1976-2010; John, current President (since 2010); Steiner, who along with brother Jorgen (not pictured) represent the fifth generation of the Paulsen family.

Paul Paulsen Set Tone of Hard Work, Determination for All Paulsen Generations

Paul Paulsen was a brawny, hardworking fisherman who grew up in a remote village in the Lofoten Islands, an archipelago located above the Arctic Circle in Norway. Craig described his grandfather as “a big Norwegian” who had strong hands and knew how to use them. Paul joined the Church of Jesus Christ of Latter-day Saints and moved to Utah in 1909 in hopes of a better life.

Paul landed work as a millwright at Fetzer’s, a woodworking company (now Fetzer’s Architectural Woodwork) founded in Salt Lake City by German immigrant Kasper Fetzer in 1909. Paul also spent time during that period working for Morrison-Merrill Lumber before building projects on his own in 1919. By 1925, he had founded Paulsen Construction. He mainly focused on smaller commercial projects in the downtown Salt Lake area, building two- and three-story masonry apartment buildings and earning a reputation as an honest, reputable contractor. Sprague Library in Sugar House—originally built in 1928—is one of Paul’s notable projects, and a building that Paulsen Construction later restored in 2021.

Paul was ambitious and unafraid to take on projects that fell outside his traditional skill set. As an example, John said his great-grandfather led the charge on building SR-92 (originally SR-80) through American Fork Canyon in 1935, a Herculean feat at the time, especially since constructing with heavy equipment like bulldozers was still a developing concept.

The can-do attitude of being willing to build anything—no matter how difficult or risky—ultimately became the company’s hallmark.

“Not everybody has an interest in building really difficult projects,” said John. “But that’s been our forte forever. I’ve always said Paulsen Construction is willing to do the work that nobody else will.”

Paul had four sons, with Byron ultimately taking over as the second-generation President in the early 1950s.

Under Byron’s watch, Paulsen became a leading general contractor in the state, one capable of building large, high-profile projects. John said his grandfather shrewdly developed strong relationships with leaders from the State of Utah’s building program, along with the LDS Church, which led to significant work at Brigham Young University.

Byron had Craig working by age 8; he recalls working on Highland High School, which finished in 1956. Byron also ran ACME Crane (a company started by Paul), which Craig said opened the door into the tilt-up concrete market.

“My father did [mostly] large commercial work, and he was successful over many years,” said Craig. “When I was first running jobs (late 60s/early 70s), we did a lot of tilt up concrete because we had the cranes.”

John cited the Farnsworth Peak Broadcast Tower project—on top of the rugged Oquirrh Mountains—as one of the most challenging jobs under Byron’s watch. It required the construction of seven towers to support a used tramway for easier access from the west slope. As crews were pulling up the last cable via an old World War II Jeep, it lost connection and slid a mile or so down the mountain, wreaking havoc on anything in its path.

“It was a disaster, but they got it fixed, eventually. We seem to get involved in really complex projects,” John chuckled. “They’re always one-offs. They’re important projects with a lot of inherent risk. That’s what we’re known for.”

Craig attended the University of Utah (U of U) and studied architecture, fine art, and geology, but pivoted back to construction simply because that’s what he felt he knew best, in addition to being what he truly loved. But his interest in design is evident in his passion for historical restoration and renovation, and Paulsen has completed dozens of unique projects in that arena over 50-plus years.

“It’s in our blood,” said Craig of the construction profession. “It’s nothing I wanted to aspire to be growing up—anything but that. But in the end, it came naturally. Throughout my life, I’ve enjoyed working hard. My heart was in historic structures; I was more interested in that than large volume projects like my father built.”

Craig became the heir to the keys of the company—the only one of Byron’s seven children to pursue a career in construction—taking over as President in 1976. Byron remained firmly involved with day-to-day activities through 1990, even serving as President (now Chairman) of the Associated General Contractors (AGC) of Utah in 1984. Byron sadly passed away from Leukemia in 1991, less than a year after retiring.

Under Craig’s leadership, the company began pursuing heavy/civil projects, particularly wastewater treatment plants—a savvy business move to counter brutal economic conditions and 20% interest rates in the late 1970s and early 1980s. Constructing wastewater plants was no picnic, but it kept the doors open.

“Work was hard to come by, unless you were willing to work for nothing,” Craig recalled of that period. “We had to be adept to figure out what kind of project we could do and make a living. That’s why I got into the wastewater market—they were profitable jobs. They are not ideal projects to build, but we made good money.”

Paulsen recently completed the replacement of the rooftop at the Salt Lake City Main Library

Like Father, Like Son—x 4

Working in the field at a young age—a very young age at that—was a Paulsen tradition for at least three generations, as Byron, Craig, and John all can stake a claim to working with their respective fathers around eight years old on. It’s just what you did as a Paulsen.

John was running projects by the time he graduated from North Sanpete High in 1987. Like Craig, he has experience across virtually every major building market, with a genuine passion and specialty in renovations and restorations.

“John has significant expertise because he worked with me for so long and did a lot of historic work, plus he’s also more adept at today’s ways of doing business,” said Craig.

In addition to Sprague Library, John said the company renovated a McCune daughter house at 235 A Street in Salt Lake City, with both projects originally built by Paul nearly 100 years prior. Sprague was one of the most unique projects John has ever seen, and certainly tested the company’s construction chops.

“It was definitely sentimental that a previous family member built it—there was a lot of motivation within our firm,” said John. “In this city, 100-year-old buildings are just torn down. The library has been such an iconic piece to Salt Lake City. To be a part of this project, knowing it will be around another 100 years, is special.”

One of the most meaningful projects the firm has restored—at least in Craig’s mind—is the transformation of Spring City’s “Old School” (originally built in 1899) into the Spring City Community Center. Craig moved his family to Sanpete County in 1983 and is personally responsible for the restoration of more than 100 buildings in the city of 1,100.

Bringing in a “Right-Hand Man” Spurs Diversity, Revenue Growth

Finding work through difficult economic periods is another hallmark of the firm, and something John learned well from Craig. The company made it through the 2008 recession by identifying unique opportunities to ply their craft. That included creating a separate seismic rehabilitation company in 2007, John said, that focused on K-12 MEP upgrades, along with doing work for the NSA, Jordan Valley Water Conservancy District, and other public entities.

John was named President in 2010 and trudged through four years of trying to do too much before ultimately bringing in Harold Saunders as Business Development Director in November 2014. That role has morphed over a decade into more of a “right-hand man” role, with Paulsen and Saunders strategically pursuing considerable work in the public sector. The company has been rewarded with several notable projects since 2015, including:

—Seven new fire stations in Utah for municipal clients, including West Valley City (three stations) and Midvale.

—A $13 million GSA Consolidation that included the renovation of six floors of the eight-story, federally-owned Wallace F. Bennett Building in Salt Lake City.

—Two new UTA TRAX Stations—600 South Station in Salt Lake and South Jordan Downtown in South Jordan. The latter opened in March, a Bo Jackson laser throw from the new Salt Lake Bees Stadium and Downtown Daybreak’s entertainment complex.

—A $5 million renovation Salt Lake City Main Library rooftop terrace (completed in May 2025);

—A new $20 million Antelope Island Visitors Center for the State of Utah DFCM (November 2025 completion).

—Two historic restoration projects in Yellowstone—a $23 million Laurel Dorms rehab in Wyoming and a $20 million renovation of Fort Yellowstone in Montana.

“When John took over the company, there was a shift in direction,” said Saunders, a 30-plus year construction veteran.

“We’ve grown strategically, not just by dollar volume. The size of our projects has gotten larger. When I started, we were doing $4-5 million jobs. That’s why John brought me in—he wanted to get the company back to where it was in the late 80s/early 90s and pursuing $15-20 million projects.”

The Midvale Fire Station project showcases the firm’s commitment to building quality municipal projects. (photo courtesy ajc architects, by Alan Blakely photography)

Training Up the Fifth Generation

Two of John’s three sons—Steiner (age 30) and Jorgen (27)—are being primed to one day take over the family business as the fifth generation of Paulsen Construction leaders. Steiner earned a Bachelor of Mechanical Engineering from the U of U in 2017, while Jorgen earned a Bachelor of Marketing from the U of U in 2020. Both started “officially” working at Paulsen by age 15, but have been around jobsites for as long as they can recall, particularly tagging along with Grandpa Craig on old Spring City home projects.

“I was officially on the payroll at 15, but I feel like I’ve been working on house projects and going to jobsites my whole life,” said Steiner, currently a Project Manager with a half dozen projects on his plate. “I definitely remember going down in some nasty, dusty basements on old house projects,” he said. “[Grandpa] has always been very hands-on—he liked to do the work. He taught me some good skills.”

Jorgen’s path has been a little more circuitous, he admits, and considerably more challenging due to a serious scooter accident last summer that left him in a coma with a traumatic brain injury for six days and in the hospital for two months.

At the time, doctors said he may not live, and if he did, his mobility would be impacted, among other potential long-term complications. Somewhat miraculously, he’s fully recovered—and says he feels better than ever. Mostly, he appreciates where he’s at and the opportunity to contribute to the family’s construction legacy.

“Going through an experience like that really opened my eyes to what I have in my life, and I want to be part of the next generation,” said Jorgen, who is currently a Project Coordinator on the Laurel Dorms in Yellowstone. “I’m learning a lot about myself, about construction, about historic renovation. It’s been a big learning curve, but I’ve learned a lot.”

The significance of seeing his grandsons earning their wings is not lost on Craig.

“I think it’s just super,” he said of Steiner and Jorgen. “The business is not getting any easier, but I’m proud of them.”

“When you instill trust with somebody, put them in charge of a particular aspect of a project; it gives them skin in the game, as opposed to punching a clock,” added Saunders. “They’re doing a great job and it’s rewarding for John, and for Craig, to see them grow.”

The 650 South Trax Station illustrates Paulsen’s ability to take on difficult projects in unique building markets.

Onward and Upward

When Saunders came aboard near the end of 2014, Paulsen Construction was wrapping up an $11 million year—good, but not great. Via Saunders’ proposals, the company made the shortlist on the first seven projects submitted, and he’s had free rein since to pursue anything he feels fits Paulsen’s skill set. The company expects to top $50 million this year, and $60 million in 2026.

Having worked for much larger firms in the past, Saunders appreciates being at a mid-sized, family-owned company—one that genuinely appreciates his efforts—something he felt was lacking at previous stops along his career path.

“It’s nice to find your niche in a family-owned company,” said Saunders. “You’re acknowledged for doing a good job, and you have more opportunities to show what you can do, rather than just being a number. John and I are like best friends—that’s an anomaly in any business, much less construction.”

“It’s great to be a part of a family and group where stories are told,” said John. “The stories are the projects we build. When you look back on certain periods, there is always a story tied to the project you’re working on. That’s what makes the connection and fosters the camaraderie between people, and it makes our jobs worthwhile. It’s about remembering the people, the supers, the subs; all the partnerships we had along the way. The rewarding part is we’re leaving behind an amazing legacy.”

“It's so rare that a company would last that long with family ownership,” added Craig. “It does my heart good.”

Craig Paulsen continues to work on projects in his adopted hometown of Spring City, having restored more than 100 buildings in the small Sanpete County town, including the “Old School” that was originally built in 1899 and restored as the Spring City Community Center in 2017. (photo by Dana Sohm, Sohm Photography)

Top Paulsen Construction Projects

Project: Location, Year Completed

Sprague Library Renovation: Salt Lake City,1928; 2021

Highland High School: Salt Lake City, 1956

BYU School of Law: Provo,1972

LDS Missionary Training Center: Provo, 1976

Devereaux House Restoration: Salt Lake City, 1983 ?

Butch Cassidy Home: Circleville, 2016

Spring City Community Center: Spring City, 2017

Midvale Fire Station: Midvale, 2023

UTA TRAX Stations: SLC; South Jordan, 2023; 2025

Salt Lake Library Roof Replacement: Salt Lake City, 2025

Antelope Island Visitors Center: Antelope Island, 20 25

State of Industry; State of Progress

Fri, 01 Aug 2025 18:19:27 GMT

Construction on a range of projects continues, with industrial projects accounting for a significant share of incoming work profiled here. Exciting projects in multiple verticals continue toward completion, enhancing the areas they serve across the Beehive State.

West Valley City Veteran’s Memorial Expansion

Owner: West Valley City

Architect: EDA Architects

GC: Okland Construction

Estimated Completion Date: September 2025

The West Valley City Veterans’ Memorial, which opened in 2021, is undergoing an expansion to introduce a new tribute to World War II veterans. At the heart of the expansion is a steel corona that encircles a granite chalice, symbolizing solidarity and the bond between those who served. A bronze statue of a Navajo Code Talker stands as a centerpiece, honoring the vital contributions of Native Americans during World War II.

Crafted from bronze, steel, concrete, and natural stone, the memorial’s design draws meaning from both history and nature. Materials sourced from Utah’s canyons deepen the connection to the region, with sandstone from Summit County and granite from Little Cottonwood Canyon.

Once complete, the expanded memorial will offer a renewed space for reflection, education and remembrance.

Alpine School District High School

Owner: Alpine School District

Architect: VCBO

GC: Hogan & Associates Construction

Estimated Completion Date: Summer 2028

Alpine School District broke ground on a new 400,000-SF, three-story high school on a 56-acre site near the corner of Mountain View Corridor and Ensign Drive in Saratoga Springs. The new high school, which will be one of the biggest in the state, will provide a modern, future-ready learning environment for a growing community within the current Westlake and Cedar Valley High School boundaries.

The design will build on the district’s latest middle school models, such as the recently opened Sage Canyon Middle School, but thoughtfully scaled and adapted to meet the needs of a larger high school population. The campus will feature specialized STEM as well as career and technical education programs, flexible classrooms, collaborative learning suites, and community-focused gathering spaces. The facility will incorporate an abundance of natural light and integrate safety measures, cutting-edge athletic amenities, and an efficient floor plan.

These efforts will optimize district resources while planning for long-term enrollment growth, academic achievement, and extracurricular excellence for decades to come.

Sandy Community & Recreation Center

Owner: Sandy City Hall

Architect: VCBO

GC: Layton Construction

Estimated Completion Date: Spring 2027

Sandy City is transforming the Alta Canyon Sports Center into a modern community recreation hub, honoring the original 1984 complex while taking inspiration from the beauty and spirit of the nearby Wasatch Mountains.

The 48,000-SF build will bring a new gymnasium, field house, walking track, expanded program spaces, and inviting outdoor social areas—all while preserving the much-loved outdoor pool. The first floor will feature an indoor court and field, a group fitness studio, a community gathering room, and a family-friendly locker room. Above, the spacious fitness zone will overlook the action below and connect to the walking track, offering expansive, east-facing mountain views.

The facility will integrate sustainable systems, meaningful community input, and state-of-the-art recreation amenities designed to enrich the lives of residents for generations to come.

Stockman Flats

Owner: Caspian Investment 2 LLC
Architect: AE URBIA
GC: Tom Stuart Construction
Estimated Completion Date: June 2026

Stockman Flats is a new business and industrial park in Spanish Fork on the historic site of a former cattle stockyard on Stockman Road.

Blending its agricultural past with modern design, Stockman Flats will honor the legacy of the land while creating a space for new business growth, incorporating nods and references to its stockyard roots. The master plan calls for four million SF of planned development with Class A finishes as well as efficient and cost-effective designs across the 205-acre property.

As a cutting-edge industrial hub, Stockman Flats will offer state-of-the-art facilities designed to support manufacturing, warehousing, and logistics. The development has ambitious plans to be a cornerstone for industrial business in southern Utah County, serving commerce traveling along I-15 and other nearby corridors. Phase 1 broke ground in June—five buildings totalling one million SF—and is set to deliver in 2026.

Doppelmayer USA Headquarters

Owner: Doppelmayr USA
Architect: GSBS Architects
GC: R&O Construction
Estimated Completion Date: July 2026

Doppelmayr USA's new headquarters will nearly double the size of its current headquarters, located in a new build adjacent to the existing facility.

The new build will feature approximately 120,000 SF of indoor manufacturing, production, and warehousing space, 68,000 SF of covered outdoor staging and storage on three sides and 40,000 SF of two-story office and training space, allowing the innovative rope-propelled mobility company to take an even larger role in manufacturing. The building envelope will comprise concrete tilt-up walls and insulated metal sandwich panels, providing highly efficient and durable materials to reduce energy usage and extend the facility's lifespan.

Conveniently located near the expanding Salt Lake International Airport, this project represents a significant investment in Dopplemayr USA’s commitment to strengthening its North American position and helping to accommodate its rapidly growing workforce.

South Salt Lake Public Works Campus

Owner: City of South Salt Lake

Architect: Method Studio
GC: Layton Construction

Estimated Completion Date: Spring 2027

South Salt Lake Public Works Campus is designed to centralize city operations and modernize aging infrastructure with upgraded, purpose-built facilities spanning 82,697 SF.

The campus includes two concrete tilt-up buildings and three covered outdoor storage facilities. The two-story south building will house South Salt Lake's Public Works administration offices, customer service areas, break rooms, and workspace for Water, Stormwater, and Street divisions. It also features an indoor truck wash station and maintenance bays tailored to service City vehicles. The south building will also feature solar panel installations, pre-manufactured covered parking, and automated gate access for enhanced security.

The north building will be a single-story structure with mezzanine levels, built to accommodate South Salt Lake’s Fleet and Wastewater divisions. This building consolidates all vehicle and equipment maintenance under one roof, with dedicated repair bays and modern servicing equipment.

A focal point of the project is the revitalization of South Salt Lake’s iconic water tower. After more than a decade of planning, this long-awaited project signals a major investment in the operational future of the "City on the Move".

Après Condominiums at Big Cottonwood Canyon

Owner: Solstice Homes

Architect: Beecher Walker

GC: Solstice Homes

Estimated Completion Date: Spring/Summer 2027

Après Condominiums is the newest addition to luxury living at the mouth of Big Cottonwood Canyon, providing unmatched access to world-class ski resorts and all that Salt Lake City and Cottonwood Heights have to offer.

Located next to the Courtyard Salt Lake City Cottonwood, the project consists of 36 high-end units in two- and three-bedroom options, each with a balcony. Two units on the main level feature expansive, private exterior patios. Two units on the top level have large private patios adjacent to the common area's rooftop deck, providing even more indoor/outdoor living space.

Après Condominiums is four stories above underground, secure parking, which will contain EV chargers and large tenant storage closets. The project will boast desirable, resort-like amenities, including a wellness/fitness center with sauna, steam room, cold plunge, and fitness equipment. Other amenities include a social room lobby for tenants as well as the previously mentioned rooftop deck—with seating, fire pits, hot tubs, and TVs—all for residents to enjoy a mountain modern lifestyle near Big Cottonwood Canyon.

St. George Airport Air Traffic Control Tower

Owner: St. George City

Architect: Woolpert

GC: Layton Construction

Estimated Completion Date: Mid-2027

Since St. George Airport relocated to its current site in 2021, the airport’s air traffic operations have been remotely managed by controllers at Los Angeles International Airport. However, as one of the fastest-growing cities in the country, St. George has seen a dramatic surge in flights, creating an urgent need for on-site air traffic control and a new tower.

St. George’s air traffic control tower will be built on drilled concrete piers and grade beams, reaching 80.5 feet to the top of the parapet; 95 feet to the top of the antennas. It will be erected with structural steel with an exterior skin of fiber cement and metal panels, encompassing 5,000 SF of space.

The new air traffic control tower is expected to attract more airlines and expand flight services, supporting economic growth and increased regional connectivity via St. George. More importantly, it will significantly improve the safety and efficiency of both commercial and general aviation flights in and out of the airport. While this air traffic control tower will be Utah’s fourth, this will be the first located outside the Wasatch Front.

Showroom Showstopper

Fri, 01 Aug 2025 17:53:28 GMT

A year since moving from a retrofitted downtown synagogue into the first floor of the award-winning Baltic Pointe, HB Workplaces employees say their new space has delivered everything they could ask for and more as both a Class A office and world-class showroom.
By Taylor Larsen

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."

Envisioning the Working Office

That get-to-know-you vibe was critical for HB Workplaces as they envisioned building out world-class office and began by engaging internally in 2022. High-level strategy sessions with leadership and more detailed discussions with individual departments helped determine what would be best for the 75 team members across various departments and office needs.

"Our goal was to listen deeply and ensure that staff felt seen and heard as we shaped a workplace that reflects their values and needs," said Melanie Charlton, former Workplace Strategist for HB Workplaces who now serves as Strategic Relationship Executive at MillerKnoll.

That listening ear heard simple needs—connection, flexibility, access to natural light. Charlton continued, "They craved spaces that encouraged community and eliminated barriers to collaboration, along with autonomy in how and where they work." In other words, "a workplace with design solutions that empower people to do their best work."

"Every detail was influenced by what we heard from our people," said Charlton.

The plan came together brilliantly as HB Workplaces met multiple office needs with a strong emphasis on wellness, choice, and inclusivity.

While sales and marketing have the openness required of more collaborative work, accounting and HR have more individualized work environments with additional desk space and storage in Knoll Autostrada Spine and Dividends Horizon Reff workstations. Each of the three separate work areas across the floor features different-colored furniture and finishes to delineate the work done there. The healthy mix of gathering spaces in each work zone runs the gamut from informal to formal.

The expansive lounge area, in a charming and vibrant yellow, is exemplary. Geiger Reframe Lounge seating and an ottoman are ready for someone to kick back and lounge. A lengthy Knoll Rockwell Unscripted modular couch joins an assortment of chairs lining the various tables—café, high-top, and desk-style—welcoming folks for a coffee break and good conversation. Meyer and Badger, top-notch tour guides, mention that this area is a team favorite due to its versatility.

Private offices continue the theme, featuring a wide array of art pieces, walls, desks, and seating arrangements to meet the needs of teams across 13 different offices. The emphasis on gathering spaces continues, with many private offices featuring additional furniture to welcome teammates for a quick huddle or meeting.

Meyer explained the subtle, intentional choice to have private office furniture face toward the wall instead of looking out over a workplace domain. With offices located closer to the core, the whole team benefits from the natural light shining through the curtain wall shell and the unbelievable views across the Salt Lake Valley.

"The space truly speaks for itself and is working exactly as intended," said Meyer. Participation is up, teams and departments are more engaged, and collaboration is thriving—without any return-to-office mandate. "We've created an environment people genuinely want to be in our team."

Showroom? Showstopper

Beyond internal needs, HB Workplaces' new home needed to move product and act as a go-to resource for A/D pros. A stellar in-house team worked to align with local designers. It included Badger, Charlton, and Claire Keane, HB Workplaces' Creative Director and designer of the space.

Badger, a seasoned vet in commercial furniture, wouldn't take the bait when asked who did the best work.

"There are so many good firms and designers here," she emphasized. "We wanted them all to be bought in on this."

Badger detailed how HB Workplaces' internal expertise meshed perfectly with conversations and workshops with 30 different designers, drawing from their respective knowledge and experience. They identified the product types, settings, finishes, and applications designers would want to see in a showroom.

Said Meyer, "Designers are our collaborators on everything—this couldn't be a solo venture."

With an entire floor of wonderful spaces resulting from that collaboration, "The Forum" stands out. Its similarities to an ancient Roman gathering spot are unmistakable. Prefabricated wall panels in blue and green feature integrated electrical systems and lighting while delineating the space's central nature between two work zones. But the eye-catching feature is the furniture layout. Expert design gives The Forum an illusion of verticality as multiple seating options descend in height—high-top tables to traditional desks to a couch—as one moves from the entryway toward the front of the room.

Required attendance at an all-hands doesn't mean choice goes out the window, Badger explained. "Giving people options, even something as simple as where to sit, is so important. They can decide where they are most comfortable in the uniformity."

High design and excellent placement have earned HB Workplaces plenty of acclaim. They won the 2025 IIDA Intermountain BEST Furniture award, and MillerKnoll's #1 Platinum-Certified Dealer in North America for fiscal year 2024.

The Show Goes On

The latter award is dear to them for what it symbolizes: the HB Workplaces team is thriving in their new office and doing their best work.

As the tour winds down, the two show the HB Build space, which is currently under construction, and detail how the department's work in prefabricated interior construction is booming. Meyer pointed out the different STC-rated prefabricated panels filled with varying amounts of recycled shredded denim visible behind the glass.

It begs the question: what brand of jeans are in these walls?

"They couldn't be True Religion," laughed Badger.

Meyer joined in, "There's actually not enough denim in those once you unravel them."

Jokes aside, companies looking to standardize their portfolios or move a project forward at speed and without errors have an answer in prefabrication.

Much as prefabrication is here to stay, Badger mentioned the hoteling concept, "work points" in HB Workplaces' parlance, are moving toward the same timeless status. Companies continue to maximize their office budgets for workforces operating on diverse schedules. Subarchitectural products, like the Herman Miller Work Bay Pod and others in the showroom, are integrating "heads-down" work points into open office plans, enabling employees to perform at their highest level.

Marketwise, both said that healthcare growth is fastest, with technology, advanced manufacturing, and education close behind. Meyer reiterated the key for HB Workplaces as they help designers across all markets build the next showstopping commercial interior: "Clients are looking for environments that people choose to come to."

HB Workplaces is that and more—a working environment and an inspiration to build places where people want to be.

HB Workplaces Corporate Office

Cost: $2.25M

Delivery Method: CMAR

Square Feet: 15,588

Project Team

Owner: HB Workplaces

Owner’s Rep: David Colling (Principal, CEO)

Developer: Gardner Highline Office GPC, L.C.

Design Team

Architect: Method Studio

Electrical: JT Electric LLC

Construction Team

General Contractor: Layton Construction

Plumbing: PVE, Inc.

HVAC: MJ Mechanical

Mechanical: PVE, Inc.

Electrical: JT Electric LLC

Drywall: DNA Contracting

Acoustical Ceiling: Alternative Acoustics

Painting: Fisher Painting

Tile/Stone: Dowland Tile

Carpentry: Boswell Wasatch

Flooring (Carpet): Spectra Contract Flooring

Flooring (Polished Concrete): Professional Flooring & Design

Glass/Curtain Wall: NGI Glass

Reception Desk Cladding: Modern Craftsman

ASCE 2025 Report Card For Utah

Fri, 01 Aug 2025 17:48:51 GMT

Beehive State maintains its “C+” average in latest infrastructure report card from the American Society of Civil Engineers—one of only four states to receive that grade, and better than the national average.
By Brad Fullmer

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-

Roads and Bridges

Earn Top Marks

Investing in transportation infrastructure has been a priority for Utah leaders for years, spurring the state to earn high marks for roads and bridges, a testament to UDOT’s ability to appease lawmakers—and the ever-finicky traveling public—and maintain consistent funding by efficiently building top-shelf projects via innovative delivery methods, while keeping traffic flowing during construction.

“You can see our transportation system is well above [the] national average, which is due in part to Utah’s leadership recognizing the need,” said Friant, adding that the state is well-positioned to maintain a high transportation score because it doesn’t depend on federal funding, which can wildly fluctuate. “80% of transportation funding comes from the state. In other states, it’s reversed.”

Per ASCE’s report, Utah roads earned a “B+” grade, which is markedly better than the national “D+” average. In 2023, state lawmakers approved a record $14 billion in upgrades and new construction over six years to build or expand roads and highways in all parts of the state, but especially areas seeing increased traffic because of Utah's rapid population growth.

Roughly 95% of roads in the state are in good or fair condition, and the state's transportation asset management plan has prioritized proactive maintenance on the state's busiest highways.

Utah's bridges saw a one-step grade decrease to a “B” in the 2025 report card—while markedly better than the national “C” bridge grade, current data could indicate worsening conditions. In 2020, 38% of bridges were in good condition, compared to 22% in 2024. While the state has worked diligently to prioritize the preservation, rehabilitation, and replacement of bridges, rapid increases in construction costs and an aging bridge inventory mean that existing funding levels can no longer support the number of bridge projects the state has historically supported. Approximately 35% of bridges in Utah are more than 50 years old, which is the projected service life of a bridge. Over the last decade, UDOT has replaced an average of 23 bridges per year. If the state does not accelerate bridge construction, it would take more than a century at the current pace to replace all existing bridges statewide.

Water Resources Earn Solid Grades

As communities across the West grapple with concerns about reliable water supplies due to ongoing drought conditions and increased demand, Utah's drinking water grade is unchanged at a “B-“. Respectable, but not fantastic.

And keeping up with Utah’s projected growth poses potentially mammoth concerns about how future water-related projects will actually be funded. Lisonbee said the federal Infrastructure Investment and Jobs Act (IIJA), passed in 2021, helped fund a handful of new infrastructure projects, but a lot more is needed, and the state needs to start looking at putting aside money now to meet the needs of a population that is expected to double to seven million by 2060.

“We were lucky enough to receive a once-in-a-generation grant from IIJA. But to make a dent, we need to see sustained federal investment, said Lisonbee. “We’re hoping IIJA gets renewed at the end of the cycle. We’re also looking at public-private partnerships—we’re going to have to be really creative with federal, state and private funding to meet future water system needs.”

Utahns are doing their part to preserve precious water supplies by reducing home water usage by 20% over the last two decades. However, existing water sources are facing additional stress due to harsher drought patterns, decreased winter snowpack, and an increasing number of people and businesses in Utah. It means the state—via its 38 water conservancy districts—must find additional water sources, many of which are located far from population centers, requiring water utilities to build costly new pipelines and distribution systems.

The Utah State Water Plan estimates that needed improvements and repairs to the state's water infrastructure will total $38 billion from now to 2060—an average of more than $1 billion per year.

"A growing population and more frequent droughts also mean our water supply faces ongoing threats,” added Friant. “While Utahns have drastically reduced their water usage, there are ongoing challenges, and leaders need to be proactive with solutions."

Dams Need Work; Canals and Levees an Afterthought

Even as Utah contends with water shortages, the state's dams, levees, and canals are being tested by intense storms and flooding events. The grade for Utah's dams remained a “C+”, with just 52% of Utah's high-hazard potential dams considered in satisfactory condition.

One concern is that the state currently budgets a mere $3.8 million per year for high-hazard dam rehabilitation work, a fraction of the approximately $450 million required to bring these dams up to a satisfactory level.

Utah's levees received the lowest grade on the report card, a “D-“. These levees protect more than $13 billion worth of property and infrastructure, including densely populated communities and key facilities such as the Salt Lake City International Airport. Most levees in the state are 60+ years old, and little is known about their current condition or the details of their construction.

Utah's canals received a “D+”. While they are also part of the state's flood management plan, most were built in the 1800s for irrigation purposes. Since many are privately owned, there is limited information on their present condition.

Aviation Grade Jumps

Utah's investment in aviation infrastructure helped bump its grade to a 'C+', one mark up from 2020. The dazzling new terminal at Salt Lake City International Airport has bolstered Utah's biggest airport with four construction phases totaling over $5 billion, including two new state-of-the-art concourses, a multi-level parking garage, and new runways/taxiways.

Upon completion of Phase IV in October 2026, the airport will boast a capacity of 34 million passengers annually; in 2024, it had 28.3 million passengers, a 5% jump from the previous year.

Implementing Feedback

If Utah wants to earn higher marks and remain top of the national class, leaders should follow the recommendations laid out in the 2025 Report Card for Utah's Infrastructure , which include:

Plan for the future

As Utah's population grows, the state must conduct regular, comprehensive analyses of its future infrastructure needs. This is especially critical for water resources, canals, transportation, and waste management. The state must provide consistent, reliable funding to support improvements, maintenance, resiliency, and risk reduction.

Prioritize funding for bridges

Many bridges built during Utah's early population growth are facing the end of their service lives and are now in fair or poor condition. The state needs to increase the number of bridge replacement projects and create ongoing, dedicated funding sources to preserve, rehabilitate, or replace aging bridges.

Focus on future water needs

Utah's water future depends on maximizing the use of available water resources. Water systems should collaborate with agencies and other stakeholders to ensure the Great Salt Lake is restored to healthy conditions. These efforts include strengthening Utah's canal infrastructure through funding for transitioning from open channel to piping, while reducing losses from seepage and evaporation.

Increase dam safety funding

By increasing funding to $10 million annually, the state would be able to rehabilitate all high-hazard dams within 50 years. An increase to $20 million per year would enable faster repairs, but it would still take 25 years to complete all required repairs.

The report card was created as a public service to inform citizens and policymakers about the infrastructure needs in Utah. Civil engineers use their expertise and school report card-style letter grades to condense complicated data into an easy-to-understand analysis of Utah's infrastructure network.

Toward The Promised Land

Fri, 01 Aug 2025 17:39:04 GMT

With more people in Utah, how will mass transit figure into state plans to move residents and visitors toward the proverbial promised land of seamless and fast transportation?
By Taylor Larsen

"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?

Riding Toward a New Trajectory

Alternatives exist. Even if they don't get the same funding dollars, mass transit continues to change the transportation conversation.

In Utah mass transit circles, UTA receives a bulk of the attention and state dollars. Their buses, light rail cars, trains, and more move thousands of people each day across the Wasatch Front. UTA ridership exceeded 40 million in 2024, and the agency has recovered to 91.5% of its pre-pandemic ridership—significantly above the national average of 79%, according to the American Public Transportation Association.

UTA's 2025 budget is divided between operations ($650 million) and capital projects ($330 million). Nearly 80% of operations are funded from sales tax, while the capital budget's most significant funding comes from grants (39% of that budget).

Gavin Gustafson, UTA's Sr. Public Information Officer, said that investing in transit is a win for everyone.

"Even if there are only five people on the bus, that's five cars not on the road," he said. "And then [UTA is] taking hundreds of cars off the road with FrontRunner."

FrontRunner, the commuter rail system, has helped connect cities across the Wasatch Front since opening in 2008. Today, the rail system has a daily average of 14,000 riders.

Think of the traffic it has saved!

Those who plan our transportation networks certainly have. Gustafson said UTA Moves 2050 Vision Network (UTA Moves) is UTA's long-term plan that looks to bring additional mass transit choices to Utah over the next 25 years. UTA Moves includes plans for new rail stations to Bluffdale, Springville, and Brigham City, new bus routes in West Valley and Magna, and many potential routes and services in an ambitious plan to take us "there".

How ambitious? Implementing it all would require $6.7 billion in transit infrastructure and $225 million annually (in 2023 dollars) to operate it. UTA Moves documents are clear that these plans are fiscally constrained, stating, "Investments in the 2050 UTA Moves Vision Network must be prioritized to determine which best meet regional mobility needs."

Much like the Unified Plan, "It's a matter of funding," Gustafson said about UTA's long-range plans to further connect riders to destinations. "We would love to do everything, but we need a stronger ridership and more funding to accomplish some of those ambitious goals."

The message is clear to help move Utah in a new direction. It's in big letters on the UTA Jordan River Trail Service Center: Ride The Train.

Or take the bus, streetcar, On Demand, or vanpool.

FrontRunner Double Tracking;

New TRAX Line Incoming

Gustafson and Josh Van Jura, UDOT Director of Trails and Transit, are excited about a future transit development: double-tracking FrontRunner. Since just 26% of the 82-mile train line is double-tracked, the UDOT-led project, known as Frontrunner 2x, will add double tracking in 11 strategic locations to take the amount of double-tracked line to 58%. Doing so will decrease the wait times for the next train from 30 minutes to 15 minutes during peak hours. And by 2050, FrontRunner riders can wave to drivers as the train zooms past them on I-15, as the commuter rail service is expected to outperform I-15 travel times—something it already does on occasion.

The project is capital-intensive, Van Jura noted. Currently, Utah has allocated $845 million to Frontrunner 2x and has applied for the federal Capital Investment Grant as a "Core Capacity" project. Van Jura said that this grant will subsidize $2.1 billion of the project.

Much like ongoing efforts with Frontrunner 2x, Utah must continue to expand on its mass transit success to help clean the air, reduce the amount of Utah's notorious drivers on the road, and build additional transit infrastructure to "Keep Utah Moving".

As FrontRunner double-tracking and new stations come to fruition, UTA's light rail system has additional plans in the works with another UDOT-led project: TRAX Orange Line.

Gustafson and Van Jura said that the Orange Line has passed through a few of the initial development phases. Van Jura said that $6 million was recently allocated to the project's National Environmental Policy Act (NEPA) review process. Once NEPA proposals are reviewed in full by UDOT, the department will issue a final decision on the route, which aims to take riders directly from the Salt Lake City Airport (another form of mass transit!) to the University of Utah's Research Park.

The Orange Line will require a realignment of the TRAX Red Line and will then modify TRAX Blue and Green Line operations. Passengers and officials hope that TRAX service is fully operational, new routes and all, before the 2034 Winter Olympics.

The future of light rail is exciting, especially for what it means for ongoing development in Salt Lake County and beyond.

Bus Rapid Transit Lines Move Along

This placemaking component is central to Utah's embrace of bus rapid transit (BRT). The concept is straightforward: buses run on a route, usually with dedicated roadways, where they receive priority at intersections where they may interact with other traffic.

Ted Knowlton, Wasatch Front Regional Council Chief Planner & Deputy Director, said, "BRT offers the placemaking aspect of rail with the stations. It's telling the community, 'We're stopping here and we're investing here.'"

According to Knowlton, BRT is a critical piece of how transit can grow in Utah. "BRT projects can be delivered with much lower costs than rail, can get you 'there' as fast as rail, and have great flexibility," he said. "For example, BRT can deviate from its route to deal with things like a traffic accident or a parade."

Investments like these are in operation, with more on the way. Of the two BRT lines currently up and running, the Utah Valley Express (UVX) has buses running every six minutes at its most frequent intervals, taking over 5,000 daily riders across the metro area between Provo Central Station and Orem Central Station. UVX has been UTA's most popular bus route since it began service in 2018.

The second BRT line in operation is the Ogden Express Line (OGX), which began running in 2023. OGX takes over 2,600 daily riders across Ogden in 10-minute intervals. The five-mile route starts at Ogden Central Station before heading east on 23rd Street and 25th Street, and then south on Harrison Boulevard and onto Weber State's campus and on to a final destination at McKay-Dee Hospital. In its first year of service, OGX moved nearly one million riders.

BRT has benifitted the community in other ways, too. Metropolitan planning organization MAG Utah found that, since opening in 2018, UVX and surrounding infrastructure along the route may have played a key part in a 40% reduction in annual car crashes. The University of Utah found that UVX may help to take a conservative average of 1,500 car trips off the road every day.

Building and growing transportation capacity via bus? Maybe induced demand isn’t all bad.

Additional BRT Lines Move Forward

Two more BRT lines are in design or construction. The first, the Midvalley Express (MVX), will feature an all-electric bus fleet to transport future riders between Murray Central Station intermodal hub, Taylorsville and the expanding SLCC Redwood campus, down 4700 South—with portions of this part of the route on dedicated bus lanes—and on to the intermodal hub at West Valley Central Station. Riders will be able to board the dedicated bus stops on the seven-mile route in spring 2026, almost a year ahead of schedule.

Construction of BRT infrastructure is fairly straightforward, according to Maverick Gibbons, Project Manager for transit contractor Stacy Witbeck on both projects in the works. "At their core, these are road projects with enhanced bus stops.”

While BRT may be simple to build, its indirect effects are massive.

Returning to construction, the key to success on a straightforward scope, Gibbons explained, starts with considerable time in preconstruction to identify utilities and plan the various systems required to enhance these bus stops.

Case in point is the second BRT line progressing toward construction: SR-224 BRT for High Valley Transit in the Wasatch Back. The project is the recipient of $25 million in federal DOT funding as part of the 2021 Bipartisan Infrastructure Law. It aims to transport 5,000 riders per day between the Kimball Junction Transit Center and Old Town Park City, and multiple new and existing stops in between, utilizing dedicated BRT lanes between Kimball Junction and Kearns Boulevard in Park City.

Design work began in January 2025, and Gibbons said the team will soon pre-stage the project by installing five miles of fiber-optic cables on the BRT route through Park City. This winter, Gibbons and the Stacy Witbeck team will later work with trade partners to remove landscaped islands near the Canyons Resort.

Gibbons said that ongoing work on the MVX line has encountered a few speed bumps as its path moves from West Valley City to Taylorsville to Murray.

"Cities all have different ways they want to see things done," he said, before stating that following UDOT specifications or even a standardized approach could help move projects like these along in a more timely manner without having to work through three cities' public works expectations. "We miss the consistency," he said.

The Choice is Ours

Utahns value freedom. While cars are a great symbol of freedom, investing in additional transportation options is how leaders can continue to give residents and visitors the freedom to move however they please.

Plans like the Unified Plan, UTA Vision, and others hold promise, but it remains to be seen whether state transportation leaders will continue to drive in circles of car dependency for 40 years, or embrace a change in transportation funding and prioritization to emphasize mass transit—and take Utah to the proverbial promised land.

Limitless Sky

Fri, 01 Aug 2025 17:37:10 GMT

Salt Lake City’s skyline-busting Astra Tower soars at 41 stories and 451 feet, with a sleek, modern style and unmatched 40,000 SF of amenity space.
By Brad Fullmer

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 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.”

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Project Targets LEED Gold and WELL Certification

To top it all off, one of the greatest “amenities” is typically not viewed as a perk: a sophisticated air filtering system. Using hospital-grade MERV 13 filters, the system filters air from a singular location before distributing it to units and public areas. Each room also features thermostats with air quality sensors and operable windows.

Another unique environmental feature that has rightfully garnered attention is Astra Tower’s custom air quality beacon—hailed as the first of its kind—that sits atop the building. The beacon connects to Utah Clean Air (UCAIR) sensors that report current conditions via color-changing LED lights, an effective way to educate the public on real-time air quality.

Sustainability has long been one of Lewis’s hot buttons as company CEO, with Astra as a towering example. KIC went all-out in an effort to achieve LEED Gold certification (slated for 2026), a worthy goal for a project of this magnitude.

“A key priority was achieving a sustainable design that meets or exceeds the LEED Gold standard,” said Bird. “This commitment reflects the Lewis Family's dedication to environmental responsibility, occupant well-being, and long-term operational efficiency.”

Additional environmental stewardship measures include low-flow water fixtures, which help the project achieve a 35% reduction in baseline water usage. Energy-efficient MEP systems, LED lighting, low-VOC materials, and electric charging stations further contribute to sustainability.

In addition to LEED Gold, Astra Tower has earned WELL Certification for its wellness initiatives focused on occupant health and well-being, highlighted by cool biophilic spaces and the mid-level urban park.

Overcoming Construction Challenges & Logistics

Having completed the nearby 24-story Liberty Sky high-rise apartment tower in December 2021, Salt Lake-based Jacobsen Construction had a pretty good idea of what to expect on another high-rise, other than the fact that Astra Tower was considerably higher at 41 stories tall. The owner also expected a phased completion.

According to Doug Carley, Jacobsen Sr. Project Manager, the team spent 10 months developing a logistics plan associated with early occupancy to establish fire/life safety systems, public access, fire access, and construction access. The team engaged in early conversations with city officials, fire marshal representatives, key trade partners, KIC, and the property manager to identify buffer levels, parking requirements, laydown and staging areas, elevator availability, shared use with back-of-house areas, and more. The plan was finalized and approved by all interested parties in preparation for the early opening of the low/mid-rise portion as active construction progressed on upper sections.

“The challenges with phased opening required all team members, including the local municipalities, to collaborate in a way that ultimately benefitted Astra Tower and the built community,” said KIC’s Rensmon. “It shows that large-scale projects like this can be opened safely and in a way that benefitted the ownership team and early move-in tenants.”

Vertical transportation and site logistics, Carley continued, were ever-present concerns. “We knew from the beginning that getting materials, equipment, and manpower to work areas was critically important to meet schedule expectations and work cost-effectively,” he said.

The biggest logistical challenge was determining adequate crane coverage to build the tower while maintaining public safety.

“Optimally positioning the crane on site was a complex undertaking,” said Carley. “We worked to ensure there was reach to all areas of the property without swinging across property lines to the north or east. We worked closely with neighboring businesses, local authorities, and our crane company to select the right crane for the project.”

Construction utilized a luffing crane for its ability to work in tight spaces, Carley added, without having the boom crossing over site boundaries. Periodic lane closures on 200 South, with strategic ingress and egress points, helped facilitate construction access while minimizing disruptions. Pedestrian canopies installed over public sidewalks helped maintain public safety and navigation around the site.

Multiple material man hoists were installed and used to transport materials and workers safely. The crane and hoists were active during all available working hours and proved key to meeting the project schedule. Once the elevators achieved functionality, teams removed the material hoists from the building to allow for the installation of the curtain wall, glazing, and GFRC panels on the exterior to finish envelope construction.

The team determined early on that reducing concrete cycle durations for the superstructure would aid the project. Another strategy involved starting exterior façade and interior build-out earlier, relieving pressure on overall schedule. Jacobsen began these efforts by developing a concrete pour schedule, clearly communicating with key trades (concrete, rebar, and MEP) with specific hour-by-hour rundowns of the deck cycle.

Jacobsen also utilized wireless sensors that were cast into each deck pour for temperature monitoring and real-time concrete strength measurements. These live updates allowed deck stressing to occur without delay, keeping the project on schedule.

“Together, all this detailed coordination ultimately resulted in a five-day deck cycle on the single tower from levels 24 to 40—a huge accomplishment for the team,” said Carley.

During peak construction, Jacobsen had 80 to 120 of its own employees, while the project itself topped out at 600 trade workers per day.

Hybrid Design-Build Offers Unique Challenges to MEP Firms

Lewis said KIC decided to go with a “hybrid design-build” delivery method to help the firm get better real-time cost analysis and more accurate assumptions, along with a more prepared general contractor (three were sent a RFP) who could then bring on board key subcontractors for value engineering and best-built solutions.

This delivery method was also key in facilitating KIC’s wish for phased occupancy, with residents occupying floors 1-20 while the rest of the building was under construction. This tested the mettle of every trade partner on the job, particularly the electrical and mechanical subcontractors. These teams received schematic and partial (up to 50%) drawings from Portland-based PAE Engineers, allowing the local design-build teams to apply their respective expertise and provide definite cost and schedule benefits.

Salt Lake-based Hunt Electric utilized its in-house engineering team to complete the design and then turn it over to its construction, lighting, and technology teams.

“It’s one of the most challenging projects we’ve done,” said Adam Brownell, Project Engineer. “A lot of the core design concepts were done, but we took it from various points to completion—we had to fill in gaps, things that were partially designed.”

From a building standpoint, “navigating the high-rise and hauling material up and down was difficult; it was a lot of manpower for us,” said Colton Windfelder, Technologies Project Manager, adding that even small details like workers finding parking and extra attention to safety because of the nature of the project added to the grind. Scheduling materials was done as an on-time basis; if you needed it that day, it was shipped and immediately staged to the right floor. At times, that meant trades stacking materials around other trades in tight floor spaces.

Three 4,000-amp generators provide the tower with permanent power and ensure resilience during potential outages. Low-blue light and intuitive lighting systems run on a circadian rhythm, adjusting to optimal levels based on natural daylighting.

On the mechanical side, Salt Lake-based Archer Mechanical brought on board Colvin Engineering of Salt Lake for its design expertise and performed all plumbing construction, while also overseeing HVAC contractor B2Air Systems of Lindon.

Archer and Colvin thrived with the design-build process, with the two firms working together to produce optimal results within their scope.

“We had the framework for what the owner wanted up front, including acoustical design. They wanted a smooth system that provided best-in-class comfort for tenants while also being energy efficient,” said Tony Rickards, President/CEO of Archer. “With design-build, there are no excuses for why something didn’t go well. [Design-build] gives us an opportunity to build a relationship and be an integral part of the team. Being woven into the fabric of a project allows us to understand what an owner’s intent is; what risks we can mitigate early on. We’re more aware of the unique challenges of the project.”

Rickards said a heat pump system offered many advantages, including efficiency, low noise, and a long system life span, while giving each tenant unit-specific temperature control. Pressure variations per floor had to be factored in and accommodated, which involved utilizing a Sovent system. This engineered single-stack drainage system processes waste and venting by slowing the velocity of liquids and solids through a series of aerator fittings and double offsets.

Jarrett Capstick, a Principal at Colvin and Project Manager on Astra, said the flow of information between his firm and Archer was efficient and effective, which led to better results in the field. Because Archer was able to factor in specific equipment on its bid, Colvin was able to design around that equipment.

In a mechanical room, [factoring in specific equipment] can lead to more accurate models, especially in individual apartments that helped dial in space requirements, clearance, air flow, [and] noise,” said Capstick, who oversaw a team of six designers. “We had a really good process transferring design updates to Archer and getting quick feedback with costs or adjustments to streamline installation.”

Capstick also had high praise for the heat pump system, saying one of the benefits is during “shoulder season” when buildings heat up in the morning and then cool in the afternoon. This system can, he said, “transfer heat from one place to another, to shift the load throughout the building. The end result is limiting energy consumption and boiler emissions.”

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Building Supported by Gravity Structural System

A robust gravity structural system was designed by Thornton Tomasetti’s San Francisco office, according to Mark Koenigs, Associate Principal, and consists of concrete post-tensioned flat plate slabs supported on cast-in-place concrete columns.

The use of flat plate construction allowed for a thin structural depth, which reduced the floor-to-floor height while creating the tall ceilings desired by the developers for the high-end residential units.

Since the concrete slabs are the tower’s largest structural component, the design team focused on material efficiency and a highly constructable design, said Koenigs. Column locations and slab openings were designed in coordination with HKS to produce an efficient post-tensioning layout with minimal additional reinforcement requirements. With 40 slabs to construct, engineers worked closely with Jacobsen on construction sequencing to maintain speed on the floor pour cycle and keep the overall schedule on track. Special reinforced concrete shear walls form the lateral system of the building. These walls extend from the foundation to the top of the structure and resist lateral loads.

With Salt Lake City located near the Wasatch Fault, the seismic demands are high, rivaling those of the most seismically active regions. To provide an efficient structural design, Thornton Tomasetti followed a performance-based seismic design (PBSD) process. The process allowed the team to utilize a shear wall-only lateral system at building heights above the limits for a prescriptive code-based seismic design approach. PBSD helped Astra Tower meet and exceed code requirements, optimizing the structural system to resist seismic loads derived from anticipated events at the building, based on the evaluation of local geological conditions and adjacency to nearby faults. The PBSD process allowed the design team to align building performance with specific criteria and provide the required resiliency during a potential seismic event.

Regarding the cantilever, Carley said of the million-dollar-plus cost, “[It was] not a cheap endeavor but worth the price to have a fully unobstructed view from the viewing deck.” The weight of this beam, he added, was a driving factor when selecting which type of crane to use when accounting for size and picking capacity. A temporary column was used to support and stabilize the cantilever beams and then removed after full pen welds were successfully performed and inspected.

Keeping the building plumb was achieved via deck scanning by Jacobsen’s VDC team and surveying to prism points positioned on neighboring buildings. Slab edges were verified during each required deck scan. Deck scanning was verified using benchmarks and surveying equipment, with sight lines to prism targets positioned on neighboring buildings.

Dazzling Glass Curtain Wall System Tested Contractor

Salt Lake-based Steel Encounters added to its burgeoning reputation as a premier high-rise glazing contractor with the completion of Astra Tower. Led by Project Manager Pourya Golzar, the company was responsible for the curtain wall system, glass windscreens, window wall, louvers at the penthouse levels, and operable glazing.

The custom window wall system included 137,480 SF of glazing and guardrails consisting of more than 9,100 individual pieces of mid-iron glass chosen for its neutral appearance and superior sound performance. The project required three different custom louver finishes to coordinate with surrounding materials.

Celebrating the Grand Achievement

At a May 13 ribbon-cutting ceremony hosted by KIC—appropriately in front of the largest mural in Utah that spans the western wall of the tower, a bold artistic statement that underscore’s the project’s commitment to culture and creativity—Rensmon said “Astra Tower is more than just a building—it’s a milestone in Salt Lake City’s evolution. Our goal was to create a place that elevates urban living while contributing to the health, vitality, and long-term sustainability of the city. This project reflects our deep belief in the transformative power of thoughtful development and long-term community investment."

"Astra Tower was brought to life by a highly skilled, ambitious construction workforce that is powering Utah's growth," said Gary Ellis, Jacobsen Construction President and CEO, praising his team and the 86 trade partner firms who contributed to the project’s success. "This project successfully demonstrated that the professional builders in our market are truly ready for whatever the future holds in Salt Lake City."

Beyond its architectural and environmental contributions, Astra Tower will play a key role in stimulating downtown Salt Lake City's economic development. By attracting professionals and businesses to the downtown area, it fosters a vibrant community and supports local enterprises. The project's emphasis on sustainable urban living serves as a model for future developments, aligning with the city's vision for growth and innovation.

Those who worked on it remark how great it is to be able to see it from all over the Salt Lake Valley.

“It’s a signature project,” said Shane Sidwell, Project Manager for Hunt. “To do that project in the time frame we did it, and still have a good relationship with the GC, is amazing. I see everybody—and it’s family. Even though we may have screamed and yelled along the way, we completed it as a team. Forever friendships with people I worked with on that project.”

“It was an opportunity to build a staple building that stands out—it’s like an award for us, a proud monument to the work we do,” said Rickards. “It’s a reminder of who we are and what we’re capable of accomplishing.”

Jacobsen’s Carley concluded that this project has been the highlight of his career.

"This type of project hasn’t happened very often in our market, and it was something that Jacobsen wanted to do. It’s gratifying to know that all future high-rises will be compared to Astra for quality, height, and speed of construction—setting the stage for the future of a new skyline in Salt Lake City.”

Owner: Kensington Investment Company

Architect: HKS Architects

General Contractor: Jacobsen Construction

Civil Engineer: Great Basin Engineering

Electrical Engineer: PAE (Design Documents), Design Build - Hunt Electric (Construction Documents)

Mechanical Engineer: PAE (Design Documents), Design Build - Archer Mechanical (Construction Documents), Colvin Engineering Associates

Structural Engineer: Thornton Tomasetti

Interior Design: ROAM

Landscape Design: Dig Studio

Geotech: Atlas, Consolidation Engineering Laboratories

Structural Concrete: Jacobsen Construction, FABco

GFRC Panels & Precast: Willis Construction

Plumbing: Archer Mechanical

HVAC: B2 Air Systems

Electrical: Hunt Electric

Masonry: Allen's Masonry Company

Tile/Stone: Dowland Tile & Stone

Glass/Curtain Wall: Steel Encounters

Flooring: Jacobsen Flooring Services

Roofing: Utah Tile & Roofing

Steel: Precision Welding, SPR Steel Erectors

Excavation: Jones Excavating Company

Metal Framing and Drywall: Daw Construction

Other Specialty Contractors: TID Demolition, Guaranteed Waterproofing & Construction, Grow Painting, Fisher Painting, Mitchell Acoustics, Sinc Constructors, Artisan Millwork, Finish Specialties, Beacon Commercial Door & Lock, CEM Aquatics, Bigge, Mountain Crane, The Finish Guys, BHI, Keller North America, R. Phillips Plastering, Schindler Elevator Corporation, Western Automatic Sprinkler, American Trash Management, Cannon Sales, Colton, Inc., BHI, GE Appliances, MINER, WINSAFE, All Pro Security

One for the Ages

Fri, 01 Aug 2025 17:27:26 GMT

Few individuals have positively impacted Utah’s A/E/C industry quite like Ralph L. Wadsworth, whose legacy includes the heavy/highway firm that bears his name, along with three other industry-related firms founded and operated by his posterity.
By Brad Fullmer

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)

Fifty years after founding his seminal heavy-highway construction company in 1975 in Draper, the legacy of Ralph L. Wadsworth is truly remarkable and one-of-a-kind.

Indeed, few people who have spent their careers in the architecture, engineering, and construction industry can match the accomplishments of the 90-year-old Wadsworth, who mid-career switched from being a talented, highly-respected structural engineer into a general contractor that initially built small park projects before blossoming into a company revered as one of the elite general contractors in the Intermountain West.

Rugged Upbringing Fosters a Can-Do Attitude

Ralph L. Wadsworth didn't have it easy growing up in Eastern Idaho. As the fifth and youngest child of Lawrence and Hilda Wadsworth, Ralph was raised in a hardscrabble environment outside Idaho Falls. He learned the value of hard work at a young age, working for Arrington Construction, in addition to working for his older brother, Golden, who started a construction company in 1950 when Ralph was 16.

Ralph was tough and not afraid of hard work—a fact driven home when he earned a full-ride boxing scholarship to the University of Idaho, where he pursued a degree in structural engineering on the Moscow, Idaho campus.

"You better be in shape and have a hard head," quipped Ralph, recalling his college boxing days. "It gave me an opportunity to get an education and make something of myself."

One memorable experience in the ring came when the University of Idaho boxing team went to Baton Rouge to compete in a tournament held as part of the renowned Sugar Bowl football game. Ralph took second place, maintaining his scholarship and proving his mettle as one tough hombre.

Ralph met his wife, Peggy, during his sophomore year in 1953, and together they built a strong family that eventually included seven strapping sons—the initial core of RLW Construction. After graduating with a Bachelor of Civil and Structural Engineering in 1957, Ralph worked in St. Louis for two years before landing a job in 1960 working for legendary engineer Hoffman Hughes at Salt Lake-based H.C. Hughes Company, one of the top structural engineering firms in Utah. It didn't take long for Ralph to prove himself as a top-flight, talented designer.

"Hoff was the top structural engineer at that time [in Utah]—he worked for most of the big architects," Ralph recalled. "We designed churches, office buildings, and other big commercial projects. He had me design the first lift slab in Utah for BYU. After the five-story building had been designed and was out for bid, somebody from BYU came to our office and asked Hoffman if he knew what I was doing. Hoff said, 'You'll have to take his word—he knows what he's doing.’"

Ralph's confidence soared, and he was later tasked with helping design the Washington D.C. Temple for The Church of Jesus Christ Latter-day Saints, a landmark building for the Utah-headquartered faith, which was completed in 1968.

In 1970, Ralph founded Ralph L. Wadsworth Engineering, figuring it was time to spread his wings.

Within that first year, it quickly became obvious to Ralph that, while being an engineer was indeed a fine career, the real money was in construction. He'd visit job sites, see the kind of work being done on projects he designed, and figured he could do a better job than what the contractors he saw were doing. He had the engineering skills, the moxie to run his own show, and, by the time 1975 rolled around, he had four sons old enough to work for him.

The clincher came when his brother Golden moved to Salt Lake and helped Ralph win a small $130,000 job replacing tile at the Veterans Affairs (VA) Hospital in Salt Lake. Ralph hired his friend to do the tile work, supervised the job, and walked away with a tidy profit.

"I made $34,000," Ralph remarked. "I had been designing some pretty nice buildings and not making that kind of money—it was an eye-opener. So, I went into construction full-time, mostly doing parks and small jobs working for the city and state, before moving onto bridges."

A Hallmark Attention to Detail

When Ralph L. Wadsworth Construction officially began in 1975, Guy was 21, Cal was 17, Con was 15, and Tod was 14. Kip joined the crew two years later, followed eventually by Ty and Nic. Ralph gave his sons plenty of opportunities to learn the various field trades, including carpentry, concrete forming and placement, and everything in between. And he held his sons accountable for the work they did, expecting nothing short of perfection—no matter how difficult the job was, or how inclement the weather.

“He had all these boys and had moved from Salt Lake City to Draper in 1966, buying a three-acre plot. He wanted to teach his boys how to work and be in the country. In hindsight, it was a bold measure to move that far out here," said Tod, currently an Executive Vice President who, along with Con, has been working at RLW since its inception. “We were constantly remodeling the house as kids—we learned demolition, plumbing, electrical, carpentry, sheetrock, and the most fun of all, hand shoveling. He always believed in hard work, doing things yourself, and seeing what you can accomplish."

"We built most of the city parks in Salt Lake County for a decade," Con said. "He wanted things done right. If you can walk the talk, you'll have success."

Ralph was very demanding on jobsites when the situation required it, a no-nonsense man renowned for his attention to detail and reputation for prolific on-site upbraiding. If you weren't doing the job 100% correctly, he wasn't afraid to unleash his displeasure construction crews—his sons included. “He was not afraid to humiliate you and your crew,” said Con, who mentioned Ralph’s motto: anything worth doing once is worth doing right. “If he thought you were doing a bad job, he would not spare any of that with anybody. On the other hand, if you did a good job, he'd compliment you and tell you that you did a good job."

Tod said Ralph's engineering prowess, understanding of materials, and ability to maximize quality offered numerous in-house advantages to RLW's team when it came to bidding jobs.

"What made dad admired and respected was his ability to work hard and honor what he said we were going to do," said Tod. "His engineering background taught him about concrete and rebar; he knew the ingredients to success in concrete and formwork.”

"Dad would visit jobs quite often and inspect your work. If it wasn't up to par, he'd let you know it," added Kip. "But he would also sit down with us and help us figure out how to tackle the problem. He was innovative in figuring out better and faster ways to solve problems."

The I-80/1300 East Bridge Slide is the latest example of RLW’s unmatched success in executing Accelerated Bridge Construction (ABC) projects for UDOT, including the move of this 5-million-pound superstructure. RLW utilized self-propelled modular transports (SPMTs)—a Utah first—in 2008 on the replacement of the I-215/4500 South bridge.

Progression into Heavy/Highway Market; Bridge Expertise Quickly Grows

After seven-plus years of building parks and other smaller commercial projects, the company started ramping up its competitive juices in the early-80s and made its way into the heavy/highway arena, including work on box culverts and bridges for the Utah Department of Transportation (UDOT).

The I-215 Belt Route was being built throughout Salt Lake County at that time, and more work was made available to local contractors. Kip recalls being "the small kid on the block competing with the big boys. We wanted to prove that we knew what we were doing."

RLW Construction landed one of its largest contracts in 1983 to build two bridges for the B-line D-ramp on I-215 at 900 East, and it was off to the races in the transportation market.

"We soon learned all aspects of the business," said Kip. "You couldn't pull the wool over our eyes. All the boys were starting to learn everything about the business. Our vast field experience also gave us an advantage in estimating. A lot of estimators haven't worked in the field. An estimator who came up through the field was invaluable, especially back then when you didn't have software programs that could break it out by production rates and man-hours.”

RLW Construction chased heavy/highway work in both the Utah and Arizona markets throughout the 80s, achieving solid success in both states. During that period, Guy essentially served as Ralph's right-hand man in the office, with Kip also assisting with estimating and project management. Meanwhile Con, Tod, Ty, and Nic worked in the field, initially as laborers before moving into foreman and superintendent roles.

One of the company's standout projects during the decade was the Eagle Canyon Bridge in Emery County, a project that tested the firm’s mettle from top to bottom, particularly Con, who served as Superintendent in 1985-1986 on the ambitious, high-risk job.
"It was one of the first steel arch bridges in Utah; we teamed with Olsen Beal for the steel erection," said Con. "It was a difficult job, to say the least."

Another important project for the firm during the 80s was a bridge replacement in Glacier National Park in Montana, a job Ralph said ranks as "one of the most difficult we ever built, with three piers that were six-feet by 20-feet and 150-feet tall and holding up a 1,000-foot-long bridge.

By the end of the 80s, the company had become experienced and trusted enough doing high-quality concrete work that it landed the complete structural concrete package for the Delta Center, a job that ran from 1989 - 1990. At the time, it was one of the most significant projects in Utah's history as it marked the new home of the wildly popular Utah Jazz.

The concrete scope on the Delta Center was supremely challenging and pushed crews to the edge of their expertise and determination.

"It was fast-paced, with huge sheer walls, big cranes, big form work—it challenged us every day," Tod recalled. "Dad designed the forms perfectly, with chamfer edges, relief of ties. He was fanatic about inspecting the forms, making sure they were clean, the chamfer was perfect, the Bondo was perfect—he was very peculiar about it. In watching him on that job, I realized he was preaching duality. He's out there disciplining everyone, making sure work got done right."

Con and Tod played key roles on the Delta Center project. Con was a nightshift superintendent building walls, while Tod was a laborer trying to do a little bit of everything, realizing the value of having effective “supers” on larger jobs—guys that managed the work as opposed to physically building the project.

Within the past decade, RLW Construction has expanded into the water resources market, showcasing its expertise on technical water and wastewater treatment plant projects like the City Creek WTP.

1990s: Fierce Brotherly Competition Drives Progress, Expertise

Shortly after completing the Delta Center concrete work, Guy decided to strike out on his own, with a firm resolve that he could also compete in the heavy/highway market as Wadsworth Brothers Construction, while benefiting exclusively on his own merits, rather than sharing the pot with a handful of other siblings.

The new dynamic immediately thrust additional responsibilities on Ralph and the remaining five sons, with Con and Tod assuming project management/field supervision, Kip taking over the estimating, finance, and business development role, and Ty and Nic upping their field duties, as well.

Throughout the 90s, the two firms regularly went head-to-head on numerous projects for UDOT and other municipalities. Competition made both firms sharper, while also directly benefitting the taxpayers who ultimately fund public transportation work.

"That was another level of competitiveness—now you're bidding against your brother," Kip remarked about the sibling rivalry. “When you look back on it, it was a good thing—it made us both more successful. That competition was one of the key elements in helping us rise above and be at the top of our game. We've saved UDOT tens of millions, if not hundreds of millions of dollars by now. It's been great for owners and the public in general."

Diversifying into Real Estate Development a Shrewd Business Decision

By the mid-90s, Ralph was intent on building a new company headquarters closer to the family home in Draper. He also got wind of a future new I-15 interchange at the south end of Salt Lake County, prompting the company to invest in a four-acre plot that became Wadsworth Business Park, the family's first foray into real estate development.

Ralph said he collaborated with an architect friend, Winter Delamar, who had worked as a draftsman at RLW Construction, on the design of the four-building project.

Kip continued to work full-time at RLW Construction during the first few years of Wadsworth Development Group's existence, before transitioning over permanently in the early 2000s.

"Kip wanted to rent buildings out," said Ralph. "He figured he could do it as well as anyone else. His thought was, ‘We'll make more money than in the construction business and we'll have another company to fall back on.’ Kip is a visionary guy—he's smart as hell, and a hard worker."

RLW’s Geotechnical Division specializes in piling and shoring, including deep pile driving on heavy/highway, civil, and general building projects alike.

Olympic Bobsled/Luge Run Drives Innovation; Company Adds Divisions

By the dawn of the 21st Century, Ralph L. Wadsworth Construction continued its aggressive approach to the construction industry, taking on perhaps the single most challenging project in its history—the Utah Olympic Park Bobsled/Luge Run in Park City in 1999-2000, billed as one of the fastest tracks in the world and a model of innovative design and construction.

"That was a big part of our legacy," said Con. "I worked physically on every aspect of that project. Everything was complex.

For the piping system, we had to build a jib in the shape of the run, and every 20 feet, there was a metal jib. We would follow with soffit forms, and the pipe crew would lay pipe behind it. Every section of track was different in mass, size, height; expansion joints were based on length of pipe. What made it tough was that on some of those [concrete] pours, we had to pour 300 feet of track. From when you started to when you were finished was 24 hours. The grout had to be perfect, as did your scraping. We did shotcrete by hand and then pull the board off. That was the toughest job I ever did physically."

"Pours would last 20 hours—it was so difficult," added Nic, with extreme challenges associated with finishing concrete inverted in some parts. Ultimately, the job stands as a hallmark for RLW Construction, with strong memories for those who built it, and a sense of pride that is unparalleled considering the magnitude and social significance of the 2002 Salt Lake City Winter Olympics.

"One of the [bobsled racers] said it's the smoothest track he'd ever been on," said Nic. "That's hard to do when you've never done something like that before."

One of the firms’ signature projects is the Utah Olympic Bobsled/Luge Run in Park City, which required a Herculean effort from RLW crews, led by Con and Tod, among others. Ralph called it one of the single most difficult jobs his company ever built.

Pioneers of Accelerated Bridge Construction

It's been nearly 17 years since the Utah Department of Transportation (UDOT) made a big splash into Accelerated Bridge Construction (ABC) when crews from Ralph L. Wadsworth Construction methodically removed the old 4500 South I-215 bridge and slid a new four-lane, 172-ft., three million-pound concrete and steel bridge superstructure into place in a single weekend (October 27-28, 2007) utilizing self-propelled modular transporters (SPMTs), a historic first for UDOT.

Championed at the time by Jim McMinimee, former UDOT Director of Project Development, the use of SPMTs—multi-axle, computer-controlled platform vehicles manufactured by Netherlands-based Mammoet—was a major leap of faith for all parties involved, considering the inherent risk on a project of that size.

"When it first came to us [...] we thought it was impossible," said Tod, whose firm moved seven bridge structures into place via SPMTs on the I-80 Reconstruction project, building the legendary "bridge farm" directly northeast of I-80/1300 East. "From the initial concept, we had to figure out how to build something of this magnitude and then move it. The geometry was very complicated."

"There were so many unknowns," Tod added. "We spent a long time educating ourselves and the design team and concluded that it was possible to do. Moving a structure of that magnitude—without damaging it—was a major feat."

Following its success with SPMTs, the firm performed its first “bridge slide” in 2009 on SR-66 over the Weber River in Morgan that utilized a unique dead man pulley hoisting system.

“We’re always looking for innovative ways to push or pull a bridge,” said Tod. “By process of elimination, we came up with simpler methods by pulling the bridge.” Most recently, RLW performed two flawless bridge slides as part of the I-80/I-215 Reconstruction in 2023, including a five-million-pound superstructure on 1300 East that Tod said was slid into place utilizing just two elastomeric bearing pads instead of four, making it easier to control the bridge during the slide.

To date, RLW has moved more than 40 bridges into place via ABC methods.

Bridge building remains RLW’s forte, including this complex replacement of the Yellowstone River Bridge located at Tower Junction (Wyoming). The project calls for the replacement of the 60-year-old bridge with a new, one-quarter mile (1,285-foot) steel girder bridge, along with realigning a mile of the Northeast Entrance Road.

Transitioning to the Next Wave of Leadership; Looking Ahead to the Next 50 Years

In December 2009, Houston-based Sterling Construction acquired 80% of Ralph L. Wadsworth Construction for $64.7 million. The transaction allowed the family to cash out, with Con, Tod, and Kip still serving as top executives and running things the way they always did.

Current company President Brandon Squire is an 18-year veteran of RLW Construction, hand-picked to serve in the company's top executive position in February 2016. Squire spent a decade at the Utah Department of Transportation (UDOT) as a construction engineer and construction manager, and began working directly with the Wadsworth family in 1999. He quickly captured the Wadsworth family’s attention with his straightforward way of doing things and insistence on high-quality work. He met with Con, Ralph, and Kip regarding a project, and then worked with Ty on another project, and realized the sum of their parts was greater as a whole.

"Each one of them were very unique," said Squire. "They all had different skillsets. Kip was obviously the businessman, very savvy, refined, and well-spoken. Con was down to earth, very construction savvy, the builder of the group. Tod was very energetic, and is just an optimistic, very positive individual. Ty was very into the details, very analytic, not as much emotion, but if you listened to him, he brought up valuable points. It was very interesting to see their dynamic together. They were a very powerful team, those four brothers, with complementary skillsets."

Squire said major decisions between the brothers were often heated but never got personal.

"There were definitely times when they had some heated disagreements, but at the end of the day, they would hear each other out and come together and still pull towards a common solution. That's one thing I've valued. As I've built my team to have different personalities and skillsets, my job is to hear out differing opinions and listen to the pros and cons of the different personalities."

Con said Squire's ability to gather information from multiple people before making key decisions is one of the reasons they pursued him when it was time to bring aboard new talent back in 2007, when the company was starting to hit its stride.

"If you don't have good people, you don't have jack," said Con. "We've raised a lot of guys and made key hires over the past 20 years. Brandon is a perfect example of that. We aggressively went after Brandon [Squire], Mike MacArthur, and Scott Gubler. We saw it as an opportunity to get some great people, and these guys are all great workers and very competitive, but not so competitive that they do stupid shit on bid days. You can't run a company like this without great employees."

Con continued, "It's not a one-man show by any means—there are three guys capable of running this company right now. Brandon has the right personality for it, the right temperament. Mike and Scott are more than capable leaders and also not afraid to take on new challenges. To me, it's like the 'Dream Team'—they work hard, they know how to win, they're driven. We have a lot of great practices in place, we have a lot of fun, and we treat our employees well. It's essential for people to feel like they're part of something, that they understand what it's all about."

Squire, along with MacArthur and Gubler, have been eager to expand RLW's services and overall capacity, along with maintaining its geographical footprint throughout the Intermountain West. The firm differentiates itself with its ability to provide top-shelf services and excel in a wide array of building markets, including heavy/highway, transportation, aviation, commercial building, water resources, and railroad. RLW also excels in geotechnical solutions, alternative project delivery methods, mission critical, and design and preconstruction services.

And while the company will always be renowned for its outstanding bridge construction capabilities, its current leaders want existing and prospective clients to know RLW Construction can serve as a "one-stop shop" for a litany of construction needs. The executive team has its sights set on doubling current revenues within the next 10 years and topping the coveted $1 billion mark in annual revenues. It's a bold outlook, but one they're confident in.

“We’ve made strategic decisions to broaden our horizons and get into other markets that provide opportunities for employees to grow,” said MacArthur. “One of our top traits is fearlessness. We’re not afraid to take on most anything.”

"In the 1980s and 1990s, we were known as a bridge contractor," said Squire. "In the 2000s, we took on more work in other areas. Some people still view us as just a bridge contractor, and yes, we're the best at building bridges and utilizing ABC methods. But I view that expertise as just part of our skillset. We're way more than that."

Indeed, with their storied past and strong foundation across so many disciplines, RLW’s future has never looked brighter.

Community First

Fri, 01 Aug 2025 16:49:24 GMT

The newly rebuilt Marshall N. White Community Center emerges as a best-in-class community center emphasizing flexibility and diversity throughout the building.
By Taylor Larsen

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."

Art in the Marshall N. White Community Center that depicts the life of Marshall White is seen at the facility entrance, and again in the hallway. The center has upgraded aquatic facilities, as well as an expansive weight room and elevated running track.

Activities for All

On the design side, both Tippets and Eric Peng, Project Manager at VCBO, said that design intent centered on flexibility and diversity of function. Designers envisioned the new center as accessible as possible for the community to host multiple types of activities.

"The City wanted a space to host various events and accommodate large gatherings," Peng said of how those desires manifested in the 3,600-SF community room. "But they also wanted the flexibility to split the space into smaller, more intimate rooms that could function as classrooms, conference rooms, dance studios, etc."

Two sets of movable walls open up the community room entirely, while roll-up doors allow for an even greater hosting component, where visitors can pass through those doors into the hallway and then into the gym.

Those choices helped create an unforgettable opening day, as Peng described how it felt like all of Ogden showed up in support.

"The parking lot was packed with community members eager to tour and experience the facility," Peng said. "It was exciting to watch their interactions, showcasing the versatility of the space."

But much like the old building, this is more than a recreation center. Peng mentioned how many features from the old center are new and improved in the new facility. The Head Start program space for children is especially spacious, with massive windows bringing in a light and energy matched by the children who play there. The new ceramic studio is larger, too. It features pottery wheels, ample storage space, and a kiln for the emerging artisans of Ogden. On the other side of the wall from the ceramic studio is a full commercial kitchen designed, as Tippets described, "as a teaching kitchen to share cultural dishes and basic cooking skills."

Dipping into a New Pool

As Tippets mentioned, the indoor pool was a starting point in early programming conversations. The center's Myrtha pool system brought top-tier pool tech to Ogden. The stainless-steel prefabricated panels that form the pool structure were hot-rolled with a PVC laminate before being further bonded together with a PVC liquid that penetrates the joint between panels to create a superb seal and uniform finish across the 137,000-gallon pool.

To raise the standard of the pool facility, design called for an absolute jaw-dropper of a curtain wall on the building's west side. It stretches 116 feet across and 27 feet high, bringing in so much passive light to the pool that you'd be forgiven for thinking you're outside on a cloudy day.

Marrot said the pool sits at a comfortable 86 degrees, while the air moving through the aquatic center is slightly warmer at 88 degrees, thanks to a massive RTU system. The Superintendent joked that the team working this scope performed "a true labor of love", punching out air intake holes by hand across 250 SF of composite wood slat siding. Their work is excellent—the wood slat air intake combines perfectly with the other walls to keep systems out of sight and out of mind for patrons.

Athletics Remain Focal Point

Athletic facilities extend just past the locker rooms and continue the flexible design intent to meet diverse athletic needs.

The 8,500-SF Nordic Oak basketball court features six hoops along with court markings for both basketball and pickleball. Dividers can drop from the ceiling to split the floor into two smaller courts for a future Damien Lillard or Tom Chambers to hoop it up.

Further down the hall is the synthetic turf field set up for soccer and the next Michele Vasconcelos or Taylor Booth. The project team pointed out how the netting above the fieldhouse can drop down to form a half dozen batting cages for the next softball great, like Amy Hogue, or baseball legend, like Bill Buckner.

Up the stairs to the second level and one gains an appreciation for the resources devoted to nearly doubling the space of the new center.

"The goal, Tippets said, "was to create an enegetic, open, and inviting space […] that has visibility throughout the interior of the building.

Beyond an exercise studio for yoga, spin, barre, or other classes, free weights, machines, boxing equipment, and squat racks allow participants a wide range of workout options. The 10 millimeter-thick Mondo flooring, double thick in the boxing and squat rack areas, spans 12,000 SF across the gym and then out and around the floating track that circles the basketball court and indoor field.

As the building tour looked out over the fields from the track, Marrot detailed another challenge confronted by the construction team during erection of the steel joist just above. Discrepencies between shop drawings and fabricated joist thickness required field adjustments from the steel erector to ensure proper alignment and structural continuity.

"Our team quickly adapted by reworking affected beams in coordination with the erector and structural engineer to minimize schedule delays and preserving design integrity," said Marrot. "The experience reinforced the importance of sharing finalized production details when available in projects with tight structural coordination zones."

Project Reaches Finish Line

Much like a diverse group can bring out the best of everyone, materials like the 13,500 SF of clay-faced and copper matte brick masonry, 39,000 CMU blocks, 13,700 SF of glazing, and others combine to create a diverse and gorgeous community center. The 145 metal panels near the entrance—in Ogden blue—work hand in hand with beautiful murals depicting the heroic life of Marshall White to add city-specific notes that live up to the legacy he started nearly a century ago.

But before the grand opening, the project partnership received one final test two months before the new community center wrapped up.

"They didn't have it in their initial budget," said Peng of the additions, "but they received some grants that allowed us to polish off the final parts of the project."

The new scope included outdoor pickleball courts, a soccer field and perimeter fence. Beyond sporting amenities, construction teams also replaced the western sidewalk and installed an additional food truck pad on the eastern edge of the parking lot. These additions round out an incredibly diverse set of activities and features for patrons and Ogden City residents.

"It was challenging," said Marrot of the 11th-hour additions. How challenging? It's hard to say, considering all the new features tie in so well with the community center that one would never know that it wasn't planned this way from the start. "But it was exciting to see that finished product be completely finished."

Ogden City representatives agreed. "The Marshall N. White Community Center is a space built for all of Ogden—especially our youth," said Edd Bridge, Recreation Director for Ogden City. "It reflects the city's commitment to providing a place for residents to come together, stay active, and grow—and it honors the legacy of Marshall White and what he stood for: service, opportunity, and community."

Much like its namesake, the Marshall N. White Community Center continues a legacy of bringing diverse people from across the area together to experience the joy of sport and community.

Marshall N. White Community Center

Location: Ogden

Cost: $33,000,000

Delivery Method: Lump Sum

Project Team

Owner: Ogden City

Owner’s Reps: Edd Bridge; Justin Anderson, Taylor Nielsen

Design Team

Architect: VCBO Architecture

Electrical Engineer: ECE Engineering

Mechanical Engineer: Heath Engineering Company

Structural Engineer: ARW Engineers

Civil Engineer: Great Basin Engineering

Landscape Architect: Prime Landscape Architecture

Geo-Technical: Ninyo & Moore

Pool Design: Water Design

Food Services: Jedrziewski Designs

Construction Team

General Contractor: BHI Co.

Concrete: Cornerstone Concrete

Plumbing: Advanced Plumbing & Mechanical

HVAC: Stellar Mechanical

Electrical: Ludvik Electric

Masonry: Allen’s Masonry Company

Drywall/Acoustics: HD Build

Painting: Painter Bros

Tile/Stone: Wall 2 Wall

Carpentry: Cheney Brothers

Flooring: Wall 2 Wall; Comfloors

Roofing: Redd Roofing

Glass/Curtain Wall: Gordons Glass

Waterproofing: Rocky Mountain Waterproofing

Pool/Aquatic Features: CEM Aquatics

Steel Fabrication/Erection: Prestige Constructors

Excavation: Next Construction

Demolition: Perez Company

Precast: Allen’s Masonry Company

Landscaping: Modern X Landscaping

Daybreak: Then and Now

Fri, 01 Aug 2025 16:36:57 GMT

Daybreak in South Jordan has been a nexus of good urbanism, as the execution of the design has followed the same trajectory outlined over 20 years ago to create a highly livable community.
By Taylor Larsen

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)

Daybreak is in South Jordan, but it feels like a different town—and it has the HOA fees to prove it.

HOA jokes aside, Daybreak is distinct within the context of Utah and urban development more broadly for what has been prioritized there since its inception in 2004. Of its 4,100-acre footprint, 20% is dedicated to trails, parks, and green spaces. Beyond recreation, the community has streets and commercial areas that look much different than its city neighbors.

Daybreak, across three ownership groups over the last 21 years, has been designed and built to maximize livability.

New Ideas for a New Community

The area known as Daybreak was originally part of over 100,000 undeveloped acres in Salt Lake and Tooele counties owned by Kennecott Land, a subsidiary of mining conglomerate Rio Tinto Group. Kennecott Land set out to create a well-planned community a few miles from its Bingham Canyon Mine. Daybreak was named for its location, where sunlight first hits the landscape as it rises above the Wasatch Mountains to the east.

Jim MacRae, Principal of Design Workshop's office in Denver, said that Kennecott Land asked his firm to review the park and open space portion of the master plan developed by Peter Calthorpe and his team at Calthorpe Associates. Instead of selling the land to the highest bidder, Design Workshop and others on the early project team noted a few key differences in the plan, like connected streets, alleyways to garages, ample green spaces, and design guidelines for builders to construct houses and front yards to make it all fit together.

Designers of the master-planned community were interested in reintroducing traditional town planning principles reemerging in a growing urban design movement called “New Urbanism”. The movement sought to get off the highway of car-centric sprawl. Instead, its followers designed cities and towns that prioritized mobility choice and human-scaled design.

Brothers Terrall and Michael Budge have been longtime design consultants for Daybreak and fans of New Urbanism. They started at Design Workshop before opening their own firm, Loci, to continue working on Daybreak. Terrall said the concepts outlined in New Urbanism "had never been done before in Utah, especially in a new community."

Stephen James is another longtime member of Daybreak’s development team, and currently serves as the Chief Visioning Officer at Larry H. Miller Real Estate, the current owner of Daybreak. James remembered the energy of the Daybreak design teams in the early 2000s, with Rio Tinto/Kennecott Land project managers, urban planners, architects, and landscape architects who built the initial vision. James recalled that Rio Tinto wanted to create a model for sustainable growth, and the young team of designers said, "Yeah! Why not?"

Land Planning for Connection

James said initial city planning conversations sought to rethink transportation.

“We wanted to find an alternative development pattern that would encourage people to leave their car at home,” said James. The transportation network still needed to connect people to amenities, services, and jobs, and be oriented in a way where people could choose to walk or bike instead of driving.

"As we began to look at cities trying to retrofit bicycle paths into their communities, they were always running along busy roads," said James. "And that's not always comfortable for cyclists."

James and other designers envisioned what it would take to get young mothers and children out on bicycles.

"We needed to create trails and an open space system parallel to, and equitable with, the street system, so that walking and cycling are actually legitimate choices that people would opt in to using,” James said.

Designers researched how to create open spaces effectively, link them together with other amenities, and encourage people to use them.

"It's like a string of pearls," James laughed. "We learned that not only do you have to create connections, but you have to create desirable, amenity-filled experiences. It has to be beautiful. It has to be designed and scaled to the human pace—three to four miles an hour—which means the architecture had to change."

Designers continued tinkering, imagining how infrastructure would relate to architecture and housing, how residents would flow out of their homes and into the community, and how design could make it as easy to walk out the front door as it is to drive out of the garage door.

"It was a laboratory for growth […] and preservation of quality of life," James recalled of those conversations with South Jordan, Kennecott Land, and the design teams. "We were asking, 'What does quality growth in this market look like?' We were testing, pushing, refreshing, trying to discover and uncover how to develop."

Design Team Coalesces

That laboratory mentality led to refining the development team’s approach to housing community form and the design of parks and open spaces.

"To [Kennecott Land's] credit, they wanted to preserve open space within their development. It was unheard of at the time," said Michael Budge, Principal at Loci. Both he and Terrall, a fellow Principal at Loci, credited the developer for pushing their team to imagine something better. "And that seeped through to us to rethink things," added Michael.

One of the first examples of rethinking came via Oquirrh Lake. Original plans, said Terrall, had the lake lined in concrete, chemically treated, and fountains spraying "like a commercial office pond."

Would it be successful? Probably. But environmentally sustainable? No chance.

After a rethink and a redesign, Oquirrh Lake became not just a 67-acre body of water, but over 130 acres of recreation space and reinvigorated wildlife habitat—a residential island with several miles of pedestrian trails, picnic areas, bridges, and a reflecting pond to go with a new home for fish like rainbow trout and largemouth bass, and birds like grebes and coots.

"It was more than something nice to paddleboard on," said MacRae of the new design, which opened to the public in 2006. "Oquirrh Lake became an ecological asset for the community."

Water remained a key topic in all discussions surrounding Daybreak's green spaces. Collaboration between ownership and Loci, as landscape architects, brought forth water-saving landscaping that required less irrigation. Those same landscapes were designed to capture stormwater to recharge aquifers instead of sending it into the South Jordan storm drains.

According to Don Tingey, Assistant City Manager for the City of South Jordan, Kennecott Land's goal of establishing a sustainable community is reflected in the master development agreement signed in 2003, which requires all stormwater to be retained within Daybreak.

"This has encouraged the developer and [South Jordan] to be innovative in their design and implementation of proposed concepts," Tingey said.

By utilizing the landscape to pre-treat the water and flush the soil of the sulfate plume from Rio Tinto's previous mining operations, James added, "Growth and development have helped to heal the land, where water stays on site and pre-treating it has created a beautiful aesthetic."

Adhering to the agreement, Terrall said, has saved the South Jordan money by reducing stormwater infrastructure and helped create a healthier community.

"Daybreak landscapes do multiple things," he said. "It's an aesthetic amenity, infrastructure, and recreation space. […] it's the biggest bang for your buck."

To his point, landscapes serve yet another function as transportation infrastructure, creating a walkable community for Daybreak residents. Tingey said that 61% of respondents to a South Jordan resident survey indicated they visited the Daybreak Trail System in the past 12 months, making it the most-traveled system in South Jordan as it takes residents and visitors to churches, schools, parks, and commercial areas across Daybreak's 4,100 acres.

Elizabeth Gray, Larry H. Miller Real Estate’s Senior Director of Marketing, said that design like this centers around the "five-minute life", where there is "something within a five-minute walk from everyone's front door that is engaging—a surprise and delight."

Work Continues Under Larry H. Miller Ownership

Under the stewardship of owners Larry H. Miller Real Estate, who purchased Daybreak in 2021, plans continue to reap the rewards from prioritizing liveability.

Today, "Daybreak is one of the most successful master planned communities, and it has been for years," said Terrall, and one he mentioned that is "replicable everywhere."

James agreed, saying many ideas behind Daybreak aren't new, but came from "memories of being free-range kids in small-town Logan," referring to himself, Michael, and Terrall. Those three, along with a host of others across 21 years of project teams, wanted the same thing—a safe place where kids could be kids, where parents could walk to work, and where grandparents could age in place—a community where people came first.

"It's about bringing people along and giving people a choice to opt in," James said of Daybreak's plans and their realization over 21 years and counting. "And people are choosing it because of its advantages."

Multi-family Highlights

Wed, 30 Jul 2025 23:27:09 GMT

Multi-family design and construction has cooled from 2023’s blaze of deliveries, but newly
built and upcoming projects are still looking to capture tenant interest in Utah.

By Taylor larsen

Much like a good bonfire, multi-family construction in Utah, and especially Salt Lake County, has blazed.

According to real estate brokerage CBRE in their 2023 report, Utah multi-family builders delivered a steady burn of units between 2019-2022—over 5,700 units per year on average. And then the fire roared in 2023 with over 10,000 units delivered, nearly half of them coming from outside of Salt Lake.

That’s hot.

But slow absorption, steady vacancy rates, and falling rents from 2023 to the present (1) have chilled the market somewhat since the “free money” era of the pandemic ended as Federal Funds Rate rocketed from 0.5% in March 2022 to 5.5% in July 2023.

This cold water on the multi-family development fire made for a strange 2024 into 2025, even as deliveries reached similar heights from 2023’s delivery boom.

While it’s made developers re-think a project or two, it has been excellent news for tenants. The growing range of options across the desirability and location spectrum from this recent delivery glut has pushed rents down in the form of concessions. Raise your hand if you’ve seen an apartment complex offering 10 weeks free—a substantial discount from the standard rental rate.

But make no mistake, even amidst a cooler period in development, there are plenty of recently completed, hot multi-family projects bringing unique features to the table for tenants, while showing how designers and builders are delivering successful work to a changing market.

The Focal

New Ideas for Neighborhood Connection

Architect Beecher Walker and builder Pentalon Construction are nearly finished with The Focal—a three building mixed-use project in Murray. The development contains top-tier amenities for the tenants of the 400-plus units and, in a new trend, a shared community amenity in the form of ground-floor retail and a portion of two podium level plaza features—approximately 8,700 SF of the total 23,900 SF of podium and rooftop amenities.

Jory Walker, Principal Architect and President of Beecher Walker, mentioned that Murray City desired certain features for The Focal, such as ground floor retail and a portion of the amenities be shared to serve new residents and the surrounding community.

Is this idea a flash in the pan?

“We feel this ‘give back’ trend is here to stay,” Walker said of the shared amenities. “Both residents and the community are invited to ‘Come On Up’ to the podium amenity decks and make themselves at home.”

Community amenities rest on top of retail structure bump outs, one connected to Building A’s five floors of residences above one floor of concrete parking garage and the other connected to Building B’s five floors of apartments and two levels of parking garage. With design assistance from master amenity architect Loft Six Four, Pentalon constructed four-foot-tall, cast-in-place concrete planter boxes with flowering pear trees to create a privacy element for tenants on the rooftop floor and also a respite on sunny days. The plaza’s array of seating options, fire pits, festoon lighting, and BBQ areas are ready for future neighborhood parties.

Said Walker, “Fostering greater kinship between new developments and old and creating greater connection between the community and the apartments through sharing space encourages a harmonious neighborhood.”

Harmony continues in the building exteriors—metal paneling, stucco, hardie board siding, and masonry. The wood-framed structures of all the residential buildings stretch above two levels of post-tension concrete podium parking, said Richard Moffat, Pentalon Superintendent.

Gathering is a major theme in the property amenities—community rooms with kitchens, co-working spaces, rooftop lounges, clubhouse, state-of-the-art fitness center, and outdoor pool and spa, among others. And bringing it all together was a similar type of connection.

“If there was a definition for the word ‘coordination,’” said Walker, “it would be this project!”

On a site surrounded by commercial and residential developments, the freeway, and Little Cottonwood Creek, Pentalon accessed a lay down area across the creek with a tower crane to pick and place materials. Multifamily projects sharing The Focal’s site constrictions will be the norm, according to Carl Tippets, President of Pentalon. “All the easy projects are done,” he smiled.

While the project has challenged, living will be easy at The Focal. Residences come in studio, one- and two-bedroom varieties, with the latter containing essentially two-bath master suites. Each unit comes with quartz countertops, soft close cabinets, and full-size washer and dryer.

The Focal

Location: 447 West 4800 South, Murray, Utah 84123
Cost: $90 Million
Delivery Method: CM/GC
Size: 352,695 SF (residential), 12,885 SF (retail)

Project Team

Owner: IMH 4800 Lofts, LLC

Design Team
Architect: Beecher Walker
Civil: S.E. Science
Electrical: CR Lighting & Electric
Mechanical: Shakespeare Engineering
Structural: Dunn Associates
Landscape: STB Design

Amenity Deck: Loft Six Four

Construction Team
General Contractor: Pentalon Construction
Concrete: Pikus Concrete
Plumbing/HVAC: UMC, Inc
Electrical: CR Lighting & Electric
Masonry: Unique Exteriors
Drywall/Acoustics: Tolman Drywall

Painting: Paint-Tec LLC
Tile/Stone: Wasatch Floor Coverings
Carpentry: Acadian Builders
Flooring: Wasatch Floor Coverings
Roofing: Scott Roofing
Glass/Curtain Wall: All Purpose Windows & Doors
Waterproofing: Rocky Mountain Waterproofing
Steel Fabrication: SN Steel
Excavation: Covington Excavation and Construction
Landscaping: Sinc Constructors

CINQ

Historic Meets Modern with CINQ

Combining old builds with new construction always presents a monumental challenge. But in the case of CINQ, design from Dwell Design Studio and construction from RVC Construction wanted the challenge of reusing an existing warehouse and combining it with seven stories of new construction for a stellar multi-family project in Salt Lake’s Depot District.

“Dwell Design Studio rejects boring,” said Evan Haslem, Associate Principal for the firm. “We like a challenge and this project certainly presented a challenge with the existing warehouse and the multi-family infill.”

Don Carroll, Project Manager for RVC, said the RVC team and their trade partners were up to the challenge, too, working around the existing Central Warehouse building, built in 1929 and counted among Utah historic sites. The design called for partially demolishing the warehouse, a prime example of Utah’s turn to commercial hub in the early 20th century, and repurposing it as an amenity feature and residences for 21st century living.

Meeting the challenge involved demolishing the back half of the Central Warehouse building while constructing the new apartments adjacent to the remaining building—all during a concrete powder shortage, an abnormal winter, and supply chain challenges, according to Carroll.

“What made this challenging was the design required us to cut the back 50% of the building off and coordinate the construction of the new building to the remaining warehouse,” said Carroll. “It involved protecting the old building during demolition and construction, getting the new buildings to line up with the existing floors of the old warehouse building, and then refurbishing the old finishes to be a focal point of the new project.”

Incorporating this existing build into the design without detracting from the new build and visa versa started with an industrial exterior. Cementitious, variable lap siding, metal paneling, and brick veneer create a connection between old and new for the post-tension cast-in-place podium sitting under the wood-framed new builds. Said Haslem, “The relationship and play between the warehouse and the new construction, as well as the bridge connection at midblock, brings a cohesion to the overall project.”

The first level of the warehouse is a two-story volume with mezzanine that houses the amenity clubhouse, mailroom, and other uses. Haslem said, “The remaining two levels of the space are very unique, industrial feeling units that have high ceilings and exposed structure of concrete and steel moment-frames.”

These amenity spaces and residences are great examples of design and construction expertise to build community. The exposed concrete slab sets a foundational tone, complemented by warm walnut, iron detailing, and vintage deco tile. Painted drywall, wood trims and doors, LVP flooring, tile backsplashes and showers all come standard across the modern studio, one-, two- and three-bedroom residences.

Modern multi-family must have amenities—CINQ has a warehouse full. Fitness center, BBQ, fire pits, yard games, and even pizza ovens make it a hosting dream. Co-working spaces and signature business booths nestled within the amenity building bring a modern flair, especially with the mezzanine-level speakeasy whiskey lounge, to give the historic building a new purpose.

These elements, and the team that designed and built it, form an environment that feels both lived-in and legendary.

CINQ Apartments

Location: 550 West 200 South Salt Lake City, UT

Cost: $48.6 million

Delivery Method: Design-Bid-Build

Size: 259,773 SF

Project Team

Owner: dbUrban Communities

Design Team

Architect: Dwell Design Studio

Civil: CIR Civil Engineering and Surveying

Electrical/Mechanical: Phillips Gradick Engineering

Structural: Precision Systems Engineering

Geotech: GSH Geotechnical, Inc.

Landscape: Landform Design Group

Construction Team

General Contractor: RVC Construction

Concrete: Wadsworth Brothers Construction

Plumbing: Progressive Plumbing & Piping

HVAC: JM Mechanical

Electrical: Hunt Electric

Masonry: Unique Custom Exteriors

Drywall/Acoustics: Whistle Construction

Painting: Paint Tech

Tile/Stone: Dowland Tile & Stone

Carpentry: ProCon Construction

Flooring: Phil’s Fine Flooring

Roofing: Pro-West

Glass/Curtain Wall: Tanner Glass & Hardware

Waterproofing: Rocky Mountain Waterproofing

Steel Fabrication/Erection: Trisquare Fabrication

Excavation: Wind River Excavation

Demolition: Grant Mackay Demolition

Landscaping: Lawson Landscape

Salt Lake Crossing

Big Amenities and Community for Smaller Apartments

Salt Lake Crossing, designed by owners SALT Development, with Method Studio as architect of record and Big-D Construction as general contractor, is 300,000 SF of multi-family marvel. Ethan Bedingfield, Vice President of Design for owners SALT Development, said their research to create the project led them to a question: What if the project was all small units that maximized luxury?

The project consists of three connected seven-story structures (five floors for residences, two for parking) and a separate, seven-story amenity building to the south. Among the three residential structures, two consist of “open” one-bedroom apartments, while the third consists of 150 furnished studios split between two masses connected via a communal space that form a U. What studios lack in square footage is made up for in community, lifestyle, and quality.

This communal, “third space” so desired from today’s tenants, comes through in multiple areas, starting with the communal spaces in the studio building. Their double gourmet kitchens and comfortable living/dining rooms total 2,500 SF and support 30 residents on each floor. Said Austin Vegh, President of project operator Aurum Property Management, “[this emphasis on third spaces] is great for meeting new people in a similar stage of life.”

According to Big-D Superintendent Jason Gates, building out the 300 units and amenity spaces came from communicating sophisticated sequencing and scheduling to control the construction flow.

“When you're managing repetitive work across hundreds of units, maintaining momentum becomes crucial—one trade's delay can create a ripple effect throughout the entire project,” said Gates. “Our success hinges on our ability to synchronize these complex workflows while maintaining quality across every floor and unit.”

The industrial masonry, stucco, and the lumber aesthetic of the CERACLAD fiber cement siding is gorgeous on approach, and fits snugly in the neighborhood, too. Said Bedingfield, “Instead of ageless materials, we wanted timeless materials that gained character as they aged.”

Interiors are similarly sweet, with a mix of lumber and concrete ceilings combining well with interior masonry, massive windows, and elegant furniture and lighting to create warm and inviting common areas. All units contain two large windows, with floor-to ceiling windows in corner units, daylighting every unit from floor to 10-foot ceiling.

Vegh and Bedingfield said that enchanting third space quality was key for the ritzy co-working space that extends across two stories—with rich leathers complimenting the industrial modern materials creating a welcoming space for today’s urban entrepreneur.

“Building out these third places, and the opportunity for that community engagement to happen,” said Bedingfield, “must have form to go with function.”

Vegh said that “function” is happening via programming, most notably in the wellness amenities in the project’s fitness center and studio—yoga, meditation, breath-work, and instructor-led group workouts.

Building places where people are empowered to live, work, and thrive, Bedingfield and Vegh said, makes all the difference in multi-family.

Salt Lake Crossing Apartments

Location: 470 W. 200 N. Salt Lake City, UT
Cost: $90 Million
Contracting Method: Lump Sum
Size: 306,775 SF

Project Team

Owner: SALT Development

Design Team
Architect: Method Studio
Civil: Kimley-Horn
Electrical: Hunt Electric
Mechanical: CCI Mechanical
Structural: BHB Structural
Geotechnical: Kleinfelder

Interior Design: SALT Development

Furniture: OFS

Landscape: Widmier Design Studio

Construction Team
General Contractor: Big-D Construction
Concrete: Pikus Concrete
Plumbing/HVAC: CCI Mechanical
Electrical: Hunt Electric
Masonry: JH Masonry
Drywall/Acoustics: Mitchell Acoustics

Painting: Accent Painting & Special Coatings
Tile/Stone: Smith Stone Supply Company
Carpentry: LKL
Flooring: Flooring Services
Roofing: ACE Gutter
Glass/Curtain Wall: Mollerup Glass
Waterproofing: Guaranteed Waterproofing & Construction
Steel Fabrication/Erection: Greens Welding
Excavation/Demolition: Cazier

Precast: RAM Exteriors
Landscaping: Sinc Constructors

Utahraptor State Park

Mon, 30 Jun 2025 23:51:19 GMT

Utah’s newest state park emerged outside of Moab from the close collaboration of an intentional design team and a solutions-oriented construction team.
By Taylor Larsen

Not often does an opportunity come around to build a new state park. But the project team jumped at the chance and helped bring amenities to the off-roading wilderness around Moab to deliver the new Utahraptor State Park.

The unique project received design collaboration from Johansen & Tuttle Engineering, GSBS Architects, Horrocks, and Spectrum Engineers. Hogan & Associates Construction led construction efforts to bring in site infrastructure, utilities, and vertical construction to build new recreation opportunities for Moab’s tourism hotbed.

The project’s remote location made this a major challenge. Still, best-in-class coordination helped to mitigate labor concerns and site issues to build a fitting tribute to the area’s history as Utahraptor State Park prepares for its first summer tourist season in 2025.

Designing a Fitting Park for the Area

The park was created in 2021 via legislative action (H.B. 257), while the infrastructure and more began construction in 2023.

The site is historic in two senses. It is home to ancient history, with fossil sites of the Utahraptor found throughout the area—fossils first discovered outside the Dalton Wells Quarry by paleontologist “Dinosaur Jim” Jensen in 1975. It is also an area of 20th-century history as the former site of the Dalton Wells Isolation Center, the Civilian Conservation Corps facility-turned-internment camp where Japanese Americans were detained from 1942-1945 during World War II.

Owner’s representatives from the State of Utah’s Division of Facilities Construction and Management (DFCM) said an overall goal for Utah State Parks was to preserve these historic assets amidst steady and consistent tourist and recreation growth. According to Matt Boyer, Assistant Director of Capital Development for DFCM, Utahraptor State Park's development would happen “in a way that would preserve the historic nature of the site while maintaining the opportunity for recreation in the process.”

According to Clio Rayner, Principal for GSBS, the design goal aimed to complement instead of compete with the natural beauty of the surrounding landscape.

“We wanted to provide a subtle sense of arrival where people feel a sense of welcome and comfort,” she said. Design leaders wanted the harsh beauty and serenity of the Colorado Plateau Desert to remain the showstopper. “We went into this design not wanting to make an architectural statement but rather wanting to create a visitor experience focused on the landscape. In a place like this, it should not be about the architecture.”

Since the built environment of Utahraptor State Park would consist of recreational facilities and a visitor center, Rayner explained, “We used a material palette and building massing that reflected natural features of the site and created flexible open interior space for multiple uses.”

Interior design, said Rayner, “Provided an open opportunity for Utah Parks to create interpretive exhibits inside the Utahraptor visitor center that tell the story and convey the significance of the site.”

Design incorporated economical and durable features like natural wood and CMU colors and patterns drawn from the stone features that abound in Utah's eastern majesty.

Remote Area Proves Challenging for Construction

As design emphasized the remote nature of the site, construction executed the vision 15 miles from Moab’s majestical gateways. Getting dirt bikers, campers, and other recreationists to the area is a cinch. Getting construction labor to Moab was a different story, according to Scott Christiansen.

“Getting folks there to work was a huge challenge,” said Christiansen, Sr. Project Manager with Hogan. He detailed that, even with previous efforts to develop a construction presence there—the award-winning Utah State University Moab building in 2022 is a prime example—“The workforce is still limited there.”

According to Boyer, the CM/GC delivery method and close collaboration with Hogan split trade scopes to bring in smaller contractors and give them more chances to succeed and help the project meet schedule.

“A key to these remote projects is to have as much qualified subcontractor involvement as possible from local areas,” said Boyer. Not only does it save on costs, “it helps invest in local communities. And there is a sense of pride, workmanship, and craftsmanship that is associated with the project, knowing they worked on a project close to home.”

The Hogan team advertised across the rest of Grand County, to Richfield in central Utah, and even further south in Blanding, and then west to St. George. Even still, most of the trade partners, Christiansen said, came from the Wasatch Front. Christiansen praised all of those who came to work on Utahraptor State Park, especially the work of Eagle Mountain-based Excavation Kings, who Christiansen labeled as “tremendous” for their work on the sewer/water scopes for the park.

Two flash floods damaged the site and complicated the earthwork scope. According to Johansen & Tuttle Engineering Principal Jonathan Johansen, the sand cliff topography of the area meant little absorbed the over 700 cubic feet per second of water that flowed across the site during each storm, very much affecting construction.

“We had two inches of water in less than an hour,” said Christiansen of the downpour. “We and the State of Utah had made provisions for [flash floods], and enough contingency built into the GMP to cover improvements, but it still damaged what we were doing.”

A silver lining was that comprehensive improvements went into the site to help with stormwater mitigation. Johansen detailed how berms and ripraps were added after the storms to provide another fortification against future flows. Widened drainages and additional grouted riprap helped protect and complement the three sizeable concrete dip road crossings in the large drainages.

Building Infrastructure and More

As earthwork continued, water-related challenges remained, like getting adequate water for the park.

Boyer said the lack of quality water and water pressure from the original well site proved to be a challenge. After two separate drills, the team found good water quality, quantity, and flow underneath the aquifer that feeds Arches National Park. The project team drilled to 1,600 feet to access the water, sealed it so the above aquifer could continue supplying Arches National Park, and piped water from the lower aquifer to the 80,000-gallon tank inside the project’s water treatment and distribution building over a mile from the drill site.

Development for a new state park called for 61 developed campsites with water and electric access, three restroom buildings, a pump house, and housing units for the park manager and staff, as well as housing for the Utah Highway Patrol. The visitor center contains a full-scale model Utahraptor in its Cretaceous-period glory.

Both existing Grand County roads, Dalton Wells and Willow Springs Roads, were previously used for remote camping and recreation access. Christiansen said that construction worked hand in hand with Grand County's need to keep access to both roads while opening up construction-specific access that would serve as a single entry in the future.

Design and construction teams planned 27 “primitive” or undeveloped campsites for those looking to “rough it” on Utahraptor State Park’s 7,480 total acres. Construction teams worked during area downtimes to build the primitive campsites—with a gravel surface, picnic table, and fire ring—to be ready as soon as possible. Completing these sites early was a welcome development for the travelers that recreate in this expanse of Grand County. Said Christiansen, “Campers were there in the undeveloped campsites—as many as 40 and as few as two—but all through construction.”

New Park Ready for Visitors

Christiansen said opening day for the park couldn’t come soon enough for the locals who he spoke to on trips into town.

“Everyone told me how excited they were to have that park,” he said.

Boyer was, too. “I love the Moab area. My family loves the Moab area,” he said. “I'm a big mountain bike enthusiast, and anytime you get to tell your kids or your family that you were part of the creation of a new state park, it is something special.”

They’re not the only ones. Rayner, a Utah native and camping enthusiast, said that work on projects like Utahraptor State Park and others hold a special place in her career for what they mean for the architecture and how it can dovetail so perfectly by respecting nature’s living vibrancy.

“I have always valued the opportunities we have in Utah to experience unspoiled nature,” she said. “The addition of architecture brings attention to this scientifically and historically significant place but cannot overshadow it.”

Today, the park is ready for visitors with 50 miles of trails taking them to see thousands of Jurassic-era and Cretaceous-era fossils, family heirlooms donated from the Japanese Americans interned in Dalton Wells, and the immense natural beauty. Utahraptor State Park celebrated a ribbon cutting on May 23rd and officially welcomed the public to enjoy a beautiful new tribute to the area’s ancient, recent, and natural histories.

Utahraptor State Park

Location: Moab, UT

Cost: $33 Million

Delivery Method: CM/GC

Size: 7,480 total acres

Project Team

Owner: State of Utah DFCM, Utah State Parks

Design Team

Architect: GSBS Architects (housing and structures)

Civil: Johansen & Tuttle Engineering

Electrical & Mechanical: Spectrum Engineers

Structural: Horrocks

Geotech: RB&G Engineering

Landscape: Horrocks

Construction Team

General Contractor: Hogan & Associates Construction

Concrete: Wall Concrete Construction

Plumbing: Redd Mechanical

HVAC: Redd Mechanical

Electrical: Cache Valley Electric (electrical site backbone)

Lyle Northern Electric (building electrical)

Masonry: Basin Masonry

Drywall: Wall Board Specialties

Acoustics: Golder Acoustics

Painting: Hegemann Paint

Tile/Stone: WESTEC

Carpentry: Ron J. Peterson Construction

Flooring: Wall2Wall Flooring

Roofing: Artistic Roofing & Exteriors

Glass/Curtain Wall: Midwest D-vision Solutions

Waterproofing: Bonneville Caulking & Waterproofing

Steel Fabrication: Fineline Steel Fabrication

Steel Erection: Hogan & Associates Construction

Excavation & Demolition: Nielson Construction & Materials, Excavation Kings

Landscaping: Ward Landscape

Sign Of The Times

Mon, 30 Jun 2025 22:57:47 GMT

The dazzling new One Burton apartment building tastefully captures the owner's passion for mid-century modern architecture in a project that aims to kick off a true 'downtown' area in South Salt Lake.
By Brad Fullmer

The transformation of the heart of South Salt Lake from a gritty, somewhat dilapidated industrial area into a legitimate 'downtown' urban area with active neighborhoods of stylish residential and commercial buildings, got a major boost in June with the official grand opening of the eight-story, 180-unit One Burton apartment complex, ushering in a new era of modern development in the city.

"I'm very happy to be where we're at now," gushed Jason Algaze, a Principal with New York-based Abstract Development Group, as One Burton marks the firm's first completed project in Utah. "The building is unique, and we had a good [team] to help us execute our vision."

One notable caveat of the $70 million project—with its location directly adjacent to Interstate 80—was that the previous landowner, YESCO, be allowed to keep its billboard on the property, leading to the building to being dubbed 'the Billboard Apartments' during construction.

Architects from Salt Lake-based Architectural Nexus, led by Mihnea Dobre, Principal-in-Charge, and Charles Bagley, Project Manager, were quick to roll with that interesting design nuance, along with other design constraints specific to a location smack dab next to a bustling U.S. highway. They embraced the billboard, ultimately coming up with the idea of INFLUENCE—something that is shaped, carved, and molded by the constant effect of environment—as the design brief and conceptual driver for the project.

Since the billboard would have a direct impact on the building form—and is emblematic of the very idea of what influence is—the design leaned heavy into it. From the south side, you can visually see its influence carving and shaping the building with a continued ripple effect bending and folding the eastern façade.

"This project is all about influence," said Bagley. "The billboard is about influencing people, so we wanted the view corridor to influence the shape of the building, with a ripple effect as the east facade folds and crinkles."

"The billboard is certainly a prominent feature," said Dobre. "We had a requirement to maintain the view corridor and build around existing billboards, so we used that to aid the design, and in maximizing site development without interfering with legal requirements. We decided to embrace what was [viewed as] a limitation."

"We turned what could have been a huge hurdle for design and turned it into a 'wow' factor," said Algaze, adding that residents are not impacted from the signs due to billboard screens having directional baffles that eliminate light disturbance back to the apartments.

Constructing around the billboard and next to a busy freeway offered various challenges to the contractor team, said KC Burns, Project Director for Salt Lake-based Jacobsen Construction, mainly being so directly in the public eye, along with limited access for material delivery from north and south roads only and limited space to choreograph the litany of heavy equipment, delivery trucks, lifts, and cranes.

"Prior to construction, the billboard was removed and relocated slightly to allow it to be outside the building footprint—that's not something you see every day," said Burns. "The highway presented little issue itself; the exposure from passersby [traffic], however, kept us on our toes as there was a lot of oversight from freeway traffic. We became aware early that we either did it right, or it would be known immediately by all."

Spectacular views abound on this swanky outdoor patio, replete with cozy fire pit for residents looking to relax or perhaps socialize.

Mid-Century Modern Vibe a Major Owner 'Hot Button'

A native New Yorker, Algaze admitted not knowing much about Salt Lake City before 2020. With development in the Big Apple often slogging through myriad red tape, Abstract executives were looking to expand their geographical reach. When the pandemic hit, Algaze said "we tried to figure out other markets more in-depth, and as we dug into Salt Lake, we saw all the growth. Through a broker, we stumbled upon this site, and it came together. It's great here, especially in South Salt Lake. We think there is a lot of [future] growth here."

Algaze appreciates the industrial nature of this area, as it ties into his genuine love of mid-century modern architecture—think 1950s/60s Mad Men —and how he viewed the design of One Burton. He even referenced the famed Kaufman House in Palm Springs, Calif. (circa 1946).

"I'm obsessed with mid-century modern architecture—we thought about how geometrical shapes and lines would look very cool against the mountains as we started design. The process with Architectural Nexus was awesome. I had a very specific idea in my head on day one and they totally pulled it off."

At just over 300,000 SF, the sizeable eight-story building has 180 units featuring studio, one-, and two-bedroom units, along with three retail spaces (two are leased). At the highway level and above, 360-degree views offer spectacular views stretching from the mountain peaks at the southeast all the way to the downtown skyline to the north.

Vertically, the building is composed with a study black brick base for three stories and white stucco for the five stories above. The simple, contrasting palette is complimented with a warm wood accent. Clean vertical lines of the base and strong horizontal lines of the balconies of the levels above hearken strongly to the modern aesthetic of the mid-century.

At ground level, the public is welcomed with restaurants/retail storefronts along Main Street. To the north along Burton Avenue, residents and guests are greeted with a grand, inviting porte-cochère covering the drop-off drive, creating an elegant hotel-like ambience. The angled canopy structure and warm cedar soffit add depth to the mid-century design.

Upon entering the two-story lobby, the mid-century theme takes another step, with a stunning wood-slatted grand staircase is its main highlight. It rises from the main level into a balcony overlook that creates a canopy for the reception desk below. The lobby backdrop features a beautiful, peacock blue accent wall with relief patterning. These elements, along with other materiality, color palette, furnishings and light fixtures all combine to create a wonderfully modern and fresh feel, but with a fun, mid-century nostalgic vibe.

The podium-style building has a base of three floors of type IA non-combustible construction (concrete) and 5 levels of type IIIA wood framed residential housing units above. The beautiful two-story lobby space is also highly functional with office and conference space, work areas, and private and public parking garages.

The upper five floors house 180 units in 26 different layout configurations and finished with a bright white cement plaster system that undulates with the angled unit walls and extending balconies.

Mechanical and electrical systems were completed via design-build delivery, and designed to be concealed and quiet, while architectural light fixtures with LED lighting are found throughout the building.

Another impressive design/artistic feature is a series of seven butterfly murals on the exterior, brilliant artwork meant to inspire and elevate the character of the area.

Other amenities include open and private workout rooms, a vibrant art room that leads out to an exterior courtyard with unique planters that mimic the varying angles of the building, an outdoor spa and spacious interior game room, and a clubhouse on level seven with a kitchen and seating that opens to a spacious outdoor patio with BBQ grills, a large-screen TV and a fire pit.

Rooms are spacious and tastefully designed, with ample daylighting and excellent views.

Construction Challenges Handled

with Aplomb by a Strong Team

Burns said beyond navigating a tight site, other challenges for the construction team included building the porte-cochère, modifying road/grade surface levels, and dealing with a structure with varying angles, corners, and other exciting design elements that aren't simple to build.

"The porte-cochère is set on custom tapered columns in an angled array; they don't make a shape that tapers precisely the way we needed," said Burns. "Each had to be created and engineered to handle the imposed loads."

The shape and style of the building is also unlike anything that's been built in the multi-family arena in recent memory in Utah—this was no 'cookie-cutter' design, and it tested contractors.

"The design did not follow the orthogonal approach common in similar structures," said Burns. "Some multi-family projects are so cost-conscious they can feel and sometimes look like a Lego building where bland units are stacked vertically in differing colored blocks. One Burton tried to shake it up and have balconies and units comprised of angled supports and lines that added depth and purposeful complexity."

In addition, Burns said, "the roof structure is a cast-in-place extension to the post-tensioned slab. The cantilever had to be entirely supported by shoring while members were cautiously and selectively demolished in place so the struts could be weaved in underneath. Great care was taken to ensure what was removed would not compromise the canopy."

"The overhangs are the things we were proudest of," said Dobre. "They were not easy to create. Contractors needed to use extra steel and carefully engineer it to have larger triangular overhangs."

"The units and wings stack up, particularly on the north face," added Bagley. "There is a stepping, tiered quality to the units from the east side to the west side balconies. I also love the front entry onto Burton Avenue—it's an exciting two-story lobby space. The way we have columns cantilevered out to carry the canopy turned out well. It plays off the mid-modern style."

"This is the first of many projects that will transform our community," said Cherie Wood, Mayor of South Salt Lake, adding that she grew up on Burton Avenue a couple of blocks east of One Burton, and is thrilled at the prospect of a genuine "downtown" area of the city.

"No corners were cut; thank you for caring, and for turning a page in our community and doing something big and different."

“We wanted to create a place that represents the heart and soul of South Salt Lake," added Algaze. "After a few bumps in the road, we saw an opportunity at this corner, a place that felt underappreciated but was blossoming with potential," adding that he appreciates the character of the industrial neighborhood and other local businesses nearby, including creative and artistic companies, skilled trades, and breweries. "This neighborhood can turn very quickly into something big."

One Burton

Location: South Salt Lake

Start/Completion: Nov. 2022/May 2025

Cost: $70 million

Delivery Method: CM/GC

Stories/Levels: 8

Square Footage: 304,203

Units: 180

Owner: Abstract Development Company

Design Team

Architect: Architectural Nexus

Civil: Psomas Engineering

Electrical: (Design-Build) Conelco w/ Jordan Skala Engineers

HVAC & Plumbing: (Design-Build) UMC w/ Rocky Mountain Consulting Engineers

Structural: BHB Engineers

Geotechnical: GSH Geotechnical

Interior Design: Architectural Nexus

Landscape Architect: Architectural Nexus

Pool Design: Water Design Inc.

Acoustic Consultant: Resolut Group

Construction Team

General Contractor: Jacobsen Construction

Concrete: JRock Construction

Plumbing/HVAC: Utah Mechanical Contractors

Electrical: Conelco Electric

Masonry & Precast: Troy Hales Masonry

Drywall: Tolman Drywall

Painting: Performance Painting Company

Tile/Stone: Millcreek Tile

Millwork: CP Build; Boswell

Flooring: JCC

Roofing: D7 Roofing

Glazing/Curtain Wall: USI

Waterproofing: Guaranteed Waterproofing

Steel Fabrication: Clegg Steel

Steel Erection: Clegg Steel

Excavation: Sunroc

Landscaping: Sinc Constructors

Demolition: TID

Finding a Groove

Mon, 30 Jun 2025 22:42:35 GMT

As it celebrates 10 years since its inception, Salt Lake-based architect di'velept design has carved out a unique niche for itself and finding success nationally in the multi-family and self-storage facility markets.
By Brad Fullmer

Salt Lake-based di'velept design has broken the mold for how an architectural firm finds success. As the firm celebrates its 10th anniversary, founder Jarod Hall couldn't be more satisfied with how things have shaken out the past decade.

"I'm so happy with where we're at, where di'velept is as a firm," said Hall, 44. "We're more of a lifestyle firm. I enjoy a lifestyle of working from home, [and] spending more time with my family, while also doing great projects. The growth in front of us is exciting."

"It's a different sort of story," admits Hall, a Vernal native who wasn't quite sure about a career after graduating from Uintah High School in 1999. He attended then-Utah Valley State College (now UVU) for four years and worked part-time for a painting contractor while in school.

"That got me interested in architecture," said Hall, noticing how the buildings he was painting were designed and what he liked and didn't like. He would interact with architects from time to time and started envisioning what their day-to-day schedules were like before deciding to jump to a new career path. He ultimately earned a Master of Architecture from the University of Idaho in 2008 and landed work at a large Salt Lake-based architecture firm, where he learned the ins and outs of the craft from 2008-2013. Hall quickly proved his mettle at the firm and worked under former Principals Steve Crane and Boyd McAllister in the K-12 studio.

"He was really great—he got right in there and figured out what to do," said Crane, who moved to St. Croix in the US Virgin Islands after retiring in 2017. Today, Crane resides in St. George, and is working with Hall on some projects. "The partners really liked him. He was a good designer. Now, he's got me working for him!"

Hall eventually decided to launch di'velept design in late 2014, and by early 2017 was actively trying to grow the firm.

Firm Buoyed by Success in Self-Storage, Multi-Family

In early 2015, Hall and a friend, Jeremy Larsen, were hired to design a self-storage unit in Vancouver, Wash.—a 100,000 SF, three-story building. Success on that initial self-storage project has led to a fruitful relationship with a couple of developers who have built dozens of projects in more than a dozen states, including the Pacific Northwest, Texas, New England, Florida, and Hawaii, in addition to Utah.

In 2016, Hall recognized potential opportunities in the burgeoning multi-family market and started making inroads with some smaller developers. To date, the firm has designed 18 multi-family projects that are either finished or under construction, with another 80 projects they did master planning for—projects that will advance to full design once market conditions are more favorable.

Approximately 50% di’velept’s annual revenues are from townhomes and apartments, 40% from self-storage facilities, with commercial office and retail projects, including restaurants and bars, comprising the rest.

Remote Control;

Work-Life Balance

On that initial self-storage project, Larsen lived in another state, so they quickly learned the nuances of remote collaboration. Since that 2015 project, the firm has been all remote, all the time—with Hall's residence serving as di'velept's de facto office. In 2017, Ethan Barley joined the firm as an architect, working remotely initially from Washington, D.C., then 29 Palms, Calif., and now Portland, Ore. Larsen and Hall became partners in 2018 before Hall bought him out last fall after nearly seven years.

Other staff members, their titles and locations(and their start dates) include:

Tyler Froelich, Architect in St. George (June ’21)
Kayla Sharp, Office Manager in Vernal (March ’22),
Stephanie Davis, Architectural Designer in Berrian Springs, Mich. (Dec ’21)
Rebecca Ruby, Project Manager in New Market, N.H. (June ’22)
Marin Smith (June ’18) Architect in Newport News, Va., a part-time architect.

Hall hires and keeps self-starters; people driven to succeed professionally.

The firm has a standard weekly online conference call—“The Meeting”—and Hall said he spends at least 3-4 hours daily on various video calls, whether collaborating with co-workers or a client.

When the pandemic hit in March 2020, it barely caused a ripple in di'velept's work routine. "March was scary for everyone, but by April we were as busy as we ever were in our lives," recalled Hall, with staff more than tripling at one point to 12 (one part-time) through 2023, before scaling back to its present size.

"The pandemic made technology more up-to-speed," said Barley. “[Remote work] has gotten easier the last couple of years."

Their digital collaboration prowess explains the firm's ability to design projects seamlessly nationwide; it's licensed in 20 states, Hall said, with plans on gradually adding to that number.

Crane said Hall helped him design two dozen homes in St. Croix during Crane's time on the island. "He's been my partner in crime," said Crane. "He does all my drafting, all the electronic drawings. It's been a good relationship."

Work-life balance is a primary draw for staff members, said Barley, and Hall makes it work with a calm leadership style that allows people to thrive on their own while offering necessary support and collaboration to keep a project on track.

"He is one of the most even-keeled, steady people I know," said Barley. "He's good at listening to everyone and keeping up with concerns. He was a good project manager before he started di'velept. He's good at tracking things through, which is what the job requires."

Hall insists that one architect be dedicated to a project from start to finish, with others contributing their talents as needed.

"One of the things I find important, […] is the leadership of a project stays on it the whole time," said Hall. "They all have different skill sets, but I want one architect running the project the whole time."

Current projects include a 175-unit LIHTC multi-family project with affordable 2- and 3-bedroom units and two self-storage buildings in Hawaii. Hall believes it's just a matter of time before the multi-family market breaks loose again, given the need not only in Utah, but a dozen other bustling states.

"Growth is not slowing down," said Hall. "By the end of this year, maybe mid-next year, multi-family should be back, unless there is significant change in interest rates before then. We're optimistic in the markets we're in but always looking for new projects. Ten years is great, but we're just getting started."

Top di'velept design Projects

Project Location

Flynn/BEC Headquarters Salt Lake City

Promontory Apartments Salt Lake City

Art West Townhomes Salt Lake City

LaraDean Townhomes Salt Lake City

Redemption Bar Herriman

VWard Self Storage Vancouver, WA

Phig Self Storage Philadelphia, PA

700 Block Storage Salt Lake City

Crane Residence Virgin Islands

Noorda Residence Draper

Village People

Mon, 30 Jun 2025 22:20:12 GMT

The biggest LIHTC project in Utah history shows what’s possible to help solve the housing crisis and empower residents to meet their needs in a well-designed, well-built neighborhood.
By Taylor Larsen

Economics isn’t for everybody.

Some in this industry excel in real options analysis to understand risks and returns of capital outlay for a project. Others, like this writer, struggled to understand anything described in Econ 110 lectures. Independent of one’s understanding of economics, everyone in Utah lives through the social sciences’ most trusted law: supply and demand. Namely, the demand to live races onward while the housing supply lags behind.

Utah is the place to live—and the data backs it up. Utah’s net in-migration has been over 20,000 yearly since 2016, according to the Kem C. Gardner Policy Institute. Whether incoming residents are seeking the greatest snow on earth or looking to discover linguistic quirks—have a Utahn say “Millcreek” and hear the phonetic difference—there are many reasons to move to the Beehive State.

It’s excellent news for the industry. High housing demand means plenty of opportunities to design and build. The good news continues—the industry built more housing units than new households created in the state from 2019-2022, according to Kem C. Gardner Policy Institute. In 2021, the state set a record, delivering 40,144 new housing units and nearly cutting the reported housing shortage in half.

The bad news? It hasn’t been enough. According to that same data, Utah still needs to build an estimated 37,000 more units, or enough homes to support a city comparable in population to Provo or St. George, to meet 2025 demand.

Answering the Crisis Call

The bad news is glum, but the good news is that developers are helping to solve Utah’s housing challenge, creating expertly crafted homes in job centers like Salt Lake City. Key among these developments is the recently completed The Village at North Station, the largest low-income housing tax credit (LIHTC) property in Utah history: a spectacular 827 units.

According to Michael Batt, Managing Principal with developer Gardner Batt, the project helps to meet an urgent need for housing, specifically affordable housing.

“There is definitely a demand for affordable options as we’ve seen significant housing cost increases over the last five-plus years,” Batt said.

Remember the single-issue Rent is Too Damn High Party? What it lacked in political power, it revealed a commonly held belief regarding residential tenancy—the rent is too damn high, especially in Utah. According to the 2022 Economic Census, over 47% of renters spent over 30% of their income on housing.

The Kem C. Gardner Policy Institute showed that Salt Lake County alone lacks the breadth of options to be affordable—190,000 units short, to be exact—for those on fixed incomes, single-parents and one-income households, and those just entering the workforce.

According to Batt, one great tool to meet demand and lessen the rent burden for tenants is “the utilization of the tax credits and bonds” in development across the state, where LIHTC is the most recognized example. According to the Utah Housing Corporation, the independent state agency that administers Utah’s LIHTC program, tax credit awardees receive a dollar-for-dollar reduction on their tax liability in exchange for making an equity investment into affordable rental housing with below-market rents.

Who says the government and business can’t coexist?

The Village at North Station included 360-degree architecture across each of the eight buildings to give the 14-acre project a welcoming neighborhood feel.

Right-Siting

But make no mistake—this work isn’t happening pro bono. Developing, designing, and building affordable housing is a profitable business. Getting projects like The Village at North Station off the ground comes from the willingness of owners and their A/E/C teams to navigate LIHTC particulars from groundbreaking to ribbon-cutting.

For Batt and his team, it starts with the right site. “We are regularly looking for good sites that are near public transit, work centers, and other amenity bases,” he said.

Call it manifesting, call it “Look and ye shall find” mentality, but Gardner Batt discovered their site—2000 West and North Temple in Salt Lake City.

“This project is right at the last TRAX station before the [Salt Lake City] airport, which made it a great location of both the downtown workforce market as well as the North West Quadrant workforce market,” said Batt. “There aren’t many locations surrounding the downtown area where you can find a 14+ acre site to provide one of the most needed resources in our market—affordable and sustainable housing.”

Mike Ackley, Project Manager for designers Architecture Belgique, wouldn’t give away their trade secrets as affordable housing and transit-oriented architects. “It’s just what we do,” he said with a smile. “It’s our bread and butter.”

As a part of Salt Lake City’s Transit Station Area (TSA) districts by being so close to the 1940 W North Temple light rail station, Ackley said meeting the site’s requirements in design sped the project past a three- to six-month waiting period and straight to administrative review without public hearing. Saving precious time and money requires less of a sacrifice on the architectural side and more of a reprioritization of their values as architects. For something as essential and in demand, time is of the essence. As Ackley put it, “We design for something that is going to get built.”

Toward Something Special

The speed to construction matched a higher design standard required of The Village at North Station due to the site’s TSA designation. The 360-degree architecture conveyed in the masonry, fiber cement panels, and stucco made every side of each building picture-worthy.

“The exposed rivets and fasteners are an intentional design,” said Ackley, describing the work done on the exterior’s white fiber cement panels. The intentionality achieved a high-end uniformity across the entirety of The Village at North Station.

Interiors received the same special touch and prioritized open and inviting design across private and public spaces. Units come with ceiling-mounted fan coils in the bathroom or hallway to keep units comfortable and roomier, while the water heater sits in a room accessible to the maintenance team without ever having to enter the residence.

“The sheer size of the project was challenging to lay out and ensure adequate parking and walkability for the residents,” said Ackley, “but because of the team’s willingness to adapt and innovate, we were able to overcome and create an efficient and sustainable plan.”

One key to connecting the property is the over 300-foot-long cast-in-place concrete midblock walkway. Some walkway slabs received stamping for an extra design flair on the flatwork that traverses the project. This marquee path and the many sidewalks on the 14-acre site deliver a connected, neighborhood feel across the eight buildings and the bevy of amenities.

Beyond the two leasing offices, a conference room is available with private offices for those accustomed to the business casual, while the game room, gym, and pickleball courts cater to residents looking to unwind. On the project’s north side, dog washes, storage lockers, and hanging bike racks sit inside the final amenity building. The splash pad provides another amenity that gave the project team another reason to make this project succeed—resident joy. As the project team prepared to turn over the splash pad for use, residents came out to check in on a future favorite.

“We had all these kids running over here—it was awesome,” said Ackley.

Amenities across the project include a sizeable gym and two clubhouses, for residents of the 827 units to enjoy

Risks Rewarded

Much like how raising children takes a village (pun intended), that same collective spirit was required to construct the largest LIHTC project in Utah history. Ackley and the Architecture Belgique team started designing in 2019, which consisted of seven buildings across a smaller project area before the pandemic changed everything.

“Base plans went out the window,” he said. Not just blueprints but overall scope and general building environment, too. As construction began in late 2022, sourcing concerns required a rethink of many of the originally chosen materials.

Challenges didn’t top out there as prices went up and down like a rogue scissor lift. Idaho-based general contractor Headwaters Construction decided to purchase as much of certain building materials as possible to keep volatility to a minimum and flex their risk management muscle. The general contractor brought in over three dozen 40-foot-long CONEX boxes and 16 storage units rented out adjacent to the site to store building materials.

Because the cost of lumber was trending downward, Headwaters made purchases of the framing materials floor by floor. Put another way, “We gambled a little and just ordered what we needed at the time,” said Bruce Keen, Headwaters’ Sr. Project Superintendent.

The risk paid off.

“I don’t think the project would have been successful without it,” said Keen. “I think a lot of other contractors would just say, ‘Hey, that’s not how this works.’ But we wanted to do whatever we could to make it successful.”

Keen explained that getting materials to the job site was only half the battle, especially as they sought to get into flow. “You’re contending with material for space and the labor required to move it.” As a former subcontractor, Keen recognized that communicative and organized general contractors keep trade partners operating at peak efficiency. With the Village at North Station, peak efficiency meant turning over a building every month.

“If the subcontractor is successful, we’re successful. I want them on that job as little as possible and making the most money possible. We owe it to them to make it as easy as possible for them and earn that buy-in,” he said, mentioning how a quality array of trade partners bought into this pre-purchasing idea and logistics plan that brought flow and success.

However, plans changed as Gardner Batt acquired the third and final property, a former bank branch that faced North Temple, to round out the development. Much like the original designs for the project, drawings changed for what is now Building H—the final part of the project. Instead of a podium with an internal parking garage in the final building, it would be steel framed and add in over 8,500 SF of commercial space on the ground floor to make the project into a future mixed-use powerhouse.

Headwaters was a solutions-oriented GC, so much so that they added Building H into their construction scope and completed it a month ahead of schedule, allowing the entire project to be lease-ready around Thanksgiving 2024.

Leased and Ready

Today, eight buildings across 14 acres of space deliver affordability to the over 2000 individuals and families living in the Village at North Station. Batt recognized that his firm and others won’t solve the housing affordability issues alone. “We hope to contribute to the overall demand for affordable housing options by utilizing our expertise in development to build quality affordable projects,” he said.

Demand is high, much like the demand for owners like Gardner Batt, designers like Architecture Belgique, and builders like Headwaters.

“Even if we’re not on the leasing side, we enjoy these projects,” said Brian Baker, Business Development Manager for Headwaters. “We share similar values with the people that make these projects a priority.”

Solving Utah’s housing project won’t happen all at once. In the meantime, more projects like the Village at North Station and its dedicated project team are most welcome in creating a healthier housing market for Utahns to enjoy.

The Village at North Station

Location: 1925 W North Temple Street, Salt Lake City, UT 84116

Developer: Gardner Batt

Architect: Architecture Belgique

Mechanical & Plumbing: Royal Engineering

Electrical: Royal Engineering

Civil: Ensign Engineering

Structural Engineer: Canyons Structural Consulting

Landscape: STB Design

Interior Designer: KjDESIGNS

General Contractor: Headwaters Construction

Carrot Over Stick: Connecting in Commercial Office

Mon, 30 Jun 2025 22:02:31 GMT

EDA Architects, Layton ICS, and owners Leavitt Equity Partners detail why creating the connection to place is essential for best-in-class commercial offices.
By Taylor Larsen

The stick is a powerful tool for bosses in the white-collar world, especially in bringing people back into the office. But how do you get employees back willingly?

How about a carrot?

“We were designing our space post-pandemic, so one of our primary goals was to create a space that would genuinely draw people back into the office,” said Sierra Smith, Partner & COO with Leavitt Equity Partners, tenants of the new space. The carrot was the tool of choice via “a space where our team could reconnect, collaborate naturally, and enjoy being together again.”

Utilizing the carrot had a secondary effect, which Leavitt Equity Partners wanted to capitalize on. Smith noted, “We also wanted to create an environment where we’d be proud to invite clients and partners.”

With the completion of this tenant improvement within the award-winning 95 State office building, design and construction partners from EDA Architects and Layton ICS, respectively, showed the value—and values—of creating such a connective space.

Creating the Carrot

Ownership listened to what their team wanted in a post-COVID workplace: “more chances to interact informally, flexible spaces to work and meet, and the amenities that made being in the office feel rewarding,” said Smith.

Jason Dunn, BD/Preconstruction Manager for ICS, who served as Project Manager during the project, agreed with the intent, which comes through in this TI’s welcoming nature.

“This is a good approach to get people back to the office accustomed to working from home, where they already have a comfortable, convenient environment,” he said.

Dunn spoke about how the creature comforts of home have inspired interior design to bring a high-end residential mood and features to the modern office, “especially if we’re going to spend a quarter of our life at work.”

As design commenced, Evan Cindrich, Principal and Director of Interior Design for EDA, created a Pinterest board to send to Smith and the team at Jane Smith Design, who assisted with design, to collaborate on ideas. At the same time, Smith and Jane Smith Design were working on one of their own.

“It was incredible to see how much our ideas lined up,” said Cindrich. It lined up to such an extent that some of the same photos appeared in each set of ideas.

Aligning intent to budget proved rewarding as collaboration in design honed in on the final decisions. Cindrich mentioned how rendering tools helped ownership sign off on a traditional stick-framed aluminum office front that maintained the luxurious feel originally envisioned and matched dollars to purpose.

The standout feature in Leavitt Equity Partners’ new office is the wood slat ceiling—a stellar piece made possible by excellent collaborative work across design and construction. It helps to provide an overhead connection piece across a large common area full of residential-style furniture that gives the office a connective, comfortable feel where teammates and clients could, as Sierra Smith said, “enjoy being together again.”

Tight Schedule to Deliver

Construction began in December 2022 as the market normalized after the pandemic fallout.

“It wasn’t the Wild West, but we were still partially dealing with the fallout from COVID price increases and longer lead times,” said Dunn, noting how detailed work in design and preconstruction saved time once construction began. “There will always be a few modifications, but EDA did a good job up front of designing everything.”

Working within the constraints of the core and shell of 95 State, namely in its curvature and the existing core mechanical systems, brought out the best in the project team as they sought to construct an easily maintainable office that met design intent.

Dunn spoke to the brilliant coordination between design and construction teams in the early stages of the project to create wall layouts, identify conflicts, and deliver the best value for Leavitt Equity Partners with an elegant, collaborative office.

Both Cindrich and Dunn praised the trust given by their client, especially important for the quick turnarounds required of tenant improvements and the long lead times of materials during 2022-2023. Door procurement threatened to hold the project hostage with 20-week lead times.

“When you’re doing offices like these, sometimes the schedule itself is less than 20 weeks,” said Dunn. Early ownership engagement with a contractor, he said, helps mitigate schedule impacts by identifying early procurement of long lead items.

“A lot of things were getting held up with customs for a while […], and there's not much you can do about it. You can scream and kick all you want, but if it's not getting past customs, I don't have a contact there that I can call,” said Dunn with a bit of a pained grin, “as much as I wish I did.”

He and the ICS construction team reconfigured the schedule to cinch up everything as doors continued their journey to the site. Trade partners installed furniture as spring turned to summer before doors arrived to tie a bow on the project in mid-June.

Delivering Lux Office

Ping-pong tables and dart boards don't appear on many of the same Venn Diagrams as the concepts of professionalism and luxury. But, Leavitt Equity Partners may have found the perfect overlap with two fun pieces that still serve as professional, polished examples amongst stellar interior furnishings.

Wallpapers in the offices and behind the reception desk link well with the wainscoting in the conference room, adding texture and visual depth to each wall. Two patterns of carpet tiles—one for the offices and their highly functional, custom L-shaped desks and another for the bright and sharp conference room—delineate the spaces from the engineered wood hallway floors and the main gathering room.

Those act as appetizers for the main entrée—the nearly 1,300-SF main area that acts as a collaboration hub, with the look and feel of a welcoming living room and kitchen. The space includes a mix of lounge seating, wood finishes, and stone accents that give a sense of the grandeur and comfort of the American West.

“Textures, fabrics, and finishes, all of it is very residential,” said Cindrich, specifically of the wicker furniture that would look equally stunning in a comfy cabin nested on the Wasatch Back. “It brings a certain warmth, comfort—a residential feeling.”

Owners feel this and other connections were accomplished exceptionally well in their two years in the office.

“The design includes thoughtfully planned common areas that foster both connection and fun, including seating areas that invite casual conversations,” said Smith. “The space feels lively, collaborative, and welcoming. We find that our team naturally gravitates to these spaces.”

Practicality Meets Beauty

Cindrich noted the immense value construction teams provide in executing the specific design intent that draws teams like Leavitt Equity Partners back to spaces. The best example comes from the wood slat ceiling feature. It needed superior acoustical performance, carefully planned lighting, and visual depth to link the two common areas while matching their elegance.

EDA’s interior design director praised the work from ICS and trade partner K & L Acoustic and Drywall to create the ceiling feature’s final form. “Having a good contractor and good subcontractors who do this day-in, day-out makes that possible.”

“It was a design that [K & L Acoustic and Drywall] had never done before,” said Dunn. “They created a system that would meet the design expectations. We needed lights in specific spots, so we needed close coordination between all associated trades. We chalked out the entire ceiling on the floor before and then used a laser to locate where all the lights, sprinklers, devices, and other equipment would go and not interfere with the wood slat layout.”

Work across those trades delivered the striking stained slat wood ceiling feature to meet all those needs, providing a prime example of how design and construction create connection through the built environment.

Ready to Connect

The project team’s work across the tenant improvement created an office ready to host and connect as one would at home—a comfortable and welcoming space that effortlessly showcases the values of the hosts.

And like hosting a good party, Cindrich said, there’s always a time when the buzz dies down and everyone heads their separate directions.

“For me, a successful project is when you're kind of sad that it's over,” he said of the work done to create Leavitt Equity Partners’ new space.

But you never forget those parties, or projects in this case, where the connection from design intent to final build delivers a place people want to be.

Leavitt Equity Partners - Tenant Improvement

Location: 95 S State Street SLC, UT

Size: 4,343 SF

Project Team

Owner: Leavitt Equity Partners

Owner’s Rep: Sierra Smith

Design Team

Architect: EDA Architects

Electrical: EELD

Mechanical: B&D Engineering

Construction Team

General Contractor: Layton Construction/ICS

Plumbing: Reliable Plumbing and Heating

HVAC: A-J Sheet Metal

Electrical: Rocky Mountain Electric

Drywall: B Green Drywall

Acoustics: K & L Acoustics and Drywall

Painting: Fisher Painting

Tile/Stone: Spectra

Carpentry: Montgomery Custom Cabinets

Flooring: Spectra

Glass/Curtain Wall: Bountiful Glass

Prototype Prowess

Mon, 30 Jun 2025 00:08:46 GMT

Center Point Construction thrives on the design-build of a spacious new 72,000-SF Young Subaru dealership, one of the largest in the state with a whopping 52 service bays.
By Brad Fullmer

The success of the new Subaru Ogden dealership for Young Automotive Group (YAG) has as much to do with the outstanding design-build construction process of the $31 million building as did the patience of acquiring 14 parcels of land needed for the sizeable project spanning seven acres.

Designed and built by the team of Morgan-based Center Point Construction and Ogden-based Case, Lowe & Hart (CLH) Architects, the two-level building makes a bold statement with a sleek, modern design and impressive functionality highlighted by a world-class customer showroom, state-of-the-art drive-thru alignment machines, quick change oil bays, and a jaw-dropping 52 high-performance maintenance bays for service, repairs, and washing.

At 72,000 SF, it’s also the largest automobile dealership for Layton-headquartered YAG, which continues its impressive growth trajectory with new, statement-making buildings. At the grand opening on May 9 on Riverdale Road in Ogden, YAG President Spencer Young Jr. praised the design-build team and singled out Ron Hales, Center Point's President, for his company's efforts in delivering a phenomenal project.

"He's been a great partner of ours the past seven years," Young Jr. said of Hales. "He's built many projects, including this one, and done an amazing job. His team, his people, it's a great company."

Hales said Subaru's strict design guidelines challenged his team to design a new prototype building for the Tokyo-based automotive giant. It yielded excellent results, even with a few modifications per Hales' construction expertise.

“[Subaru] sent a design, and Center Point modified various aspects of it," said Hales. "The owner liked the changes so much that they modified their design to mirror the changes."

Hales pointed to the service drive as a "very unique feature that Subaru really liked" which allows customers to have their vehicle alignment checked by a state-of-the-art machine, along with other services like oil changes and minor repairs.

"The Young team and our team spent many hours planning for the very best equipment in addition to maximizing customer flow and efficient service," said Hales.

Interior finishes were overhauled to modernize the look and feel, with new colors, designs, flooring, extra glass for more open and aesthetically pleasing views, a custom sound system that pipes music throughout the entire facility, and custom furniture.

Hales added that ownership spared no expense wh en it came to staff amenities.

"Young Automotive recognizes the importance of their people, and there was an emphasis on making sure the technicians, parts employees, administrative staff, and the sales team have their own spaces and environments," said Hales, in addition to spacious break rooms with TVs, large restrooms and locker rooms."

Long-Time Coming

Assembling one uniform project site from more than a dozen lots was Center Point's first and most challenging task, with the firm performing all demolition and site work, including grading and excavation, while overseeing utility installation and relocation. Young Automotive acquired the first of these parcels more than a decade ago, in 2014, according to Kelly Moss, YAG Vice President. Moss said it took five years to purchase the other parcels and then two years to move two roads and utilities before the project could proceed.

"A lot of time went into preparation of the site before we started construction of the building," said Caleb Richins, Project Manager for Center Point. "It was definitely a challenging site."

Moss credited Center Point for making necessary, fine-tuned adjustments along the way, in addition to supervising the construction of the massive $1.2 million, two-tiered, 1,200-ft-long custom block retaining wall at the back (east) side of the property, which ties the entire project together at an impressive peak height of 23 ft.

"The strong relationship we have with Center Point Construction is rooted in aligned ambitions," said Moss. "Both of our operations are dedicated to producing quality work, delivering an exceptional customer experience and providing value. Anyone who knows Ron Hales can speak to his integrity and the care he has for his community. His leadership sets a precedent for his team to follow, and that’s at the heart of their success. It’s for this reason that we’ve instilled a high level of trust in them, and they’ve delivered on every occasion."

Executives from Subaru met with Hales and Steve Peterson, Principal of CLH, several times prior to and during construction. Service functionality was a top priority, as illustrated by a spacious, two-level, open lobby showroom with flexible workspaces for admin and sales staff.

"There was a tremendous coordination effort between all parties," said Hales. "Subaru was very involved with design. One of the most important things from the Subaru and Young perspective is the ability to provide excellent service. That's why they have 52 service bays—it's the largest in the west."

The exterior comprises mainly metal panels, highlighted by the two-story glass storefront on the south side. A robust mechanical system even conditions the maintenance shop, which has lighting control systems, complete security and card reader systems, and car charging stations built for future expansion. Amenities, including the Daily Rise Coffee Bar, an onsite dog park, and a car wash, were also top priorities

"These features create an ambiance that's completely unique to the dealership experience," said Moss. "We expanded the capabilities of our service department [...] with 52 technician bays. This has ramped up [our] ability to eliminate wait times and improve efficiencies. Right now, we're at the forefront of some incredible trends, and we're thrilled with our trajectory."

Young Subaru Ogden

Start/Completion: June 2023/March 2025

Cost: $31 Million

Delivery Method: Design-Build

Levels: 2

Size: 72,000 SF

Owner: Young Automotive Group (YAG)

Design Team

Architect: Case, Lowe & Hart

Civil Engineer: Reeve & Associates

Electrical & Mechancical Engineer: Case, Lowe & Hart

Structural Engineer: ARW Engineers

Geotechnical Engineer: Earthtec Engineering

Interior Design: Subaru; Young Automotive Group

Landscape Architect: Reeve and Associates

Construction Team

General Contractor: Center Point Construction

Concrete: Elios Concrete

Plumbing: Gailey Plumbing

HVAC: Mountain Valley Mechanical

Electrical: Lit Electric

Masonry: Rocky Mountain Masonry

Drywall: Commercial Interiors

Painting: Pulham Painting

Tile/Stone & Flooring: Commercial Floor Source

Millwork: Client Design

Roofing: REDD Roofing

Glazing/Curtain Wall: Fairway Glass

Steel Fabrication: Boman Kemp

Steel Erection: SPR Steel

Excavation: Center Point Construction

Landscaping: Timber Ridge Landscaping

Demolition: Center Point Construction

Latest Shifts in Structural Engineering

Fri, 02 May 2025 17:01:42 GMT

Engineers from structural firms around the state weigh in on what’s new.
By B. Garn

The continued spread of and improvements to BIM, new fuse plate technology, and the rise of mass timber are a few of the topics shaking up structural engineering in the Beehive State. Utah Construction + Design reached out to some Utah’s leading structural engineering firms to find out about current trends, technologies, and with five years of reflection, how are owners and designers looking at and learning from the 5.7 magnitude earthquake that shook the Wasatch Front in spring 2020.

Jerod Johnson, Senior Principal at Reaveley Engineers, wrote a detailed retrospective of the event in 2023 and says researchers and engineers learned a few things from the quake from how different building types responded to insights into the geology of our region.

“Research has revealed that the shape of the Wasatch Fault is different from what was previously believed. The Magna earthquake, initially thought to have occurred on a fault in the western part of the Salt Lake Valley, actually took place on the Wasatch Fault. The fault extends into the valley at a much shallower angle than expected, rather than descending steeply from the toe of the mountain.

This new understanding of the fault's geometry has significant implications for seismic design and building codes. We anticipate changes to the spectral acceleration maps used in structural design.

The lateral shaking observed during the 5.7 magnitude earthquake was much higher than expected,” says Johnson. “It highlighted the need for updated design practices that account for this amplification. These findings will influence future building codes and practices in Utah, ensuring that structures are better equipped to withstand such events.”

But Chris Hofheins, a Senior Principal at BHB Structural, is concerned the wider public may not have learned enough from the event.

“Most structural engineers thought the earthquake would be a wakeup call but to a large degree I think it had the opposite effect,” said Hofheins. “People looked around and felt like it wasn’t so bad and we’ll be alright if something bigger hits. We’ve seen a few owners who decided to increase the seismic safety of their buildings but we’re also seeing the opposite where I think some people are overconfident.”

Blowing a Fuse

Structural resilience, designing buildings that not only protect those inside during a seismic event but can be quickly reoccupied, continues to be of great interest to structural engineers. Replaceable fuses, or structural sections that can be sacrificed dissipating energy during a seismic event and then replaced, have continued to gain popularity with designers and improve the resilience of buildings.

“This innovation represents a significant shift from traditional methods of enhancing ductility in earthquake design. Instead of merely adapting existing practices, replaceable fuses offer a new paradigm for building resilience,” said Dorian Adams, Senior principal and President with Reaveley Engineers.

Adams said fuse technology like buckling restrained braces (BRBs) have been available and widely adopted for several decades. Newer proprietary systems like Durafuse, among others, for moment frames have been gaining popularity.

“New technologies are emerging that offer exciting possibilities. One such innovation is the SpeedCore steel shear wall with a concrete core, which is included in the new AISC seismic provisions, the 2022 edition. This technology represents a significant advancement in seismic design,” said Adams.

Replaceable fuse technology is also being employed with mass timber construction as interest in and use of the material around the world continues to grow.

Jordan Terry, Principal at KPFF Consulting Engineers has designed structural systems for several mass timber and mass timber hybrid projects such as the ICCU Arena at the University of Idaho in Moscow and the recently completed Portland International Airport Terminal Core Redevelopment with its 400,000 sq ft mass Cross Laminated Timber (CLT) roof. He said there have been important advances recently in seismic systems for mass timber structures.

“Typically, when you get a mass timber building over five stories you have to look at the seismic reinforcing and that is where you introduce something other than just timber. You might have a concrete core with the elevator shafts or use BRBs,” Terry said. “We had a client in Portland that absolutely wanted to use as much timber as possible. We helped develop a new system called a rocking CLT core wall. The base of the shear wall panels isn’t connected to the ground and it can rock back and forth but there are energy-dissipating sections or fuses, between the panels. They are very ductile. You swap them out and it’s as good as new.”

David Dunn, CEO and principal at Dunn Associates, said the firm had utilized a rocking CLT shear panel in their design for a new all mass timber building currently under construction for the Zion National Park Discovery Center at the national park’s east entrance.

Terry also said the firm was assisting researchers at the University of California San Diego in developing more all-timber lateral systems but noted like all materials, it should be used for its strengths.

“CLT is really strong and stiff so you’d think it would be great for seismic reinforcement, but it is not very ductile,” he said. “We have a project in Spokane [Washington] where we used BRBs. We are letting the wood be stiff and strong like it wants to be and letting the BRBs deal with dissipation.”

Hofheins noted mass timber research is going on here at the University of Utah as well. Dr. Chris Pantelides and the U of U’s Department of Civil and Environmental Engineering are developing a BRB encased in timber.

Adams noted Dr. Pantelides’s project is not the only fuse research underway locally.

“One such project involved a device placed in the middle of an X brace, with elastic braces and a fuse at the intersection of the diagonal braces. This device would compress and stretch, cycling through combined flexure and shear,” he said. “A University of Utah PhD candidate recently further enhanced this concept in his dissertation, adding curved plates of steel that cross one another and engage in tension only after reaching a certain threshold of displacement. This supplemental strength activates only when needed, providing a dual-level design solution that accommodates different magnitudes of earthquakes. The idea of replaceable fuses holds significant potential for the future of structural design. These innovations will become an integral part of performance-based seismic design, offering tailored solutions for varying seismic events. Simpson's Yield-Link connection is another example of this technology, although it is currently more suited for smaller applications.”

Dunn said making buildings resilient and potentially reusable quickly after a seismic event not only has implications for safety but for sustainability as well.

“Designing resilient structures is really an environmental consideration that is undervalued in my view,” said Dunn. “Code-based buildings will undergo massive deformations and damage after an earthquake. Sometimes small, incremental increases in first-costs can make huge differences in anticipated building performance, salvaging buildings that would otherwise be landfilled. That is a huge environmental impact, but not as buzzy as bike racks, low-water urinals, solar panels, etc.”

Cross Laminated Timber (CLT) is gaining momentum in various design and structural applications throughout the West. (top-right) Exposed beams provide a bold engineering statement at the Idaho Central Credit Union Arena in Moscow, Idaho (photo courtesy KPFF). Renderings of a rocking CLT wall system illustrate how fuses help to dissipate energy in a seismic event (renderings by Lever Architects). Traditional steel structural systems are shown (left) in this under construction image (photo courtesy Dunn Associates, Inc.)

Tech Talk

The designers who spoke to UD+D agreed the use of BIM software continues to grow and is being utilized by more segments of the A/E/C industry.

“Revit is an incredible tool for us and all designers,” said Jeremy Achter, a Vice President and Senior Principal with ARW Engineers. Achter is also the 2025 President of the Utah Structural Engineering Association. “When everyone on the team uses Revit with clash detection it helps address a lot of issues that tend to come up and we can solve things before we put them into drawings. We are always hoping smaller firms and contractors will join the BIM bandwagon.”

Hofheins said he has noticed more contractors and subcontractors utilizing the technology.

“That engagement [using BIM] becomes really crucial now when structural designs are produced so much earlier than work from other disciplines.”

He said using BIM can help all the members of the team have more certainty about things like materials.

“It [material price uncertainty] has been a trend the last few years since the pandemic and certainly with the current environment with tariffs and not knowing how it will play out, procurement of materials early in the process is even more important,” he said.

Reggie Harris, Senior Principal and BIM/CAD Manager for Reaveley Engineers, noted BIM technology does have challenges.
“While BIM promotes a collaborative work environment, one of the biggest challenges in BIM workflows can be the transfer of information between the engineering design model and the production model,” he said. “Interoperability between different software platforms can sometimes cause issues when transferring data back and forth between those software platforms. Additionally, performance issues with software and hardware can occur, especially when handling the large datasets required by the design and production models."

Artificial intelligence is making waves in the structural engineering world just as it is nearly everywhere else.

Travis Brackus, Principal and CEO of BHB Structural, said AI is something all firms need to stay informed of and learn to utilize.

“AI won’t replace structural engineers, but engineers that use AI will replace those that don’t,” he said.

Dunn said as AI advances, it is important for engineers to lean on what makes them different and valuable.

“Our ability to be trusted advisors and consultants and help connect people is something technology can’t replace,” he said. “People can ask an AI any question and get a response that could be as good or better than what we can provide but they don’t always know the right question. How do we provide that personal touch and creativity? I think that will differentiate firms going forward.”

Projects like Millcreek City Hall (top left; courtesy BHB Engineers), U of U Impact and Prosperity Epicenter (bottom left; courtesy BHB Engineers), Baltic Pointe (center, courtesy BHB Engineers), and Hill Air Force Base Museum Expansion (right, courtesy Dunn Associates, Inc.) are a few examples of many that showcase engineering and design ingenuity within the Beehive State.

No Waterway? No Problem for the Utah Inland Port Authority

Fri, 02 May 2025 16:36:54 GMT

UIPA aims to build on its successes over the last seven years and continue its mission to enhance the lives of Utahns through municipal collaboration and well-positioned industrial development.
By Taylor Larsen

Ports? In landlocked Utah?

Sure, the traditional idea of a port in Utah, with cargo ships, cruise liners, container cranes, dockworkers, barges—not to mention coastal water—is farfetched. But the Utah Inland Port Authority (UIPA) has broadened the meaning of a port since its formation in 2018. Even without a coast, UIPA has worked to strengthen rail, air, and road cargo infrastructure to turn Utah into a 21st century logistics hub and changing the economic trajectory of the Beehive State in the process.

It’s been seven years of increased industrial development that has been a boon for the A/E/C community, but more importantly the logistics and manufacturing network to build for an ever-growing consumer demand. There have been plenty of detractors to UIPA, especially as it relates to ecological conservation. Ben Hart, Executive Director of UIPA, has heard it loud and clear as he sets the organization on a path to aid in development goals that benefit the entire state and the values Utahns hold dear.

Origin Story + Coordinated Efforts

UIPA was created to pioneer and implement strategic and sustainable logistics-backed economic solutions that enhance the lives of Utahns and establish Utah as a global industry connector.

While UIPA began its journey overseeing 16,000 acres in the northwest portion of Salt Lake County, the Northwest Quadrant, it has grown in area and emphases since 2018. Today, UIPA is associated with 110,000 acres in 12 project areas across the state. Most importantly for the organization, Hart said, is how developments within UIPA project areas create high-paying jobs to strengthen Utah communities.

Where regional logistics infrastructure does not exist, UIPA can make strategic investments to

unlock regional economic growth.

“Part of the [UIPA] charter is developing projects that provide economic strength for their entire

region. Regional projects need regional infrastructure, which most importantly includes

transportation infrastructure,” said Hart, detailing UIPA tools to build out transportation infrastructure intended “to help grow the entire regional economy.

Hart said that UIPA has grown its overall area scope to help meet statewide initiatives from current Governor Spencer Cox and regional initiatives from municipal leaders around the Beehive State. Speaking specifically of many of Utah’s rural counties, “There is more commerce going on in those areas than what people recognize,” Hart said, “and you still have a really good workforce in those areas as well.”

Municipalities and counties of all levels (see project area map) have been willing to go through a four-step process to access UIPA capabilities in route to industrial development and the high-wage jobs that come with it.

1 . Resolve: The municipality or county adopts a project area resolution in a public

meeting.

2. Draft: UIPA staff work with the municipality or county to develop a project area plan

or amend a project area plan for the UIPA Board to review in at least two public UIPA

Board meetings.

3. Adopt: The UIPA board may adopt a project area or project area amendment in a

public meeting.

4. Build & Measure: During this 25-year phase, construction, development, and recruitment will occur in the project area. Project area budgets are annually prepared and adopted by the UIPA Board. In addition, project area metrics are reported and shared.

Lakeshore Learning Materials’ 1.2 million-SF manufacturing and distribution facility brought high-paying jobs to the cities of Garland and Tremonton thanks to UIPA incentives. (photo courtesy Millstream Partners)

In the “Build & Measure” phase, companies looking to locate to UIPA project areas put in an incentive application on where they would like to locate, which Hart said sometimes come with a request on where the company thinks it will most likely succeed. The UIPA Board then evaluates the application and determines which of the UIPA tools—public infrastructure districts, loans, business incentives, and more— are available for the project before awarding it and beginning the development process.

Industrial Development Expands

Hart is confident that UIPA’s formula for success—working with communities who want development help and then responding to market demands—will continue to grow.

“We feel like, from an industrial perspective, Utah is hugely under-built,” Hart said. “We want to be able to capture the manufacturing moment that we feel like has been going on the last few years and seems only to be getting bigger and more significant across the country.”

Jared Boyer, Director of Development and Acquisitions for Colmena Group, saw a similar outlook. Colmena Group, along with Wadsworth Development Group, and Stokes Partners, oversees the 3,000 acre logistics park, the Global Logistics Center, within the Northwest Quadrant project area.

“Utah’s industrial development outlook remains incredibly strong, driven by our central location, business-friendly climate, and growing population. The Northwest Quadrant, in particular, is quickly becoming one of the most attractive industrial hubs in the western United States,” he said.

Fundamentals match the sentiment. Utah's low industrial vacancy rates (around 5% across the state), more on-shoring from multinational corporations, Trump administration federal policy advocating for domestic manufacturing, and the robust workforce across the state combine for an appealing pitch for companies seeking to expand.

Utah’s lack of navigable waters be damned, the Inland Port ethos shares one trait with water: fluidity. As supply chains broke or unwound during the pandemic and linked together in new ways in the years that followed, Hart said the importance of adding a Utah manufacturing link into statewide supply chain plans became more important than ever in industrial development.

“Manufacturing in particular brings with it an incredible economic multiplier,” said Hart. “Consider that Boeing alone has 139 suppliers in Utah. Aerospace, bio-manufacturing, and other types of advanced manufacturing bring new investments and help to lift the entire Utah economy.”

Greg Nelson, Managing Partner for Farmington-based developers Millstream Partners is seeing it firsthand. With Millstream Partners as project creator and sponsor for the recently opened Lakeshore Learning Materials, Nelson sees the indirect benefits that this manufacturing project will provide the cities of Garland and Tremonton (since the building itself is on the border of both cities) and greater Box Elder County. It’s a recipe where discretionary income and ancillary businesses surrounding the project quickly turn into a thriving, growing community.

But there are storm clouds on the horizon, even with operations ongoing at Lakeshore Learning Materials and other projects in development. The situation regarding industrial development is getting choppier, especially as the Trump administration continues to yo-yo on tariffs.

“We all have to go through these times of correction, and we’ll see what they look like in the next 12-24 months,” Hart continued. “I think demand is going to stay high, but I think investment is going to check up” and be more cautious than in prior years, with less speculative building and more build-to-suit coming in the industrial market.

The Beehive State is a resilient one, but Hart said getting the best projects into Utah requires alignment between UIPA, the Governor’s Office of Economic Opportunity (GOEO), municipalities, and local entities to bring prosperity to residents and their communities.

Nelson shared similar thoughts, saying that without UIPA, EDCUtah, GOEO working together with Box Elder County and the cities of Garland and Tremonton, the Lakeshore Learning Materials project would not have materialized. Nelson described the work to bring the company to Northern Utah as “a lot of cooks in the kitchen,” but said UIPA was integral keeping everyone aligned and satisfied after leaving the negotiating table.

“There are road blocks,” he said, praising UIPA’s role in creating a healthy incentive structure for projects to move forward while recognizing the developer’s “quarterback” role must be made in a spirit of collaboration. “When developers look to cities as either handouts, a vending machine, or even as adversaries, people feel it. We approached this group as literal partners. We created a huddle that everyone wanted to be in.”

Company: Lakeshore Learning Materials

Market: Education

Location: Box Elder County, Golden Spike

Incentive: Post-performance 2.5% tax rebate capped at $1.7 million; 60% property tax liability rebate for 25 years

Expected Jobs: 500+

Lakeshore received the green light in 2023 on building 1.2 million SF of industrial space in Garland. The $62 million manufacturing and distribution facility opened in late 2024 and operates with modern robotics and automation.

Company: Northrop Grumman

Market: Aerospace

Location: Salt Lake County, Northwest Quadrant

Incentive: Post-performance 10% property tax rebate over 25 years

Expected Jobs: 100-250

UIPA’s first incentive awarded in 2023 went to Northrop Grumman’s $70-100 million capital investment plan to convert a 300,000-SF warehouse into an aerospace- and defense-focused manufacturing facility.

Company: Savage

Market: Logistics and Transportation

Location: Tooele County—Twenty Wells

Incentive: $10 million Authority Infrastructure Bank loan over 10 years at an interest rate of 3.45%.

Expected Jobs: Indirect job growth to be determined

Savage is advancing a transformative rail expansion project with a $25 million investment to construct/rehabilitate 11 miles of rail line in Tooele County and connect to the 1,700-acre Lakeview Business Park in Grantsville.

(Pictured) Nautilus 1 is the first of a three-part industrial complex completed in Cedar City’s BZI Innovation Park as part of UIPA’s Iron Springs project area. (Right) Savage Transload Facility, also in Cedar City, plays a critical role in delivering rail service to Southern Utah as it continues to grow. (photos courtesy UIPA)

Rose Colored Glasses?

Development is exciting, certainly, but development doesn’t come without drawbacks, an especially sensitive subject as stewardship of Utah’s wetland resources has come more into focus. Four UIPA project areas surround the Great Salt Lake across Salt Lake, Davis, Weber, and Box Elder counties and include wetlands identified by the Utah Geological Survey.

Calls for ecological stewardship have been a constant since UIPA began. Protests from Stop the Port Coalition and their supporters—one which postponed a UIPA Board meeting in 2021—opposition from Utah Physicians for Healthy Environment, and a bevy of lawsuits calling for UIPA Board transparency and ecological preservation show that not everyone is on board.

To answer some of those concerns, Hart pointed to a $2.5 million grant issued by UIPA to preserve existing wetlands.

“We’ve also put protections in our project areas that provide protections for existing wetlands, but also funding to protect additional wetlands,” Hart said, detailing how tax revenues within certain project areas are earmarked for wetland conservation. “We feel very comfortable that we're developing in a responsible way around sensitive land areas, and that includes both generating money for their protections.”

Hart emphasized that UIPA does not have regulatory land use authority in land it does not own. What UIPA does have “is the position to work with landowners in their project areas to require certain standards for conservation and protection of ecologically sensitive areas and precious natural resources before sharing financial tools of the [UIPA]. It can also use financial tools to incentivize more environmentally friendly developments and the recruitment of sustainable businesses.”

“There is this belief that [UIPA] comes in and destroys everything,” Hart said of the major misunderstanding of UIPA’s role in development. “Zoning is what dictates what can and cannot go in project areas. […] The thing that that governs all of this is local land use authority. We cannot overstep local land use authority.”

Said Boyer, “One of the most impactful aspects has been UIPA’s coordination with other key state entities, particularly the Governor’s Office of Economic Opportunity. This kind of collaboration ensures that development isn't happening in a silo, but rather as part of a broader, forward-thinking strategy that considers environmental quality, long-term job growth, and responsible resource management.”

Less Trucks, More Trains and Planes

Hart understands the concerns from UIPA detractors in their fears about Utah air quality. The Executive Director sees alignment where UIPA stewardship can be a critical component to improve air quality by prioritizing alternatives to truck-based logistics.

Hart said rail expansion is an important way that UIPA seeks to keep commerce flowing while improving air quality by shifting as many as 300 trucks worth of materials onto a train. According to Canadian freight marketplace Freightera, when compared against truck transport, rail can be five times more fuel-efficient, emit 60% or fewer greenhouse gases, and consume up to nine times less energy per tonne kilometer traveled.

Projections from the above-mentioned Savage Tooele Railroad show that it will help eliminate approximately 5,000 truck trips annually in its first year of operation and remove 20 million truck miles over 20 years in operation.

Within UIPA’s Iron Springs project area in Cedar City, BZI Innovation Park will be an 820-acre rail-served project. The greenfield development will include 8.5 million SF of businesses in construction, aerospace, and advanced manufacturing, as well as warehouse distribution and data centers.

Air transport is also a critical component of UIPA’s logistics plan, namely the aptly named “Aerotropolis” around the SLC International Airport. These efforts are buoyed by the airport’s main carrier Delta Airlines’ 250 peak-day departures to more than 90 destinations. Progress continues on that front with the new direct flight from Salt Lake City to South Korean’s Seoul Incheon Airport coming in June 2025.

“With UIPA’s commitment to growing air freight on this route, we see an opportunity to further solidify SLC as a competitive logistics hub connecting the Mountain West to the world,” said Bill Wyatt, Executive Director of Salt Lake City Department of Airports.

Work between both airport and UIPA will leverage the area’s logistics network to develop air cargo facilities and attract dedicated international freighter service to key international markets that work in tandem with Utah’s growth in health sciences and aerospace industries.

Utah—Port of Call

UIPA continues its work to bring industrial projects and high-paying jobs to Utah and fulfill their mission to make Utah a global industry connector. Hart said the UIPA and the greater public are aligning more and more in understanding what the organization is trying to accomplish in conjunction with municipalities in their project area.

Even in choppy waters, Hart said there are plenty of tailwinds for industrial investment to bring prosperity across the state. With UIPA’s help, Utah can be a 21st century port of call.

Steely Resolve

Thu, 01 May 2025 04:31:39 GMT

As the overall steel industry works through a volatile economic climate dominated by tariffs, innovation across multiple facets of the steel fabrication market will be key as it looks to build up Utah.
By Taylor Larsen

Tariff talk is loud.

But don’t let that be the only thing that garners attention in steel fabrication trends. Leaders in this field said that they continue to innovate and build up their spot within the industry to ensure steel continues to be utilized in projects across the Beehive State.

Tariffs Add Volatility

On March 12th, 2025 the Trump administration announced 25% tariffs on all steel and aluminum imports. With over 25% of steel imported, according to the US Dept. of Commerce, steel procurement is set to get even pricier.

Matt Blaser, President of Price-based Intermark Steel, sees plenty of similarities with tariff policy and the pandemic effects on the supply chain. Much as supply chains needed reconfiguring during the pandemic, “The overarching goal [of tariffs] is to bring manufacturing back into the United States,” said Blaser. “Where we’re not dependent on a global supply chain.”

It’s worked as intended before, when 2018 tariffs (25% on steel imports) helped increase domestic steel production by 6 million tons from 2017-2019.

For Richard Wood, President of West Jordan-based Rightway Steel, the expected increase in domestic steel production, “It’s just getting started. Many new companies have plans to build steel producing plants in the US.” These incoming ‘minimills’ are bringing faster throughput in a smaller area via a much more efficient steelmaking process.

According to a 2020 U.S. Environmental Protection Agency report, over half of the national steel output was produced in minimills. These mills use an electric arc furnace (EAF) to melt and refine steel scrap by passing an electric current from the electrodes through the materials to melt it at a scorching 3,000 degrees. It’s making blast furnaces and “rust belt” technology a thing of the past.

But on-shoring production has still been a tough pill to swallow for fabricators as steel prices surge.

“As of April 1st, steel material prices have increased upwards of 25%,” said Wood. “We’re unsure if or when the tariffs will be reduced.”

Even as tariffs escalate, fabricators like Rightway Steel have sought a way forward even as Wood has seen demand and project starts slow down. Rightway has pivoted with new pricing, reduced quote hold times, and internal efficiencies to stay competitive.

As developments in EAF take a greater share of steel production market toward stability—and hopefully lower prices—those internal efficiencies Wood mentioned will shape the future of steel fabrication.

Innovating Internally

“In any steel fabrication, or any type of production, there is a four letter word that makes all the difference: flow,” said Tyler Oliver, President of Centerville-based Fineline Steel Fabrication. Limiting the amount of movement required from the fabrication team in the shop is one internal efficiency keeping costs low.

Inside Fineline’s shop, TV screens and tablets keep the team in the shop fully aware of what’s going on—and keep everyone in flow.

Touring through the firm’s Centerville shop, one quickly notices how long the building is. Think arena football field, but five of them end to end to reach 1,000 feet long. If Fineline could have a facility twice as long and half as wide, Oliver said, it would help that flow even better.

Oliver claimed that Fineline;s facility houses “One of the most state-of-the-art fabricators in the world.” Fineline’s Voortman Steel Fabricator has been a key part of the firm’s innovative flair. The fully-automated welding system starts with the VACAM system to determine the feasibility of assemblies, production times, etc—particularly helpful when determining the amount of automation required in the welding process. From there the magnetic handling robot grabs the steel pieces fed by the Fineline team, rotates the steel, and welds steel members in the right place.

Rightway Steel has looked for similar internal efficiencies, with Wood saying the firm is improving year over year with new equipment and processes to improve quality, speed, and safety.

“There’s always room for improvement,” he said before mentioning how it will be incumbent on fabricators to find or train workers capable of learning the ropes as the company invests in more robotic welding, improved machinery, and emerging technologies like wearable exoskeletons to keep production humming.

Technological Infusion

With lead times getting shorter for many of these projects, Oliver said, “[Owners] need their parts and members bigger, better, and faster. This is why we have innovated and are constantly working on adding automation.”

Technological innovation reigns supreme. Construction software Stalwarts like Procore and Building Connected are combining with emerging technologies that incorporate in-field scanning from team members to improve accuracy.

“We have also seen improvements in modeling and steel shop and erection drawings through Advanced Steel and Tekla,” said Wood.

As modeling has improved, so has the final product created by fabricators.

Blaser echoed Oliver’s comments on speed to delivery and Wood’s thoughts on digital collaboration, saying that the ability to fabricate from a digital file has been catalytic in today’s high-speed construction market.

Blaser also reiterated points from the other fabricators regarding internal systems. Having a CNC machine isn’t enough—it’s the bare minimum. Instead, working in a “Henry Ford-esque” assembly line makes all the difference today, especially when combined with digital innovations and steel detailing software.

But the future is one where those systems are bolstered by AI.

“Larger companies will have machines interconnected via AI,” said Blaser. With enough capital to invest in interconnected machinery that needs less human help, AI adaptation within steel fabrication will “Consolidate the market and probably push smaller shops to the wayside.”

For Oliver, “AI is the top of our list as it is with everyone else,” namely allowing the team to spend their time processing material for fabrication. “There are some major advancements with AI and how we can final QC some of our members.”

While AI grows in importance on the shop floor, Wood said his teams have utilized AI as much as possible in the office for great efficiency in take-offs, proposals, RFI support, and meeting information.

"These people are our people," said Matt Blaser, CEO and President of Intermark Steel, as he beamed with pride for the Price-based fabricators (pictures) who bring their Intermark projects to life. (photo courtesy Intermark Steel)

Meeting Building Needs with Labor

With all that technological innovation and automation, where does that leave those plying their trade in steel fabrication?

To those interviewed, ready and able employees are critical in meeting existing demand alone. Their importance grows as future mega-projects break ground.

Blaser noted the billions in total project dollars doled out for ongoing data center work, the final phase of the SLC Airport, and Texas Instruments’ $11 billion investment in future manufacturing facilities in Lehi as a result of the 2022 CHIPS and Science Act legislation.

“Really large commercial projects are coming on at an unprecedented rate,” Blaser said,
“but not everyone in the market can work on those types of projects.”

In Arizona, Taiwan-based TSMC announced it would invest $100 billion—a number that feels unfathomable even in today’s mega-project environment—to build three new chip fabrication plants, two advanced packaging facilities, and a major R&D team. That amount is significantly more than the company’s ongoing $65 billion investment in Phoenix.

Even though the project is in Arizona, a 12-digit project budget is its own form of gravity capable of pulling workers out of the Beehive State, even with plenty of projects to keep them busy in Utah.

Downtown Salt Lake developments highlighted by Smith Entertainment Group’s work around the Delta Center and Larry H. Miller’s Power District development are two promising long-term projects set to have hundreds of millions put toward commercial construction. Outside of the downtown core, dozens more projects are set to come online in the coming years in master planned developments alone. Vineyard’s “Utah City” development, The Pointe in southern Salt Lake County, and more industrial projects within the Utah Inland Port Authority’s 110,000 acres of statewide project areas are promising as long as groundbreakings occur.

Winning the Labor Battle

But how will these fabricators bring the next generation of steel fabricators into the fold to meet this demand?

For starters, the environment for workers has certainly improved. Wood said that, comparing to the recent history of steel fabrication, hours are better, less travel is required, and safety equipment and ventilation systems within fabrication plants are better. As mentioned before, technology in automation and robotics is creating a safe 21st century working environment.

According to Oliver, innovation in employee engagement is paramount.

“We must change the way things are done to be able to draw in quality employees who want to make careers, not jobs, and produce quality products in a timely manner.”

He said the stellar safety and working culture at Fineline has kept labor steady with a retention rate above 90%.

“Labor costs are increasing with higher wages, overhead burden, and insurance costs,” Wood said, requiring teams to achieve more through experience and teamwork. “We train constantly and bring in industry veterans to lead teams.”

Wood said that getting people into this portion of the industry needs more than one solution.

“Immigration laws and work visas need improvement,” he said. For the people already living here, the message must be loud and clear: “You can make a good living working in the trades, and the shop and field teams typically have great schedules, get to leave their work at work, get paid well, and can live great lives. […] Trades need to be “cool” and accepted for the younger generation.”

Blaser said that “cool” factor that Wood mentioned requires a bit of innovation—a pivot to focusing marketing efforts on potential employees instead of clients. The Intermark team broadcasts the team and pride of their work through social media via short form videos.

“These people are our people,” Blaser emphasized. “We want to show them off. We want their families and friends to notice them.”

Is he worried that those workers will get poached after being visible to everyone?

Nope.

Connecting at a human level trumps everything. For Blaser, showing how much these workers mean to the company, with a solid paycheck and a great culture, is a matter of trust that starts at the top.

Warm Outlook for Steel

As leaders like those interviewed continue to work through challenges and set their teams up for success, “The steel industry is a very exciting industry to be a part of and work in,” Wood concluded.

As the “bones” of a building and ability to meet a plethora of building needs, steel will be in good shape. Markets will reach equilibrium and steel prices will settle from this volatile period. In the meantime, a steely resolve from fabricators to meet demand through innovation and manpower remain as important as ever.

Designing a Sustainable Future

Thu, 01 May 2025 04:21:54 GMT

Architects and designers share insights and thoughts on how design and architecture can better lead toward a healthier, sustainable built environment.
By Taylor Larsen

“Our thinking needs to be challenged in our culture.”

The words from Bill Reed came during his keynote address at the Intermountain Sustainability Summit held at Weber State University in late March. And the strength of his advocacy for a sea change in how our culture thinks about everything—especially sustainability—only continued.

“There is no such thing as a sustainable building,” said Reed, Principal of Regenesis, a regenerative design and education organization based in Santa Fe, New Mexico. Reed spoke from experience. He is a founding board member of the US Green Building Council (USGBC) and Co-Founder of the LEED Green Building Rating System. For him and many others, LEED won’t be the answer to the problems posed by the built environment.

“LEED came along to tell us we could do things better,” he said. “But sustainability is a slower way to die.”

“Places are living organisms,” he said. Everyone involved in development must realize, “Your project is not ‘The Project,’ but is part of a living system,” where the development in question is part of an expansive web of community priorities.

“We have to make common ground in these communities,” he said, where alignment results in a project that fits within multiple contexts.

Reed’s words were strong, and he challenged sustainability experts to find ways to create a regenerative built environment and all of its positive outcomes.

UC+D looked to continue those thoughts and reached out to multiple design experts to see how to challenge our collective thinking and steer us to a sustainable future for the built environment.

Value Alignment from the Start

When Garth Shaw approaches a project, he starts with a fundamental question:

"What does our client want and need, and what sustainable design strategies will help them get there?"

Shaw, Principal and Director of Sustainability at Salt Lake-based GSBS Architects, said the goal is a high-performance, sustainable design that promotes, rather than dictates, client objectives. Efficient, resilient, and healthy buildings emerge from this process.

“There is so much momentum in the industry to move faster and cheaper,” Shaw explained. Everyone in the A/E/C industry values efficiency, and private developers and owners are no exception. However, they also prioritize predictability. Even when a project starts with ambitious sustainability goals, compressed schedules and cost pressures can lead teams back to old methods. "It worked last time!” becomes the enemy of progress.

Shaw argued that the industry must create space for innovation. "We need time to drive deep value into buildings that precisely meet client needs while protecting—and even enhancing—environmental performance."

Overcoming this challenge begins with aligning values. “If you can tie people’s values into a practical approach to sustainability, that’s the magic,” Shaw said. He encourages his team to lead sustainability conversations without defaulting to LEED certification. Instead, successful sustainability strategies require tools tailored to each project.

This kind of value-driven approach has broad appeal, transcending political divides. Shaw noted that leaders across the political spectrum recognize the importance of sustainability through air quality and water conservation efforts. Depoliticizing environmental stewardship is key—it’s not just a policy issue but a human issue that affects everyone.

Government incentives, like the Inflation Reduction Act, have helped make sustainability more attractive to owners. The IRA provides substantial discounts for projects implementing energy-efficient systems, such as Utah’s on-site ground-source thermal exchange systems, which can now receive up to a 50% discount. When cost savings are clear and measurable, sustainability becomes an easier sell.

Beyond energy systems, sustainable construction also hinges on material choices.

"Manufacturers and contractors aren’t used to tracking carbon impacts," Shaw noted, but forward-thinking industry leaders continue pushing for better transparency. Tools from organizations like the Carbon Leadership Forum help architects, builders, and owners visualize the carbon footprint of materials, empowering them to make informed decisions.

For the A/E/C industry, staying ahead requires continuous learning—keeping up with evolving grants, materials, supply chains, and building systems. Shaw concluded, “Change is required, and that change will ultimately benefit our clients. It may take more time, but the result is a high-value project—for people and the environment.”

Polk Elementary (Ogden) is and FFKR project (2022 Most Outstanding Project--K-12) that renovated and added to the original, 1926 school with biophilic elements like natural maple wood slats.

Active Benefits from Passive Design

For Kenner Kingston, Principal of Salt Lake-based architects and consultants Place Collaborative, a winning message for sustainability is one that creates a built environment that is part of a healthy ecosystem—one that pays for itself over time and contributes to a higher quality of life for users, visitors, and the nearby community.

Less complication and interventions; more of a look to nature to inform design.

“When buildings and people are in symbiosis [and] are part of an ecosystem, occupants are empowered,” he said. This symbiosis starts with passive design, a strategy that works within the existing environment to maximize natural efficiency.

Step one in passive design is orienting the building correctly on-site to maximize daylight. Kingston said all of this starts with architects.

Much like Earth, passive design revolves around the sun to ensure the right amount of daylight warms up the space—literally and figuratively—in the winter and stays comfortable during the summer. It’s something that nearly everyone can agree since “it’s not a mysterious technology, it’s daylight.”

Next, the building must maximize its building envelope with best-in-class walls, doors, and glazing. Kingston credits work done in building codes to make building envelopes much more efficient now from when he started practicing architecture in 1996.

Kingston emphasized that today’s built environment needs a return to the basics of passive design, where buildings require a bit of work from users to function at peak efficiency and comfort while still being firmly rooted in a connection to nature.

“A normal building has a lot of automation for occupants to be comfortable,” he said. “Automated systems make us powerless. […] Passive buildings do a lot less, and occupants are expected to do more.”

He pointed to Architectural Nexus’ award-winning Daybreak Library, where he and fellow Place Collaborative Principal Holli Adams asked via design for the building stewards to actively participate in the library’s success.

Their “demands” from the library team weren’t radical.

“Turn off the lights, open the windows, go to the courtyard,” he said. “Participate in this ecosystem.”

Librarians there report feeling pride in helping it function at peak efficiency. Whether that was meeting the demands above or removing the “greatest snow on earth” from the building’s solatubes to bring light inside, they become invested in the building’s success by understanding how the building works.

“[Passive design] is more engaging,” he said. “When someone cares about a thing, they tend to take care of that thing.”

The veteran architect is under no illusion that every building must be net-zero or LEED Platinum. But starting the question: “What would nature do?” will lead the entire industry to answers readily available.

“There's no mystery,” he said, “we just need to try.”

The McKay Education Building currently under renovation at Weber State University will be complete this summer. Designed by GSBS, it is a great example of sustainable design with creative daylighting as well as integrated and high-efficiency HVAC, lighting, and photovoltaic systems. (image courtesy GSBS Architects)

Health & Wellness

For Caitlin Gilman, the term “sustainability” is too broad. To be effective, she said, design teams need to hone in on their goals to create a healthier built environment.

“So much is placed under that ‘sustainability’ umbrella that it’s difficult to understand what someone is trying to achieve,” said Gilman, a Sr. Associate at Salt Lake-based FFKR Architects. “With that said, it’s a term clients are familiar with and a good starting point for what clients want to achieve.”

Gilman has found that clients like the checklists that certifications like LEED, Living Building Challenge, and WELL present as a baseline or goal but are less interested in plaques and certifications. Clients are more prepared than ever as they begin project talks with a sustainability framework already in mind.

“We’re seeing less of the architect bringing sustainability to the table and a move towards clients and owners coming prepared with goals in mind,” she said. “Sometimes where they’ve already hired a third-party energy consultant.”

As the sustainability conversation has shifted from solely focusing on energy or water use to an approach concerned with quality of life, Gilman reported that efforts are trending in the right direction.

“There’s an increasing awareness of what physical impacts harmful products have on the body,” she said. Whether that is moving away from products containing VOCs or embracing natural materials in building materials, “Curiosity about what makes up our building products and selecting red-list free materials is becoming more prominent.”

Economics may be in the driver's seat, but those ideals aren’t mutually exclusive. She detailed how mass timber’s speed of construction became an “open door to more sustainability talks” for FFKR and their client. Ultimately, the mass timber design walked through the door to approval.

First costs and operational costs still hold most of the power in these discussions. But Gilman said the indirect costs and benefits of a healthier built environment are gaining traction.

“Recognizing the connection our built environment has to psychological wellbeing” is growing in importance, she said. “We’ve seen an increased interest in biophilia and connection to the outdoors.”

Improving test scores in educational settings, better working and living environments, and better health outcomes for tenants, visitors, and society as a whole are all benefits that come into play with these talks.

But, Gilman cautioned, all of this talk is for naught if our built environment is torn down and replaced every few decades.

“Enduring materials and reuse is a component of sustainability that often gets overlooked in favor of the newest technology or trend to add to a project,” she said. “It doesn’t matter what product you put in there if it is not built to last.”

She’s optimistic about the future, particularly as the conversation moves toward wellness.

“As architects, we have a responsibility to our buildings’ occupants,” she said, “and the growing recognition of how the built environment influences physical, mental, and emotional wellbeing represents a crucial evolution in our approach.”

Human Oriented; Nature-Focused

Shalae Larsen said landscape architecture is an integral part of sustainability in the built environment, especially for the opportunity to connect to nature.

Larsen, Co-founder and Principal of Ogden-based Io LandArch, led the afternoon plenary session at the Intermountain Sustainability Summit. She and fellow speakers noted the good work being done across Utah to create landscapes and green spaces where residents want to be.

Larsen noted in this interview that the desirability of those green spaces in the form of programming and amenities is important for visitors but not the critical component to success.

“[Visitors] want the areas to be,” Larsen emphasized.

As she put it, effective landscape architecture tells a story. It doesn’t need a “moral of the story” in plaque form. The best landscape architecture projects imbue a sense of meaning.

For parks, that means spaces where a wide variety of activities occur. That can mean open lawn areas can accommodate games, picnics, or kite flying. “Trail systems are great for fitness or walking with friends, family, and pets,” she said. “Different trails can offer a different range of experiences.” Places for people to sit and gather, meditate and think, or simply people-watch are always important in terms of activating a space.

“It’s not just natural connections,” said Larsen. “This digital world is isolating. People are seeking out stories and connections.”

Advancements in the built environment, she said, are technology-heavy, which has been great for efficiency in energy use and water conservation. “But why are we embracing technology? It’s for us,” she said. “That’s what’s compelling. And that’s the starting point we need to move back to.”

The A/E/C industry must get back to the human focus.

“The move toward therapeutic landscapes—outdoor spaces with elements that promote mental and physical well-being,” she said, “this is what creates lasting projects that people will cherish.”

“This approach not only enhances the aesthetics of a space but also contributes to the overall health and productivity of its users,” she said. “It reflects a deeper understanding of the role environment plays in human well-being.”

She said landscape architecture is trending in the right direction on these fronts, moving away from “shrubbing up” sites just to meet minimum landscape requirements. Best practices are also moving away from big areas with rocks-capes to try to minimize maintenance while unintentionally creating heat-island and stormwater management issues.

Instead, more organic, engaging, and people-focused landscapes are coming aboard. According to Larsen, some of the most promising changes come from integrating native and xeric (drought-tolerant) plantings and creating bioswales or rain gardens to manage stormwater naturally.

Developers and business owners are joining in as they look to build an identity rooted in ecological causes or create the ambiance for employees to thrive.

Larsen pointed to work performed on a nondescript commercial building on Wall Avenue in Ogden. Io LandArch worked with the developer to expand the interior courtyard surrounding a fully grown beech tree, creating a space that helped attract the new building occupant, Hyperthreads. The custom outdoor and athletic apparel company is a perfect fit for the space and the nature rooted within.

“Hopefully, it's more than a trend,” Larsen said of these efforts from businesses to shovel resources to amazing outdoor gardens and dense interior plantings. “We need more places for people to interact with nature in a more meaningful way than just looking at greenery.”

Developments focused on people and connected by nature are the way toward a sustainable and ecologically impactful built environment.

“At the end of the day, our job is to build sustainable buildings for human beings,” she said. “Emotions and experiences are going to be what drives them to support future sustainability and future environmental policy.”

Something New

Thu, 01 May 2025 04:06:43 GMT

KMA Architects, Westland Construction Deliver Engaging New Rebuild at Duchesne High School.
By Doug Fox

The recently completed Duchesne High School (DHS) renovation is a textbook case of the old wedding adage: “Something old, something new, something borrowed, something blue.” Fittingly, the project resulted in an elegant marriage of design, construction, and community spirit.

The old and new are carefully blended, with brand-new buildings and modernized spaces standing alongside preserved sections of renovations past. And to tie it all together? The commons area, a brand-new roof, and other key highlights are bathed in Duchesne’s signature blue color.

Naturally, like any good marriage, this $62.9 million rebuild required commitment, collaboration, and a little bit of patience. Architects, builders, and school district officials worked hand in hand to ensure that the old and new came together in harmony—honoring the school’s legacy while preparing it for the future.

“We strived to make a space that brings pride to the students, staff, and the community,” said Wes Christensen, Principal Architect at KMA Architects, the Spanish Fork firm that designed the rebuild. “Our approach and design philosophy were heavily influenced by the desire to create a cohesive and efficient addition that would seamlessly blend with the existing portions to remain. We feel that we were able to accomplish this successfully, working together as a design team, including our consulting engineers, the school district, school administration, and Westland Construction.”

Save the Date

The Duchesne High School rebuild has been on the drawing board for nearly seven years and in the construction phase for 33 months. KMA started the design process in 2018, but the project was put on hold by the Duchesne County School District due to COVID and faced additional delays because of supply chain issues and long lead times for equipment.

Westland Construction of Orem eventually earned the CM/GC bid and broke ground in June 2022. The high school remained open during the course of construction, creating the need for innovative and meticulous planning to ensure safety while working around normal school activity.

“The new addition at the school was built where there was a field, parking lot, old basketball gym, and shop classrooms,” said Aaron Kirkham, Project Manager at Westland Construction. “The remodel and construction in the existing school areas were done during the school summer breaks.”

When school was in session, temporary construction fencing and gates around active working areas served to keep students safe, Kirkham said. Construction delineation kept workers and equipment separated from students and staff.

According to Michael Weldon, Building and Grounds Supervisor with the Duchesne County School District (DCSD), the detached gym and locker rooms were built in 1965, the auditorium and shops built in 1974, and a newer building added to campus in 2005.

“The parts of the school that were demolished did not meet current building codes,” Weldon said. “The original auditorium was extremely small and the shops were also small. You had to go outside and through a parking lot to get to the second gym. The new build project incorporated the shops, an auditorium, and gym attached to the 2005 building so that they feel and look like they were built at the same time.”

Bridging the old and new construction is always a unique factor that is different for any remodel and addition project, Christensen said. “These previous additions were designed by another architect, so that also creates a challenge to overcome in blending styles and design choices.”

One of the most significant hurdles revolved around the central placement of the auditorium within the new school structure. While beneficial in creating a focal point for the building, the new auditorium posed myriad logistical challenges during construction.

According to Kirkham, a 28,000-pound steel beam needed to be placed to support the structure’s masonry walls, which were 35 feet tall. The beam placement required a 550-ton crane, which had to be strategically positioned where the future gym would be constructed.

“As a result, we had to delay the construction of the masonry walls in the new gymnasium until the beam was in place,” Kirkham said. “This sequencing created a very compressed and demanding schedule to ensure the new basketball gym was completed in time for the start of the school year in August 2024.”

Despite those constraints, Kirkham said, construction on the gym’s masonry walls and concrete slab began in January of 2024 and was completed within seven months.

Head of the Class

At the heart of the school stands the striking two-story, 1,200-seat auditorium, a true showpiece designed for both performance and community engagement. Featuring a balcony, this space is built to impress, whether hosting theatrical productions, assemblies, or special community events.

When it comes to features in the auditorium that will enhance visitors’ experience, Kirkham pointed to several specific details.

“It is equipped with advanced lighting, a high-quality sound system, and professional grade curtains, rigging, and seating. The space also features custom blue and gray sound-absorbing panels, which not only enhance acoustics but also add a visually cohesive aesthetic to the room,” he said. “The wood trim around the stage brings a polished look that ties the space together. These details reflect the quality and care put into the entire project.”

Just beyond the auditorium, the expansive commons area serves as a dynamic social and learning hub. Floor-to-ceiling glass windows flood the space with natural light, creating a warm and inviting atmosphere.

Designed for versatility, the commons area transitions seamlessly between a bustling lunchroom, an event space for dances and gatherings, and an informal area for collaboration and study. Its open layout encourages connection and interaction, reinforcing the sense of community that defines the school.

As a high-traffic area, durable luxury vinyl tile was used in the commons for easier cleaning and maintenance.

Functionality and durability are huge factors driving K-12 school design, Christensen said, noting that school districts need a cost-effective, highly efficient solution that will stand the test of time and limit the need for further upgrades down the line.

“The commons area and auditorium of this project are a highlight of how this works,” he said. “We created large spaces that would serve the students of the school as well as community members that gather for events. We strived to make a space that brings pride to the students, staff, and the community.”

Enhanced Trade and Athletic Experiences

Duchesne High School’s renovation isn’t just about updating classrooms and common spaces — it’s also about investing in the future of its students and the local economy.

A standout feature of the rebuild is its strong emphasis on career and technical education, ensuring students have access to hands-on training in high-demand trades. While many new schools along the Wasatch Front have moved away from traditional shop facilities, Duchesne High School has taken a different approach, prioritizing the inclusion of dedicated wood and metal shops.

These state-of-the-art spaces are designed to equip students with real-world skills in construction and related trades, directly addressing the growing demand for a skilled workforce. By offering a hands-on learning environment, the school is not only enhancing the student experience but also fostering a new generation of professionals ready to step into careers that require technical expertise.

“The local workforce relies on these students who come out of high school ready to work in the trades, and these classes are always full,” said Christensen. “The design allows for the space and equipment needed to prepare these students and give them a fully hands-on experience while in high school.”

Ensuring that students graduate with practical skills helps sustain the local economy and provides valuable career pathways, Kirkham said.

“The inclusion of dedicated trade spaces like metal and wood shops is becoming increasingly rare in high schools today, as many districts have moved away from traditional trades programs,” Kirkham said. “Unfortunately, this shift has contributed to a shortage of skilled labor across Utah. In Duchesne County, a significant portion of the workforce is employed in the oil and industrial sectors, so maintaining access to trade education is especially important.”

By preserving and enhancing its technical education programs, Duchesne High School is reinforcing its community role—one that not only educates but also directly supports the industries that keep the region thriving.

Athletic facilities also benefited from major upgrades. These included a new turf football field with large stadium bleachers, upgraded baseball and softball fields—including a concessions building and parking lot—and a new basketball court and wrestling room.

“In our small town, the school events are often seen as an opportunity to unify all,” said Weldon, of DCSD. “We hope these extracurricular activities will be able to enrich the lives of students and their families. From drama to baseball to softball to football, the students of DHS will have great spaces to perform for decades to come.”

A Warm Reception

Weldon said the rebuild is already positively impacting the student experience and exceeding expectations from the school district.

“The peacefulness that exists in the hallways and throughout the school has been a great benefit so far,” he said. “The previous school was cramped and filled with so much foot traffic that peace and quiet were harder to come by. Now, there is a calm that has added to the studious place a school should feel like.”

“We love our students and want to do everything in our power to help them lead fulfilling lives,” he said. “This project provides a top-quality facility in which students can learn and prepare for an amazing future.”

With more space, modern amenities, and a sense of calm replacing the previous congestion, the new Duchesne High School is designed to support both academic success and personal growth.

“We are proud of the finished product we have provided for the students, staff, school district, and community members,” Christensen said. “The school’s location on Main Street at the gateway to the Uintah Basin allows the building to stand prominently as a focal point of the community.”

With a seamless blend of old and new, Duchesne High School’s transformation is more than just a marriage of convenience—it’s a lasting partnership between past and future. Built on a solid foundation, strengthened by teamwork, and designed to stand the test of time, the school is enjoying a warm reception from staff, students, and the community.

Duchesne High School

Address: 155 West Main Street, Duchesne, UT

Owner: Duchesne School District

Design Team

Architect: KMA Architects

Civil Engineer: Great Basin Engineering

Electrical Engineer: Royal Engineering

Mechanical Engineer: Olsen & Peterson Engineering

Structural Engineer: Dynamic Structures

Construction Team

General Contractor: Westland Construction

Plumbing: Western States Mechanical

HVAC: Central Utah Sheet Metal

Electrical: Taylor Electric

Concrete: Armour Construction

Steel Fabrication: W.O.I. Steel

Steel Erection: Iverson Welding

Masonry: Dartco. Masonry

Tile/Stone: Millcreek Tile & Stone

Glass/Curtain Wall: Jones Paint & Glass

Other Specialty Contractors: Brinkerhoff Drywall, Pulham Painting, Johnson Brothers, CP Build, Rodac, Guaranteed Waterproofing, Excavation Services, Brailsford Cast Stone, Great Western Landscape

The New SLC Rolls On

Thu, 01 May 2025 03:47:40 GMT

The recent completion of Phase III includes the Central Tunnel (River Tunnel) connecting Concourses A and B, and the impressive Concourse B Plaza—highlighted by the beloved original "World Map" floor from the old Terminal 1.
By Milton Harrison

The historic Salt Lake City Airport Redevelopment (the New SLC) project continues to roll on into its fourth—and final—phase, with a targeted finish in October 2026 and final delivery of 16 new gates in Concourse B that will allow it to serve 34 million passengers annually.

At a whopping $5.135 billion, the New SLC marks the single largest project in Utah's history, with the Phase I grand opening in September 2020 the first of many project milestones. The New SLC also sports the distinction of being the first new hub airport in the U.S. built in the 21st century, making it one of the most modern, technologically advanced, and aesthetically pleasing airports in the world.

Last October, the $458 million Phase III was delivered by the Holder/Big-D Construction Joint Venture (HDJV) team, highlighted by the dynamic new 1,175-foot Central Tunnel—dubbed the "River Tunnel" for its mesmerizing blue ceiling art installation that depicts a flowing river—along with the Concourse B Plaza. The new plaza features an extension of the popular canyon motif with new art installations and the remarkable preservation of the former airport’s iconic "World Map" terrazzo floor section originally installed in 1960.

Mike Williams, Program Director for the New SLC, expressed his excitement at the completion of Phase III, saying it's the most significant project milestone since Phase I opened in 2020.

"This is really what I call the second transformation of the airport. The first was when we opened Phase I in the fall of 2020," said Williams, the veritable maestro of this Herculean, once-in-a-lifetime project. “[Phase III] is the one that ties it all together and makes it function as one cohesive airport."

Williams said it's been remarkable to see how this project has morphed since it was announced more than a dozen years ago. At that time, the scope called for constructing just a new Concourse A and landside facilities. When the pandemic hit in March 2020, a mere six months before the scheduled grand opening of Phase I, SLC Airport officials pivoted with the original program and called for Concourse B to be built as well, essentially adding Phase III and Phase IV and nearly doubling the program budget to exceed $5 billion.

Having the same general contractor team (HDJV) and design team, led by San Francisco-based HOK, on all four phases allowed a more seamless expansion since the goal of building Concourse B was to have it look and function virtually the same as Concourse A.

Bill Wyatt, Executive Director of Airports for Salt Lake City, has been involved since 2017 and praised all parties involved for the successful completion of three major phases thus far, and for continually trying to improve the construction process from phase to phase.

"During Phase I, we had this constant barrage of issues," said Wyatt. "I'd go on these construction walks with Mike [Williams], and someone from [HDJV], and it was a constant series of decisions that had to be made. We fixed all of those little things so that almost none of those issues were in Phase III and Phase IV. It's kind of like rinse and repeat—they're going on 10 years of building gates, and they have it pretty well down by now."

Wyatt agreed with Williams that Phase III is the essential functional piece tying the entire project together, with the Central Tunnel being a vital connector between the two new concourses. The Central Tunnel makes a strong statement with its unique aesthetics and general stress-free vibe—highlighted by a carefully curated music playlist designed to help visitors decompress from the stresses of traveling on their journey to Concourse B.

"In some ways, other than the [Phase I] grand opening itself in 2020, the opening of Phase III is the most significant," said Wyatt. "It makes the airport flow and function so much more effectively. Prior to this, people had a hard time understanding how it was going to come together—the Central Tunnel and Plaza of Concourse B really bring that together. We're very happy with the end result, the art [...] everything about it is terrific."

"There has been a ton of excitement seeing the public's reaction to the Central Tunnel opening," added Jordan Cammack, Construction Director for the past two years for HDJV, and a former Project Manager and Senior Project Manager who has been on the job since construction began in July 2014. He praised the cohesiveness of the design and construction teams over the past 11 years and the ability to make changes without disrupting the schedule or budget.

"It's been impressive to see how the architect and design teams came together and worked with us throughout the project," Cammack added. "It's been a great job—it's been like a family out here with all our team members, owner reps, and architects. We've seen families grow up. It's a pleasure to come to work with such great people for an extended period of time."

The River Tunnel's ceiling art installation plays off the popular "Canyons" art feature found in both Concourse A and Concourse B (photo copyright Gordon Huether + Partners 2024). Concourse B is highlighted with a "Northern Lights" glass installation and the beloved "World Map" floor section which was originally installed in Terminal 1 in 1960 and miraulously preserved and reinstalled in Plaza 2.0.

River Tunnel, Plaza 2.0 Highlight Aesthetic Elements of Phase III

Beyond the tunnel and new plaza, Phase III includes a dozen new retail, food, and beverage concessions, and five Delta Air Lines gates, along with new baggage handling systems. The River Tunnel is the undeniable star of this phase, beyond the fact that functionally it cuts the traveling distance from Concourse A to Concourse B in half.

The ceiling art installation was designed by Napa, Calif.-based Gordon Heuther, the artist on all art installations throughout the SLC Airport Redevelopment, and plays off “The Canyon,” the eye-catching art installation in Concourse A.

The River Tunnel installation is comprised of aluminum tubing wrapped in Tweave Duratech 570C fabric to create fins, with LED lighting projected on the fins in various shades of blue. The experience is made complete by a curated playlist of 109 songs Huether himself primarily came up with and pumped through a 150-speaker system in a manner that guarantees travelers will hear a number of songs, but never the same one twice, during the roughly 5-minute walk.

"It was challenging," Huether said of winnowing down the playlist, which is on Spotify. "What I realized as I was starting to delve into it [...] there are so many brilliant [musical] artists, so much talent, so much beauty, so much inspiration. I tried to focus on things that had to do with nature, travel [...] that had to do with love, basically. Everything from John Coltrane to Willie Nelson—I was kind of all over the place."

At the grand opening last October, Huether relayed a priceless story Williams told him about watching a traveler descend the escalator down to the River Tunnel the morning it opened, and upon hearing the first strains of music—Marvin Gaye's “Ain't No Mountain High Enough”—immediately threw her hands in the air and started dancing.

"Why does art in an airport matter?" Huether mused. "Art has the ability to reduce the stress of travel; art elevates the human spirit."

The River Tunnel also houses two cells, located on both sides of the pedestrian cell, for a future Automatic People Mover (passenger train) that could conceivably connect to a future Concourse C.

Art is prominently featured throughout the Concourse B Plaza, or Plaza 2.0, as it carries similar themes from Concourse A art installations, including another canyon display, along with a "Northern Lights" installation that mirrors "The Falls"—a 50-foot-tall display of sparkling dichroic glass in Concourse A—albeit on a smaller scale. A replica fossil skeleton of Utah's state dinosaur, Ally the Allosaurus, was donated by the Natural History Museum of Utah and sits at the south end of Plaza 2.0 and adds a fun visual element, while being located just outside a new 34,000-SF Delta Sky Club, slated to open this fall.

Perhaps the most impressive feature of Plaza 2.0, beyond the large 45-foot-tall window that looks to the north and tremendously aids daylighting, is the preservation of the beloved World Map floor installation that was originally installed in Terminal 1 of the former airport in 1960. Airport and construction officials went to great lengths to save the floor, a remarkable feat of construction that came off flawlessly.

Leon Nelson, a Vice President at Salt Lake-based Big-D Construction and Construction Director for the first nine years of the New SLC, said preserving the World Map was simply a remarkable accomplishment.

"We didn't think it could be saved," said Nelson. "We decided to cut it up and pull a piece out and see what we had. We cut it into various pieces, then did a mock-up to see how it would look. It all came together perfectly, like it had never been touched. We were all on board."

"The World Map is special to many people, so the desire was to save it or at least components of it, but we didn't know until it came time to demolish Terminal 1 that it could be saved," Williams added. "It was cut up into 75 pieces that were numbered, put back together, and restored to look like one map again. A truly amazing process."

LEED Gold Goal Illustrates Emphasis on Sustainability

Williams stressed the importance of sustainability as a core value of the New SLC Airport from day one, and the project was designed to aggressively pursue LEED Gold Certification on the entire redevelopment. Williams said major sustainable items all contributed to the cause, including high-performance glazing, maximum use of daylighting, installation of energy-efficient mechanical, electrical, and lighting systems, water conservation, and a streamlined design of terminals and gates to maximize airplane fuel use all contribute to the cause.

Mechanical systems use indirect-direct evaporative cooling to reduce AC loads while achieving 80% cooling savings over standard designs. An air handling unit system was paired with a displacement air system that is integrated into column covers, turning the structure into a conduit for conditioned air and reducing fan energy usage.

Electrical system design focused on performance, reliability, operational ease, and energy efficiency, with LED fixtures throughout all spaces. Three 13.8 KV feeders ensure a higher level of reliability, while multiple UPS systems utilizing lithium-ion batteries were installed to ensure continuous operation of critical systems.

Seismic performance objectives were tailored for each building and developed to respond to regional resilience and economic considerations for each component of the program. Ultimately, the airport design met demanding seismic criteria with steel moment frames and buckling restrained braced frames while maintaining long, clear spans for traveler movement and sweeping landscape views.

Matt Needham, Director of Aviation and Transportation at HOK, said it's been "humbling" to work on a project of this magnitude, and expressed gratitude for all team members and their collective collaborative spirit, particularly local architecture and engineering firms who assisted HOK's vast team.

"We intentionally wanted to use local consultants and have been working with them hand-in-hand," said Needham.

With the final phase of construction on the SLC Airport Redevelopment well into high gear, Needham said "To see the light at the end of the tunnel is so gratifying [...] you remember so many things about the direction and various changes and working with the airport owner and Delta. It was so hard to give them what they wanted, but we did."

Phase IV has been underway for 18 months and includes a 16-gate expansion on the east side of Concourse B, along with nearly 25,000 SF of restaurant and retail space (15 food and beverage locations). Five gates will be delivered this October, with the final 11 gates coming online in October 2026.

Needham said with 94 total gates once Phase IV is completed, the only airport that might even compare to the New SLC is a new international airport in Doha, Qatar.

"The key is the right amount of room—it's a very efficient terminal design," said Needham, who has more than 30 years of experience in aviation design. "The concourses are wider towards the center nodes and skinnier at the ends because there are fewer people. Phase III is the widest section of (Concourse B); Phase IV will be narrower."

Needham praised Wyatt and Williams for their respective leadership, with the latter being a great day-to-day orchestrator of various tasks, while doing it in a quiet, unassuming—yet remarkably effective—manner.

"Mike [Williams] has been the guy who connects us all," said Needham. "The design has to be done just in time for the schedule, with all gates activated at a certain time. He's very considerate about both the design intent, but also making sure things don't cost an arm and a leg. He's the master integrator of this project."

Needham also spoke on the deliberate branding of Utah that is associated with the design of the New SLC Airport, so people know they're most definitely in the Beehive State.

"One of the cool things about this airport is, often when you're a transfer passenger you don't know where you are. Here, we really showcased the mountains, we maximized views, also the slot canyon with warm copper tones—you know you're in Utah."

He added: "It's just really cool to think we had the opportunity to work on a project that impacts [26 million] people per year. It's humbling to realize that people you worked with have helped create a place that hopefully these millions of people can enjoy. The amount of people that have contributed to this project is incredible.

"You just don't get these opportunities; I'm very lucky. It's a once in a lifetime opportunity."

SLC Airport Redevelopment Phase III

Location: Salt Lake City

Start-Completion: November 2021-October 2024

Cost: $458 million

Delivery Method: CMAR

Square Footage: 338,562

Owner: Salt Lake City Department of Airports

Owner's Rep: Michael P. Williams

Design Team

Architect: HOK; MHTN Architects

Civil Engineer: HNTB

Electrical Engineer: HOK; Envision Engineering

Mechanical Engineer: HOK; Colvin Engineering

Structural Engineer: HOK; Dunn Associates, Inc.

Interior Design: HOK

Landscape Design: HOK; FFKR Architects

Geotech: RB&G

Baggage Handling Systems Design: Introba

Airfield/GSE/PBB design: AERO Systems Engineering

Construction Team

General Contractor: Holder – Big-D, A Joint Venture (HDJV)

Concrete: Suntec Concrete

Plumbing & HVAC: J&S Mechanical

Electrical: Cache Valley Electric

Masonry: Allen’s Masonry Company

Tile/Stone: Superior Tile & Marble

Glazing / Metal Panels: Steel Encounters

Structure & Mis. Steel: SME Steel Contractors

Baggage Handling System: Vanderlande Industries

Doors / Frames/ Hardware: Midwest D-Vision Solutions

Apron Paving & Ground Improvements: Ralph L. Wadsworth Construction Company

Sitework: Ames Construction

Roofing: Flynn

Special Inspections / Testing: Terracon, GSH Material Testing & Inspections

Other Specialty Contractors: DAW Construction Group, ISEC, Wall 2 Wall Commercial Floorings, Keller North America, Specialty Systems, Fire Engineering Company, Kinley Construction Group, Schindler Elevator Company, Oshkosh Corporation, YESCO, M.C. Dean

New Life for the 200 South Transit Corridor

Thu, 01 May 2025 03:21:27 GMT

Street construction is always a challenge, but the resiliency of the project team helped to transform 200 South into a prime example of an accommodating street for business and all modes of transportation.
By Taylor Larsen

“What does this corridor want to be when it grows up?”

The question posed by Kyle Cook was the impetus for the 200 South Reconstruction project. It helped usher in a new era for Salt Lake City’s bus corridor with the tagline:

“200 South—A Place of Motion”

Cook, PE and Transportation Engineer for Salt Lake City, said 200 South was discussed years before design and construction commenced, namely from the capital city’s 2017 Transit Master Plan. After evaluating 15 corridors, 200 South was deemed the most important.

“A strategic corridor,” said Cook of the area from Salt Lake Central Station to the University of Utah.

Working in tandem with UTA and multiple Salt Lake City departments, the design would condense the five lanes of the old street into three passenger vehicle lanes, two dedicated bus lanes, and two bike lanes. It would create a street that matches the urban character of the area, one that is much safer and better equipped to handle the multimodal traffic on 200 South.

Building for Community Needs

As the Salt Lake City team went from master plan to design in the early days of the pandemic, they turned to online workshops, surveys, and virtual town halls on Facebook Live to get feedback on what folks hoped to see from a reconstructed 200 South along an area between 900 East and 400 West.

“At the time, that was pretty novel for us,” Cook said of that public involvement work from the city and AECOM consultants, who served as project prime. “But I think we got very good at it.”

They took in nearly 1,000 survey responses plus online event insights to determine the street needed to accommodate not just buses and passenger vehicles, but pedestrians, cyclists, and the array of businesses housed along the corridor.

Reconstruction of 200 South was a two-phase project, where Phase 1 would cover 900 East to 200 East, and Phase 2 would reconstruct the far busier part of the project between 200 East and 400 West.

Working with the Business Community

Road construction is the bane of many and grows more challenging for a project team attempting to accommodate businesses and travelers while building in an urban environment.

“It’s as downtown as it gets,” said Brett Kearns of the project scope. “The amount of vehicular or foot traffic passing through, and knowing you have to re-do the entire street, remove curb, gutter, and flatwork—it’s a huge concern.”

Kearns, Project Manager/Estimator for Acme Construction, said they worked hand in hand with Salt Lake City and the public engagement team at Avenue Consultants to address business needs as construction continued between each phase.

“In order for 200 South to succeed, we have to have good contact within our team and good contact with businesses,” said Kearns.

“The first thing we did was canvas on the corridor,” said Stacee Adams, Public Involvement Manager from Avenue Consultants, who managed public involvement from the end of design through project completion. Adams said the team “went business to business” to show them what would go in place, infrastructure amenities, and what to expect in construction.

Beyond the initial meet-and-greet, the team hosted workshops at Gallivan Plaza, took daily phone calls, and met with businesses monthly to keep them in the know. They also provided information to event attendees at places like the Greek Fest (300 West) and the Salt Palace (West Temple - 200 West) to keep visitors aware of construction impacts.

Working Around the Barriers

Acme’s experience on other Salt Lake City projects, notably the successful 900 South Corridor reconstruction, gave the city confidence that the Acme team would build community trust in each phase. That proved especially critical with the Capitol Theatre (50 West).

Uneven grades surrounding the building posed one challenge while accommodating Capitol Theatre’s busy schedule posed another.

Beyond venue patrons, “[Capitol Theatre] has load-in for their stage equipment, performers and costuming coming in, plus students coming in on school days for plays,” said Adams of the complicated logistics plan required.

“We found out the best time for them was for construction to work from the beginning of July to August 15th,” said Kearns, who noted the atypical nature of the project required a level of dedication matched by the construction team across both phases.

Kearns especially praised Acme Superintendent Herman Sword, who coordinated across the project’s two phases and ongoing construction projects nearby to ensure good outcomes for everyone. The Acme team installed plenty of asphalt and concrete to give the road and sidewalk new life around a bevy of ongoing work. Enbridge Gas installed their pipeline along the same corridor, Royal Wood Plaza (230 West) underwent demolition, and construction progressed on Zephyr Lofts (370 West) and Astra Tower (State Street).

What it took to transform 200 South

775,000 SF of new asphalt pavement with embedded fiberglass paving grid to extend the life of the road
80,800 SF of concrete in the form of sidewalks, ADA ramps, and bus boarding platforms to improve accessibility
14,100 linear feet of curb to maintain drainage
2,070 linear feet of storm drain between 200 East - 400 East to keep water off the road
Over two miles of new dedicated bike lanes (6” concrete pavement) to separate bikes from vehicular traffic

“It was a hopscotch and jump across the project,” Kearns said, made especially difficult as many of the projects, especially the Enbridge Gas pipeline reconstruction, ran into delays. But Acme and their construction trade partners continued, “determining how we could play in the same sandbox and get things done.”

According to Kearns, while pipeline construction began on 200 East and worked eastward, Sword and the Acme trade partners leapfrogged pipeline construction to remove infrastructure on other parts of the corridor reconstruction. Sword’s deft planning and coordination utilized smaller crews that worked across the project scope to accommodate area regulars and push the project forward. Their work with business owners resulted in a solution where construction trades worked during certain businesses’ downtimes. Construction teams laid and cured concrete in one area before jumping to the next area to place road base or metal bridges leading to building entrances, keeping people moving in and out of businesses to keep a sense of normalcy around the project area.

“When we put out a three-week look-ahead, we were able to get our message out quickly,” said Kearns. “I think that’s where we excelled.”

A Street Renewed

Today, the 200 South corridor is one renewed with the infrastructure and upgrades to take commuters across the project’s 13 city blocks and better serve businesses housed there.

200 South Upgrades

Colored priority lanes for buses and bikes
20 in-lane bus stops with bus boarding platforms
Buffered bike lanes channelized behind boarding platforms with intersection safety upgrades,
Sidewalk and curb ramp repairs to meet ADA standards,
Six mid-block crossings that included things like curb extensions, refuge islands, and flashing crosswalk lights for pedestrian safety and convenience,
Curbside parking and loading zones for freight and passenger vehicles,
36 new trees—hooray for greenery!

Cook noted that collaboration across the project, especially UTA’s $2 million contribution, showcased Salt Lake City’s ability to successfully build a stellar transit corridor.

“It’s nothing new for municipalities to advocate for high-quality transit. However, there is a prevailing expectation that UTA operates the transit service and therefore anything transit-related comes through them. But who owns the streets? Who controls the traffic signals? Who manages sidewalks, crosswalks, and park strips? This project shows how Salt Lake City is proactively partnering with UTA to enhance bus transit.”

As the project team looked back, they were immensely proud of what they accomplished to rebuild the 200 South corridor.

“There are a lot of safety aspects to these [Salt Lake City] projects, where we’re adding transit and pedestrian facilities and increasing visibility,” said Kearns, who praised Salt Lake City’s foresight in developing such an impactful project. “If we can save just one life, it makes it all worth it.”

For Adams, the biggest point of pride was the resiliency in the face of construction challenges.

“I love the fact that people stayed on that corridor, that they walked and biked,” Adams said. “[Construction] didn’t deter people from the way they live their life and the way they use 200 South.”

Today, getting east and west is easier and more comfortable than ever on the 200 South corridor. Good urban construction in the capital city has breathed new life into infrastructure and made a welcoming street for all.

200 South Reconstruction

Location: 200 South, 400 West - 900 East
Cost: $17 million (construction) + $2 million from UTA for shelters, benches, garbage receptacles, safety railings, lighting, and real-time digital information systems
Construction Timeline: May 2022 - November 2024

Owner: Salt Lake City Corp.
Owner’s Rep: Parker Bradley, PE

Public Involvement: Avenue Consultants, Bill Knowles

Design Team & Subconsultants

Prime Consultant: AECOM

Subsurface Utility Engineering: KCI Technologies, Inc.

Pedestrian, Bicycle, and Urban Design: Township + Range

Urban, Landscape, and Irrigation Design: GSBS Architects

Street Lights & Electrical Engineering: Clanton & Associates

Construction Team

General Contractor: Acme Construction

Excavation: Acme Construction

Drainage: Brinkerhoff Excavating

Trucking/Hauling: Acme Construction

Asphalt Paving: Kilgore Contracting (Phase 1), Granite Construction (Phase 2)

Electrical: Skyline Electric (Phase 1), Cache Valley Electric (Phase 2)

Concrete: Acme Construction

Signs: Peck Striping

Striping: RoadSafe Traffic Systems

Survey: REDCON Land Surveying

Landscaping: Waterscape Landscaping

40 Years of Aiming High

Wed, 30 Apr 2025 22:06:20 GMT

Founded in 1985, Steel Encounters has excelled in fabricating and installing stunning glass curtain wall systems on prominent high-rise buildings in downtown Salt Lake.
By Brad Fullmer

Steel Encounters' Executive Leadership team consists of (Left to right): Brad Hardy, President; Brian Tlustosch, Executive VP: Tom Jackson, Chairman/CEO; Michael Rudge, CFO.

Asked what makes Steel Encounters, Inc. (SE) special as the company marks its 40th anniversary this year, Chairman/CEO Tom Jackson recalled a story from the fall of 2016 that illustrates the firm's commitment to fulfilling client expectations.

The project required the installation of exquisite bronze entrance doors on the Main Street side of the Little America Hotel in Salt Lake City. The client wanted the doors installed in time for Thanksgiving.

Manufactured by Jamestown, N.Y.-based Dawson, the high-end custom doors were highly labor intensive, requiring a five-month lead time. By early October, it seemed unlikely the doors would be finished in time. Jackson had worked with Dawson on previous projects and had a solid relationship with them, so he flew to New York to see if he could expedite the manufacturing process.

Jackson requested to speak to the union craftsmen, praising them for their skill and expertise on past jobs, and then explaining his dilemma of having a client really wanting the doors installed in time for Thanksgiving. He left the meeting and flew home thinking the trip was a failure and that the doors likely would not be delivered in time. On Nov. 1, Jackson astonishingly got a call from Dawson's GM saying the doors were ready to be shipped.

"The GM told me, 'Whatever you told them, they were highly motivated to help your customer and did everything it took to finish the work.’ The doors were installed by Thanksgiving," said Jackson. "This is the beauty of good relationships. Just a little bit of acknowledgment to these guys, and they knocked out the work. I could share many stories of our employees and business partners, the general contractors, superintendents, project managers, and vendors partnering to resolve problems and deliver a favorable outcome. It is important to care about each other’s mutual success to get the job done."

As Steel Encounters celebrates 40 years and hundreds of successful projects, it's operating like a well-oiled machine, firing on all cylinders, and achieving success at record levels on an array of impressive projects while completing $3.4 billion in contracts since its inception, including $1.2 billion from 2020-24.

"We're blessed to have longevity and 40 years of profitability," said Jackson, a 29-year company veteran, about the four-decade milestone. "There were some lean years, but Steel Encounters has generated a yearly profit. We don't take it for granted."

Roots Grounded in Hard Work, Willingness to Innovate Leads to Expertise in High-Rise Projects

Now in its fourth iteration of leadership, Steel Encounters boasts 250 employees at locations in in five states, including its Salt Lake headquarters, along with offices in Seattle (Architectural and Structural Divisions), Portland (Structural Division), Boise, Idaho (Architectural and Structural Divisions), and Jacksonville, Ark. (Structural Division).

The company was founded in October 1985 by Dennis Peterson and Billy Moore, with Fred Tannenbaum joining a year later to create a formidable trio. Peterson and Moore had worked together a few years at Salt Lake-based Associated Specialties (a construction products supplier) , which by the mid-80s was tanking, leading the pair to start Steel Encounters.

Despite a rough economic market in construction, they were bullish on their chances of success.

"We were advised not to go into business at that time, but we knew what we were doing," said Peterson, 78, a southside Chicago-native who moved to Utah in 1977 to ski and escape the big city. "We were a great team. I was on the design side (he earned a Bachelor of Structural Engineering from the University of Dayton), Billy provided detailing services, Fred did sales and accounting—it was a good combination. We offered design-build information and worked with engineers to make jobs more efficient by offering more economical alternatives."

The company was initially just a materials supplier, primarily open web steel joist and metal decking products. Within three years Associated had folded, and Steel Encounters picked up some key people, prompting it to diversify into architectural products including glass/glazing and building exteriors.

"We gradually acquired the right people and developed the architectural side," said Peterson. Ira Field, a structural engineer and friend of Tannenbaum, was hired in 1988 to spearhead the Architectural Division. Field "took the division a long way. We were getting into some heavy architectural products that required specific engineering, and he was the perfect guy for it."

The second wave of leadership included Peterson, Field, and Bob Dern, overseeing significant company growth through the 90s. Jackson came on board in 1996, having cut his teeth in the industry as a union glazing contractor in Seattle in 1982, traveling to 11 states over six years. He met his wife, Susie, and they ultimately settled in Utah with Jackson working for a competitor a few years before being recruited as a Project Manager by Field.

Field skillfully guided the firm into the high-rise market, initially landing Salt Lake-based projects the Gateway Tower in 1997, Grand America Hotel in 2000, and 222 Main in 2006.

Jackson quickly proved his mettle managing high-profile jobs including Gateway Tower, Rice-Eccles Stadium Expansion at the University of Utah, and the Juan Diego Catholic School Campus in Draper.

The company grew consistently during the 2000s, even weathering the great recession from 2008-2010 in part by landing significant work on the $2 billion City Creek Center in Salt Lake and the giant NSA Data Center in Bluffdale.

"Our success, I can flatly say, is because we hired the right people," said Peterson. "Without the right people, the company wouldn't be where it is now. We had a great team; they still have a great team."

Jackson said the firm's attention to detail includes direct communication with all team members, beginning with manufacturers. He served as Construction Manager in 2008 when 222 Main started and insisted on a detailed QA/QC plan from each manufacturer while meeting with personnel directly to ensure the highest quality product.

"It's so important to know the people making these products for us," he said.

Since then, Steel Encounters has thrived in the high-rise glass curtain wall market, with an enviable 25+ year run of skyline-busting projects. The list includes Utah Valley Medical Center, 95 South Temple, City Creek Condos, the Regent, 111 Main, 95 State, Liberty Sky Apartments, Hyatt Regency Hotel, the Worthington, and the 40-story Astra Tower—the tallest building in Utah at a whopping 450 ft.

"It's a highlight to see the city skyline develop—we've been a big part of that change," said Brad Hardy, a 20-year veteran at Steel Encounters named President/COO in January, having formerly been Executive Vice President of the Structural Division.

A list of standout past projects beyond skyscrapers includes Intermountain Medical Center in Murray (one of 15 Intermountain Healthcare projects since 2000), Huntsman Cancer Institute in Salt Lake, Adobe Corporate Campus in Lehi, George S. and Dolores Doré Eccles Theater in Salt Lake, the Salt Lake City Airport Redevelopment, and Mountain America Credit Union HQ in Sandy. Current projects include the North Capitol Building in Salt Lake and the new Salt Lake Bee's Stadium in South Jordan.

"As I look at our projects, every job brings a flood of memories—the challenges, the difficulties," said Jackson. "Our goal is to make the difficult look easy." Projects like the high-rises and City Creek Center pay dividends in helping attract the best and brightest in the exterior facade industry.

"When recruiting, I take people through City Creek, a highly engineered, sophisticated project with glass, motorized doors, the bridge, the cable inlet walls. It helps them see our impact. It's fun for me," said Jackson.

Steel Encounters has excelled in the fabrication and installation of all-glass curtain wall exterior systems in the past 15 years, including 95 State in Salt lake City and the Nu Skin Innovation Center in Provo. Crews utilize specialized equipment with huge suction cups to lift huge pieces into place. (All photos courtesy Steel Encounters, except where indicated)

Multiple Divisions, Fabrication Shop Spur Diversity, Broad Market Reach

Steel Encounters added offices in Seattle (in 2004) and Boise (in 2024) to extend the reach of the Architectural and Structural Divisions. The Special Projects department was added in 2015. Each division has an array of in-house engineering, fabrication, logistics, quality assurance, safety, and project management specialists.

The Architectural Division creates beautiful building envelopes, including dazzling glass curtain walls, durable cladding systems, storefronts, and operable glass partitions, among other exterior finishes.

The Structural Division provides steel joist and deck materials throughout the U.S. and has a reputation for helping clients streamline projects. With an average of more than 600 commercial construction projects completed annually, it is well-versed in efficiently delivering the highest-quality products and services.

The Special Projects team focuses on unique specialty projects, including luxury residential homes, houses of worship, temples, tenant improvements, and post-construction services and maintenance. In addition, Steel Encounters' fabrication shop has been a major success since it opened at the end of 2014, with employees immediately showing off their chops by fabricating the curtain wall system for 111 Main in downtown Salt Lake.

Leadership Transition;ESOP Aims to Optimize Employee Wealth

Peterson retired in 2015, and Field followed in 2019, leading to Steel Encounters' third generation of leadership, including Jackson, Pam Foote, Peter Hatton, Derek Losee, Shauna Christofferson, and Dan Tibbitts. Each contributed mightily to the firm's progress from 2020-2024.

Last year, Hardy was installed as President/COO, while Jackson retained the role of Chairman/CEO. In addition, Michael Rudge was named CFO in 2020, and Brian Tlustosch became Executive VP of the Structural Division this year.

Steel Encounters began its ESOP (Employee Stock Ownership Plan) journey in 2015 and became 100% employee-owned in 2023. Jackson is particularly excited about this program, as it gives each of SE's 250 employees more "skin in the game" and an opportunity to accumulate greater wealth and prosperity during their careers. It also benefits the firm via increased loyalty and employee incentives to maximize quality and productivity.

"[ESOP] helps us generate employee wealth," said Jackson. "As you can tell, I'm excited about our people. Our employees work hard because they love the company they own."

Jackson sets the standard for establishing a forward-thinking culture with positive encouragement and praise when a job is done well. The firm emphasizes employee growth and happiness and rolls out the red carpet for new hires with their name on the door, a swag bag, a laptop, and business cards ready to go on day one.

"What that all says to a new hire is, 'We've been expecting you, and we're looking forward to working with you', "said Jackson.

"I love visiting the fabrication facility and seeing our craftworkers. The sounds of the shop and visiting with the employees make me happy," said Jackson. “My other happy place is at the job sites—the field and shop guys are my jam. My early career as a glazier created a bond between us. I am proud of them. It's going to be hard for me to retire."

"I've never worked with anybody that is so engaged with not just the success, but making sure people are safe—that's what makes Tom a good leader," said Hardy. "Tom has a CEO mindset—he's always looking at the big picture on how to make Steel Encounters, our employees, and our customers successful."

Hardy also echoed the company's focus on employees and a culture that fosters loyalty, hard work, and a genuine appreciation for co-workers.

"It's more than just a job—you spend so much time together, it's like a work family," he added. "You can't do that without a culture that makes people want to come to work."

Steel Encounters Significant Projects

Year Project Location

1997 The Gateway Tower Salt Lake City

1998 Rice-Eccles Stadium University of Utah

2000 Larry H. Miller Corp. HQ Sandy

2007 Intermountain Med. Center Murray

2009 222 Main Salt Lake City

2012 Adobe Corporate Campus Lehi

2015 111 Main Salt Lake City

2023 95 South State Salt Lake City

2023 Hyatt Regency Hotel Salt Lake City

2024 The Worthington Salt Lake City

2024 Astra Tower Salt Lake City

2025 Salt Lake Bees Stadium South Jordan

Economists Remain Optimistic about Utah

Fri, 28 Feb 2025 16:58:35 GMT

Beehive State remains a top-five state nationwide for population growth and employment growth, with prognosticators anticipating another solid year of economic activity in the A/E/C and real estate markets in 2025.
By Milt Harrison

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

Fri, 28 Feb 2025 16:53:29 GMT

Major upgrades to the City Creek Water Treatment Plant will be delivered in 2027— the result of major collaborative efforts incorporating state-of-the-art engineering and construction solutions in the Salt Lake Foothills.
By Taylor Larsen

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.

Upgrading from Old to New

Design partnered with Haskell in construction to deliver a treatment facility water users can depend on.

Steve Brenchley, Managing Engineer for Brown and Caldwell, said future solutions needed to juggle current operations with ongoing design and construction to keep taps operable and water flow to residents unimpeded.

“Commissioning the modifications to the existing facility while working to finalize the design for the new treatment plant required an all-hands-on-deck approach,” he said.

One pair of hands came from Brown and Caldwell Design Lead Engineer Adam Jones, who envisioned converting two of the existing four filtration basins to flocculation basins. There, giant paddles rotate to push sediment and other coagulated particles together for easier removal before cleaner water goes toward the next stage of the filtration process.

New construction would need to be integrated, too, evolving as the owner, contractor, and engineer collaborated during value engineering sessions.

Keeping Water Moving

“The [temporary] facility is a bit of a sunk cost,” said Jones. But don’t let the sunk cost fallacy fool you. The team allocated resources to the tune of $5 million to keep a temporary facility operational to save $11 million on the future facility by making it more constructible and shaving months off the construction schedule.

Call it a tribute to the pioneer value of thrift, or call it cost savings, the project team reused materials from the old building and kept temporary facility costs low. John Hamilton, Haskell Sr. Project Manager, said that they reused the flocculators, making them longer to keep the flow moving and particulates out. They also reused piping, basins, and other elements of the existing plant to minimize costs.

The SLCDPU operations team joined in the collaborative effort, striking gold with a brilliant bypass pumping plan that allowed them to run the existing plant as usual while Haskell started up and tested the new system.

“This required extensive collaboration including with the Utah Division of Drinking Water (DDW),” said Brenchley. “The DDW became a key member of our team and worked with us to approve our unique and creative solutions.”

Delivery Method Adds Collaborative Spark

Those on the project team said the delivery method has been critical in moving the three-phase project forward.

“When you work with a team this large you need to be open to new ideas,” said Brenchley. “Our team needed to be open-minded in the midst of tough questions and embrace the best solution regardless of how or where it came from.”

As Haskell came aboard in 2023, their team recommended significant changes to the facility layout, construction schedule optimization, and real-world pricing integration.

Instead of a facility capable of 16 million gallons per day (MGD), the project team looked to the minimum size needed to reach peak demand—selecting a facility capable of 4MGD of direct filtration. The design would work within the existing facility footprint and incorporate plate settlers to significantly reduce the size of the sedimentation basins needed in the treatment process.

Brown and Caldwell completed a three-month pilot study to prove that their advanced filter media design could provide high-quality drinking water at higher filtration rates. The pilot showed superb performance and got the go-ahead from DDW for the high-rate process and the associated cost savings.

Other facility and area features will include:

Air scour filter wash system to help better clean the filters and provide longer filter run times, with less filter downtime .
Post-filtration disinfection contact basin to perform more of its required disinfection on the filtered water instead of raw water.
Dark sky-compliant lighting to reduce the visual impact on the canyon and recreationists.
Improved seismic, landslide, and flood resilience to eliminate or reduce damage and disruptions during disasters.
Constant head backwash system to improve resiliency by eliminating the need for the existing backwash tank.
Stream channel and bank restoration to better manage flash flooding and restore the stream bank.

“This is where collaborative delivery really shined,” said Jeremy McVey, Director for Haskell’s Project Development Water team. “There were so many problems to solve, but with the right people in the room—owner and operators, engineer, and contractor—we overcame all of them.”

Partnering workshops, Hamilton said, had the project team working with the owner and the facilitator to bring up issues and resolve them.

Brenchley said a standing 8 AM daily meeting helped to improve communication between overseeing engineers and the site superintendent.

“It’s not Festivus where we’re just airing our grievances,” he laughed, "but it helps us to communicate better.”

Jones said that going from RFI’s to response is always a challenge in the best of times. “It can feel like we’re talking past each other and missing things,” he said. “So, we talked about certain RFIs that needed to be a phone call.”

Logistical Challenges

Teamwork makes the dream work, but it’s still a dream until plans go into practice.

One challenge comes from the area, namely City Creek Canyon’s active recreation site in the Salt Lake foothills. Haskell planned to build on weekdays and keep recreation open on weekends and holidays. McVey said the public engagement team has worked diligently to keep the public aware of what’s going on up the road, restricting access to the site on weekdays so thousands of concrete and delivery truck journeys could go unimpeded.

Keeping the nature-loving public safe was one part, but what about the 100 craft workers on site? Haskell created a plan to provide workers with lunch each day to minimize travel. To prepare for quick evacuation in the event of an accident or wildfire that could block access to the road, McVey said the Haskell team is in constant collaboration with the Sheriff’s Office and EMS providers to ensure a helicopter is on stand-by whenever workers are on site. Other work with the city has continued to meet permitting requirements, coordinating police and fire department, public engagement, and traffic control planning on Bonneville Blvd.

Going above and beyond to strategize and implement the schedule is a continuous team effort, according to McVey. It starts with constant monitoring and adjusting to the dewatering system in place—no small feat when considering the massive watershed. Staging and transportation planning, snow plowing, and more have been critical, too. All of it has gone to move past the first phase of getting the temporary facility up and running and decommissioning the old facility.

Compliance and Funding

Another key feature of this project is funding through a FEMA-funded Building Resilient Infrastructure and Communities (BRIC) Grant that aligned with the Buy American Build American Act passed in late 2021. That gave the project $36 million for the second phase to demolish, shore, erect a tower crane, and perform structural excavation.

Haskell has delivered a plan for the city to remain fully compliant with federal funding provisions. Federally mandated wages are a boon to workers, and the logistics of complying with job classification requirements and procuring domestic materials and products to meet the 36-month construction deadline have the Haskell team in their problem-solving element.

McVey noted that construction is still in the early stages but greatly assisted by project phasing.

“[Phasing] allowed the construction team to move forward while the final design progressed,” he said. Phase 2, McVey continued, is in the final stages and should be wrapped up in February 2025 before the final phase, the BRIC Balance of Plant, finishes the remaining work.

New Facility Emerges

T he new facility is designed to be a disaster-hardened operation capable of an immediate return to service in the event of a 2,475-year earthquake, 100-year wind event, or 500-year flood event—one designed to stay operational for the next half century and minimize imposed risks.

Design, construction, and engagement have been a team effort where everyone rowed their metaphorical flocculation paddles in the same direction.

The new project is currently under excavation to be 10 feet deeper than it was previously to be a best-in-class gravity-fed plant that McVey said will use modern equipment and processes to deliver operational savings through improved energy and chemical efficiencies.

The new flocculation basins, sedimentation basins, and filtering operations will move inside a single building to provide a more operator-friendly facility whose resiliency will keep it operational in the face of significant flooding, windstorms, and earthquakes when construction finishes in 2027.

It’s hard to say what those early pioneers would think of all this work going on three miles up City Creek Canyon. But it’s easy to envision their joy seeing the same collaborative spirit and forward-thinking legacy in design and construction extend nearly 180 years since their work began.

AGC of Utah 2025 Convention

Fri, 28 Feb 2025 16:42:06 GMT

Whitaker Construction President Brett Nielsen Takes Over as AGC of Utah Chairman;, is in line to become the first Utahn to serve as AGC of America Chair in 2030; former Chair Mike Kurz of Staker Parson presented with Ryberg Award.

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.

Kurz Earns Ryberg Award

Michael Kurz, former President of Utah/Arizona for Ogden-based Staker Parson Companies and 2017 AGC of Utah Chairman, was presented with the Eric C. Ryberg Award for his lifetime contributions to the industry.

"We deal with problems every single day and with every problem comes an opportunity," said Kurz in his video tribute highlighting his 40-plus-year career. "Those challenges are really what identify us and move us forward. The exciting thing about the construction industry is it becomes very inclusive; we're open to listening to people. We never know when the next great idea is coming from and those are just wonderful things for the development of people."

Kurz said he entered the construction industry by chance via a friend, starting out with Staker Paving in the early 1980s as a laborer. Having grown up on a farm, he learned the value of hard work from his parents, which set the tone for his career.

"There was nothing given to us, ever," said Kurz, who said he entertained several career options before realizing he simply loved working in construction, remarking that the industry allows a person to see what they've accomplished every day.

He praised his family for their support and patience as he worked long hours, often times out of town on remote jobs. He gradually progressed within the company, saying that progress often comes via learning from the mistakes you make along the way. He's impressed with how much the industry has grown in recent years via technology, including the automation of various processes and procedures, and said he worked on more projects than he can count, including the Utah State Capitol Restoration, the Salt Lake Temple Restoration, and the West Davis Corridor highway project.

"When I think about the contracting community, it is a really, almost a family feeling, as we've all grown together and worked together," said Kurz. "I've seen so much growth over the years, it's just been a fabulous journey for me."

"I'm thrilled that Mike has been recognized with the prestigious Eric C. Ryberg Award from AGC of Utah," said Scott Parson, President, CRH Americas Materials and 2023 AGC of Utah Chair. "Mike represents the very best of the construction industry and embodies AGC's values of skill, integrity and responsibility. While Mike has helped build a legacy of projects across Utah that benefit Utahns every single day, his most enduring and impactful legacy is his family both at home and across Staker Parson Materials & Construction. We are knitted together as a "family of families" because of Mike's stellar leadership."

Building CLC a Top

Priority in 2025

Nielsen has made it no secret that strengthening the Construction Leadership Committee is at the top of his agenda. In 2022, AGC of Utah joined nearly half of the 88 AGC of America chapters in forming local CLC chapters. The CLC was established to fulfill the need to cultivate the next generation of leaders in the construction industry as well as introducing these future leaders to AGC both at the chapter and national levels. CLC creates a conduit for participants to network, exchange ideas about their careers, the industry, serve local communities, and continue their education for both their professional development and leadership skills.

"I am passionate about growing the leadership and talent of our industry, and I will be working with our chapter’s President/CEO Joey Gilbert and Director of Communications and Member Engagement Parker Davis to advance our chapter’s CLC activation," he added. Sage Thorpe of Whitaker Construction was named Chairman of AGC of Utah’s CLC and will begin holding committee meetings in March.

2025 Convention Shows

Appetite to Meet and

Network Remains Strong

AGC executive staff made a conscious decision five years ago to streamline the annual convention, which has been well-received by member firms. Each of the main events were packed, a testament to a strong overall program (with tons of top shelf raffle prizes), and the industry's desire to get together, mingle, and talk shop.

"The changes that have been made the past few years have been exciting, with the energy of the convention being off the charts," said Joey Gilbert, AGC of Utah President/CEO. "We had an incredible turnout, with members from all sectors of the industry coming together to share ideas, discuss challenges, and celebrate successes."

Gilbert continued: "The variety of sessions this year was a game-changer, offering fresh, actionable insights on everything from cutting-edge technology such as AI to company emergency preparedness. What really stood out was the sense of unity—there's a genuine excitement about the direction our industry is headed, and AGC is eager to be part of shaping it."

AGC Awards Breakfast

Recognizes Projects, People

The AGC of Utah convention kicked off January 23 with a prestigious awards breakfast honoring the recipients of the chapter's Annual Awards. This year, 39 awards were presented, recognizing excellence across various project categories and individual contributions to the industry.

Major project awards included: Building Project of the Year to Salt Lake-based Jacobsen Construction for the Primary Children's Hospital Larry H. & Gail Miller Family Campus in Lehi; Transportation/Utility Infrastructure Project of the Year to Lehi-based Gerber Construction for the CWP—North Shore Terminal Reservoir Phase II.

Firm honors were given to Salt Lake-based MHTN Architects as Outstanding Architect of the Year; Midvale-based Michael Baker International earned Consultant/Engineering Firm of the Year; Metropolitan Water District of Salt Lake & Sandy was tabbed as Owner of the Year.

Day two of the convention (January 24) was packed with insightful sessions and opportunities for professional growth. A Service/Supplier Expo showcasing new industry products and innovations was followed by a Kick-Off Breakfast featuring keynote speaker James Spellos, a recognized expert in artificial intelligence (AI) and technology trends.

Attendees then had the opportunity to participate in multiple breakout sessions, covering topics such as: AI's Top 40–Navigating the New Wave Of Business Tools (James Spellos); Achievement Now–Elevate Your Success! (Tyler Enslin); Adapt Your Leadership to Changing Environments (Spencer Horn); Mental Health Crisis in Construction (James P. Smith of BYU's Civil and Construction Engineering department); The Brand Blueprint: Crafting a Cohesive Identity (Julie Warnick); Emergency Preparedness (Be Ready Utah).

The AGC Membership Luncheon featured an engaging presentation by Tyler Enslin on Mastering Your Memory, equipping attendees with practical techniques to enhance focus, recall names, and improve professional performance.

The convention's closing Installation Banquet, with the theme Mission: ImPossible , celebrated AGC of Utah's 103-year legacy with an exciting night of networking, recognition, and a shared vision for the future, with Opheikens passing the "AGC Hammer" to Nielsen, marking the beginning of his term as Chairman of the Board.

As the association looks forward to another year of progress and innovation, the insights and connections gained at this year's convention will help contribute to the continued success of Utah's construction sector.

One for the Ages

Fri, 28 Feb 2025 16:40:31 GMT

Transforming the historic Union Pacific Depot building into a world-class hospitality project required an innovative design and yeoman-like efforts of the entire design and construction team to create a truly timeless hotel.
B y Brad Fullmer

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Every so often a project comes along that defies logic, particularly in the adaptive reuse of historic buildings. The stunning transformation of the renowned Union Pacific Depot in downtown Salt Lake City into the new Asher Adams Hotel is indeed such a project.

Originally designed by noted American architect Daniel James "D.J." Paterson and constructed from 1905-1908, the Union Pacific Railroad Depot was a huge economic boon to Utah's early growth at the dawn of the 20th Century, providing economic prosperity and serving as a vital link for travelers and goods between Salt Lake City and Los Angeles and giving Utah's capital a truly historic milestone building.

With a stately French Renaissance style, the building was retired more than a half-century ago and quickly designated a local landmark and listed on the National Register of Historic Places. The building functioned as an Amtrak station for a decade (1977-86) and served two other train lines into the 90s, but the Grand Hall was little more than an entrance to The Gateway in recent years, despite the north part of the building being converted to popular concert venue The Depot in 2006.

Designed by HKS' Salt Lake office and built by Salt Lake-based Okland Construction, the combined 188,000-SF, $85 million project includes the original historic building that faces east on 400 West, along with an eight-story addition directly adjacent to the west that serves as an exciting new exterior facade for The Gateway.

After an arduous, six-year-long development process—halted for a while due to pandemic uncertainty—Phoenix-based owners The Athens Group, in partnership with real estate firm Hatteras Sky, have a final project that rivals any new hospitality project in the Intermountain West.

HKS Principal-in-Charge and Salt Lake Office Director, Emir Tursic, was on the project from day one, beginning with conceptual design plans that started back in 2018. He is thrilled with the final outcome and believes the adaptive reuse project will quickly become one of Salt Lake's most sought-after hospitality destinations based on today's traveler being more sophisticated and inquisitive, with a real desire to learn about the places they visit.

"Today's traveling consumer is more intellectually curious—they are looking for authentic local experiences and interactions with the local community and its history," said Tursic. "When you have a building like this, that treasures so much of Utah's heritage, it tells a story in and of itself. In our hospitality [sector], we always try to create designs that have a sense of place and history."

Preserving the character of the existing three-story, 45,000-SF structure was critical, as it serves as the entrance to the hotel while ensuring compliance with a public easement that cuts through the Grand Hall. Tursic believes the public easement is an important factor in drawing the local public to the hotel and credits the development team for seeing the value of such a space.

Tursic said Kim Richards, President/CEO of The Athens Group, is passionate about historic architecture who said,, 'Don't try to design something that's going to compete with the historic building,’" Tursic recalled. "You can't build this [original depot structure] today—even if you had [unlimited] budget, you can't find the materials, you can't find the craftsman to execute this."

The hotel is named after John Asher and George Adams, legendary cartographers who drew the original railroad maps of the West. The majestic grand hall and lobby space is simply exquisite and hearkens back to an era of intricately designed public buildings that served as thriving community hubs.

The upper levels of the south wing were converted into 13 signature hotel suites—including the stylish Asher suite—while the ground level includes various spaces meant to activate the grand hall. The historic building is shrewdly complemented by a new, eight-story guest room tower located west of the existing building and offering 214 guest rooms, meeting spaces, and back-of-house support. The tower is highlighted by a dazzling penthouse suite—the Adams Suite—on the 8th floor.

Guest rooms and suites pay homage to the early 20th century with vintage decor and functional amenities, with suites including exposed brick, large picture frame windows, spacious tubs and well-lit bathrooms, brass furnishings, and a mixture of warm colors and a variety of materials and textures.

Strategic decisions and creative design solutions addressed the complexities of the site, including the existing public access easements around the building, a popular nightclub operating on-site, and preserving public access through the grand hall.

Tursic said his firm carefully studied historic hotel spaces such as the former Hotel Utah (now the Joseph Smith Memorial Building), which served for decades as a key downtown community hub for locals and visitors to the Beehive State.

"We had a goal of restoring the character and spirit of the original building, and our inspiration came from those grand hotel lobbies," said Tursic, with the Grand Hall serving as a vibrant heart of Asher Adams. Original murals, stained glass, skylights, arched windows, and decorative molding were all preserved and enhanced to reflect the station’s historical prominence, with myriad retail, restaurant, and entertainment options around and within the Grand Hall creating an optimum gathering space for guests and locals.

Leaning into New

Construction Technology

The entire historic structure was scanned using point cloud technology to preserve historic building elements and coordinate the intricate interface with the new addition. The design team used the point cloud file to maximize the preservation of the historic building and artifacts, while minimizing conflicts with new design elements. Later in construction, the point cloud file was used by the construction team to enhance clash detection between field trades.

A highly constrained site led architects to design a unique curvilinear guest room addition that maximizes usable space while respecting the scale and character of the original building. The radial form originates from a single work point located in front of the historic building that was laid out using special laser technology. This resulted in creative pie-shaped guest rooms with non-parallel walls requiring special interior finish consideration. While the guest room demising walls were radial, the closet and bathroom walls within were orthogonal, requiring close dimensional coordination and detailing during the design and construction phases. The radial organization of the new addition required special consideration by most trades, including complex installations of plumbing and mechanical system runs by Salt Lake-based Archer Mechanical.

Archer also installed an advanced drainage system, plumbing fixtures, domestic water supply lines, hydronic fan coil unit piping, multiple air handling units, and a state-of-the-art mechanical room. These systems were expertly integrated into the existing central plant infrastructure to ensure reliable operation throughout both the historic and new building.

"It certainly is one of the more complicated jobs we've done," said Tony Rickards, President/CEO of Archer, adding that his team couldn't be more proud of its overall quality of work.

From a construction standpoint, Okland Project Director Matt Cederholm said there were several significant challenges, including the radial design of the structure, preserving and working around delicate historic elements, and the various unknowns that come from restoring a historic building.

"Every renovation project presents its own challenges with the only constant being that there will be unexpected design and construction impacts that cannot be known until you encounter or discover them during demolition and reconstruction activities," said Cederholm.

Regarding the new tower and its complex rectilinear planes faceted along a curve, he said the radial design imposed challenges.

"The corridors and rooms follow the radius of the building and therefore all straight or square walls required point-to-point survey to set the layout of the building instead of standard layout methods by pulling between two gridline points,” he said. "The two structural cores were constructed with 12-inch to 18-inch thick radial walls—even the core couldn't be square."

In addition, crews placed 220 auger-cast piles with an underground, interconnected grade-beam structure to support lateral forces of the radial structural cores. Walls in the Grand Hall were built using gypsum blocks in lieu of two-by-fours and gypsum sheets.

Cederholm also pointed out that the existing historic building, while experiencing various seismic events over its nearly 120-year history, has several elevation changes. He said this posed one of the bigger challenges in terms of coordinating finishes and elevations within the rooms. Tight site conditions meant the project had one access and egress point for all major equipment used on the project.

"That presented challenges with craning operations, deliveries, concrete and pump trucks, as well as excavation activities," he said. "There wasn't any room to turn around, so trucks and equipment had to pull in and back out."

The Grand Hall was transformed into one of the most exquisite hotel lobbies one could imagine. The west side entrance (pictured) is an exceptional plaza space with a rich, warm wood ceiling and rectangular pillars. Guest rooms are quant and stylish, while top-shelf amenities include a modern gym, hip food and beverage options, along with easy access to mass transit. (interior photos courtesy Okland Construction, by Scot Zimmerman Photography; west side exterior entrance courtesy HKS, by Alan Blakely Architectural Photography)

Top Shelf Amenities;

Timeless Charm

Dining options at Asher Adams include Rouser, a New American-themed restaurant with an open kitchen on the ground floor; No. 119, a whiskey-focused bar on the third floor off the Grand Hall that offers a gorgeous view of the South Temple corridor (Tursic's favorite street in SLC) and the Delta Center to the east; and the Bar at Asher Adams, inspired by the opulence of classic train travel. Additionally, Café Counterpart offers a casual option for coffee and market items.

"I couldn't be happier," gushed Niels Vuijsters, General Manager of Asher Adams and a long-time veteran of the hospitality industry. "The architecture and design of this building drew me to the project. I think the use of the historical aspects and blending them with new, modern aspects is what really has brought success to this property."

Despite being in a market with a lot of other Marriott hotel properties, he said, Asher Adams is part of the hotel magnate's Autograph Collection and offers a different feel and vibe based on its fascinating history.

"There are stories we have to tell, not just the architectural features—it's the Union Pacific train history and the people in the murals and the stained-glass windows," Vuijsters said. "The naming of all our spaces and how that ties it all together—that’s what makes this place even more special. We're living and breathing [the design] through our services."

Beyond the historic space, Vuijsters said the new tower and office spaces are also far beyond standard hotel options. Tursic asked Vuijsters what he thought about the main employee workspace—a term he said he recently coined as "heart of the house" vs. back of the house, and the response was overwhelmingly positive.

"[Touring this space] was part of our hiring process," said Vuijsters. "I did so many tours through it, not just with prospective clients but with prospective employees and team members, and I articulated to them that this is going to be your future office, and they were [impressed] with the floor-to-ceiling windows. It was a huge selling point. [Often] in hospitality, you end up in a basement or stuck in some nook and cranny. Here, we have very aesthetic spaces for both front and back of houses."

"Owners are recognizing how important it is, especially since the pandemic, to attract and retain good talent in this industry," added Tursic, emphasizing the need for vibrant employee workspaces.

This high-end hotel also illustrates downtown Salt Lake’s recent growth in the hospitality market, with the Hyatt Regency Salt Lake City and the dual Marriott branded Le Meridien and Element hotels opening in 2022 and 2023 respectively.

Asher Adams

Owner: The Athens Group

Architect: HKS Architects

General Contractor: Okland Construction

Civil Engineer: Great Basin Engineering

Electrical & Mechanical Engineer: BLUM Consulting Engineers

Structural Engineer: Reaveley Engineers

Interior Design: JNS Architecture + Interior Design

Landscape Design: MGB+A Studio

Geotech: Gordon Geotechnical Engineering

Concrete: Okland Construction

Plumbing & HVAC: Archer Mechanical

Electrical: Taylor Electric

Masonry: Nicolson Construction

Tile/Stone: MetroSurfaces

Glass/Curtain Wall: Steel Encounters

Steel: GEM Buildings, American Steel Erectors

Other Specialty Contractors: A-Core Concrete Specialists, Intermountain Plantings, CSI, Utah Tile & Roofing, Waterproofing West, DFS Flooring, Final Touch, CSI Drywall

At Home in the Mountain Modern

Fri, 28 Feb 2025 16:28:44 GMT

Unique amenities supporting Class A residential interiors make Camber’s mountain modern vibe a special offering amongst Salt Lake’s growing luxury housing market.
By Taylor Larsen

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.

(Left) Breaking up massing on Camber’s main structure was critical in making the main structure more approachable and deliver on the project’s neighborhood vibe. That structure’s interior courtyard (right) is a welcome amenity resulting from stellar design and construction work. The landscaping package prioritized sitting areas and mature greenery for a welcoming outdoor space. (all photos courtesy Zwick Construction)

Creating a Neighborhood

Camber was tasked with meeting Salt Lake City goals to link 490 West—which runs to the west of nearby 4th West Apartments and Hardware Apartments—from 300 North to 400 North. Doing so would fill the gap in the grid and relieve neighborhood traffic along the 400 West corridor just east of the property.

In addition to providing better street mobility, the project team was tasked with creating a neighborhood unto itself with Camber. The property would stand out in an area that has evolved from an industrial area to one committed to luxury residences and high-end amenities for Salt Lake’s expanding urban footprint.

“With these old warehouses,” began Sam Stribling, “there are a lot of solid, impenetrable blocks of buildings.” Where Camber now sits was once an ice distributor with other industrial block-style buildings nearby.

Stribling, Architect with GFF Architects, spoke to how meeting those community demands would reach beyond one complex on Camber’s 4.88-acre site. The project would break up “impenetrable blocks” by building an additional 28 townhome units across five townhome buildings, with the main eight-story, 394-unit complex rounding out the residential mix. Each of the structures would directly address the new road and the city’s building code, said the architect, and give the project a neighborhood feel.

The project team looked to make a contextual fit for the eight story apartment complex. Stribling detailed how the main building is broken up into multiple volumes that follow the curvature of the new road to give the area a more approachable feel at a pedestrian level. The west podium facade’s deep building setbacks give the visual dynamics to, as Stribling put it, “feel like three separate buildings.”

The grade level of all structures features an elevated, covered stoop unit entry with a board-formed concrete guard wall, allowing easy access to the street and sidewalk. The street feels connected and safe with patios, stoops, the visual accessibility of ground-floor glazing, and landscaping to add to the urban beauty.

Building the Community

As construction began, Zwick Superintendent Rob Welling said constructing the new road cut off critical access to the main building. Coordinating between concrete and framing crews was essential, while patience and strategic input was required from the excavation team to keep the project accessible.

Delivering the first units within the project's 30-month timeframe was a challenge. The site’s long, north-south orientation is bounded to the west by train tracks and to the east by existing warehouse buildings. Welling and the Zwick team utilized two staging areas to keep materials and trade partners equipped and agile. The construction team worked extended hours all seven days of the week, with additional teammates brought in from trade partner RAM Exteriors to reach the finish line in time.

The seven-floor parking garage was the superstructure and starting point for the main complex. As they finished the third floor of the parking structure, construction on the PT decks commenced for the multifamily portion, with a tower crane providing the mobility to get materials to the right spot. The building was planned to be a phased delivery, where floors one and two would be turned over before the construction team moved to floors three through seven.

Sleek features are present in the interior amenity spaces, with high-end finishes and furniture in the mail room (left) on the ground floor, as well as the spacious and well-lit rooftop gym (right).

Materials Bring Rugged, Modern Aesthetic

The project team chose exterior materials that combined aesthetic qualities and durability. Much like the choice to create a trio of building massing, material distribution broke the project into base, middle, and top.

The base podium level includes flush-seam metal panel, dark brick, and fiber cement siding with variably spaced horizontal battens at the patios and balconies resulting in warm and tactile street level materials. Glass in the residential windows and storefront at the ground-level amenities keep visibility on the street while showcasing the amenities to residents and passing traffic.

The middle floors continue the board-and-batten fiber cement board and add wood-tone siding and three-coat Portland-cement stucco. The top stucco and metal parapet band ties each volume together horizontally as the vertical metal panel sections provide a cohesive aesthetic extending upward.

The materiality extends throughout the podium to create 360-degree architecture. The townhomes feature similar materiality, including a gray brick base, board-and-batten siding, and asphalt shingle-sloped roofing for individualized residential character.

As construction finished around the interior courtyard, the construction team cleared out the scaffolding from the exteriors and craned in three 20-ft tall London Plane trees to get moving on one of Camber’s many amenities.

Amenities Bring the Allure

Stribling said the programming of Camber meant to give people lots to do and many areas to enjoy, starting with the interior courtyard encompassed on three sides by residences with the parking structure giving it the fourth wall.

Welling was quick to compliment ownership for committed major resources to their landscaping package.

“The landscape package was huge, and not just large, but dense,” he said of the matured trees, bushes, and plantings that adorn the interior courtyard.

Ensuring the width and length in the courtyard was key to building something beyond a light well while also delivering a true outdoor gathering space for Camber residents to enjoy.

Ground floor amenities include multifamily mainstays like the package lockers and mail room, EV charging stations, three dog parks, and a pickleball court between the townhomes and main building.

Geoffrey Palmer, Principal with owner/developer Endeavor Real Estate Group, said ownership sought to bring unique, mountain modern enhancements like a spacious bike storage locker and tool rack, as well as ski lockers with heated boot dryers and workbench that make up the southwest corner of the building.

“That space is typically a leasing office,” he said, “but we wanted to create a really convenient get-in, get-out experience for outdoor enthusiasts.”

Building amenities continue toward the eighth-floor amenity deck. There is indoor/outdoor co-working space for the studious and a 4,000-SF gym with the free weights, machines, and more for the active—with stellar views out to the capitol from massive floor to ceiling windows. The indoor portion even includes a golf simulator, two-lane bowling alley, arcade machines, and table shuffleboard for those looking to unwind.

Semi revolving doors take residents and guests out to the unparalleled outdoor spaces where the pool and Jumbotron star. There was a synergy, said Welling, between the different landscape and specialty contractors at work on the amenity deck to pull off the spectacle. The Jumbotron video screen, pool, and in-water loungers are all as eye-catching as they are relaxing, but the landscaping and flow keep the party-like feel of the area grounded, too.

“Landscaping is such a huge part of the residential experience,” Palmer said. “We want you to feel like you’re in a resort’s nature preserve when you’re on the rooftop deck, not a concrete jungle.”

Stribling credited landscape architects Kimley-Horn for helping to situate the outdoor programming elements, where the dedication given to the ground floor courtyard is matched eight floors above. Their thorough research and advocacy in design resulted in an emphasis in both mountain and downtown vantage points along two axes. Residents can pass up through the eight floors and experience tremendous views of Salt Lake’s blossoming downtown as well as the nature that has served to root so many people to Utah’s capital city.

Material Comforts and More

Multifamily offerings promise much in attraction and interest, but it all builds toward comfort. Camber’s essence is one of comfort, something emphasized repeatedly by the labor undergone to build something comfortable so near the noisiest of neighbors—freight and passenger trains.

Extensive coordination work with the Federal Railroad Administration, Union Pacific, UTA, and others was challenging, but moved the project forward to prepare the site for design and construction expertise to shine.

“We worked with the acoustical consultant and [civil] engineer to ensure that people may know that the train is coming,” Stribling said.

Those two parties measured exactly how much noise was being generated by nearby rail users, and then accommodated design for the architectural team to flourish. They found a solution to constructing buildings over a layered gravel pit.

Privacy was a big charge, Stribling said, with special attention paid to sound attenuation from the partition wall, colloquially known as “party walls” that needed to keep the “party” from spreading into adjacent units.

Comfort and relaxation extended into the interior, even as designers worked within a wide range of unit styles. Stribling said, “We wanted to ensure that each of the units feel like an individual home.”

Palmer said Endeavor’s efforts to bring Class A finishes meant attention to detail at every step of the project. The individual residences are bright, with laminated veneer tiles and white tile backsplashes in the kitchens and bathrooms adding quality touches. Subtle differences like backlit mirrors and forgoing the tub/shower “shub” in favor of separating also elevate the residential experience.

Camber delivers on its promise to create a neighborhood and housing that are comfortable and community-oriented. Building up modern residences and amenities via rugged materials within a varied urban context defines mountain modern, and creates a shining example of this style within Salt Lake’s multi-family offering.

Owner/Developer: Endeavor Real Estate Group

Design Team

Architect: GFF Architects

Civil: Kimley-Horn

Electrical: Hunt Electric

Mechanical: CCI Mechanical, Deseret Mechanical

Structural: McNeil Engineering

Geotechnical: Terracon

Interior Design: Ellie Aiello Interiors

Furniture: OFS Interiors

Landscape: Kimley-Horn

Construction Team

General Contractor: Zwick Construction

Plumbing/HVAC: CCI Mechanical

Electrical: Hunt Electric

Concrete: Six Star Management, Suntec

Steel Fabrication/Erection: Rightway Steel

Glazing: Capitol Glazing

Masonry: RAM Exteriors

Drywall/Acoustics: K&K Drywall

Painting: Final Touch Painting

Tile/Stone: Smith Stone Cabinets & Tiles

Carpentry: Sunpro

Flooring: Design Team

Roofing: Rooftek

Waterproofing: C & R Coatings

Excavation: Jones Excavating

Landscaping: Sinc Constructors

Towering Construction Adds to Glistening Skyline

Fri, 28 Feb 2025 16:26:07 GMT

The Worthington emerged from the highest level of planning and coordination to add an amenity-rich and comfortable residential tower to Salt Lake’s downtown core.
By Taylor Larsen

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.

The Worthington rises up 31 stories (left) with reflective glass and copper colored metal paneling giving it a glistening appearance. The mid-level pool amenity deck contains a heated pool with heated walkways (right) along with stellar views across the skyline. (photos courtesy Layton Construction except where indicated)

Sequencing Success

The partnership and collaboration extended to the construction team, too. Meticulous planning, long hours, night work, and more coalesced for craftspeople to thrive. Millward complimented the work in sequencing that went toward delivering the luxury promised in design.

“All of our trade partners, and they are partners in this,” Millward paused. “We lose without them.”

One of those trade partners, Springville-based plumbing contractor UMC Inc., spent considerable time working kinks out of the proverbial pipes in design and prefabrication beforehand.

Nick Ovard, UMC Project Executive, said that differences across each floor, especially as systems would extend up the high-rise, provided plenty of challenges to conquer in preconstruction.

One, in particular, arrived as the tower footprint shrinks on the 12th floor.

“The challenge of putting the pool and common in the middle portion of the building was that we had to arrange the drainage, waste, and ventilation system (DWV),” he said. Their stacks serviced levels up to 11 and then offset to many different areas to get around common and pool areas on level 12 to still service the floors above. The UMC VDC team proved critical, drawing up plans and working with other trades to ensure clash-free assembly and schedule adherence to quickly install plumbing on each floor.

“Scheduling was huge for us,” he said. "We like to plan our work and work our plan.”

That plan included a kitting process for all DWV and water material, where the plumbing team boxed the appropriate fittings for each system ahead of time in boxes with corresponding unit numbers. UMC coordinated with the supplier and general contractor to deliver one full floor at a time and disperse material into the units for a quick, clean build that helped to push the schedule forward.

Construction Finishes to Accentuate Luxury

Dedication from specialty contractors to build out the design delivers splendor at every level. As Millward explained in a tour around the site, “Flat buildings are boring.” The Worthington, anything but, incorporated slight bump-outs in the copper paneling to create a splash of depth and an extra pinch of visual intrigue to go along with balconies and glazing visible across the 31-floor structure.

James Michaels, SCB Associate Principal, said the glass and metal façade was designed to create a contemporary, vertical expression that adds to Salt Lake City’s evolving skyline. Those materials, with additional brick elements, “center the building at the street level, making it feel tactile and inviting.”

“Our designs are intended to integrate with the surrounding environment,” Michaels said, noting how SCB, much like Convexity, pulls from a deep well of understanding to successfully deliver high-rise living to emerging markets. “Our team prioritized an active streetscape with ground-floor retail, wide sidewalks, and landscaping elements that promote approachability around the tower. A visually articulated base, with warm lighting and human-scaled details like canopies and material changes, creates a welcoming atmosphere.”

Interiors match that dedication to a welcoming environment. Minton explained that unit interiors include full-size washers and dryers, slow-close drawers, smart home systems, in-unit and community wi-fi, a cable raceway for mounted TVs, and are designed to allow for king-size mattresses in bedrooms. Artwork in lobbies and amenity areas was fully custom to the project.

“Hallways include a lighted sconce by each unit—it’s a much more elevated look and feel,” Minton said, “that makes it feel like a home.”

An inviting color palette and classy furniture and finishes make every level of The Worthington a must-see. The ground floor lobby (left) gives a stellar first impression, while the 12th-floor relaxation room and its soothing water feature (right) continue the high-rise’s luxury theme.

Amenities Get Grand

Home comforts include a plethora of amenities that start with a scenic ground-floor lobby. Millward said dedicated crews from finishing trade partners achieved the high-touch finishes in the tile, modern chandeliers, and floor-to-ceiling glass, creating a comfortable palette that frames the picturesque furniture and finishes.

Two sets of outdoor spaces provide a breath of fresh air and thread the needle between privacy and community. The fifth floor is the starting point with multiple seating areas and fire pits adjacent to a turf field—all set to remove snowmelt and rain via an integrated drainage system.

The 12th floor requires a double take; maybe its own article. Minton said the amenity deck is designed to be cohesive and intuitive, flowing from various rooms across two programs.

On the health and wellness side, the gym looks out westward into a phenomenal panorama of downtown. The space’s rubber floors, 3.5 inches thick, are ready for a pounding from nearby free weights while keeping the action and noise from passing to residents below. Just outside the gym is a studio space for yoga, barre, spin classes, and more.

The relaxation area that connects gym spaces to the wet and dry saunas is resort-like. The gentle bubbling from the water feature inside provided a nice reminder for this writer to enjoy the little things.

As residents travel outside to the pool deck, heated concrete paths surrounding the pool and hot tub keep walkways ice-free and cozy for even a winter dip. Programming didn’t forget about the summer, especially with nearby grills and seating areas. There is even space off the the pool where dozens of reclinable chairs sit ready for residents to catch some rays or some z’s.

Back inside, multiple seating areas and kitchen utilities are well-placed to fill in a massive gathering space in the second programming element. The area can run the gamut from community parties to dinner dates and everything in between. A few steps past a threshold, and it is down to business in private offices and coworking spaces full of natural light.

Michaels added the high-end finishes, tall-height lobby space, and seamless transitions between amenity areas inside all reflect SCB’s hospitality-driven design approach for The Worthington.

“Attention to detail on those items makes all the difference when you live there,” said Minton. Meticulous planning, careful coordination, and a commitment to collaboration from every project team member—all executed at the highest level—make for a stellar high-rise.

Indeed, attention to detail makes all the difference.

UC+D Most Outstanding Projects of 2024

utahcdmag1@gmail.com (LADD MARSHALL) — Wed, 01 Jan 2025 05:28:31 GMT

Dynamic Electrical

Fri, 01 Nov 2024 20:18:25 GMT

Electrical contractors report a competitive market for not just people and innovation, but for the energy to power Utah’s future.
By Taylor Larsen

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.

Prefabrication Provides an Answer

All of those interviewed said prefabrication is critical to push necessary labor in a different way to reduce install times and on-site labor needs—and win market share in such a competitive field.

For Nate Wickizer, President of Cache Valley Electric, schedules are tighter than ever, making safety an even more critical component of electrical contracting, one where prefabrication provides the answer.

“VDC and prefabrication are necessary to be successful in this type of environment,” Wickizer said. "Incorporating them into our projects isn’t just a value-add proposition anymore—they’re absolutely integral to the process.”

Goodrich agreed, saying the goal is to increase the safety component of the work by getting the hours off the job site.

"We don’t want our electricians assembling light boxes and working out complicated conduit bends while navigating the hustle and bustle of an active job site,” he said. Instead, “the Foreman can plan, draw the layout, and analyze it with BIM for clash detection with the requisite boxes, sizes, and number of wires.”

The result? Teams who utilize prefabrication put in additional planning work to save on installation time and costs because the prefabrication warehouse delivers the requisite parts to the job site, ready to be installed. These efforts save their team members from the uncertainties of an active job site and give apprentices the experience they need under a more watchful eye, quick to guide them to best practices and journeyman status.

“It’s a win, win, win,” said Goodrich. All these victories in safety, schedule, logistics, and job site cleanup have been a boon to their relationships with general contractors and the project team.

For Hoffman and the Ludvik Electric team, the controlled environment and repetitive tasks have allowed sizeable specialization gains to boost project efficiency. One critical component, he said, was that mistakes can be made, and crucially, fixed in prefabrication before being successfully installed on site. Clients love it, said Hoffman, as prefabrication can minimize downtime for their operations.

However, even prefabrication is trending in a new direction, approaching an even more modular approach. Gregory said that, as contractors and owners become more knowledgeable, trade partners will look to “kit” whole rooms together, taking a page out of manufacturing’s playbook to assemble whole rooms

“Contractors that stay with the complexity, collaboration, and coordination will divide into those who can embrace it and those who don’t,” said Gregory.

Goodrich echoed the sentiment: “People think of it as a cost, but it’s an investment up front.”

Competition for Power

One concern looms large for electrical contractors—future energy availability, something Gregory as noted coming from utility providers holding off on creating new energy generation sources due to government regulation.

Gregory said that, with the construction boom—new data centers, expansion at The New SLC International Airport, a seemingly endless influx of new residents, and the manufacturing sector— every owner and project seeks to take advantage of location and power availability.

Troy Hendrick, Hunt Electric Division Manager, said, “As all this building continues, the utility has the potential to become like water in the Beehive State—scarce.”

“Data centers, essential for storing and processing the ever-growing amount of digital information, are consuming unprecedented amounts of energy, further straining an already fragile power grid,” said Mark Porter, Hunt Electric’s St. George Branch President

The online Data Center Map shows 28 active data centers in Utah. Data center research, advisory, and procurement platform Bextel showing five more data centers in the construction phase. All of it totals millions of square feet and around a full gigawatt of power by some estimates—about the equivalent power consumption of Utah County.

Wickizer noted the concern from owners is changing which projects move forward.

“In a nutshell, they need more power and they’re willing to look at all sorts of options for it. The size and scope of recent projects put a real strain on available power,” he said. “When it runs short, we’re seeing projects postponed or even canceled. These constraints lead some customers to explore alternative sources of power to fill the gap.”

Renewables, Alternative Power Grow in Importance

One solution is a greater emphasis on renewable energy, storage capabilities, and fully electrified buildings, something Hendrickson noted as a triumvirate of sorts, with sustainability and resiliency initiatives driving a greater emphasis on fully electrical building frameworks.

“The expansion of renewable energy collection and improvements to battery packs for collection and storage promise to upend the state of our power supply,” said Porter. “Soon, our utility will significantly switch from traditional energy sources to renewable ones. Technology is poised to remain a key driver in the evolution of construction, shaping how we build and manage facilities to meet future demands.”

“These advancements in our state,” Gregory cautioned, “will pressure the government to invest in our electrical infrastructure to ensure it’s ready for Utah’s future.”

At the ULI Trends Conference, nuclear power was even touted as a way to keep new facilities running at high capacity with little to no downtime. The option is growing more palatable so many decades removed from nuclear scares and disasters, especially with much safer controls and storage mechanisms.

Regardless of where power comes from, it will be incumbent on the industry to stay up to date on design trends, working hand in hand with other stakeholders to stay on the cutting edge of emerging technologies to build and maintain these new facilities.

Embracing the People Business

Whether contractually or interpersonally, those interviewed agreed that projects need a new level of collaboration to usher in a new era of design and construction.

“Traditional building method tends to go two steps forward and one step back,” said Goodrich. The delivery method can be a big win from the jump, with design-build avoiding “lots of pitfalls.”

“We’re liable for what we said,” he said. But it’s a feature, not a bug. “We find that we often have reduced the build costs because of the collaboration.”

Plus, he said owners and project teams can rest easy with fewer change orders.

“If you can get in with a GC, architect, and owner to participate with the major trades to buy in,” Goodrich explained, “the method is so much faster and cleaner. Precon and even operations are so much smoother.”

Hoffman emphasized anything to recognize and honor electrical contracting as a people business is a trend that needed to grow. Anything to build collaboration among the project team is a win—fishing trips, follow-up meetings, lunches together, face time with other members of a project team, whatever it takes to recognize the work done on a human scale.

“It’s tough because you’re still dealing with the human element,” he said. Tough but not impossible. Much like other sectors, giving workers all of the necessary tools shows a level of appreciation for their expertise that goes beyond the work—it’s a sign of respect. There is a matrix of working hard, getting paid well, and getting the feedback to push them forward that the industry still needs to figure out.

“Sometimes it’s as simple as saying ‘great job, I like what you did here.’”

The future is bright, and the electrical contractors who adapt to these trends will determine how bright that future can be.

Youthful Impact

Fri, 01 Nov 2024 05:41:48 GMT

UC+D profiles six professionals making significant contributions to their respective firms and Utah's A/E/C industry as a whole.
By Bradley Fullmer and Taylor Larsen

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.

Braden Moore—40

Vice President, Salt Lake

Big-D Construction

By Bradley Fullmer

Belle Kurudzija—39

Director of Design

Open Range Interiors

By Bradley Fullmer

Matt Blaser—38

President

Intermark Steel

By Taylor Larsen

Tiffany Pocock—37

Program Development Director

Utah Department of Transportation

By Bradley Fullmer

Devin Pardoe—36

President, CEO

Cate Industrial Solutions, Cate Equipment Solutions

By Taylor Larsen

It’s intentional for Pardoe, who said that a misunderstood part of his time as a business owner is how much he cares for the people at Cate Companies.

“You care a lot more about individuals than they think you do,” he said, a deep breath to recognize how much these people mean to him—they are like family. “When they’re succeeding you’re happy for them, but when they’re struggling I’m struggling.”

Everyone is succeeding. Today, Cate Industrial is the largest air compressor dealer in Utah, Idaho, and Nevada and consistently a top five distributor for Ingersoll Rand, earning their Top National Distributor award in 2023. Their market share, which Pardoe credits fully to the philosophy the company has embraced for decades, has made them the top North American distributor—with the trophy for the latter recognition standing proudly in their western Salt Lake headquarters.

As one of four children, he was the only child interested in continuing in the family business. He and his father had long chats about operations and next steps on car rides growing up and succession was always a part of the plan.

Pardoe was born in Salt Lake but is ready to return to Cache Valley, where he grew up (Wellsville) and graduated from Utah State University. He, his wife, and two children are awaiting the finish of their new home. Watching that area balloon in both population and commercial activity fills Pardoe with pride as he and his teammates have been part of that growth.

Much like with his two kids, there are no favorites for Pardoe in terms of markets Cate Industrial supports. Whether historical industries to Utah like snowmaking and mining, staples like food processing, or industries growing in relevance like microchip manufacturing, the Cate name is on it.

“Compressed air is a utility,” he said after being asked what industries Cate Industrial supports. “Anybody that makes anything is probably using compressed air.”

With Cate Equipment rounding out the road construction side and Cate Industrial helping to push things vertically by supporting Utah’s manufacturing and industrial sectors, Pardoe is beaming. He’s excited for the company to pass its 100th birthday, which won’t be for another 14 years, but he’s certainly preparing both divisions of the company to meet demand as Utah continues to boom. As he attempts to scale the businesses more, he has hired two seasoned Cate Companies employees as general managers, one for each division.

Speaking of delegating additional tasks and responsibilities to the general managers Pardo said, “I’m not a micro manager.” There’s a humility there that Pardoe is trying to balance with his competitive nature. “But I do want to help guide them forward.”

The competitive nature to put the best out there for customers and clients to see is essential for helping his employees thrive, but he recognizes that slowing down, taking a deep breath, and trusting his stellar team to push forward is the runway to future success.

But first, he said, you must be present and available; one of the best lessons he learned from his father.

“We never lacked that relationship with him,” Pardoe said of his father, now 62 years old.

While he’s certainly taken after his father on the entrepreneurial side, the lesson on building strong family bonds is one Pardoe continues to put into practice. In the meantime, having fun, enjoying the fruits of your labors, and being present with the people that matter most are all possible, occasionally all at the same time, and just require the right priorities to make it happen.

With eight years leading the company and a lifetime as part of the Cate legacy, Pardoe has one bit of advice for anyone looking to follow a similar path and pursue entrepreneurship:

“Why not? If you sit back and avoid risk, how will you grow?”

Matt Hansen—34

Director of Safety & Human Resources

Skyline Electric

By Bradley Fullmer

Scintillating Sustainability

Fri, 01 Nov 2024 05:00:29 GMT

Utah Clean Energy's new Climate Innovation Center in Salt Lake transformed an old, dilapidated structure into an exciting model of a zero-energy building.
By Bradley Fullmer

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.

Emerson said the project is aiming for zero-energy certification (one-year data collection period) through International Living Future Institute (ILFI), along with a second third-party certification from Energy Star, with a score of 86 (out of 100).

From an energy standpoint, the highlight of the building is its on-site, 37.1 kW capacity solar panel system, consisting of 70 total panels—54 on the roof and 16 on a solar canopy over the parking lot. Donated by Salt Lake-based rPlus Energies, the bi-facial, 545-watt capacity panels can capture sunlight on both sides, increasing energy production by absorbing reflected light from the ground and other surfaces. The modules boast a lower operating temperature, enhanced safety and fire measures, and adaptability in snow, high latitude regions.

In addition to the solar array, UCE hired Salt Lake-based VBFA to conduct energy modeling with an EUI (energy per square foot) goal of 28 in the most affordable manner, calculating for insulation, window performance, HVAC system, and other criteria.

"We designed the [solar] canopies and roof spacing around our modeled energy performance [...] and ended up with an EUI of 27.8 as final target," said Emerson.

Backe said the project is the first CLT mass timber structure in Utah to use FSC (Forest Stewardship Council) certified wood, an important hot-button item for CEU. The interior includes reclaimed wood floors, zero-VOC paint, carbon neutral carpet tiles, recycled content tiles, recycled Paperstone counters. The building is conditioned by a highly energy efficient, all-electric VRF heat pump-based HVAC system with an energy-efficient DOAS with ERV and an evaporative cooling stage.

Key spaces include an outdoor terrace that connects to a large conference room via a bank of folding glass doors, allowing extra space to host community events in good weather.

Other sustainable highlights include:

High performance and airtight building envelope.
Ultra-efficient VRF HVAC system.
Grid interactive with onsite mega battery storage.
Water-wise landscaping and fixtures.
Low emission transportation options, including EV charging, bike parking, proximity to public transit.
Reduced embodied carbon emission through mass timber and sustainable materials
All-electric power (no fossil fuels).
Zero Energy Registered (pursuing certification).

Wright is confident that long-term the building will greatly bolster UCE's mission and ability to drive positive societal change towards greater use of renewable energy.

"You have to be optimistic and believe that we can change," she said. "You have to believe in Utahns and our shared values. I also understand that Utah will never be fully independent [on renewables]—the idea is having more reliable, affordable power."

And power will always be in high demand, Wright said, making the expansion of renewable energies on a larger scale that much more critical.

"The technologies we have today, especially communications protocol, is huge and we will need more transmission and distribution systems. But to do that effectively we need to invest in them. We are proud to lead by example."

Climate Innovation Center

Location: Salt Lake City

Start/Completion: May 2023/June 2024

Cost: $5.4 million

Delivery Method: CM/GC

Stories/Levels: 2

Square Footage: 5,620

Owner: Utah Clean Energy

Design Team

Architect: Blalock & Partners

Civil Engineer: Forsgren

Electrical Engineer: BNA

Mechanical Engineer: VBFA

Structural Engineer: BHB Engineers

Geotechnical Engineer: AGEC

Interior Design: Blalock & Partners

Landscape Architect: G. Brown Design

Building Envelope Commissioning : Morrison Hershfield (now Stantec)

System Commissioning Agent: Bernhard

Solar Design: Gardner Energy

Construction Team

General Contractor: Okland Construction

Concrete: Iron Horse

Plumbing: Reliable Plumbing

HVAC: Atlas, Mechanical Products

Electrical: STF

Masonry/Cladding: Monsen

Drywall: K&L Acoustic

Painting: Grow Painting

Tile/Stone: Design Team

Millwork: Boswell

Flooring: Design Team

Roofing: Superior Roofing

Glazing/Curtain Wall: Bountiful Glass

Waterproofing: Guaranteed

Steel Fabrication & Erection: Intermark Steel

Mass Timber: Golder (installer); sourced by Kalesnikoff

Excavation: MC Green

Demolition: Red Rock Demolition

Landscaping: Erickson

Solar Install: Gardner Energy, Creative Energies, Intermountain Wind and Solar

It Doesn't End Here

Fri, 01 Nov 2024 04:24:02 GMT

The transformation of McKay-Dee Hospital Cancer Center centered around not just a positive experience for patients and staff, but one that can awaken the internal healing powers those battling cancer.
By Taylor Larsen

Cancer sucks.

That message is on t-shirts and stickers, message boards and social media, and is often said to others when news comes out about a diagnosis—a show of solidarity in the fight against cancer.

But riding through the challenge doesn’t have to be the only experience, especially in cancer center design and construction.

For Nathan Murray and Brian Murphy, the respective design and construction leaders who helped bring the McKay-Dee Cancer Center into a 21st century, their work showed that a cancer diagnosis or treatment isn’t the end, but the beginning of a new journey of support and patient-centered care.

The project was a long time coming. What began in 2018 with the winning bid needed a bit of time to settle on the ownership side, but had Scott Roberson and Jimmy Nielson from Intermountain Healthcare championing the project along the way.

Throughout the project, the team never lost track of the patient experience, which Murphy said led to many productive meetings on design priorities and project sequencing to achieve the renovation’s full potential.

“The agenda for every team meeting included a spot for discussing how construction activities would/could impact the patients,” said Murphy. Full commitment to those priorities made for productive conversations for every member of the project team.

Environments matter, and communicating what Intermountain Health wanted—healing, hope, comfort—was a major undertaking the construction team took to heart. Their work began by total demolition of the interior, at times working after hours and on weekends to minimize impact on patients and circulation paths to create space for the 18 departments to be housed there.

Murphy detailed that each of the renovation’s six phases required complete reconstruction post-demo to suit a particular department, each with very specific requirements and functions. The construction team tied into existing mechanical, electrical, and plumbing infrastructure where possible and maintained the hospital’s existing structural “backbone” to minimize additional structural members.

Trust in Wayfinding

Design started with dedicated parking for cancer patients, more outdoor light, and exterior signage to give patients a bump of strength knowing they were in the right spot before undergoing cancer treatment. The reimagined entry was a starting point for design to take off through the rest of the hospital, creating a new environment for patients and staff to thrive.

Great design, he continued, is about understanding human psychology. That understanding, according to the designer, is most evident in how the McKay-Dee Cancer Center conveys, "We trust you as a patient.”

If an environment can convey that we trust the patient, Murray asked, how much more likely is the patient to trust the physician?

The team looked to create an environment where design would guide patients on where to go and how to proceed. No more coterie of signs and markers cluttering the space, lighting would be the guide, “a design trick” Murray smiled, but a subtle refinement to show that trust.

Bands of light in pods help to guide the patients where they need to go on their respective care journey while caregivers are guided by a similar indirect lighting off stage. Maybe it’s religious, maybe not, but Murray’s word of advice for anyone traversing the hospital is to “follow the light.”

Transparency and Expectation

“There are already enough negative surprises with cancer,” Murray said to emphasize the priority of patient comfort, care, and understanding.

According to National Cancer Institute data, an estimated 2 million-plus cases of cancer will be diagnosed this year, with over 600,000 people dying from the disease. Negative surprise only scratches the surface of how terrifying cancer can be before treatment ever begins.

Glazing throughout the building sets expectations for what comes next and removes those negative surprises. Interior glazing offers a translucent glimpse into and out of clinics and treatment areas, while the exterior facing glass naturally lights patient hallways and further enhances the atmosphere.

Connecting patients visually to the outside world within the hospital opens up views to the majestic Wasatch Mountains east of the hospital. By gazing out any glass, interior or exterior, patients can see the next steps on their journey and confidently move forward in treatment.

Bringing opaque walls down but ensuring that privacy and safety are still honored. Murray pointed to a conference room just off the main office as a prime example of subtle balancing act at play between translucency and transparency. While providers inside brainstorm their healing plan, they aren’t beyond a level of visibility that connects them to their patients.

“Give it the level of privacy it needs and no more,” Murray said of how to effectively thread the needle in this aspect of healthcare design. Instead of over engineering the rooms and putting up walls for privacy—black and white, privacy or not—design called for frosted glass in private patient areas, too, showing there is life inside these pods and inspiring people to reach within.

“I’ve always believed if you understand the patient, what they need, and provide for that, you can help unleash the patients’ inner healing,” Murray said.

That became especially important as all aspects of design coalesced patient reception and treatment areas around the hospital’s linear accelerator machine. As patients follow the bands of light and green walls of the Radiation Oncology Therapy Suite, they arrive at another inviting area with similar frosted glass and warm wood tones along the next stage of their healing journey.

Technology Provides Space for Design to Thrive

Murray said he enjoys being able to design around cutting-edge technology, and the linear accelerator machine in the cancer center is no exception.

The machine, like a futuristic laser turret, is imperial in size. Its pinpoint targeting makes it the heavy artillery in the war on cancer, but design and construction needed to imagine something beyond just fighting cancer—but fighting for the patient. Design and construction, both Murray and Murphy noted, needs to aid in treating a person, not a disease.

Even though the room is encased in six feet of concrete and a serpentine path to access it in a way where the machine’s radiation is tucked away from patient and provider, it doesn’t have to feel like a bunker, nor does it have to feel imposing.

“You can work as efficiently as you want, but the space you work communicates a lot,” Murray reiterated.

While the linear accelerator has a commanding presence, the positioning lasers, medical gasses, and ancillary equipment are carefully hidden behind easily accessible cabinetry. The wood tones that cover the supporting equipment combine excellently with the walnut veneer on portions of the ceiling and side wall help make the patient feel at home.

The room is wired for sound, lighting can be dimmed or brightened to allow both patient and provider the chance to dial everything to optimal levels for the patient. Murray put it simply, “It’s not just treating the disease, but how can we allow you to relax?”

“There’s something powerful about the sense of control and empowerment—it’s enabling,” he said. A Patient-centric building coupled with the hospital’s patient-centric care change the narrative surrounding cancer. No longer does it have to be passive treatment, according to Murray, patients are the protagonists in their own story.

It’s one of many spaces where thoughtful elements like customizable lighting, acoustics control, and intuitive wayfinding contribute to a calming and relaxing environment for patients.

Adding a Bow on an Incredible Project

After finishing most of the work, a generous donor emerged to fund a healing garden as the final part of the project. With a curved architectural bench, a variety of plantings, and a walking path, the healing garden provides a peaceful and meditative space for patients and their families, tying a bow on a phenomenal renovation.

These transformational healthcare projects are consistently sought out by TSA and Big-D Construction, but according to Murphy, each one is immensely fulfilling for what having such a supportive environment means for those with cancer.

“Every one of us has a loved one or acquaintance who has been directly impacted by some form of cancer,” he said. “Participating in a project like this – one that will have a positive impact on the community for many years—is extremely rewarding.”

McKay-Dee Hospital Cancer Center Renovation

Location: 4403 Harrison Boulevard, Ogden, Utah

Cost: $11,000,000

Delivery Method: CM/GC

Square Feet: 67,000 SF

Owner: Intermountain Health, Inc.

Design Team

Architect: TSA Architects

Electrical: Spectrum Engineers

Mechanical: VBFA

Structural: Reaveley Engineers

Landscape: Arcsitio Design

Construction Team

General Contactor : Big-D Construction

Concrete: Big-D Construction, JRock Construction (site concrete)

Plumbing & HVAC: VO Brothers Mechanical

Electrical: Cache Valley Electric, Marietti Electric

Drywall/Acoustics: Alternative Acoustics & Drywall, Standard Drywall / Golder Acoustics

Painting: C5 Coatings, RP Painting

Carpentry: Granite Mill

Flooring: Spectra Contract Flooring, Town & Country Flooring

Glass/Curtain Wall: Mountain Valley Glass

Demolition: Red Rock Demolition

Landscaping: Waterscape Landscaping

On the Money

Fri, 01 Nov 2024 03:29:02 GMT

Onset Financial’s new Red Rock Division Headquarters makes a bold statement in Southern Utah, showcasing the firms optimistic outlook while pushing the limits of design and construction.
By Milt Harrison

As the commercial construction market in Southern Utah—particularly Washington County—continues to heat up, Onset Financial's dazzling new four-story corporate headquarters for its Red Rock Division makes a bullish statement about the company's outlook for the greater St. George area.

Indeed, the owner-occupied structure totals 60,000 SF and is designed to harmonize aesthetic appeal with supreme functionality, given that it houses 23 offices, 86 cubicles, myriad state-of-the-art amenities, and a swanky top-floor corporate penthouse for Onset owner Justin Nielsen that is second-to-none.

Developed by Salt Lake-based Asilia Investments, CEO Jonathan (Jono) Gardner stated frankly that this project is the nicest, most expensive office project per square foot that his firm has been involved with, and it speaks to Onset's aggressive business practice and optimism in the future of the equipment lending market.

"You walk into that building and you know you're in something special," said Gardner. "It's [Onset Founder Justin Nielsen's] way to attract talent. He said, 'This is the way I'm going to build my business,' and he put his money where his mouth is, [wanting] to go above and beyond anything in the market. He leaned into this with an attitude of 'this is my business, this is my operation, I want people to know this is the place to be.’ He has incredible vision and can see things before they happen."

Designed by Salt Lake-based Axis Architects and built by Salt Lake-based Okland Construction, the two firms worked harmoniously with each other via a CM/GC delivery method to produce one of the most unique structures imaginable, with a highly-complex layout where two gridlines intersect each other at a specific point in the middle of the building, with the layout based off this one intersection in all directions and floors not situated directly above each other.

Gardner charged the design team, led by Pierre Langue, Founder of Axis Architects, to "give us something we've never seen before." In addition to the unique floor layout from floor to floor, they wanted to take advantage of incredible views into Snow Canyon and the environment in general, along with being situated along the Santa Clara River, which offers its own unique aesthetic beauty.

Langue pointed out his firm’s perpetual refinement of using "apertures"—a "design element we've been developing and including in our designs for 20 years that is a continuation of an effort instead of one individual design," he said. "It's in reference to a camera—you're inside a box and framing the view. It's a great feature on the inside because you can frame the different views."

“That's why the [floor] plates are rotated. It gave us a way to focus the view on something very specific that you want the viewer to see."

In addition, said Langue, apertures on the outside are used as an extension of the building and help create shading for the large expanses of glass.

Designing the complex floorplate grid was one thing, building it was another.

"The layout was difficult because the gridlines were not particular to each other, and they didn't necessarily transfer to the floor above," said Tyler Dehaan, Project Manager for Okland, adding that it's the firm's first project of this kind. He said the "first pier footing we poured was crucial"—it had a column that extended at an angle and only connected to the building at the top floor, and was 15 feet lower in elevation than the first floor. "I was really concerned about that column not being in the right location/elevation and then the steel column not fitting," he added.

Dehaan said they wouldn't know for six months if everything would fit—until all the footings, the foundation, three concrete cores (two stair towers, one elevator), and structural steel up to level four were completed.

"In the end, it fit perfectly," said Dehaan. "There were no issues."

Pouring the three cores was both challenging and labor intensive, and because structural steel tied into the cores, construction on steelwork had to wait until they were built. Okland self-performed the slip-forming process with help from some experienced concrete subcontractors.

"When you see what's going on with the structure, you see the genius behind it," said Gardner. "The common cores hold it in place."

Another critical and highly unique construction aspect was building a robust “sea wall” along the Santa Clara River capable of withstanding a 150-year flood event. Nielsen had concerns about the building being so close to the river but also wanted a dynamic outdoor terrace with direct access to a bicycle/running path along it. Hydraulic consultants collaborated on a “belt and suspenders” type of decision, said Dehaan, with crews digging down 15 feet below the main floor and installing a retaining wall below the flow line of the river. A wall of riprap and large cobble rocks were installed after the retaining wall was completed and during backfill. A similar build was done along the dry wash on the other side of the site.

Striking Glass Exterior; Loads of Modern Amenities

With a main entrance hall accessible from both sides of the building, the building's functionality is paramount. A vestibule serves as the conventional entrance from the parking and drop-off lane on the west side, yet the lobby also features large operable glass walls on both sides that open over 20 feet on each side to blur the line between indoor and outdoor space.

The first floor is considered the “lifestyle level,” with an array of incredible employee amenities. Prominently positioned directly behind the reception desk is a 3,800-SF game room with a half-court basketball and pickleball court. The basketball court is apropos, given that Nielsen played hoops collegiately at Weber State University in Ogden from 1994-96. A 1,200-SF bistro shares the ground level and is designed to host large groups, with another set of large operable glass walls that opens onto the terrace, offering respite from the relentless Southern Utah sun. An adjacent fitness center offers views to the north and is ideal for personal fitness and small group activities. Convenient upscale locker rooms encourage a well-rounded, healthy lifestyle for employees, another staple of Onset's culture. An interior atrium connects the ground level lifestyle floor via an active and open stair, while a massive digital display screen soars two stories within this space.

Level Two is dedicated to Onset's sales team, with a state-of-the-art, multi-media training room. Level Three is primarily dedicated to the management team, with an array of executive offices suites and conference rooms. Flanking terraces on opposite sides of each floor provide shaded outdoor spaces for small gatherings and fresh air.

The fourth floor is on an entirely different level for an office building, as the entire 12,000 \SF floor serves as Nielsen's executive suite, and his penchant for hard work and personal health and well-being.

Guests can arrive via elevator or stairs and are ushered into a private executive waiting area by way of the tasteful 2,000-SF oasis garden. Here, they enter the CEO’s office with a 60 ft. wide by 14 ft. tall glass wall delicately perched over 50 ft. in the air and positioned to embrace distant views of Snow Canyon. A luxurious board room is positioned with west-facing views and is serviced by an executive kitchen and lounge for break-out activities in a more casual setting, including access to a spacious private outdoor terrace.

Other items within the CEO's suite include a personal fitness center, steam room, locker room with access to the oasis garden, and an outdoor plunge pool for moments of isolation and introspection. A luxurious lounge with kitchen and area for repose completes the south end of the fourth floor.

Langue said the project makes a world-class statement across the board.

"The origin of design was to create an exceptional building for employees to work in, along with being a recruiting tool," said Langue. "The direction was...you have no direction. He said, 'don't underwhelm'. The point was the sky's the limit at first, and then bring it back if we have to. The building was naturally tall, so it gave us opportunities to capture different views. Each [floor] plate shifts and rotates as the building goes up, so you have different views focused in different directions."

Langue offered high praise for his team, including Brian Junge, Melissa Bigger, and Lena Borisenko (interior design), noting a high level of refinement and attention to detail in all design aspects.

"We kept the project moving forward and true to design," Langue added. "Sometimes project ideas get diluted. We were able to create big, open areas of glass where the building looks like it's floating from the base, and overhangs these huge apertures that we created. Behind it all was a very strong concept and sense of discipline—we really stuck to that."

"This project was very rewarding...a once-in-a-lifetime experience," added Dehaan. "There are not many projects like this, and I have never built anything as unique. Between the sea wall, the rotated floor plates, the fourth-floor gardens, there isn't any comparison in St. George like the Onset building."

Trends to Watch: Mechanical

Fri, 01 Nov 2024 03:12:36 GMT

Electrification, efficiency, and a new era of collaboration are all trends to watch for as mechanical contractors and engineers set up buildings for future success.
By Taylor Larsen

Out with the old, in with the new?

Not quite, according to experts in the mechanical industry.

Trends in mechanical engineering and contracting are warming to both new and existing solutions to optimize efficiency as they maximize the mechanical budget. Three mechanical professionals in design and construction detailed the trends they see helping current clients integrate these mechanical solutions with the future in mind.

Electrification Buzzing; Heat Recovery Heats Up

According to Jared Smith, PE and Mechanical Engineer at VBFA, a constant in the mechanical field is that many owners have continued with gas-powered systems instead of fully embracing electrification. “The high first costs of full electrification of the mechanical systems through heat pumps,” Smith said, “is a bridge too far for owners currently.”

“We’re not anywhere near full electrification of every project,” he said, “but clients are toying with the idea, and more clients are getting serious about it.”

Operational costs are favorable due to the heat recovery nature of the system, but Utah’s location in a heating-dominant zone (colder winters) means that more air-source heat pumps would be required to meet the building’s heating needs than necessary during the summer months.

Widespread electrification may be a years away, but it is is trending up, making the relationship between mechanical and electrical teams more important than ever and setting the stage for future project team victories in coordination and collaboration. It will become the standard for younger engineers as the industry heads toward full electrification of building systems, Smith said.

It’s just one of the upcoming trends he is most excited about in the world of mechanical systems. Another is the efficiency gained through heat recovery chillers.

Like a heat pump, heat recovery chillers pull heat out from a cooling source. During the cooling operation, the chiller produces cold water while dissipating heat through the condenser. But with a need for both chilled water and hot water, the released heat can go toward heating application. Smith said that operations are seeing overall energy usage intensity decrease across the square footage of the building.

Wasatch Canyons Behavioral Health and Intermountain Health’s Saratoga Springs Cancer Care Clinic are two examples where Smith and the VBFA team have seen energy usage intensity decrease with the future implementation of a heat recovery chiller.

“It shines in the healthcare environment,” Smith said, “with the year-round cooling load, you can dump it back into the heating system.”

Electrification Still Needs Work; “Thermal Battery” Shows Promise

For Steve Connor, PE and President of Colvin Engineering Associates, the University of Utah is fast becoming a leader in the electrification of new buildings.

“By heating buildings with electricity, what was once heresy,” he laughed, “has become gospel.”

Connor cautioned that electrification has drawbacks that need to be considered, namely that building electrification could create a second peak use period in the winter, one which could be even higher than current summer peaks. It will be incumbent on the A/E/C industry to continue to make gains on what Connor called “the best investment in energy” via high-value insulation, building envelopes, and windows to minimize the need for heating.

The next step is to recover and store energy generated. At the new James LeVoy Sorenson Center for Medical Innovation at the University of Utah, Colvin Engineering Associates, along with trade partners Archer Mechanical, are utilizing a 42,000-gallon water tank that will function like a thermal battery for the building when it opens in spring 2026.

Heat pumps will use the tank as a heat reservoir, adding or withdrawing heat as they cool or heat the building. If the heating demand is especially high and the tank gets cold, they will “charge” the tank overnight with an electric boiler, and if the tank gets too hot in the summer, they will reject the excess heat through a cooling tower. Most of the year, they add or remove heat from the building and store the waste heat in the tank, making it function like a thermal battery. Since buildings are always in need of cooling due to the energy use, people, and equipment in use across the building, heat can be taken away and stored in the tank before being pulled out of tank to heat the building back up in the morning.

Mechanical work from VBFA is visible in the Snowbird Cogeneration Plant, while Archer Mechanical’s work on the U of U’s HELIX building was a success in utilizing heat recovery chillers. Colvin Engineering and Associates is working together with Archer Mechanical on the James LeVoy Sorenson Center for Medical Innovation at the U, which will have a 42,000-gallon water tank that will function as a “thermal battery” for the building.

Efficiency, Panelized Fabrication Trend Upward

For Nick Rickards, Vice President of Archer Mechanical, the progress toward higher levels of efficiency is the most promising and accepted trend in the mechanical field.

“Systems are being designed to capture and repurpose what was once wasted energy,” he said. Whether it be heat recovery ventilators, thermal storage designs, or grey water heat recovery, “designers are cognizant of the waste within a mechanical and plumbing system, and it seems change is here to stay.”

Rickards and the Archer Mechanical team have seen these trends play out at the Spencer F. Eccles School of Medicine, where the building's heating is provided by six modular water-to-water heat pumps connected to the campus chilled water return.

Instead of prioritizing only ventilation and indoor air quality from previous ASHRAE guidelines (ASHRAE 62), mechanical teams are upping their game and utilizing equipment that maximizes energy efficiency within the HVAC system (ASHRAE 36).

Rickards expressed caution about predicting what would happen after refrigerant mandates go into effect with the new year to minimize global warming potential (GWP) from the refrigerants. While GWP decreases, flammability will increase with the new refrigerants, and teams will look to minimize issues with refrigeration detection systems and alarms to keep the building regulated.

As systems grow more efficient and find new ways to capture and reuse waste, Rickards has found that proactively communicating with the engineer continues as a best practice.

“It’s where we’ve thrived at Archer, being involved in the critical decisions and designing a project to a number,” Rickards said. Like Smith at VBFA, Rickards said their work with the electrical team is mutually beneficial, aligning the project from the start to right-size power and equipment needs for the mechanical scope. But it will take additional buy-in to make that the norm on every project.

“It’s an uphill battle, there are plenty of people who don’t want to fix what they think isn’t broken and they want what’s easy,” said Rickards. “This is a culture change, and one thing we have to be consistent at pushing because the teams that are embracing it are thriving.”

This part of the trend—onboarding everyone with the right mindset through design and into the construction portion of the project—will be a key differentiator for trade partners winning bids. Working together will always win out, but one trend he hopes to see change is in the world of prefabrication.

“We all do prefabrication now,” said Rickards. “We don’t do prefabrication together, and I think that’s going to change.”

He sees panelized walls with pipe and conduit going in, multi-trade racking, and other trade collaborative solutions will be how the industry maximizes safety, schedule, and profitability.

“It’s going to be a challenge for the industry over the next five to ten years,” Rickards continued. It will be incumbent on the different players within the industry to work out how this type of modular work shifts risk so that value matches up with compensation.

What’s Next?

While there is no easy button for mechanical teams to magically transform a building into a gold standard of efficiency without some financial muscle, maximizing efficiency is achievable on any budget. As trends come and go, mechanical systems professionals and their project teams must find alignment on the project to bring forth the best product forward.

United They Build

Fri, 01 Nov 2024 02:36:30 GMT

From an inauspicious start 20 years ago, United Contractors has taken its “work anywhere” mentality to $100 million in revenues and a stellar backlog for the future.
By Taylor Larsen

The business didn’t technically start, as Matt Menlove put it, with five guys in their father's truck.

But it was the impetus for Matt and brother Marc to start United Contractors and take it to the heights reached over the last 20 years.

One thing that came from those times working out of Dean Menlove's truck was this: “We were taught a love to build,” said Matt, who now leads the 56-person business as CEO.

Their upbringing put them on the path to start United Contractors, but not before a few other iterations. The brothers’ handyman business, Menlove Maintenance, helped put the two through college. MKM Construction, run by Matt, ran for a few years before he and Marc joined forces to start United Contractors.

United Hits Stride with a Company Vision

The early business had the same, “out of your truck” mentality, with United’s first job renovating a Marriott hotel lobby near the Salt Lake City airport, and another significant project by the airport—renovating a tilt-up building for pipeline supplier T.D. Williamson.

The 60,000 SF renovation included building a new mezzanine and outfitting the building for industrial operations on a small budget.

The project was so successful that the client asked if we could stay on call for future building needs.

“That was our first repeat client,” said Matt. “That was where we began the vision that ‘Every client would choose us again.’”

At a recent company party to celebrate their milestone, Matt joked that the name "United Contractors” made it sound like they were a bigger business than they were, a benefit of the doubt that may have allowed the company a foot in the door initially. But company size and capability have never mattered as it relates to the company vision—that good experiences on the project team would bring in more work.

“Our mission has always been to consistently exceed expectations through ‘Building on a Promise,’” Matt said. “As we build relationships and our clients trust us, then we can get to know them and begin to supersede their expectations and win them over again and again.”

It’s not just clients that United wants to win over with the team’s attitude, work ethic, and understanding of construction, he continued, “We want to win over design partners, subcontractors, vendors, and even employees [...] It’s what we strive to accomplish every day when we step on the job site. “

United Contractors has performed builds or renovations on over 100 automobile dealerships, covering brands like Bentley, Ferrari, Toyota, BMW, Lamborghini, and more. (photos courtesy United Contractors)

Automotive Construction Specialists

The love to build won them bids to perform general contracting duties on residential projects and light commercial work around Utah for the next five years. It was in 2009 when the team won its big break working with the late Bob Garff and the Ken Garff Corporation—Ken Garff Chevrolet/Cadillac of La Quina near Palm Springs. Their work turned into two more jobs in Orange County and led United to establish an office in Southern California in 2011. United has had the pleasure of working with Ken Garff Automotive as a trusted partner for the past 15 years.

It’s been an upward trajectory since becoming automotive specialists, building or renovating more than 100 automobile dealerships, which United executives said have been very rewarding to their team.

“They feel that the finished buildings are usually just as beautiful as the amazing cars sold in them, especially in the case of building the first, stand-alone Ferrari dealership in Utah. That project involved renovating a 100-year-old building—that was once the notorious Porter Rockwell’s horse stable—and turning it into a modern luxury car dealership.

That automotive construction tradition continues, with United under construction on two “Gen 5” Porsche dealerships—one in Lehi and one in Millcreek.

“It’s a big deal to bring these two beautiful buildings to the Wasatch front,” said Matt. "Utah is definitely on the map and the fact that we are getting two Porsche Dealerships simultaneously shows the strength of the economy. United is proud to be a part of this growth and excitement.”

Outside of the Wasatch Front, another notable client is Longo Toyota in El Monte, California, the highest sales volume Toyota and Lexus dealer in the world. United has been their preferred contractor for the past 10 years on multiple projects.

United Builds Outside of Automotive

The Menlove brothers said that, beyond automotive, their residential division constructs high-end homes across Utah and California and “honors our roots from our time as residential contractors.”

The company has been involved in plenty of work on the commercial side, too, with religious, restaurant, hospitality, senior living, office, retail, multi-family, and other project types rounding out the United portfolio.

Skullcandy’s building in Park City (now Summit County’s municipal headquarters), was another challenging project that brought a lot of joy. Matt described the daunting winter of 2016 and dirt issues that required the very best from the United Contractors team to deliver successfully in 2017.

Their work on the first tenant improvements for Recursion Pharmaceuticals in 2018 helped to bring the bioscience industry to downtown Salt Lake City. United worked with trade partners to transform the former Dick’s Sporting Goods big box store in Salt Lake’s Gateway Mall into a bioscience space.

“It is gratifying to work for great companies,” said Matt. “These companies became successful for a reason. As we work with them hand in hand we have learned about their histories and commitment to excellence. We have tried our best to understand their roots and what sets them apart from competitors, and then apply this knowledge to what we do.”

People Take Center Stage

The Menlove brothers are extremely complimentary to their team, with Marc saying, “The main reason we made it 20 years is due to you guys,” at the company celebration in early November.

“United will continue to be successful long into the future because we care about our team members,” Marc continued. “We want the best for them and they want the best for United.”

That mentality began with United’s core group, the Menlove brothers said, a group that “has shaped the company for over a decade.” This group starts with 14-year company veteran Richard Nordfors, General Superintendent, whose career before United was stellar and included constructing the original Delta Center.

In recent years, United recruited Rick Thomson who serves as United’s COO. Rick Thompson has extensive experience in both commercial construction and the automotive industry.

Jim Jaquette and Jason Robichaud are both 10-year employees and Vice Presidents overseeing operations in California and Utah, respectively. Both have dedicated themselves to performing at the highest level, helping United Contractors remain competitive in both states.

United has two long-tenured women on its executive team. Melissa Wallentine is a Project Executive who manages numerous projects and Lisa Ridges is the Chief People Officer, tasked with finding talented team members and heading up human resources efforts for the company.

Tyler Richards, CFO, has been a member of the team for a decade and has helped steward the great work done by teammates into financial growth with accurate projections and forecasts. United Contractors is projected to have its best year ever—over $100 million in revenue by the end of 2024—with 2025 promising to be even better.

Future of United Contractors

On a walkthrough of the United office, Matt pointed out the vision, mission, values, and promise of United Contractors and how that has been a major differentiator and created buy-in across the company.

“Adopting ‘Our Promise’ has really brought our team together,” said Matt. “It is amazing how by seeking to all live and model winning behaviors, it feeds positivity and success.”

The winning behaviors outlined in “Our Promise” consist of seven traits United wants from team members, from simple things like being on time and looking people in the eye, to more involved winning behaviors like taking ownership of work and being unafraid of having hard conversations about quality and improvement.

“We have posted all of our ethos on each of our projects. All team members from the top down are required to live up to these standards and we hold each other accountable to them,” said Matt. It has been an investment that is paying off in spades, he said, “as a company, we are winning!”

As United is licensed in nine western states, the Menlove brothers spoke of plans to open additional offices in Northern California and Phoenix where they are currently working, and more projects starting in the near future.

Even as owners, the Menlove brothers see themselves as team members ready to get any job done—occasionally covering for their superintendents on vacation.

“I love being on-site with my team and slugging it out in the trenches—doing the impossible and winning,” Matt said. Leadership starts at the top, but is a trait every United team member has.

“I am most proud of the teams and personal growth built, individual by individual,” said Matt, noting that construction is a challenging, but rewarding training ground to build lasting personal growth. “The buildings are cool, but they will not last forever. However, personal growth is something that will outlast the ages. We are proud of who we are all becoming together.”

As United continues, like Matt says, “building on a promise,” the firm will be building united teams, great projects, and even better people.

Kimley-Horn SLC Office Marks 10 Years

Fri, 04 Oct 2024 16:07:35 GMT

Civil engineering firm has blossomed during its decade in Salt Lake; local leaders say office is well positioned to continue positive growth.
By Brad Fullmer

It's been a decade since Kimley-Horn, one of the nation’s top engineering and design consultancy firms, launched an office in Salt Lake, and by all accounts, the Wasatch Front market has been a boon to the civil engineering firm, with local leaders feeling highly optimistic about its future success and growth in the Beehive State.

The Salt Lake office was opened by Zach Johnson in 2014, who previously spent time in three other Kimley-Horn offices including Sacramento, Orange County, and Denver, with three total people comprising the initial staff. The firm's Denver office was providing consulting services for the Utah Department of Transportation and put together a market analysis regarding expanding into its neighbor to the west.

"The market analysis we put together showed we should have had an office in Utah 10 years previously [2004], so we decided to plant a flag and open an office," said Johnson, who leads the office along with seasoned Salt Lake office practice leaders Chris Bick, Leslie Morton, and Nicole Williams.

Like any new start-up endeavor, it was rough sledding initially, but strong regional support and the sheer tenacity of boots-on-the-ground marketing started paying off, with explosive growth happening along the way.

"I would describe the first few years as lean," said Johnson. "We had to be creative, we had to be scrappy to capture work and rely on our partners across the country, folks who had clients in Utah and rely on those relationships. Those first two to three years were about relationship building and knocking on doors that didn't always open. It was a lot of fun."

Inter-Office Teamwork Key to Growth, Building Relationships

Founded in Raleigh as a transportation engineering firm in 1967, Kimley-Horn has grown and diversified from a small group of engineers into a powerhouse multi-disciplinary firm employing nearly 9,000 professionals in 140+ offices in the U.S. It is one of the nation's leading full-service engineering consulting firms and, in April, ranked as one of Fortune's "100 Best Companies to Work For"—the 17th time Kimley-Horn has earned that designation.

Johnson said teamwork between offices is the catalyst behind the firm's success, both locally and nationally, as everyone aims for seamless project collaboration.

"The great thing about Kimley-Horn is it wasn't just us in Utah—we had so much support from so many people across the firm that helped propel us forward as we looked to grow our footprint here," Johnson said.

"One thing unique about Kimley-Horn is everything flows up to one profit center," said Nicole Williams. "We truly can share resources."

"It's been an amazing experience," said Morton about the firm’s culture, who joined the firm 3.5 years ago. "Zach talked about the support you receive from other offices...that's the first thing that impacted me, was that level of support. It was overwhelming, partners reaching out from other regions, wanting to help. Having a one profit center culture leads to that. It's helpful to new practice leaders and a large contribution to Kimley-Horn's growth success."

“Culture is and has been a huge focus,” Johnson said, “since the beginning.”

"The thing about our culture that is rare is that it allows us to grow organically, with that single profit center mentality that percolates through every office, every individual," he added. "It doesn't matter who gets credit, what matters is we're pursuing work together. That is a foundation of our culture—working well together and having each other's back."

"Our core purpose is to provide an environment for people to flourish, no matter what position you have within the firm," said Chris Bick.

"I would echo that," added Morton. "There is a lot of fun happening here. It's a young and talented environment, we have so much synergy between our young professionals—they do a lot of things together outside the office that builds strong relationships."

“Our culture is at the heart of who we are as a firm and we pride ourselves on being a place where our employees can grow and thrive,” said Brian Valentine, Mountain Pacific Regional Leader. “As an employee-owned firm, we have a vested interest in each other’s success. We work as partners, operating as one team across the country to serve our clients. As we continue to grow, we bring intentionality to all decisions, whether it is a project, an office opening, or a new hire, to ensure we maintain our core values and core purpose at every turn. Our culture is unique, and we will continue to safeguard that fiercely. That mindset has enabled us to grow into a multi-disciplinary firm consistently ranked among the top consulting firms nationally and recognized as a great place to work.”

Revenue Growth Strong; Exciting Projects Now and On the Horizon

Kimley-Horn has worked in Utah since 2001, with more than 930 projects under its belt, and several current and recent projects highlight its broad scope and expertise. The firm specializes in all aspects of civil engineering, with Johnson listing design for roadways, bridge structures, site development, water, wastewater, building structures, along with transportation planning, environmental engineering and planning, landscape architecture, aviation consulting, public involvement and communications.

Top Utah projects include roadway design, drainage, structural services and public involvement on I-215, program management on 5600 South in Roy, University of Utah Culinary Water System upgrades, site civil engineering and landscape architecture for 650 Main Office Building in downtown Salt Lake, and The Point Phase I infrastructure/site development for The Point Partners, one of the most exciting new projects along the Wasatch Front.

"It's an exciting project," said Morton of The Point. "We're building a new city and it's going to be a sustainable community, a live/work development where cyclists and pedestrians are priority modes of travel. It's a really unique, groundbreaking project."

Two other new projects underscore the firm's strength in the sports/entertainment market: Master planning the existing Salt Lake Bees Stadium on 1300 South in the City’s Ballpark District (Kimley-Horn is partnering with architectural firm Perkins & Will) for the Salt Lake Redevelopment Agency, doing transportation planning, utility studies, and structural analysis and site/civil design and field drainage design for the new 1,200-seat University of Utah Baseball Stadium (Charlie Monfort Field at America First Ballpark).

Kimley-Horn was ranked No. 2 nationally in sports by Engineering News-Record , which strategically aids the firm as it positions itself for potential future projects.

In 2022, Kimley-Horn opened a second Utah office in Lehi and today have grown their overall footprint in the Beehive State to more than 100 employees.

"We will continue to invest in our people in the Salt Lake City and Lehi offices," said Johnson. "We will also continue to invest in Utah County, considering it is the fastest growing county in the state. Ultimately, our clients will guide our expansion and where we will consider future growth in Utah. The last ten years have been an incredible journey, and we are excited to see where the next ten years will take us.”

A Future Paved with Intentionality

Thu, 03 Oct 2024 21:43:46 GMT

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.”

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.

Art of the Grill

Sun, 01 Sep 2024 21:34:57 GMT

Traeger Grills’ new headquarters sears an indelible mark on Salt Lake’s south side with stunning design and finishes on this adaptive reuse and renovation to build a cohesive, dynamic hub.
By Taylor Larsen

Touring the brand name in grilling with Marbe Agee feels fitting, especially as she discussed the design concepts embodied throughout Traeger Grills’ new headquarters.

Agee, a southerner and Principal at Method Studio, has helped to build Utah’s office scene by envisioning awe-inspiring commercial spaces for clients, especially here with the firm’s most recently finished work—modernizing a cluster of old buildings and turning them into a clean, 21st-century workplace.

“We worked to make sure to not have brik-a-brak or gobbledy gook,” she said of the design, sprinkling our conversation with southern seasonings I haven’t heard used since my dad said “daggum” when referring to the sweltering Oklahoma heat.

Committing to those design standards with plenty of existing “gobbledy gook” would be a challenge from concept to delivery. But Traeger Grills, their design team led by Method Studio, and their construction team led by Layton Construction's Interior Construction Specialists, joined forces to perfectly balance the ingredients on site with modern expertise to create a space to savor.

Marinade

Touring with David Knorr feels fitting, too. The Layton ICS Project Manager has a deep, gentle voice that combines with his beard and flannel shirt to make Knorr a pitmaster personified. He said he does use his Traeger grill often, but his domain is less barbecue, more building.

Knorr, Agee, and their teammates at Layton ICS and Method Studio have shared a meal or two with the Traeger team in their ten-plus-year relationship working across multiple projects. Agee and Knorr mentioned watching Traeger go from working on MityLite tables in a Springville warehouse over a decade ago to building the office for the brand name in outdoor cooking with an award-winning project in the Wilmington Flats building in Sugar House.

When the time came to envision a “Traeger 2.0” in a 2019 conversation with the Traeger Grills top brass, the designers and builders were ready to leap into action, with construction beginning in September 2021.

Agee and the Method Studio Workplace team designed with certain goals in mind: fostering human connection and a place of belonging with a compelling set of work environments that draw you to the space. But, she said, this design needed to stay true to Traeger Grills and how they work while remaining unencumbered by current workplace trends.

“Our current philosophy is to create a workplace that is not homeful, or heaven forbid the overused ‘resimercial’ word, but rather something that is better than what employees have at home,” Agee said. What she and her team are trying to capture in their office design is a culture-specific environment “where employees want to be.”

Assemble

“The design was really outside the box,” said Knorr, complicated in part by an underlying issue—what existed in place. “There are so many unknowns everywhere you turn, especially when you’re going six feet down into the soil.”

Early excavation and structural surveying determined what could stay and what would be cast aside. While one structure received the wrecking ball, two of the buildings and their wood-slated, barrel vault roofs would receive a restorative touch after the team unanimously agreed to save the historical feature. Four total buildings were saved and combined into one structure befitting Traeger Grill’s innovative and growing team.

“The whole project was so fun because it was so unique,” said Knorr of the personal highlight. He said the experience was far different from the normal tenant improvements created by Layton ICS, namely that he and his team were involved in groundwork and so much structural change of the existing buildings. Adapting the preserved structures required excellent collaboration and trust from their construction and design partners, many of which had worked together on many other successfully completed projects.

The CMU edifices of all four preserved buildings were upgraded via supplemental steel and strategically placed shotcrete over a layer of closed-cell spray-foam insulation. Windows were then added to open up every inch of the new space for natural daylight and views. The two existing buildings with barrel vault ceilings received a full metal roof substrate over the existing wood slats, too.

Between skylights added into the former warehouse building, the team sprayed K-13 insulation on the metal decking as an acoustic buffer from the highway streets nearby to keep work areas more resilient to the hubbub throughout the headquarters. The black of the insulation shares a few qualities of the char marks of a steak in color and contrasts with the surrounding elements.

A build as complicated as the Traeger Grills headquarters needed a special ingredient to bring the recipe up a notch. Since the outside walls and roof couldn’t support a second floor, Layton ICS got to work constructing 23,512-SF floating mezzanine that serves the same purpose.

The inability to tie the mezzanine structurally required a two-inch gap between mezzanine and shell to build, as Knorr called it, a structure within the structure. He complimented all of the trade partners who they leaned on for expertise throughout the process, but specifically praised Rightway Steel and ARW Engineers for their work to envision and then build black structural steel visible throughout the headquarters and support the entire structure.

Conex-style boxes are found throughout the mezzanine level, with dark leather furniture and other finishes setting a comfortable mood inside.

“There should be no precious furniture in a space,” Agee said of those and all of the interior work. “If you want people to embody a space, if you want people to be here, you have to let them sit there, and it has to be comfortable.”

Serve

Art, murals, furniture, and more are a masterclass in brand aesthetics that add to the comfort. The material aesthetic of corten steel, shotcrete, and rolled steel naturally dovetail with the color palette of black, grey, and spritzes of orange—adding a zest to reemphasize the brand and connect across departments. The pop art throughout the space is zany, fun, and a visual microcosm of Traeger Grills’ efforts to innovate on the timeless theme of bringing people together and enjoying a good meal.

There’s a fit for every flavor of work. Ideation and R&D are front and center, with a user observation lab, marketing rooms for content filming, a green room, a test kitchen, and a snazzy commercial kitchen cooking up delicious lunches and more for employees. Workstations are a given, but multiple areas combine work with a splash of play in their cross-functionality that would make even the most robust event space green with envy.

A venture to the shaded outdoor roof deck showcases a few employees in a breakout meeting. Can you call it work if everything is this comfortable and fun? Heading back to ground level and a few more folks are enjoying lunch in the covered patio connected to the dining space. Multiple roll up doors and grate-style openings blend the indoor/outdoor cookout experience to reinforce the brand as workplace and entertainment hub centered around food, fire, and innovation.

“We have been excited about this project from the beginning, and it turned out better than we ever imagined,” said Traeger Grills CEO Jeremy Andrus. "We wanted to keep the historic nature of the building, like the original barrel vault roof, but we also designed the space to fit our lifestyle at Traeger.

Enjoy

Our tour ends with the possibly the most phenomenal view—looking up to the immaculately preserved barrel vault ceilings. Breathtaking doesn’t begin to describe the wooden beams of these preserved buildings.

Knorr said some of the wooden beams and slats needed replacement, while the rest were preserved and renewed to a deserved glory. The museum-like illumination spotlights lumber old and new, a trick Agee learned from her mentor, architect Jim Lewis, when he lit up the ceiling planks on Salt Lake City’s famous Bogue Supply Building.

It’s an emotional sight to see a modern take on such a historic feature that gracefully hangs over the tables and chairs for the Traeger Grills team to enjoy a meal or take in the company’s weekly all-hands meeting. A second building with the barrel vault roof received the same restorative techniques and now houses the events and marketing team workspaces, helping to bring the good news of Traeger’s culture of food, fun, and fire out to grillers and chillers everywhere.

Getting the recipe right, team members said, required extensive work, but Traeger Grills’ new headquarters is worth savoring.

Traeger Grills Headquarters

Design Team:

Architect: Method Studio

Civil: McNeil Engineering

Landscape Architect: Wenk Associates, Inc.

Structural: ARW Engineers

Electrical: Rocky Mountain Consulting Engineers

Mechanical & Plumbing: SMD & HMW Engineering

Construction Team:

General Contractor: ICS

Concrete: Black Ops Concrete

Plumbing: Reliable Plumbing

HVAC: AJ Sheet Metal

Electrical: Taylor Electric

Masonry: IMS Masonry

Drywall: Standard Drywall

Painting: Fisher Painting

Tile/Stone: Dowland Tile & Midwest D-Vision Solutions

Millwork: Contempo Cabinet

Flooring: Midwest D-Vision Solutions

Roofing: Layton Roofing

Glazing/Curtain Wall: Midwest D-Vision Solutions

Waterproofing: Guaranteed Waterproofing

Steel Fabrication/Erection: Rightway Steel

Excavation: Jones Excavation

Demolition: Red Rock Excavation

Landscaping: Intermountain Plantings

Marmalade Plaza Bearing Fruit

Sun, 01 Sep 2024 21:26:09 GMT

Half-acre public plaza in Salt Lake’s Marmalade District connects neighborhood to urban oasis via high design and innovative construction.
By Taylor Larsen

Tucked just beyond the hustle and bustle of 300 West in Salt Lake City is something sweet: Marmalade Plaza—the collaborative work between third-generation Utah family business Cal Wadsworth Construction and landscape architects and designers at Salt Lake-based LOCI. Amidst the lovely built features and vegetation installed around the half-acre site, what catches the eye is the giant bronze apricot statue on the project's westernmost edge.

Statue artist Day Christensen, with his last name so fitting for the Beehive State, delved into the Marmalade District’s rich past as the inspiration for his work on “Apricot,” saying the area’s steep streets were named after quince, apricot, and almond fruits as residents used those fruits to make and sell marmalade. The sculpture, he said, serves as a constant reminder of the neighborhood's origins and the ingenuity of its pioneers.

That ingenuity in design and execution was a theme as the project team delivered a public space befitting Salt Lake’s historic Marmalade District.

The plaza design took off in 2014 with LOCI Principal and founder Michael Budge and his newly minted firm working on their first project. Instead of funding delays that pushed construction back, Marmalade Plaza would need to wait for future development to finish before starting. The landscape architect said the half-acre parcel was always set up as a public space between existing developments at that time (Marmalade Library; Capitol Villa Apartments) and future projects (Harvest Apartments; Grove at Marmalade townhomes).

Public involvement quickly settled on a design priority that remains top of mind for many Utah residents—water.

“From day one, we wanted a water feature,” said Budge. The plaza would honor the body of water that existed on site previously, one the Army Corps of Engineers had to ensure wasn’t a wetland. The LOCI team designed an abstract wetland in its place, complete with water boxes for the future rushes to be installed.

Winning the construction bid was Cal Wadsworth Construction’s entry point to test their collective chops.

“We thought that all of the concrete work was exciting,” Jordan Wadsworth said. As Director of Operations for Cal Wadsworth Construction, the design that called for board-formed precast cubes, cast-in-place bridges and steps, plus sandblasted artistic flair would push him and his team to innovative heights.

Turning the site from a post-development mud pit into an urban oasis was challenging on such a tight site. One small entrance on the southern edge for concrete trucks and construction teams required high-level sequencing to get the right people on-site at the right time.

Connection and coordination were always at the forefront, especially with how the project integrates with the nearby buildings. That LOCI was hired by Harvest Apartments, adjacent to the to the north and west, to design their landscaping and more was a huge win, ultimately helped to site the complex’s three apartment buildings and combine features where landscaping seen in project dovetails perfectly in the other, flowing together like the plaza’s 100-ft-long water feature.

“It’s not an easy design and hats off to the contractors who built it,” said Budge.

Not easy is an understatement, especially with the ipe (pronounced E-pay) Brazilian hardwood decking. Dense, heavy, durable, and challenging meant a few hundred drill bits were sacrificed at the altar of construction. But the team persevered, developing a system to make cuts so clean that the hardwood boards appear pre-engineered.

“All of it was hand done,” Wadsworth said of the work with the decking. Precision and care were standout features of the Cal Wadsworth Construction team as they self-performed cast-in-place concrete benches with the gentlest curves, three concrete bridges, as well as concrete steps across the northern end of the water feature—all surrounded by two lines of paperbark maple trees.

“It’s refined,” said Budge. “It’s less so someone’s backyard, but [more] an urban plaza you’d find in a major city.”

The slight bend in the form of the benches, water feature, and around 1,600 SF of decking are not only a circulation effort moving people from southwest to north or vice versa, but a testament to the work from the Cal Wadsworth team to artfully construct such complicated forms.

The design also called for precast concrete cubes ranging in height between 9” - 3’9” in height. Built by Brigham City-based Mountain West Precast, each of the cubes was picked and placed close to the final location before a forklift positioned each of them on their respective bolts before epoxying them in place. Wadsworth said it came together “like a Tetris puzzle.”

The project team dug deep into their problem-solving bag after the fire marshal refused to allow the grass turf of LOCI’s original design. The landscape architects pivoted to replacing the turf with two 25-foot-plus sycamore trees to help cool and shade the plaza’s 5,000 SF of concrete hardscape.

Innovation continued as the construction team worked with graphic designers at Queen of Wraps to lay out custom stencils for different sections of the concrete paving. Sandblasted apricot and leaf motifs brilliantly connect with Christensen’s statue to the west.

As day turns to night on the plaza, the subtle uplighting of “Apricot,” trees, and foliage combines with the halo under-lighting of the water feature steps and bridges. Bollards on the project’s western edge help light up a pathway from north to south. The catenary cable lighting system adds to the nighttime allure too, giving Marmalade Plaza the foundation to be a programming delight to potentially host art festivals, concerts, movie nights, pop-up markets, along with neighborhood residents and visitors enjoying the ample café seating.

Wadsworth complemented the LOCI team for planting the seed for such transformative work, imagining something that would bear fruit similar to the trees that gave the area its name.

“Great construction is more than just function,” he said, “it’s about design that resonates.”

Today, residents and visitors can saunter down their respective stairways or walkways to a project befitting the historic area—with all paths leading to the sweet delight of Marmalade Plaza.

Marmalade Plaza

Owner: Redevelopment Agency of Salt Lake City

Location: Salt Lake City

Size: 0.56 Acres

Landscape Architect: LOCI

General Contractor: Cal Wadsworth Construction

Electric: Winward Electrical Services

Landscaping: Stratton and Bratt

Excavation: Sunset Mountain Machinery

Precast: Mountain West Precast

Concrete Supplier: American Eagle Ready Mix Utah

Movin' on UP!

Sun, 01 Sep 2024 19:51:55 GMT

Silicon Slopes office inspires tenants with refined-iconic spaces and stunning design.
By Doug Fox

There’s a new jewel in the crown of Silicon Slopes architecture: the visually stunning Traverse Heights Office Building.

The six-story structure, housing 57,000 square feet of Class A professional office space and featuring a floor-to-ceiling curtain wall glass facade, sits like a queen on a bluff overlooking the I-15 corridor in Lehi and the expanse of Utah Valley.

If you’re traveling through that section of north Utah County, you can’t miss it on the east side of I-15.

“It is impossible to exit the freeway and not see this building standing large, perched over Silicon Slopes,” said Jared Francom, Project Director for Okland Construction. “It stands apart by location, approach and visibility.”

The building, owned by Woodley Real Estate, came with a price tag of around $25 million. In addition to the ownership group, tenants include Bank of America, Fidelity Investments, Solidarity Capital, Paramount and family offices for both Curt Doman and Todd Pederson, among others.

“We have had way more demand than space,” said Eric Woodley, owner/developer. “It certainly stands out and is a unique offering. The offset design really sets it apart from the rest [of the buildings in Silicon Slopes].”

According to David Anderson, Design Principal for Babcock Design, the core concept of the building differed significantly from the typical five- and six-story workplace projects his firm has created along the Silicon Slopes stretch of I-15.

“On the heels of several projects designed around 100,000-plus-square-feet tech-sector tenants that prioritized efficient floor plates and large-scale shared amenities, this project targeted smaller, high-end user groups with an interest in a refined, iconic space,” Anderson said. “As a result, efforts were made to sculpt a unique exterior form with shifting floor plates cantilevering high above the ground plane, which provided extensive usable outdoor space.”

COVID Conundrums

The journey from land acquisition in 2020 to certificate of occupancy in 2023 turned out to be no easy feat. Mentally, Wasatch Front residents may be a few years removed from the peak period of the COVID-19 pandemic but its architectural impact is still being felt and the Traverse Heights Office Building is a prime example.

The project started during the mid- to latter stages of the pandemic in 2021 and was designed amid the challenging fallout of material shortages throughout the building industry. Year-long lead times and cost escalation on structural steel products at the time tilted the design decision toward a post-tensioned concrete structure, Anderson said.

But that strategic switch spawned its own set of COVID-created conundrums.

“By the time construction ensued, of course, there were concrete shortages throughout the state due to shutdowns of several cement production plants,” Anderson said. “Okland Construction worked miracles to acquire concrete during the shortage and significantly minimized delays in the construction schedule.”

Choosing concrete both for the look and the difficulty of procuring steel, Woodley noted that the concrete shortage hit during the mat-footing pour — basically the most inopportune time possible.

“It was a nightmare to work through, but we had a great construction team to help us navigate it,” he said.

On a positive note, the decision to use post-tensioned concrete affected both the overall form — achieving some dramatic cantilevers in the office space – as well as the feel of the interiors, said Anderson.

“Exposed architectural concrete sheer walls and solid concrete slabs created a crisp, smooth and dramatic interior space with exceptionally high ceilings,” he said.

An Amani Resort Vibe

The building’s bluff location afforded the opportunity for remarkable panoramic views of Utah Valley. The design plans took full advantage of the chance to do just that.

“The site offered spectacular vantage points, providing views of the entire valley from the Wasatch range and across Utah Lake,” Anderson said. “The small footprint of the site also drove us to a more vertical product, taking advantage of the location. With this in mind, and with the concrete structure eliminating the need for ceilings, we provided a full curtain wall system with vision glazing — almost no spandrel panel. This required some challenging detail to achieve an unbroken vision plane extending from the second floor to the roof.”

Woodley said the design team tried to keep everything true to form, noting that if it looks like concrete, it is, and if it looks like wood, it’s real wood.

“We really wanted an Amani type resort vibe, speaking to the desert vibe of Utah,” Woodley said. He also called out the fireplace in the main lobby with Aroma360 scent and background music. “Most folks walking in will comment on the unique vibe. It’s very calming and crisp.”

Anderson said the lobby provides a markedly different experience with a minimalist approach typical for a high-end resort. The architectural concrete walls and ceilings are balanced with the warmth of the fireplace, lounge seating and leather-wrapped elevator core.

Woodley said the first floor features non-structural walls that are 2-feet thick and fluted.

“That was probably the biggest hurdle design- and construction-wise, but it was so worth it,” he said.

Anderson said the workplace market has really accelerated toward grand user-friendly amenities — such as gyms with private shower rooms, two-story all-hands spaces and full-service kitchen and dining areas — but this project was a bit more understated in its approach, catering more to the individuality of each tenant.

“Respecting the privacy of the individual tenants in the building, all amenities are within the private suites,” he said, citing smaller kitchen and dining areas and lounge spaces. One floor, he noted, features a war room hidden behind a rotating wall panel that is invisible when closed.

The sixth floor contains one of the building’s most striking visual elements: a 2,000-gallon tropical aquarium set opposite the bank of elevators.

“That is always a main conversation piece,” Woodley said.

One of a Kind

Anderson called the Traverse Heights Office Building project one of the most rewarding experiences that he’s been involved with over the course of his 20 years in the profession.

“The client really drove us to create,” he said. “They had high expectations and I feel that the team — architects, interior designers, engineers and contractors — really rose to the occasion and produced something truly remarkable. The focus on creating a workplace that transcended to the next level was relentless, from the client down. The passion for excellence started with the client, and they deserve a lot of the credit for the success. My hope is that it serves them well for decades to come.”

“The design is one-of-a-kind. A true Class A professional office building that was very much needed in the market,” said Woodley. “Babcock Design and Okland Construction did an exceptional job with the design and construction of the building. We couldn’t be happier with their partnership.”

Project Name: DPW3 Office Building

Location: Lehi, Utah

Delivery Method: CM/GC

Owner: Woodley Real Estate

Design Team

Architect: Babcock Design

Civil: Trane Engineering PC

Electrical: Spectrum Engineers

Mechanical: Harris (Design Build)

Structural: Dunn Engineering

Geotech: GSH

Landscape: Great Western Landscape

Interior Design & Furniture: Babcock Design

Construction Team

General Contractor: Okland Construction

Plumbing & HVAC: Harris (Design Build)

Electrical: Rydalch Electric

Concrete: Okland Construction

Steel Fabrication & Erection: Precision Welding

Glass/Curtain Wall: B&D Glass

Drywall/Acoustics: K&L

Painting: R P Painting

Roofing: Utah Tile and Roofing

Landscaping: Great Western Landscape

ASLA Pulls Up a Chair

Sun, 01 Sep 2024 19:39:14 GMT

Utah’s Chapter of the American Society of Landscape Architects (ASLA) wants a seat at the table to advance not just the profession of landscape architecture, but the environments for Utahns to thrive.
By Taylor Larsen

It’s hard to keep track of all the decisions made about the built environment happening in Utah. A new commercial design here, permitting there, and the beginning and end of so much master planning.

It’s great for the A/E/C community, certainly, but for Bryce Ward and the other board members at the ASLA Utah Chapter, landscape architecture deserves a seat at the table where those decisions are made. Bringing in their unique point of view, ASLA Utah is aiming to break through the misunderstanding in their field to plan, design, and steward environments across Utah for residents and visitors to thrive.

There’s the mission, and there’s the practice. Ward explained that landscape architects are expert generalists, meaning he and his fellow professionals are trained to think beyond the site boundaries.

“Buildings are part of an elaborate natural and development fabric,” Ward, recently elected Trustee for the ASLA, said. “Landscape architects think through the impacts development has on the built and natural environments.”

After all, their work is much more than shrubs, benches, and a walking path. The plan is in motion to build toward a cohesive whole, where every facet of the built environment is considered—with landscape architecture joining the party and improving projects across the state.

For Lars Erickson, ASLA Utah President-Elect, the matter is one of dollars and cents in a straightforward equation: clients that value and pay for good design get greater value in their projects.

“Even the simplest of landscape projects can create greater value for our environment with a little more effort,” Erickson said.

More clients are waking up to reality, he said, and seeing how minimizing the impact on our land, water, communities, and wildlife can benefit everyone. But, he continued, “There is a dominant conscience to ‘subdue the land’ rather than integrate more with natural systems."

ASLA is out to change that mindset. Communities and developers have the cultural prowess to work with nature rather than against it to create wonderful urban, suburban, rural, and natural developments beloved locally, nationally, and internationally.

The value of working with the ASLA is a straightforward sell to clients, but what about the value of the association itself?

Tyler Smithson, ASLA Utah’s VP of Membership, said that awarding the top work in the field via their ASLA Utah Annual Professional Awards is a great answer. Here, the best of the best in landscape architecture are awarded for general design, urban design, and residential design, along with planning and analysis.

As it awards the top projects and designers, the association is also building up professional development with online and physical resources for advancement and licensure, annual conferences at the state and national levels, and professional practice networks.

ASLA is out to improve the connections that allow landscape architecture to flourish. Connecting their members with vendors that provide new and improved products that create real value for our clients and partners, promoting best practices and innovative solutions to difficult problems, and, the most recent move, putting resources behind legislative and regulatory support of the profession.

Sometimes you need to make space at the table for people to hear you, and Erickson said these efforts to guide and influence state legislation will allow for landscape architects to “prime State of Utah projects that our profession is best suited for.”

It’s a two-for-one deal, ultimately providing more opportunities for landscape architects and reducing inefficient project management to create greater value for taxpayers.

Lobbying from the local to federal level is how the association values environmental, green infrastructure, and professional needs. ASLA wants to raise awareness across the industry in how their domain can build comprehensive, climactic-responsive infrastructure that wisely stewards resources and improves the lives of those in the Beehive State.

At the legislative level, the board and other landscape architects are excited for a few bills either in motion or under review.

HB 343 in the 2024 General Session is a significant step forward, as it allows state departments to hire licensed landscape architects as prime contractors on projects that the department determines to be landscape architecture projects. With unanimous votes in both State House and Senate, the association is awaiting the Governor’s signature.

Another bill, HB534, modifies and eliminates various state boards and commissions. Now, instead of the Landscape Architects Licensing Board, they have joined to form the Architects and Landscape Architects Licensing Board. Landscape architecture has gained an actual seat—seats, in this case—on the licensing board. Membership includes two landscape architects, four architects, and one member of the general public and becomes effective on the first of October.

It’s a positive move to give the landscape architecture field the recognition it deserves. Erickson said the board may create special or ad hoc subcommittees to advise the board on issues.

“This is an opportunity for the landscape architects to work together on a subcommittee to develop recommendations related to landscape architect issues for the full board to consider.”

The moves to speak up in the state are combining with the association’s efforts to integrate with architecture in the form of a move to AIA Utah’s headquarters in the Ford Building in downtown Salt Lake City. From ASLA Utah's perspective, this has given more legitimacy to the profession to have a space where both architectural practices can learn and collaborate in designing a better Utah.

ASLA is strengthening the relationships and commitments with future generations as well, especially with Utah State University. As the only institution in the state that offers a dedicated landscape architecture program, Erickson called the relationship between USU and ASLA symbiotic. Coordinated efforts like the mentorship and portfolio review groups support the students and give young professionals access to our members putting theory into practice.

“Having access to professionals in a mentorship environment benefits the students and practitioners,” Ward said. “As these students emerge into the profession, they help fill landscape architectural design roles in the fastest-growing state in the country.”

It is all part of the plan found in ASLA’s strategic planning document, aligning national goals with the practice as experienced in Utah, building advocacy and awareness, serving and supporting members, and empowering the future of the profession—all under the leadership of stellar association governance and management.

And it is intentional, Ward said. “Having a plan helps our organization achieve its goals in making Utah a better place to live and employ the craft of landscape architecture.”

As the profession flourishes, so do the places in Utah where people love to be. The voice of landscape architecture is growing with literal and figurative seats at the table, and Ward said they want the state—at both public and private levels—to look to their expertise to continue to plan, design, and execute better spaces.

“We are a profession founded on the stewardship of our natural environment and the precious resources that sustain our cities and lifestyles. We expect to be at the table when discussing important issues like the Great Salt Lake, water use issues, and how we grow our neighborhoods and preserve our high quality of life.”

They have their seat at the table; now it is up to ASLA and their membership to speak up.

Meet ASLA’s recently elected board:

President: Jesse Allen

Secretary: Ladd Schiess

Trustee: Bryce Ward

Continuing board members:

Past President: Paul Stead

President Elect: Lars Ericson

Treasurer : Adam Castor

VP Membership & Member Services : Tyler Smithson

Vice President of Advocacy : Thomas Eddington

Vice President of Visibility and Public Affairs : Josh Quigley

Vice President of Professional Development : Tanner Snow

Executive Director : Jenny Sonntag

Big Plans on Campus

Sun, 01 Sep 2024 16:24:11 GMT

UC+D looks at bustling construction activity at the U of U in Salt Lake, UVU in Orem, and Utah Tech in St. George.
By B. Garn

Students at Utah’s higher education campuses this fall likely found themselves navigating around construction fencing or finding once familiar pathways to class temporarily blocked as concrete trucks rumbled by and tower cranes cast shadows across campus.

From the new buildings for the University of Utah’s School of Medicine that are reshaping the upper campus of the state’s flagship university to plans for a major campus expansion at Utah Tech University (UTU) in St. George, a surge of projects planned and funded several years ago are now taking shape on university campuses from Logan to St. George.

DFCM boss takes helm at U of U

Developments in the planning and construction departments at the state’s college campuses were not limited to concrete and cranes.

In March, Jim Russell, longtime Director of Utah’s Division of Facilities Management and Construction, took over as Associate Vice President of Facilities at the University of Utah.

With the U of U in the midst of a considerable building boom, Russell said he was brought on board to overhaul management operations in the department and try to simplify and improve the process of planning and building on campus.

“It costs more to build on this campus, and it always has," said Russell. "Some of it has to do with compact sites and campus utilities, but there is also a lot of input from a lot of people. There are Deans, donors and doctors who all have their ideas of how things should be done. We’ve also gotten to a place where contractors don’t believe a budget is a budget because it never is. I’m trying to improve the process overall. We are going to try and do better with setting expectations.”

Russell said he expects fewer projects to be delivered under CM/GC contracts in the future. The largest new project for the University—a new hospital and health care center in West Valley City— has an estimated budget of $850 million and will be delivered using design-build.

Russell said he was very familiar with the issues dogging projects at the university before taking the helm at the department. As DFCM Director, he regularly got calls from contractors, architects and university personnel expressing frustration with the process of building on campus.

“I knew what I was getting into before I came,” he said, flatly, prompting a need to reorganize and streamline facilities and construction operations.

In the last legislative session, U of U President Taylor Randall committed to state leaders a reduction of $100 million in ongoing operational costs at the institution. To that end, Randall launched an “operational excellence initiative" at the beginning of the year that involves a deep dive into procurement at the U, as well as an evaluation of building maintenance and project management teams.

“One thing that strains us is there are a lot of separate project management and facility groups on campus,” Russell said.

“Are we adding value by doing it ourselves? If we’re not, then maybe we should be looking at the private sector for [better ideas].”

Russell has made some organizational changes including combining Construction and Facilities Management into a new, consolidated division known simply as U Facilities.

“We’ll have a project management group and a facilities management group," he explained. "This way we’ll try and manage the full lifecycle of the building. You can see if things put in place on the design and construction side are being employed on the operational side and providing the value you expected,” he said.

As for planning the next 100 years of growth, Russell said a team from University of Utah Real Estate and the international design firm NBBJ are at work on a new campus master plan.

Fort Douglass to Become

Part of U of U Campus

In mid-August, the U.S. Army reserve officially announced its operations would be moving to property near the Utah National Guard’s Camp Williams in Bluffdale. After the move, the approximately 50 acres of property and buildings will become part of the University of Utah campus.

“That property is key to the future of the university,” said Russell.

He noted the buildings, primarily in the Officers Circle, which are on the National Register of Historic Places, will be preserved and likely renovated for use by the university.

Current and Future Building Plans

Russell and his team is also overseeing a considerable number of current and future projects that will soon break ground. In addition to the new $850 million health care facility in West Valley, the new $150 million Spencer Fox Eccles School of Medicine continues to rise on the east end of campus. In addition, the $190 million John and Marcia Price Computing and Engineering Building broke ground this spring and the $50 million James LeVoy Sorenson Cener for Medical Innovation on the university’s medical campus is currently under construction and slated to open in 2026.

At the South end of campus, a new $40 million baseball field and grandstand is taking shape. At the west entrance to campus, a $97 million renovation and expansion of the historic William Steward Building will house STEM courses for the applied sciences program.

The Huntsman Cancer Institute will add a new facility in the Utah County city of Vineyard, while the Huntsman Mental Health Institute will add a $185 million research facility, along with the $47 million Kem and Carolyn Gardner Crisis Care Center.

Russell says near-term projects will focus on creating more housing on campus to meet President Randall’s goal of adding 5,000 more student beds to the campus by 2030.

Russell says he feels that he was able to develop a sustainable and efficient system during his time at DFCM and wants to do the same in the new position at the state’s flagship research university.

“It has been a pleasant surprise to find out just how many amazing employees we have here. I want to build a system that can help them keep improving and progress and develop in their careers,” said Russell. “There are good people here, but they haven’t had the training they need, and they haven’t really been trusted to manage their projects. I want to train people and delegate and trust them to make decisions. Trust will be the key to our success.”

UVU gets is Kicks; Plans for Vineyard Expansion

The state’s largest public university—Utah Valley University—continues to expand its enrollment and footprint. The main campus in Orem is landlocked, but beginning in 2011, the state began purchasing property approximately six miles north and east in Vineyard to accommodate future growth. UVU now owns 240 acres in Vineyard, and a master plan envisions the space being used for athletic, health care and student housing, with a goal of integrating well with the neighboring community. The site currently hosts four athletic playing fields and according to Kurt Baxter, UVU Senior Director of Engineering and Space Management at UVU, the school’s Health Professions building is expected to break ground on the site in the near future.

On the Orem campus, the $100 million Scott M. Smith Engineering and Technology building, named for the Qualtrics co-founder, broke ground in 2023 with an expected completion early 2025.

A new 22,000 SF soccer stadium on Clyde Field, which will serve the men's and women's soccer teams, broke ground in April with completion expected August 2025. Designed by Salt Lake-based Method Studio, the stadium will have seating for 3,000 with locker rooms, concessions, restrooms, a press and broadcast box, and eight VIP suites.

“According to our athletic director, it will be one of the nicest facilities in the western United States,” said Baxter.

Also in the athletic realm, Baxter said Salt Lake-based VCBO Architects was recently selected to program a new Student Athlete Center. With an expected budget of $25 million, construction is expected to begin early 2025.

Baxter said a 6,319 SF expansion of the McKay Education Building is currently underway and should be complete by end of the year. The project added a one-story addition to the existing building and will include a welcome area, study spaces and additional classrooms.

Adding Beds and Land at Utah Tech

Like UVU, Utah Tech in St. George is a landlocked campus that recently purchased nearby land for future expansion. Jon Gibb, Director of Facilities Planning and Construction for the state’s southernmost higher education campus, said Legislative funding allowed the school to to purchase 183 undeveloped acres 8.5 miles south of the main campus, near the Desert Color neighborhood. Gibb said a recently completed masterplan by VCBO lays out the framework for future campus growth.

“We started with the intent of master planning the new acreage, but quickly realized we still have lots of opportunity on the main campus," said Gibb. "We decided to finalize a plan for the main campus and then have a proposed 20-year plan for that new property we are calling South Campus. We expect to accommodate 18,000 students on the main campus, which is about 110 acres. We can’t grow out, but we can grow up. Once we get past what we can accommodate, things will go to the south campus, that we envision to be an innovation district for research and programs for more advanced degrees.”

Gibb said part of growing the current campus involves creating more student housing, like the newly completed Campus View Suites III. The 164,000 SF, 563-bed residence was designed by Method Studio and completed in June by Sandy-based Layton Construction. It includes private study rooms on each floor and a small grocery store on the street level. Gibbs said the project was delivered using a design-build contract, which he said worked well.

“We did design-build on Phase I because we needed housing quickly,” said Gibb. “We loved the results so much we just did it for the next phases as well. If you do your leg work up front to specify what the minimums are, the architect and contractor can work together to deliver it. We got everything we wanted—and more.”

Gibb said CM/GC delivery is being used for two other large-scale projects on campus, the General Education Building at the center of campus, which is currently underway, and the renovation and expansion of the 1980’s era America First Performing Arts Center, formerly the Cox Auditorium.

“It will be a $23 million renovation of the auditorium to accommodate traveling shows and concerts that need high quality performance space,” said Gibb. “We’re upgrading everything and adding practice spaces and improving the lobby.”

Gibb said efforts are also underway to improve the general campus infrastructure.

“We don’t want to get behind on that—we spend about $5-6 million a year upgrading and expanding infrastructure. We’ll connect our heating and cooling tunnels into a loop in the coming year, which will increase our efficiency.”

Gibb said the school recently upgraded its chiller system from three to five towers. In addition, UVU is focusing on small conservation improvements that offer a high return, like changing lighting to LEDs and installing low-flow plumbing fixtures.

Precast Market Ready to Take Off in Utah

Sun, 01 Sep 2024 15:54:58 GMT

Precasters sound off on how their product can fit nearly any and all needs in commercial construction, especially as the industry continues to innovate.
By Taylor Larsen

It’s not rocket science.

According to Kevin Martin, Geneva Pipe & Precast’s General Manager for the Orem office, precast concrete is a simple, albeit different, solution for a construction problem.

“We’re still building a metal cage and building a mold and putting concrete around it,” he said.

Simple, sure, but effective. With a huge concrete market to capture, expanding infrastructure with new and growing communities, and a broken labor market showing no signs of repair, the trajectory for precast is upward and onward as the new year approaches.

No Rest for Precast

Each of those interviewed spoke to how there is not just an insatiable demand for precast in Utah, but that they regularly field calls from out of state to supply jobs across the West. As a byproduct, one trend that may be gone forever is the winter slowdown, especially as development ticks up across the state.

Said Martin, “We used to use the winter months to build up inventory, but the new way of doing things is putting pressure on us to keep production high year-round.”

Demand for neighborhood infrastructure products is here to stay, especially for growing cities around the state. Developments are popping up across Utah County in Lehi, Saratoga Springs, and Eagle Mountain, as well as an exploding demand from the southward development in places like Payson, Santaquin, and even Benjamin, nestled snugly just south of Spanish Fork. Precast, those interviewed said, is ready to meet it with pipe, box culvert, manholes, and more.

With expanding development combined with the growing capabilities of precast concrete, "slowdown" might not enter the precast vernacular again.

Lee Wegner, Regional Sales Manager for Contech Engineered Solutions, noted the possibilities that opened up with the Latter-day Saint temples in the 2010s changed the game on precast concrete in Utah. High-level detail and molds brought awards and new possibilities, with rope-like features and scalloped corners doing the best impression of skilled masonry work.

“Almost every piece was unique,” said Wegner of their work on the Payson Temple. While unique is not the word precasters want to hear in such a standardized process, the pride of seeing what their work accomplished in the final build helped to reimagine what was possible in precast shops.

“We’re pushing the envelope a lot more and are much more adaptable to the needs of the market.”

Markets and Verticals

From a regional perspective, Jim Schneider, Executive Director for the Precast Concrete Institute Mountain States, said there are plenty of possibilities for the industry amidst federal legislation and funding over the last few years.

“As roads, bridges, and other vital infrastructure are replaced,” he said, “the precast industry is ready to support infrastructure initiatives wherever they are needed.”

Parking structures and infrastructure will continue, but other markets and verticals are available like schools and the influx of data center work taking over the west.

The clear consensus among precasters is product and market diversity win the day. It’s how they can supply Utah County with the right product to build up neighborhoods, send box culverts down to Southern Utah to mitigate flash flooding on roads, and deliver bridge girders and MSE walls in Davis County to keep transit moving.

While there are plenty of competitors in the market, the array of products to perfectly meet owner needs will only grow in importance, especially as communities fill out in the coming decade.

David Wallers, Division Manager for Harper Precast, said that Utah will continue to embrace precast, especially at the larger firms and owners like Pacific Power, UDOT, and large-scale developers chief among them.

“Precast has such a huge advantage on public safety,” Wallers said. Its use will only continue to grow, especially as his team pours 200 yards a day. Highway projects from UDOT, like the current and future phases of Bangerter Highway, are a case in point, especially as precast evolves and improves with changes in materials.

For Wallers and the Harper Precast team, box culverts, MSE walls, electrical vaults, sound walls, and plenty more—the list of products to meet owner needs is extensive, and precast has the power to meet what emerges in the future.

One interesting product is the ballistic panel market, something that has been a key differentiator that reinforces Waller's point about product diversity and the ability to be involved in multiple markets. Harper Precast’s specialized product is UL 10 752-rated precast walls manufactured in their North Salt Lake facility, which are approved to withstand a .50 cal bullet from 40 feet away.

Changing Materials; New Techniques

Wegner said that concrete has evolved substantially over the last 10 years. The standard precast mix for bridges has gone from a 28-day break strength of 6000 PSI to between 8,000-10,000.

“It allows us to do a lot more,” he said. “We can stretch bridge spans on super long girder from 160 ft. to 205 ft.”

New, efficient girder shapes, new techniques like pre-stressing, and other innovations have helped the industry meet its most pressing needs through precast concrete.

Within the concrete evolution, Wallers noted the switch from fly ash to pozzolan in their concrete mix.

While a receding fly ash supply was one reason, the Harper Precast team has found that switching has reduced “concrete cancer” from alkali-silica reaction while keeping set times moving. Air entrainment is more stable while their concrete has become denser and less permeable. All of it goes to making a cost-effective switch that has helped their team stay competitive.

Schneider at PCI Mountain States noted that fly ash has long been a reliable option as a supplementary cementitious material but, as a byproduct of coal, “fly ash becomes a less reliable solution as time goes on.” Like the use of pozzolan, he said, there are exciting innovations within the larger concrete industry to reduce or replace cement with other materials.

“The National Renewable Energy Lab is working on a project to explore the use of mine tailings as replacement for cement, and there's a fascinating study at Colorado University - Boulder that's working with microalgae to decarbonize concrete,” he said. “Lots of exciting possibilities are on the horizon.”

Solutions are out there to gain additional efficiencies but lose out on the most important variable—price. Whether it is rebar reinforcing alternates instead of scrap steel, or the use of cement alternatives, an industry driven by money and schedule is loathe to adopt something where a cheaper alternative gets the job done well.

It’s a microcosm of their work to meet owner needs.

Even with schedule benefits and cost assurances, many companies have always worked with cast-in-place as their casting method continues to do so. Especially with many of the major commercial builders self-performing, Wegner noted: “Why would they do something else?”

He said that it is incumbent on the precast industry to win owners’ trust and match those promises with what is delivered to the job site.

Whether architectural precast walls (left) or box culvert (right), precast’s standardization of manufacturing, QA/QC, and delivery make it the go-to on infrastructure projects as everything can be built off-site before arriving for placement on the job site. (photos courtesy Harper Precast)

Emerging from Labor Struggles

As for the workforce, it’s a pain point—for some more than others.

Martin said that certain labor issues for their team are looking to be solved by technological advancements in the precast manufacturing space in the form of a new facility to further automate the precast process. Geneva Pipe & Precast’s parent company, Northwest Pipe, pledged $18 million in capital improvement projects for their Utah offices in 2021, helping the Salt Lake branch to construct and supply a new facility, with state-of-the-art precast machinery from Europe. Geneva Pipe is hosting an open house for its latest reinforced concrete pipe precast facility in early October.

While the company has extended the design life of its two Utah manufacturing facilities to 50 years with machinery repairs and renovations, the investment goes back to labor. Martin said the manpower required to operate the new equipment will be just four precast manufacturing pros, instead of the 12 currently required at their Salt Lake plant, along with two others helping to keep the digital aspects of the technology running at an efficient rate.

Growing through Efficiency

Wegner said the industry has made major inroads on longevity, where once a bridge would need to be replaced after 30 - 40 years, bridge lifespans are extending 75 or more years. That, combined with precast’s centralization of materials and production gives it an efficiency bonus that may win over an owner looking for concrete solutions in their next project.

This extension of a project’s life cycle has been a big win in the wastewater field. Martin said his team has utilized fiber-reinforced rehab panels to extend the life of wastewater infrastructure. The corrosion-resistant panels can be easily applied to the interior walls of new and existing precast structures and provide a long-term solution in the fight against hydrogen sulfide gases that give the wastewater industry fits.

"Perfect pipe" has been one innovation that has picked up steam, too. The sewer industry had been on the lookout for a new solution for years to combat sulfuric acid and Geneva Pipe looked to deliver in the form of high-density polyethylene-lined pipes and manhole covers to keep sewage’s corrosive effects separate from the concrete. The 50-year design life is a major change from the 5-10-year design life of unlined products. The premium nature may cost owners a little more, but the shift to longer design life, with less maintenance, continues to pick up pace.

Upward Trajectory

All of those interviewed said that business is good, and the power is in their hands to meet market demands and make business even better. With growing product lists and growing capabilities, precast is trending up; its market share expanding and solidifying as it goes.

Innovative Infrastructure

Thu, 01 Aug 2024 21:18:47 GMT

The installation of six miles of 63-inch diameter pipe for the North Davis Sewer District offered diverse challenges for Whitaker Construction.
By Milt Harrison

Crews from Whitaker construction installed a massive 63-inch diameter HDPE pipe for North Davis Sewer District that allows treated and cleaned wastewater to flow to the Great Salt Lake, putting water back into the ecosystem while combatting dropping water levels. (photos courtesy Whitaker Construction)

Building the largest and longest HDPE effluent pipeline in the state of Utah—six long, arduous miles of 63-inch pipe—does not happen over two-plus years without the project team conquering significant challenges along the way. The end result is improved water quality for Farmington Bay and, optimistically, a trickle-down effect that carries to the whole Great Salt Lake.

For Myron Bachman, General Manager for owner North Davis Sewer District (NDSD), the key to this project was having Whitaker Construction build it to meet the current demands of a steadily growing population while factoring in potential expansions without the need for costly, invasive repairs.

In addition, Bachman said, "Some of the largest challenges were getting all the stakeholders to agree that this is truly the best option for NDSD’s effluent. Second, was getting all required permits and minimizing [impact] on the causeway during heavy-use periods, which Whitaker excelled at.”

Installing massive 63-inch diameter HDPE piping adjacent to a narrow causeway presents dozens of logistical challenges, but a comprehensive management plan stressing efficiency optimization kept things rolling.

“The pipeline provided a realistic approach of thinking outside the box by providing an alternative option to improve Farmington Bay water quality," said Bachman. "[This will] maximize the probability that NDSD’s discharge will continue to the Great Salt Lake, especially in times of reduced lake levels, providing a less costly alternative to ratepayers and still maintain a healthy environment. By keeping NDSD’s effluent in the lake the District is doing all it can do to minimize the effects on the residents created by lower lake levels.”

This sheer size of pipe required the fusing process to take place above grade and then having the welded sections lowered into the channel using myriad individual pieces of heavy equipment for each section “leap frogging” their positions. For the large fusing machines that were used, Whitaker created a sled system to help manage the moving of such large pieces of equipment on infamously unstable ground.

Record snowfall during the 2022-23 winter impacted the softness of the volatile surface, creating mud and a deceivingly spongy surface at times. COVID's impact was significant but met with diligence and a safety-first mentality.

"The conditions and times that we completed the bulk of this project demanded fluid communication and organization from our entire team," said Sage Thorpe, Whitaker Area Manager. "We had to execute efficiently on all deliverables, even during a global pandemic." The transportation of each section of pipe required semi-trucks to safely pick up, load, secure, and then transport them to the jobsite.

"Our entire team’s ability to think outside of the box to create effective solutions are the very reasons that we rose above the challenges and now get to add this impressive project to our already extensive portfolio," added Thorpe.

Additionally, this project had places where the Great Salt Lake crosses under the causeway for public access to Antelope Island. This was combated with an extensive slide-rail shoring system and pumping equipment at siphon locations to keep the water at bay.

Environmental consciousness, always at the top of any project list for Whitaker, took on additional meaning given the rich diversity of the wildlife area that surrounds Antelope Island.

The island is home to 500-700 bison that attract visitors from all over the country, as well as mule deer, bighorn sheep, antelope, and many other desert animals. Millions of birds, various critters, and flying insects also flock to Antelope Island's surrounding shores. Bringing in heavy equipment and other necessary tools had the potential to disrupt some of that environment. The precautions taken by the team ensured a safe, environmentally conscious project throughout.

“This project will forever be a great contributor to the area of Davis County because of taking wastewater that is being generated from the community and treating it into clean water and pushing [it] to the Great Salt Lake," said Kenton Braegger, Project Superintendent for Whitaker. "It's helping put water back into the ecosystem to help our environment."

North Davis Sewer District Final Effluent Pipeline

Location: Syracuse

Cost: $31 Million

Construction Timeline: August 2021 - October 2023

Length: 6 miles

Pipe: 63-inch HDPE

Project Team

Owner: North Davis Sewer District

Lead Design: Jacobs

General Contractor: Whitaker Construction

Brilliantly Executed Spaces and Thinking

utahcdmag1@gmail.com (LADD MARSHALL) — Thu, 01 Aug 2024 18:31:53 GMT

From Southern Utah to the Tetons, 13 stunning projects throughout the Intermountain West receive honors at annual IIDA Intermountain Event.

The Intermountain Chapter of the International Interior Design Association (IIDA) held its annual BEST Awards competition on May 16 at The Natural History Museum of Utah, with the UVU Sorensen Student Center capturing the "BEST of the BEST" and "BEST Play" categories.

BEST stands for Brilliantly Executed Spaces & Thinking, and the IIDA awards are among the most prestigious given to interior design professionals in both residential and commercial markets. An array of unique projects were submitted, projects that go beyond painting a pretty picture while truly encompassing great design in function, form, and style.

IIDA Intermountain recognizes that successful interior design requires a collaboration of many disciplines including consultant teams, project managers, vendors, contractors, and more. These awards are a celebration of that collaboration and of dynamic overall design happening throughout the Intermountain region.

BEST of the Best & BEST Play

UVU Sorensen Student Center Remodel + Addition

Method Studio

The Sorensen Student Center at Utah Valley University is the hub for dining, retail, and leisure activities on campus. The design team was tasked with expanding and enhancing the existing center to improve the main concourse, all dining and food services, theater upgrades, and providing space for event services.

The ultimate objective was to create a cohesive design that embodies the university's brand and instills a sense of community spirit. Despite the logistical challenges of renovating in phases while students and faculty went about their respective days, the project successfully delivered a vibrant, student-centered space with new dining, retail, and other student services. Additionally, the design includes unique, UVU- branded wayfinding and graphics that display the wolverine spirit abundantly and enhance the overall student experience.

BEST Give & People's Choice

Metrodora Institute

Denton House Design Studio

Metrodora is unlike any other clinic or hospital—and that’s by design.

Their mission is to offer a variety of medical specialties, with the common goal of advancing care for neuroimmune axis disorders. Unlike many other medical facilities, Metrodora’s boutique wellness facility boasts a warm and inviting aura within its public and private spaces that put aside sterile and stereotypical and instead reached for the sense of comfort one would feel at a luxurious spa or hotel.

Patients and staff can take in plenty of eye candy with every glance inside the timeless design. Durable textiles, colorful artwork, and custom lighting were used to soften the space and meet healthcare regulations. Over 350 pieces of hand-selected art was installed, many of which brought a feminine touch to the space to honor the facility's namesake, an ancient Greek female physician.

BEST Furniture

Sustainability Display at Salt Lake International Airport

FFKR Architects

During the two decades of planning and six years of construction Salt Lake City International Airport, several sustainability initiatives were implemented into building design and operations. The goal of the Sustainability Display was to present the green achievements of the airport in visual (digital and print) format for patrons and incorporate a seating area for travelers.

Through several design iterations to meet the needs and vision, a custom, locally inspired three-piece set made the cut. Wood was the natural material choice for its biophilic elements, both visually and longevity. A custom computer script was developed to translate the high and low elevations of the Wasatch Range and properly size them into the peaks and valleys of the bench seat backs. To eliminate volatile emitted gases, a water-based non-VOC polyurethane was used to seal the plywood. This sustainability display is durable enough to withstand the high use and high-traffic of an airport with low maintenance.

Beyond the two benches, the central oval-shaped pylon holds a display case and a TV to share the airport's initiatives and achievements as a 21st century transportation hub.

BEST Hotels

Teewinot Lodge Grand Targhee

Edge ID

The Teewinot Lodge, built in 1977, beckons guests into a world reminiscent of a Wes Anderson film, drawing inspiration from the whimsical charm of "Moonrise Kingdom" and infusing it with the rustic allure of the Grand Targhee Ski Resort. Nestled amidst the towering Teton Mountains, the lodge's quaint timber cabin architecture, adorned with quirky details, organic shapes, and vibrant colors, immediately transports visitors to a bygone era of adventure and discovery.

Step inside the vaulted lobby, where the crackling of the central stone fireplace sets the stage for an evening of storytelling. Against a backdrop of campy hues and organic shapes, guests can engage in lively games of shuffleboard or simply bask in the warmth of camaraderie.

Each guest room is a whimsical retreat, meticulously curated with vintage-inspired furnishings and eccentric touches that pay homage to the lodge's storied past. Cozy textiles in funky patterns and warm wood tones create a retreat where guests can immerse themselves in the nostalgia of yesteryears.

Guests will carry with them the spirit of adventure and wonder that defines the Teewinot Lodge along with the “laid back, keep it simple” vibe that Grand Targhee Ski Resort was founded on.

BEST Learn - Higher Education

WSU Noorda Engineering, Applied Science & Technology Building

VCBO Architecture

The Weber State University’s Noorda Engineering, Applied Science & Technology Building is a celebration of the forward-thinking and technically precise minds within its walls. Situated on the north end of campus, this 144,000 square foot facility serves as the new home for the College of Engineering, Applied Science & Technology.

The architectural team worked alongside WSU to design a functional and intuitive building, highlighting structures and elements normally concealed within the walls. Engineering principles are expressed in the design details to support theoretical and experiential learning.

The building houses administrative offices, classrooms, labs, project work areas, and collaborative study spaces for the departments of Electrical and Computer Engineering, Mechanical Engineering, Manufacturing & Systems Engineering, Professional Sales, and the School of Computing. It also contains academic spaces for the early-college high school STEM program: NUAMES. This versatile facility provides an innovative space where students can learn, study, and thrive.

BEST Learn - K-12

Dancing Moose

Method Studio

Dancing Moose Montessori School is a new classroom building for Pre-K through 2nd grade students at Thanksgiving Point. This project serves parents working nearby and their enrolled children. The design focused on providing a happy, secure, and welcoming lobby equipped with a library for children and parents to rest and share goodbyes for the day. A colorful modern “tree canopy” embraces you at check-in, allowing collaboration with staff and monitoring of children throughout the space.

A key design feature called the “dancing light wall” allows for the playful display of children’s projects and varying light formations peeking through the articulated, playful wood screen. This was reinforced, too, in several skylights parading along the ceilings in the corridors, filtering light and continuing the articulation of light and shapes. Indoor/outdoor educational spaces feature safety, comfort, natural daylight, and views of nature with a focus on age/height-appropriate learning opportunities. In addition to classrooms, other areas include a STEAM Lab for hands-on learning, a large multipurpose gym, and a commercial kitchen. Outdoor educational gathering and play areas, a programmed garden with multiple garden boxes, and a stand-alone garden workshop with restrooms are included.

BEST Live - Multi Unit

Lotus Riverwalk

KWA Interiors

Situated adjacent to the Ogden River, Lotus Riverwalk stands as a beacon of innovation in 101 units across two, four-story buildings. The pioneering project combines Low Income Housing Tax Credit (LIHTC) housing with a commitment to achieving true Net-Zero status to strategically fulfill multiple objectives. By offering affordable and environmentally sustainable housing options in downtown Ogden, Lotus Riverwalk closely aligns with the city's broader economic development strategies.

Lotus Riverwalk aspires to elevate the quality of life for low-income individuals and families by ensuring access to stable housing amidst a nurturing environment. Dark wood grains in the floors combine with the dark wood of the cabinets of each residence for a comfortable home. Wood slat features and wooden ceiling add an extra level of comfort to the leasing space, while wooden beams in the clubhouse area work well with the Lotus Riverwalk’s contemporary furniture to instill pride within the community it serves, fostering a vibrant and inclusive neighborhood where residents truly feel at home.

BEST Live - Single Unit

Red Desert Retreat

Ezra Lee Design + Build

Nestled in Southern Utah's rugged landscape, "Red Desert Retreat" harmoniously blends into its surroundings, echoing the stark beauty of the desert. Inside, warm tones and ample natural light create a welcoming atmosphere with panoramic views of the mesas.

The open layout fosters a connection with nature and community. Outdoors, a pool, hot tub, and fire pit cater to both relaxation and family enjoyment. This sanctuary offers respite amidst captivating scenery.

BEST on a Budget: Under $70/SF

Audible at Sundance Film Festival

WOW atelier

Once a year, Park City becomes the epicenter of the film industry for that matter, the epicenter of the creative universe. The incredible thing about the Sundance Film Festival is it only lasts two weeks, so anything produced for this event is temporary and must be built off-site and put into place in a matter of days. In the case of the Audible venue, total installation took five days to take a blank space to a fully functioning space that is an extension of a worldwide brand and needs.

The venue was all about “apres-storytelling”, a modern twist in a chalet where visitors would gather around the “fireplace” and indulge in premium storytelling. The space was designed with plush textures and jewel-toned pallets. Energizing colors breathed life into the space to both excite the senses and embrace a cozy video.

BEST Serve

Murray City Hall

GSBS Architects

The design of Murray City Hall was inspired by Murray itself. The city’s history of industry, foresight, and civic pride informed the approach to material choice and design direction. The intent was to embody the heart of the community—timeless design that instills a sense of pride and place. Located in the historic center of the community, City Hall celebrates Murray’s past and future by including building materials that once powered the local economy—brick, copper, and concrete. Similar materials are used on the interior for cohesion and continuity.

To provide light and openness to the interior spaces, these materials are joined by walls of glass. This contemporary yet approachable material palette emphasizes both the permanence and transparency of Murray City governance. The abundant glass and high volume create a light-filled lobby, an interior “street,” from which visitors are directed to their intended destinations.

BEST Work - Over 15,000 SF

Service Titan

Method Studio and MAWD

The combined training and call center project provided a unique, collective approach between two design firms for a discerning client dedicated to creating software for contractors and builders. The design of their space, heavily hospitality focused, needed to create a workplace where employees would want to inhabit. Designers agreed that incorporating company standards for brand unification from their East Coast office while simultaneously integrating a sense of local through a play on “Mountain Tech” as a vibe was the best avenue for success.

Filled with amenities including boutique drinks, wellness rooms, gold- and silver-plated foosball tables, access to outdoor balconies off work areas, and an expansive outdoor patio on the ground level, the space offers what virtual working cannot. Balance with the amenities came from a dialed-in selection of collaborative and individual heads down focus spaces with state-of-the-art technology and inclusive design, all set against a backdrop of luxurious materials.

Who wouldn’t want to work here?

BEST Work - Under 15,000 SF

Wheeler Farm USU Extension Office Outdoor Education Center

ajc architects

At the heart of this project is the concept of "re-wilding" or re-connecting children and communities back to nature. In the case of the Outdoor Education Center, it meant facilitating hands-on experiences and physical re-connections to nature—encouraging individuals to play in the dirt and bring the outside in for further exploration to reconnect the natural world and classroom.

The guiding design goal was to find a way to integrate with the historic agrarian architecture utilizing contemporary materials and design principles. Beyond the administration offices and outdoor learning area with teaching spaces and demonstration gardens, the flexibility achieved in the building interior design is outstanding.

The project required a lab that could be transformed from an event space to a demonstration kitchen, a natural sciences lab, locally sourced food pantry, and a traditional classroom with 150 seats and the desks and technology required for high-level instruction. One look through the floor-to-ceiling glass walls at any time show that was achieved in spades. Within a single day, visitors can learn gardening, cooking, biology, and conservation in the same classroom without worrying about getting the space or themselves dirty.

BEST Student Project

Storybrook Cotrage

Rachael Barlow

Situated atop the Dover Cliffs in England, the idea behind Storybrook Cottage is that of a new home historically built to reflect a traditional Cotswold cottage in the “storybook” style from many a children’s tale. The home is for a couple who have traveled the world and want a place to call home in the scenic, historic area.

The home’s focal point is a large kitchen perfect for hosting and viewing the cliffs and surroundings via the delightful a-frame window. Livable, comfortable, and relaxing, the design is rooted in historic, traditional materials but meets the needs of functional modern living. While the home is small and intimate, it provides ample space for the couple to develop their personal relationships and individual growth.

What results is a design for a fresh, new residence built to stand the test of times, in both the past and present.

Next Gen

Thu, 01 Aug 2024 17:22:53 GMT

Second generation of Holman family leading Overland Group divisions to new heights.
By Brad Fullmer

Having grown up in and around construction his entire life, Ken Holman made a shrewd decision in the 80s to pursue a career in commercial real estate development, while at the same time acting as the general contractor on his own projects.

More than 45 years later, Lehi-based Overland Group finds itself excelling in both development and construction. At the same time, Ken has passed the baton to sons Dave Holman and Mike Holman, making way for second-generation leadership. Both credit their ambitious and hard-working father for setting the tone for their careers.

"His tenacity is huge," said Dave, 48, President of Overland Construction, who marks 25 years at the firm this year, having earned a Bachelor of Construction Management from Brigham Young University in '99. "His expertise is invaluable to us. Being in the development space is difficult; his ability to analyze a project unemotionally is a big strength, along with his ability to push through challenges until a project gets done."

"He's been a big mentor for me and Dave since day one," added Mike, 33, President of Overland Development. "It's got to the point where Dave and I run everything, but it's nice to have someone to lean on for critical decisions. Ken's value has been apparent as you go through a slowdown. He's been through four major recessions, so his mentality is that you approach problems differently."

A Keen Sense for Business

Ken, 75, has built his multi-faceted real estate organization into a powerhouse that offers a wide array of services, including brokerage, construction, development, financing, property management, and real estate investing through independently owned companies.

He worked in construction during his formative years—his father, grandfather, and uncle were all contractors—before earning a Bachelor of Accounting from Brigham Young University, then an MBA at the University of Utah David Eccles School of Business. He soon added law school at the University of Idaho to the mix as he was "looking for more legal education on real estate," while starting Uintah Construction in 1985, followed by Overland Development in 1987. He focused on multi-family work, which continues to be a core market for the firm today, and gradually grew the company. Holman's approach to development and construction was unique: he simply planned to act as the general contractor on every project he developed, which gave him ultimate control of the one item that can make or break any job—the schedule.

"I got the idea originally that we wanted to be like the big boys," said Holman upon starting Uintah Construction (which was later named Overland Construction after Holman bought Carpenter-Erickson Construction in 1999). “Then I discovered that [being a GC] is a really difficult business model. I admire anyone in the competitive bid world because there is a lot of risk associated with that, and a lot of dollars flowing through it."

Ken said he wanted his firm "to focus on the construction management side of the business and be the general contractor on our own development properties. So, we've done that for several years and it's allowed us to grow and move into different markets. The best part of that is it gave us the versatility to go into any market."

Ken listed six western states where the firm has developed and built projects, including Utah, Arizona, Colorado, Wyoming, Montana, and South Dakota. Arizona, in particular, has been extremely prosperous, while work in Utah is ramping up, with several key projects in the works.

"The cool thing about the development company is that it has given us the ability to build some cool projects, different project types, which has given us a broader range of experience versus being a niche contractor," said Dave, listing multi-family, hospitality, retail, self-storage, and office among the firm's primary markets. Overland is known as a mixed-use developer."

Overland Group has a bevy of projects in the pipeline including Overland on Third (top left), Candlewood Suites (top right), and Avondale Commons (bottom left). The firm has had great success in Utah as well as Arizona. The Falls at Crismon Commons (bottom right) is a 240 unit apartment complex in Mesa, Arizona.

Ambitions for Steady, Strategic Growth

Overland Group has developed well over $500 million since its inception, with another $400 million worth of projects on the books, including $200 million currently under construction in Arizona and Utah. Ongoing projects include a 324-unit multi-family apartment complex on a 12-acre site in Avondale, Arizona that includes 32 townhomes, two Townplace Suites by Marriott hotels, and a Candlewood Suites by IHG in Mesa, aiming for completion at the end of the year.

"We've been dipping our toe in hospitality and feel like it's a good market," said Dave. "Multi-family was our bread and butter in the early years, and we branched out into big box retail, municipal, [and] office over the years. About five-six years ago we decided to go back to our roots with multi-family, which ties in with the development side."

Several projects that have been designed are on hold, Dave added, due to high interest rates. One such project is Overland on 3rd in downtown Salt Lake, a dynamic mixed-use project that is being designed as a mass timber project with nine stories of mass timber structure over two stories of concrete.

"[Projects] are contingent on financing," said Dave, echoing what every major developer nationwide feels right now. "We're waiting for [interest rates] to come back so it makes sense to bring projects out of the ground."

Mike, who earned a Master of Accounting in 2016, worked for Ernst & Young as a CPA for 13 months before joining Overland in 2017, said that while mass timber is an expensive building material, this project "has the ability to be built significantly faster. It's an exciting project and something I hope becomes a trend in Utah."

"Plus it has faster rent-up [ability]," Ken added. "That's the other side of why you want to build with [mass timber]."

Dave also said Overland Construction has been gearing up to chase more third-party work as a general contractor, with 23 current employees, including three seasoned project managers and a dedicated staff of professionals across the board. In 2023, Overland reported $63 million in revenues; this year, Dave anticipates being at $68 million, with goals of 5-10% annual growth as a realistic target for the immediate future.

The Holman brothers, despite being 15 years apart in age, have great respect for what each other is doing and are optimistic about Overland Group's trajectory. Ken could not be prouder of having his sons running the company.

"We can talk the language of the owner-developer, we understand the financing aspect, and we've built our own projects for many years," said Ken. "It's exciting to see them having success."

Significant Overland Projects Include:

In development/construction

• HIGHLAND ROW TOWNHOMES Holladay, UT | 22 Units

• OVERLAND ON THIRD Salt Lake City, UT | 248 Units

• PEORIA COMMONS APARTMENTS Peoria, AZ | 200 Units

• AVONDALE COMMONS APARTMENTS Avondale, AZ 324 UnitsCompleted

• THE FALLS AT CRISMON COMMONS Mesa, AZ | 240 Units

• COYOTE CREEK APARTMENTS Washington, UT | 116 Units

• PATRIOT SQUARE APARTMENTS Phoenix, AZ | 83 Units

• RIVER OAKS APARTMENTS West Jordan, UT | 180 Units

• THE FALLS AT HUNTERS POINTE Sandy, UT | 276 Units

• BROADWAY TOWER CONVERSION Salt Lake City, UT | 96 Units

• PALLADIO APARTMENTS , Salt Lake City, UT | 234 Units

Man of the People

Thu, 01 Aug 2024 16:59:32 GMT

As Babcock Design marks its 40th anniversary this year, founder Fred Babcock reflects on his profoundly unique career.
By: Brad Fullmer

Interest in Art = Career Path to Architecture

Babcock had a passion for art in high school and was intrigued by a possible career in commercial art and graphics, which led to an art teacher recommending architecture as a career with better stability and earning potential.

After graduating from Pocatello High in 1956, Babcock spent a year at Idaho State. At the end of that year, the instructor counseled the young graduate to consider the University of Utah's architecture program as a superior educational option for a student of his caliber.

"I went home, told my dad, and I could see him [wince]," Babcock recalled. "But he was very supportive. The University of Utah had just hired Roger Bailey as dean, and he brought instant credibility to the program."

Babcock started over as a freshman at the U in the fall of 1957 with 60 others in the five-year Bachelor of Fine Arts and Architecture program and followed that up by earning a Master of Architecture from the University of California, Berkeley in 1962.

Babcock and his wife, Linda, returned to Salt Lake and he worked the next few years with prominent architects including John Clawson, Don Panuschka, and Boyd Blackner. While working with Blackner, Babcock was approached by a friend who was a dentist about designing a new dental clinic. The opportunity was exciting for the young architect, until he told Blackner about it, who promptly congratulated Babcock and told him that he would design it himself. The experience left Babcock with a bad taste in his mouth.

Shortly thereafter, Babcock was approached by two architect friends—Albert 'Ab' Christensen and Ralph Evans—and the trio formed Architects Planners Alliance (APA) in 1968.

APA quickly landed a notable project, a renovation of historic Trolley Square in Salt Lake, which later became the location of the firm's office.

Another prominent long-time client came about a couple of years later when Kem Gardner of Salt Lake-based The Boyer Company contacted the firm about a project directly across from Trolley Square.

"Because we were so close to the site, I think he saw some benefits having someone working on the project who was across the street," said Babcock. "He was happy how it turned out, and through him, I met Roger [Boyer]. Kem has been wonderful to the firm, as well, with ongoing work."

Celebrity Architect; Niche in Designing Custom Homes

In 1974, tragedy struck when Christensen suffered a heart attack at 43 and passed away, a huge blow to the still up-and-coming firm.

"That really set us back," said Babcock. "Ab was the leader of the firm; the key principal—we depended on him."

His passing created a unique opportunity for Babcock to work directly with his first "celebrity" client, Hollywood legend Robert Redford. He said Redford was pleasant to work with and came across as a regular guy, considering his A-list, heartthrob status.

"When Ab died, I got a call from Redford saying, 'What are we going to do?' So, I followed up with him. That was back in the day of the 'Sundance Kid'—it was a big deal. I had more people wanting to know about [Redford's house] than anything else we were doing," he laughed.

He continued, "Our office in Trolley Square was surrounded by glass on the second floor. Every time we had a meeting with Redford, we'd go in that conference room, and before you knew it there were 50 people milling around, pretending they were shopping. That was exciting!"

Designing Redford's home was certainly a thrilling opportunity but Babcock was just getting started on an almost fairytale-like career designing homes and other generational projects for an enviable list of well-known clients.

His secret? An innate ability to connect with people, and a genuine desire to design a home or project that absolutely meets the client's vision and dreams.

By 1984, Babcock had teamed with John Pace to create Babcock Pace Architects, and they purchased an office in Exchange Place which remains the firm's Salt Lake headquarters, albeit with a sharp new makeover. Pace left two years later, and Babcock, along with Brent Davis—who Babcock spoke glowingly of all these years later—and a few others, soldiered on as Babcock Design.

Dynamic Relationships Key to Filling Project Pipeline

Babcock Design thrived in designing custom homes, and Babcock's relationship with commercial clients blossomed during the late 80s and early 90s, providing other opportunities to supplement residential work.

"I've always had a passion for residential work and fortunately was able to maintain enough work to sustain the office," said Babcock.

Babcock said designing a custom home for a client was always a thrill, a process he quickly mastered because he cared so much about the final product and fulfilling people's dreams.

"[Designing a home] is more of a privilege—they're depending on you to glean from them what their dreams are, without them having the knowledge of how to do it," said Babcock. "I found out early how important it was to listen. I love art, I love to draw, and I felt like what you present to people is an extension of who you were, through the pencil."

The ability to negotiate directly with an owner—whether it be a single residence for a homeowner or multiple commercial projects for a private developer—was where Babcock Design thrived.

"Therein lies the essence of a successful practice—maintaining relationships," Babcock added. "That was a big part of our residential work [...] I don't remember getting a house [to design] that didn't come as a referral. And designing those homes led to some significant experiences for me."

Word-of-Mouth Referrals Lead to Remarkable Opportunities

One of those experiences came about when Babcock one day got a call from a real estate agent in Park City who knew of the firm's reputation. He had a client from New York who needed an architect and Babcock's name was mentioned.

He ended up meeting with Martin “Marty” Granoff, and ultimately designed not one, but three homes, which led to a genuine friendship between the men.

Granoff later called Babcock regarding the design of a Hillel for Tuft's University in Medford, Massachusetts, a request that left the architect rather speechless, given that he was just getting to learn a bit about Granoff's Jewish faith.

Granoff proved to be a very philanthropic individual who was funding the Tuft's Hillel project, a project Babcock said is for Jewish students to socialize, fellowship, and practice their religion, much like a Latter-day Saint Institute building.

"I didn't even know what a Hillel was, but because he had confidence in me and wanted me to design that, it put myself in a spot I never dreamed of," said Babcock. "We ended up designing three more Hillels and consulted on many others across the country. It was really impactful to our firm. I still talk every month or so with Marty—we're dear friends. And it all started with a relationship with a real estate agent in Park City!"

Huntsman Connection Proves Fruitful

Babcock's relationship with Jon and Karen Huntsman was also ignited by a referral. He said the Huntsman’s were planning a "fairly significant residence" on a 35-acre spread in Park City, and Karen became aware of Babcock's name and called him out of the blue one day.

Three other significant projects from the Huntsman's followed, including a remodel of their home in Salt Lake, and two major commercial projects near the University of Utah: the Huntsman Corporation offices, and Phase I of Huntsman Cancer Institute (HCI).

"That turned out to be a wonderful honor," said Babcock. "Jon said to me, 'Fred, I am committed to curing cancer, committed to funding a cancer institute.’ He had [cancer] at the time. I had no idea it would turn out the way it did!'

At the request of the State of Utah DFCM and the University of Utah, Babcock Design had to bring on a partner, which turned out to be Jensen-Haslem Architects (later Architectural Nexus) on Phase I, a building that continues to age gracefully more than 25 years after its completion.

Babcock Design Continues to Build on Founder's Legacy

Babcock Design today is led by a trio of Principals—Rob Cottle, Darin Bell, and T.J. Winger—who combine to have more than 80 years of experience in architecture, with the majority of it with the firm. Each sings Babcock's praise as a mentor and friend, a man with great design acumen and even better people skills. They all realized early on that Babcock's ability to connect with clients was a true hallmark, a skill to emulate.

"I remember asking Fred one time, 'Everyone who knows you, loves you. Are you that good?'" Winger recalled. "He said, 'I'm pretty good, but bring your talent—don't bring your ego. It's the client's money, it's the client's project. We help them make good decisions.' It's the relationship that matters."

"Custom residential was the basis of Fred's firm from the beginning. He fell into [great projects] through his relationships and his hard work," said Cottle, who has been President since 2008, and who worked with Babcock on Huntsman Cancer Phase I in addition to having 30 years of experience at the firm. "His whole ethos, his business development ability, is because he's a genuinely nice guy and he's attentive to them. When we took over, we wanted to continue that approach. One of the reasons we kept the name [Babcock Design] is because there is a lot of goodwill associated with his name."

Cottle said the firm did $1.5 million in revenue that first year, which was followed by three lean years as it weathered the great recession. Cottle, Bell, Winger, and Brent Davis learned from the recession the importance of diversifying their work and becoming proficient in multiple market segments.

"He put in a good word for us on occasion and has always been there for us," said Bell. "He handed us the keys and let us figure it out."

"We learned from the downturn that we had a lot of eggs in a fairly small range of projects. When the economy tanked, it really hurt us," said Cottle. "We needed to diversify our project sectors and widen our influence over the market. Second, we learned the hard way that you have to hire the right people, people that fit your company culture. Our law became 'Must play well with others.’ Having people that don't get along with others can mess up the vibe."

Babcock Design's decision to open an office in Boise—a direct response to getting a plethora of new work from Gardner Company in and around the Idaho capital city—has been a boon to the firm, as it now has 46 employees in the two offices and projects in multiple market segments.

Babcock Design eclipsed the $12 million revenue mark last year and is primed for another banner year in 2024, with 2025 also shaping up nicely.

"We've grown organically, but incrementally," said Cottle. "We've added new people and expanded our range of expertise that addressed our needs." That includes hiring Jackie Black six years ago to establish the firm's Interior Design division, which led to creating an in-house FF&E installation division.

"I have such high regard for these guys—I have a great love for them," said Babcock. "That they would go forward using my name, the great projects they've done. I never would have gone to Boise—I wouldn't have had the nerve to do that! To see what they've done has been a highlight."

Cottle and Bell both have a few more years to go before considering retirement, while Winger has at least another decade ahead of him. The firm has brought on new Principals as partners and shareholders, and the expectation is for Babcock Design to remain a Top 10 Utah architectural firm.

"The best part of our firm is we have different strengths," said Cottle. "I genuinely feel like we build off each other's strengths. We're just all in it together [...] and we try to let each person work where their natural genius lies."

(from left to right) TJ Winger, Rob Cottle and Darin Bell have led Babcock Design to new heights and helped diversify their design portfolio and widen the firms market influence—including opening an office in Boise, Idaho.

Q&A w/ Marshall Anderson Mountain Region Executive VP RDO Equipment Company

Thu, 01 Aug 2024 16:31:40 GMT

UC+D: Why did RDO move into the Utah market and what business moves has the firm made recently in addition to the Honnen acquisition?

Anderson: The opportunity to expand into Utah—along with eastern Idaho and Wyoming—presented itself at the right time, and we were thrilled to be able to make it work and add eight stores in markets adjacent to ones we have been working in for many years. RDO now operates three construction equipment stores in Utah. After last month’s acquisition of Rocky Mountain Transit and Laser, we've expanded our construction technology services. As a close partner with Topcon, we're eager to bring time-saving technology solutions to Utah contractors building on the success we've experienced in states across RDO's footprint.

UC+D: What have you enjoyed about the Utah market so far?

Anderson: For many years we have grown our business, particularly the construction side, within the confines of our existing geographic territory. RDO leaders and team members are excited for this opportunity to expand and serve customers working and living in Utah. The Utah team welcomed us in, and we are certainly eager to be a part of this diverse and growing market. Utah’s large aggregate, mineral, and roadbuilding sectors, among many others, fit perfectly with RDO’s strong partnership with Wirtgen equipment and technology, not to mention John Deere’s construction expertise.

UC+D: What areas of the business need improvement?

Anderson: Our top priority early on has been expanding our service capabilities by recruiting and investing in more service technicians and adding more field service vehicles. Beyond that, we’re also working to increase our inventory, including parts and rental machines, while continuing to develop our entire team in the region and integrate RDO’s broader best practices and resources. RDO team members can connect to the company's vast network, so different communities can benefit from shared knowledge, strong manufacturer partnerships, and 24/7 remote support.

UC+D: What construction sectors are good right now?

Anderson: Across RDO’s footprint, the construction market is strong. Our customers tell us they have work, and equipment or parts availability has vastly improved. When we look at Utah’s construction market, we see a lot of promising activity in sectors like aggregates, housing, infrastructure, and roadbuilding. It’s really exciting for our customers and our team members.

UC+D: What are you hearing from your clients about the state of the industry? Everyone seems busy despite various headwinds (interest rates, labor, competitive environment, material fluctuations, etc.).

Anderson: Utah contractors are optimistic, despite very real headwinds. Most are dealing with labor shortages and higher-than-expected interest rates. This is why we’ve focused our priorities on investing in our service teams, along with our rental and technology teams. We’re here to be a true partner to our customers, so our goal is to provide the resources our customers need to work as efficiently and effectively as possible, and that’s what we’re doing with these types of investments.

UC+D: How is equipment availability right now? What items are hard to get or have long lead times?

Anderson: Equipment inventories have recovered from recent years’ supply shortages. The challenges dealers across the industry faced coming out of the pandemic are behind us, like being able to find and provide the machines customers needed in a reasonable amount of time. RDO has also been able to maintain a robust parts inventory. Pair all that with the variety of aftermarket service package options we offer, and we feel really good about where we are at this point.

UC+D: What are RDO's goals in terms of bottom-line sales and profitability?

Anderson: RDO’s goal is always to grow and build, whether it’s team members' abilities, technology expertise, service experiences, or the overall business. Ultimately, we want to expand our presence. We want to invest in our team members and resources—focusing heavily on the service side of our business to begin—so we can provide the world-class level of service our customers depend on.

True Grit

Thu, 01 Aug 2024 16:19:56 GMT

For half a century Gerber Construction has forged a reputation of getting the job done—while taking on some of the most challenging heavy-civil construction projects one could imagine.
By: Brad Fullmer

Founded by brothers (left to right: Scott Gerber, Max Gerber, and Preston Gerber) in 1974, Gerber Construction has grown from doing residential work to taking on some of the toughest heavy civil projects in Utah.

Firmly into its third generation of leadership, Lehi-based Gerber Construction has long hung its hat as a heavy/civil contractor on a reputation of taking on some of the dirtiest, nastiest, most challenging construction projects one could imagine.

"One of our niches is we excel at some of the most difficult projects that other people just don't want to be involved with," said Jason Woffinden, President of Gerber Construction since 2019 and a nephew of the founders. "Projects that are challenging, dirty, you have to get in and work hard. That's where Gerber excels."

As the company celebrates its 50th Anniversary this year, Woffinden and current employees have been taking time to look back at the roots of the company, and the Gerber family members that founded and ran it for decades before turning it over the next generation.

"The founders got it to a really great place and we're trying to take it to the next level," said Woffinden.

Father's Can-Do Attitude Set the Tone

Gerber Construction was founded in 1974 by Preston Gerber, who brought along brothers Max, and then Scott, creating a formidable trio whose various skill sets and personalities worked well together.

The Gerber family, headed by parents Clinton and Ruby Gerber, was raised in Wellington in hardscrabble Carbon County. Clinton worked a variety of jobs to make ends meet and feed his family of nine children, including working in the mines, ranching, farming, and construction. The family moved to Lehi in the late 1950s, in part because he didn't want any of six sons (or three daughters) working in the coal mines.

"In Carbon County, if you had a problem you couldn't figure out, you'd call Clinton; he'll figure it out," recalled Preston, who turned 82 in August, about his father's work ethic and can-do attitude. "Us kids are a lot that same way."

Preston spent 15 years working in construction, with time at heavy/highway contractors, general builders, and a supply company, before striking out and founding Gerber Construction after an encounter with a boss who treated him poorly in front of a client. Initially, pickings were slim, but they landed enough work to keep going.

"Back in the mid-70s there wasn't a lot of work, we did whatever I could find," said Preston, "Reed Workman gave me jobs, and I learned the long process of being more efficient than the next guy. We did hard jobs, ones that maybe other people didn't want to do, or couldn't do—that was a big reason for a lot of our success. If we had a job, we made sure to finish it on time or before. If you leave an unsatisfied customer, you'll lose them. Make sure things are done according to the agreement, or better."

Preston was the ringleader who landed jobs, Max ran the books/administration tasks, Scott made sure projects got done right and on time. It was a near ideal relationship. They worked long, hard hours, burning the candle at both ends to keep the fledgling business alive.

"Preston was the visionary; Max was more business-minded, the finance guy; Scott was the lead superintendent, and he was assigned to all the tough projects," said Woffinden. "In the early days they were all out together building the projects, and then at night doing whatever else needed to be done behind the scenes, whether it was Scott fixing a truck in the garage or Preston going out of town to bid another project."

The first five years the firm did a lot of residential concrete work, but by 1979 they had moved out of single-family housing and into the public sector, bidding on more complex public works projects. Scott bought in as a full-time partner in 1977.

"The best move we made was getting out of residential and doing public works projects," said Max, 81. "Public works funding is always there. Preston was good at sizing up a job and knowing where to start. He wasn't afraid to bid a tough job."

Sometimes, that meant working consecutive shifts on different projects. Max recalled pouring concrete on one job and having Preston show up at 11:00 am announcing "cancel the rest of your pours; we have a warehouse floor to pour right now" on a second job.

"We got to the warehouse by noon and didn't get off it until (10:00 pm)," Max laughed. "Preston sometimes was a little more aggressive than he should have been, but that develops an attitude that you can do anything."

As the company grew, Preston eased his way out of field work so he could pursue business development work and land jobs, Max kept the office humming, and Scott kept the workforce in line and on point.

"We all knew our parts; we have complete faith in each other," said Scott, 68, who retired December 31 last year after nearly 50 full years. "Preston had a nose for money jobs. A money job is the job with the most potential for disaster. The harder it is to do, the bigger the reward. He'd go out of his way to find them, and he'd stick me on them. It took some time to adjust to the technical jobs and also working in the elements. We worked year-round—there were no winters off."

The company gradually grew its portfolio and expanded its capabilities to construct water projects, bridges, and other heavy/civil structure work. They were willing to take on projects of all sizes and scopes, not just the massive, behemoth jobs.

"We figured out that you can make more [profit] off three $5 million jobs than one $20 million job," said Preston. "It suited us to get in, get the job done, and get out. If you have a bad job, you've got a two-year hurt."

He praised his brothers for their ability to do their jobs at a consistently high level, which also led to greater profitability.

"We would not have been as successful if Max hadn't managed the money," said Preston. "I can make the money, but I spend the money. Max accounts for everything and he's really good at it."

He added that Scott "can take complicated things and make them simple" and can "find solutions that would take weeks, and have it solved overnight."

Building Up Employees Key to a Stable Company

The Gerbers took great satisfaction in the people they hired, trained, and developed over the years. They were conscious about helping steer people along, realizing that the type of construction they did required a tougher-than-normal work mentality. Often times, workers had to be coached up, encouraged, and genuinely praised for their efforts.

"If you give them a reason to get up in the morning, you give them a job with dignity, you'll get more years out of that person and he can support his family and make money, it's not just a gift to him," said Preston. "Scott was really good about bringing people up. Scott will take less qualified people and fewer of them and make the company more money on a job."

"I always had the youngest crew," said Scott. "I was the end of the line—you either sink or swim on my jobs. I've taken a lot of young men who had problems and found out who they were. When it's all said and done, it's what you taught other people; I wished I'd known that sooner. But I still have guys calling me for advice—that always makes you feel like you accomplished something."

Woffinden proved his worth in the field starting in high school during summer, then full-time after a two-year church mission to Scotland from 1988-1990. Woffinden long revered the Gerber work ethic and penchant for hard jobs, and eagerly accepted working difficult projects as well.

One such job occurred in the mid-90s at a soda ash mine outside Little America, Wyoming, he recalled. While the cozy confines of the famed Little America Hotel—excellent food and the hotel's signature gold or blue shag carpeted rooms—were a welcome respite to workers after a tough day on the job, being tasked with adding a 40-ft-long concrete shaft with a flume at the end to an existing 200-ft.-plus mineshaft offered untold challenges, compounded by brutally-cold weather.

"It was 25-below zero in January and they were drilling the shaft as we're forming [concrete]," Woffinden said. "When they punched through, the temperature of the air coming out of the ground was much warmer—you could see this column of mist from miles away. We had to wear rain gear in there, it was so wet. They're mining [soda ash], a white powder that gets in the mist...you'd go outside and it would just freeze on you. It was a tough, nasty job."

In addition to Woffinden, two other family members have more than 60 combined years at the company: Preston's son, Brandon Gerber is a General Superintendent with 36 years of experience; Max's son, Lance Gerber, is a Superintendent with 28 years at Gerber. Preston said he's proud to have family members in key roles. He's long been impressed with Jason's leadership and passion to grow the company and continue the Gerber legacy.

"He's always had a fire in him," said Preston about Woffinden. "It takes a good combination of people to have a successful company. If you're cutthroat about it, it's the wrong way of doing things. If one of your guys is in trouble, you step up and take care of it, make sure he has what he needs. I'm proud of Brandon and Max is proud of Lance—they're doing responsible work. Gerber Construction has been a support for a lot of people and families and we're proud of that."

Consciously Taking the Firm to the Next Level

A fourth Gerber brother, Allen, also spent 20-plus years at the firm, including a dozen years as top executive, before Woffinden took over in 2018. He said he realized several years before being named President that "if we're going to continue to progress [the firm] we have to develop our structure, our processes, and our systems better, and get the right people in the right positions. We have to be more intentional on the markets we're going to work in, and we need to be more goal oriented."

So difficult changes were made, processes are continuously tweaked and improved upon, and new technologies/techniques are implemented regularly—all in the name of building a stronger company. Woffinden is highly motivated to keep the ship moving forward another 50 years. Giving others an opportunity to buy into the firm as shareholders is also critical to future growth and success, he said.

"We're more united as an ownership group about the direction we're going," said Woffinden. "We have more trust in department leaders, we rely on executives to make good decisions so we can expand the ability of more people. I only have so much capacity, so the biggest challenge is finding qualified personnel to do the job. That has been overwhelmingly difficult."

In the last five years, Gerber has grown from 130 to 180 employees, an average of 10 people annually—no small feat with today's labor pool challenges. In June, the firm finished a renovation/expansion of its 20-year-old headquarters in Lehi, adding a more open layout to the office with modern design elements and optimal functionality—including more offices, conference rooms, training rooms, and a sizeable breakroom.

To maintain a strong employee base, Woffinden said leaders are expected to mentor and help retain personnel.

"Our retention piece is equally shared among executives, supers, and foremen," he said. It's about building good relationships." The firm shuts down twice a year for conferences in the summer and winter, and they have a 14-week, in-house training program for crew leaders.

"Our mission statement is to be a company of choice, while still maintaining our core values and principles," he said.

Woffinden is proud to lead a firm with such a strong reputation and grateful for what he learned over the years from the Gerber brothers.

"The founders, the way they were raised, I idolize that," he said of his uncles. "They were forced to do things that were tremendously difficult. They had to make a go of things on their own. When Preston started the business, he had the mentality of 'you don't give up, you don't quit'."

Woffinden said many jobs required 90-hour weeks at times, depending on a project's schedule and how much more needed to be done.

"In the early years, whatever it took is whatever it took to get a job done," he said. "You had to be part of the project, buy into it [...] work nights and weekends. We went out of town a lot. Our motto at one time was 'We travel for hard projects'."

"I'm definitely motivated to grow the company and provide opportunities for our employees," he added. "The market is there—somebody is going to do it, why not us? We have the teams to do it. That motivates me and excites me. I'm all about constant improvement."

Notable Gerber Projects

Project Name Location Year Cost

Nutrient Removal (BNR Basins) Salt Lake City Active $123 M

Silver Creek WRF Expansion Park City 2019 $43 M

SR-270/900 South Connector Salt Lake City 2018 $4 M

Green River Tusher Project Green River 2016 $6 M

Echo Dam Spillway Weber Canyon 2014 $9 M

Murdock Canal Trail & Expansion Utah County 2014 $12 M

CWP North Shore Reservoir Saratoga Springs 2014 $16 M

Central Utah Upper Diamond Fork Spanish Fork 2004 $4.9 M

Olmstead Flowline Reach A Provo Canyon 2004 $2.2 M

I-80 Bridge Rehab Parley's to I-15 Salt Lake City 2001 $4 M

New Manufacturing Facilities a Great Indicator of Utah's Economic Viability

Thu, 01 Aug 2024 15:55:15 GMT

The investment Corporate powerhouses Nucor, Holcim, and Leitner-Poma invest in Utah.
By: Milt Harrison

The recent completion of three new manufacturing facilities in Utah—two of which produce materials for the building industry—is proof positive that the Beehive State continues to be recognized nationally as an excellent place for business expansion.

Indeed, highly diversified, multi-billion-dollar corporate giants Nucor and Holcim both celebrated the opening of new plants in April—in Brigham City and Salt Lake City, respectively—while Leitner-Poma of America (LPOA) held a ribbon-cutting in June for its new Skytrac facility in Tooele, which houses its headquarters and sole-manufacturing base.

These highly anticipated, state-of-the-art facilities total more than $125 million in construction, plus millions more in high-tech manufacturing equipment within the buildings. With hundreds of well-paying jobs for Utahns coming too, the whole package of increased manufacturing will add significant money to the state's overall economy.

"The new Nucor and Holcim manufacturing facilities in Utah are significant in nature specifically for the construction industry because they are core-base materials used in that industry," said Todd Bingham, President/CEO of Utah Manufacturers Association (UMA) in Salt Lake. As Utah continues to be highly ranked across the country for its economy, growth, and overall success, these types of materials are needed as our population grows. Manufacturing has been one of the few industries over the last number of years that has continued to see job growth and significant economic impact and a driving force in the economy."

"To have a resource manufacturing [these products] locally is a great asset to our state and the future of construction," added Joey Gilbert, President/CEO of the Associated General Contractors (AGC) of Utah. “[These projects] offer significant economic, social, and environmental benefits, including job creation, economic growth, innovation, and sustainability.”

Nucor Insulated Metal Panel Manufacturing Facility

Steel-behemoth Nucor has long had a presence in Utah, opening two major manufacturing facilities in 1981 as part of their westward expansion from their Charlotte, North Carolina headquarters: a 400,000-ton (annually) steel mini-mill in Plymouth, its fourth in the U.S. at the time, along with its sixth Vulcraft steel joist plant in Brigham City.

In 1988, Nucor Building Systems began operations of a new plant in Indiana and has gradually grown that division into a $400 million per year business. Nucor added firms Metl-Span and Centria to its building systems portfolio in 2021 with a strong belief in the future of the insulated metal panel (IMP) market.

In April, Nucor Insulated Panel Systems (NIPS) opened a new $35 million, 127,000-SF facility in Brigham City—one that is built out of the very panels the plant makes—producing a comprehensive range of insulated wall and roof panels for use in end markets including warehousing, distribution, and data centers. IMPs facilitate cost-effective climate control in the built environment and reduce energy usage and overall operations-related greenhouse gas emissions for owners. Building its own facility with its own product was a golden opportunity.

"We're in the beginning of the IMP revolution," said Thad Chapman, VP/GM of Nucor. "We were very confident in using Metl-Span’s own product line for the new plant. IMPs are often the best solution in a construction project. Specifically in this facility, we chose IMPs because it's in Utah, a relatively cold area that can also get very hot in the summer. It dramatically reduces our energy costs for operating the building. It's also air, water, vapor, and thermal all in one panel, which provides the ultimate protection that most buildings need."

Constructed by Burlington, Washington-based Fisher Construction Group (FCG), the insulated metal panels were incredibly flexible to work with and fast to install, while offering optimum insulation performance in tastefully contrasting gray, slate gray, and white colors.

Installed by J&M Steel Solutions of Lehi, the panels are large in size compared to standard single-skin metal panels, and hung with a crane and panel picker, with similarities to tilt-up concrete techniques, according to Marvin Goeckeritz, General Manager for J&M.

"What's great about an insulated metal panel system is the installer does not have to deal with installing the insulation separately," said Goeckritz.

Chapman said this project marks the tenth operating NIPS facility in the U.S. and Canada, bolstering its western presence.

"Nucor is a growth company; in recent years we've been growing our core steel-making business as well as expanding into everything that has to do with steel," said Chapman.

Nucor Insulated Metal Panel Manufacturing Facility

Location: Brigham City

Construction Timeline: March 2023 - April 2024

Cost: $35 million

Square Footage: 127,000 SF

Owner: Nucor Building Systems

Architect: Fisher Construction Group

General Contractor: Fisher Construction Group

IMP Installer: J & M Steel Solutions

Holcim/Elevate Manufacturing and Distribution Center

Located in Salt Lake City's burgeoning Northwest Quadrant industrial park, Holcim's new $70 million facility for its Elevate Commercial Roofing Systems division is a massive 659,000-SF building that will produce a slate of innovative and sustainably viable roofing materials.

Developed and owned by Copper Crossing Land Co. via Idaho Falls-based Riverbend Management, the LEED-certified facility includes Holcim's FortiCem 1P low CO2 cement in all concrete, motion-controlled LED lighting, high-tech HVAC control systems, low-use water fixtures, and anti-slip coatings on inside concrete floors and special primer on exterior walkways and loading docks.

The exterior includes actual Holcim/Elevate products, including insulation boards, roofing membrane, skylights, and metal panels, with a custom roof designed to support solar panels.

The 25% less CO2 cement is produced at Holcim's Devil's Slide plant in Morgan and was used in footings, foundation, floors, and tilt panels by Salt Lake-based Big-D Construction. It marks the largest commercial use of the lower-impact cement in Salt Lake.

"On this project and any project, the key to getting LEED certification is a driven client who is committed to the cause," said Robyn Vettraino, Principal for environmental consultants VCA Green in Orange, Calif., who helped guide the project to achieve the necessary 42 LEED points. "Where we think it's really going to shine is in operations," while alluding to the low CO2 cement, a 10% life-cycle reduced carbon footprint, and a 20% baseline reduction in energy costs through building envelope efficiency and a thoughtful system design to reduce energy during the manufacturing process.

Having a LEED Certified building was paramount to the owner and to the Holcim/Elevate team.

"It makes the property more valuable and stable over the long term—we won't sell this building," said Devin Belnap, VP of Real Estate for Riverbend Management.

Holcim/Elevate Manufacturing and Distribution Center

Location: Salt Lake City

Construction Timeline: July 2022 - April 2024

Cost: $70 million

Square Footage: 659,000 SF

Owner: Riverbend Management

Design Team

Architect: AE Urbia

Civil Engineer: Dominion Engineering

Electrical Engineer: Lynn Woodward Electric / BNA Consulting

Mechanical Engineer: DB Mechanical / David L. Jensen & Associates

Structural Engineer: AE Urbia

Geotechnical Engineer: GSH

Landscape Architect: Dominion Engineering

Construction Team

General Contractor: Big-D Construction

Concrete: Big-D Construction

Plumbing: DB Mechanical / MKB Plumbing

HVAC: DB Mechanical

Electrical: Lynn Woodward Electric

Masonry: Allens Masonry

Drywall: Jordan Enterprises

Painting: Paintworks

Tile/Stone: Midwest D-Vision Solutions

Millwork: Cabin Tree Cabinets

Flooring: Midwest D-Vision Solutions

Roofing: Redd Roofing

Glazing/Curtain Wall: PC Glass

Waterproofing: Western States

Steel Fabrication: Wasatch Ornamental Iron

Steel Erection: Wasatch Ornamental / J&M Steel Erection

Excavation: Sunroc

Leitner-Poma of America Skytrac Headquarters

Headquartered in Grand Junction, it was a natural move for aerial lift manufacturer Leitner-Poma of America (LPOA) to build the company's new $27 million, 132,000-SF Skytrac Headquarters in Tooele, given the Beehive State's robust ski industry and world-class resorts.

Known for engineering, manufacturing, and installing all types of cable transport systems, LPOA now has a world-class tilt-up concrete facility specifically for Skytrac products, a subsidiary it acquired in 2016, which will serve as its headquarters and sole manufacturing base of fixed-grip ski lifts. The new facility will house more than 40 unique pieces of manufacturing equipment while also providing expanded production for the lift manufacturer to service increasing demand in the ski industry and growth in urban markets while providing distribution capacity for other firm affiliates that manufacture snow groomers and snowmaking systems.

“It’s a great day in Utah as we celebrate the opening of our newest, largest manufacturing facility in the U.S.,” said Daren Cole, President/CEO of LPOA. “The demand for this new facility is a reflection of the growth in the resort industry as well as the growing interest of urban planners to seek out new, alternative forms of clean transportation. This new facility represents a significant investment in the State of Utah, our industry, and the talented people who’ll be manufacturing our products.”

Located on a 25-acre campus in the Tooele Business Park, it marks the firm’s largest facility in the country at 130,000 SF, with 20,000 SF dedicated to office space, including a break room, conference/training rooms, and showers/lockers. At full capacity, it should employ 120 people.

The manufacturing space is highlighted by a 1,100-SF blast booth, 1,100-SF paint booth, saws, a plasma table, 13 jib cranes, 8 bridge cranes, and a robust welding area with 24 stations with 37 exhaust arms.

The facility also includes a notable investment in sustainability and renewable energy sources. The company installed a powerful LTW42 wind turbine that was developed by LPOA’s affiliate company LEITWIND. The turbine towers above the facility at 162 feet and has a capacity of 250 KW that should cover all of the plant’s electricity needs. The massive wind turbine is a unique solution that reduces carbon footprint while facilitating decentralized energy generation via a silent DirectDrive generator and bespoke technology. If market demand develops as expected, the turbines could be manufactured at the Utah facility and service the entire North American market. Solar panels are expected to be added to the building at a later date.

Leitner-Poma of America Skytrac Headquarters

Location: Tooele

Construction Timeline: August 2023 - June 2024

Cost: $27 Million

Square Footage: 132,000 SF

Owner: Leitner-Poma of America, Inc.

Design Team

Architect: Case Lowe & Hart

Civil Engineer: Reeve & Associates

Electrical Engineer: Helix Electric

Mechanical Engineer: CCI Mechanical

Structural Engineer: ARW Engineers

Geotechnical Engineer: Terracon

Landscape Architect: Reeve & Associates

Construction Team

General Contractor: R&O Construction

Building Concrete: Suntec Concrete Inc.

Site Concrete: BH Inc.

Plumbing: CCI Mechanical, Inc.

HVAC: CCI Mechanical, Inc.

Electrical: Helix Electric

Metal Wall Panels: Raymond Keller Construction

Drywall: Alpine Drywall & Fl. Cover

Painting: Stauffer Enterprises Inc.

Tile/Stone: Spectra Contract Flooring

Millwork: Mapleleaf Cabinets Inc.

Flooring: Spectra Contract Flooring

Roofing: Redd Roofing & Construction

Glazing/Curtain Wall: NGI Glass

Steel Fabrication: Steel Encounters

Steel Erection: G-10 Construction

Excavation: Sunroc Corporation

Landscaping: MD Property Services Inc.

100 Years Young

Sat, 01 Jun 2024 19:20:14 GMT

Young Automotive Group is celebrating its 'Centennial Anniversary' in style, highlighted by the completion of two iconic, generational building projects.
By Brad Fullmer

It's been a whirlwind ride for Young Automotive Group (YAG) as the long-time Layton-headquartered dealership—celebrating its 100th anniversary in 2024—has experienced phenomenal growth the past decade, expanding from 10 to 30 locations while integrating a slate of new products and services.

A testament to that growth is found in a pair of generational building projects—Young Automotive Headquarters in Layton, and Young Powersports XL in Centerville—helping showcase a company firing on all cylinders and poised for a robust future as it kicks off its next 100 years in business.

"The Young Automotive Group is constantly growing, and these two projects clearly signify that," said Spencer Young Jr., President of YAG. "A lot of work was put into having both developed at the same time, but it was critical to helping our company reach its next phase. We were a single dealership 100 years ago and a dealership chain 20 years ago. Today, we're dedicated to setting industry standards and becoming a model of excellence and success. These two facilities are designed to help us do just that."

Century-Old Roots

The company traces its history back to founder Seldon "Jack" Olsen, who had a partnership in a small repair shop in Morgan in 1924. He ultimately bought the business that year and signed his first Oldsmobile contract, turning the shop into an auto dealership.

Born in Mt. Pleasant in 1900, Olsen was a hard worker who lost his father at age 14 to a heart attack, prompting him to drop out of school in 8th grade to work on an Idaho ranch to help support his family—setting the tone for future generations of family members with his no-nonsense approach and strong ethics. He moved his business to Layton in the 1940s, opening Young Chevrolet, which thrived for many years under the direction of Jack Olsen and Sam Young. In the 80s the dealership name changed to Young, and by the early ‘90s, Young Automotive Group added a second dealership under the third-generation leadership of Spencer Young Sr. and Seldon Young, grandsons to Olsen. The company made significant strides after the 2008 recession, adding Young Subaru in Ogden in 2011, and dealerships in Morgan and Logan in 2013. By 2015, Young Powersports in Idaho was added to the firm's growing number of dealerships, with plans for even more explosive growth.

Since 2016, YAG has tripled its number of businesses to 30—including 20 auto dealerships, 8 Powersports locations, and its stately new headquarters.

"That growth mode stemmed from an effort to diversify," said Brandon Huston, who joined YAG in 2016 and serves as CFO. "Both in the manufacturers we franchise with and the products and services we offer from a vertical integration standpoint."

The two new building projects were viewed as essential to help the company function at a higher capacity. The new headquarters in Layton centralizes major administrative duties, along with providing a massive warehouse for its huge parts inventory. The new Young Powersports XL in Centerville showcases YAG's comprehensive selection of "big boy toys"—motorcycles, snowmobiles, and virtually anything you can imagine in the outdoor powersports world.

With 1,800 employees, a rock-solid leadership group and strong organizational base, YAG is poised for a bright future. Huston said the company will go as far as its employees take them.

"We have a lot of tenured employees, but a lot have been here less than five years," he said, adding that Young's in-house training, excellent benefits/amenities, coupled with legitimate opportunities for promotion, are critical to retaining the best people.

"It's important to see where we came from, and also to see where we need to go in the future, and to look at where [employees] can continue to take us into the next 100 years," Huston said. "We'll continue to have success, with [consistent] growth part of that strategy."

Young Automotive Headquarters

Tilt-up concrete is the star of the $35 million, three-story Young Automotive Headquarters with towering, 51-ft. tall colored tilt-up panels achieving a remarkably smooth and consistent finish, a spectacular outcome that speaks to the expertise of North Salt Lake-based Hughes General Contractors. Crews poured 186,000 cu. ft. of concrete, an eye-popping amount.

"Concrete is an interesting material because you can't predict what it's going to do—you just try to guide it to do what you want it to do," said Janae Thomas-Watson, Project Manager for Hughes. "I like to say we turn concrete into art, because it's truly an art form how we build our buildings."

Thomas-Watson relayed a recent phone conversation with a potential client that wanted to include architectural tilt-up panels and asked if we had a "sack and patch crew."

"That [question] actually threw me," she laughed. "We don't have a sack and patch crew—I have never had any of my tilts sacked and patched. That's the level that we expect from our crews in all the prep work to get that [quality] finished product."

The exterior pops with rich, charcoal black (and some lighter gray) colored concrete panels highlighted with metal panel accents. Vertical board forms were used—a nod to old school techniques—by placing actual wood, running vertically, in the forms. Thin LED light strips were placed in strategic locations to blend with the offset pattern, illuminating the black panels at night.

The front of the building on the east includes a tasteful wood and glass curtain wall system and tilt panels that lean away from the building with the balconies cantilevering through the faces—a stunning visual and nod to the structural engineering, also designed by the architect, South Jordan-based AE Urbia.

"The leaning wall, not only does it look cool, but it's a design element that reflects Young Automotive Group's leaning into the community and bringing a sense of forward motion and progress," said Travis Davis, a Vice President of Hughes, at the YAG HQ Grand Opening March 29. "It's simple concrete, but it's painstakingly configured and crafted, and featured for what it is. It's not patched or painted to hide flaws. It just celebrates [the project] for what it is."

"Trying to get things to match when you expose the concrete is difficult," said Allen Schaugaard, Project Superintendent for Hughes, and the one person who was on-site during the entire two-year schedule. Schaugaard said the largest panels measure 51 ft. by 25 ft. wide and were erected via a 300-ton crawler crane, with the leaning panels offering unique challenges.

"We had never leaned panels that had balconies going through them. There was no room for error—tolerances were so tight."

Davis also praised YAG's leadership team for being knowledgeable and confident about the construction process, which began shortly after the pandemic hit. Davis said Hughes got involved right as the pandemic was beginning to rage, and there were significant questions how the office configurations would be in response to the pandemic.

"The future of office design was uncertain, except for the Young Automotive Group," said Davis. "The leadership knew what direction they were going with their office space, regardless of what the [market] was trying to figure out."

The new headquarters is massive—a 160,000 SF office/warehouse building with a separate 14,400 SF "flex" building on the property—a sizeable chunk of land nestled in a bustling commercial section of Layton, directly west of a Home Depot, a 9-iron from a Wal-Mart, with a YAG KIA dealership visible from the main lobby looking east.

Polished concrete floors reflect light cascading in from the floor-to-ceiling glass storefront in the visually dramatic lobby space. Solberg walnut panels surround the elevator on all three floors—running vertical—mimicking the vertical board form tilt-up panels on the exterior of the building.

Two breakrooms offer relaxing furniture and acoustical treatments to minimize sound along with a Marketplace where building occupants and guests can purchase food and Young Automotive apparel. High end “True” brand appliances were installed, which include upright fridge/freezers, built in microwaves, convection ovens and a “Meile” coffee maker. Cozy seating areas can be found throughout the building encouraging communal gatherings and team building opportunities, a core value shared amongst Young Automotive employees.

Two spacious areas include a 7,500 SF showroom with AV/specialty lighting controls and tables/chairs for event hosting capabilities, and the Mt. Everest Conference Room—a state-of-the-art training theatre with 180 seats, a dazzling 40 ft. x 23 ft, 169-panel video wall, and full surround sound (the space is even available to rent). Mechanical system highlights include 12 RTU's, 44 VAV's, and 7 radiant tube heaters. The electrical system has a 750 KVA service and a 150 KW generator.

The building's functionality is paramount to Young Automotive Group's future success, housing all aspects of YAG businesses, including all administrative offices (HR, payroll, on-line ordering) and executive suites. Much of the warehouse houses automotive parts that are sold to other auto dealerships throughout the Western U.S., another example of YAG capitalizing on hot market conditions.

"We crafted our headquarters to serve as both a place of innovation as well as an homage to our rich history," said Young Jr. "The exterior of our building features several large windows and modern design elements to symbolize our eye to the future. The facility is equipped with a state-of-the-art parts warehouse that has drastically improved our operations, a theater-like training room and nearly 250 office spaces. It's a building that's designed to help us expand our efforts."

Young Automotive Headquarters

Location: Layton

Start-Completion: January 2022-April 2024

Cost: $35 Million

Delivery Method: Design-Build

Stories/Levels: 3

Square Footage: 160,000 SF Office/Warehouse; 14,400 SF Flex Building

Owner: Young Automotive Group

Design Team

Architect: AE Urbia

Civil Engineer: Great Basin Engineering

Electrical Engineer: Hunt Electric

Mechanical Engineer: David L. Jensen & Associates; DB Mechanical

Structural Engineer: AE Urbia

Geotechnical Engineer: Great Basin Engineering

Interior Design: AE Urbia

Landscape Architect: EA Lyman Landscape Architects

Construction Team

General Contractor: Hughes General Contractors

Concrete: Hughes General Contractors

Plumbing: DB Mechanical

HVAC: MKB Mechanical

Electrical: Hunt Electric

Drywall: King Commercial

Painting: King Commercial

Tile/Stone: Westech Tile

Millwork: Boswell Wasatch Mill

Flooring: Design Team Inc.

Roofing: Redd Roofing

Glazing/Curtain Wall: NGI Glass

Waterproofing: Intermountain Coatings

Steel Fabrication: Center-Line Company

Steel Erection: Boman & Kemp

Excavation: Lakeview Rock

Precast: Olympus Precast

Landscaping: WKB Landscape & Maintenance

EXTRA! EXTRA! READ ALL ABOUT IT!

Sat, 01 Jun 2024 18:17:50 GMT

Post District delivers big with its full city block dedicated to meeting varied resident needs and creating a true "Live, Work, Play" environment.

“It’s not often that you get to build an entire neighborhood,” said Brandon Blaser at Post District’s ribbon-cutting in early May 2024.

Utah’s major opportunities to develop community emanate from The Pointe and Daybreak, the giant master-planned developments in the South Valley. But urban renewal at the neighborhood scale happens much less frequently.

Blaser, the Founder and President of Blaser Ventures, Alex and Ben Lowe of Lowe Property Group, and other investors and stakeholders took the chance with what is now Post District—an entire Salt Lake City block of mixed-use development.

But taking an area suffering from urban decay and giving it a new lease on life with new builds and adaptive reuse structures would be a process that required everyone reading from the same page.

Plans Coalesce

Expanding Salt Lake’s urban core south and west via the Post District started with financial stakeholders and their design partners walking around the area in 2018 as they looked to build an almost self-contained neighborhood out of a dilapidated area of Salt Lake City.

What was once a publishing powerhouse that printed and distributed the Salt Lake Tribune, Deseret News, and USA Today in years prior had gone the way of many print media and left for dead. Graffiti-covered and abandoned warehouses wouldn’t cut it in a city looking to strike while the iron of renewed urbanism was still hot.

Pieter Berger, Director of Design, and Principal for project architects MVE + Partners, aligned with stakeholders and their preliminary vision early. Their collective goal was to create a remarkable product that would bring renters of many income types together into a cohesive, in-demand neighborhood.

“Controlling the entire block allowed us to break down the scale of the block into a more walkable environment,” he said. No easy feat with the largest urban grid in the country, where one Salt Lake block holds the same area as multiple blocks in a walkable city like Portland. Even harder, he continued, considering the project would leave rentable units and square footage on the table to establish a better environment for future residents. But ownership trusted that breaking down the scale through multiple buildings would create a new community capable of lifting the entire block.

Nitty Gritty Start

“Sophisticated Grit,” Berger said, was an oft-used term in the design process to center the narrative around a modern, sophisticated neighborhood juxtaposed against the existing grit of the surroundings. And what better material to bring sophisticated grit to the forefront than concrete?

Leaders from general contractor Big-D Construction suggested a mat foundation under the building footprint to serve dual roles as structural support and a driving surface. Doing so would eliminate the need for traditional aggregate piers in Post House North and Post House South. The use of drop caps where columns connect to the ceiling slab also reduced its thickness while maintaining structural integrity and cost-efficiency.

As plans moved to implementation, grit came in the form of well over one thousand concrete trucks’ worth of slurry for the massive, 138,000-SF mat footing foundation. Self-performed by Big-D Construction, this foundation would be the starting point for two of the buildings, Post House North and Post House South.

C onstruction logistics and intricate planning helped to bring the process forward and allowed the team to pull off such massive, record-setting pours. Each concrete truck followed the same sequence by receiving a specific-colored flag to help identify the pump to use during that pour. Because the top six inches of the foundations contained a corrosion inhibitor, it was crucial that the trucks filled up at the correct pumps and poured in the precise order they were assigned.

Traffic control was paramount since the project took place between the busiest entrance and exit to the city, between 600 South and 500 South, respectively, especially with the quantity of stationed concrete pump trucks and concrete trucks buzzing to and from the pour. As concrete trucks filled, poured, washed, and repeated the cycle, Gardner said there were upwards of 20-plus concrete trucks onsite at any given time.

The herculean effort from the 80 Big-D concrete team members meant taking spells pouring and finishing concrete across the site over 28- and 30-hour pours— resulting in 1,000-CY of concrete in place.

Measuring in at a whopping 30 inches thick, the work to take these two time-intensive pours from start to finish is a testament to quality design and construction from the project team.

Polished Grit

While the mat foundation caught so much attention for depth and breadth of logistical complexity, concrete features deserve a second glance throughout the entirety of Post District. Architectural concrete columns were designed so the forms would be expressive of the tectonic nature of the building, earning the name “coffin columns” due to their coffin-like appearance.

The columns are visible at the main entrance of Post House South and throughout the fitness center. Concrete is prominent elsewhere, including the 17,200 SF of architectural concrete and board-formed walls visible on planters, decorative walls, and accent wall facing the project’s western edge.

Coordinated Success

As work progressed with the multiple mixed-use and residential buildings under Big-D’s purview, Layton/ICS worked simultaneously nearby on Traeger Grills’ new headquarters. Their work with designers Method Studio on an adaptive reuse of the former Newspaper Agency Corporation building and others into Class-A office required the most precise communication between all project teams. Since multiple general contractors were constructing facets of the neighborhood within one city block, maintaining continuous coordination was essential, especially when as many as 400 trade partners completed their activities on site.

Gardner said the teams on each building under their purview held daily planning and coordination meetings. This, he said, ensured that each team knew their tasks for the day and that each team could complete their work without encroaching on the workspace of other teams on site.

He said that owner coordination meetings, block-wide coordination meetings for GCs and others, weekly subcontractor meetings, and even daily meetings for specific teams helped to get everyone on the same page to build the project in a safe and efficient manner.

That came through specifically in areas like crane safety, where multiple cranes worked on site simultaneously, requiring swing radius coordination and dialed in team members and safety orientations.

Berger praised the field work done to implement the design vision at scale, saying: “this type of work is the ultimate team sport. Our team can set the vision and create great working drawings for construction; however it is the collective whole from our team, ownership, and GC all the way down to framers and skilled labor on site that make this a success.”

“Plane” to See

Since there is no “easy button” to facilitate the relationship between designer and contractor, Berger said that Big-D expertise was critical to bringing every one of the five buildings to delivery, specifically with Post House South’s unique massing.

Staggered windows and four slope roof systems required a precise mix of wood and steel columns while framing the building. Because it was designed to have a cohesive look where the wall panels blended seamlessly into the roof, Gardner said the Big-D team had to figure out how to keep the aesthetic without sacrificing functionality.

“Any time you are going from one plane to another, it takes detail to make it work. And we were working within three planes,” he said.

The Big-D team created eight mockups for the roof structure before landing on an acceptable design. First, the team installed a full-standing seam roof, then they clamped the wall panels on top and perforated each one of them, allowing water to transfer from the first roof to the second, where the water could drain away.

Conundrum Turned Solution

The billboards around the site have earned plenty of double-takes for how buildings were seemingly (and actually) constructed around them.

With the billboard owners unwilling to part with their signs, the project team got creative to find a solution to work around four billboards, with one near the standalone restaurant space, and another near Post House South, needing the most planning to bring about project success.

The solutions-oriented approach started in design. Berger said that the billboards became part of the project DNA as easements became form givers and massing elements were created where there would have been an urge to build more, specifically around the restaurant space to the north that will soon house Sunday’s Best.

With the billboard near Post House South, the team designed a notch in the building to give the outdoor advertisement 30 inches of clearance on each side. While it solved the one problem of building around the billboard, another challenge arose—installing windows and applying stucco to the areas in that tight space.

But, as one of the project owners Alex Lowe said during the ribbon cutting, “When there was every opportunity to look for excuses, Big-D Construction only looked for solutions.”

The construction team utilized cranes to lift windows and put people in a man basket to install the windows behind the billboard.

Diverse Rental Types

All that work brought about the 580 residences across Post District that show up in multiple rental categories and sizes. The Register, 801 Flats, Post House North, and Post House South share amenities on site, especially with elevated skyways linking certain buildings together. While the unity of purpose is apparent, Berger said that each building was designed to hold its own personality both architecturally and from a product standpoint.

“The idea was to have the block feel like it was built by several owners and several architects in order to establish a more authentic urban grid,” he said. “Each building represents a different renter profile with the goal of creating the ‘complete neighborhood.’”

But what would a neighborhood be without walkability? Berger and fellow architects pushed the concept of creating a network of Woonerfs, or Dutch-style living streets, where pedestrians walk in the middle of the road versus driving a car.

The architect detailed how prioritizing a truly livable experience shifted vehicular access to perimeter streets, keeping the core of the project from experiencing trash pick-up, emergency vehicle access, move-ins, etc., like other urban neighborhoods.

Simply put, Berger said, “This allows the streets to feel safe, accessible, and livable.”

Restaurant and Amenities Add Coveted Layers

And who doesn’t love visiting the neighborhood haunt?

From early morning coffee to a late night out, Post District has plenty of dining for residents and visitors. Urban Sailor Coffee Co. has been open since fall of last year, while Sunday’s Best, in all of its wild pink glory, will be opening soon to the delight of social media influences and brunch connoisseurs alike. Level Crossing Brewing Company’s presence provides the crisp and sudsy presence necessary to go with delicious lunch and dinner options, while Urban Hill’s upscale dinner and after-hours experience is another welcome addition to the block.

The 22,000 SF of combined restaurant spaces were intended to be an extension of the overall design narrative for the block. MVE worked very closely with ownership on the review of tenant build outs, not only to align building systems, but also to align aesthetics. Thoughtful exterior dining locations were contemplated with each retail space. The idea, Berger said, was always “How do we get people to live on the streets?” The Woonerf concept, combined with the building scale and the accessibility of the restaurant spaces, all combined to be a major feature of that dialogue.

Residential amenities include a 7,000-square-foot fitness center, club room, rooftop decks and multiple swimming pools. Each rooftop has its own unique flavor, corresponding to the unique architecture of each building. The podium level deck at Post House North has a park-like setting, while the podium level deck at Post House South offers a pool experience rivaling a luxury resort.

The purpose, according to the design team, was to create gathering spaces that build community among residents, while offering an experience that feels unique in the Utah apartment market. Large hinged canopy doors open over an indoor/outdoor pool and spa. At the center of the pool deck, walkover steppers traverse the oversized pool. They pass beneath the shade of a truly one-of-a-kind steel art tree that was custom designed and fabricated for this project.

“The pools in the project are not only an amenity to be a part of but also a great amenity to look at,” said Berger, complimenting the work of landscape architects Loft Six Four for helping the pools come to life.

The large outdoor spa features an acrylic window to the street below, to which Berger said was intended to make a passerby say “How can I be a part of that!?”

As the project team detailed, that feeling of wanting to be part of a sophisticated, gritty neighborhood is present throughout Post District. Whether in the form of tasty dining, a comfortable residence, or enjoyable amenity, the entire development begs the same question that Alex Lowe of the ownership team said at the ribbon cutting:

“Won’t you be our neighbor?”

Post District Mixed-Use Development

Location: Salt Lake City, UT

Delivery Method: CM/GC

Square Feet: 918,830

Levels/Stories: 6/7

Owner: Blaser Ventures, Lowe Property Group, and Bridge Investment Group

Design Team

Architect: MVE + Partners

Civil: McNeil Engineering

Electrical: Hunt Electric

Mechanical: Gunthers

Plumbing: JTB/UMC

Structural: Dunn Associates

Geotech: AGEC

Landscape: Wenk Associates, Loft Six Four

Pool & Spa: Water Design Inc

Waterproofing: Morrison Hershfield

Construction Team

General Contractor: Big-D Construction

Concrete: Big-D Construction (Structural), Pikus (Deck Shoring and Deck Forming), BHI (Site), Architectural

Concrete and Design (Post House North and Post House South Decorative Podium), Knell Constuction

(Gypcrete)

Plumbing: UMC

HVAC: Gunthers

Electrical: R.C. Hunt

Masonry: RAM Exteriors

Metal Paneling: Southam Associates

Drywall/Acoustics: SDI (Drywall), Mitchell Acoustics (Decorative Ceiling Systems)

Painting: Allied Painters (The Register, Post House North, 801 Flats), Keith Pulham Painting (Post House

South)

Tile/Stone: CP Build (The Register, Post House North, 801 Flats), Spectra (All Buildings), Dowland Tile and

Stone (The Register, Post House South)

Carpentry: Turnkey Interiors (Base, Doors and Hardware), Ron J Peterson (Sunday’s Best/Restaurant Space

Framing), Avant Garde (Post House South Framing), CP Build (Cabinets The Register, Post House North,

801 Flats), Dowland (Post House South), Finisher Construction (Post House South Supplemental Help

W/Cabinet Install)

Flooring: CP Build (The Register, Post House North, 801 Flats); Spectra Contract Flooring (Post House

North, Post House South), Stewart Specialty Systems (Polished Concrete)

Roofing: Flynn (TPO Systems), Southam and Associates (Standing Seam/Metal Roofing)

Glass/Curtain Wall: B&D Glass (Storefront), Pella (Window Provider), Total Window (Window Installer),

Allied Industries (Skylights), All Metals Fabrication (Glass Railings, Post House South), Crawford Doors

(Pool Doors), Bountiful Glass (Shower Doors), Scottco Blinds (Window Coverings)

Waterproofing: Waterproofing West

Steel Fabrication: Boman and Kemp (Structural Steel Common Area Stairs), Pine River Partners

(Decorative Railing and Unit Stairs), Harris Rebar, SN Custom Railing (Spiral Stair in Unit)

Steel Erection: Rise Construction (Structural), Pine River Partners (Decorative Railings and Unit Stairs),

Iron Mountain Construction (Rebar)

Excavation: Cazier, Geopier Northwest (Aggregate Piers), Keller North America (Post House North, Post

House South Excavation Shoring)

Demolition: Grantt Mackay

Landscaping: Brightview Landscape (Ongrade), Waterscape Landscaping (Podium and Amenities Decks)

Other Specialty Contractors: Kone (The Register, Post House North, Post House South, 801 Flats), Able

Access (Sunday’s Best/Restaurant Space), Alpine Gas Fireplaces, B&B Specialties, Ranger Fire, Builder

Services Group, Cannon Sales (Actual Trash Chutes), B&B Specialties (Containers and Compactors),

Crawford Doors (Overhead Coiling Doors), CEM Aquatics, Thermal Engineering, Mountain West Pavers,

Flash Parking, Peck Striping, Rocky Mountain Wall Cover, Salt Studio (Benches, Bike Racks and Cabanas),

CMI

Magnificent Mass Timber

Sat, 01 Jun 2024 17:38:49 GMT

Baltic Pointe stands as a beacon on the hill as Utah’s first-ever multi-story mass timber project.
By Milt Harrison

The era of full-scale mass timber design and construction has officially arrived in Utah, courtesy of the majestic new $80 million, five-story Baltic Pointe building in Draper, a trendsetting, 194,665 SF office project that sets a high bar for this aesthetically pleasing and environmentally conscious building type in the Beehive State.

Highlighted with gorgeous mass timber and CLT (cross-laminated timber) columns and beams, interior spaces within Baltic Pointe are simply jaw-dropping, as visitors—and particularly occupants—marvel at the simplistic beauty of interior wood finishes and the calm, peaceful energy it inspires.

Jared Wright, Project Manager for Salt Lake-based Method Studio, said witnessing responses of people who tour the project has been unlike anything he's ever experienced.

"When people come to see it in person, whether it was early when framing was just going up or near completion, their reaction [...] you can see the light bulb moment of 'I thought I knew what this would look like and oh, now I get it!' When you can smell the wood, feel it and touch it, it's a different experience."

"I've given more tours of this building than any building I've been a part of in my career," added Eric Barton, Project Executive for Salt Lake-based Okland Construction. "Pretty much everyone who sees this building in person, they stand inside and look around and say 'this is awesome, we want to do this on our project'."

That aesthetic "wow factor" of mass timber is exactly what developers had in mind more than four years ago when this venture of bringing a multi-level, mass timber spec office building to the Wasatch Front began. A team from Salt Lake-based Gardner Group—led by Christian Gardner, CEO and Chairman—and architects from Method Studio set out in early 2020 to learn as much as they could about mass timber, including touring several notable projects on the West Coast for inspiration.

The complexities of designing and constructing a completely new building type proved challenging on many fronts, coupled with the unfortunate timing of the pandemic and subsequent chaos affecting material and supply availability and pricing. All parties worked hard crunching numbers to make the project pencil, knowing materials and new processes would add approximately 10% to the bottom line, a sizeable number to a project pushing nine figures.

Method Studio quickly assembled a "Mass Timber 101" report for Gardner on how CLT and glulam timber products could work, and the project gained traction post-Covid when Gardner approached Pelion Ventures Partners about being a partner on Baltic Pointe, with Pelion executives so enamored with the mass timber concept it's occupying the top floor as its new headquarters, while subleasing floors three and four. HB Workplaces is moving its headquarters from downtown Salt Lake and will occupy the main floor.

Gardner's firm began doing its research with local and national design firms and mass timber consultants because of the uniqueness of the mass timber market and as a more sustainable way to build projects.

"The goal is to find a way to make a significant change in how we're consuming fossil fuels," said Ryan Bevan, President of Construction for Gardner Group, "and become more environmentally conscious. That precipitated what we want on the construction and development side. In lieu of giving lip service to green building, we want to live what we're preaching. This project is a testament to our efforts."

"We believe in using state-of-the-art technologies and building materials to reduce our building impact to the environment," said Gardner. "Part of Gardner’s mission is to discover more sustainable ways to build. To do this, we need to venture from the status quo and embrace new innovations and building materials. This building will be the first commercial project in Utah to be built with mass timber, and we are optimistic that it will be the first of many.”

“In many ways, building using this new technology embodies our vision as a company,” said Blake Modersitzki, Managing Partner at Pelion Venture Partners, whose firm occupies the top floor, while subleasing floors 3-4. “We value creation, vision and positive disruption as we build successful communities, and Gardner Group has been an amazing partner to work with as we embrace this innovation.”

"We think the benefits of the prefabrication process of mass timber—compared to traditional steel and concrete construction methods—will see an offset of cost from the rising rates of labor, making mass timber more cost-effective," added Bevan. "Our hope is that Gardner sets a new precedent in Utah for prioritizing the use of renewable natural resources in construction."

Natural Beauty of Mass Timber Shines Through

Design inspiration for Baltic Pointe combined three distinct layers of form: the outer opaque facade—"the veil"—over a glass volume—"the jewel box"—revealing the warm wood structure beneath, with the three-pronged mass hovering over a two-level concrete parking structure—"the base".

The intent was to reveal the mass timber by framing views through glazing where it would be most impactful on the highly visible west side and its birds-eye view of The Point development at the south end of Salt Lake Valley, while treating other facades as playful expressions between solid and void layers, while carving out multiple access points on the steep topography.

The design phase benefitted from having several key Salt Lake-based A/E/C firms meet together early and often—including Gardner, Method, Okland, structural firm BHB Structural Engineers, civil firm Ensign Engineering, and mass timber fabricator Kalesnikoff Mass Timber of British Columbia. Okland also worked closely with Ogden-based TimberWorks, the mass timber installer, to meet tight schedule demands.

To ensure structural integrity, a buckling restrained brace (BRB) system was designed to connect all timber and steel elements, while resisting cyclical lateral loads during a potential seismic event.

Floors are open and spacious, with an 11 ft. 4 in. clearance to the underside of the higher beams and a 13 ft. 5 in. clearance to the underside of the deck, offering optimum daylighting throughout all levels. Leaving the beams and deck exposed adds to the architectural expression of the natural wood. Mechanical and electrical systems were strategically painted black, part of the overall design theme.

Wright said an early design challenge was figuring out how to showcase various systems without comprising or interfering with the look of the mass timber. "You can hide [systems] with clouds or soffits or other wood paneling, or you can leave it raw and not paint it. We felt that showing off systems [works] in a finished way. Window frames are black, exposed steel elements are charcoal black. We felt the wood and dark metal or black finishes worked well together."

Marbe Agee, Principal at Method Studio, said the "design-assist" process was "a collaborative approach" that was innovative and essential, given the new construction type. "It didn't add complexity to the [delivery method], it was an educational process," said Agee.

Concessions had to be made to get the project to make financial sense for its investors, with the glass curtain wall system having to be more opaque than desired by the owners, simply to mitigate glare and heat gain from the harsh afternoon sun. Site challenges were extensive given the two-level, mountainside topography that required extensive earthwork and retaining walls.

Qualities of Mass Timber

Mass timber consists of tightly layering soft lumber boards to create columns, beams, and panels. The products are strong enough to replace steel and concrete in load-bearing applications and are slated to be approved for buildings up to 18 stories under the International Building Code (updates are pending).

Structurally, there is confidence in mass timber measuring up well vs. concrete and steel, although there are areas of concern regarding strength and durability that require specific design considerations, which can be overcome for most buildings, said Brett Goodman, Principal for BHB Structural Engineers of Salt Lake.

"Utilizing mass timber in Baltic Pointe brings unique engineering challenges and opportunities," said Goodman. "Integrating mass timber systems requires careful consideration of load-bearing capacities, fire resistance, and dynamic performance.

Collaborating with architects and other engineering disciplines, we optimized the structural design to ensure the building's safety, durability, and long-term performance. For the building's seismic design, we kept the high performance of a steel buckling restrained brace frame system (Core Brace) and tied that into the mass timber structure."

The floors of Baltic Pointe are comprised of massive Cross Laminated Timber (CLT) panels measuring 5 in. thick by 10 ft. wide by up to 60 ft. long. The CLT is made by “laminating” layers of standard 2x4 to 2x10 members, similar to glulam beams. Each layer “crosses" by stacking them perpendicular to the last—the result is one large, stiff wood member that makes for a great floor.

Approximately 1,500 mass timber projects have been constructed or are in design in the U.S., although few exist in the Intermountain West. Mass timber is largely prefabricated off-site and pieced together like a giant puzzle, so it can facilitate shorter construction times and be completed by a smaller labor force.

Mass timber also aids in reducing construction schedule time since "with this kind of construction, as soon as we get the structure up, we don't have to pour decks and fireproof beams—we can start right in with framing and MEP rough-ins," said Barton. "It turned out really great—it's a beautiful building."

Perhaps the single most substantial benefit—the one factor that ultimately will drive interest in this market—is the carbon footprint reduction vs. steel or concrete, which are well-known contributors to global CO2 emissions. According to 2020 statistics, cement and steel production accounts for 11% to 15% of all global CO2 emissions, a major driver of climate change.

Replacing these traditional building materials with CLT mass timber would naturally reduce CO2 levels; the use of mass timber on Baltic Pointe reflects a decrease in carbon impact equal to taking 1,500 cars off the road for a year or powering nearly 800 homes for a year with renewable energy.

Other positive factors include mass timber’s high strength-to-weight ratios and natural flexibility, which enable excellent performance during seismic activity. CLT columns and panels also meet or exceed fire code requirements. During a fire, exposed wood chars on the outside, forming an insulating layer that protects the interior from damage the same way redwood trees survive fires.

Mass timber’s aesthetic and environmental appeal are market differentiators that increase a project’s value and lease rate. Research indicates that when people are surrounded by natural materials, it lowers their stress response and improves cognitive function.

Mass Timber's Future in Utah and the Intermountain Region

Given the challenges with static interest rates—and a stubborn Fed that is likely to keep it where it's at through 2024 based on inflation concerns—it's a safe bet to assume projects of a similar scope and nature to Baltic Pointe won't be getting built until rates drop.

Agee and Wright said they're just grateful the project actually got built, with Method Studio playing an integral role in its success.

"It could have died a thousand times—Gardner was determined to keep it alive," said Wright. "Being able to work with them to make it [pencil] was a testament to proof of concept, and saying this can be done. There's always that first one."

"It was more expensive to build, but it's a premium offering in the market," added Agee. "Some of that [cost] was affected by the environment we were in, [wild swings] in lumber prices and supply chain volatility. It's innovative because it got built."

Future mass timber projects on a large scale like Baltic Pointe will ultimately get built, but beyond a more favorable development climate, it will take an owner with a similar vision as the Gardner-Pelion-Celtic Bank tri-venture displayed on this project—willing to sacrifice some long-term margin to make a statement.

"Education awareness takes time," Wright said of mass timber. "We're on a trajectory of an exponential curve [internationally]. It's just a matter of time before more [mass timber] projects come online."

"We've had a lot of inquiries; it's going to take more exposure, more education," Agee added. "It's still going to take [a developer] who believes in doing something innovative and different."

Bevan said Gardner Group will continue to operate at the forefront of the mass-timber-building market, confident in the belief that premium up-front costs will ease as local A/E/C firms better understand how to design and build with mass timber, utilizing smart design strategies and value engineering to keep costs down.

"We need to venture from the status quo and embrace new innovations and building materials," said Gardner. "This building will be the first commercial project in Utah to be built with mass timber, and we are optimistic that it will be the first of many.”

Baltic Pointe Office Building

Owner: Gardner Group, Pelion Ventures Partners, Celtic Bank

Developer: Gardner Group

Design Team:

Lead Design Firm: Method Studio

Structural Engineer: BHB Structural

Civil Engineer: Ensign Engineering

MP Engineer: PVE Consulting Engineers

Electrical Engineer: Spectrum Engineers

Interior Design: Method Studio

Furniture: HB Workplaces

Landscape Designer: Arc Sitio Design, Inc

Construction Team:

General Contractor: Okland Construction

Electrical: Rydalch Electric

Mechanical: Harris Mechanical

Plumbing: Harris Mechanical

Concrete: Okland Construction

Mass Timber Fabrication: Kalesnikoff Mass Tiber

Mass Timber Erection: Timber Works

Steel Fabrication: D&D Welding & Fabrication

Steel Erection: American Steel Erectors

Glass/Curtain Wall: B&D Glass

Masonry: Allens Masonry

Drywall/Acoustics: CSI Drywall

Painting: Accent Painting

Tile: CP Build

Flooring: CP Build

Roofing: Utah Tile and Roof

Excavation: Siri Contracting

Landscaping: Utah Complete Landscaping

Innovative Education

Mon, 01 Apr 2024 20:19:58 GMT

New CTE school in St. George offers students eight different career path options in a dynamic building designed around an endangered native flower.
By Brad Fullmer

It's not every day that an architect designs a project around a native flower, then again, the new Career and Technical Education (CTE) High School in St. George is far from your standard K-12 school.

"Essentially, we patterned the floor plan around the Bear Claw Poppy," said Bryan Dyer, Director of Facilities for Washington County School District (WCSD), and one of the primary designers of CTE from 2018-20 while at St. George-based NWL Architects prior to joining the District. "The courtyard is the center of the poppy; the rooms represent flower petals. I think it turned out nice—the courtyard is heavily used and is a unique part of the project. The school board tasked us to do something unique to the District—it's the only building of its kind in the state where students have educational and vocational all in one."

"It was kind of a philosophical departure for the District—they recognized the need to pick up the students that fall into a category of not being traditional students—they wanted something different and arrived at the need for a career and technical emphasis," added Terrance White, Principal-in-Charge for NWL.

As the first standalone career and technical education facility in Utah, the revolutionary $29.6 million, 126,000 SF school offers eight pathways for the nearly 500 students enrolled at the school (capacity is 800), including: business, construction, culinary arts, engineering, education, graphic design, health science, and information technology. The two-level design prioritizes functionality, creating a dynamic environment where students can explore their chosen fields with purpose and passion.

WCSD officials and architects from NWL were inspired by similar CTE schools they toured in Houston and Las Vegas and were able to successfully translate the vision inspired by those schools into a tangible space that fosters true collaboration between students and sets a new standard for a career-focused educational platform.

"We toured a school in Houston [...] and recognized the architecture of that building took on more of a junior college feel—it felt like it was something more than a high school but not quite a university," said White. "It's great to see a school district recognize where they can take better care of their students."

Large windows envelop the entire building, welcoming abundant natural daylight into every corner. This design choice not only enhances the overall aesthetic but also contributes to a sustainable and energy-efficient environment. The infusion of natural light creates a positive atmosphere, promoting well-being and productivity among students and faculty.

"We wanted that open feel and there is a lot of glass to let light diffuse through the building, which is helped with the courtyard in the center," said White. "The courtyard was designed to [expand] learning spaces; it becomes an extension of the indoor spaces."

One unique design element is the outer wall being adorned with masonry spelling "Career and Technical High School" in binary code, a creative nod to the school's focus on technology and the digital world. It's an artistic expression that seamlessly weaves together technology and education, creating a visual metaphor for the school's mission.

Concrete is used generously throughout the project's exterior and interior and gives a sense of protection and permanence.

Even though there are plenty of hard surfaces in the building that contribute to a maintenance-friendly environment, there are numerous softer surfaces that required great attention to detail. This is never more noticeable than on the learning stairs that have been completely capped with stained maple flooring. The wood workers and finishers did a masterful job of tying this area into the surrounding concrete and glass.

The vinyl flooring that occurs in the classroom hallways was masterfully cut at different angles to create a dynamic pattern.

Overall, it's a showstopper, one that is attracting the attention of educational and political officials alike throughout Utah and other states.

"They are getting visits from school districts across the state and nation—it's a beacon that is attracting interest from all over," said White. "Generally, we hear very positive things both regarding the educational part of it and the architecture."

"I see this being a new standard for career and technical education—it's been widely successful and we're already talking about expanding the building," said Dyer.

White said tilt-up concrete has been a favorite of WCSD for many years and this one was unique with black onyx concrete and a white metal panel with yellow accents providing a sharp-looking aesthetic.

"The prototype [schools] 20-plus years ago were 100% tilt-up; it serves them well," White said about the District. "We developed a couple of intermediate schools with a tilt-up exterior and CMU blocks on the inside. On CTE there is almost no CMU, it's all tilt-up with a percentage of metal panel. It's an evolution in architecture." Functionality within the tilt-up concrete school was paramount, with the entry to the building being a suspended walkway that gives a sense of grandeur as one arrives on campus. Tilt-up concrete construction and corrugated metal panels create a prestigious façade as the tall expanses of curtainwall and the well-placed windows allow light to stream all the way through the building.

The building itself is an educational exhibit, with exposed mechanical, electrical and structural elements creating opportunities for inquiry. This transparency aligns with the school's overarching mission of providing students with a clear understanding of how things work. Subcontractors did an incredible job making sure each of these elements were well-built, while creating an amazing visual. This is especially apparent in the out-building, where the ground-source heat pump system is exposed to view.

The eight specific career pathways are evidenced by the specific types of amenities found within each area. For example, cutting-edge industrial-sized kitchens are equipped to fulfill culinary aspirations with a thoughtful layout that caters to educational needs and reflects the school's commitment to preparing students for real-world careers.

The inclusion of a 10-ton crane in the shop is another example of the practicality and hands-on focus of the school's curriculum. This heavy machinery is not just a symbol; it's a functional tool that allows students to engage in substantial construction projects, providing a tangible link between theoretical knowledge and real-world applications.

Career Tech High School's architectural design is a testament to thoughtful innovation, seamlessly integrating aesthetic appeal, functionality, and a strong connection to the local environment.

The open courtyard at the heart of the school serves as a central gathering space, fostering a sense of community and providing a tranquil area for students to connect with nature. This intentional design element goes beyond traditional educational layouts, recognizing the importance of outdoor spaces for both relaxation and collaborative learning.

The emphasis on communal spaces extends to several open areas throughout the school, strategically designed to facilitate group gatherings and collaborative study sessions. These spaces promote a sense of camaraderie among students and encourage the exchange of ideas, aligning with modern educational philosophies that recognize the value of collaborative learning environments.

Career Technical High School

Location: St. George

Start-Completion: 2021-2023

Cost: $29.6 million

Delivery Method: Design-Bid-Build

Stories/Levels: 2

Square Footage: 126,607

Owner: Washington County School District

Owner's Rep: Bryan Dyer

Design Team

Architect: Naylor Wentworth Lund Architects

Civil Engineer: Alpha Engineering

Electrical Engineer: BNA Consulting

Mechanical Engineer: VBFA

Structural Engineer: BHB Structural Engineers

Geotechnical Engineer: AGEC

Landscape Architect: EA Lyman

Construction Team

GC: Bud Mahas Construction

Concrete: Bud Mahas Construction

Plumbing & HVAC: L&L Mechanical

Electrical: Snow Electric

Masonry: C&C Masonry

Drywall: Utah Commercial Construction

Acoustics: Goulder Acoustics

Painting: Pacific Painting

Tile/Stone: Bottema Tile Inc.

Flooring: St. George Flooring

Roofing: Heritage Roofing

Glazing/Curtain Wall: G&B Glass

Waterproofing: Flynn/Noorda

Steel Fabrication & Erection: Theobald Construction

Excavation: Renegade Contractors

A Quarter Century of Leed

Mon, 01 Apr 2024 18:09:25 GMT

A revolutionary green building driver at the time it debuted in 1998, the LEED Rating System remains a force for good in the design of sustainable buildings and is widely credited for helping raise A/E/C industry baseline standards.
By Brad Fullmer

It's been more than three decades—1993, to be exact—since the non-profit U.S. Green Building Council (USGBC) was co-founded by S. Richard (Rick) Fedrizzi, David Gottfried, and Michael Italiano, which ultimately spawned the revolutionary Leadership in Energy and Environmental Design (LEED) in 1998, a points-based rating system that offered legitimate third-party verification of green buildings.

The goal of the fledgling association was simple: Increase overall sustainability of new construction projects including improved energy efficiency and creating a better, healthier environment for building occupants—all with the goal of reducing construction's carbon footprint.

At the time, it was considered a bold initiative, with significant potential real-world benefits to the A/E/C industry. It took several years for the LEED initiative to get off the ground, but by the turn of the 21st Century, the phenomenon started taking root in the design community.

"When LEED began in the late 90s/early 2000s, it was an incredible ambition to transform the building industry and to bring sustainability into the conversation," said Whitney Ward, Principal with Salt Lake-based VCBO Architecture and one of the firm's leading sustainable design experts. "[USGBC] had some big hurdles to overcome, including a general lack of knowledge about or mistrust of global warming and climate change."

Ward said the U.S. Green Building Council and the LEED rating system had an immediate and profound effect on:

—Creating more transparency in material manufacturing and getting manufacturers to care more about developing more sustainable/greener materials (carpet, flooring, paint, textiles, etc.)

—Highlighting the true value of sustainable buildings through "incredible marketing efforts" and spurring owner demand.

—Becoming the "go-to" third party certification agency for sustainable buildings.

"The environmental consciousness of designers, builders, and owners [...] has really evolved to (where we say) 'we're going to do the best we can'," said Ward.

"LEED has been an incredible tool in reshaping the industry and helping manufacturers, contractors, architects, and other industry partners understand the impact that their decisions have on the environment and on energy use," said Peter McBride, Principal with Salt Lake-based Architectural Nexus. "The conversation 20-30 years ago used to be 'how much does this cost?' or 'what is the percent increase cost in doing (LEED) vs. the baseline?' As each version of LEED established itself as an industry standard, the answer has been that LEED Certified or LEED Silver costs no more—or slightly more—than a baseline design. With each subsequent version release, LEED continues to push the boundary—sustainable design is now the baseline."

"LEED has increased awareness for sustainability and energy conservation in buildings," added Chris Cox, Building Performance Program Manager for the State of Utah Division of Facilities Construction and Management (DFCM). "As far as the biggest pro, LEED brought the integrated design process to the forefront—user groups, owners, maintenance teams, architects, engineers, and builders work together in achieving the best outcomes."

The Noelle E. Cockett Life Sciences Building at Utah State University in Logan was completed in 2018 and achieved LEED Gold certification. (photo courtesy VCBO Architecture)

Evolution of LEED and Sustainability in Utah

It took the USGBC several years to develop and implement its LEED rating system, which focuses on seven main areas: Sustainable Sites, Water Efficiency, Energy and Atmosphere, Materials and Resources, Indoor Environmental Quality, Innovation in Design Process, Regional Priority. Buildings are awarded "points" based on meeting certain environmental-based criteria. Four levels of certification are offered, depending on how many points are obtained. Initially, 40 points were offered via LEED v1, and 69 points for v2. When LEED v3 was released in 2007 (subsequently updated in 2009), designers could chase 110 points, with 40-49 being Certified and 80 and over being Platinum.

USGBC included 13 pilot projects nationally in the first wave of buildings to obtain LEED Certified status in March 2000, including a very prominent one in Utah—the Utah Olympic Speed Skating Oval in Kearns, completed in February 2001. Salt Lake-based GSBS Architects was the lead design firm, and it was constructed by Sandy-based Layton Construction, laying the foundation for the green building movement locally.

While the LEED rating system was an exciting new initiative for designers, hitting the requisite amount of points the first time around offered a significant learning curve.

"The most notable feature of the process was the innovation and collaboration required to move forward," said Garth Shaw, Principal and Director of Sustainability for GSBS, about getting that unique building LEED Certified, once David Brems, a Founding Principal, established it as one of the 13 USGBC pilot projects.

Shaw often cites low-VOC paint as an example of that initial learning curve, explaining that 25 years ago even major paint manufacturers weren't cognizant of the VOC level in their product, which led to a series of calls to get the right data.

"Today, low-VOC products are abundant, their negative health impact widely known," said Shaw. "Most interior finish products post their VOC content right on the packaging. In 1998-98, (manufacturers) did not have information readily available about the VOC content of their products."

Another collaborative effort was understanding the reflectivity of standard gray concrete as a way to reduce the heat island effect, which led to working with a transportation engineer who was researching concrete reflectivity for highway barriers.

"It illustrated the Utah Olympic Organizing Committee's commitment to sustainability, and the spirit of innovation our state likes to project," Shaw added.

Since the turn of the century, hundreds of projects in Utah have achieved some level of certification (specific numbers were hard to confirm; a search of Utah in USGBC website lists 696 total projects), including LEED for New Construction (NC), LEED for Building Design and Construction (BD+C), LEED for Interior Design and Construction (ID+C), LEED for Building Operations and Maintenance (O+M) and LEED for Neighborhood Development (ND). Some of these categories are further broken down by market segment.

The USGBC has done a commendable job evolving its rating system over the years, with updates/improvements made every few years. LEED 2.0 quickly surpassed the original version in 2000, LEED 3.0 (called v2009) was released in 2009, LEED 4.0 followed 2013, and LEED 4.1 hit the streets in 2019. LEED 5.0 is nearing completion and in the midst of getting launched, with a public comment period running from April 3-May 20, 2024, on the Beta version, and a launch date of early 2025 targeted.

According to Charlie Woodruff, Mountain Region Director for the USGBC, LEED 5.0 signifies how "the rating system evolves with the market," he said. "It's hard to please everybody as all markets are different, but this rating system has significant improvements."

Woodruff mentioned how USGBC "is making it more accessible for owners to do O&M (operations and maintenance) certification based on performance data on things like energy, water, transportation, waste, the human experience. Cushman Wakefield has done a handful of office certifications and it's a new trend the last couple of years."

The announcement of yet another version of LEED is strategic, said Garth Shaw, Principal and Sustainability Director for GSBS Architects, and a LEED BD+C AP (accredited professional)—a way for USGBC to maintain relevance and keep their place atop the burgeoning list of third-party sustainable ratings groups.

"The USGBC's goal is market transformation," said Shaw. "That goal dictates that every new version pushes the industry to create ever-more sustainable buildings. In version 4, the USGBC rebalanced credit points to emphasize community connection, material selection, and energy performance. We understand that version 5 will maintain a focus on these elements of sustainability and add a special focus on reducing embodied carbon and operational carbon emissions."

And while the pros far outweigh the cons when it comes to LEED, it isn't the perfect system.

"It is applied as if it were a minimum-standard based code; as such, building teams and owners underestimate its value, but also the rigorous process required to be successful," said Shaw. "This has led to failures and, in many cases, a perception that creating a certified LEED project is about spending money for a plaque on the wall."

Utah has fared pretty well on a national level in getting projects LEED certified, although nowhere near what states with sizeable metro areas like California (L.A., San Francisco) and Washington (Seattle) are doing on a square foot basis per capita. According to the USGBC, Utah ranked No. 10 in 2015 in square footage of LEED projects per capita at 1.63 (31 total projects) and was No. 9 in 2021 at 1.48 (21 projects). The past two years, Utah has slipped to middle-of-the-pack status, a sign of some LEED fatigue from local owners.

"LEED still has a presence in Utah, but it feels somewhat secondary to a strong sustainability market," said Shaw. "We find when our clients are interested in sustainability there isn't a specific drive to certification systems as much as environmental performance. We are still making strides on our projects but have fewer LEED certified work in the current market."

Shaw said GSBS only designed one LEED certified project (v4.0 Gold), Lindquist Hall at Weber State University since 2019, but noted an uptick of current projects aiming for LEED, including a v4.1 Commercial Interiors certification for the firm's recent office renovation, and several notable projects for higher education and ski industry clients, which will aim for certification in the next 12-18 months upon completion.

Daybreak Library in Herriman was completed in 2022 and achieved LEED Gold certification. Architectural Nexus’ Salt Lake Office (below) achieved LEED Platinum certification. (photos courtesy Architectural Nexus)

Public Owners Often Drive LEED

Public and municipal owners, particularly ones like Federal behemoth, General Services Administration (GSA), have been advocates of LEED and drivers of requiring certification for new and renovated projects. The GSA started requiring all of its federal projects to achieve basic LEED Certified status in 2003; which evolved to LEED Silver in 2007, and LEED Gold in 2010.

Locally, Salt Lake City Corp. initially passed an executive order in 2006 stating that all new and renovated projects would aim for LEED Silver certification. The City then drafted a comprehensive Energy Management executive order in 2015 along with an Elevate Buildings program in 2016—designed with the intent to improve indoor air quality and energy efficiency.

The State of Utah's Division of Facilities Construction and Management (DFCM) is the largest single owner in the Beehive State, with nearly 3,800 total buildings totaling $12 billion in value to look after. According to Cox, sustainability has always been a high priority for DFCM, which devised and released its own rating system—the High-Performance Building Standard (HPBS)—in 2006.

Cox said this version was "LEED-like" with a setup that had most of the requirements for a formal certification process. Over the next two years, many institutions of higher education nationwide signed the American College & University Presidents' Climate Commitment (ACUPCC) and pushed for the adoption of a formal LEED standard, which by 2009 was revised to require LEED Silver certification.

In 2011, DFCM began implementing enclosure performance measures like the whole building air test (WBAT) and standardizing systems commissioning procedures.

"DFCM wants predictable, reliable, efficient, and durable systems that promote healthy and productive workspaces," Cox surmised. "While covered in LEED, it was clear to us that requiring more in-depth design reviews under the premise that everything would be field tested produced better outcomes. This translates to fewer roof leaks, improved access to natural light, ventilation systems that are field tested to meet our requirements, and at the same time, reduce the overall cost of ownership."

DFCM revised its performance metrics even further, with a revision of HPBS in 2014 that removes the LEED certification requirement from major universities, while still offering optimum sustainability.

"Knowing our big Universities would continue to pursue LEED, the revisions made [in 2014] complimented LEED and delivered LEED Silver or better performance," Cox added. "In short, LEED heavily influenced the HPBS."

Cox shared an example of 2013 LEED Certified technical college to a similar non-certified technical college completed in 2015. The 2015 project included in-depth design reviews and enhanced field testing. The "outcome-based approach" yielded nearly 50% energy cost savings and cut O&M costs by 37% vs. the 2013 project, which Cox said translates into over $10 million saved over the life of the building.

The Salt Lake City Department of Airports is also pro-LEED, with the first phase of the overall four-phase, $5.1 billion "New SLC" airport redevelopment earning LEED Gold status in September 2021.

Other notable LEED projects in Utah include:

—175,000 SF Daybreak Corporate Center in South Jordan, the first LEED Platinum certified project in 2010.

—Alta Stone at the Gateway Apartments, the first LEED Platinum Multi-Family project.

—Architectural Nexus' Salt Lake Office, certified LEED Platinum in 2011.

Nexus' Salt Lake City 30,000 SF office is a fantastic adaptive reuse of a 1950s-built structure that earned LEED NC v3 (2009) Platinum by earning 80 points—illustrating the firm's initiative to "walk the walk" by investing in the health and well-being of its 90+ employees.

McBride said the firm's Sacramento office is LEED NC v4 Platinum and Living Certified by the International Living Foundation, while the Salt Lake office is LEED Platinum v3 and also pursuing Petal Certification from the International Living Future Institute (ILFI), a far more rigorous level of sustainability compared to LEED, and one of several "green building" rating systems that have popped up in the past 20 years.

"We see many of our government and civic clients continue to pursue LEED because it is mandated or required by regulation or legislation," McBride said. "Many private owners are either doing it because it is part of their business values or if they are marketing to a demographic that values sustainable design. Even then, many clients are electing to establish their own set of sustainable criteria (rather than using LEED or another third-party rating system) and marketing independent and specific features and initiatives that their project highlights."

The Utah Olympic Speed Skating Oval is Utah’s first LEED Certified building and one of 13 original projects from USGBC’s LEED Pilot program in 2001. (top photo courtesy GSBS Architects; bottom photo by Leo Geis, courtesy VBFA)

LEED Opinions Vary Among Private Developers

Opinions of LEED among private owners and developers vary widely, often based on a company's philosophy of developing and holding long-term vs. flipping properties within five years.

"In all honesty, I have a love/hate relationship with LEED," said Daniel Thomas, Regional Partner for St. John Properties (SJP) in Pleasant Grove, an active developer in Utah since 2013 with 1.2 million SF in 30 buildings on four developments. The company is a Top 5 LEED developer in the nation per USGBC, with six million SF of space in just over 100 LEED certified projects, including Valley Grove III in Pleasant Grove as of April 2024.

Thomas believes LEED has good intentions and offers a good structure for developers, but the process itself has become cumbersome and taxing, particularly the past five years.

"There is immense value in the true environmental and sustainable intent of LEED," he said, "but as newer versions have come out the benefits are being outpaced by the bureaucracy and costs."

At the ribbon cutting April 19 of the Holcim/Elevate Commercial Roofing Systems & Lining manufacturing and distribution center, a LEED Certified plaque was presented to the owner, Idaho Falls-based Riverbend Management.

"It makes the property more valuable," said Devin Belnap, Vice President of Real Estate Development for Riverbend. "We are long-term owners; we won't sell this building."

Belnap said Riverbend projects—which includes the Ancestry.com and Exactware office buildings in Lehi—have some type of sustainability guideline.

"Most of our projects have long-term sustainable design characteristics, and some of them are LEED certified," he said. "If I'm buying a building and I know it's LEED certified, I know I'm getting a good product."

Brad Holmes, President of Sandy-based Larry H. Miller Real Estate, said his company is committed to developing sustainable projects, but LEED doesn't necessarily fit their overall vision, despite being a notable program.

"We have a desire to build sustainable projects," said Holmes, citing LHM's purchase of Daybreak in April 2021, along with its development of a Downtown Daybreak area that includes the new Salt Lake Bees Ballpark for Utah's Triple-A baseball team. "We look at not just a (specific) building, but rather how walkable a community is [...] or if it is located near transit [...] or how can we recycle water. On all our building projects we'll build to a sustainable metric, but probably not LEED."

The S.J. Quinney College of Law Building at the University of Utah was completed in 2015; it earned LEED Platinum certification, a level most higher education projects don’t pursue. (photos courtesy VCBO Architecture)

LEED, WELL, LBC: What Makes Sense for Owners Today?

The USGBC will forever get credit for the being the first organization to create a comprehensive independent rating system for sustainable buildings, which in turn has spawned several other notable groups looking to make their mark on helping reduce the carbon footprint of the built environment. Some of these include the International Living Future Institute's Living Building Challenge and Petal Certification, the WELL rating system that focuses directly on occupant health and wellness, the Energy Star system promoted by the U.S. Department of Energy and the U.S. Environmental Protection Agency, and Green Globes, a program run by the Green Building Institute. So many choices can leave owners (and designers) wondering what's best for their project.

"For firms creating highly sustainable designs, it is a bit of a post-certification world," said Shaw. "Clients and architects have come to understand that a deeply sustainable project does not have to have a label. In fact, labels can divert meaningful alignment of sustainable features with client values by dictating what the team focuses on.”

"That said," Shaw continued, "the WELL rating system offers a fresh set of criteria focusing directly on occupant wellness. While WELL certification criteria veer widely from traditional building design, teams that address these criteria enhance sustainability in ways that LEED-only projects do not."

Shaw said The Living Building Challenge also offers a "framework for clients that want to go beyond LEED and drastically reduce a project's environmental footprint. These rating systems have a meaningful place in today's design and construction world."

Ward remains partial to LEED in many ways and said it still reigns supreme for its brand recognition.

"The LEED rating system, what it asks you to do, is more par for the course than it's ever been," said Ward. "It's still the best marketing strategy we have for conveying sustainable design. If you say a project is a 'high-performance building', people don't know what that means outside the [A/E/C] industry. If you say it's a LEED Certified building, people know what it means, and that you have done something above and beyond the standard to get that plaque."

Intermountain Healthcare has a baseline design standard of LEED Silver on its projects, including Alta View Hospital in Sandy (top), while Huntsman Cancer Institute Phase IV also earned LEED Silver. (courtesy Architectural Nexus)

Q&A w Bryan Turner

Mon, 01 Apr 2024 17:33:52 GMT

As Director of Architectural Services, Turner has had a profound impact on K-12 design during his nearly 30-year career.

UC+D: How was it working with Gary Payne for so many years?

Turner: His impact on the Davis School District will last many years due to the buildings that were constructed during his time. Rather than being satisfied with the status quo, we worked to develop school buildings that would accommodate innovate teaching styles and would be safe, economical, and exciting places where children would want to be.

UC+D : It's been 10 years since Odyssey Elementary was completed. What is the analysis of how it has performed?

Turner: It is not very hard to create a truly Net-Zero building. We can produce enough electricity to offset the electricity used, plus the natural gas usage—however, the power company will not give us credit for electricity generated above what we use. An energy model was used to estimate the Energy Use Index (EUI) of Odyssey Elementary. It predicted that our EUI would be 22. The first year it was actually 17. An ideal Net-Zero building would not have any natural gas usage. We elected to install a gas boiler in the building to help control the "demand" charges that would occur on cold days when all the heat pumps would start up in the building. For 2023, the PV array produced 213,066 kWh; we used 188,088 kWh in electricity. We used 421 decatherms of gas, giving us a cost of $0.33/sf for energy usage, compared to an average building in the district (about $1.25/sf).

UC+D: What is the greatest success with Odyssey? What would you do differently?

Turner: Odyssey Elementary, with all its energy-efficient features, provides an excellent educational experience that benefits both teachers and students. The building accommodates different learning styles, collaboration, and individual exploration. First and foremost, the building is a school, albeit one that is very maintainable. There is not anything I would do differently. Since this was the first of a series of prototypes, a lot of thought from a lot of people was put into it.

UC+D: Who deserves credit for making that project happen the way it did?

Turner: The credit for making it happen goes to the district leadership for allowing the time to get input from all stakeholders. This takes a lot of time and a lot of meetings. Meetings were held with district curriculum, administrators, counselors, teachers, students, parents, maintenance, utility, custodial, risk management, transportation, foods, and technology specialists. The design team collected all that information and came up with a design concept which was then presented to the same groups for buy-in. The length of time it takes to thoroughly get input from all user groups is a luxury most school districts are not willing to afford.

UC+D: When did Davis School District get serious about sustainability and how long did it take to begin implementing new policies about design and construction?

Turner: One of the goals identified in our initial planning process was a net-zero building. We did not really take it seriously thinking that we would not be able to afford it. As we studied the various HVAC options, we realized that we were not too far off. Basically, all we needed were PV panels. We have always been interested in energy efficient buildings since money saved on energy goes back into the classroom. We presented our Net-Zero plan to the Board of Education, expecting to get shot down. Instead, our fiscally conservative board member said, "I think this is a great idea, we should do it." We never looked back. Since then, every new building, except for one, has had some form of solar power.

UC+D: How much attention is paid to Odyssey given that it's Utah's first Net-Zero school?

Turner: It was quite popular at first but now that we have several buildings built with the same features, our newer buildings get the attention now.

UC+D: How sustainable are other DSD projects built since Odyssey was finished in August 2014? Any other Net-Zero schools? Have you gotten LEED certification on any projects?

Turner: We have a total of seven Net-Zero buildings in operation with No. 8 coming online in August. We also have three more under construction and an additional one that will bid soon. We would have had one more, however the soil conditions were not right to install a ground-source heat exchange system, so we had to use a conventional HVAC system instead.

We have not pursued any other LEED buildings since Odyssey. We design all new buildings to the same standard that Odyssey was designed. LEED has become the industry standard, but other than getting a cool plaque to put on the wall, the certification does not seem to be worth the extra paperwork and money.

UC+D: What is the future of sustainability for DSD? How can it improve?

Turner: We plan to continue it with all new buildings, as long as we can accommodate it on site. Our preferred hybrid HVAC system which we design around provides a more comfortable environment while being energy efficient. As the County approaches build-out, the need for new schools will decrease, however, we have many older buildings that will need to be replaced. The biggest impact to the district's energy bill would be to replace an old inefficient building with a new net-zero building.

UC+D: How supportive is the public (taxpayers) regarding the expense associated with implementing sustainability/green items in projects?

Turner: The public has been very supportive of the solar power usage—it makes sense to them. The payback on the additional cost of the PV array may be a little longer than ideal. If the district can educate 800 kids each year for 25 years with no electricity cost, that more than pays back the added cost of the solar panels.

UC+D: How would you gauge the general awareness and efforts to implement sustainable building practices among other Utah school districts?

Turner: I don't know if other school districts in Utah are implementing this level of sustainable building practices or not, but they should, since we all struggle with adequate funding. The more money that can be saved on utility and maintenance costs goes into the classrooms and directly supports the education process.

Literacy Level-up

Mon, 01 Apr 2024 16:09:58 GMT

The new Logan Library helps provide a lift to the community with this inspiring 32,000 SF facility.
By Talia Wolfe

Before the Logan Library ribbon-cutting ceremony began, two children eagerly ran past the staff toward the children's section. Inside the children's area, two girls, with their arms linked, skipped past the shelves of books while a little boy raced along the cobblestone path that weaves through the bookshelves. A young girl in the reading nook called her mom over to see, and a little girl with pigtails used the miniature-sized door into the children's section to enter the playhouse.

The ribbon-cutting began in the lobby and adjacent community room, which were filled with patrons of all ages despite the stormy weather outside. As they entered, a string quartet greeted people with lovely music, and cameras lined the walls for press coverage; even the local firefighters came to show their support.

Before the library's opening, Mayor Holly Daines shared how the facility was designed and built with modern and historical intentions. The mayor and various library donors spoke excitedly about the new library before the giant scissors were used to cut the ribbon.

Immediately after, patrons with arms full of books were perusing the bookshelves. Children read in the aisle, too excited to move to a table, while parents formed a line waiting to check out books for the family. Quiet laughter emanated from the "teen and tween" section, and Utah State University and the Logan Latter-day Saint Temple are visible from the third-floor windows.

From 1985 to 2021, the previous library was in an old and converted Sears building. For the last 20 years, Logan City leaders have discussed providing residents with a modern library.

"The library was old and dark, and the systems were failing. It never was a purpose-built library," said Daines.

Logan City and the mayor wanted the new Logan Library to be modern and iconic—yet match the local surroundings and historic buildings on Main Street. A brick veneer system for the façade matched the other buildings; however, to make the library unique, the brick was corbeled to create a pattern that reflected the Wellsville Mountains in Cache Valley.

The design of each library floor mirrors the outdoor landscape. The main floor connects to the vibrancy of Main Street, the second floor connects to the city's tall, monumental buildings, and the top floor spans the tops of the Cache Valley mountains. Patrons are further connected to the city's climate and natural space through the terraces on the second and third floors.

"The three floors have color schemes that correspond to the valley's color elevation zones," said Design West Architects' Senior Project Manager Kent Craven. "The color of the library's main level corresponds to the valley floor, the second floor to the benches, and the third floor to the high mountains."

Even the ceiling tiles were meticulously selected to create a cohesive design.

The building's orientation and window system were configured to maximize natural light, allowing strategic filtration and energy savings while illuminating the entire floor. The large window walls let patrons view the surrounding mountain ranges, bringing the outside in.

"The key component of the building is the lobby," said John Cox, VP, project director and manager with Hogan & Associates Construction. "It sets the tone for the new building."

Because the building is narrow and three stories tall, the massing provides space for an outdoor plaza and an impressive lobby. The entry is the visual focus and the central hub. The lobby features a massive, cantilevered staircase, giving the building a strong civic identity. The building has many beautiful wood finishes, including the trees in the children's section and a wood accent wall in the three-story atrium. Behind the trees is a mural by Traci O'Very Covey of whimsical woodland creatures with stuffed animals on the shelves, giving the children the feeling of reading in a magical forest.

"Regardless of history or culture or relationship to the community, one thing that everyone shares is the landscape of an individual place," said David Keltner, principal and lead designer at Hacker Architecture and Interior Design.

Each floor is a dedicated space for each age demographic—the first floor houses the children's section, the second-floor mezzanine is for teens, and the top floor is for adults.

Hacker and Design West's composition of each floor to a particular age group draws parallels to life. The active and vibrant main floor is the most significant space, with many areas akin to the plethora of options we have in the early years of our lives. The world opens to the children as they walk along the cobblestone path through the bookshelves to the trees and the woodland creatures— life's options remain open as patrons climb the wide staircase to the teen and tween area. Its prominent feature is the large window that captures the ever-changing sky, likening to our adolescent years as we grow, change, and work to solidify our identities. Heading to the adult section on the top floor, the stairs narrow to represent a life stage that is the quietest and most contemplative.

The library's design features multiple gathering spaces for communal events. The large community room on the main floor, where the ribbon-cutting ceremony was hosted, is a local gathering space Logan residents have wanted for years.

The entire team, consisting of Logan City, Hacker Architecture and Interior Design, Design West Architects, and Hogan Construction, worked to create and budget for the project's number one goal— to meet the community's needs by providing a range of spaces. These range from reading areas for children to outdoor spaces for people to gather. Small and medium collaboration spaces within the library are available for groups of all sizes, from four to twenty. These spaces will accommodate many patrons, from teens needing a study space to adults needing a meeting area.

"We can't wait to show off our big community room," said Karen Clark, the director of Logan City's Library.

Additionally, every design component was carefully considered, such as potential operations and maintenance issues like cleaning challenges, which were mitigated throughout the design and construction phases. This will make upkeep easier for the staff and less expensive for the city. For example, solar panels on the roof will make the building Net Zero in the summer months.

"The library will be a great building that will serve the community for the next several decades," said Brian Richards, lead estimator with Hogan & Associates Construction. "We are all proud of what we accomplished as a team amid the recent challenges we are all familiar with."

Project Name: Logan Library Rebuild

Start-Completion: 6/2022-3/2024

Cost: $15,633,500

Delivery Method: CM|GC

Stories/Levels: Three

Square Footage: 32,998 sf

Owner: Logan City

Design Team

Architect: Design West Architects and Hacker Architects

Civil Engineer: Sunrise Engineering

Electrical Engineer: Envision Electrical

Mechanical Engineer: VBFA

Structural Engineer: BHB

Geotechnical Engineer: ACache Corp.

Interior Design: Hacker Architects

Landscape Architect: Design West Architects

Construction Team

General Contractor: Hogan & Associates Construction

Concrete: Scoffield Concrete/Hogan Concrete

Plumbing: Carson Plumbing & Mechanical

HVAC: Advanced Heating

Electrical: Bates Electric

Fire Sprinkler: Frontier Fire Protection

Masonry: Shane Demler Masonry

Metal Panel: Southam and Associates

Insulation: USI Cardalls

Drywall: Valley Drywall

Painting: Accent Painting

Tile/Stone: Joel Hill Tile

Millwork: Huetter Mill

Flooring: Stone Touch / Wall 2 Wall Flooring

Roofing: Mountain Peak Builders

Glazing/Curtain Wall: Gordon’s Glass

Waterproofing: Guaranteed Waterproofing

Steel Fabrication: Fineline Steel Fabrication / JT Steel / Steel Encounters

Steel Erection: Hogan Steel / Paul Higley Field Welding

Excavation: Legrand Johnson Construction

Demolition: Sage Demolition

Shades: Midwest Division Solutions

Doors & hardware: Robert I. Merrill

Fencing: Custom Fence

Soil Mitigation: Geopier Northwest

Partition Doors: Alder Sales

Acoustical Ceilings and Sound Panels : All-Star T-Bar Designs

Other Specialty Contractors: Cannon Sales, Thomas & Sons, Rocky Mountain Rebar, All Metal Fabrication, Landscape Specialties

Landmark Lehi Hospital

utahcdmag1@gmail.com (LADD MARSHALL) — Mon, 01 Apr 2024 15:55:02 GMT

Intermountain Healthcare's latest PCH project is a critical healthcare project for a burgeoning population in Lehi and the greater Utah County area.
By Milt Harrison

Since its inception more than a century ago in 1922, Primary Children's Hospital has set a standard for pediatric healthcare excellence by continuing to produce world-class facilities throughout the Beehive State.

The latest cutting-edge offering is the Intermountain Primary Children's Hospital, Larry H. & Gail Miller Family Campus in Lehi (PCH Lehi), a project of significant importance to this burgeoning city, one that ranks among Utah's fastest-growing communities.

Aided by a $50 million gift from the Miller Family Foundation, this landmark five-story, 486,000 SF, 66-bed project features the latest and greatest in medical technology in a building that is fun, playful, and energetic, with colorful design elements playing a vital aesthetic role throughout. The value of a project on this level is beyond measure, said Blake Court, Vice President of Salt Lake-based Jacobsen Construction.

"Primary Children's really has a special place in my heart—they are a very special entity," said Court, a veteran healthcare professional with nearly 35 years of overall experience, including 19 years at Jacobsen along with stints at the State of Utah Division of Facilities Construction and Management and the Department of Veteran's Affairs. "It has been embraced by the community. Lehi and the surrounding areas are growing so fast. It's just amazing to see what's going on there."

"It's a once-in-a-lifetime project," said Jeff Pinegar, Principal with Salt Lake-based VCBO Architecture, who partnered with Page Southerland Page of Houston on an exhaustive 19-month detailed planning and design process to create a comprehensive hospital and clinic in one congruous structure. "To see these kids have the spirit they have [...] it's a life-changing project. I'm so glad I had the chance to be part of it. I love the challenge of healthcare."

As with most construction projects that originated during the pandemic, PCH Lehi kicked off in August 2020, which proved immensely challenging from the onset in regard to worker health and volatility of material cost and availability.

"Everyone knows the story—people got sick, it spread to co-workers, and we would lose entire crews [of subcontractors]," said Court. "We would constantly be down manpower. And then [material] lead times just skyrocketed. Materials that we normally get off the shelf went to a year-and-a-half overnight because manufacturing plants were shutting down. Add in price escalations and it was just a trifecta."

(photo by Dana Sohm, Sohm Photografx)

Community-Driven Project Serves a Huge Need

During a ribbon-cutting ceremony a week before the facility officially opened on February 12, executives from Intermountain and Gail Miller spoke about the hospital's long-term impact.

“It’s been nearly four years that we announced the second campus of Primary Children’s Hospital, and we’ve all been anxiously awaiting the moment we open the doors to serve the children and families in the rapidly growing southern Salt Lake County and Utah County,” said Lisa Paletta, President of Intermountain Primary Children’s Hospital. “Together, everyone involved in the new campus has given life to our vision for a beautiful, healing space for children, and we are proud to celebrate this historical moment with you."

The Miller Family Campus is one part of Intermountain Health’s Primary Promise to build the nation’s model health system for children. It's a transformative, multi-layered plan with a minimum investment of $600 million in children’s health, shared by Intermountain Health and community philanthropic support.

The Primary Promise campaign was announced in January 2020 and boosted by the $50 million gift from the Larry H. & Gail Miller Family Foundation, the largest single investment in Miller family history.

“As Primary Children’s is guided by its philosophy, ‘The Child First and Always,’ our family is guided by the principle to ‘go about doing good until there is too much good in the world,’” said Gail Miller. “Our children have been helped by Primary Children’s in our hour of need, just like so many families before and after us. We are happy to support the good that Primary Children’s can do for children and families with this second location, and the Primary Promise vision to make the Intermountain West the home of the nation’s healthiest pediatric population."

Another major donation of $35 million was made to the Miller Family Campus by Todd Pedersen, Founder and former CEO of Vivint, Inc., who remarked “Gail is a shining example of the impact of giving back, and what’s possible for our children now and in generations to come.

I’m grateful to her and the many others here today who have followed in her footsteps and given generously to this hospital and Primary Promise.” Pedersen added, “Just think of what the future may hold when even more of us catch the vision and come together around this compelling cause of helping kids. We are close to $600 million, and my hope for everyone throughout this region is that they will be a part of history through this incredible project. Now is the time.”

Nearly 1,000 patients, caregivers, and Primary Promise supporters joined the Pedersen and Miller families at the special dedication ceremony, sharing in the awe and excitement expressed by Rob Allen, President and Chief Executive Officer of Intermountain Health.

“Today, more than ever, I feel as if we’re standing on the shoulders of giants,” Allen said. “Community support for the model health system for children is building. The power of philanthropy is what’s made Primary Children’s the beacon it has become – and will continue to fuel endless possibilities for children’s health.”

Gary Krutsch, Project Manager for Jacobsen Construction, echoed the special nature of this project for those involved with the design and construction process.

"I think about all of us on this project who have had a child, grandchild, or someone they love who has relied on the services of Primary Children's," said Krutsch. "That was a big reason why it was so special to be a part of this."

Playful shapes, vibrant colors, and lively furniture and fixtures are essential components of helping children and their families feel comfortable throughout the hospital. (photos courtesy Jacobsen Construction; and Midwest Commercial Interiors)

Optimum Form and FunctionCreate a Dynamic Final Building

Pinegar said the design team, including professionals from VCBO and Intermountain Healthcare, visited a children's hospital in Seattle, one in Florida, and one at Stanford University to gain inspiration. One of the goals is to provide "a positive distraction" for children undergoing grueling medical procedures, which explains the vibrant, lively colors, sculptures of animals, and creative spaces for families.

Functionally, Pinegar said they designed new room standards with separate areas for patients and doctors, places for nurses’ stations within specific units, new headwalls, and unique color palettes with diverse material offerings.

The campus itself is designed as a supportive environment, offering quaint family spaces, childcare, and a park for all abilities, reflecting a focus on children. The exterior is highlighted with a bold, curved glass curtain wall system, making it a real showstopper.

"What really stands out to me is the glass wave along the front of the building," said Krutsch. "It's an absolutely beautiful feature."

Interior spaces include state-of-the-art furniture and fixtures, with Salt Lake-based Midwest Commercial Interiors (MWCI) working closely with the architectural team to implement their vision and furniture specifications. MWCI programmed directly with each hospital department to ensure accuracy, while positively impacting patientcare, wayfinding, safety, operational needs, and strict environmental/cleaning protocols.

"The phasing and sequencing of the installation of a furniture package in a facility of this size is a well-orchestrated effort with many stakeholders and complex activities coordinated between trades and internal departments," said Sean Wright, President, MWCI/Midwest D-Vision Solutions.

Sustainability is always a hallmark of healthcare facilities, and this hospital is aiming for LEED Silver certification, a baseline standard for Intermountain projects.

Pinegar credited Carlos Linan, VCBO's Medical Equipment Planner, for his role in ensuring all new equipment and technology is factored into the design, which can be significantly altered by massive medical machines that require accurate floor plans.

"[Carlos] is one of the best equipment planners in Utah—he knows all the equipment and makes changes to coordinate with those vendors. It's really complicated, with thousands of pieces of equipment to account for."

Structurally, the project consists of steel beams and columns supporting concrete over steel deck floor and roof slabs, according to Clayton Burningham, Associate at Salt Lake-based Reaveley Engineers. The main lateral force resisting system is a bolted SidePlate moment frame, which allows for open bays and floor plans while maximizing program space and future flexibility.

Egress stairs on the ends of the building are supported by tube steel moment frames, which facilitated an expression of the structure within the glass enclosure. The two monumental stairs are also of structural note as they cantilever off the edge of the floor slabs, with the only point of support being at each floor. This floating stair design kept the lobby atriums free from additional columns, opening up sight lines and helping the architectural team to achieve its vision for the main vertical thoroughfares of the hospital and clinic space.

Court said this hospital ranks among his all-time favorite projects, which is notable given that he has participated in the construction of 29 major healthcare projects during his career. The challenges associated with these technical projects are not for the faint of heart.

"It's not just the importance of these projects—there is nothing harder to build than a hospital," said Court, checking off myriad critical equipment needs items like MRI, CTs, imaging machines, life support systems, etc. Building a children's hospital offers even more stringent requirements associated with security, along with robust backup power generators. He's seen incredible progress the past three-plus decades, and he's always impressed with how quickly technological advances are made in the healthcare industry, which spurs advances in construction techniques.

"It's amazing what technology is doing today," said Court. "Structural systems continue to evolve; we're learning how to build things stronger and lighter. It's interesting [...] when I think we've reached the edge of something technological, somebody figures out how to push the envelope again."

Quick Facts about PCH Lehi

Building weight: 69 million lbs.

Peak workforce: 300-plus

Concrete: 23,000 CY

Cabling: 2 million LF (378 miles)

Paint: 11,000 gallons

Inpatient Center includes:

Behavioral health unit with full services.

Walk-in pediatric behavioral crisis center.

19-bay emergency department and trauma services.

Neonatal intensive care (NICU) surgical services.

Pediatric intensive care (ICU) services.

Acute medical and surgical services.

Five operating suites.

Outpatient Center includes:

Three behavioral health programs.

Diagnostic services and technology.

Safe and Healthy Families program.

Full outpatient rehab services.

Oncology and infusion center with a rooftop patio.

Intermountain Primary Children's Hospital,

Larry H. & Gail Miller Family Campus

Location: Lehi

Owner: Intermountain Healthcare

Design Team

Architect: VCBO Architecture; Page Southerland Page

Civil Engineer: Great Basin Engineering
Electrical Engineer: Spectrum Engineers
Mechanical Engineer: VBFA
Structural Engineer: Reaveley Engineers

Geotech: AGEC
Interior Design: VCBO Architecture
Landscape Architect: ArcSitio Design

Construction Team

General Contractor: Jacobsen Construction Company

Concrete: Gene Peterson Concrete

Plumbing: J&S Mechanical

HVAC: J&S Mechanical; Palmer Christensen Co.

Electrical: Taylor Electric, Cache Valley Electric

Masonry: IMS Masonry

Drywall: DAW Construction Group

Painting: RP Painting & Decorating

Tile/Stone: Millcreek Tile & Stone

Flooring: Jacobsen Flooring Services

Glazing/Curtain Wall: Flynn BEC

Steel Fabrication: SME Steel

Steel Erection: SME Steel (primary); Glassey Steel Works

Other Specialty Contractors: Guaranteed Waterproofing & Construction, B&B Excavating, Intermountain Plantings LLC, Rooftop Anchor, ISEC

Taking Another Shot

Mon, 01 Apr 2024 15:39:09 GMT

Cal Wadsworth has resurrected his general contractor firm with the goal of eventually handing the reins over to his sons.
By Brad Fullmer

At an age when most folks are kicking off their post-retirement "golden years", 66-year-old Cal Wadsworth is attacking this chapter of his life with the zest of a man reborn, having fired back up his general contractor firm in 2020 with a vision of eventually turning it over to the next generation.

It speaks to his resolve as a businessman and construction lifer, as a parent who wants to do right by his children, but even more as a person who has rallied/is rallying back from a challenging period personally, which coincided with the great recession and led to him shuttering Cal Wadsworth Construction in 2010.

"I'm realizing more with time that I'm not in control as much I thought," said Wadsworth. "There is the realization that you've got to give up control. You can't base all your happiness on the money that comes from this business. Learning to live with disappointments is something I'm getting better at. Learning to live with them and not let them ruin my confidence, or my ambition. I live by the 'Serenity Prayer'."

Cal Wadsworth (center) is flanked by sons Chris (left) and Jordan at the firm’s office in Draper. Cal started his general building firm back up in 2020 after a decade doing other things, including becoming a renowned chef.

Lone Wolf

The second of seven sons born to Ralph and Peggy Wadsworth, Cal grew up working on the family farm, which later transitioned to working in construction when his father founded Draper-based heavy-highway general contractor Ralph L. Wadsworth (RLW) Construction in 1975. After several years working for the family business—and navigating a competitive environment that offered its fair share of friction, Cal decided he was ready for a fresh start and founded Cal Wadsworth Construction (CWC) in 1984, where he was able to display his jack-of-all-trades versatility as a contractor.

He initially started out as a subcontractor on RLW Construction projects before branching out as a general contractor specializing in small public projects that he could complete himself.

"I started out doing piece meal work (for Ralph); I'd give him a bid for painting at half price, so he started farming out miscellaneous jobs to me," Cal recalled. "I was making him money because I was cheap and figured as long as I'm making $10 an hour, I'm doing great. I started taking on more work from other sources and that was pivotal for me."

Cal hooked up with Dave Woodman, formerly of Assist Inc., and found ample work that was also fulfilling because of the people being helped. Assist Inc. was founded in Utah 1969 as an independent, non-profit Community Design Center that provides a host of services to people in need, including housing repair for low-income households and design-assist for people with disabilities.

"I became a framer, electrician, roofer—I was doing everything, a jack-of-all-trades," said Cal. "I know how to work with my hands for sure. I spent so many years with a toolbelt on, years of working alone. I became more of a social worker and began to spend more time with clients. A lot were widowed, impoverished. I'd get a call to put a door in and end up chatting for 90 minutes...they'd invite me to have lunch, tell the story of their life. Dave Woodman even encouraged [and appreciated] that. It gave me more work."

He also did various projects for nearly a decade for the Salt Lake Redevelopment Agency, mainly doing home improvement and T.I. work for SLC residents. One of his favorite projects was the Activity Barn at Wheeler Farm in 1990. Cal was also active in with the Associated General Contractors (AGC) of Utah, serving as Chairman in 2002. In 2003, Cal moved to Arizona, setting up shop in Cave Creek, a small city north of Phoenix. Over the next five years, work in the Grand Canyon State was plentiful and the firm thrived, particularly in the K-12 market, doing renovation and T.I. projects across the state for various school districts. Then came the recession beginning in 2008, and by 2010 he was forced to shut down all operations.

"Bad things happen to all people," he said, adding that it took him some time to figure out what to do next.

Contractor to Chef

Cal realized the need to switch gears—starting with a career change—and enrolled in culinary school at Le Cordon Bleu in Scottsdale. From 2010-2012 he worked for his brother, Guy Wadsworth (owner of Draper-based Wadsworth Brothers Construction), as a baker at Tuscany in Salt Lake, then opened The Ridge in Draper with his wife, Gaye, with financial backing from his brother, Tod Wadsworth (Vice President of Draper-based Ralph L. Wadsworth Construction). From 2012-2018, Cal was the primary chef, while Gaye ran the front of the house operations for the quaint restaurant.

"It sounds romantic," he quipped about the reality of working side-by-side, day-after-day, with your spouse, in a high-pressure, fast-moving environment. "It's not. I'm not the easiest guy to get along with sometimes."

Tod said Cal approached the job with utmost professionalism and with the same tenacity he does as a contractor.

"It's a different business altogether, where Cal was into perfection and meal presentation," said Tod. "He worked seven days a week for years and put his heart and soul into that business. I think it was a great opportunity for him to try something he always had a passion for and get it out of his system. He is one of the best chefs I know, one that truly puts the time and effort into his work, using the best ingredients and cutting no corners."

After six years, Cal was ready to get back to the construction world and returned to Ralph L. Wadsworth Construction as a Project Manager in 2018, a stint that lasted two years. He managed two notable projects during this time, including the Timpanogos Visitor's Center in American Fork Canyon and The Cliffs at Jordan Station, a $32 million, 220-unit project.

He ultimately left RLW and hooked up with Jeff Davis of Construction Management Consultants, working with him for a year and eventually getting CWC relaunched in March 2020, right as COVID-19 hit.

Recent projects include the Deer Creek Campground Improvements, and two projects at the Salt Lake International Airport: a new Glycol Plant and Gate 39. The firm also made significant improvements to Green River Campground. (Photos courtesy of Cal Wadsworth Construction)

Next Gen Up; Bringing Seasoned Talent Aboard

Growing up, Chris and Jordan had zero interest in following in their father's footsteps, but by the end of 2021, both found themselves in situations that were not viable long-term. The prospect of connecting with Cal on a professional level and learning the construction trade from him was enticing. Cal at that time was looking for help, but unsure if his sons had interest in joining him.

"Growing up, they wanted nothing to do with this business [...] so it was interesting they came to work for me after all these years and this late in their life," said Cal, with Chris (37) and Jordan (33) in their mid-30s. "I just called them out of the blue one day and asked 'Are you happy? I could sure use your help'."

In February of 2022, Chris left his job of eight years in business development for a drug testing company to join Cal. Jordan, who had been with Ralph L. Wadsworth Construction for three years as a project engineer and software specialist, followed in May.

"The opportunity to work in the family business and switch industries was appealing [...] take a leap of faith and jump in," said Chris.

"I had reached a point where I didn't want to pursue climbing the ladder where I was at," said Jordan. "Chris was already on board, which did help."

In addition to his title of President, Cal is the firm's lone estimator, which hearkens back to his early days of being a veritable one-man band and doing everything himself.

"I enjoy the bidding process, I enjoy estimating—it's a lonely endeavor," said Cal. "It's like studying for a test. You have to do that in solitude."

"Cal is relentless in his pursuit of doing things right," said Chris. "He doesn't accept mediocrity. He's scrappy when it comes to finding ways to maximize profits on jobs."

"He doesn't think roadblocks exist," added Jordan. "You find a way through, around, over it. When a door opens, you walk through it."

Chris works in operations and finance, while Jordan is a ProCore software expert and works in a project controls role. Both will be expected to learn business development and project management over the next 5-7 years before deciding on how best to transition ownership.

"It is great to see Cal continue the Wadsworth family's construction legacy by hopping back into the construction business with Chris and Jordan," said Kip Wadsworth, CEO of Draper-based Wadsworth Development Group. "This is a great move as working with family is very gratifying, provides a succession plan for Cal, and will carry on the Wadsworth's reputation for hard work, quality and integrity."

The firm has made solid strides in four years, with 50% annual growth three years running, and growing to 17 total employees, including the additions of industry veterans—Jordan Boyer, Cory Wadsworth (a cousin), Mike Carroll, and Trent Stronghorn. All four have 30+ years of construction experience and a passion for building quality projects.

The firm remains committed to working on smaller public projects—Cal's bread-and-butter for many years—and recent projects like the $3.5 million Deer Creek State Park Campground in Provo Canyon, an expansion of the Park and Wait Lot at the Salt Lake International Airport, two Amtrak Railroad stations in Southern Utah, and a $3.5 million park plaza project in the Marmalade District of SLC—a project which Chris described as a "very complicated, cool project" that underscores CWC's prowess in the public market. That said, Cal knows gaining traction in the private development market is essential for long-term prosperity for CWC.

"We've hired some talented people recently, which is a significant investment for us," said Cal. "We're trying to develop a private market segment so we're not just doing public procurement work. We hope this is a move in the right direction and allows us to do our job better and grow the company."

He continued, "We're more focused on building a team and sharpening our tools before we march into battle is one way to look at it. We're not on this instant crusade to achieve success as fast as possible. I'm more interested in slow, moderate growth, preserving a quality of life, and along the way mentoring and teaching other people. That's more my focus this time around... trying to help (Chris and Jordan) so they can run it without me. "I'm optimistic about the chance we have to succeed and grow the company."

Tod said the re-establishment of CWC offers lasting upside to Cal and his family.

"(The benefit) is two-fold; a way for him to continue the next chapter of CWC and a way for him to give back," he said. "There's something special about building projects for others, either private or public, that gives you the feeling and satisfaction of giving back, along with the ability to admire your work and share with your family for generations to come. Personally, I am proud of his efforts and the drive to overcome past failures or experiences and turn them into success stories, especially with his boys."

Robust Growth Fuels Lehi City's Development

Fri, 01 Mar 2024 04:37:58 GMT

Northernmost Utah County city has skyrocketed to No. 6 in overall population, with a sizzling 5% growth the past four years, a plethora of high-profile office and retail projects, and a jaw-dropping $11 billion investment by Texas Instruments.
By Brad Fullmer

Adobe’s 680,000 SF Lehi Campus is an iconic project in Lehi that was completed in two phases, with the first phase opening at the beginning of 2013 and signaling a new era of development along the Silicon Slopes corridor. (photo by Dana Sohm) Inset: Aerial view showing an illustration of Texas Instruments’ new 300 mm semiconductor wafer manufacturing plant—referred to as “LFAB2”—which broke ground last November and marks the single largest investment (over $11 billion) in state history. (photo courtesy Texas Instruments)

Located in the heart of the economically robust Silicon Slopes region, it stands to reason that Lehi City would reap the rewards of a dizzying amount of construction the past decade—and it has, with a lot more activity to come, says Marlin Eldred, the City's Economic Development Director the past seven-plus years.

"There has been substantial growth across the board," said Eldred, who joined Lehi City in October 2016, and has witnessed first-hand its population skyrocket during that time. Lehi has exploded from just over 61,000 people to 93,285—an increase of more than 30,000—making it Utah's sixth-largest city according to World Population Review, leapfrogging the likes of Orem and Sandy. According to the U.S. Census, Lehi's 5% growth the past four years (more than 15,000) is highest among Utah's top 10 cities.

Sizzling growth certainly was one of the factors that contributed to Texas Instruments' decision to invest a jaw-dropping $11.5 billion in an expansion of its chip plant location in the north part of Lehi.

Eldred said that has led to a plethora of multi-family projects to coincide with the dozens of new commercial office buildings that have also sprouted up since 2013. He said in 2016, there were 620 apartment units built the entire year. In 2021 and 2022, those numbers were 2,198 and 2,249, respectively.

"Even though we were supposed to see a dip in the economy with rising interest rates, the numbers have been good," said Eldred.

In addition, it reverses what the housing market has historically seen in the past.

"Since 2015-2016, developers were building 80% single family units and 20% multi-family—that has pretty much reversed and we're now seeing 60% to 70% of development being multi-family projects," he said.

Huge Need for Affordable Housing

Eldred reiterated what many government officials have bluntly been saying since the end of the pandemic: Utah needs more affordable housing, period.

"We've got the jobs, we've got the retail and [more is] coming, but we also need affordable housing," said Eldred. "That's the third leg of the stool. It's been going gangbusters; I just hope that the price point stays reasonable, and we can continue to attract people. Our housing numbers, as far as cost per month, will be comparable to South Jordan, Herriman, some of those areas. The other side of that coin is, [housing costs] will be driven by amenities. People are willing to pay a higher price if they can walk to or are near a shopping experience."

The City is working with Thanksgiving Point on a new area plan that would include 2,000 multifamily units, one million square feet of Class A Office space, and over 100,000 square feet of retail space. Last year, the Sky area plan was approved, which calls for another 2,700 residential units, along with commercial and retail space around Texas Instruments' plant.

Salt Development also broke ground on a 570-unit multi-family project that will be similar to its bar-raising 4th West apartment complex in Salt Lake.

"If everything that is in the works comes to fruition, the face of Lehi will change within the next 5-10 years," said Eldred, adding that the City also recently bonded for $65 million to install its own fiber backbone to every resident, a process that should be done by mid-2026.

The recent completion of 38-acre Intermountain Primary Children's Hospital, Miller Family Campus, also is a testament to Lehi's prominent growth. At a cost of $335 million, it marks the largest healthcare project in Lehi's history, and one of the largest in the entire state. ( UC+D will publish a feature article of this project in our next issue) .

What About TRAX?

Public transit in Utah County has made significant progress with the advent of FrontRunner lines the past decade, but the reality of Utah Transit Authority investing in a TRAX line into Utah County is still light (rail) years away, and that, Eldred said, needs to change for Lehi (and other neighboring cities) to become more complete communities.

And with the face of Lehi looking to transition in the next 3-5 years into more of a retail destination, mass transit will be essential to limiting traffic and providing legitimate transportation alternatives for future generations.

“I think as Utahns we need to do a better job at utilizing more public transit, get out of our cars, and walk, bike etc.," said Eldred. "And again, you have to create that environment for people to be able to do that. I look at New York, Boston, [Washington] D.C. [...] whenever I go visit, I take public transportation, I don’t even bother renting a car as we can get anywhere we need to with public transit. With some of the retail that we are looking at bringing in, Lehi will become a [more attractive] shopping and dining experience. Having transit around the point of the mountain would definitely help with everything we’ve got planned.

"We need to focus on what it will take to get transit around the mountain and get it through Lehi," he added. "Selfishly, I just want it through Lehi, but the reality of it is we need it all the way down to Provo, because we want to be able to draw [residents] from the north and the south.”

TI's Historic Investment a Real Game Changer

It's been just over a year ago (February 2023) when Texas Instruments (TI) announced its stunning decision to invest $11.5 billion—the largest investment in state history—to build its new 300-mm semiconductor wafer fabrication plant (LFAB2) in Lehi, with the project officially breaking ground November 2. When completed in 2026, it will connect to TI's existing 300-mm wafer fab giving the two fabs the ability to manufacture tens of millions of analog and embedded chips daily.

"Today we take an important step in our company's journey to expand our manufacturing footprint in Utah. This new fab is part of our long-term, 300-mm manufacturing roadmap to build the capacity our customers will need for decades to come," said TI President and Chief Executive Officer Haviv Ilan. "At TI, our passion is to create a better world by making electronics more affordable through semiconductors. We are proud to be a growing member of the Utah community, and to manufacture analog and embedded processing semiconductors that are vital for nearly every type of electronic system today."

"TI's growing manufacturing presence in Utah will be transformative for our state, creating hundreds of good-paying jobs for Utahns to manufacture critically important technology," said Utah Governor Spencer Cox. "We are proud that semiconductors—made in Utah by Utahns—will power the innovation that is foundational to our country's economic and national security."

As part of its commitment to responsible, sustainable manufacturing, TI said the LFAB2 project will be one of the company's most environmentally efficient wafer fabs, designed to meet LEED Gold v4. LFAB2 has a goal to be powered by 100% renewable electricity, and advanced 300-mm equipment and processes in Lehi will further reduce waste, water and energy consumption. In fact, LFAB2 is expected to recycle water at nearly twice the rate of TI's existing fab in Lehi.

In addition, as part of TI's commitment to education, the company also announced that it will invest $9 million dollars in the Alpine School District to develop the state's first Science, Technology, Engineering and Math (STEM) learning community for all students in kindergarten through 12th grade. The multiyear program will embed STEM concepts more deeply into coursework for the district's 85,000 students and provide STEM-oriented professional development for its teachers and administrators. The district-wide program will equip students with essential STEM skills, such as critical thinking, collaboration and creative problem-solving to succeed after graduation.

"We are excited this partnership will help our students develop essential knowledge and skills, preparing them for success in life and possible careers in the technology sector," said Alpine School District Superintendent, Dr. Shane Farnsworth. "Working together with the city of Lehi, Texas Instruments, and our schools, this collaborative investment will impact students and their families for many generations to come."

Eldred said the TI project was a huge win for not only Lehi City, but the entire state.

"It's the largest investment by one company in the state of Utah, and it was a huge effort by all parties involved to get that across the finish line," said Eldred. "We were competing against at least two other states—Arizona and Virginia—and we put forth some very, very attractive proposals."

Forging Ahead

Fri, 01 Mar 2024 02:31:46 GMT

Crews from Sundt, PCL continue to put forth maximum effort on the $850 million SLC Water Reclamation Facility, the second-largest project ever in the City's history.
By Brad Fullmer

Work continues to grind forward on the mammoth new Salt Lake City Water Reclamation Facility (WRF)—a critical $850 million project being built by a joint venture of the Salt Lake regional offices of Sundt Construction and PCL Construction that will replace the current facility in North Salt Lake once it's turned over to SLC's Department of Utilities (SLCDPU) in July 2026.

As it stands, this is the second-largest project in City history, trailing only the recent $2 billion-plus Salt Lake International Airport Redevelopment (Phases 3-4 ongoing), and one of the most technically challenging projects in the state.

"We are up for the challenge every day—the magnitude of this thing is unreal," said Manny Diaz, Project Manager for Salt Lake-based Sundt, as he drove around the massive 30-acre site in late-January, a worksite teeming with 300 current employees (it will peak at 400 workers this summer) and myriad complicated structures being built simultaneously.

Diaz is a long-time veteran of the water reclamation facility industry—this project marks plant No. 26 in his own personal history—and he was brought in a year ago by Sundt because of his expertise. When he arrived in Salt Lake at the beginning of last year, it was right smack dab in the middle of what proved to be a record-breaking year for snowfall. "It was quite a welcome to Utah!" Diaz chuckled. "We keep very close tabs on the weather."

And while crews haven't been subjected to the same inclement weather this winter, site conditions are still generally wet and muddy, and the difficulties associated with building the various structures are constant. Crews are nearing the halfway mark, so certainly it's a milestone worth acknowledging, even though a mountain of construction is still left to climb.

"It's such a huge accomplishment to be this far," said Jason Brown, Deputy Director of Public Utilities for SLC. "We've faced a lot of challenges, Covid, material shortages [...] it's amazing to be part of a team that works so well together. We still have a long way to go, but we'll get there. We've made a lot of progress and should be proud, but it's hard to celebrate success with so much work still ahead."

Diaz, along with PCL Project Manager Shayne Waldron, said crews recently achieved a major milestone: one million hours worked, a notable accomplishment.

“Achieving the ‘one million hours worked’ milestone is a testament to the coordination and collaboration required of a project this size," said Brown, adding that the new WRF project benefits from regular and ongoing staff collaboration, under the watch of Sundt/PCL, designers AECOM and Jacobs, and SLCDPU leadership.

“This [milestone] is the culmination of many different efforts,” added Mauricio Ramos, District Manager for PCL’s Civil Infrastructure Division. “From local engineers to pipe layers, journeymen, construction trade workers, foremen, and general laborers, every team member has been instrumental in reaching this benchmark. The collaboration between PCL and Sundt has been a testament to our shared commitment to excellence and innovation.”

"Our crews are working together seamlessly to ensure that the final product meets the goals and needs of the community," said Sam Reidy, Senior VP and District Manager for Sundt. "Celebrating this milestone recognizes the hard work and commitment each member of the project team has made to this project and the Sundt/PCL partnership."

Diaz and Waldron said soil conditions challenged the team right out of the gate and took significant time to stabilize the site.

"At the very beginning, the project was designed to be built on top of where the sludge beds were at, but it turns out the sludge beds were on shaky ground," said Diaz.

"This whole area is young in age, so it's all soft clays and sands," added Waldron. "Soft clays are compressible, so the big issue is settling. It would have [cost] $80 million in piles to shore it up, and then in between buildings you have all the pipe and utility duct banks, so they would almost need to be built on piles."

Waldron said the idea came up to pre-load the whole site, where crews built a flat pad, installed wick drains, then pre-loaded 30 ft. of dirt, with drains going down 125 feet and providing a way for water to be pushed out of the clay. "We had over seven feet of settlement," said Waldron. Crews also set up sophisticated monitoring equipment "to see where ground was settling and what layers were compressing the most. It was really scientific—a lot more than I've seen before."

Diaz said it took six months to haul in the fill dirt where it remained in place for eight months, then took another six months to excavate out—close to one million yards of total material. It was an exhaustive process, with an average of 400 trucks per day and close to 500 trucks hauling 18,000 tons on the best day. Having a cohesive, highly collaborative team of designers and construction experts has been a boon to the project schedule.

Once completed, Salt Lake City’s new WRF will serve over 200,000 residents as well as those who commute downtown to work or visit Utah's capital. It will replace the City’s current—and only—wastewater treatment facility, which is over 55 years old and near the end of its service life. Maintaining reliable operations at the existing facility while constructing the new WRF nearby has been critical for the project’s success.

Since breaking ground in 2019, the project team has completed approximately 65% of structural concrete work as well as soil mitigation, deep foundation work, and the installation of underground utilities.

In late January crews began excavating dual 63-in. diameter pipelines, along with a 78-in. effluent pipe that is being hauled one giant piece at a time from Canada, a new type of corrugated HDPE with welded joints that should provide greater durability.

All in all, crews will ultimately pour 93,000 CY of concrete and install 22 million pounds of reinforcing steel, along with 89,000 LF of underground pipe ranging in diameter from 1.5-in. to 78-in.

"The camaraderie among the team members allows for a very cohesive team," said Diaz. "The only way you can tell who works for who is by the color of the truck. We have a 'one project' mentality. The complexity of the job and being trusted to lead this effort [...] have been [important] for me. It's been a great job so far."

Diaz, who said his first wastewater treatment plant was in North Miami Beach in the late 80s right after he graduated from college, hopes to remain in Utah once this job is completed and turned over to the client by mid-2026.

“I plan on staying here and continue to work on treatment plants in Utah,” he said. “There’s a lot of work here. We have vast experience, and we have a lot of people who want to be in Utah—it’s a great place to live. Let’s do it!”

No less than six cranes are being utilized on this project at one time—an anomaly rarely seen on a single construction site, one that underscores the supreme challenge of building a project of this magnitude.

Salt Lake City Water Reclamation Facility

Location: 1365 W. 2300 N.

Cost: $850 million ($615 million construction cost)

Start/Completion: March 2020/July 2026

Concrete: 93,000 CY

Reinforcing Steel: 22 million lbs.

Pipe (1.5 in. to 78 in.): 89,000 LF

Owner: Salt Lake City Department of Utilities

Civil Engineer: AECOM

General Contractor: Sundt/PCL JV

Concrete: Sundt/PCL JV

Steel Reinforcing: Harris; T&S Reinforcing Steel

Excavating: Reynolds Excavation, Demolition & Utilities

Other Subcontractors: Skyline Electric; KHI Mechanical; BIGGE Crane, Malcom Drilling, Fire Engineering, Burbidge Concrete Pumping, DPI.

Major Construction Items

—Construction of Liquid Train comprising a Headworks Facility, Primary Clarification Facility, Biological Nutrient Removal Facility, Secondary Clarification Facility, UV Building, and Outfall.

—Construction of a Blower and Gravity Thickening Facility, and a Chemical Storage Facility.

—Modifications to both the WAS Thickening Facility and Digester Facility.

—Civil sitework, process and utilities yard piping, grading, paving, and drainage systems, including Process Drain Lift Station, electrical, fire protection, communications, instrumentation and controls, security.

—Pipe modifications in existing digester Control Building.

—Construction of Dewatering Facility and Appurtenances, including Filtrate Tank and Odor Control.

—Construction of Electrical Substation and Standby Generator

Let the Good Times Roll

Fri, 01 Mar 2024 02:20:21 GMT

Optimism abounds within Utah's A/E/C industry for another strong year of economic activity in 2024.
By Brad Fullmer

It's been more than 45 years (1978) since The Cars released their debut album highlighted by the wildly popular song Good Times Roll, but if there was ever a tune to sum up the general sentiment of local A/E/C professionals regarding Utah's 2024 Economic Outlook, Good Times Roll would be up there.

"Our members are expecting another good year," said Joey Gilbert, President/CEO of the 650-member Associated General Contractors (AGC) of Utah. "For our contractors in both the building and highway markets, the outlook is good. Many still have decent backlogs to keep them busy through 2024 and in some cases, even 2025. The public sector is strong, and on the private side, owners are still investing in some big projects."

Robert Spendlove, Chief Economist for Salt Lake-based Zions Bank, reported at the AGC's Economic Outlook meeting last November that commercial construction was up 1.6%, while Utah as a whole reported 2.5% growth overall, and believes both will continue to fare well in 2024.

"Utah also has one of the lowest unemployment rates in the U.S. [2.5%]; when it gets too low, you get real struggles of labor shortages," he said. "It prevents companies from growing and is one of those defining economic characteristics of this past cycle. If we get above 4-5% we get nervous that it's a sign of a recessionary environment."

Spendlove said tailwinds include strong consumer spending, a strong labor market, and an overall robust economic Intermountain West region, while headwinds could include a lack of new workers, government shutdowns, energy prices, and international uncertainty. Another bonus is that Utah remains one of the strongest states economically, regardless of what is happening nationally.

"I would say uncomfortably optimistic," countered Dejan Eskic, Senior Research Fellow for the Kem Gardner Policy Institute at the University of Utah, citing a number of factors potentially slowing down the design and construction industry such as housing, labor, and material price fluctuations—basically the same post-Covid headwinds Utah-based firms have been battling the past couple of years. "On paper, we should have a decent economic year in Utah. Because it's an election year, it brings more optimism generally. Stock performance does better in an election year, jobs do better. You have to stick to those basics.

Eskic has been with the Gardner Institute for eight years, including the past five in his current role, explained that some of the uncomfortableness facing the local economy stems from having virtually no labor pool in certain segments, including construction—which continues to face a dearth of skilled craftsmen in virtually all subcontractor trades.

"We still have red flags," he said, noting concerns with still-high housing costs. "Maybe it's too early to call if we've cracked inflation. 2023 ended up way better than anybody expected—it was supposed to be a recession year, but the recession never came, and the labor market exceeded expectations.

"I'm bullish on Utah," he added. "I look at the numbers and how we're going, and we're in a very strong growth pattern with the economy. Things will continue to expand."

Indeed, despite nasty rising interest rates that put the brakes on some speculative development projects, Utah-based owners continued to plow ahead on projects, and by-and-large most market segments continued to see a healthy amount of activity as firms set about tackling healthy project backlogs.

Utah Remains an Economic

Darling Nationally

Ever since A/E/C firms began crawling out of the "great recession" more than a dozen years ago, Utah has received more than its share of love on a national level regarding its overall economy, and construction is viewed as one of the most critical economic drivers.

In January, the Santa Monica, Calif.-based Milken Institute (milkeninstitute.org) released its 2024 Best Performing Cities rankings. Among large metropolitan cities, Salt Lake City impressively climbed from 19th to 4th overall, Provo-Orem slipped four spots from 1st to 5th, while Ogden-Clearfield dropped eight spots to 26th. Among small cities, Utah placed two in the Top 15: St. George was 4th (down one spot), while Logan was 15th (down from 2nd).

In September, Rich States, Poor States: ALEC-Laffer State Economic Competitiveness (richstatespoorstates.org) ranked Utah No. 1 for Economic Outlook and No. 2 for Economic Performance in April 2023.

Last May, Utah once again placed No. 1 overall on the Best States rankings from U.S. News & World Report, which ranks all 50 U.S. states in 71 metrics across eight categories. The data behind the rankings aims to show how well states serve their residents in a variety of ways.

Each of the eight categories was assigned a weight based on the average of three years of data from recent national surveys that asked nearly 70,000 people to prioritize each subject in their state. The categories in the Best States framework, along with their weights, includes: Healthcare (15.97%); Education (15.94%); Economy (13.36%); Infrastructure (12.93%); Opportunity (12.29%); Fiscal Stability (11.36%), Crime & Corrections (9.16%); Natural Environment (8.99%).

The Beehive State topped two of the eight categories: Economy and Fiscal Stability—a combined 25% of the weight, which explains why it's No. 1 overall (followed by Washington, Idaho, Nebraska, and Minnesota in the Top 5). Utah ranked first and second, respectively, in the employment and growth subcategories under Economy.

Utah also ranked strong in Infrastructure (4th), Education (5th), and Health Care (7th), with the latter two being the top two weighted metrics (nearly 32% combined). Utah's infrastructure is considered solid, with a robust transportation system that benefits from strong leadership within the Utah Department of Transportation (UDOT), water districts that are strategically planning and investing in new water projects, and a state legislature willing to spend money to keep pace with Utah's surging population growth.

The three categories Utah placed outside the Top 10 included Crime & Corrections (a respectable 15th), Opportunity (a solid-if-not-spectacular 20th), and Natural Environment, the lone black mark on the scorecard at 46th—fifth-worst nationally—which factors in air and water quality, along with pollution. Indeed, Utah's notoriously poor air quality in recent years remains a thorn in overall quality of life for its residents, with heightened concerns from scientists and conservationists over the shrinking Great Salt Lake (GSL) and the potential for even worse air quality if the lakebed runs dry.

Utah legislators say they are committed to saving the Great Salt Lake, but finding adequate water sources to funnel into a body of water that spans over one million acres is going to be easier said than done.

If anything, saving GSL could be a boon for local heavy-civil contractors in the form of new projects that improve waterways and increase the number of pipelines running to the lake. The Utah State Legislature passed a 2022 bill allocating $40 million to the Great Salt Lake Watershed Enhancement Trust, which as of last October had spent $1.3 million and secured 64,000-acre feet, some of which was donated to the cause.

Multi-Family, Industrial Markets Still Active; Office Hard to Gauge

Eskic said building markets such as Multi-Family and Industrial—two of Utah's top markets for more than a decade running—are poised to still see significant activity. In the Multi-Family arena, the state needs to build 28,000 units annually, according to legislative auditors, to keep up with demand, which is projected to grow to 37,000 units by the end of 2024, according to November stats from the Gardner Institute.

Governor Spencer Cox believes a push needs to be made to build 35,000 new single-family "starter homes" in the next five years in addition to whatever multi-family projects get built, an ambitious, if not totally feasible, proposal.

Gilbert concurs that more starter-type homes are needed as it provides the basis for people's long-time future security.

"We still have an affordable housing issue, and the Governor's push to get back to building more single-family homes—1,300 square foot homes—is something for people to build income and wealth and sustain them through retirement. You're not going to get that from renting an apartment."

Eskic said vacancy rates are expected to climb once the influx of downtown apartments—he estimates 4,000 new units in the greater downtown area—comes online in the next 12-18 months, including upscale projects like Astra Tower and Worthington Tower.

"Overall the multi-family market is fine in Utah because our excess is concentrated in pockets, like downtown," said Eskic. "What worries me is that some proposed new projects are on pause and there is nothing new in the pipeline until 2026 or early 2027, which puts us back to a 2019 market where it will be tight, and demand will catch up."

The industrial market, Eskic speculated, "won't get the same expansion of new projects because of financing, but overall, the U.S. demand for industrial will continue to ride out the decade," with expected demand driven by high-tech firms (think data centers), e-commerce and retail distribution giants (Amazon, Wal-Mart, etc.), and logistics.

Eskic pointed to the recent announcement of Texas Instruments investing $11 billion in its Lehi manufacturing plant operations over the next decade as one megaproject that will have a positive trickle-down effect on the market. "My outlook for industrial is cautiously positive," he said.

Commercial office is one market that is hard to predict, Eskic said, given that "30% of the [traditional office] workforce works remote—that has not budged in the past 18 months. Office is transforming—how [employers] use space is different. What you'll see in office is an increase in vacancy and also a decrease in value, albeit [Utah's] office market is not as vulnerable as other metro cities."

Eskic said three interest rates cuts are expected this year from the Fed, up to 1.5%, which should stem some of the concerns coming from the private development sector. "The consensus is by the end of this year we'll settle into the mid-to-low 6% range [on mortgages]," said Eskic. "We're not going to feel the benefit of these cuts as much, but we need to manage the expectation that we might not see a dramatic drop in interest rates. The Fed is trying to keep inflation managed and unemployment steady."

US News & World Report 2023 Best States Rankings

(from May '23)

1. Utah

2. Washington

3. Idaho

4. Nebraska

5. Minnesota

Utah's Scorecard Rankings

Crime & Corrections #15

Economy #1

Education #5

Fiscal Stability #1

Health Care #7

Infrastructure #4

Natural Environment #46

Opportunity #20

Building Blocks

Fri, 01 Mar 2024 00:50:35 GMT

The use of geofoam blocks played a key role in the overall success
of the 16-mile long, $750 million West Davis Highway.

By Reuben Wright

Crews working on bridge sections of the project did the majority of heavy-lifting—as seen with these giant cranes lifting heavy girders—during the wee hours of the night, part of UDOT’s expectations of keeping traffic moving by limiting road closures. (night photos by Kjell Gerber, BuildWitt)

Innovation remains a calling card for the Utah Department of Transportation (UDOT) on its major highway projects, with the recent completion of the mammoth $750 million design-build West Davis Highway (WDH) project utilizing geofoam blocks to combat challenging soil conditions and provide a solid foundation on one of the major ramps.

Comprised of expanded polystyrene, the use of EPS geofoam blocks in construction originated more than 50 years ago in Norway and was used significantly in Utah on the Interstate 15 Reconstruction from 1997-2001, which coincided with the International Geofoam Conference being held in Salt Lake City in 2001.

UDOT has implemented geofoam on various projects since then, including the 1100 South bridge over I-15 in Brigham City and the 5600 West bridge near 700 South in Salt Lake City.

"Sometimes there are unique challenges on our projects, and they require innovative solutions," said Corey Nelson, UDOT Project Manager on WDH. "Geofoam is another tool in our toolbox to efficiently build the roads, trails and bridges we all need to get where we want to go."

Nelson said approximately 3,000 geofoam blocks were used to build the ramp that connects West Davis Highway with southbound I-15 in Farmington. These blocks are considerably lighter than dirt, allowing crews to build the new ramp in close proximity to I-15 as well as the Union Pacific Railroad (UPRR) and Utah Transit Authority (UTA) tracks without concern of additional shifting or settlement.

Each block weighs about 200 pounds and measures 4 ft. by 5 ft. by 9 ft. The blocks were brought to the construction site and then either placed as-is or cut to fit as needed. Once all the blocks are in place, a concrete slab is poured on top to evenly distribute the load of the ramp pavement and traffic, and concrete walls are installed along the sides.

"The geofoam blocks helped [solve] potential issues that would have resulted from a large [tall] fill embankment being built next to a very sensitive rail corridor," said Jared Hobbs, Deputy Project Manager for Ogden-based Staker Parson Materials & Construction. "The lightweight fill helped alleviate settlement concerns and met the needs of a zero-settlement tolerance for the UPRR/UTA rail facilities."

Giant EPS geofoam blocks played a key role on the construction of this bridge ramp that connects West Davis Highway to Southbound I-15. Aerial view of the massive bridge structure, one of the true highlights of this $750 million project. (photo by Bobby Gibson; courtesy UDOT)

Three-firm JV Offers Great Depth and Unique Skillsets

Spanning six Davis County cities and constructed by the three-way joint venture of three prominent general contractors known as Farmington Bay Contractors (FBC)—Ames Construction, Wadsworth Brothers Construction, and Staker Parson—the project benefitted from having a deep pool of resources and specific expertise from each company.

Ames served as managing partner, and its self-performed work included primarily mass earthwork, retaining wall and drainage work, as well as some structural support. Wadsworth Brothers was tasked with constructing the 15 bridges and 15 box culverts on the project. Staker Parson provided earthwork, drainage, wet utility installation/relocation, aggregate base placement, and asphalt paving.

"Each partner brought unique abilities and resources to the team that complimented each other very well," said Hobbs.

Nelson added that a JV with three firms allows the team to share in the ownership, risks and returns of each project and is considered a more responsible and productive way to tackle a project the size of West Davis Highway. He praised the FBC team's ability to "work seamlessly together and deliver the project early. In this unified effort, each company shared in the overall scope of work."

West Davis Highway is a new 16-mile, 4-lane divided highway that serves primarily the west side of Davis County. The first phase of construction connects to I-15 and Legacy Parkway at approximately Glovers Lane in Farmington and extends west and north, terminating at 4500 West and the future extension of S.R. 193 in West Point. It is expected to reduce traffic delays by more than 30% on local roads west of I-15 in the county.

The project also includes over 14 miles of new trail and trail connections to create a consolidated trail system connecting Emigration Trail to Legacy Parkway Trail. The project also preserved 1,100 acres of wetlands near the Great Salt Lake to help safeguard the environment.

Former UDOT Project Director Rex Harris praised the FBC team for its cohesiveness and for its research during the pursuit of the project. Harris said FBC found out that the first four miles of the project had excessively soft soils, so the team did a test fill area that sat for 8 months before the project bid. It gave the team solid data about how the soil would behave and helped shape a forward-thinking design and construction schedule. FBC was able to lower overall risk and be more confident with its cost estimate.

"Farmington Bay Contractors [shares] UDOT's commitment to enhancing quality of life by keeping Utah moving," Harris said at the time the contract was awarded. "Their proposal provided the best value through innovation, safety, quality, and reduced impacts to local communities—at a very competitive cost."

Material Shortages, Labor and Tight Schedule Among Top Project Challenges

Like countless other construction projects around the state, supply shortages were a recurring challenge on this 30-month project. These shortages, particularly with materials like concrete, required strategic scheduling of deliveries, helped FBC to minimize schedule impact and ensure consistent material supplies.

Consistently staffing a project of this size required a sizeable workforce. Despite severe labor challenges, FBC prioritized tasks based on their importance. By strategically allocating resources and focusing on essential aspects of the project first, FBC ensured key milestones were met. FBC's strategic approach helped optimize productivity within the constraints of available resources.

The team was also able to meet the strict project schedule by successfully handling issues such as the settling of surcharge dirt, third-party utility work, a brutal winter season, and material shortages. When aspects of the schedule went beyond its control, FBC shifted focus to other tasks that could be completed in parallel and minimized the impact of delays on the overall schedule.

One of the key decisions of the entire project was determining whether to temporarily close a major arterial road in Syracuse or employ a hefty traffic management plan that would ultimately cause a longer schedule. Through extensive collaboration with the city, local emergency services, and proactive communication with stakeholders well in advance, the team garnered support for a two-month closure by emphasizing its potential to expedite the project. Remarkably, the closure progressed smoothly, with minimal complaints from the community.

Clear communication enabled residents to navigate alternative routes effectively, and the effort propelled the project significantly ahead of schedule.

Another significant challenge was moving and hoisting precast concrete and steel beams exceeding 200 ft. in length. Careful coordination was required for their placement between dozens of organizations—from orchestrating travel arrangements for the beams to scheduling road closures, the process was complex and intense. Detailed erection plans, some spanning 200+ pages, showed the intricacy of the undertaking. Critical areas such as I-15 in Farmington and Antelope Drive in Syracuse necessitated extensive planning. Transporting and erecting the beams required Utah Highway Patrol escorts and specialized semi-trucks, with only two trucks available statewide.

According to Dustin Belnap, Project Superintendent for WBC, the giant I-15 structure is an eight-span bridge with approximately 1.25 miles of total girder length, clocking in at a mind-boggling four million pounds. It spans over I-15 in both directions, over the UTA and UPRR tracks, under high-voltage power lines, and over both directions of Legacy Highway, allowing northbound I-15 traffic to access the West Davis Corridor.

The erection process took months of planning between Farmington Bay Constructors, UDOT, UPRR and Rocky Mountain Power all working together in a highly collaborative process. The duration of erecting the steel took approximately four months to complete using nighttime lane closures and weekends, to ensure that traffic, as well as trains, kept moving as much as possible during the process.

Asphalt paving crews performed admirably, given that they placed over 433,000 tons of material, a special performance-grade asphalt that includes additional polymers for added durability. The highway also had a 1.5-in. layer of SMA (stone matrix asphalt) placed on top. Crews also placed more than 71,000 cu. ft. of curb and gutter, 162,000 LF of pipe, 267 bridge supports, 246,000 LF of fence, 281 new lights, and over 1,100 new signs.

Hobbs said one unique aspect of the paving process was that the pavement section had a lot of variance in the final design, with it based on projected traffic counts of future roadway use. For example, at different longitudinal sections where anticipated traffic counts are less than other sections, that section was thinned (or thickened) to handle the future demand. Another example is ramps and outside shoulders having different pavement sections than the two mainline general-purpose lanes. In all, crews placed 330,000 tons of granular borrow (subbase), 850,000 tons of untreated base course, and 430,000 tons of asphalt mix material.

In future phasing, the highway will extend to 1800 North in West Point, with long range plans for it to possibly extend further into West Haven and Hooper, ultimately connecting back to I-15.

Grade-separated interchanges were constructed at Legacy/I-15 (Farmington), 950 North (Farmington), 200 North (Kaysville), 2700 West (Layton), 2000 West (Syracuse), and Antelope Drive (Syracuse).

"It goes without saying that any successful project can be attributed to a team of individuals working together towards common goals," Hobbs concluded, offering praise to all firms who contributed to this mighty effort, including UDOT Region 1, Salt Lake-based HDR and Pleasant Grove-based Horrocks Engineers (program management), Midvale-based Raba Kistner (QA/QC), many key subcontractors and other third-party representatives.

West Davis Highway

Location: Davis County (Centerville, Farmington, Kaysville, Layton, Syracuse, West Point)

Cost: $750 Million

Start/Completion: May 2021/January 2024

Delivery Method: Design-Build

Length: 16 miles

Surface: Asphalt

No. of Bridges: 15

Project Team

Owner: Utah Department of Transportation

Owner's Rep: Corey Nelson (PM)

Design Team

Program Management Team: HDR; Horrocks Engineers

Design: HNTB; FBC

Construction Team

General Contractor: Farmington Bay Contactors (FBC)—JV of Ames Construction; Wadsworth Brothers Construction; Staker Parson Materials & Construction

Earthwork: FBC (Ames; Staker Parson)

Retaining Walls: FBC (Ames)

Bridges/Box Culverts: FBC (Wadsworth Brothers)

Paving: FBC (Staker Parson)

Steel/Rebar: Utah Pacific; Harris Rebar

Subcontractors/Role: Cache Valley Electric (ATMS/Electrical/Signal; Gateway (Painting); Restruction Corp (Polymer); Craghead (Curb Gutter/Sidewalk; Harper Precast (Noise Walls); Comers (Concrete Barrier and Coping); RECO (MSE Walls Fabrication); CellCrete

Heart of a New City

Fri, 01 Mar 2024 00:34:01 GMT

The stunning new $45 million, six-story Millcreek City Hall was designed to provide Utah's newest city with a legit "downtown" vibe.
By Brad Fullmer

It's been a long time coming for elected officials and the citizens of Millcreek City, but their beloved $45 million, nearly 80,000 SF City Hall is finally complete, ending a lengthy five-year process that tested all parties involved but produced an awe-inspiring six-story building that will serve as the public heart of this rising community southeast of downtown Salt Lake.

"It's awesome!" gushed Jeff Silvestrini, in reference to his view as he peered out across the Salt Lake Valley from his fourth-floor corner office, with captivating views via a complex glass curtain wall system highlighted with an intricate, highly functional screen shade. As the only mayor Millcreek City has known during its brief seven-year existence (it was incorporated Dec. 28, 2016), Silvestrini was recently re-elected for another four-year term (he ran unopposed) and has been a driving force behind this new project. "I could see this [view] was going to be amazing when I climbed up the crane when the concrete structure was going up. Standing on the exposed sixth floor before the curtain wall went up, I was humbled at this monumental undertaking for a new city. What we do as a city government is serve the people. We can serve the people much better in a facility like this."

Unique Municipal Design Fosters Public

Engagement with a "Downtown" Feel

Millcreek City Hall builds upon the momentum created by the adjacent Millcreek Common to the east (opened in December 2022) to create an actual "Downtown" or "City Center" space at the bustling area of 3300 South between 1300 East and Highland Drive, which includes a host of exciting new nearby multi-family and mixed-use developments under construction.

The project leverages a public-private partnership (PPP) with a local developer on an adjacent shared parking garage, along with the much-needed residential housing. Silvestrini said City leaders "did not contemplate putting City Hall here" initially, but public feedback made it clear residents wanted a downtown area to call their own. Millcreek Common—replete with an ice ribbon, splash pad, and room for food trucks—was planned as a public plaza space and has been wildly popular since its completion in late 2022.

Residents also wanted City Hall to have real spaces for the public, not just a strictly-government facility, which provided exciting design opportunities for Salt Lake-based MHTN Architects, which initially worked with City officials in 2017-18 on a City Center Master Plan, which came about via a grant through the Wasatch Front Regional Council, according to Ryan Wallace, Principal-in-Charge for MHTN.

"It's located roughly in the geographic center of the community and easily accessed by vehicle, transit, and active transportation—it's something that can unite the community," said Wallace. "The client has created four projects in one," aided by a vertical building mixed-use approach on the narrow footprint, a key to allowing optimum future adjacent development.

"We realized early on that there was an opportunity to build a true civic center," added Silvestrini. "The more we thought about it, the more it made sense."

The commitment to having a true community building is evident on the first floor, which includes a coffee house, a restaurant, and a flex public market with rotating businesses.

"[City leaders] wanted an activating ground floor use that would support their idea of a downtown," said Wallace. "They didn't want City Hall to only be active 8-to-5 and then a dead zone at night."

City officials and MHTN staff also drew inspiration on a tour of the new City Hall in Lenexa, Kansas, which includes adjacent common space and a ground floor retail/public market.

"Everyone seemed to be thinking on the same wavelength," said Peggy McDonough, MHTN President who served as Project Executive on Millcreek City Hall. "We all felt like this was a completely unique project, unlike any other city hall that we've been a part of, and the second that has a market level. It's being looked at as an example of good development."

While level 1 is sure to be a hit with Millcreek residents and visitors over time, levels 2 through 5 showcase the versatility and functionality of the project, with all essential government functions for Millcreek City, along with Unified Police and Community Emergency Response Team (CERT).

Unified Police is housed on level 2 and utilizes a one-level sally port/private garage under the building (another bonus of the PPP parking garage). Millcreek City is housed on levels 3-5, with the top floor—level 6—serving as prime community space highlighted by the Grandview community room and its opulent Cross Laminated Timber (CLT) roof that evokes a natural warmth throughout the space.

Millcreek's City Council will meet in this "community Room', a room with glass walls/doors that signifies transparency in the government process. (All photos by Scot Zimmerman; courtesy Okland Construction)

'Greener' Concrete and a Dynamic

Shade on Curtain Wall Among Highlights

The new City Hall consists of multi-story concrete with footings, shear walls, columns and post-tensioned slabs being constructed with a greener Portland-limestone cement (PLC). The choice to use PLC in the project was a careful balance between project costs and lowering the carbon footprint of the building. ASTM C595 type IL cement was used for all structural concrete on the project and utilizes 15% limestone in the cement mixture. The result is a greener cement product that delivers the expected structural capacities and results in about a 10% reduction of CO2 emissions.

Salt Lake-based Okland Construction served as general contractor and self-performed all concrete work, which proved challenging at times, according to Jayson Pemberton, Project Manager, because of extreme concrete shortages during the early months of the project.

The project includes more than 6,000 total CY of concrete, with the largest foundation pour being 530 CY. The three primary core sections house the north and south stairwells, as well as the elevator. Pemberton said these elements give the building the strength and structure required to withstand potential seismic forces.

According to Dallin Pedersen and Chris Hofheins of Salt Lake-based BHB Structural, the structure was mapped to be within a surface fault rupture hazard special study zone that is part of the east bench section of the Wasatch fault zone. To determine if an actual surface fault rupture existed on the site, a trench study was performed by digging a 200-ft. long trench that extended beyond the proposed building footprint. No fault was found during the trench study. A minimum 50-foot building setback from a fault zone was required as part of a risk category IV structure (essential facility). As a result, the footprint of the building was adjusted to be on the edge of the setback zone to comply with local and state codes.

The curtain wall system is unique, with a geometric exterior metal shade that hangs off the main system, providing an exciting design element while also serving to mitigate heat gain and reduce overall load on the mechanical system.

Bountiful-based Mollerup Glass provided its design and construction expertise to the curtain wall system and hired a Minnesota-based firm to fabricate the giant screen pieces.

"The screens were obviously a unique point and not the typical windscreen and sunscreen," said Jay Hardy, Project Manager for Mollerup. "The complexity of the anchorage, how they had to cross brace and tie back into the curtain walls was unique."

Hardy said transitioning between a 10-in. and a 7-in. curtain wall can be tricky, with extra attention paid to not hit any of the post-tensioned cables on each of the concrete floors.

We do sunscreens and windscreens all the time but not of that nature. It's got its own personality due to its screens and how everything came together."

McDonough said the shade was designed to reflect the geology of the area, with rugged Millcreek Canyon serving as inspiration. "We envisioned early on a folding skin [...] it's a glass building with bolted origami folds and crags and perforated metal. We didn't want it to look like an office building, we wanted it to have its own character."

The mechanical system includes an IDEC air handler that uses multiple modes of evaporative cooling to reduce energy use, along with high-efficiency condensing boilers, displacement ventilation in select spaces, better acoustics, and improved air quality.

The electrical system includes a 120kW Photovoltaic (PV) rooftop array slated to generate 175,000 kWh per year, enough power for 18 homes for an entire year. It also includes a small Battery Energy Storage System (BESS) that will be charged by excess PV energy and used to offset peak demand charges for electricity or provide limited power when needed. Tasteful LED lighting is found throughout the building.

The CLT mass timber roof was installed by Ogden-based Timberworks and includes cantilevered "flying buttresses," according to company President Rich Thomason, that were "very challenging from an engineering perspective, and [installed via] an inverted C-channel attached to the top surface of the CLT panels."

The CLT panels were approximately 10 ft. wide x 40 ft. long and supported by glued laminated beams (GLB) that mostly bear on glued laminated columns. The overhangs of the CLT and GLB materials allow for stunning, lofty views of the Wasatch mountains.

Pemberton said certain roof sections were especially difficult due to areas where mass timber, structural steel, and concrete all interface.

"This required significant planning and modeling," he said. "When the columns were placed above the rock wall, it was astounding to see how well they came together, especially when you consider that the foundation which holds the structural steel was placed eight months prior."

He added that when the structural steel was installed, it was temporarily supported until the final mass timber beams could be installed.

"As you look at the building, you’ll see that the rock wall is oriented at an angle to the building and that the roof of the building is also sloped," said Pemberton. "That means that a very complex angle is formed at the top. This is also true at the top of the east entry to the building. These complex angles look beautiful in the end—and they came together wonderfully—however, what is not seen are the months of coordination that went into making them come together that way."

The massive exterior climbing wall is an exciting, functional aesthetic that serves as the visual anchor point to The Common. It also serves as the conceptual ‘clocktower’ of Millcreek City Hall, in a fitting expression of outdoor adventure and the city’s tagline—Connected by Nature. Consideration to occupant wellness and building performance is found in ample daylight and views for all offices, meeting areas, and key spaces within the building. Interior finishes were inspired by the districts which comprise the City, with each highlighted by a natural feature like streams, mountains, gardens or forests. The millstone factors into design elements, including a motif that is seen often through the wall behind the main staircase, the rock-climbing wall, a ceiling in the public market, and other locations.

McDonough praised City leaders for a synergistic process and for being willing to think outside the box on creating a truly unique, one-of-a-kind City Hall experience in the Beehive State.

"[City leaders] were so open to doing the right thing at the right time and not afraid to make daring decisions with well-researched knowledge," she said. "They made the decisions in order to have so many synergies. It was an enormous opportunity to be part of a new city. It's helping shape the foundations of what that city will become."

Millcreek City Hall

Start-Completion: March 2022-October 2023

Cost: $45 Million

Delivery Method: CM/GC

Stories/Levels: 6 stories (+ basement)

Square Footage: 79,939 SF

Owner: Millcreek City

Design Team

Architect: MHTN Architects

Civil Engineer: Talisman Civil Consultants

Electrical & Mechanical Engineer: Spectrum Engineers

Structural Engineer: BHB Structural

Geotechnical Engineer: Gordon Geotechnical Engineering

Interior Design: MHTN Architects

Landscape Architect: MHTN Architects

Food Service: NG Associates

Construction Team

General Contractor: Okland Construction

Concrete: Okland Construction

Plumbing: Archer Mechanical

HVAC: Western Sheet Metal

Electrical: Rydalch Electric

Masonry: Southam

Drywall: CSI

Painting: Grow Painting

Tile/Stone: Metro

Millwork: Boswell

Flooring: Commercial Flooring Services

Roofing: All Weather

Glazing/Curtain Wall: Mollerup Glass

Waterproofing: Waterproofing West

Timber Supplier: Smartlam

Timber Install: Timberworks

Steel Fabrication & Erection: Rightway Steel

Exterior Perforated Metal Screens: BellPro (Minnesota)

Excavation: Wind River

Precast: Contech

Landscaping: Sinc Constructors

AIA Utah 2024

Fri, 01 Mar 2024 00:14:47 GMT

103-year-old Chapter announces New Executive Director and all-woman Leadership Team.

For the first time in its 103-year history, The Utah Chapter of the American Institute of Architects (AIA Utah) has a fully female executive leadership team. It wasn’t intentional, as Past-President Jessica Hoffman stated, “That is who stepped up.” And more importantly, these women have an aggressive plan for serving the entire, very diverse, association.

"I'm very excited—we have a great team!" said Chamonix Larsen, Salt Lake City/Denver Department Manager for Morrison Hirschfield, who will serve as 2024 President. "They are all very passionate about what they do, and how architecture can make positive changes in our community."

AIA Utah also has a new Executive Director, with Angie Harris Roberts coming on board last spring in a part-time role that transitioned to full-time in October. She is charged with overseeing industry legislation and streamlining AIA services such as providing standard contract documents, sponsoring educational events, and hosting conferences that communicate new design ideas, technologies, and initiatives.

Larsen has targeted adding value to members and increasing public outreach scope as her focus for the upcoming year. One particularly exciting (and needed) project proposes a mentorship program that utilizes the talents of the AIA fellows and partnering organizations. The staff and board have applied for a grant and approached local firms for matching funds to build a long-term, multi-generational program, that assists mentees to achieve licensure faster and stay in the profession.

Working through the Young Architects Forum and the American Institute of Architects Students, the program will enlist the talents of Utah AIA Fellows, the National Organization of Minority Architects, and Women in Architecture, connecting seasoned architects with emerging professionals. They will answer questions and give guidance and counsel on matters ranging beyond making design decisions and locating answers to technical questions, to how to craft career paths and find professional satisfaction.

"We've been through some changes, and having a new executive director is exciting as well," added Larsen. "Coming out of the pandemic, it's been about reconnecting with everybody and improving our organizational excellence. It's important to me that we run as efficiently as possible, given that we rely on volunteers. We have an opportunity to dive into what firms need, and how we can better serve our members."

Larsen addressed staffing, having access to quality talent, and attracting more skilled architects to the state as key topics. The outlook for Utah remains solid, she said, albeit with some tempered expectations in some markets (multi-family, industrial) which may see projects put on hold until interest rates soften. Utah's continued growth, steady economy, and the prospect of another Salt Lake Winter Olympics raises optimism for the foreseeable future.

Leadership is also committed to helping sister organizations with programs aimed at stimulating interest in architecture from outside the industry and providing a pipeline of talent from a diversity of backgrounds into the industry. This includes encouraging programs in elementary schools to educate children about the role of architecture in a community, collaborating on youth mentoring events, and fostering NOMA’s effort to bring architects from underrepresented groups into the College of Fellows.

2024 AIA Utah Leadership

President – Chamonix Larsen, AIA is an experienced architect with a diverse professional background with 20+ years of experience including building envelope consulting, architectural design, technical design lead, project management, owner’s representative, and commissioning authority. She joined Morrison Hershfield’s Building Science Division in 2017 and manages building envelope consulting teams in Salt Lake and Denver.

While at the State of Utah, Larsen oversaw the development and implementation of the DFCM's High Performance Building Standard and state-wide operational sustainability efforts. She is also an adjunct professor at the University of Utah College of Architecture and Planning.

President Elect – Whitney Ward, AIA, LEED AP is a Principal at Salt Lake-based VCBO Architecture and has been with the firm since 2007. Ward embraces a holistic design approach and is an advocate for both community engagement and sustainable design. She also teaches Sustainable Development as an Adjunct Professor with the University of Utah City and Metropolitan Planning Department.

Secretary – Natalie Shutts-Bank, AIA, RIBA is an experienced architect who thrives when navigating between the vastness of all creative possibilities and the real-world constraints of any design problem. She has worked multiple design typologies at a range of scales on higher education, civic, hospitality, healthcare, and large-scale residential projects.

Treasurer – Libby Haslam, AIA, RIBA, LEED AP, NCARB is the founder of Studio Long Playing, an architectural firm that practices many typologies of spaces. The firm’s current focus is on higher education. Studio LP is also engaged in restaurant design and residential work, with the intent for collaboration with different artisans and art forms. She has been teaching studio as an Associate Professor (career-line) at the University of Utah School of Architecture since graduating from the U in 2001For the first time in its 103-year history, The Utah Chapter of the American Institute of Architects (AIA Utah) has a fully female executive leadership team. It wasn’t intentional, as Past-President Jessica Hoffman stated, “That is who stepped up.” And more importantly, these women have an aggressive plan for serving the entire, very diverse, association.

2023 AIA Utah Design Awards

Held last November, the AIA Utah Awards program recognized achievements for a broad range of architectural activity to elevate the conversation regarding excellent design in Utah.

Jury: Paul Mankins, FAIA, LEED AP; Takashi Yanai, FAIA; Meryati Johari Blackwell, AIA, ASID, LEED AP; Shannon Gathings, AIA, NOMA

Urban Design Utah Awards

Purpose: To recognize well-designed projects that exemplify the qualities of good design in an urban contex t on projects of local, municipal, regional, or statewide scale.

Jury: AIA, APA, ASLA, CNU, ULI, and others

CFC Supply 25th Anniversary

utahcdmag1@gmail.com (LADD MARSHALL) — Thu, 30 Nov 2023 19:16:07 GMT

Blake Larsen’s repurposing of the ‘Blue Banger Hanger’ 15 years ago helped family firm Connectors for Construction transition to the commercial construction market and reach great heights of success.
By Brad Fullmer

(left to right) Gene and Sue Larsen, their son Blake, and his wife, JaLynn, at the CFC Supply Christmas Party, made extra special this year with the firm’s 25th anniversary. (photos courtesy CFC)

The great recession that struck in 2008—fueled by a collapse of the residential housing market—crippled many businesses within the A/E/C industry, leaving many scrambling to stay afloat and ride out the turbulent economy until better times came around 2-3 years later.

For Blake Larsen, President of Salt Lake-based Connectors for Construction (CFC) Supply, it signaled the beginning of a remarkable transition for the decade-old firm that was founded in 1998 by his parents, Gene and Sue Larsen—from a modest-sized company supplying connectors to primarily residential home builders into a premier commercial construction supplier with two Wasatch Front locations, 26 full-time employees, and an inventory pushing 80,000 products.

The way Larsen explained the transition—which happened virtually overnight right as the great recession was starting to take root—is almost something from a movie.

"Pre-2008 we were strictly a residential framing contractor supplier. When the recession hit because of the housing bubble, 75% of our customers vaporized in one week," Larsen recalled, rattling off a list of big-time clients that immediately shelved all homebuilding activity. "It was a challenging time; we weren't sure what was going to happen."

Larsen learned that some of his framing contractor clients quickly pivoted to the commercial market, primarily on projects associated with the bustling City Creek Mall development, which included The Regent, an exclusive 23-story, 150-unit condominium tower on the corner of West Temple and South Temple.

One of Larsen's friends, had been hired as a Project Engineer for Salt Lake-based Okland Construction, the general contractor on The Regent (dubbed 'Tower 1' at the time). His friend told Larsen that Okland was trying to improve the efficiency of its internal concrete pouring process on the job, specifically, trying to find a better way to keep large vertical column forming systems plumb.

Larsen scoured through various supply books and became intrigued with the potential of "blue banger hangers"—internally threaded inserts that are traditionally cast into the underside of a concrete deck after being fastened to the top of a wood form or metal deck. Once the concrete cures, the anchor provides an attachment point for threaded rod used to hang and seismically brace electrical, mechanical, and plumbing systems.

Larsen's idea was to cast the blue banger hangers into both the floors and ceilings of each concrete slab. That would allow subcontractors to utilize hangers cast in the ceilings for electrical and mechanical systems, while concrete crews could use the hangers embedded in the floor slab to anchor turnbuckles in the concrete forms being used to pour the next floor. It was an ingenious solution, and instantly changed CFC's direction at the time and eventual long-term fortunes. During that first year (2008), Larsen said CFC supplied 85,000 pieces for The Regent project alone.

Initially, product manufacturers said Larsen's solution was not an intended use for the product and couldn't guarantee its performance. They said, "it's intended use is to hang plumbing (and electrical) hangers," he said. "I repurposed it as an in-floor anchor for a turnbuckle brace that plumbs concrete forms exactly 90 degrees. My solution was adopted, and it took off. It changed my life."

Ever since the success of The Regent, Larsen's firm has routinely targeted large projects in the $50 million-plus range, particularly those with multiple stories. The company continues to sell a hanger product (DeWalt's Bang-It hanger), more than 150,000 pieces annually.

The company targets the largest, most challenging projects along the Wasatch Front and prides itself on its abilities as a consultant, in addition to having an inventory of 80,000-plus items.

Carrying on Parents' Legacy

In 1998, Gene and Sue Larsen were both in their late 30s and had been working for a few years for a connector distributor in the Ogden area which sold primarily nails, nuts and bolts, and nail guns and related air compressor tools and equipment to local contractors. They had in place what they thought was a verbal agreement to buy the owner out, as he was nearing retirement. But the deal didn’t go through, forcing the Larsens to switch gears mid-year.

With $40,000 in savings and Sue fully on board, in addition to having five children to potentially help out, Blake quit his job, bought a van, and launched CFC Supply on July 15, first out of the family's basement before renting a tiny, 1,000 SF warehouse on 12th Street in Ogden that had no heat, no bathroom, and no forklift.

Gene and Sue grinded hard those first years, with help from their children, primarily Doug and Blake. Blake recalled the family building a couple of spec homes and selling them to help get the company off the ground.

"We just went for it," said Gene, 64. "Sue did the books—paid bills, handled invoices—and I sold, delivered, and repaired equipment. It's become huge, but back then we were just a small company."

"We were there for a few years until we found a better place in West Haven," Sue said. "I remember the first nail bill we got—it was for $7,000 and I thought we'd never pay it off! Our business has always increased every year—it's just been fantastic. Gene is extremely smart when it comes to this market, and he directed the company the way it needed to go."

Within five years, business was solid, and CFC Supply was even highlighted on Fred Ball's Zions Bank-sponsored "Speaking on Business" radio segment on KSL in 2004. At that time, Doug was working primarily in sales, while Blake delivered products by day and took college classes at night. There was always a healthy competition between the brothers, and Blake found himself wanting in on the sales action, despite not really being interested in working at CFC long-term.

"My brother was originally going to take over the company upon returning from a Latter-day Saint mission to Peru, as my dad had started him as an outside salesman," Larsen recalled. "I was newly married [at age 19], had a kid, and was going to Weber State at night. [The family business] was not in my future. I guess the sibling rivalry led me to try and outsell my brother, even though I wasn't a salesman, just for the sport of it."

Gene noticed but didn't think much of it at the time.

"There was always competition between the brothers; Blake always wanted to beat his older brother," said Gene. "He'd deliver something to a jobsite and would stop and pitch them on more product. I had no idea he was doing that!"

Blake recalled making a delivery in 2005 to a contractor on the Quarry Bend development in Sandy, and pitching some contractors Doug hadn't been able to land. He quickly closed a sale and called Gene to report the good news.

"He asked me, 'did you get a credit [application]' and I did," said Larsen. "He said, 'maybe I should start paying you commission'."

As fate would have it, Doug decided to go into pre-med while Blake stayed put at the family business, ditching school and going full-bore into sales. Blake said he learned most of the tricks of trade from Gene and credited his parents for their example and strong work ethic.

"It was his dream his whole life to own his own company," Larsen said of his father. "He worked for AMCOR, his grandfather was a contractor in Weber County, so he understood construction.

He knew how to get supply contracts with the big homebuilders—Ivory, Rainey, Woodside. He had those relationships. His example set the tone for our company."

"Blake and his dad spent many nights sitting in Gene's office talking for hours," said Sue. "He's taken a lot of his dad's advice and ran with it."

Gene said it's hard to envision what would have happened to CFC Supply when the recession hit had Blake not figured out the secret of repurposing the Blue Banger Hanger.

"It seems really simple now that we know about it," he said. "At the time, we were heading for a downturn [...] and all of a sudden, we grew, and it was all because of that."

As the company celebrates its 25th anniversary, it finds itself better off than it's ever been, with annual sales and profits steadily trending upward. Sue semi-retired eight years ago but still likes to keep tabs on company finances, while Gene began winding down to part-time status a couple of years back, with the intent of finalizing the sale of the company to Blake in January 2024.

Blake said he has long taken pride in the fact that CFC Supply is more than just a supplier, they are a partner in helping clients optimize a project's success.

"Dad did it all, and he knew everything about the products he sold," said Blake. "Because he had framed houses, he knows the proper application of products. I watched him demonstrate to customers all the time. We're not just a product peddler, we're a consultant that helps you drive profits."

"He's taken CFC above and beyond anything we thought he could do," said Sue. "As a mom, it's amazing to watch your son [be successful]. You look at them as little boys, and here he's developed into this man with so much knowledge. He can walk onto a job sit and say, 'this is what you need' and he knows what he's talking about."

"We've been blessed, there are no two ways about it," added Gene. "It's been a good ride."

The Real Business Never Changes

Thu, 30 Nov 2023 18:45:51 GMT

Vernal-based BHI has pivoted multiple times in its quarter-century of business, morphing into whatever contractor role gets the job done right. But the company has never wavered on putting people first in every sense, changing the paradigm in construction in the process.
By Taylor Larsen

BHI had a choice to make in 2015.

As a primarily exclusively oil and gas contractor working with pre-negotiated rates for time and materials, the light was dimming on operations.

Crude oil dropped below $30 a barrel—a death sentence for the company. Current CEO Erik Haslem said the firm had rested a bit too comfortably on its laurels with what was once viewed as “guaranteed work.”

“It’s only guaranteed until it's not,” said Erik, especially true as the calls rolled in, day after day, to tell them contracts would not be renewed as services were no longer required—there was no more work to do in their field.

But the company realized their expertise in contracting could extend beyond that scope, where BHI could control the entire project—providing comprehensive services to build up all sorts of energy projects, infrastructure, mining, and more.

As attention shined on solar, BHI moved into action, winning the Juwi Pavant Solar Phase 2 in Millard County. The project was a must-win for the company, executives said, but required the very best of BHI to successfully deliver turnkey electrical installation of the 60-MW solar field

Erik explained the lead-by-example mentality which put team leaders “in the dirt” and working in the field. They focused less on how they won the job, and more on disassembling their project scope to understand it fully, piecing it back together, and gaining a better understanding of each project than ever before.

The energy from the project had BHI beaming.

The pride in what they accomplished, and their new runway for business, made Erik laugh to think how much they did not know. But there is an even greater pride in building on the family legacy their father, Brad Haslem, began when he formed the company in 1998.

“We strive to hold onto the original mom and pop feel of honesty, integrity, and ultimately, caring about our people,” said Erik. “Holding that family business feeling, emphasizing that our people are our biggest asset.”

Since the turn of the millennium, much has evolved, yet the company's headquarters, now relocated to a more spacious, renovated facility, remains on Highway 40 in Vernal.

The answer as to “Why Vernal?” is straightforward as it is genuine.

“It’s home,” Erik said about the oil and gas town. “We enjoy where we live.”

The long drives make them wish it were closer to population centers, but Brett explained that the firm is the largest employer in Daggett, Duchesne, and Uintah counties, which makes both Haslem brothers proud to build up the surrounding rural communities. Blessing the lives of their employees and their families through meaningful work has been a badge of honor.

BHI sits poised to continue its success today, especially with expected annual revenues for 2023 reaching $500 million, says Erik. Regarding the future, Erik expresses a strong confidence, saying, "We feel very bullish about next year and beyond. We have solid backlog numbers, and our future pipeline looks exceptionally healthy."

But for BHI and the rest of the construction industry to continue to meet demand, especially with labor problems wreaking havoc, there needs to be a shift in perception from the outside looking in.

Brett, just a few days after returning from a Houston construction conference, said that the advocacy to get people into the field needs to change with the shifting demographics—a beacon to highlight the pride in creating something that did not exist a few months before.

“There is a lot to be said about building something,” he said.

Tangible, visible, and a permanent testament to quality.

Their success in this realm has been changing the paradigm in how construction is viewed, focusing on polished visuals on their website and in social media channels to match the quality of their work in the field.

Why BHI?

“The magic happens with construction,” Brett answered.

Employees, clients, and anyone else who sees their work can see the magnetism that this work brings. Bringing a pizzazz to the precision of surveying, a sense of grandeur to operating heavy machinery, BHI displays the industry for what it is: a place of pride and a place to build a career.

“Perception is reality,” Brett said. “To change it, we have to do something we’ve never done before.”

But the needle is moving, especially as BHI hones in on the initial values of service, growth, teamwork, and reputation. Much like their father used to say: build the best product, and everything else will follow.

The service goal is to be at the forefront of an industry standard, changing from what has become too common in the industry like opacity, pinching pennies, and squeezing employees.

Whether it is transparency through the billing cycle, delivering what is promised and doing so at the highest level, “We want you to be as happy with this product as we are,” Erik said.

This mentality has brought BHI wherever their clients had work, to energy strongholds like Texas, Louisiana, and North Dakota, across the Mountain West and out to the eastern seaboard. Their projects have spanned a diverse range, including cellular communication towers off the Maine coast, solar fields in Virginia and North Carolina, and biofuel plants in Florida.

It has never just been about work, “We’re going to be here forever,” Brett said. “When we go into an area for a project, we plan to become part of the communities in which we work. We want to become locals.”

Growth is not about chasing work to build into a construction conglomerate. It is to create new opportunities for the people who make this work happen, to build their skills and careers. BHI sees growth as a personal one, where they seek out the best people to do this work and then follow through on contracts and agreements to make everyone a better person.

“It’s been the key to the company,” said Erik and Brett. “Construction is what we do. The BHI Family is why we do it.”

This culture has been their secret sauce, where the executives know the names of everyone in the company. As BHI grows geographically, it is becoming more difficult, but these Haslem brothers are as committed as their teams to making sure to honor their value of teamwork.

“It’s people before profits,” Erik said. “We truly care about our people.”

It has garnered them quite the reputation internally

“I would put my team up against anybody,” Erik said. “Our people are amazing and it’s why I love it here.”

That confidence from his brother and fellow executive will guide BHI into the next quarter-century and continue to build upon what their father started in 1998.

When asked about his feelings as he approached retirement, Brad said, “I realized I was holding my boys back and I was ready to let them take the reins to see what they can do. And just look at what they’ve accomplished.”

His sons have proved him right; when you put people first and build the best product, “everything else will follow.”

UMC Announces 2023 Excellence in Masonry Awards

Thu, 30 Nov 2023 18:05:57 GMT

Edison House captures Best of Show and Golden Trowel awards; Richard Child honored with Lifetime Masonry Service Award.
By Brad Fullmer

Commercial Project--Honor

95 State at City Creek

Commercial Project--Merit

Edison House

Municipal Project--Honor

Centerville Fire Station #83

The new 13,075 SF station has four drive-through garage bays, six bedrooms, a training, and public education room, a fitness room with sports sauna, living room, kitchen/lounge area, storage rooms (SCBA/Medical/Gear/Laundry), and a captain’s office. Masonry includes 6,000 tan honed CMU veneer, 2,000 midnight black honed CMU veneer accent, 8-in. CMU site walls and 600 SF of cultured stone. The exterior walls of these two volumes are constructed of economical split-face concrete masonry.

Municipal Project__Merit

UFA Midvale Station #125

This 15,800 SF project includes 12,000 SF of CM and 8,000 SF of precast brick. The courtyard off the fitness room needed to be enclosed to provide the firefighters with privacy while the material separating the spaces needed to be durable enough to withstand any abuse that might occur because of the activities within the courtyard area. Brick was a natural choice, however creating a brick wall tall enough to provide privacy and deter scaling made the solid walls feel oppressive. The design solution included turning the brick wall into a screen that provided enough visual privacy without being completely opaque.

Historic Restoration--Honor

Orpheum Plaza Restoration

Historic Restoration--Merit

Zions Bank--Vernal

Institutional Univeristy--Honor

USU Moab Academic Building

Institutional University--Merit

Weber State University Noorda Engineering, Applied Sciences & Technology Building

Institutional Elementary--Honor

South Clearfield Elementary School

Institutional Elementary--Merit

Glacier Hills Elementary

Institutional Secondary--Honor

Brighton High School

Institutional Secondary--Merit

Margaret L. Hopkin Middle School

Private Under $10 Million--Merit

Wavetronix--The Foundry

High-tech Hexcel-lence

Thu, 30 Nov 2023 16:02:56 GMT

Hexcel Corporation's new home in West Valley City is the largest high-performance carbon fiber manufacturing facility in the world.
By B. H Wright

The days of the commercial industrial market consisting primarily of boring, staid (read: ugly) warehouse and manufacturing buildings are long gone, as employee-conscious corporations and forward-thinking real estate developers have been realizing the value of housing employees in spaces that sizzle with stylish interior designs with loads of on-site amenities.

Hexcel Corporation did just that with the design of its most significant recent project in West Valley City, a $34 million, 105,000-SF facility dubbed the Center of Research & Technology Excellence, which includes the largest high-performance carbon fiber manufacturing plant in the world, along with housing Hexcel's aerospace matrix operations.

The center is "designed to encourage and inspire our team to dream big and ensure that our customers are awarded the strongest, lightest weight, most durable advanced composites that the world has ever seen," said Nick Stanage, Hexcel Chairman, CEO and President.

He said that when the Center opens, “you will be surrounded by everything it means to be a leader in advanced composites technology. You will see high-tech labs and cutting-edge research and testing equipment. Our lobby will showcase advancements and innovations that are propelling the future in commercial aerospace, space and defense, and industrial markets.”

Sharp aesthetics and providing optimum working conditions are a must for employers in a market with a current state unemployment average hovering just over 2% and in a society where the workforce is increasingly opting to work remote (at home) either full-time, or with a hybrid/flex schedule.

The primary objective of the facility is to serve as a catalyst for research and development in advanced composite technology, with a specific focus on aerospace, space, defense, and industrial applications.

According to Mike Phillips, VP of Project Development at R&O Construction's Salt Lake office, the fast-track design-build seamlessly blended a tilt-up laboratory with a two-story Class A office building, illustrating the owner's attention to high quality and optimum design.

"The entire team was focused on schedule and cost throughout the process, while meeting owner's requirements and needs. It was a very successful project."

The facility's design transcends conventional manufacturing and research spaces. Instead of a stark separation between these functions, the building integrates both—fostering an environment where scientists and production personnel can collaborate seamlessly. This approach underscores Hexcel's commitment to innovation and how diverse functions can coexist within the same space.

One of the project's most noteworthy contributions lies in its commitment to sustainability. Hexcel actively recycles carbon fiber prepreg composite cutoffs to produce composite panels that find applications in commercial markets. By upcycling and repurposing materials, the project demonstrates a forward-thinking approach to resource utilization and waste reduction.

In a resourceful move, the tilt panels were utilized as the crane path to avoid potential soil issues. This approach was executed after thorough consultation with engineers, resulting in a seamless process with all panels standing within a short timeframe, without any compromise to structural integrity or aesthetic appeal.

Exterior Trespa panels were strategically oriented to create a dynamic carbon checkerboard pattern, aligning with the aesthetic of Hexcel's innovative products. This deliberate choice not only showcases a visually striking design element but also reflects the company's commitment to excellence in composite materials.

Tilt-up panels underwent a meticulous sandblasting process to enhance their carbon-like appearance. This technique, applied after curing and installation, contributes to the overall visual effect and reinforces the project's dedication to craftsmanship.

Hexcel’s bold investment in the Beehive State is evident by its world-class manufacturing and office facility, which includes spacious, well-lit, colorful interiors (following page) that appeals to today’s working class. (photos courtesy R&O Construction)

This project integrates functional efficiency and aesthetic excellence. The design process centers on Hexcel’s creation of high- performance composite materials. Involving a meticulous examination of the unique materials produced by Hexcel; carbon fiber, honeycomb, and other fiber-reinforced matrix materials.

Carbon fiber served as a key focal point due to its distinctive visual characteristics. Beyond its black hue, the material revealed intricate textural qualities that allowed it to refract and reflect light in multifaceted ways. This observation expanded the design palette to encompass various neutral tones, each offering a distinct visual impact. Moreover, the 45-degree diagonal weaving pattern inherent in carbon fiber served as a profound source of inspiration, influencing various exterior material expressions.

Hexcel's honeycomb material, characterized by its warm tones and light-filtering properties, played a pivotal role in infusing elements of warmth and luminosity into the project. This was achieved through the strategic application of wood-toned cladding and expanded metal panel window coverings. The honeycomb's translucency allowed for the gentle filtration of natural light, enhancing the overall spatial experience.

The color palette adopted for the project predominantly revolves around neutral shades, including blacks, grays, whites, and natural wood tones. However, strategic injections of Hexcel's signature blue were strategically employed to infuse personality and vibrancy into the space. Additionally, the project's exterior glazing was carefully selected to be dark yet semi-reflective, capturing reflective glimpses of the surrounding natural landscape.

Regarding community and employee safety measures, an Energy Resilience Readiness Exercises (ERRES) exhaust system with a charcoal filter was integrated into the lab infrastructure. This system serves as a safeguard in the event of potential hazards, ensuring that any toxic fumes or chemicals are effectively filtered, preventing their release into the exterior environment. This precautionary measure was specifically designed to address emergency situations or accidents involving lab equipment, explosions and fire.

Hexcel Corporation Center of

Research & Technology Excellence

Owner: Hexcel Corporation

Cost: $34 Million

Delivery Method: Design-Build

Stories/Levels: 2

Square Footage: 105,000

Design Team
Architect: Architectural Nexus
Civil: Wilding Engineering
Electrical: Hunt Electric
Mechanical: CCI Mechanical
Structural: Dunn Associates, Inc.

Geotech: Wilding Engineering

Interior Design: Architectural Nexus
Landscape Architect: Architectural Nexus

Construction Team

GC: R&O Construction
Plumbing: CCI Mechanical
HVAC: CCI Mechanical
Electrical: Hunt Electric

Concrete: Phaze Concrete
Steel Fabrication: Sanpete Steel
Steel Erection: Sanpete Steel; Unlimited Steel
Glass/Curtain Wall: LCG Facades
Drywall/Acoustics: K&K Drywall Inc.
Painting: Fisher Painting
Tile/Stone: Spectra Contract Flooring
Carpentry: Blue Stream Construction
Flooring: Spectra Contract Flooring

Roofing: Redd Roofing

Waterproofing: Western States Waterproofing
Excavation: Reynolds Excavating
Landscaping: Waterscape Landscaping

Ice, Ice Baby

Tue, 31 Oct 2023 23:08:52 GMT

Innovative ice storage tank system at Security National II in Murray mitigates peak energy demand costs.
By B. H. Wright

The design-build of Security National's second project at the 53rd Corporate Park campus—a six-story, 220,000 SF Class A office building in Murray—featured a unique ice storage system on its roof as a way to mitigate peak energy demand costs from Murray City Power, which are considerably higher during daytime hours.

According to Brandon Federico, Manager of Corporate Real Estate for Security National, during the design of the project, an ice storage tank system (Ice Bank) with low temperature variable air volume (VAV) was selected as the most cost-effective and sustainable option for the cooling of this building.

"I love it—it was definitely the most efficient system because demand charges for Murray power are so high during peak hours," said Federico. "Owners need to know what other municipalities have high demand charges, because it adds up."

Salt Lake-based CCI Mechanical installed the Ice Bank cooling system in quick fashion, with all chilled water piping prefabricated in house and installed on site in only three days. The mechanical room supporting the system was also prefabbed and installed in less than 10 days. Greg LaHue, Preconstruction Manager for CCI, said the design-build process saved time and money. "We cut two months off the schedule because every design team member was on the same page during preconstruction," he said. "Design-build eliminates change orders. If the team misses something the owner doesn't pay. It's a better delivery method."

Prefabricating everything in CCI's shop offers myriad advantages including faster and safer installation and excellent quality control.

"All welding is done in controlled areas," said McKayla Flach, Design Engineer for CCI. "We know it's been tested, know there won't be leaks."

The ice storage VAV system utilizes a thermal storage system comprised of ice storage tanks (Ice Bank) which provide chilled water to the building cooling coils. The ice storage tank is charged during peak off hours and discharges when cooling loads peak. Using this thermal storage system reduces the demand on the chiller and electrical grid compared to a traditional VAV system. This allows for decreased demand charge as well as a level building load profile. This innovative design of the cooling system ensured low life cycle cost and better overall mechanical costs for the owner. The design also created excellent tenant flexibility and maximum sustainability for the life of the building. It's also good for the city, as it lessens demand on Murray City's overall electric grid.

It was also apparent during design that the ice storage tanks and supplemental equipment would be an eyesore and take away from its aesthetics, given the building's visible location just west of I-15. A screen wall was designed to conceal the mechanical roof equipment, one that was painted to match the building and maintain the attractiveness of the building's design.

Federico believes this system could be utilized effectively across many building types.

"This was a great project for us," he said. "The best markets for this are industrial, manufacturing, life sciences [...] anything that has technical processes, chilled water for manufacturing. I could see this in the industrial market."

View from 30,000 Feet

Tue, 31 Oct 2023 23:00:16 GMT

Utah-native Scott Parson, President of CRH Americas Materials, shares his unique perspective and passion about construction and building materials solutions.
By Brad Fullmer

Parson’s first job at age 13 was working in the Brigham City shop where he gained a deep appreciation for the hard work needed for the business to grow and thrive. After graduating high school in 1986, he served a two-year LDS mission in Tokyo (1987-89), before returning to earn a Bachelor's degree from Brigham Young University in 1991 and a Master of Business Administration from the University of Chicago Booth School of Business in 1993.

His first professional role at JBP was VP of Human Resources and Marketing from 1993-2002. Three years into that nine-year stint, the family made the tough decision to sell the business to CRH. It was just a year after CRH acquired Staker Paving & Construction, a long-time rival of JBP.

The companies operated separately before merging in 2001 and being rebranded as Staker Parson Companies (now Staker Parson Materials and Construction). Over the next nine years, Parson displayed sound leadership in two different roles—General Manager of JBP (2002-06) and President of Staker Parson Companies (2006-10). In 2010 he was tasked to lead CRH’s Mountain West Division and later the West Division encompassing operations across the Western U.S.

At each stop, Parson and his team grew the business while helping establish a rock-solid company culture. Last October, he was offered a position to lead CRH Americas Materials, taking the helm in January.

As if his day job isn't demanding enough, Parson is also serving as 2023 Chairman of the Associated General Contractors (AGC) of Utah, following in the footsteps of his grandfather (Jack Sr. served in 1971) and father (Jack Jr. served in 1993) and continuing the firm's long history of support and participation within the venerable association.

Other industry and community roles have included chairing the following boards: National Ready Mixed Concrete Association; Salt Lake Chamber; Ready Mixed Concrete Research and Education Foundation; Weber State University Parson Construction Management Program; Utah State Parks.

UC&D: This year marks 30 years for you in a full-time role in the construction industry, first at Jack B. Parson, then Staker Parson Companies, and now CRH. Was it a given that you would end up working for the family company, or did you contemplate a career outside the construction industry?

Parson: Growing up in a family business, I was encouraged to learn about the company but was never pressured. Seeing the sense of accomplishment and pride my dad, brother and other employees showed was inspiring. The only other career I briefly explored was international business related to Japan (he served an LDS mission to Tokyo from 1987-89). I worked one summer as an intern at a Japanese insurance company in Tokyo and decided that building and construction were more fulfilling and a better career path for me.

UC&D: You have steadily moved up the corporate ladder with consistent promotions to key positions that allowed you to gradually develop your interpersonal communication and leadership skills. You are now President of Americas Materials at CRH, a leading provider of building materials solutions and the largest building materials company in North America. What is your role like now, how has it changed?

Parson: With each new job came additional responsibilities, new things to learn, people to work with, and challenges to turn into opportunities. I learned critical lessons in each role and early on came to understand that the best way to prepare for the next promotion is to perform well in your current job. Right now, in leading Americas Materials, my focus centers on our team’s safety and capabilities, commercial and operational performance, and growth of the business.

With each career step, vision, strategy and culture became more and more important. Some of the most impactful lessons I learned from my dad and brother are the importance of choosing great people, trusting and empowering them. This approach has been the secret to our success before – and after – joining CRH. We’ve worked hard to create a culture where driven people can win by connecting with and delivering great quality and service to our customers.

UC&D: You’ve said before that CRH and Jack B. Parson Companies are, at their roots, very similar companies.

Parson: If I go way back and look at the culture of the Jack B. Parson family business, we were an entrepreneurial enterprise. And we still are. We were and are contractors and suppliers to contractors. We build real things for real people. There’s deep satisfaction in making that kind of lasting impact. We also build people and provide a place for people to build careers. Many of our current leaders joined us as interns or in entry level positions. They’ve stayed with us, and we’ve grown and prospered together.

UC&D: Three years into your career, JBP was acquired by CRH in 1996, giving the Irish-headquartered company two sizeable materials companies in the western U.S. It must have been an interesting time for you professionally; what do you recall about it?

Parson: As far as a I know (Staker Paving and Jack B. Parson) had never worked together on a project—we were fierce competitors when we found ourselves part of the same family. We operated separately until 2001, when we merged and formed Staker Parson Companies. We did that to drive efficiency and more effective management practices. We actually flipped a coin to determine which name would go first. You can probably guess who lost.

What was really appealing to us about selling to CRH was their model. They were building a federation of independent companies in the construction materials space. They had a well-established record, and we met with a number of owners that were still with CRH, that had sold their companies in the prior decade and still had meaningful roles. It had been great for their employees. There were very few CRH corporate people. There was never a concern that they would come in and tell us how to run the business. As soon as we joined, they invited us to participate in their best practice meetings where we shared and borrowed ideas and practices that made us better.

UC&D : I would imagine it’s quite daunting to carry the responsibility you have. When did you feel like you had the requisite professional skills and temperament to be an effective leader for a company of this size?

Parson: I’m learning every day. I am naturally a curious person and have been throughout my career—I’m curious about people, the projects we’re building, how new technologies are impacting the industry, and the industry itself. Curiosity and an ambition to learn have served me well. It’s a huge responsibility to lead our team and my biggest concern is that they each return home safe every day. I take that responsibility very seriously. You develop experiences along the way. Prior to being tapped for this role, I was leading the largest geography within Americas Materials. I loved working with and leading our West Team and would have been happy to continue doing that. Circumstances changed, a leader was needed, and I was honored to be asked.

UC&D: You come from a family of successful, talented businessmen; what did you learn from each of them?

Parson: I never had the opportunity to work with my grandpa. What he was known for was ambition and grit. You think about the time he built this business, from the 50s through the 70s. There was a lot of opportunity and he was a classic entrepreneur. From my dad, I learned the importance of putting people first, and entrusting and empowering others. I also learned a lot from John—we 've worked closely together the whole 30 years. He is an exceptional leader and is very performance minded. For him, it's about beating whatever target you set out, whether it's how you bid a project, efficiency or metrics. It's always striving to do better tomorrow than we did today, and to balance that with celebrating the wins along the way with positive reinforcement.

UC&D: You have an interesting perspective on construction activity throughout the U.S. Utah's overall economy and activity within the commercial construction market has been red-hot in recent years. How do you view the Utah/Intermountain region looking ahead 18-24 months?

Parson: I'm very optimistic about the economy in Utah and the west. I think we have really good fundamentals. We have a good workforce, which makes us an attractive place for business to expand and we generally have a business-friendly environment. That same sentiment is true for much of the U.S. where we have operations. We are also beginning to see opportunities from growing federal and state infrastructure investments. The Chips & Science Act is also driving mega projects like chip plants, data centers, and demand for construction of new facilities. While we've had a lull in housing the last 12 months—and that will likely continue until rates start to fall—the undersupply of housing means that need is going to have to be met. Our business is well structured in terms of our exposure to the infrastructure, non-residential and residential sectors, and we're able to flex effectively and take advantage of opportunities in our markets.

UC&D: What do you like most about your job versus 20 years ago when you were GM of Jack B. Parson Ready Mix?

Parson: I like the expanded scope in terms of the geographies. I'm always inspired when I meet a new team and hear the story and the history of a local company—the pride, the expertise, the passion they have is inspiring. I enjoy meeting people across North America that work in our business. I leave every time impressed with their commitment and talent. The construction industry tends to attract people who are at their heart builders. We want to make a difference; we want to leave a legacy. We can see what our teams have done at the end of every day, whether you're producing material or building a project. That's inspiring to be part of. CRH 's purpose statement is: We stand together to reinvent the way our world is built. It’s awesome to be part of living that purpose.

UC&D: What are your top three concerns for the construction industry as we head into the final quarter of 2023?

Parson: The shortage of skilled employees is my top concern. Second would be regulation that could negatively impact the pace of project development. Third is making sure we have sustainable funding and investment for the projects we build and supply.

UC&D: What is going on with the "greening" of ready-mix concrete?

Parson: A few years ago, we developed a (concrete) mix specifically for a client in Oregon. The owner had approached us on designing a greener concrete mix, and to accomplish this it takes collaboration between cement producers, admixture suppliers, ready-mix producers, the engineer, and the owner. From those efforts, we developed an effective mix and have supplied 75,000 yards. It is something they can utilize in their projects across the country. This is a great example of understanding and helping a customer solve their challenge with a more sustainable solution. We are going to see more and more of that in the future.

UC&D: You're 55, which gives you a solid decade to write your final career chapter before riding off into the sunset. How are you feeling right now?

Parson: Well, it's rude of you to call it a final chapter! (laughs) I am blessed with a great family, a career that is fulfilling and a life that I really enjoy. I’m not in any rush to change things too much and am committed to our company and the industry. At some point, I’d like to serve on a few corporate boards and maybe teach at a business school. I also look forward to one day having the luxury of more time to provide meaningful service with my wife along with mastering the finer points of fly-fishing (hopefully in some exotic spots around the globe).

utahcdmagtest

Deer Valley Expansion

New York-based Extell Development has gone full speed ahead on a transformational development of Mayflower Mountain. By Taylor Larsen

AGC of Utah Installs Gary Ellis as 2026 Chair at Annual Convention

Doug Watts, former President of St. George-based Watts Construction, honored with prestigious Eric W. Ryberg Award. By Bradley Fullmer

Tick Tock from the Water Clock

While Colorado River Compact negotiations reach the finish line, how will Utah’s largest water conservancy districts manage to keep supplying water as the state’s dry streak continues? By Taylor Larsen

Central Utah

Jordan Valley

Washington County

Weber Basin

Rural Roots

For 30 years, KMA Architects has delivered joy to rural and suburban K-12 clients by providing efficient, beautiful designs from the firm’s relatable approach. By Taylor Larsen

Seasoned to Perfection in Providence

The new corporate headquarters for the outdoor cooking brand stays local to its Cache Valley roots while the building’s modern design soars above its “backyard” location in Providence. By Taylor Larsen

New Trajectory for New Star

From a firm of union carpenter self-performers in 1986, Jeff Pettit and his team at New Star General Contractors look to summit new peaks as they continue building out the Wasatch Back and beyond. By Taylor Larsen

Sky High-End Club

Opulent, classy, and spacious, the dazzling new 34,000-SF Delta Sky Club—Concourse B offers a world-class hospitality experience, including a first-ever Digital Immersion Room. By B. H. Wright

2026 Economic Outlook

Economists, industry leaders remain optimistic about the commercial design and construction market in the Beehive State, with moderate 1.5% growth expected. By Bradley Fullmer

Like a Phoenix Rising

Sugar Alley emerges from the ashes, showcasing the extreme dedication of a project team to reimagine, redesign, and rebuild the 193-unit multifamily complex. By Bradley Fullmer

Mission In Progress

Operation Gigawatt is a year in the making, but how will Utah’s power sector respond for calls to double the state’s power production by 2034? By Taylor Larsen

One-Stop Shop

The new $36 million USDC Comprehensive Therapies Building offers myriad services within one facility for individuals with extreme physical and behavioral health challenges, enabling them to lead independent, authentic lives. By Milt Harrison

Built Different

Thoughtful design and construction of the newest building for USU's Jon. M. Huntsman School of Business provides students and faculty with a beautiful, mission-driven home. By Taylor Larsen

The Long and Winding Road

As Lloyd Architects marks 25 years, the husband-wife team of Warren and Jennie Lloyd reflect on their unique journey of architectural design and travel, and on a quarter century of building a successful architecture practice. By Bradley Fullmer

Power Player

Hogan Construction 80th Anniversary

Centerville-based Hogan Construction has followed a straightforward approach to build community assets in Utah and elsewhere across their 80-year history. By Taylor Larsen

(De)signed, Sealed, Delivered

Building envelope contractors weigh in on the state of the trade—what’s working, what’s hot, and what’s changing to deliver ever-more-efficient building envelopes. By Taylor Larsen

Taylor Electric Thriving at 50

Led by Ryan Taylor, son of founder Jerry Taylor, the company has posted record revenues for the past three years and is eyeing continued success in Utah and other regional markets with a diverse portfolio and talented crews. By Bradley Fullmer

Hungry and Ready

Alex Karras, SE -36

Principal + Partner

Calder Richards Structural Engineers

Andrew Newbold - 32

Director of Business Development

Bonneville Builders

Arika Morris, PSP - 31

Scheduler; Adjunct Professor

Ames Construction; Utah Valley University

Brady Thorn - 40

Sr. Vice President

Beehive Insurance

James Kilpatrick - 40

Sr. Project Manager

Columbus Pacific

Black Desert Oasis

Black Desert Resort is the single most exciting development to hit Southern Utah, a staggering $2 billion investment by Reef Capital Partners that will make one of the finest destination resorts in the Southwest U.S. By Brad Fullmer

Calder Richards Celebrates 20 Years of Sustainable Evolution

The (Epi)Center of it All

The U of U’s Impact & Prosperity Epicenter is the newest living learning community on its campus to show the ripple effects of design and construction on student outcomes and engagement. By: Taylor Larsen

Goal!

There was a bit of déjà vu on the new UCCU Soccer Stadium project at UVU for a couple of members of the project team. By Brad Fullmer

Four Decades of Transformation

WSP's Salt Lake office marks 40 years in the Beehive State, with an impressive track record that shows substantial growth and diversification in civil engineering markets. By Brad Fullmer

Good Career? Start Here

Private, public, and association teams are coming together to bring more people into construction and the promising careers found in the industry. By Taylor Larsen

It's A Knockout

The new $7 million Fullmer Legacy Center in South Jordan is a dynamic and permanent home for the long-time boxing gym founded by brothers Gene, Jay, and Don Fullmer. By Brad Fullmer

Significant Buzz

The Ballpark at America First Square is an exciting new home for the Salt Lake Bees, anchoring the new Downtown Daybreak development and putting South Jordan on the map as an entertainment destination. By Brad Fullmer

Firms Making Moves

Horrocks’ acquisition of CRS bolsters its municipal expertise; Meridian undergoes ownership change; Higgins sells Mountain States Fence to employees. By Brad Fullmer

Q&A with Nathan Goodrich

Celebrating 75 Years of the Associated Builders and Contractors

100 Years & Five Generations

Celebrating its centennial anniversary this year, Paulsen Construction has quadrupled revenues over the past decade, with sights on a prosperous future and the eventual passing of the torch to a fifth generation in the Paulsen family. By Brad Fullmer

State of Industry; State of Progress

Construction on a range of projects continues, with industrial projects accounting for a significant share of incoming work profiled here. Exciting projects in multiple verticals continue toward completion, enhancing the areas they serve across the Beehive State.

St. George Airport Air Traffic Control Tower

Owner: St. George City

Architect: Woolpert

New York-based Extell Development has gone full speed ahead on a transformational development of Mayflower Mountain.
By Taylor Larsen

Doug Watts, former President of St. George-based Watts Construction, honored with prestigious Eric W. Ryberg Award.
By Bradley Fullmer

While Colorado River Compact negotiations reach the finish line, how will Utah’s largest water conservancy districts manage to keep supplying water as the state’s dry streak continues?
By Taylor Larsen

For 30 years, KMA Architects has delivered joy to rural and suburban K-12 clients by providing efficient, beautiful designs from the firm’s relatable approach.
By Taylor Larsen

The new corporate headquarters for the outdoor cooking brand stays local to its Cache Valley roots while the building’s modern design soars above its “backyard” location in Providence.
By Taylor Larsen

From a firm of union carpenter self-performers in 1986, Jeff Pettit and his team at New Star General Contractors look to summit new peaks as they continue building out the Wasatch Back and beyond.
By Taylor Larsen

Opulent, classy, and spacious, the dazzling new 34,000-SF Delta Sky Club—Concourse B offers a world-class hospitality experience, including a first-ever Digital Immersion Room.
By B. H. Wright

Economists, industry leaders remain optimistic about the commercial design and construction market in the Beehive State, with moderate 1.5% growth expected.
By Bradley Fullmer

Sugar Alley emerges from the ashes, showcasing the extreme dedication of a project team to reimagine, redesign, and rebuild the 193-unit multifamily complex.
By Bradley Fullmer

Operation Gigawatt is a year in the making, but how will Utah’s power sector respond for calls to double the state’s power production by 2034?
By Taylor Larsen

The new $36 million USDC Comprehensive Therapies Building offers myriad services within one facility for individuals with extreme physical and behavioral health challenges, enabling them to lead independent, authentic lives.
By Milt Harrison

Thoughtful design and construction of the newest building for USU's Jon. M. Huntsman School of Business provides students and faculty with a beautiful, mission-driven home.
By Taylor Larsen

As Lloyd Architects marks 25 years, the husband-wife team of Warren and Jennie Lloyd
reflect on their unique journey of architectural design and travel, and on a quarter century of

building a successful architecture practice.

By Bradley Fullmer

Centerville-based Hogan Construction has followed a straightforward approach to build community assets in Utah and elsewhere across their 80-year history.
By Taylor Larsen

Building envelope contractors weigh in on the state of the trade—what’s working, what’s hot, and what’s changing to deliver ever-more-efficient building envelopes.
By Taylor Larsen

Led by Ryan Taylor, son of founder Jerry Taylor, the company has posted record revenues for the past three years and is eyeing continued success in Utah and other regional markets with a diverse portfolio and talented crews.
By Bradley Fullmer

Black Desert Resort is the single most exciting development to hit Southern Utah, a staggering $2 billion investment by Reef Capital Partners that will make one of the finest destination resorts in the Southwest U.S.
By Brad Fullmer

The U of U’s Impact & Prosperity Epicenter is the newest living learning community on its campus to show the ripple effects of design and construction on student outcomes and engagement.
By: Taylor Larsen

There was a bit of déjà vu on the new UCCU Soccer Stadium project at UVU for a couple of members of the project team.
By Brad Fullmer

WSP's Salt Lake office marks 40 years in the Beehive State, with an impressive track record that shows substantial growth and diversification in civil engineering markets.
By Brad Fullmer

Private, public, and association teams are coming together to bring more people into construction and the promising careers found in the industry.
By Taylor Larsen

The new $7 million Fullmer Legacy Center in South Jordan is a dynamic and permanent home for the long-time boxing gym founded by brothers Gene, Jay, and Don Fullmer.
By Brad Fullmer

The Ballpark at America First Square is an exciting new home for the Salt Lake Bees, anchoring the new Downtown Daybreak development and putting South Jordan on the map as an entertainment destination.
By Brad Fullmer

Horrocks’ acquisition of CRS bolsters its municipal expertise; Meridian undergoes ownership change; Higgins sells Mountain States Fence to employees.
By Brad Fullmer

Celebrating its centennial anniversary this year, Paulsen Construction has quadrupled revenues over the past decade, with sights on a prosperous future and the eventual passing of the torch to a fifth generation in the Paulsen family.
By Brad Fullmer

Estimated Completion Date: Mid-2027

A year since moving from a retrofitted downtown synagogue into the first floor of the award-winning Baltic Pointe, HB Workplaces employees say their new space has delivered everything they could ask for and more as both a Class A office and world-class showroom.
By Taylor Larsen

Beehive State maintains its “C+” average in latest infrastructure report card from the American Society of Civil Engineers—one of only four states to receive that grade, and better than the national average.
By Brad Fullmer

With more people in Utah, how will mass transit figure into state plans to move residents and visitors toward the proverbial promised land of seamless and fast transportation?
By Taylor Larsen

Salt Lake City’s skyline-busting Astra Tower soars at 41 stories and 451 feet, with a sleek, modern style and unmatched 40,000 SF of amenity space.
By Brad Fullmer

Few individuals have positively impacted Utah’s A/E/C industry quite like Ralph L. Wadsworth, whose legacy includes the heavy/highway firm that bears his name, along with three other industry-related firms founded and operated by his posterity.
By Brad Fullmer

The newly rebuilt Marshall N. White Community Center emerges as a best-in-class community center emphasizing flexibility and diversity throughout the building.
By Taylor Larsen

Daybreak in South Jordan has been a nexus of good urbanism, as the execution of the design has followed the same trajectory outlined over 20 years ago to create a highly livable community.
By Taylor Larsen

Multi-family design and construction has cooled from 2023’s blaze of deliveries, but newly
built and upcoming projects are still looking to capture tenant interest in Utah.

By Taylor larsen

Utah’s newest state park emerged outside of Moab from the close collaboration of an intentional design team and a solutions-oriented construction team.
By Taylor Larsen

The dazzling new One Burton apartment building tastefully captures the owner's passion for mid-century modern architecture in a project that aims to kick off a true 'downtown' area in South Salt Lake.
By Brad Fullmer

As it celebrates 10 years since its inception, Salt Lake-based architect di'velept design has carved out a unique niche for itself and finding success nationally in the multi-family and self-storage facility markets.
By Brad Fullmer

The biggest LIHTC project in Utah history shows what’s possible to help solve the housing crisis and empower residents to meet their needs in a well-designed, well-built neighborhood.
By Taylor Larsen

EDA Architects, Layton ICS, and owners Leavitt Equity Partners detail why creating the connection to place is essential for best-in-class commercial offices.
By Taylor Larsen

Center Point Construction thrives on the design-build of a spacious new 72,000-SF Young Subaru dealership, one of the largest in the state with a whopping 52 service bays.
By Brad Fullmer

Engineers from structural firms around the state weigh in on what’s new.
By B. Garn

UIPA aims to build on its successes over the last seven years and continue its mission to enhance the lives of Utahns through municipal collaboration and well-positioned industrial development.
By Taylor Larsen

As the overall steel industry works through a volatile economic climate dominated by tariffs, innovation across multiple facets of the steel fabrication market will be key as it looks to build up Utah.
By Taylor Larsen

Architects and designers share insights and thoughts on how design and architecture can better lead toward a healthier, sustainable built environment.
By Taylor Larsen

KMA Architects, Westland Construction Deliver Engaging New Rebuild at Duchesne High School.
By Doug Fox

The recent completion of Phase III includes the Central Tunnel (River Tunnel) connecting Concourses A and B, and the impressive Concourse B Plaza—highlighted by the beloved original "World Map" floor from the old Terminal 1.
By Milton Harrison

Street construction is always a challenge, but the resiliency of the project team helped to transform 200 South into a prime example of an accommodating street for business and all modes of transportation.
By Taylor Larsen

Founded in 1985, Steel Encounters has excelled in fabricating and installing stunning glass curtain wall systems on prominent high-rise buildings in downtown Salt Lake.
By Brad Fullmer

Beehive State remains a top-five state nationwide for population growth and employment growth, with prognosticators anticipating another solid year of economic activity in the A/E/C and real estate markets in 2025.
By Milt Harrison

Major upgrades to the City Creek Water Treatment Plant will be delivered in 2027— the result of major collaborative efforts incorporating state-of-the-art engineering and construction solutions in the Salt Lake Foothills.
By Taylor Larsen

Transforming the historic Union Pacific Depot building into a world-class hospitality project required an innovative design and yeoman-like efforts of the entire design and construction team to create a truly timeless hotel.
B y Brad Fullmer

Unique amenities supporting Class A residential interiors make Camber’s mountain modern vibe a special offering amongst Salt Lake’s growing luxury housing market.
By Taylor Larsen

The Worthington emerged from the highest level of planning and coordination to add an amenity-rich and comfortable residential tower to Salt Lake’s downtown core.
By Taylor Larsen

Electrical contractors report a competitive market for not just people and innovation, but for the energy to power Utah’s future.
By Taylor Larsen

UC+D profiles six professionals making significant contributions to their respective firms and Utah's A/E/C industry as a whole.
By Bradley Fullmer and Taylor Larsen

Utah Clean Energy's new Climate Innovation Center in Salt Lake transformed an old, dilapidated structure into an exciting model of a zero-energy building.
By Bradley Fullmer