The Big 2-5 for Meridian
Trio of founders celebrate significant milestone of engineering firm they started in June 1997. By Brad Fullmer
Utah’s economic growth in the 1990s—including significant activity and progress within the A/E/C industry—was already in full bloom when Salt Lake City was selected to host the 2002 Winter Olympic games in June 1995. That transcendent event proved to be a seminal moment for the Beehive State.
Two years later in June 1997, three co-workers who worked together at a Utah-based civil engineering firm—Darryl Fenn, Randall Vickers and Steve Johnson—decided to venture out on their own with the creation of South Jordan-based Meridian Engineering.
As they celebrate Meridian’s 25th Anniversary this year, the co-founders are proud of what their firm has accomplished the past quarter century
“We’ve done well—we’ve paid our dues,” said Fenn, 61, who serves as President. “We’ve had our ups and downs; we’ve endured the bad economy as well as the good economy. We’ve been very blessed.”
The chemistry and synergy between the trio, with each offering unique individual skills and strengths, helped the firm be effective right out of the gate.
“I think we all bring different aspects to the firm,” said Fenn “Some of us are a little more cautious, some are a little more outgoing. All three of us bring something (unique)—different things we’re good at—that has kept us together. Three of us together is better than one of us separate.”
It hasn’t always been smooth sailing. The firm waded through a small post-Olympic recession, and then were able to weather the ‘Great Recession’ from 2008-10 by incorporating strict disciplinary measures and keeping their quality services intact, surviving in part from excellent long-term client relationships.
“For so long you just put your head down and try to make payroll every two weeks,” said Johnson, 62, Vice President and CFO. “I remember those first few months […] there was always a question if we were going to pay ourselves. Things have just worked out. We’ve been able to get through the tough times like 2002 and 2008 and come out okay on the back side. I’ve enjoyed the experience of being a partner in the business, especially with two good partners.
A ‘Meridian’ of Skillsets
Fenn graduated from West High in 1979 with a love of mathematics, which proved fortuitous when he landed a summer job at Salt Lake-based Eckhoff, Watson and Preator (EWP) Engineering. Ken Watson told him to bring a baseball hat and a plumb bob to work, but he didn’t know what the latter was. The firm sent Fenn to Pagosa Springs, Colorado, to learn the ropes on the fly and survey a new mountain resort. He immediately fell in love with the profession and the opportunity to work outdoors.
“You had to be half Daniel Boone and half Dick Tracy—that’s what is needed to be a surveyor,” he said. “It was an incredible job—tall timber, big mountains and open spaces. I was hungry to be a surveyor. It’s a profession that treated me well.”
Once the two-year project finished, he contemplated staying in Colorado, but opted to return to Utah. He was let go by EWP—the economy in the early 80s was rough—but soon landed at Forsgren Associates and spent the next 15 years honing his craft, ultimately earning Professional Land Surveyor (PLS) in four states.
After graduating from Juab High in Nephi in 1979, Vickers attended Utah State University and earned a Bachelor of Civil Engineering in 1985. He ultimately got a job at Forsgren that same year, spending a dozen years at the firm working primarily on land development projects and Federal government projects on various military bases.
Johnson grew up in Las Vegas and worked in construction during high school summers (his father was a contractor). He attended Brigham Young University (BYU), and “liked architecture coming out of high school and started down that path” but since BYU didn’t have a school of architecture, he pivoted to civil engineering.
“I had done a lot of construction work and (civil engineering) just seemed like a good fit,” he said. He earned a Master of Engineering Management in 1989 and went to work for Forsgren, specializing in transportation projects.
The trio enjoyed their time at the firm and individually prospered, but each felt like something was missing and got that entrepreneurial itch. By June of 1997, they decided to open Meridian Engineering, with a belief that Fenn’s surveying experience, Vickers’ land development design prowess, and Johnson’s transportation experience and management skills comprised a well-rounded team.
“It was an opportunity to see if we could make it on our own,” said Vickers. “It was taking a leap of faith. We felt like we were going to make it on our own or do something different, and go back to work for as an employee for someone else.”
“I liked the idea of being an entrepreneur,” said Johnson, adding he had that type of mindset dating back to his time at BYU. “We all three knew what we were doing. We gelled and got along really well—we just liked the idea of trying it on our own.”
It helped that Utah’s economy was beginning to percolate, with the massive $1.3 billion I-15 Reconstruction design-build project gearing up. Meridian was able to team up with a couple of firms and secure work on this important highway job.
Gradual Growth and Progression
The firm looked to grow immediately, with a strategy of hiring people who were not only technically solid, but that fit their culture—one that rewards loyalty, hard work and going above and beyond what it expected.
“We’ve always wanted to grow—not volcanic, but slow and steady,” said Fenn. “We look for rock-solid characteristics before technical skills.”
Tyler Barron, 55, Vice President and Right-of-Way Division Manager, was one of Meridian’s first hires in 1998. He started surveying in 1992 with The Highland Group and earned his PLS in 2008.
“(Meridian) intrigued me because it was small and something I could grow with,” he said, adding that Fenn, Vickers and Johnson “complement each other in how they run the company and make decisions. They balance each other out. They have created a family atmosphere where everybody gets along. They have a lot of trust and faith in their employees.”
Barron has served as Right-of-Way Division Manager since 2010 and works mostly on Utah Department of Transportation (UDOT)-related projects.
Barron said he enjoys the retracement of old surveys. “It’s like retracing history. And the puzzles (they create)—we were looking at some surveys (recently), and the railroad ownership. Stuff like that is an interesting problem to solve.”
Barron is one of three executive staff members besides the firm’s co-founders. Michael Nadeau, 45, is Vice President and Survey Division Manager, while Nicole Luthi, 39, serves as Civil Division Manager.
Nadeau joined Meridian in August 2002 and earned his Bachelor of Surveying from Utah Valley University (UVU) in 2016. He is actively engaged in the profession, having served as Chairman of the Western Federation of Professional Surveyors from 2020 to 2021 a two year term, which comprises surveyors from 13 western states. He was also Chairman of the Utah Council of Land Surveyors during 2011, and is an adjunct professor at UVU and Salt Lake Community College.
Nadeau said technology has had a major impact on the surveying profession, with the firm incorporating drones and LiDAR (Light Detection and Ranging), equipment that allows one person to conduct solo surveying, although Meridian still utilizes two-man crews for safety and training purposes.
Last year the firm surveyed the entirety of Little Cottonwood Canyon for UDOT via GPS, including searching for mining claim corners. At the end of May, Meridian also secured a contract to perform the same scope of work on Big Cottonwood Canyon.
Another interesting recent project, Nadeau said, was doing full LiDAR scans for the Salt Lake Temple Restoration—including inside and outside the iconic building.
“We’re using LiDAR more and more, both terrestrial (ground) and aerial LiDAR,” he said. “It’s expensive and a little more complicated, but you can be proficient in a month if you know AutoCAD and MicroStation.”
Luthi earned a Bachelor of Civil Engineering from Utah State University in 2006 and has been with the firm since January 2008. She worked for three different firms before joining Meridian and has played a key role in the firm doing more government/public work, particularly the K-12 market.
“I adore it—it’s very rewarding,” she said of designing K-12 sites, and a way of “helping educate youth without having to be a teacher.”
Recent K-12 projects include Deseret Peak High, Spanish Fork High, Payson High, Springville High, and Central Elementary. Other recent notable projects from Luthi’s division include Kearns Library, Daybreak Library, and Draper Recreation Center...
In their 25 years of business, Meridian has established itself as a premier surveying and planning firm, working on memorable projects like Bear Lake State Park access improvements, and Daybreak Library (all photos courtesy Meridian Engineering).
Transitioning to Next Generation
Meridian has grown to a staff of 40 full-time professionals while offering a wide array of services, including civil engineering (mainly land/site development), transportation engineering, surveying, GIS/mapping, right-of-way design, real estate acquisition and LiDAR.
The firm currently has nine shareholders; Fenn and Vickers are majority owners with a 30% stake each, while Johnson has begun the process of selling some of his shares and owns 18%, with his eye set on retirement in 2023. In addition to Barron, Nadeau and Luthi, there are six other Project Managers with a piece of the ownership pie.
While Johnson has one foot already out the door, Fenn and Vickers intend to keep pushing hard for at least the next five years, maybe even through the end of this decade. They have begun the imminent process of transitioning to a second generation of leaders and are highly optimistic the firm will maintain its success long after they leave.
“Nobody knows what the future holds,” said Fenn. “If you take care of the basics, good things happen to you. I’m pleased with our growth, but I’m not satisfied where we’re at. I want to go beyond my capabilities.”
“The people we work with is the most satisfying thing,” said Vickers. “We’ve collected some really solid folks, people that have been here a long time.”
“In the last five years I’ve come to the realization that Meridian will outlive the three founders,” added Fenn. “And that is great comfort.”
During a company-wide meeting in late June, Fenn got wistful for a moment as he reflected on just how far the firm has come since its inception 25 years ago.
“I stood there and looked around the room and everyone was enjoying their doughnuts and I thought, ‘Gosh, what a great group of people’. My loyalty to them is deeper than I ever could have imagined when we started out,” said Fenn. “Meridian means a lot to me. The second generation of leadership is already stepping up and filling the openings we need them to.”
Nathan Goodrich
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.
West Valley City Veteran’s Memorial Expansion Owner: West Valley City Architect: EDA Architects GC: Okland Construction Estimated Completion Date: September 2025
Commercial office is not dead. The market is alive and well, according to the design pros at HB Workplaces team. Their new office and showroom in Draper, and what it has done for employees and clients, is a case in point. All it took was a change in scenery. Transitioning from the B'Nai Israel Temple, built in 1890, to a new space was a welcome change for the team. "I just remember working between 2015 and 2020, and it was just," Keilian Meyer trailed off as he described the former office, a historic religious building converted into an office and showroom in 1987. Minimal natural lighting, rooms and layouts misaligned for team needs—their space wasn't bringing out anyone's best work. Meyer, Marketing Director for HB Workplaces, said going to work didn't engender a sense of engagement. "It was kind of punch in and punch out." But everything coalesced with their move. "The timing aligned perfectly," Meyer said of the June 2024 move and their rebrand from the year before from Henriksen/Butler to HB Workplaces. Dual Purposes Come to Life It aligned with every real estate broker's favorite word: location. Planting the HB Workplaces flag in the award-winning Baltic Pointe made perfect sense, especially with its epicenter locale between the booming economies of Salt Lake and Utah counties. HB Workplaces CEO Dave Colling summed it all up succinctly: "Our new headquarters is not just another building; it's a statement of our appreciation and stewardship of design, built upon decades-long heritage of our own, along with MillerKnoll, underscoring our commitment to excellence." The mass timber ceilings in HB Workplaces' first-floor office in Baltic Pointe—the first of their kind for a commercial building in Utah—are part of that commitment. Everything seems warmer, healthier, and better under the all-lumber ceiling. "We've always been drawn to inspiring architecture, and the natural warmth and intentionality of this structure made it a natural fit," said Meyer. HB Workplaces sought to make their mass timber home a showpiece for the beautiful and wide-ranging possibilities of today's commercial interiors, serving as an office for the HB Workplaces team and a showroom for interior designers and architects looking to envision their next project. That dual nature comes through perfectly across the space, with the showroom piece especially highlighted in the "Living Room" and its 382 SF of mid-century modern glory. The unforgettable Eames Lounge chair catches the eye, but closer inspection reveals some nods to the B'Nai Israel Temple's stained glass windows and other homages to the deep histories of the Herman Miller and Knoll brands. The room's mid-century-style lounge chairs, couches, ottomans, and side tables—all MillerKnoll line, of course—combine with gentle lighting to create the perfect spot for hosting. Brit Badger, HB Workplaces' VP of Client Development, explained how the Living Room is ideal for getting to know their design partners and clients, especially for a first meeting. "It's not all the same seating everywhere, like it would be at a conference room," she explained of how the varied seating choices—the Nelson Coconut Lounge Chair is often first dibs—help to create a relaxed and comfortable environment. "It's cool to see who chooses what. It's a fun way to start."
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-
"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?
Standing atop the now-tallest building in Utah—the dynamic 451-foot, 680,000-SF Astra Tower in downtown Salt Lake City—Lance Shields was succinct in describing the otherworldly, 360-degree views available from the 41st-floor rooftop patio. “Pretty amazing, isn’t it?” mused Shields, a Principal with Salt Lake-based HKS Architects and one of a half-dozen architects on HKS’ team who contributed to the design of Astra Tower, which features 377 total units, two levels of penthouse suites, and more than 40,000-SF of top-shelf amenity space. Peering southeast to majestic views of the Wasatch Mountains, Shields referenced the striking cantilever structure gracing the building’s southeast corner—a concession that preserved the breathtaking view by eliminating what would have been a structural column. Adding this approximately $2 million change to the bottom line only further illustrated the owner’s desire for a world-class luxury apartment tower. “The uninterrupted views of the valley are really breathtaking at the top floor and is the one thing that visitors I have taken through the project consistently comment on as the best experience they have had,” said Shields, adding that it would have been easy to justify a column in that corner. “I have to hand it to the vision of our team and the owner to see the value of the views and taking steps to preserve it.” Indeed, Boston-headquartered Kensington Investment Company (KIC) had been eyeing the Salt Lake market since 2017, ready to make a splash. In 2018, it purchased the site once home to Carl’s Jr. and hired HKS in 2019 to get the ball rolling on the design side. The pandemic forced KIC to pause its timeline, with construction formally kicking off in January 2022, led by Salt Lake-based Jacobsen Construction. “We were taking an enormous risk and writing a massive check while making sure we had as many people with experience on our team as we practically could,” said Ed Lewis, CEO of KIC. “We asked ourselves if Salt Lake City was ready for this kind of product—with no [like-building comparisons] to look to—while making the project financially successful. Putting together the capital stack with no comps in the state, and ensuring the team knew what they were doing, was challenging.” Engagement with the community was a priority from the start, said Shane Rensmon, President of Real Estate Development for KIC, as was finding local A/E/C firms with the moxie to take on a unique hybrid design-build project of this magnitude, a delivery method “not common in Salt Lake City, but common across major markets,” he said. “Ownership wanted to utilize local consultants and vendors as much as possible to get the community involved and engaged with the project, which presented new challenges in designing and constructing Astra Tower,” said Rensmon. “We leveraged [KIC’s] skills and experiences to help guide the design and construction teams on issues that they have not seen before or had little to no experience in.” Hotel-like Vibe with Unmatched Amenities Emir Tursic is no stranger to massive projects, having cut his teeth in the hospitality realm as a draftsman-turned-project architect for HKS on Block A of the enormous $10 billion MGM City Center project in Las Vegas from 2007-2008, which included the 61-story, 600,000-SF Aria Hotel. “It was a project I grew up very quickly with,” recalled Tursic, Office Director for HKS’ Salt Lake office, who ended up managing part of the project before it ended. “After this, I could go to the moon and not be scared of anything.” Even amidst the challenges for Tursic and his team, Astra Tower proved to be one of the most exciting, generational opportunities in the realm of world-class residential high-rise design that—ho-hum—also sets a record as the state’s tallest-ever building. “We wanted to create a sustainable urban community that focuses on wellness and sustainability,” said Tursic. “Sustainability is not just about energy and carbon footprint, it’s also [about] health and wellness and the environment. We have this huge amenity program—40,000 SF of indoor and outdoor amenities space focused on physical and mental health.” Tursic said dispersing major amenities across three building levels was a key functional design consideration. Level 8 kicks things off with an expansive club lounge that includes a demonstration kitchen and entertainment area, a state-of-the-art fitness center where views overlook Gallivan Plaza, a remote office space with a conference room and meeting rooms, and what Tursic calls “The bonus space”—an expansive 10,000 SF outdoor urban park. “Instead of a roof on top of the eight-story parking structure, we created a space with an outdoor lawn, hammocks, fire pits, grills—it’s a great social space for Astra’s residential community,” he said. Level 23 includes the outdoor pool and indoor spa, highlighted by a wellness center, steam room, sauna, recovery spas, treatment rooms, and private locker rooms. The pool deck overlook offers excellent views of the Oquirrh Mountains to the west. Level 41 tops the amenity spaces—literally—with an outdoor kitchen, entertainment area, and a spacious outdoor viewing deck that looks down on Salt Lake’s adjacent tallest buildings. “We wanted to provide a variety of experiences,” said Tursic. “The 41st floor is meant for quiet and solitude.” ROAM Interior Design of Los Angeles provided interior design on every level. "With Astra Tower, we set out to design interiors that reflect both the soul and natural beauty of Utah, infused with the energy of modern city living," said Deanne Teeter, Design Director at ROAM. “Every amenity—from the tranquil spa on the 23rd floor to the rooftop lounge with panoramic views—is intentionally crafted to foster wellness through biophilic connection and a true sense of home in the sky." “Astra Tower was purposefully designed to exemplify KIC's commitment to o perating market-leading apartment buildings, featuring state-of-the-art amenities and an unwavering dedication to service excellence,” said Joe Bird, Vice President of Real Estate Development for KIC. “This intentional design ensures an unparalleled living experience, blending sophisticated facilities with exceptional resident-focused service to set a new standard for urban residential excellence in Utah.”
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)
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."
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)
