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Big Man at Big-D

Also:Q&A w/ GOED’s Val HaleColvin Celebrates 30 YearsHigher Ed Design Roundtable

February 2016

President/COO Rob Moore has been a main cog in the Utah-based firm’s overall success for more than 40 years.

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WE GOT OUR REPUTATION THE OLD FASHIONED WAY,

WE EARNED IT

At R&O Construction, we believe in a hard day’s work. We know the client comes first, and that we will be remembered most by how we finish a job. We’re only as good as our last project. Our job is not just

to build projects. Our job is to worry so our clients don’t have to, and to work each day so they can sleep each night. We are not entitled to our clients’ projects, we earn them. We stand behind our work and are committed to doing it right. We are down to earth, straight forward and honor two things above

all, our clients’ trust and the reputation we’ve built. Give us a call and let us go to work for you.

R & O C O N S T R U C T I O N

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Feb 16 | UTAH CONSTRUCTION & DESIGN | 7

Table of Contents

On the cover: Rob Moore stands by the stairs at Big-D’s corporate office in Salt Lake City. Moore has been with the firm for 40 years and helped the firm open their Salt Lake City office and grow from a small Ogden-based firm to have a national presence

Utah Construction & DesignUC&D

Features

24 2016 Economic Outlook Optimism abounds among Utah-based A/E/C firms as 2016 is expected to be another economically robust year.

28 Fire in his Belly Since 1976, Rob Moore has spurred Big-D from a small, Ogden-based firm, to one of the largest general contractors in the U.S

34 Peak Performance Innovation and teamwork allowed designers to tackle unique, once-in-a-lifetime challenges associated with building on a mountain top.

40 Higher Education Design Roundtable

48 Utah Cement Industry Holcim, Ashgrove Have Invested Millions in Local Plant Upgrades.

8 Publisher’s Message

10 Safety Trends

12 A/E/C People

18 Q&A With GOED’s Val Hale

20 Industry News 28

40

50 54

34

WE GOT OUR REPUTATION THE OLD FASHIONED WAY,

WE EARNED IT

At R&O Construction, we believe in a hard day’s work. We know the client comes first, and that we will be remembered most by how we finish a job. We’re only as good as our last project. Our job is not just

to build projects. Our job is to worry so our clients don’t have to, and to work each day so they can sleep each night. We are not entitled to our clients’ projects, we earn them. We stand behind our work

and are committed to doing it right. We are down to earth, straight forward and honor two things above all, our clients’ trust and the reputation we’ve built. Give us a call and let us go to work for you.

R & O C O N S T R U C T I O N

8 0 1 - 6 2 7 - 1 4 0 3 r a n d o c o . c omBig Enough

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50 Colvin Engineering 30th Anniversary

54 2016 AGC of Utah Convention Recap

58 AIA Utah 2015 Awards

62 Utah Masonry Council’s 2015 ‘Excellence in Masonry Design’ Awards

< Publisher’s Message

8 | UTAH CONSTRUCTION & DESIGN | Feb 16

Behind the Mic

For two full decades every Tuesday afternoon,

Steve Connor would leave work early and settle

into the radio booth at KRCL 90.9 FM – Salt Lake’s

community radio station (hands down the BEST

station in the SLC market for true music lovers, FYI,

unless, of course, you’d rather listen to the same

burned out REO Speedwagon, Styx or Journey song for the bazillionth time) – where for three

hours (3-6 p.m.) he would spin records (or CDs) to his heart’s delight.

For Connor, a mechanical engineer who was named Colvin’s President in September 2012,

his 20 years as a volunteer disc jockey from 1988-2008 were pure bliss, and provided another

outlet to unleash his creative juices beyond engineering. Even though KRCL underwent a

significant transformation in Spring ’08 – replacing 18 volunteer DJ’s with four paid full-time

ones – Connor harbors no ill will toward station managers, even though he at times still

misses being behind the mic.

“They took away my club, but they did the right thing for the station,” says Connor, whose

firm – founded by Tom Colvin in 1986 – celebrated its 30th anniversary in February. “It used to

be radio you listened for; now you just listen to it. I had a lot of fun – it’s still the best station in

town.”

Connor, who hails from a Maryland suburb of Washington D.C., has an eclectic taste in

music. He grew up listening to classic rock bands – among his favorites from back in the day

include The Who and The Rolling Stones. He said he is not a Beatles fan, but does appreciate

the band’s vast influence. “(The Beatles) were obviously trailblazers and some of the most

important people in music ever,” he admits, “but I prefer ‘Let It Bleed’ (Stones) vs. ‘Let It Be’

(Beatles).” Among current artists, Connor has a passion for bands like Head and the Heart,

Frightened Rabbit, Jason Isbell (formerly with Drive-By Truckers) and Lord Huron.

Besides Colvin’s 30th, this issue of UC&D includes a Q&A with Val Hale, Executive Director

of the Governor’s Office of Economic Development, regarding GOED’s impact on recruiting

new businesses to the Beehive State. Hale served as the Athletic Director at Brigham Young

University from 1999-2004, so naturally, I showed up to our interview in my black University

of Utah jacket. Hale took it in good stride. (Memo to Chris Hill, Coach K at the U: Put the Cougs

back on your basketball schedule already).

Other articles include a look at the local cement industry, a recap of the AGC of Utah

Convention, and a Design Viewpoint of The Summit at Snowbird project, a dazzling new

facility at the top of Hidden Peak (11,000 ft. elevation).

Finally, our cover story profiles Rob Moore, President of Salt Lake-based Big-D

Construction. A 40-year veteran at Big-D, Moore received the Eric W. Ryberg award January 23

from the AGC of Utah for his long-time dedication to the construction industry. Moore is one

of the more fiery individuals I’ve met in the A/E/C industry and exudes extreme passion for his

work.

It’s gratifying to report on an industry that encompasses so many great people and firms

who are designing and building such amazing, life-enhancing projects. Our mission at UC&D

remains the same as we begin our fourth year: to serve as the ‘voice’ of Utah’s A/E/C industry.

We appreciate the many firms who have supported us the past three years and look

forward to working with you in what is expected to be a prosperous 2016!

Regards,

Brad Fullmer

UC&DUtah Construction & Design Magazine

4516 South 700 East, Suite 160

Murray, UT 84107

O: (801) 747-9202

M: (801) 433-7541

www.utahcdmag.com

Bradley H. Fullmer

Publisher/Managing Editor

[email protected]

Ladd J. Marshall

Advertising Sales Director

[email protected]

Jay Hartwell

Art Director

[email protected]

Utah Construction & Design is published eight (8) times a year. Postage paid in Salt Lake City, UT. All rights reserved. Reproduction in whole or in part without written permission is prohibited. Subscriptions: $64.00 per year. Subscribers: If Postal Service alerts us that magazine is undeliverable to present address, we need to receive corrected address. Postmaster: Send address changes to 4516 S. 700 E., Suite 160, Murray, UT 84107. To subscribe or contribute editorial content, or for reprints, please call (801) 433-7541 or email [email protected]. For Advertising rates/Media Kit, please call (801) 872-3531 or [email protected].

Vol. 4 No. 1

Coming in March/April issue of UC&D:

Gardner Company Owner Spotlight

Sustainability/ Green Building

Glazing/Curtain Wall Systems

A/E/C Technology


Have you ever wondered why people get

hurt at work? What caused the incident?

Who was at fault? Why wasn’t that

incident prevented? There are usually a

number of events, conditions or choices

that factor into an accident. While there

is no magic bullet that will prevent every

injury, there are two things all supervisors

can do that will help avoid injuries and

accidents. Set clear safety expectations,

and raise the bar.

Here’s an example. I want you to raise

your left hand over your head and keep it

there. Did you do it? Now raise your hand

a little higher. Good. Now one more time,

raise your left hand as high as you can.

OK, now put your hand down. Each time I

asked you to raise your hand higher, were

you able to do it? For most people the

answer will be yes. They could raise their

hand higher if they were asked to. Why

didn’t you raise your hand as high as you

could the first time? It was because you

didn’t know I wanted you to raise it that

high. I didn’t set that expectation in the

beginning.

Employees want to do a good job

and meet the supervisor’s expectations.

In fact, their jobs depend on doing what

the supervisor wants done. If a supervisor

sets a clear expectation that everyone will

wear hard hats and safety glasses, most

employees will wear the hard hats and

Raising the Bar By David Holland

> Safety Trends

David Holland


safety glasses. So if this is the case, why do

we still have injuries?

It has to do with a metaphorical bar,

where the supervisor holds the bar on

any given day, and tolerance. A tolerance

of “that’s the way we’ve always done it”,

a tolerance of “that’s my buddy so I let it

slide”. A tolerance of letting it go because

we can get by. A tolerance of bending the

rules for years and tolerating it one more

time.

If you look at your team or job site

or work areas, and find that your safety

performance is not where you want it to

be, then you need to take a look in the

mirror. Take a look and see what you have

tolerated and what those outcomes have

been, or could be. Then ask yourself the

question “do I need to re-focus on my level

of safety commitment”?

What standard will we use? You’ve

seen it yourself in your workplace. If you

set the bar, where do your people go? If

you raise the bar higher, where will they

go? If you let the bar drop to a lower level,

where do they go? You are the person the

workers look to. They know that at work,

you’re the man (or woman). They will show

up at work and say to themselves, “Where

is the bar today”?

The questions become, where are

you going to set the bar? How good is

good enough? I suggest that you should

set the bar so that everything you do,

every conversation you have and every

decision you make, you do it with one

thing in mind. You do it like someone’s

life depends on your choice. Your choices

and actions could decide whether people

live or people die. If we are truly going to

be injury free, we have to end the cycle of

tolerance and make choices like someone’s

life depends on it. When you are having

safety discussions with your team, would

it change the tone of the conversation if

you told the workers that you are making

decisions because their lives depend on it?

As supervisors, you are responsible.

You can delegate out the tasks, but you

cannot delegate your responsibility to the

company and your crew. n

David Holland is the owner of Wasatch

Safety Group in Syracuse. He has more

than 20 years experience in health, safety

and environmental management and is

involved in areas such as safety training,

risk and claims management, program

creation and development, and coaching.

He can be reached at 801-540-7606.

> Safety Trends

Employees want to do a good job and meet the

supervisor’s expectations. In fact, their jobs depend on doing what the supervisor

wants done.


The State of Utah’s Division of Facilities Construction and Management (DFCM) recently

announced Eric Tholen as its new

Director.

An architect by trade, Tholen was

formerly a Vice President and co-owner of

Salt Lake-based EFT Architects. He earned

both Master in Architecture and a Bachelor

of Social and Behavioral Science degrees and

is also a LEED Accredited Professional (AP).

Tholen is certified by the National Council

of Architectural Registration Board (NCARB),

and is licensed in multiple states throughout

the Intermountain and Western U.S. regions.

Tholen brings more than 35 years of

construction and architecture experience

to DFCM. He has extensive experience in

the areas of value engineering, claims and

schedule analysis, project and program

management, along with architectural

design, facilities programming, and

forensic architecture. His comprehensive

project management skills include team

development, organization, QA/QC,

scheduling and budgeting. His expertise

ranges from recreation, higher education

and institutional, sports and government

facilities to health care, research

laboratories and animal facilities.

“I am excited for the opportunity

to serve as DFCM Director,” said Tholen.

“Although I have lived in Utah all of

my life and have a vested interest in

the community, much of my work in

government and higher education has

been out of state. Having been involved

in architecture and construction in-state

and out-of-state, I have observed that the

architecture and construction community

in Utah and the DFCM have a great work

ethic, and I

look forward

to continuing

to be a part

of it – now on

behalf of the

State of Utah.”

Tholen

has directed

multi-million

dollar

programs

and has

extensive experience with State and Federal

Government Agencies and standards. He

has been the Officer-in-Charge of two

consecutive IDIQ Contracts for the General

Services Administration, providing services

for various federal agencies, including but

not limited to, U.S. Courts; Probation; US

Marshal Service (USMS); Social Security

Administration (SSA); Internal Revenue

Service (IRS); Department of Homeland

Security (DHS); the US Department of

Agriculture (USDA); and the U.S. Postal

Service (State of Utah). He also developed

DHS Housing and Inspection Stations

along our northern border. He recently

served as Committee Chair for the AIA Utah

Government Affairs Committee, as well as

a being a member of the State Government

Network (SGN), addressing current-day

issues facing the built environment.

Salt Lake-based Monsen Engineering announced a change of leadership within

the 42-year-old A/E/C supply firm, effective

January 1, 2016, according to long-time

executives Richard Monsen (CEO), and

Paul Monsen (CFO).

Three of Richard’s children and two of

Paul’s are part of the newly created Board

of Directors, led by James Monsen, who is

the new company President.

“The new position is about day-to-day

management and improving our systems

and workflows,” said James, 37, who started

working for the family business in 2002 and

Former Architect Eric Tholen New DFCM Director

Monsen Engineering announces new Board; BDG names 5 new principals; RE+A engineers earn licenses; Carson named Principal at VCBO; Tuttle earns masonry award

> A/E/C People

Eric Tholen

Monsen Engineering recently created a new Board of Directors. Richard and Paul Monsen (seated) will serve as CEO/CFO, respectively. Other board members include (left to right): Emily Monsen, Alli Monsen, James Monsen(President), David Monsen, Mikel Monsen. (photo by David Kingsbury)


recently served as the 3D Measurement

and Modeling Specialist. “Really, my biggest

goal is to improve the customer experience,

make it more streamlined and continue to

provide premium products and the best

customer service as we can.”

The company sells a variety of

products, including Trimble survey

equipment, HP large format multi-function

printers, Faro 3D scanners, Seco supplies,

and offers equipment training and in-house

reprographic services.

Monsen Engineering was founded in

March 1974 by family patriarch Roger P.

Monsen, who formally ‘retired’ in the mid-

90’s, yet continued to show up to the office

daily until his passing in September 2004.

James said he enjoyed being able to learn

directly from his grandfather and relishes

the opportunity to continue the firm’s long-

time family heritage.

“There is a certain level of pride that

goes along with continuing on the family

name in this industry,” he said. “It was a

great opportunity to spend eight hours a

day, five days a week with my grandfather,

and also working with Richard and Paul.

To be able to go in and hear his stories…

how the company was started and the

hundreds of relationships he developed

in the Intermountain area…to glean that

knowledge, it really was a privilege.”

Other board members include: Emily Monsen, Marketing; Alli Monsen, Operations; Mikel Monsen, Large Format

Sales/Service; David Monsen; Secretary.

Both Richard and Paul have been with

the firm since its inception, and have been

actively looking at this transition to the

family’s third generation for more than a year.

“James has a lot to learn – our entire

board has a lot to learn,” said Richard.

“It will take a few years before they

understand all the nuances of the business.

Paul and I have done things our way – just

because that’s the way we knew how to do

it – for 40 years. I knew what he was doing,

he knew what I was doing, but no one else

did. We do realize it will take months and

months of transition.”

All of the new board members have

been with the firm at least eight years, with

James having the most seniority with 14.

“We’ve kicked this idea around for a

couple of years and knew we needed to

do it,” added Paul. “(Business) changes in

theory only, but it’s a new beginning. All

of our kids worked here part-time while

they were in school. It was nice they could

come in and work and still have a flexible

schedule. We’ve always hoped the next

generation would pick it up and keep the

ball rolling.” >>

> A/E/C People

Carmine Leone

Clayton Burningham

Yasameen Allami

Daniel Mooney

Laura Clayton

Celestia Carson

Chris Hofheins Don Barker Jay Miller

Jeff Randle Tyler Jenkins


“It is satisfying – these guys are ready,”

said Richard about keeping the company

within the family for at least another

generation. “We have peers that own

companies like ours, and frankly, their kids

aren’t interested (in the family business).

It’s not an easy business to orchestrate a

transition in. Our counterpart in Arizona

recently sold to a Caterpillar dealer and his

kids didn’t want to do what dad did – he

had to find someone to buy him out.”

Besides Salt Lake City, Monsen

Engineering has branch offices in Las

Vegas and Reno, Nevada. With the A/E/C

industry thriving once again in Utah,

company executives are optimistic for a

continued bright future.

“Construction is supposed to grow

12% this year, so we’re optimistic,” Richard

added. “2015 was better than ’14…it makes

everybody more confident.”

“We’re importing new technologies

and trying to educate the market on these

new technologies,” said James. “We’re

lucky as a family – we’ve been fortunate

to work together and still maintain a good

familial relationship. We still get together

for family activities and owe a lot of that

to our grandmother. We run this like a

professional company but we’re able

to draw the line between professional

relationships and personal relationships.”

Five architects were recently

promoted to the position of Principal at

Salt Lake-based Babcock Design Group (BDG). Lou Phung, David Anderson, Wes Baker, Larry Oldham and Joseph Coates were all named to the firm’s

executive team.

This next generation of leadership

aims to further the commitment to design

excellence, high level of service, and the

rewarding team culture initiated by Senior

Principals, Rob Cottle, T.J. Winger, Brent Davis and Darin Bell. Through

a broad spectrum of unique expertise

and talent, the new principals add depth

to the firm’s knowledge base, extend

relationships with current clients and bring

new design opportunities to the company.

Babcock Design Group also announced

two recent additions to its staff, Carmine

Leone and Yasameen Allami. Leone

joined BDG last October. He holds a Master

of Architecture from North Carolina State

and brings 13 years of experience to the

firm. As the son of immigrants from Italy,

he has an innate passion for the diversity

found from one culture to another and

how the built environment is reflected

within them. To feed that passion, he has

designed and built schools, homes and

hospitals in Honduras, Africa and the

Philippines.

Allami, an Iraqi immigrant, earned

a Bachelor of Architecture from the

University of Technology in Baghdad in

2003, and her architectural license in 2006.

She moved with her family to the U.S. in

2010. She is responsible for producing

working drawings from schematic design

to construction documents and enjoys

creating 3D renderings. She is aiming to

earn her Utah architect’s license in the

near future.

BDG also announced that Laura Clayton recently earned her Utah

architect’s license. She holds a Master of

Architecture from the University of Utah

and has practiced in Utah since 2006.

She is an active member of the AIA Utah

Committee on the Environment and the

Committee on Urban Design. She is a LEED

AP and serves as the firm’s Sustainability

Coordinator, with experience working on

civic, educational, senior living laboratory,

healthcare/wellness, and community-

based projects.

Several engineering professionals

from Reaveley Engineers + Associates of Salt Lake have received professional

licenses. Project Engineers Clayton Burningham and Daniel Mooney

recently passed exams and have been

licensed as Professional Engineers. Also,

Jesse Malan earned his Professional

Structural Engineering license. Of RE+A’s

30 engineers, 21 are professionally

licensed. Of the 21 licensed engineers,

11 are professional structural engineers,

demonstrating the firm’s technical

expertise and commitment to the

structural engineering profession.

Burningham is a graduate of the

University of Utah with a Doctor of

Philosophy in Civil and Environmental

Engineering. Mooney holds a Master of

Civil Engineering from Brigham Young

University. Malan is a graduate of the

University of Utah with a Master of Civil

Engineering.

> A/E/C People

Five architects were recently promoted to the position of Principal at Babcock Design Group. From left to right: Lou Phung, Wes Baker, David Anderson, Joseph Coates, and Larry Oldham.


Salt Lake-based VCBO Architecture has promoted Celestia Carson to

Principal. Carson earned her Master of

Architecture from the University of Utah in

2001 and has been with VCBO since 2000.

She has excellent collaboration skills and is

a talented architect, and a role model and

mentor for young architects. She works

with a diverse mix of client groups and has

earned the respect of her colleagues, both

within the firm and in the industry at large.

Carson is the founder of non-profit

organization Women in Architecture in

Salt Lake City, a cause that aims to improve

the future of women who want to pursue

architecture as a viable long-term career.

BHB Consulting Engineers of Salt

Lake City announced a reorganization of

its executive team.

Chris Hofheins will serve as BHB’s

President. He has 18 years of structural

engineering experience on notable

projects such as the University of Utah

South Jordan Health Center, University

of Utah Basketball Training Center and

the Boyer 101 Office Tower and Parking

Structure. Hofheins graduated with a

Master of Structural Engineering from the

University of Utah in 1999 and received

an MBA from Brigham Young University

in 2003. His expertise in structural

engineering and his business acumen make

him a natural leader for BHB.

BHB’s CEO is Don Barker, a driving

force behind the firm’s success. His

structural engineering career spans four

decades and he is known for his cost-

saving designs. Some of Barker’s most

prominent projects are the Primary

Children’s Medical Center, Murray High

School Replacement, Granger High School

Replacement and LDS Concepcion Chile

Temple.

Jay Miller is BHB’s COO and he has

led the firm’s CAD department for the last

14 years. Because of Miller’s dedication

to keeping BHB technologically current,

BHB is an Autodesk Beta Gold site in

Utah, meaning the firm is trained on new

software six months before public release.

Additionally, Miller is a member of the

steering committee for the NCS (National

CAD Standards) Layer Guidelines and a

voting member on all NCS and NBIMS

projects.

BHB is licensed in 50 states with

offices in Salt Lake City and Boise, Idaho.

Anderson Wahlen & Associates (AWA) of Salt Lake Cityannounced that Jeff Randall has been promoted to

Associate Principal. Randall has been

with AWA for 20 years; his experience

includes field surveying, CAD drafting,

project management, design engineering,

government entitlements, and

construction administration.

He currently manages numerous

employees in AWA’s Commercial Division

and is responsible for maintaining the high

quality and personal customer service

which the firm has maintained for 57

years.

Tyler Jenkins has joined Salt Lake-

based Wilson & Company as the firm’s

Utah Survey Manager. He holds a Bachelor

in Communications with a minor in Design

Technology from Southern Utah University

and is a Professional Land Surveyor

licensed in Utah.

“We’re excited to have Tyler on our

team,” said Ryan Branfort, Senior VP. “He

has strong relationships with clients

across the state, and is well-known for his

technical capabilities, as well as his ability

to understand client needs.”

Throughout his career Jenkins has

been responsible for data calculations,

layout, setting project control, and

CADD survey analysis. He has experience

in deed research, boundary analysis,

right of way acquisition documents,

road dedication plats, right of way

boundary surveys, and civil site and

building construction surveying. He has

managed more than 40 land development

projects from concept to plat completion,

and most recently managed up to 18

surveyors to successfully complete

major transportation projects across the

Wasatch Front.

Scott Tuttle of Salt Lake-based QUIK Trowel won the SPEC MIX BRICKLAYER 500

competition February 3 during the World

of Concrete event in Las Vegas with a brick

count of 775.

Tuttle earned a king’s ransom of

prizes, including a 2016 Ford F-250 Crew

Cab truck, $5,000 cash, a STIHL TSA 230

cut-off machine, along with a ‘World’s Best

Bricklayer’ trophy.

“It’s a very impressive

accomplishment,” said Brent Overson,

Executive Director of the Utah Masonry

Council. “Scott won the Spec Mix Top

Craftsman award in 2012, so it was exciting

to see him win the 2016 World’s Best Brick

Layer Title. He continues to prove that he’s

one of the best and fastest masons in the

entire country.”

Established by SPEC MIX, Inc. in 2003

to showcase the skill and craftsmanship

of professional masons, the competition

is a two-person effort consisting of a

mason and a mason tender that are given

60 minutes to construct a 26 x 8 double

wythe brick wall, while meeting strict

quality standards. Judged by more than

30 qualified industry experts, the results

are based on the highest brick counts that

meet the standards and competition

rules. >>

> A/E/C People


Harvey Wright Passes Away at 86

Harvey Emmett Wright, a long-time

construction professional with Salt Lake-

based Jacobsen Construction, passed

away January 27, 2016, after a 15-year battle

with cancer.

Wright was born July 4, 1929 in

American Fork and spent more than five

decades working in Utah’s construction

industry in various capacities, ultimately

capping his career as the General

Superintendent on the historic LDS

Conference Center, which was completed

in April 2000 by Legacy Contractors (a joint-

venture between Salt Lake firms Jacobsen

Construction, Layton Construction and

Okland Construction).

According to son Terry Wright, a Senior

VP with Jacobsen Construction, Wright

started working for Paulsen Construction

in 1948 in Salt Lake before joining Jacobsen

in 1952. Over the next nearly 50 years he

served mainly as a COO, Project Manager

and Project Superintendent, working on

a host of innovative, highly challenging

projects, including seismic base isolation

retrofits on the Salt Lake City County

Building and the Joseph Smith Memorial

Building (formerly Hotel Utah).

“He had a ‘can-do’ attitude and he loved

the challenges that come with construction,”

said Terry Wright, a 35-year veteran at

Jacobsen. “He wasn’t afraid of something

that hadn’t been done before. He was very

innovative. He learned to collaborate with

subcontractors and the folks on site. They

would work with him and he would work for

them…that made him successful.”

He continued, “I remember learning

how to underpin and support buildings,

putting in new footings and columns. I

remember walking through sequences

and learning how to make projects

work. We used a lot of those (innovative

techniques) when we pioneered the work

on the Utah State Capitol and the Provo

City Center Temple. They were the same

type of processes we learned from earlier

projects.”

In addition to Terry, Wright is survived

by wife Connie, son John (a Project Manager

at Jacobsen), and daughter Cathy. n

> A/E/C People

West Haven, UT 84401 Salt Lake City, UT 841043400 S. Midland Drive

801-627-0049 801-262-7441

1380 S. Distribution Drive 831 E. Factory Drive St. George, UT 84790

435-652-8003

www.Honnen.com1-800-646-6636

HONNENEQUIPMENT

KEEP MATERIALS MOVING AND PROFITS FLOWING.


Val Hale is an extremely competitive

individual, which is understandable given

that one of his former jobs was serving

as Athletic Director for Brigham Young

University (BYU) from 1999 to 2004. Named

the Executive Director of the Governor’s

Office of Economic Development in August

2014, Hale has been diligently working the

past 18 months with GOED executives and

other organizations such as the Economic

Development Council of Utah (EDCU) to

attract new businesses to locate within the

Beehive State – one of Utah Governor Gary

Herbert’s chief priorities during his tenure

as the state’s top political leader since

August 2009.

Hale is a graduate of Orem High School

and earned both Bachelor and Master degrees

in Communications from BYU. Hale has been

a journalist at The Provo Daily Herald and

spent 30 years in the higher education field,

including Assistant Vice President of External

Affairs at Utah Valley University (then State

College) in Orem. He was a long time board

member of the Utah Valley Chamber of

Commerce, including a stint as President/CEO.

He believes there is a direct tie to business and

education, and that businesses should play

a key role in helping their employees and the

general community become better educated.

Utah Construction & Design had a

chance to sit down with Hale recently and

discuss his outlook for Utah’s economy in

2016 and beyond.

UC&D: Business seems to be booming

in the design and construction industry in

Utah. What are the primary factors driving

this significant activity?

Hale: It goes back to the overall

economic health right now of the state.

There seems to be a demand for all types of

construction and everything seems to be

expanding. All types of business services

are in demand.

UC&D: What is your outlook for 2016

in terms of positive economic growth

continuing in the A/E/C industry?

Hale: I don’t see any reason why our

economy would slow down. The (Federal

Government is) raising interest rates a

bit, but the fundamentals are in place for

continued growth. Utah should continue

to grow and prosper throughout this

year. The only thing negative would be if

Washington D.C. does something stupid.

There are continuing concerns about

workforce issues. Can we find workers to

fill the jobs needed out there?

UC&D: The commercial office market

has exploded the past 18-24 months. What

has been GOED’s role in this market’s

growth? What is your outlook for this

market over the next two years (2016-17)?

Hale: One of our primary roles is to

recruit businesses from out of state and

help businesses expand within our state. We

think we’ve done a good job at both. We’ve

offered incentives to a lot of companies who

have relocated here or chosen to expand

local operations. As you drive south on I-15 all

along the freeway you see these companies

who have chosen to come here. Many have

decided to stay here as well. I think we

contribute a great deal in that regard.

UC&D: How does the incentive

process work? How important is economic

development to Governor Herbert?

Hale: When we offer incentives to

businesses, one of the things we consider

is the amount of capital investment they

will bring to the state. As we determine the

incentive we consider the amount of the

investment. The result has been billions

and billions of dollars that have come

into EDTIF (Economic Development Tax

Increment Financing) program since 2006

(started by then Governor Jon Huntsman

Jr.). (Governor Herbert) makes no bones

about the fact that his No. 1 priority is to

keep Utah’s economy strong. When you

have a strong economy, as businesses

thrive they pay taxes and that creates

revenues for schools, for transportation,

for all of the things we need to maintain

our quality of life and educate our children.

If you don’t have a good economy,

everything is much more difficult to fund.

That is his top priority; that’s the way he

sets everything up in his administration.

UC&D: What other private sector

markets are seeing positive growth, and

how confident are you about these markets

heading into next year?

Hale: One that has been explosive

is IT (Information Technologies). The

software IT market is booming here in Utah

and should continue to do so. I read an

article recently in Mashable (online digital

magazine) that said if you want to be a

star programmer, learn Java and move to

Utah. We’re getting those accolades on a

regular basis. Aerospace and composite

manufacturing are doing well, with

companies like Boeing, ATK, Hexel and

Harris. Energy is down in regards to oil, but

we are actually doing well in solar, and we

Hale Leads GOED’s Business Development Charge

> Q&A: with Val Hale

Val Hale


have a number of wind farms in Southern

Utah coming online.

UC&D: You’ve been on the job now

for 18 months. What has been one of your

biggest challenges? What has surprised

you most about GOED and its business

activities?

Hale: Our biggest challenge is also

everybody’s challenge – finding a solution

for our workforce dilemma and finding

people to fill jobs. That seems to be the No.

1 cause of heartburn across all sectors. As

a government we need to help businesses

find those solutions and do what we can

within the scope of what government

should do. The Utah Aerospace Pathways

program allows students in their senior year

to graduate with a certificate in aerospace

manufacturing and be ready to go work. It

provides great jobs, higher wages, and great

benefits. If they work for a year, they are

eligible for (college) tuition reimbursements.

It’s a tremendous opportunity for young

people. It’s a matter of taking the template

for that program and applying it to other

industries. There is no reason they can’t

do that. We to find students that want to

pursue that profession and team them

up with contractors, and also implement

training programs for adult workers.

UC&D: Your career suggests you’re

a pretty competitive guy, having served

as the Athletic Director at BYU from 1999

to 2004. I take it those competitive juices

come in handy in a role like you’re in now?

Hale: Part of what we do is sales and

recruiting. It’s like trying to recruit a five-

star company, like it is when you’re trying

to recruit a company like eBay or Google.

It does become like a game, like an athletic

contest, and you try and compete for the

interest and attention of those companies.

We like the fact we’re consistently at the

top of these ranking. We understand that

to stay on top is harder than it is to get

there. Our goal is to create a dynasty. Five

of the last six years Utah has been named

the best state for business and careers

by Forbes magazine. Pollina Corporate

Real Estate also named us the No. 1 state

for business the last four years. We have

a dynasty going; we need to figure out

how to stay on top. It’s not easy, but we’re

going to figure out a way to do it. Our

mission is to improve Utah’s quality of life

by increasing revenue, diversifying the

economy, and providing high quality jobs.

UC&D: Is there a certain region of

the country you tend to focus on, or is it

primarily dependent on a region’s current

economy?

Hale: It depends. We recruit from

all over. There seems to be a steady

exodus out of California – it doesn’t mean

(companies) are leaving – they are choosing

to do expansions. A lot of Silicon Valley

companies – Adobe, eBay, EMC – they have

chosen in recent years to expand to our

state. We’ve had a lot of outdoor recreation

companies move here, along with firms like

BioFire and Life Sciences.

UC&D: There has been recent success

attracting foreign companies like Petzl

America, among others, to build new

U.S. headquarters in Utah. What is the

outlook for attracting more international

companies to Utah?

Hale: We’ve certainly had some good

wins. Stadler Rail (a Swiss firm) is one of

the top rail manufacturing companies in

world. They are looking to set up a U.S.

headquarters to manufacture rail cars

and are coming to Utah to do a two-year

project. Then they’ll decide on a U.S.

location. We’re hoping we can convince

them to stay here. Selle Royal (an Italian

firm) is a bicycle parts manufacturing

company that is relocating to Ogden. We

see the international market as a very

fertile market and it’s a huge win for the

state to get those firms. They build new

buildings and hire our residents. n

> Q&A: with Val Hale


How durable is concrete pavement?

That was one of the main topics

discussed January 20 during the 15th

annual Concrete Pavement Workshop for

the Utah Chapter of the American Concrete

Pavement Association (ACPA) at Little

America Hotel in Salt Lake City.

Tim Biel of Salt Lake-based CME

Transportation Group and Mike Darter,

former Emeritus Professor of Civil &

Environmental Engineering at the

University of Illinois at Urbana-Champaign

and a consultant with ARA, Inc. addressed

350 industry professionals regarding the

general condition of concrete pavement

in Utah, mainly along high-traffic roads

including interstates, highways and major

arterials.

Biel and Darter referred to major

studies done in 1998 and 2004 along the

Wasatch Front and also looked at UDOT’s

database covering 108 sections that were

built at various stages from 1964 to 2015 in

UDOT Regions 1-3. The studies list a variety

of criteria, including:

• Overall pavement durability.

• How many sections needed

some form of concrete pavement

restoration (CPR), including spall

repair, slab replacement, dowel bar

retrofit and diamond grinding.

• Length of time before failure/need

for some kind of CPR.

• Median pavement age.

Part of the study evaluated a 105-

mile stretch of I-15 from Spanish Fork

to Ogden, which comprised pavement

surfaces of approximately 50% asphalt

vs. 50% concrete. Of the concrete

pavement sections, 20% required minor

rehabilitation, 20% had more major repair

work done, and the remainder was in

original condition. Looking over 32 years,

the average lifespan before some kind

of failure was 12.4 years for asphalt vs.

26.6 years for concrete, and only 12 of 20

concrete sections showed some kind of

failure.

In regards to the 108 sections studied

over 10-year increments (0-9, 10-19, 20-29,

etc.), Darter said 50% survived 40 years,

while many of the sections in general

showed “pretty good performance.”

From 10-19 years, Darter said 70%

of the sections received some kind of

CPR treatment. From 20-29 years, 28 of 29

projects needed CPR.

“There certainly is a lot of need for

restorative repair,” said Darter. “Faulting

is the number one (failure), spalling was

number two, along with some cracking

situations.” Other types of failures were

due to lack of dowel bars, the type of base

used (lean concrete vs. dense hot-mix

asphalt), larger top aggregates, and shorter

joint spacing.

“New AASHTO ME Design procedures

that Utah has now implemented will help

predict faulting for a variety of designs.

It also better accounts for traffic (loads),

base, joint spacing, and climate. This will be

a big help in controlling faulting problems.

It pushes survivability a decade into the

future.”

Also, projects built in the 60’s lasted

longer than those built in the 80’s. Biel said

Survival Analysis: How is Utah’s Concrete Pavement Holding Up?

Hunt opens Denver office; Industrial Supply celebrating 100 years; Big-D expands to Park City.

> Industry News

Concrete pavements on highways, roads and major arterials have proven to be extremely durable in Utah over the years, with minimal CPR work needed and life spans of 25+ years typically without needing major structural repairs. (Inset) Example of spalling on I-215.


this was due to not letting pavements cure

long enough, partly due to businesses that

complained about roads being shut down

for 5-7 days. Mix designs offered higher

early strengths, but not being properly

cured resulted in more failures and less

durability over shorter periods of time.

Low air entrainment was another factor,

along with some mixes that were more

permeable, allowing moisture and salt to

get into the concrete – a bad combination

in Utah’s freeze-thaw climate.

Overall, both Biel and Darter said that

with improved design, better materials

and a higher quality of initial construction,

concrete pavements can achieve a longer

lifespan with less CPR work required.

“Utah has done as good of a job

(maintaining concrete pavement on roads)

as any state,” said Darter, “but we still have

improvements to make.”

Industrial Supply

Celebrating 100 Years

Industrial Supply Company, one

of the Intermountain region’s largest

privately owned maintenance, repair,

operational and production (MROP)

distributors is celebrating its 100-year

anniversary in 2016. The company has

a series of events planned to mark the

occasion and thank clients in the mining,

construction, aerospace, energy, utilities

and manufacturing industries.

The company is planning several

events over the course of the year,

including a customer ‘thank you’ event

and a centennial dinner June 23-24 at its

Salt Lake headquarters, along with other

various community events.

Industrial Supply Company was

established in 1916 when Rudolph Orlob

founded the Mountain States Rubber

Company to provide products to the

mining industry. He later expanded into

tools, metals and fasteners to become a

leader in the industry with 8 locations and

200 employees serving customers in Utah,

Wyoming, Nevada and Idaho.

“Our company has grown up with

this region, and we are proud to be part

of its history.” said Philip M. Thompson,

Chairman of the Board and Orlob’s >>


grandson. He credits his grandfather’s

high standard of customer service for the

company’s staying power. “My grandfather

was legendary for his customer service

skills. He understood that if you treat

customers right, they will follow you

anywhere. Customer satisfaction is our No.

1 priority and always will be.”

Big-D Opens Park City Office

Big-D Construction of Salt Lake City has

opened a new office in Park City – the firm’s

fourth location in Utah and ninth overall

in the U.S. The new office will primarily

support Big-D’s Signature Group, a division

that focuses on high-end residential and

resort projects.

“Big-D has been constructing projects

in Park City for over 30 years, including the

current expansion of the Park City Medical

Center – this time we finally decided to

stay,” said Mike Kerby, Vice President of the

Park City office. “We are committed to being

part of the community for the long term.”

Some of Big-D’s notable projects in the

Park City area include the Swaner Eco Center,

Newpark Hotel & Condominiums, Newpark

Town Center, Cottonwood Newpark Office

Buildings, the current Park City Medical

Center Expansion, and Victory Ranch, a

project consisting of 23 high-end cabins.

Hunt Reaches New Heights

in Mile High City

After working in the Colorado market

the past 15 years, Hunt Electric of Salt Lake

City announced the opening of a fully-

functioning electrical contracting operation

in Denver – a testament to the market’s

vibrant construction scene.

Firm CEO Richard Hunt said it made

good business sense to expand to this

region.

“As we ramp up services in Colorado,

Hunt Electric’s Denver team will have a

great deal of horsepower behind it from day

one” said Hunt. He added the 30-year-old

firm employs over 400 people and sports a

.59 EMR safety rating.

The Colorado team is led by local

industry veterans Larv Franklin, Nate

Otterson and Mike Franklin. Combined,

this team has a wide-range of experience.

Larv who will serve as President has

47 years of experience in the electrical

industry including roles in leadership,

project management, and the field. Nate

(V.P. of Operations) and Mike (V.P. of Field

Operations) are both seasoned veterans

as well. Their project experience includes

everything from hotels to hospitals, data

centers to commercial buildings and

infrastructure projects.

Mixed-Use/Multi-Family

Project Slated for Downtown

ClearWater Homes and PEG

Development are looking at developing a

new mixed-use residential project at the

former Utah PaperBox site on 200 South 340

West.

The two-acre site is expected to include

168 residential units, commercial and retail

space, along with other amenities such as

a 10,000 SF park and plaza area. The firms

have partnered with Salt Lake-based VCBO

Architecture for the design.

Two five-story buildings are being

considered for the southwest and

southeast corners and will consist of studio,

one- and two-bedroom units, along with

underground parking. The project is slated

to break ground later this year.

Smith’s Projects Underway in Utah Co.

Smith’s Food & Drug has two new

Marketplace projects underway in Utah

County, with recent groundbreakings

January 25 in Springville and February 2 in

Saratoga Springs.

Both projects are 123,000 SF and

> Industry News

Hunt Electric’s Denver office is led by (left to right) Mike Franklin (VP of Field Operations, Larv Franklin (President), and Nate Otterson (VP of Operations).


approximately $26 million.

The Smith’s Marketplace in Springville

will anchor the first phase of a planned

25-acre commercial development called

‘Springville Marketplace’, which will

include two junior retail anchors and seven

additional commercial pads.

“We are excited to welcome Smiths

Marketplace, a longtime Wasatch Front

business, into our community,” said Wilford

Clyde, Springville City Mayor. “We feel the

citizens of Springville and the surrounding

communities will welcome the expanded

shopping opportunities that are developing

in Springville.”

The Saratoga Springs project, at the

northwest corner of Pioneer Crossing and

Redwood Road, is a $26 million 123,500 SF

Smith’s Marketplace and anchors Phase I of a

21-acre shopping center called ‘The Crossing’.

When both projects are completed in

late Fall 2016, Utah County will boast eight

Smith’s stores.

AAMA Updates Thermal

Performance Specs

The American Architectural

Manufacturers Association (AAMA) has

updated and released a document laying

out the process for determining the thermal

performance characteristics of fenestration

systems, specifically in commercial

buildings. This document was last updated

in 2012.

Fenestration impacts building energy

use through four basic mechanisms:

thermal heat transfer, solar heat gain,

visible transmittance and air leakage.

Condensation resistance is considered not

to affect energy use and is therefore not

a concern of the building codes. However,

CRF is an important thermal performance

characteristic and is therefore included in

this document.

“The primary driver for this revision

was for improvement and clarification

of the reporting certificate,” says Joe

Hayden (Pella), chair of the AAMA 507

Review Task Group. “This was previously

referred to as a ‘Certificate of Compliance,’

and has now been changed to a

‘Fenestration Product Rating Certificate’ to

better indicate its intended purpose.” n


Has it really been eight years

since the ‘great recession’?

The fear and loathing many A/E/C

firms in Utah experienced following the

collapse of the residential housing market

– which in turn led to the nation’s worst

economic recession in more than a quarter

century – seems like a far-distant memory.

Such is the balm that accompanies

prosperous economic times, with Utah

ranking among the nation’s Top 10 states in

several key economic indicators, including

economic growth, job growth, low

unemployment rates, strong labor pool,

cheap energy, and a host of other factors.

“Utah has always been a great place to

live; it’s that much better when the economy

is performing like it is,” said Jim Wood, Senior

Fellow at the Kem C. Gardner Public Policy

Institute at the University of Utah. “We have

great job growth, among the top 3-4 in the

country (3.7% in ’15; projected 3.5% in ‘16).

Our fundamentals look good – we don’t have

any overbuilt markets, although some are

worried about the housing market. The only

challenge or concern we have is a national

slowdown, but nothing right now in Utah

points to an overbuilt or ‘bubble’ in any of

the real estate markets.”

Wood, who tracks permit-authorized

construction (private companies) in

both the residential and non-residential

construction markets, said the non-

residential sector had a “stellar year” at

just over $2 billion total – the third highest

year ever for non-residential building

(real terms adjusted for inflation). He did

caution that that figure was skewed by a

$216 million oil refinery project in Davis

County for Holly/Frontier Oil, along with

a couple of large solar projects in Beaver

and Iron Counties that total approximately

$250 million. Still, $1.55 billion is a healthy

number, up about 6% from 2014’s $1.45

billion (albeit a ways away from 2007’s

peak of $2.4 billion).

Wood said the strongest commercial

construction markets include multi-

family and transit-oriented development

housing, commercial office, industrial, and

healthcare.

“We’re at historic levels in apartment

construction – it’s what the market wants,”

said Wood. “Overall, if you look at total

value of (non-residential) construction, it’s

the best year we’ve had in eight years. It

was indeed a good year.”

“Multi-family is certainly growing – it

has been doing better than single family,”

added Ken Simonson, Chief Economist for

the Associated General Contractors (AGC)

of America. “Multi-family has grown 25%. In

Utah, a high percentage of the population

is Millennials…they are favoring multi-

family housing. They have taken a lesson

from people who bought homes 12-15

Looking Good

Optimism abounds among Utah-based A/E/C firms as 2016 is expected to be another economically robust year.

By Brad Fullmer

> 2016 Economic Outlook


years ago…they are more cautious about

buying a home or condo.”

Simonson added that Utah’s

population growth – up 1.7% in ’15 (one

of only 7 states above 1.5%) – is fueled

partly by continued strong internal birth

rate numbers along with more people

migrating here. He noted that contractors,

by and large, are “upbeat about 2016”,

with more than one-third (34%) expecting

growth this year in 11 of 12 major markets.

Among the anticipated market leaders in

terms of growth percentage: retail (21%),

office (19%), hospital (19%), and multi-

family (14%).

“Utah’s construction industry is well-

positioned for another strong year in 2016,”

he added.

More Love from Forbes

Last October, Forbes Magazine

christened the Beehive State as the ‘Best

State for Business’ for the second straight

year and the fifth time since 2010 (Virginia

was No. 1 in 2013). It is the 10th time Forbes

has compiled such a list, ranking factors

in six weighted areas: economic climate,

labor supply, growth prospects, regulatory

environment, and quality of life.

The overall cost of business – including

labor, energy costs, taxes – is the most

heavily weighted category, and illustrates

the importance of Utah’s uber pro-

business climate, which is led by the State

of Utah’s Governor’s Office of Economic

Development (GOED) and the Economic

Development Corporation of Utah (EDCU).

According to Forbes, Utah fared well

across the board in the metrics that were

used for this ranking, placing among

the Top 6 states in five of the six broad

categories. Utah has a gross state product

of $141 billion and has a five-year annual

GSP growth of 2.4%. The state benefits

greatly from the following:

• Cheap energy costs (23% below

national average)

• Rising employment rates (over 2.2%

annual growth since 2010

• A young (read: inexpensive) and

highly educated workforce (Utah

perennially boasts the highest

internal birth rate, along with one

of the highest percentages of college

graduates per capita)

• A strong, efficient transportation

system (modern highways, state

of-the-art mass transit systems,

convenient airport location – plus

it’s currently undergoing a $1.8 billion

renovation)

• An influx the past decade of

prominent high-tech firms like Adobe,

eBay, Oracle, Microsoft, etc.

• Unobtrusive state business

regulations (GOED and EDCU have

helped lure dozens of businesses to

the state in recent years with creative

Economic Development Tax

Increment Financing (EDTIF)

tax credits)

Also according to Forbes (via



PricewaterhouseCoopers survey), venture

capital firms invested just over $800 million

among 43 deals in Utah in 2014 – a total

more than triple the average of the previous

four years in the state. That $18.6 million per

deal average was second only to Florida and

the per capita investment was third behind

California and Massachusetts.

“One of our primary roles is to recruit

businesses from out of state and help

businesses expand within our state,” said

Val Hale, GOED Executive Director. “We think

we’ve done a good job at both. We’ve offered

incentives to a lot of companies who have

relocated here or chosen to expand local

operations. As you drive south on I-15 all

along the freeway you see these companies

who have chosen to come here. Many have

decided to stay here as well. I think we

contribute a great deal in that regard.”

Rich Thorn of the Associated General

Contractors (AGC) of Utah said members

of his association, by and large, have been

expressing significant optimism over the

current economic climate.

“There are a lot of good things on the

horizon,” said Thorn, whose association

boasts two offices (Salt Lake and St.

George) and an annual membership of

approximately 500 firms. “I’ve been in many

high-level roundtable meetings already this

year with construction presidents and CEO’s

and other high-ranking leaders and across

the board they say all sectors of Utah’s

construction industry look bright. The

biggest challenge facing our industry right

now is workforce, or lack thereof. Because

of the optimism and lack of workers, AGC

has programmed more resources (time,

staff, money) to addressing this issue.”

Wood added that he envisions 2017

will also be a solid year, even if 24-month

forecasts predict a slight decrease in

construction activity.

“I would think, barring a national

recession, which would be set off by

international events in China and the

Mideast…barring that, all our forecasts out

to 2017 are positive,” said Wood. “We show

a little bit of a slowdown by ’17, but still very

good growth (3.1% economic growth with

45,000 jobs added). For the next 24 months we

should be good.”

Q&A w/Roger Christensen

Sr. VP, Business Development & Communications

Significant Changes in Banking Industry Since Recession

UC&D: What are the most significant

changes the banking industry has made

since the ‘Great Recession’ of 2008?

Christensen: Government regulation

has increased: Though these regulations

have increased, this has not slowed our

Banks ability to lend to quality borrowers.

In addition, Bank of Utah was one of only

a few banks in Utah that did not have a

quarter of negative earnings through the

recession. We will continue to actively

seek opportunities to aid our customers

in the area of lending, deposit, trust and

wealth management needs that will help

them improve their financial situation.

Through increased regulation, the

government is trying to ensure there will

not be widespread bank failures when

another recession hits our economy.

These regulations have been costly to the

industry and have limited some lending

opportunities.

UC&D: Are banks more willing to

lend money for commercial construction

projects? When did that tide start changing

for the positive?

Christensen: Bank of Utah has

always sought and continues to actively

seek quality commercial construction

projects. The tide to lend on these types

of projects started to turn industry-wide

approximately three years ago. As banks

restored their capital and their loan quality

improved, they have been able to increase

their lending in all areas of the economy.

UC&D: How are rates today for

commercial developers compared to, say 5

years ago?

Christensen: Interest rates and the

loan fees for construction projects have

become more competitive since the great

recession for two reasons. First, banks’

balance sheets are healthier now and

have more ability to lend, thus creating

more competition in the market. Second,

inflation has been kept in check and

therefore rates have stayed low.

UC&D: Are you seeing a lot more

activity in the commercial construction/

development side right now? How was 2015

vs. 2014 regarding this? What is the outlook

for 2016?

Christensen: Our bank has seen

a consistent growth in 2014 and 2015 in

commercial construction and development

projects in our markets. This includes

all segments of the real estate market;

apartments, owner occupied buildings,

industrial project, and retail buildings

etc. 2016 is starting off with promising

results; however there are many factors

that could change our markets, including

the international economic slowdown.

We continue to remain vigilant to market

changes. Our goal is to make the best

decision when lending for our customer and

the bank.

UC&D: How much of a benefit is

Utah’s solid economy to commercial

businesses looking to build new projects?

Christensen: We are very fortunate

to be located in a state with such a strong

economy. I believe our economic base

did not happen by chance. It was created

through the hard work and ingenuity of

residents, business owners and workers

of the great companies that reside in our

state. Because this is not lost on outside

investors, I believe we will continue to

outperform the national economy. These

factors will continue to draw new business

and expansion for current businesses in

our state. As these companies continue

to grow, they will need new facilities and

continue to build new projects. n


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12 YEARS AND RUNNING

WE PICKED UP A COUPLE NEWAWARDS


Since 1976, Rob Moore has spurred Big-D from a small, Ogden-based firm, to one of the largest general contractors in the U.S., with 9 national offices and annual revenues expected to hit the $1 billion mark in 2016.

By Brad Fullmer

Fire inHis Belly


Fire inHis Belly

ob Moore’s meteoric

ascension from small town

ranch hand to President/

COO of one of Utah’s

top volume generating

general contractors can

be attributed to a number of factors, but

primarily due to his ultra-competitive

nature and desire to be at the top of his

profession.

As son Cory stated, “He always had this

innate passion and drive – he calls it a ‘fire

in his belly’. He’s always had it. His motto is

‘work hard, play hard, and never, ever give

up.”

“He was always a very competitive,

very aggressive person,” added Dale Sat-

terthwaite, long-time Big-D Senior Vice

President who started with the firm a year

before Moore and was one of founder Dee

Livingood’s three ‘young lions’ (along with

Dee’s son, Jack) who really drove the firm

to new, greater heights starting in the 80’s.

“Rob didn’t like to lose when he was on a

sales call and had a natural passion for the

work. He’s definitely polished up a lot since

then – as we all do as we go through life.”

“Even in his 20’s he had this tremendous

drive to succeed and make his mark in

this industry,” recalled Big-D CEO Jack

Livingood. “It didn’t take long for my father

to take him under his wing. He won some

of our bigger projects early on; he helped

take us from a mom and pop construction

company into something more than that.”

The Associated General Contractors

(AGC) of Utah recognized Moore’s influence

on the construction industry by awarding

him with the Eric W. Ryberg award – the

association’s ‘lifetime achievement award’

– January 23 during the AGC’s 94th annual

convention.

“He’s always had the best interests

of the construction industry in mind and

wanting to move it forward and make it

better,” said Satterthwaite. “That award is

well-deserved.”

“Rob brings passion to the construction

industry like few others,” said Rich Thorn,

President/CEO of the Associated General

Contractors (AGC) of Utah, of which Moore

served as Chairman in 2014. “Rob brings his

“A” game to the office, jobsite or wherever

he happens to be. He’s a great mentor and

a consummate professional.” >>

Industry Legends

R


Pretty heady stuff for a guy who

grew up on a quarter horse ranch in the

mountains of tiny Henefer, Utah, and who

desired nothing more than an opportunity

to work hard and prove himself.

Learning to FlyMoore’s upbringing as the fourth of five

children on the family ranch, and also working

for his father’s small excavation company,

taught him “there are no free things in life.

I grew up in an environment where you

earn your way every day. A lot of folks who

come from a rural environment from my

generation…we grew up working hard.”

That hard work included running a

bulldozer by age 14, fixing equipment,

building fences and mucking horse stalls.

At 15, Moore began spending entire

summers bucking hay for Deseret Land

& Livestock in the small Utah towns of

Woodruff and Randolph, making $10/day

working, as he recalled, “from sun up to

sun down – I didn’t know the difference.”

After graduating from high school,

Moore got a job working for Utah Systems

Builders as an erector of pre-manufactured

steel buildings and quickly moved up

from project laborer to superintendent,

ultimately catching the eye of Big-D founder

Dee Livingood, who called Moore in January

’76 with an offer he couldn’t refuse.

“I was 22 years old, had hair down to my

shoulders, and was working in Logan on the

Logan Rec Center and it was 20 degrees below

zero,” said Moore. “Dee said his firm wanted

to do more pre-engineered work and asked

me if I’d come in and help him in the office.”

The firm quickly secured a franchise to

sell Butler Manufacturing pre-engineered

building systems and Moore was cut

loose to start selling, literally making cold

calls to firms in Ogden and North Davis

Country who worked in industrial and

manufacturing markets.

By 1980, Moore said Big-D was one of the

top sales organizations in the country for

Butler and helped propel the firm into bigger

and better future opportunities within that

sector, which remains one of the firm’s key

markets to date. Moore’s first sale was a

2,400 SF pre-engineered building for G.S.

Harris Co., a stone manufacturing company

in Ogden that is still in operation today.

Moore would help clients envision, design

and build their projects, while typically

trying to avoid the general bid market.

“Dee brought Dale into the office as

an estimator and we started to see more

success,” said Moore. “We weren’t bidding

projects – we were pitching projects and

putting projects together for clients. I

enjoyed meeting people, telling clients we

can get it done for them, making a promise

and delivering on that promise. We really

enjoy design-build. That’s important to

Big-D and it’s how we built many long-time

relationships.” >>

Even in his 20’s he had this tremendous drive to succeed and make his mark in this industry. It didn’t take long for my father to take him under his wing. He won some of our bigger projects early on; he helped take us from a mom and pop construction company into something more than that. – Jack Livingood

“

”

The S.J Quinney College of Law at the University of Utah and Salt Lake Public Library (right) are spaces that inspire learning with vast amounts of natural light and high levels of craftsmanship.


Industry Legends


Competing with the ‘Big Boys’; Expanding Presence Nationally

By 1988, Moore, Satterthwaite and

the younger Livingood were more-or-less

running the firm, as Dee had “semi-retired”

according to Jack, partly due to health

issues. With the three ‘young lions’ in the

office and 15 more in the field, the firm was

hardly on par revenue-wise with larger,

more established general contractors, but

it did start to land bigger jobs and gained

confidence and experience with every met

deadline and satisfied client.

Jack said Rob and his out-sized

personality challenged other leaders within

the firm to take personal accountability

and maximize the potential of every Big-D

employee. Dee passed away in June ‘95, but

the firm was in solid hands and continuing

to grow. The high-profile Scott M. Matheson

Courts Complex – a $68.2 million, 420,000 SF

building – was completed in 1998 and was a

testament to how far the firm had come in

two short decades.

“(Big-D’s growth) was a combination

of (Rob’s) passion and drive with Dee’s big

heart and vision that really helped the firm

grow,” said Cory, a Senior Vice President

with the firm. “There was a tipping point;

Rob, Jack and Dale started doing things

even beyond what Dee wanted to do.”

Moore credits Big-D’s many repeat

clients for giving it opportunity after

opportunity to prove itself on challenging,

highly complicated projects. Many of

these clients took Big-D out of state to

build projects, which partly explains how

the firm now boasts 1,000 employees

in nine offices: four in Utah – Ogden,

Salt Lake (headquarters), Lindon, and

He’s one of those people who wants to do it all, but knows he can’t now. He’s really turned into a coach to myself and everybody else. He’s calling plays, prepping the team for game day – that’s the best way to explain (his current role). – Cory Moore

“

”

The Natural History Museum of Utah is one of many key projects that Big-D has completed over the years.


Park City – along with Las Vegas, Tempe

(AZ), Pleasanton (CA), Jackson (WY) and

Minneapolis (MN).

“(Repeat clients) certainly helped us in

our growth,” said Moore. “Our customers

would take us to certain geographical

locations, but a lot of our growth was

also based on having entrepreneurial

employees. We’ve established a culture

of making sure we take care of clients. I

can’t touch everything; it goes back to the

values Dee instilled within me, Dale, Jack,

Forrest (McNabb)…that’s what keeps us at

the forefront.”

“He’s one of those people who wants

to do it all, but knows he can’t now,” added

Cory. “He’s really turned into a coach to

myself and everybody else. He’s calling

plays, prepping the team for game day –

that’s the best way to explain (his current

role). He’s on the sideline making sure Big-D

has the right processes and systems in

place to allow employees to be the best

they can.”

“Rob’s leadership goes far beyond

the walls of Big-D,” said Chris DeHerrera,

President/CEO of the Utah Chapter of

the Associated Builders and Contractors

(ABC). “He has done much to elevate the

superiority of construction deliverables

not only in Utah and surrounding areas,

but nationwide as well. The ‘culture of

achievement’ embedded throughout Big-D

is a testament to his role as President, his

personal values and his vision for the well-

respected company he leads.”

Revenues from the past two years

illustrate how the firm is growing

nationally. According to UC&D’s 2015 Top

Utah General Contractors survey, Big-D

Construction reported total revenues of

$808 million ($472 million generated from

Utah-based offices) from 2014, which

ranked second in Utah and was a 20%

jump in revenues of $640 million ($409

million from Utah offices) from 2013. Moore

wouldn’t disclose 2015 revenues, but he

did say the firm is anticipating to hit the

almost mythical $1 billion mark this year,

which would place it among the nation’s

top 60-70 firms (according to ENR’s Top 400

Contractors list from 2015).

While the industrial/manufacturing

market remains a vital market and was Big-

D’s largest in 2014 (the firm reported 42%

of revenues came from that market)), other

top markets include civic/institutional

(19%), higher education (18%) and office

(8%). Moore said multi-family housing has

also been a strong market the past couple

of years in certain parts of the country and

expects that to continue. Big-D has also

gained traction with the LDS Church in

recent years and has built temples in Twin

Falls (ID), Ogden, and Brigham City, along

with a current one in Philadelphia (PA).

Key projects over the years include the

Swaner Eco Center (the first LEED Platinum

project in Utah), the Salt Lake Public

Library, the Natural History Museum of

Utah, the NSA Building, and the S.J. Quinney

College of Law at the University of Utah.

Big-D is also part of a joint-venture with

Atlanta-based Holder Construction Co. on

the $1.8 billion Salt Lake City International

Airport Terminal Redevelopment Program

(TRP) project.

“We don’t deserve anything – we have

to earn it,” Moore emphasized about

the firm’s current growth and success.

“We’re only a second generation company.

We make a promise and deliver on that

promise. Utah is unique – we are all

aggressive competitors. We’re tough to

beat…but we make each other better.”

Moore, who turns 63 in May, said he has

no thought on the ‘R’ word – it’s a topic

he simply can’t fathom and one he didn’t

want to comment on.

Cory offered this: “I think (retirement)

will be very gradual for him. I don’t think

it will be a line in the sand. Right now he’s

very involved in the day-to-day operations.

He’s just not a guy to sit around – he always

wants the ball.” n

Industry Legends


PeakPerformanceInnovation, teamwork allowed designers to tackle unique, once-in-a-lifetime challenges associated with building on a mountain top. By Tan Yang and Louis Ulrich | Photos by Dana Sohm


PeakPerformance

Design Viewpoint: Snowbird Summit Lodge


he Snowbird Summit

Lodge was a project

unlike any other. The

site is spectacular

– high atop Hidden

Peak, with stunning

360-degree views.

But the challenges

of building a 23,000

square foot building

on a remote, 11,000-

foot elevation site were as steep as the

mountain itself.

For instance, how do you haul building

materials to the top of an 11,000-foot

mountain peak—before the roads are

passable? What safety issues do you have

to address for it to withstand 130 mile per

hour winds and minimize rime ice? And how

do you site the building to accommodate

360-degree views but minimize down canyon

glare?

Designing the project on such a unique

site required real teamwork—and innovative

solutions. But with every vested party

so willing to make it happen, including

Snowbird Resort, the U.S. Forest Service,

GSBS, lu’na design group, and Layton

Construction, this collaborative effort paid

off beautifully.

Dick Bass (Snowbird founder and long-

time owner who passed away last July) and

Ted Johnson had always envisioned a lodge

at the top of the Snowbird tram. The Forest

Service did too—but it had to be accessible

to everyone, not just skiers and hikers. Over

a half dozen designs were explored over the

years before selecting the one that was built.

One of the first challenges presented

T Tang Yang Louis Ulrich


by the mountain top site was access. So

in an unusual twist, Snowbird became

one of the main subcontractors of its own

project, doing a lot of the earth moving

and excavation themselves. Furthermore,

because the site was only accessible by the

resort’s dirt roads, we had to design beam

lengths that would fit onto the Snowbird

articulating trucks—and be able to make the

sharp hairpin turns without the overhanging

ends hitting the mountainside. One season,

when construction materials were needed

on the site before the roads were passable,

helicopters were used to fly them in.

The Summit Lodge was designed to have

360-degree views from both floors.

Depending on which way you’re looking,

you can see Mineral Basin, the Twin Peaks,

Mount Baldy, the tram coming and going,

the resort and base buildings below, and the

Salt Lake Valley. Even the staircase offers

incredible views, thanks to the cantilevered

design.

However, floor-to-ceiling windows

presented their own challenges. First, they

increased the potential for rime ice, which

at this elevation, is a fact of life on metal

surfaces. So a structural glazed curtain wall

design was used to eliminate most of the

exterior metal mullions.

The glass also posed a possible reflection

and glare problem down canyon and

from hiking trails. Using GIS, Google Earth,

modeling software and numerous studies,

the building was sited with evidence of

minimized glare. Low-E glass with an anti-

reflective coating was also used to reduce

reflection.

The combination of glass and concrete

blends well with surrounding mountains of

Little Cottonwood Canyon. While the Forest

Service Built Environment Image Guides

(BEIG) typically might require a wood lodge

aesthetic on Forest Service land, the Summit

is high above the tree line and surrounded

by rocky peaks. Concrete foundations, along

with cementicious panels, make the building

neutral in color to harmonize with its rocky

surroundings, and to tie it to the original

buildings at the base. The cementicious

panels were chosen for their non-porous, >>


durable nature, plus their ability to blend

well with the concrete.

On the interior, a beautiful stained

maple wood adds warmth while keeping

Snowbird’s distinctive contemporary style,

and metal accent panels in the servery area

hark back to the canyon’s mining past.

The Summit lodge was designed to be an

upscale, cafeteria-style restaurant for skiers

and hikers, and to host private events and

weddings. The main floor dining area can

accommodate seating for 190. The second

floor serves as overflow on busy days for an

additional 180 seats, as well as a private event

area. The two spaces maintain a connection

with a glass wall that overlooks the main

dining area and out toward Mineral Basin.

Beautiful decks with concrete tables and

chairs serve as additional seating on bluebird

days, and provide more space for private

events. A unique snow melting system keeps

the deck ice-free during the winter.

The main kitchen is located on the

basement level with a separate elevator

and stairway for bringing up the food. This

opens up the serving area for large skier

crowds, and eliminates the loud, hustle

and bustle of the kitchen during private

events. Water is delivered via the resort’s

existing snowmaking system, with a large

purification and storage system housed on

the lower level.

Snowbird wanted to begin booking

the space for events as early as possible,

so GSBS created an interactive experience

that showed 360-degree virtual reality

renderings, giving prospective clients a

feel of the spectacular space, sites.

The collaboration by all parties

involved with The Summit Lodge resulted

in a spectacular building. And it advanced

the construction industry in Utah with the

many innovative solutions that came out

of it. n

Tang Yang is a licensed architect and

LEED AP for Salt Lake-based GSBS Architects.

He has managed complex projects for

educational institutions and private industry.

Yang graduated from the University of

Utah in 2002 with a Master of Architecture

and spent 7 years practicing in Boston. He

returned to Utah in 2009. His interest in

technology and its role in architecture has

allowed Yang to serve as IT/IS manager at

GSBS. He is also active in Utah AIA, having

served as treasurer in the past.

Louis Ulrich is the owner of lu’na design

studio of Salt Lake, a firm he joined in 2001

with his late wife Magda Jakovcev. Ulrich

is a graduate of the University of Utah

(1978) and worked for Salt Lake-based FFKR

Architects from ’78-’00. He has specialized

in higher education and recreational

projects throughout his lengthy career,

including the Cliff Lodge addition at

Snowbird in 1985.

The Summit Lodge was designed to have 360-degree views from both floors. Depending on which way you’re looking, you can see Mineral Basin, the Twin Peaks, Mount Baldy, the tram coming and going, the resort and base buildings below, and the Salt Lake Valley.

“

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When the economic recession hit the U.S.

in 2008, many firms within Utah’s A/E/C

industry were buoyed by key projects at

university and college campuses across

the state, from Logan to St. George.

Some of the most influential people

in the Beehive State’s commercial

design industry – along with four owner

representatives – gathered January 28 at

Spectrum Engineers in Salt Lake City to

discuss industry trends and the general

relationship between A/E firms and

institutions of higher learning.

UC&D: How would you characterize

overall relationships your institution

has with Utah’s A/E industry? What are

the most positive aspects of the current

relationship?

Russell: It’s not exactly where

we’d like it to be. We’re trying to revamp

processes and procedures. We are looking

to go back and re-evaluate changes over

the past few years and see where that

takes us. We appreciate the relationships

we have; we feel like we have the best

(design) talent anywhere. Anytime we make

a selection we feel like there are three or

four firms that could do a good job.

Higgins: The quality of design is very

good in Utah. Over the years outside firms

are brought in sometimes but we prefer to

see local architects and engineers lead those

projects, and we bring in (outside) resources

where we need it. What’s really good about

the partnership we have with the local

design community – at least for the U – is

that we feel they are looking out for our best

interests. National firms may not have that

same outlook. On the negative side…we need

more opportunities to improve processes

in how we work together and improve the

response we get from design teams. There

are a lot of voices on the owner’s side that

can be hard to sort out.

Brockmyer: The talent in Utah is

fantastic. We’re looking forward to our

next project; not sure when that will be.

Michaelis: We don’t have a lot of

projects, and they are typically smaller

projects. But we appreciate the attention

we get from local firms. The attention

we get seems to be the same as (larger

schools).

Boogaard: We have a good relationship

with (Utah schools). We try to be familiar

with each of their standards…each facility

has things they like done differently…it

makes a big difference for owners.

McDonough-Jan: Many times the

relationships with DFCM and the institutions

are intrinsically linked, so we feel as designers

a need to understand the visions and

objectives the state has for these institutions.

Likewise, DFCM needs to understand the

needs of each institution. We have to

understand what the angle is of each project –

that is part of our responsibility.

Higher Education Remains a CriticallyImportant Market for Local A/E FirmsBy Brad Fullmer

> Higher Education Design Roundtable

Special thanks to our hosting partner and sponsor:

PARTICIPAnTS

Owners

Cory Higgins – Exec. Director of Facilities, Operations and Construction; University of Utah

Jim Russell – Assistant Director; DFCM

Richard Brockmyer – Facilities Director; Westminster College

Kirt Michaelis – V.P. of Administrative Service; MATC

Architects

Garth Shaw – Principal; GSBS Architects

Peggy McDonough-Jan – President; MHTN Architects

Joshua Greene – Principal; Method Studio

Derek Payne – Principal; VCBO Architecture

Kathy Wheadon – President; CRSA Architects

Engineers

Kim Harris – President/CEO; VBFA

Dorian Adams – President; Reaveley Engineers + Assoc.

Ron Dunn – Chairman; Dunn Assoc.

Dave Wesemann – President; Spectrum Engineers

Ryan Boogaard – Mechanical Principal; Spectrum Engineers


Dunn: As a consultant we’re

somewhat insulated from direct contact

with the owner and we’re fortunate to

see a lot of different ways how different

designers approach that. There seems

to be a history in this area where certain

institutions have a history with certain

architects and sometimes consultants

just flow along with those architects.

We’ll find ourselves on every team on

some projects, and on other teams on

other projects and it has very little to do

with our abilities on either one of those.

The consulting arena is very strong here.

I love the bar that is there with the state;

it brings out characteristics that we don’t

see when the bar isn’t there. It’s fun to

be able to create these monuments from

a structural engineering point of view,

but the opportunity to be heard could be

increased.

Harris: All of us on the design side,

we offer our expertise to owners and end-

users. In order to really take advantage

of that, there needs to be a level of trust

between us and the owners and users.

They need to trust that we have the ability

to design projects right and trust our

expertise. That trust needs to be going

both ways; without that trust our expertise

is of no value.

Payne: It really is our lifeblood

(relationships). That relationship really

changes from institution to institution. I

see the evolution of DFCM changing with

institutions. In the past (DFCM) was maybe

a little more design focused...now their

strength is in scheduling and budgeting

and I think institutions appreciate that

assistance.

Wheadon: We’re thrilled that we

have a broad range of institutions in which

to ply our craft. We have appreciated the

openness we’ve found even in just the last

two years with project managers at DFCM

who are willing to help us and understand

the value of our teams. We want to be

as innovative as possible and we want

to learn what this valley needs. We’re

thankful to have good people to work with

and who know that a building needs to

last 50 years. People are willing to push the

envelope here.

Adams: It really does come down to

relationships and trust. DFCM has been a

lot more open the last few years and we

appreciate that. The relationships with our

architectural friends and each university,

and also the state…it’s refreshing to

see them open up and provide more

opportunities for feedback and for

collaboration. We are very appreciative

of all the opportunities that are given

through the state, universities, and other

public campuses. We hope we can deliver

the high expertise that each project is

required to have.

Shaw: The diversity of (higher

education) work is really exciting. Many

of our neatest and big dollar projects –

ones that get our employees excited – are

higher education and DFCM projects. It is

interesting the variability you get between

different institutions; that illustrates

the value of DFCM and having (positive)

relationships. My dad is a facilities

(manager) in Wyoming and there is no

DFCM equivalent to provide guidance and

consistency. It shows the value of how

projects are delivered in Utah and how

(DFCM) helps institutions get a better

project.

Wesemann: It takes quite a bit of

time to build up and develop relationships.

There are so many institutions, both public

and private, and it takes awhile to learn the

different standards and create that trust

and confidence in us. We try to create value,

not just during a particular project but

an ongoing value. I appreciate how DFCM

reached out to the industry and got input >>


From Left to Right: Ryan Boogaard, Ron Dunn, Kirt Michaelis, Kim Harris, Jim Russell, Derek Payne, Cory Higgins, Joshua Greene, Peggy McDonough-Jan, Dave Wesemann, Kathy Wheadon, Garth Shaw, Richard Brockmyer, and Dorian Adams.


on standards and the fee schedule – that did

a lot to build the relationships with DFCM.

We were recently involved with reviewing

the University of Utah standards. One of

the things we like to do on an ongoing basis

is help (institutions) review and update

their standards. The ongoing continual

relationship is something we all value.

Higgins: We are a sophisticated

client. We have our own engineers, our

own operations people…we have a lot of

different people who have to live with

these buildings after they are built. With

the new technologies that come out,

sometimes they don’t always work as

envisioned. Having design firms stick

with us during that first year to get things

to work is very important with us. The

commissioning process isn’t working yet

– we have to find better ways to get the

design community and the owners to stick

with the building until it works the way we

need it to work, so that we can operate it

for 50 years after it’s built.

Shaw: There is also a need for design

teams to work with contractors so that

(owners) don’t ever see the problems. There

are so many variables…if we can work with

the commissioning agent and try to get

systems operating correctly from the start

it’s better for everyone.

Harris: That’s where collaboration

should start – up front from the very

beginning of a project.

Brockmyer: We want to be more

involved all through a project. Don’t

assume that we don’t want to know or that

it’s too complicated for us to understand.

Higgins: We’re going to have to

understand it at some level, at some point.

The sooner we do understand that – early

in the design process – it makes the whole

process run better. It also means that when

we do have problems that we all work

together to make adjustments to ensure it

works.

UC&D: How much of a firm’s

relationship with a higher education

client is because of a specific individual or

two within that firm? How many people

from your firm are dedicated to higher

education exclusively or part-time?

Wesemann: We went through an

evolution regarding this. Many years ago

we would have an engineer do a higher

education project with an architect he had

a relationship with. One engineer would

do a project (at an institution) and then

when the next project would roll around

a different architect would get the project

with a different engineer. The institution got

frustrated because they had to re-train every

new individual. In some cases it takes years

to understand campus standards, campus

utilities – and sometimes that information

isn’t shared between individuals. We

refocused our efforts in getting individuals

focused on campuses and institutions so

they could learn the standards. We have

three to four principals who are focused

primarily on higher education and 11 to 12

others on a part-time basis. One individual

can’t serve all the institutions from north to

south…there is too much to learn.

Russell: There are specific firms that

focus on particular campuses; in general

firms try and keep the same people

consistent with those campuses. Some

firms excel with a certain type of facility.

It’s usually the same players in higher

education…firms try and keep as much

continuity as they can.

Higgins: Seeing the same people is

good, but on the other hand we’re looking



for people who can design a solution for a

particular problem or who have that skill

to solve those problems.

Shaw: Most of the continuity with

higher education projects comes at the

principal level. When you get down to

a project manager or project architect

level, that’s where you really need to

differentiate.

Adams: We have a relationship-based

approach – we have specific people in

our firm to manage relationships with

each institution. As these relationships

develop they learn standards, they learn

what the institutions are like and they can

pass information on to people working on

those projects – usually at the principal

level. There are others in the firm that

have specialized expertise for a specific

project. If we can show that we have a

specific knowledge of an institution and

their projects, it increases our chances of

getting work.

Wheadon: It takes a significant time

commitment to develop relationships

long-term – really a lifetime with some

institutions. We have a good-sized

dedicated team to higher education, but of

course we want to make sure to bring the

right people to the table.

Harris: We have principals that are

dedicated to certain institutions but

you also have to bring the expertise to

certain projects. We have multiple offices,

so our principal in Logan, for example,

he understands (Utah State University’s)

requirements while our principal in St.

George takes care of the institutions in

Cedar City and St. George. It provides us

more flexibility. At the same time, that

principal may not have expertise in a

certain area – like a lab project – so we

bring in others who have that expertise.

Dunn: The common thread is

relationships. We don’t assign different

engineers to different clients in the

region – we’re more expertise-based.

Our expertise stays in certain types of

projects whether it be recreational or

medical or laboratory. We obviously have

relationships with the institution but

we prefer to put the right individual on

a project. Because we’re client-based, it

works to our advantage. Sometimes seeing

the same people all the time, you get the

same answer and you might be missing

opportunities.

McDonough-Jan: Specifically, we

have five principals that work in higher

education, though not exclusively. Their

diverse perspective allows each of these

principals to build positive relationships.

Universities today are looking at other

sectors of business, too, because their

students are going out into the world and

they are creating environments those

students may encounter. It requires us to

bring that diverse perspective.

Boogaard: We have our core group

that focuses primarily on higher education,

but we have, for example, a multi-family

center, a healthcare center…so when

projects come up that merge those

disciplines we can bring those groups

together for a better outside perspective.

Michaelis: We lack a lot of the

expertise of a larger institution so our

process relies heavily on DFCM and Jim and

his partners. They are the experts as we

see it.

Russell: There’s a lot of

communication between the (eight)

different UCAT campuses in regards to

what is going on. The experience they have

developed, that input gets passed along to

the other campuses.

Higgins: I want to praise DFCM over

the past several years; the partnership

approach they have taken to work with

a smaller institution like a UCAT or a

larger, more sophisticated agency like the

University of Utah…it’s no longer a one-size-

fits-all scenario. They compliment what we

need, they compliment what UCAT needs;

it’s what makes the system work well.

UC&D: How are design firms selected

for projects primarily?

Higgins: On smaller projects with

design fees that are less than $100,000 we

don’t have to go through an advertised

RFP selection process. In those cases,

relationships with an (owner’s) project

manager are more likely to influence who

is selected. That works well because you >>



can go to (an architect) quickly because

they are less complex projects. (Selection)

is not always based on the architects.

The specialty disciplines, whether it’s

mechanical or structural or landscape

(design) or other (disciplines)…those firms

would benefit from learning some of the

project relationship skills that architects

have, so that on these smaller projects we

can get the same level of service from a

specialty (designer). On bigger projects we

are looking for a multi-discipline team. We

have to select (firms) as a team, but there

are many times in the middle of those

selections where we say ‘I wish we could

pick that sub-consultant, that prime…but

we don’t want to select individuals because

we want the prime to know they can work

with the sub-consultants they have brought

in on their teams, but as an owner we

want to feel just as comfortable with the

mechanical, electrical, and structural firms,

and that they have the (same) competency

for the project as the architect.

Brockmyer: Usually a sub-committee

with our board of directors will solicit

proposals…maybe there are ten proposals

and then they’ll narrow it down to three

or four. A committee of board members

and faculty/staff will go through those

proposals, offer input and score firms. There

are certain weights on different questions.

Russell: We look at the team makeup

and the relationships that have been

built over the years, and maybe the direct

relationship firms have with a specific

campus. A lot of times we look at teams

and a lot of time the decision is made

because of the skill and expertise of the

architect, but sometimes more on the sub-

consultants and who can bring the right

skill set. It’s not as much the relationship

(a firm has) with a campus but the type

of building that is being proposed. On

certain projects – a historical building,

a laboratory – maybe the consultants’

experience weighs more.

Higgins: Sometimes we have picked

teams based on the consultants, but

we want the prime architect to manage

those relationships. A/E firms are selected

by qualifications and then we try and

negotiate an acceptable fee. There are

different construction methodologies.

I like the fact that (DFCM) gives us as

many options as they do. On value-based

projects firms are selected on competence

of the contractor with a portion of that

scoring being the cost to do the work.

30% is based on cost; 70% is based on

experience.

UC&D: How well are owners and

designers really ‘collaborating’ on projects

now that we’re 15 years into the 21st

Century? What can and should be done to

improve the collaboration/design process?

Wesemann: In this century a lot of

(collaboration) is done less face-to-face and

more electronically, which is good. I like

face-to-face and page-turn meetings with

the important people at the table. It forces

everybody who has a stake in the project to

be present so we can get their comments.

Sometimes we get design review comments

during the final walk-through punch list; we’d

like to get those during the design meetings.

At an institution like the U of U, for example,

there are so many different parties that

have a stake in the project and sometimes

they are competing interests. Sometimes

an architect or an engineer needs to juggle

those interests and find the right way to

keep everybody happy. I think the best thing

is to make sure everybody who has a say in

the project, whether it’s the maintenance

crew or users of the building, to get their way

and to have maybe more of an acceptance

and sign-off period along the way. That’s the

process we always try to do.

Russell: Our dialogue and

collaboration has really improved over

the past few years. As far as it relates

to projects, it’s still something we need

to work on and work together. We’ve

made some improvements on the

preconstruction phase. That is the time

when we have the greatest ability to affect

the outcome of a project’s schedule, cost,

quality and change-orders. We’ve been

working together on ways to improve

that. We’ve talked about design-build and

having a consultant for that, and bringing

in a contractor on design-bid-build to

review things. We really have to design

what is expected of everybody. We have to

set expectations for the owner/end-user,

the contractor, the architect, the sub-

consultants. We need sub-consultant work

to be done sooner in the process and not



waiting until the CE’s to drop everything

on paper. We’ve got to improve that

process overall because CM/GC ‘should’

provide the best overall value, and we’re

saying design-bid-build is the best value.

We’ve got to improve the CM/GC process

to make it the best value and how we work

together.

Higgins: We appreciate when the

design teams understand what we’re

trying to get out of the project and

facilitate the discussions that have to

occur on all levels. There are so many

perspectives coming from the owner’s side,

it’s hard to get us all speaking with one

voice.

Shaw: The need for (collaboration)

is as great as ever. When people make

decisions on certain systems or design

solutions, that there is collaboration and

education, so that the owner is aware of

what they just made a decision about. That

level of collaboration is very important.

Adams: A lot of times as a consultant

we’re not in direct contact with the owners,

so a lot of the information comes second

hand. For our firm, we try hard to understand

the why behind the architectural design so

we can deliver the vision the owner has. A lot

of times we don’t really get that. It’s our >>



responsibility to ask the right questions so

the important parts of the project, the owner

actually understands. With the advances

in Building Information Modeling, the need

for collaboration is so critical earlier in the

project.

Brockmyer: I would like to see more

progress in the sustainability of buildings.

Maybe architects and engineers could take

more time to explain what the payback

might be if you did things in a more

sustainable way, rather than, it’s just too

much money.

Greene: I have enjoyed the evolution

of projects and how collaboration

continues to improve. There is an

understandable fear of involving the

end user sometimes through the process

because their wish lists are long and they

don’t necessarily have the big vision.

The success of meeting with those end

user groups often and collaborating with

them is important. So being creative and

guiding the process so wish lists don’t get

out of control is something we continue

to work on. I’m working on a project now

where we’re trying our best to collaborate

with the entire end user group. It’s a

complex user group with lots of different

facets and industries. Some of these end

user groups are fictitious and don’t even

exist yet. Often the project borders on

chaos and getting out of control in a fun

and productive way. But the visionary

leadership of the executive committee on

this project is really good about bringing

everybody back together and saying ‘this

is the long-term vision…let’s not lose sight

of it’. Collaboration is great as long as you

have a guided vision of everyone.

Wheadon: You have the owner/

building user, the commissioning agent,

energy modeler, sustainability consultant…

who is watching the long-term cost for

projects? For us, we’ve worked hard to help

(owners) from the very beginning understand

what the product needs to be when it comes

to not just process but how a commissioning

agent can help benefit the facility. It’s a

really complex world out there and the goal

for us is to make sure we’re all moving in

the same direction. We’re always trying to

connect back to that central point so we all

understand what success looks like.

Payne: It’s interesting what Joshua

Greene said about designing for a fictitious

department…I think that’s going to be

the evolving nature of our business as

architects because the nature of higher

education is really changing. We worked

on a project with Richard called the

Westminster Center for Innovation and

Creativity and I still don’t know what it was

about. We were talking about programs 20

years into the future and we’re trying to

design project spaces and white studios…

we just don’t know how (technology) will

evolve. And every institution is sort of

rethinking their product delivery because



they’re going to have to come up with ways

of…’how do we get our product out there

without having to build gigantic buildings

for every one of our departments. That’s the

challenge that is going to face everyone at

this table over the next 20 years.

Harris: The good things (about

collaboration) are tools and technology and

things that are at our disposal to help us in

this process. As I look back at my career, I

think about the amount of information that

we put into our design and our drawings

today versus when I started 40 years ago. It

is unbelievable. Those tools are great and

they help us tremendously. When I think

of the bad I think sometimes of time and

money and sometimes…the compressed

schedules…it’s all about the money. We’ve

got to build it faster, so we have less

and less time to do collaboration and

coordination. That’s the downside. We’ve all

been involved in jobs that have gone great,

and we’ve all been involved in jobs that

have gone south. As designers and owners

we need to be more realistic about these

schedules. We don’t want to be naysayers;

we want to make sure our clients our

happy. As designers we sometimes get in a

pickle where we’re afraid to say no. We’ve

been able to speed things up so much that

sometimes we think we can do anything.

Dunn: We all agree that a project is

successful through (design documents)...

that’s where architects make their profit,

that’s where consultants make our

profit. If you’re not making your profit

through DD’s then you have the wrong

people on it. (Construction documents)

should be implementing everything you

have investigated during design. The

collaboration up front really needs to occur

because we don’t have the time to do it

over again. It’s impossible to get everyone

around (to meet) all the time. We need to

realize that everything should happen

through the DD phase. When we’re thinking

about the project during the CD phase, it

just causes problems. We need to put the

right people up front and just finish the job.

McDonough-Jan: When you’re

collaborating with so many entities and

even more today as teams are bigger

with specialists –actually it’s a good

thing because it’s more inclusive...so the

challenge is how do you communicate

to a consensus. Even if it’s the architect

leading the consensus, or a dean or facilities

manager…whoever those leaders are need

to lead that consensus. Once you’ve reach

a consensus, reaching back and reminding

the future occupants, the end users, is

sometimes chaotic. We engage them in the

beginning. We want them to tell us what

their needs, wants and hopes are. We are

designing to a very aspirational kind of

thing. So when all the decisions get made

and we look back at how those decisions

were made – that’s an area we can all do

better in. n



In recent years the EPA has gradually been

imposing more stringent rules on the

Portland Cement Manufacturing Industry

– including the most recent amendment,

which was signed last July and went into

effect in September – to the National

Emission Standards for Hazardous Air

Pollutants (NESHAP).

Despite those challenges, business has

been steady for the Beehive State’s two

cement producing plants – the Devil’s Slide

Plant in Morgan, owned by U.S. Cement,

LafargeHolcim, and Ash Grove Cement Co.’s

plant in Leamington.

While firms wouldn’t disclose actual

revenues or production supply numbers,

it’s evident that Utah’s rising economy,

pro-business government and top-flight

transportation system are all positive

contributors for the two plants, with slight

growth estimates expected through ’17.

“While we continue to see consumption

growth in the intermountain region driven

across most all construction segments

(with the exception of the energy sector),

we have yet to hit true supply demand

balance,” said John Stull, CEO of U.S. Cement,

LafargeHolcim. “The forecast going forward

shows approximately 5% growth rates for

the next couple of years, which should bring

supply demand into balance by ‘17-’18. All

demographic indicators show once again

that Utah and the intermountain west

continue to be an in-migration area, given

a continued low unemployment rate and

favorable economic conditions, we could

see balance earlier than predicted.”

Stull said production levels nationwide

for his firm were essentially flat from ’14 to

’15, but sees a growing demand for cement,

albeit at a modest rate.

“For 2016 we see some positive signs

and are expecting further increases in

plant production. We see a slow, but steady

increase in demand and production from

our network of plants. Post-merger (Lafarge

and Holcim merged July 10, 2015 and

produce nearly 370 million tons of cement

annually), we are working to optimize our

vast plant and distribution network to

deliver quality and consistent products to

our customers.”

Ron Smith, Plant Manager for Ash

Grove’s 92-employee Leamington plant

since October 2010, said business has been

brisk and the outlook positive for the plant

in general.

“We’ve seen the economy turn

around,” said Smith, “so our forecast for

shipments has continued to increase the

five years I’ve been here. We’re getting to

the point where our plant has to run well

just to meet demands.” In addition to Utah,

the plant ships cement primarily to Las

Vegas and Elko, Nev., and Western Colorado.

Smith said Ash Grove has spent

significant money upgrading all of its nine

U.S. plants, but agrees with the ultimate

goal of less CO2/greenhouse gas emissions

is a good thing for everyone.

“We all want cleaner air,” said Smith.

“The EPA has always had rules on how to

operate. Overall, the company has spent

hundreds of millions of dollars (in plant

Holcim, Ashgrove Have Invested Millions in Local Plant Upgrades

Utah’s only two cement producers are thriving with construction activity growing within the state and the Intermountain region.

By Brad Fullmer

> Utah Cement Industry


improvements),” said Smith, locally on items

such as a bag house replacement, selective

non-catalytic reduction equipment

(designed to control noxious emissions), and

continuous emissions monitoring systems –

all state-of-the-art and critical to long-term

success.

Stull said the Devil’s Slide plant –

which was modernized in 1996 – has

also invested significant funds in

upgrades the past five years, including

multiple optimization projects for

improved thermal and electrical energy

consumption. In addition, the company has

invested in alternative fuels systems at the

plant to process and burn various types of

non-hazardous waste.

“The entire industry is expected to

achieve emission levels set by the top

performers from across the United States,”

said Stull. “Our collective performance,

including our performance in Utah, is

now at levels better than the top 12% of

the industry’s performance (the basis of

the new regulations issued a few years

ago). We (LafargeHolcim) are proud of the

pollution reduction investments made in

Utah and across the U.S. as these actions

are in line with our values and those of our

communities. Although we do not have

precise data, there has likely been $100’s

of millions spent by the industry to install

pollution controls as required by the new

regulations.”

Another trend in response to tighter

EPA rules is the closing of older cement

plants with outdated technology.

“From a national perspective, we

have witnessed the shuttering of some

manufacturing facilities using older

technologies or those unable to afford the

costs associated with the new pollution

controls,” said Stull. “Upon completion

of demonstrating compliance with the

latest regulations, we are looking to

the future both regionally and locally.

Working with our communities and our

research centers, we are continuously

seeking sustainable solutions to improve

our environmental performance, reduce

our emissions of climate-change gases,

lower our consumption of water and

improve the biodiversity of the lands

that we manage. We believe addressing

these priorities in advance of additional

regulation gives us a sustainable

future and sets the bar for others in the

industry.” n

> Utah Cement Industry

“We’ve seen the economy turn around…our forecast

for shipments has continued to increase the five years

I’ve been here. We’re getting to the point where our plant has to run well just to meet

demands.” – Ron Smith


Colvin Engineering’s reputation as

one of Utah’s foremost mechanical

engineering experts – and a firm

willing to push the envelope on cutting-

edge energy efficient design – was partly

born out of founder Tom Colvin’s hard

knock experiences growing up on a farm in

rural Nebraska.

The firm’s celebration of its 30th

anniversary February 14, 2016, is notable

in that it marks the first milestone year in

its history since Colvin retired and handed

the reigns over to three owners/partners

– President Steve Connor, Vice President

Roger Hamlet and Vice President Bret

Christiansen.

Colvin, 67, officially sold the business

September 1, 2012, but still serves as a

Senior Consultant and works on a handful

of projects over the course of the year

when he’s in town. He is totally content

sitting back and watching the continuing

success of the firm and the smoothness of

the leadership transition.

He admits it’s been a long journey

from the corn and alfalfa fields in a town

with a population of 500 outside North

Platte. The one constant between the farm

and the engineering office is that both

require a person to abandon the concept of

working ‘banker’s hours’.

“Hard work…it’s not related to a

certain amount of hours per day – if there

is a job to be done, you work until you’re

done,” said Colvin. “If it means longer

hours, that’s what you do. I was used to

time deadlines related to weather. You

have an urgency to get things done.”

Colvin also learned at a young age the

value of constructability and was piqued

by how things were assembled – a by-

product of continually fixing a piece of farm

machinery or equipment that seemed to

break down far too often for his tastes. It

made him ponder a career in engineering.

“I was going to design better farm

machinery because it broke every day

and I had to fix it,” he said. “That gave me

an interest in thinking that you can build

something better.”

“Tom had a practical knack for design

– growing up on a farm had something

to do with that,” said Connor, a 25-year

veteran of Colvin Engineering and its

current President. “He has a strong grasp

of engineering principles. His combination

of creativity and practicality was how he

most influenced me.”

Hamlet echoed Connor regarding

Colvin’s innovative approach to projects.

“Tom was an upstanding, good guy…I

liked the kinds of engineering they did,”

said Hamlet, a ’91 graduate who joined the

firm in March ’98 after seven years doing

industrial plants and research facilities for a

Swiss consulting engineering firm in Basel,

Switzerland and Boulder, Colorado. “Every

project we would engineer as a one-of-a-kind

project. It would require a lot of thinking.”

Bright Days Ahead for Colvin Mechanical engineering firm noted for its cutting edge designs and focus on environmental efficiency.

By Brad Fullmer

From left to right: Bret Christiansen, Stephen Connor, Tom Colvin, and Roger Hamlet. Colvin recently handed the reigns over to these three owners/partners as the firm celebrates 30 years.

Colvin Engineering 30th Anniversary


The Long, Winding RoadColvin worked on his grandfather’s

farm in summers during high school and

college, and it’s a profession he has a deep

appreciation for, but one he ultimately felt

was too risky and, frankly, unpredictable.

“The only reason I didn’t go into

farming was it was so much of a gamble,”

said Colvin, who has a younger brother

who still runs a farm outside North Platte

about a mile from where they grew up.

“You have a lot of money on the line all the

time. If the weather is bad, or the price of

corn goes down or the cost of beef goes

down, you lost. There are a lot of factors

beyond your control.

“It’s a hard life,” he continued. “You

don’t have a lot of control of time – you

can’t just take off, unless it’s the middle of

winter. During the growing season there is

always something to do.”

Colvin ultimately earned a Bachelor

of Mechanical Engineering from the

University of Nebraska in 1970 and spent

two years as an industrial engineer with

Dow Chemical Corp. in Denver, before

moving into consulting engineering with

BHCD Engineers in 1972. He was made a

Principal and Design Division Manager

by ’76 and moved to Salt Lake to run

a branch office from ’83 to ’86. As the

company stumbled during rough economic

conditions in Denver, his three partners

in Denver wanted him to move back and

assume the role as President.

“I didn’t want to move again, and

I liked Salt Lake better than Denver; I

decided to stay here. I resigned and started

Colvin in February ’86,” Colvin said. “I knew

that if I didn’t make it, it was nobody else’s

fault, and I wouldn’t be dragged down by

people I only saw once a month.”

Connor grew up in Maryland in a

Washington, D.C. suburb and earned a

Bachelor of Mechanical Engineering at

Bucknell (Penn.) University in ’84, where he

also played basketball as a 6’ 11” center.

“I really enjoyed it, had a great time.

A lot of (former teammates) are still my

closest friends. But I knew that my future

was not basketball, it was engineering.”

Connor moved to Utah to work for

Hercules, mainly because he said it was his

only job offer at the time, and he couldn’t

fathom moving back in with his parents until

an opportunity closer to home came about. >>

The UVU Student Life Center and S.J. Quinney College of Law at the University of Utah showcase some of Colvin’s higher education work.



“It was unheard of…it wasn’t part of

my reality,” he laughed. Connor worked at

Hercules from ’84 to ’91 – met Colvin in ’91

on a field trip of One Utah Center through a

University of Utah HVAC design course and

the two bonded over a shared interest in

energy efficiency.

“Just the fact he and I were in the same

field trip showed me he was interested in

energy,” said Colvin. “That made him more

attractive to hire. Steve has the ability to

look at the big picture and look for the

positive things of what the project has

going on. It helps him not get bogged down

by the finger pointing that happens in

the industry. He’s about finding solutions

and has a strong ability to bring people

together.”

“One of Tom’s hallmarks is creativity,”

said Connor. “He is always trying to figure

out a way to do it better. Just because it

worked the last time doesn’t mean we

shouldn’t try and do it better. What is the

best, most cost-effective solution for the

owner, and what is the simplest way to

communicate that to the contractor so

they can actually build it.”

Forward ThinkingColvin and Connor’s interest in

sustainability and energy efficiency – as

well as the shared passion of Hamlet and

Christiansen – are evident in the types

of projects the firm designs. It includes

everything from state-of-the-art K-12

schools and higher education facilities to

high-end office and municipal complexes,

high-tech data centers, and a host of other

commercial and industrial projects.

Connor was the first engineer in Utah

in 2001 to become a LEED Accredited

Professional (AP) – he was in a group of

8 people who took the test; the other 7

were architects. He appreciates what

LEED brings to the table, even if it is

sometimes looked at as little more than a

costly added expense by owners in certain

markets. He believes that it’s ‘peaked’ in

some respects, now that owners have a

much better grasp of sustainable design

and construction.

“(LEED) has always been complicated,

but it’s always been a badge of honor,”

Connor said. “It was the first (sustainable)

program accepted and adopted by the

industry. You knew if a project was LEED

Gold or Platinum, (the team) went through

a procedure. There is still value in that. I’m

just seeing the client saying ‘I don’t need

that badge’.”

Connor said currently the majority of

projects that aim for LEED certification

are public facilities – as much as an 80-20

percentage vs. privately funded projects.

Beyond LEED is Net Zero, the ‘next

step’ towards greater sustainability from

the built environment.

The firm was the mechanical engineer

on the Salt Lake Public Safety Building

(UC&D’s 2013 ‘Project of the Year’) – a LEED

Platinum project that was designed with

Net Zero in mind, the first such public

safety building in the nation to pursue

such an ambitious rating.

Connor sees Net Zero in a mostly

positive light, but is quick to caution that

it can be difficult to define and achieve

results where the end result is indeed a

building that produces as much energy as

it consumes.

“When you look at driving it to zero

some weird things happen,” he said.

“It becomes complicated and it’s much

more difficult to define the terms and

define success than it was when success

was defined as LEED Silver. It wasn’t

just about energy efficiency, but indoor

environmental quality – low VOC paints

and adhesives. That is why LEED was so

transformative. The entire design and

construction industry thinks differently

because of LEED. I’m not discounting its

continued value, but the curve was steep



and now we’ve kind of flattened out.”

“I think (LEED) was a good thing for

the country in terms of having a program

that gave incentive to building owners to

build a better building,” added Colvin. “It’s

not that we don’t know how (to be energy

efficient), it’s how you do it cost-effectively.

LEED also increased market demand for

renewable energy sources. There was a

greater need for a larger market for solar

panels and other types of (renewable)

products.

“The other program that is somewhat

underrated or gets less (publicity) is the

Energy Star program,” Colvin continued. “I

think it’s a better gauge of how a building

actually operates. LEED is based more

on modeling and what a building will do;

Energy Star is based on what you actually

use. Energy Star is more effective and a

simpler program.

Optimistic OutlookWith Utah’s economy flourishing and

work in the A/E/C industry seemingly as

busy as ever, Colvin Engineering’s leaders

have a positive outlook for the firm’s future

and its place in the Utah market. Work

appears to be plentiful, for the immediate

future at least.

The firm has yet to disclose revenues

for UC&D’s annual ‘Top Utah Engineering

Firms’ rankings, but based on the type and

size and projects it designs, it is easy to

assume Colvin would rank among the top

three mechanical engineering firms with

headquarters in the Beehive State.

“At the moment it’s going fine,” said

Hamlet. “I’m glad to see more private

money floating around out there. We don’t

feel like we’ve got as good a line as we did

in the late 90’s and early 2000’s…nowadays

it seems like a six-month preview is about

what we can get a confident feel for.”

“We had a great year in 2015 and

we anticipate 2016 will be similar,” said

Christiansen, who joined Colvin in 2002 so

he could work on bigger, more challenging

projects. “We have a great outlook for the

future years and we’ll continue to chase

notable projects along the Wasatch Front.”

“We’re pretty optimistic,” added

Connor. “Utah has always been – I always

use this expression – the parties aren’t

as good, the hangovers aren’t as bad. We

don’t crash as hard; we don’t have the

great boom. With Salt Lake and Utah’s

vibrant economy, I think all of us design

professionals are going to do well. I see a

lot of growth occurring.”

One key issue in the entire equation

– he cautioned – is Utah’s air quality

problems.

“Of all the little, nagging issues we

have here, air quality is a showstopper,”

said Connor. “We as (A/E/C) professionals

– the entire design and construction

community – we have a role to play in

the increased efficiency and reduced

(carbon) output in buildings. The biggest

single issue is tailpipes – we won’t solve

(air quality problem) until we stop burning

gasoline in our cars. Buildings…are one

part of the solution. The silver bullet is

transportation.” n



Another positive indicator of the current

robust nature of Utah’s construction

industry was evident during the 94th

annual convention for the Associated

General Contractors (AGC) of Utah January

21-23 at Little America, with a record

number of people attending various events

and activities during the three-day event.

Dave Hogan, President of Ogden-

based Wadman Corporation, was installed

as the chapter’s 2016 Chairman at the

Installation Banquet on January 23. Hogan

was passed the gavel by 2015 Chairman

Jeff Clyde, President of Springville-based

W.W. Clyde & Co. and expressed gratitude

to Clyde and other industry leaders at the

opportunity to serve the approximately

500-member chapter.

“Jeff has been an important person

in this industry; it was important for me

to see his leadership and integrity in our

industry,” said Hogan. “Our (chapter)

leaders are conscious to share knowledge

and be stewards of our industry.”

Hogan also thanked Dave Wadman

for his influence in helping a young, raw

construction worker ascend the company

ladder and eventually take over as

President.

“My father was killed in an accident in

1985 when I was 17, and I was fortunate to

(eventually) be grafted into the Wadman

Corporation olive branch,” said Hogan,

who started working in the industry as a

teenager and was ultimately introduced

to Dave Wadman by a mutual friend. By

1997, Hogan was working as an estimator

and project manager for Wadman and kept

progressing within the firm, ultimately

serving as an estimator, V.P. of Business

Development, and V.P. of Operations before

being named President in April 2007.

“None of it would be possible without

the influence of Dave Wadman,” said

Hogan. “I feel indebted to the (Wadman

family). I look at the list of people who

have served as Chairman, including V.J.

Wadman (founder of Wadman Corporation

who passed away in January 2013)…it’s a

‘who’s who’ of the construction industry.

It’s got me to reflect on how a carpenter

and concrete finisher ends up in a tuxedo

before you tonight.”

Hogan also praised the workers in the

field, the people who pour their heart and

soul into working hard every day to build

quality projects.

“The warriors of construction are the

supers; I want to make sure that during

my leadership that I remember those

people and the sacrifices they make,” he

said. Hogan said he was optimistic Utah’s

economy will remain good this year, and

emphasized a real need to attract new

workers to the industry, while continuing

to improve safety programs across the

board.

“Our workforce is aging…workforce

development needs to be a top priority

for all of our companies. We need to show

young people how good our industry is,”

he said. “We also need to be creating safe

cultures within our companies through

training. We also need to be involved in

Wadman’s Dave Hogan Installed as 2016 Chair of AGC of Utah

Annual event produces record number of attendees over three days; Big-D’s Moore presented with Ryberg Award for service to the industry.

2016 AGC of Utah Convention

Jeff Clyde, President of Springville Based W.W. Clyde & Co. passes the gavel to 2016 Chairman Dave Hogan of Wadman Corporation at the 94th annual convention for the Associated General Contractors of Utah.


the political process and band together as

an association to make sure our voices are

heard.”

The other main highlight of the

Installation Banquet was having the Eric

W. Ryberg award – the chapter’s de facto

‘Lifetime Achievement Award’ – presented

to Big-D President Rob Moore, who has

been with Big-D for more than 40 years and

who is one of the main people responsible

for growing the company from a small,

Ogden-based firm to one that now has

9 offices nationwide and employs 1,000

people.

“This is an incredible honor,” said

Moore, who was recruited to the firm by

Big-D founder Dee Livingood in January

1976 as a young, brash 22-year old kid.

“It’s been so fun to serve with AGC

members over the years and be a part

of the community, and part of this great

industry. It’s an incredible business to be

in. Utah is full of people who say ‘we can

make this happen’. People ask me why

Utah is different and why there are so

many entrepreneurs in the marketplace.

It’s simple; it’s our culture. It’s having

an attitude of never, ever giving up. The

opportunities are in front of us to push on.

Many of us may be gray on the chin, but we

still have a lot to offer.”

Moore continued, “I want to thank

my competition – we have incredible

competition in this industry. Because of

the competition we have in Utah, we’re all

better. Even though it’s been 40 years, I’m

damn sure not done.”

AGC President/CEO Rich Thorn said he

was ecstatic at the turnout and response

over the three-day convention, and

maintained that the AGC is in good hands

with its future leaders.

“Dave Hogan’s acceptance remarks set

a tone of optimism for Utah’s contractors

for the coming year,” said Thorn. “He along

with Mike Kurz (Western Region V.P. for

Ogden-based Staker Parson Companies

and incoming Vice Chair) bring instant

recognition and credibility to our chapter.

Utah’s construction industry has a bright

future with the next generation of leaders

who are stepping forward, accepting the

call the serve, and taking on issues both

large and small in an effort to take our

industry into the future.”

Other highlights of the convention

included the annual AGC Awards

presentation, along with an Economic

Outlook presentation (both held January

21) by AGC of America Chief Economist Ken

Simonson, who said Utah remains one of

the hottest construction markets in the

country. >>

“Our workforce is aging…workforce development

needs to be a top priority for all of our companies. We need to show young

people how good our industry is.” – Dave Hogan

2016 AGC of Utah Convention


Building/Industrial Projects of the Year

CULTURAL (UnDER $10 MILLIOn)

Tracy Aviary Treasure of the Rainforest

Owner: Friends of Tracy Aviary

GC: Sirq Construction

CULTURAL (OVER $10 MILLIOn)

Uintah County Conference Center

Owner: Uintah County

GC: Layton Construction

GOVERnMEnT/PUBLIC BUILDInG

PROJECT OF THE YEAROgden 2nd District Juvenile Courthouse

GC: Jacobsen Construction

GREEn BUILDInG

S.J. Quinney College of Law

Owner: DFCM

GC: Big-D Construction

HEALTHCARE PROJECT

OF THE YEAR (PRIVATE)Budge Clinic Remodel @

Logan Regional Hospital

Owner: Intermountain Healthcare

GC: Jacobsen Construction Company, Inc.

HEALTHCARE BUILDInG PROJECT

OF THE YEAR (PUBLIC)

Ray & Tye noorda Oral

Health Sciences Building

Owner: DFCM

GC: Okland Construction

HIGHER EDUCATIOn/ RESEARCH

Utah State University Eastern Central

Instructional Building

Owner: DFCM


COnCRETE STRUCTURES

U of U Business Loop Parking Garage

Owner: DFCM


InDUSTRIAL

BYU Laundry Building, new Auxiliary

Services Maintenance Building

Owner: BYU

GC: Zwick Construction

WAREHOUSE

Cabela’s Distribution Center

Owner: Cabela’s


K-12 EDUCATIOn

Hillcrest Junior High School Replacement

Owner: Murray City School District

GC: Hughes General Contractors, Inc.

MULTI-FAMILY RESIDEnTIAL/HOSPITALITY

The Summit at Snowbird

Ski & Summer Resort

Owner: Snowbird


OFFICE BUILDInG PROJECT

OF THE YEARCornerstone at Cottonwood

Corporate Center

Owner: Cottonwood Partners


REnOVATIOn/RESTORATIOn PROJECT

OF THE YEAR

LDS Provo City Center Temple

Owner: The Church of Jesus Christ

of Latter-day Saints

GC: Jacobsen Construction Company, Inc.

AGC of Utah 2016 Annual Awards

Notable Projects and Individuals Recognized by AGC


RETAIL PROJECT OF THE YEAR

RC Willey Flagship Furniture Store

Owner: RC Willey


SPORTS/RECREATIOn PROJECT

OF THE YEAR (UnDER $10 MILLIOn) Utah Olympic Park Ski Jumps

Owner: Utah Olympic Park


SPORTS/RECREATIOn BUILDInG

PROJECT OF THE YEAR (OVER $10 MILLIOn )The George S. Eccles Student Life Center

Owner: DFCM


WORSHIP

LDS Payson Temple,

Owner: The Church of Jesus Christ

of Latter-day Saints

GC: Wadman Corporation

Highway/Municipal Utility Division Projects of the Year

URBAn HIGHWAY PROJECT

OF THE YEARSR-154 Redwood Road Interchange

Owner: UDOT

GC: Wadsworth Brothers Construction

RURAL HIGHWAY PROJECT OF THE

YEAR (UNDER $10 MILLION)US 89: 124.32 to 130.45 Minor

Rehabilitation-Roadway

Owner: UDOT

GC: Staker Parson Companies/Western

Rock Products

RURAL HIGHWAY PROJECT OF THE

YEAR (OVER $10 MILLIOn) I-15 Pine Creek Climbing Lanes & ITS/ATMS

Owner: UDOT

GC: Ames Construction, Inc.

TRAnSPORTATIOn PROJECT OF THE YEAR

I-80; Silvercreek to Wanship

Owner: UDOT

GC: Geneva Rock Products

UTILITY PROJECT OF THE YEAR

BDO Outfall Sewer Project

Owner: Central Weber Sewer

Improvement District

GC: Whitaker Construction Company

CIVIL-PUBLIC WORKS PROJECT

OF THE YEAR

Little Weber Cut-Off Project

Owner: Weber County

GC: Whitaker Construction Co.

HIGHWAY PROJECT OF THE YEAR

(UnDER $10 MILLIOn)

SR-108; Antelope Drive Interchange

Modification

Owner: UDOT

GC: Granite Construction

HIGHWAY PROJECT OF THE YEAR

(OVER $10 MILLIOn)Seven Mile/Gooseberry Road

Owner: FHA

GC: Brown Brothers Construction

2015 BEST PARTnERED URBAn

PROJECT AWARD F-0036(137)52

Owner: UDOT

GC: Meadow Valley Contractors Inc.

2015 BEST PARTnERED LARGE

PROJECT AWARD F-I80-4(148)148

Owner: UDOT

GC: Geneva Rock Products

UDOT SMALL COnTRACTOR

OF THE YEAR Rowser Construction

UDOT LARGE COnTRACTOR

OF THE YEAR Geneva Rock Products

Individual/Company Awards

AGC/WCF SAFE COnTRACTOR

OF THE YEAR Rydalch Electric, Inc.

ARCHITECT OF THE YEAR

FFKR Architects

OWnER OF THE YEAR

Intermountain Health Care

COnSULTAnT/EnGInEER OF THE YEAR Reaveley Engineers + Associates

DFCM EMPLOYEE OF THE YEAR

Denise Austin

SALES PERSOn OF THE YEAR

Justin Archuleta

Mountain States Supply

SERVICE SUPPLIER OF THE YEAR

MRES

SPECIALTY COnTRACTOR

OF THE YEARCache Valley Electric

BUILDInG PROJECT MAnAGER

OF THE YEARJohn Emery

Jacobsen Construction Company, Inc.

HIGHWAY PROJECT MAnAGER

OF THE YEAR

Layne Fullmer

Wadsworth Brothers Construction

SUPERInTEnDEnT OF THE YEAR

Cody Martin

Wadman Corporation

UDOT EMPLOYEE OF THE YEAR

Scott Andrus

State Materials Engineer

AGC COMMITTEE CHAIRPERSOn

OF THE YEARBrandon Squire

Executive VP/Chief Operating Officer

Ralph L. Wadsworth Construction

SERVICE TO THE InDUSTRY

Richard Hunt

Hunt Electric n

AGC of Utah 2016 Annual Awards


AIA Utah Honors2015 Award WinnersAIA Utah handed out awards to fivedeserving projects last november.

AIA Utah 2015 Awards

Honor Award Midvale SeniorCenter

Architect: EDA Architects

Owner:Salt Lake County

Completion Date:7/10/2015

Midvale Senior Center

Honor Award Publik Coffee Roasters

Architect: Lloyd Architects

Owner:Publik Coffee Roasters

Completion Date:3/2014

Publik Coffee RoastersPublik Coffee Roasters is an adaptive

re-use project of an old existing warehouse

building in Salt Lake City at the former

site of Jensen Reproduction Company.

The main space centers on one large

communal volume created by the removal

of the concrete precast plank upper floor,

passively cooled with the aid of a 14’ blade

fan and day-lit though the north facing

restored steel windows.

The exterior includes existing masonry

and a pre-cast concrete frame, while a light

gauge steel bow-string truss roof system

adds structural integrity while maintaining

expansive views.

Sustainable items include reclaimed

timber and fence cladding, restored steel

windows and repurposed glulam beams

and steel fire doors.

This 20,560 SF building is composed

of two principle building elements: a

one-story brick masonry structure with

storefronts at either end, scaled to match

the historic fabric of Main Street; and a

two-story linear structure which forms

the southern edge of the civic campus

and new public plaza connecting the

Center to the Municipal Hall. Articulated

steel, patinated copper cladding, a

perforated steel-clad silo, and engineered

wood siding fuse historic materiality

and form into a wholly modern work.

The building utilizes an energy efficient

VRF mechanical system, 100% LED light

fixtures (with occupancy sensors and

daylighting control and other green

materials.

AIA Utah handed out awards to five deserving projects last November. Projects were honored based on a variety of factors, including innovation, design techniques, sustainability/green aspects, energy and water use/conservation and community connectivity.


Odyssey Elementary School

UVU new Classroom Building

Architect: VCBO Architecture

Architect:Method Studio/CRSA

Owner:David School District

Owner:Utah Valley University




Odyssey Elementary School

UVU New Classroom Building

MERIT AWARD

MERIT AWARD

This 84,760 SF ‘Net Zero’ designed

school (highlight: a rooftop PV solar

array which fills the entire surface) has

the theme ‘Bodies in Motion: The Animal

Kingdom’ – a way to promote healthy,

active lifestyles to students. Four

learning wings (groups of classrooms

called ‘habitats’) are represented by

four colors: red, orange, blue and green.

Each habitat corresponds to one of the

thematic motions of the school: Run,

Jump, Swim and Fly, and includes eight

classrooms, a central collaboration

area, and teacher prep and storage

areas. Classrooms have a 16 ft. wide

roll-up glass door which allows access

to the main collaboration space or other

individual classrooms.

This functional and stylish 245,000

SF LEED Silver building at Utah Valley

University breaks new territory by

providing flexible space outside the

classroom that removes barriers to

learning. The design is generous in its

public seating, group collaboration, and

gathering space – it has become a hub of

student activity. A 1,000-seat auditorium

can be divided into three classrooms via

an isolating folding wall system, while a

two-story atrium connects the 265-foot-

long horizontal office bar and five-story

academic classroom block. Sustainable

items include reduced interior lighting

power density, an evaporative cooling

system and low VOC materials.


The Cliff Lodge at Snowbird

Architect:FFKR Architects

Owner: Snowbird Ski & Summer Resort

Completion:12/1/1987

The Cliff Lodgeat Snowbird


25-YEAR AWARD

Snowbird’s Cliff Lodge is one of the

most iconic buildings in the state of Utah’s

entire ski industry.To balance its strong

physical presence, the right materials

were used on this $74 million project

to lessen the building’s visual impact

and provide a sense of belonging to the

scenic natural environment. Primary

materials include concrete, glass, and

wood; colors and textures incorporate

seamlessly into natural surroundings.

The project is highlighted by a stunning

11-story atrium that offers incredible

views of the mountainside. The 14-story

concrete structure uses a natural gas-

fired co-generation facility consisting of

three 650-kilowatt generators. Vehicles

are parked adjacent to the site in a 182-car

covered parking structure.


BEST OF SHOW

USU Brigham City Academic Building

Owner: DFCM

Architect: Jacoby Architects

GC: R&O Construction

Mason: Rocky Mountain Masonry

HOnOR

Cache Valley Bank

Owner: Cache Valley Bank

Architect: Design West Architects

GC: Gary Olsen Construction

Mason: Grover & Daugherty Masonry

Draper Warehouse Office

Owner: Lone Peak Holdings

Architect: Beecher Walker Associates

GC:R&O Construction

Mason: Kim Pierce Masonry

McKay-Dee Hospital Addition/Auditorium

Owner: Intermountain Health Care

Architect: HKS Architects


Mason: IMS Masonry

Midvale Senior Center

Owner: Salt Lake County

Architect: EDA Architects

GC: Stallings Construction

Mason: Dartco Masonry

Mountain Point Medical Center

Owner: IASIS Healthcare

Architect: Earl Swensson Associates


Mason: IMS Masonry

Mount Jordan Middle School

Owner: Canyons School District

Architect: MHTN Architects

GC: Hogan Associates

Mason: AK Masonry

Ogden 2nd District Juvenile Court

Owner: DFCM



Mason: IMS Masonry

UMC Honors 20 Projects at Annual Awards BanquetUSU Academic Building earns ‘Best of Show’; Golden Trowel presented to Rocky Mountain Masonry; Paul Snyder recognized.

UMC 2015 EIMD Awards

Awards were plentiful during Utah Masonry Council’s (UMC)

annual ‘Excellence in Masonry Design’ (EIMD) awards event

January 29 at Marriott City Center in Salt Lake City, highlighted by

the USU Brigham City Academic Building earning ‘Best of Show’. In

all, 20 projects were recognized across the Wasatch Front.

The coveted ‘Golden Trowel’ award went to Ogden-based Rocky

Mountain Masonry for it’s work on the fore mentioned project,

while Paul Snyder, founder of Spanish Fork-based Paul Snyder

Masonry, was presented with the ‘Lifetime Achievement’ award.

Snyder founded his firm in 1973 with a pickup truck, a few

tools, a wheel barrow and mixer, and forged a relationship

with Ace Avery Homes which proved beneficial in the early

days. Snyder Masonry is renowned nationally for its training

videos on the art of masonry. Notable firm projects include

Eccles Performing Arts Center, Syracuse Elementary, Gateway

Apartments and Hogle Zoo.


Provo City Center Temple

Owner: LDS Church

Architect: FFKR Architects


Mason: Child Enterprises

MERIT

BYU Laundry, Maintenance

& Emergency Services

Owner: BYU


GC: Zwick Construction

Mason: IMS Masonry

Central Bank

Owner: Central Bank

Architect: Harris Architecture

GC: Randall Cloward Builders

Mason: Child Enterprises

Donna Garff Marriott Honors Residential

Scholars Community

Owner: DFCM


GC: Gramoll Construction

Mason: Allen’s Masonry Co.

Hillcrest Jr. High

Owner: Murray City School District

Architect: Naylor Wentworth

Lund Architects

GC: Hughes General Contractors

Mason: AK Masonry

University of Utah Guest House

Owner: DFCM



Mason: IMS Masonry

CITATIOn

BYU Broadcasting Building

Owner: BYU



Mason: Allen’s Masonry Co.

J. Will Robinson Federal Building

Owner: GSA

Architect: Design West Architects

GC: Raass Brothers Construction

Mason: Abstract Masonry Restoration

Pleasant Grove High School Gymnasium

Owner: Alpine School District

Architect: Sandstrom Architecture

GC: Westland Construction

Mason: Doyle Hatfield Masonry

Riverton City Park

Owner: Riverton City

Architect: Think Architecture


Mason: Harv & Higham Masonry

Tree Haven Parade Home

Owner: Tree Haven Homes

Architect: Landforms Design

GC: Tree Haven Homes

Mason: Craig Andrus Masonry

West Weber Elementary

Owner: Weber School District


GC: Comtrol Inc.

Mason: Doyle Hatfield Masonry

UMC 2015 EIMD Awards

Utah Construction& DesignReach 6,000 plus Industry Decision-Makers!

For Advertising Inquiries:

Ladd Marshall at (801) 872-3531

[email protected]

The only publication dedicated exclusively to Utah’s A/E/C industry!

UC&D

PLATINUM

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94th Annual Convention • January 21st-23rd, 2016 • Little America Hotel

We make promises every single day. At Big-D that is

not something we take lightly.

It is our pledge, vow, guarantee, oath, word, and commitment to absolutely

keep those promises.

roB mooreBig-D President/C.o.o.

Big-D is a construction company with four decades of growth – growth that has earned a ranking among the nation’s “Top 100” contractors, growth that comes from having a leader at the helm who embodies the mantra, “heart, soul, muscle and mind.” Big-D’s President and C.o.o., rob moore, has 40 years of experience, countless awards and recognition, and an entire company that is grateful for his vision, determination and example set in exceeding expectations.

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Index of Advertisers

AE Urbia ................................................................................................................... 2AGC of Utah ....................................................................................................... 64Arnold Machinery ............................................................................................. 4Babcock Design Group ............................................................................... 66Bank of Utah .................................................................................................... 61Big-D Construction ....................................................................................... 65Cache Valley Electric ....................................................................................39Century Equipment ...................................................................................... 11CRS Engineers .................................................................................................. 19GSBS Architects .............................................................................................. 21Honnen Equipment ...................................................................................... 17Hunt Electric ..................................................................................................... 47Intermountain Commercial Storage ............................. Back CoverJacobsen Construction ................................................................................. 9Jones Waldo ....................................................................................................... 53Kilgore Companies ........................................................................................... 5Layton Construction ................................................................................... 49Method Studio ................................................................................................. 16Midwest Commercial Interiors ............................................................. 23Monsen Engineering ................................................................................... 10Mountain States Fence ............................................................................... 45R&O Construction ............................................................................................ 6Reaveley Engineers + Associates ........................................................ 46Richards Brandt Miller Nelson .............................................................. 21Spectrum Engineers .................................................................................... 60Staker Parson Companies ........................................................................ 27UDOT (Zero Fatalities) .................................................................................. 67Watts Construction ...................................................................................... 66Wheeler Cat .......................................................................................................... 3Zwick Construction ...................................................................................... 25

zeroworkzonead FIN.pdf 1 1/23/13 3:08 PM

Utah Construction& DesignReach 6,000 plus Industry Decision-Makers!

For Advertising Inquiries:

Ladd Marshall at (801) 872-3531

[email protected]

The only publication dedicated exclusively to Utah’s A/E/C industry!

UC&D

zeroworkzonead FIN.pdf 1 1/23/13 3:08 PM

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