Moving—At the Speed of State
The consolidation of state offices at the Taylorsville State Office Building proved challenging over the multi-phase project window, and successfully produced a renovation for an evolving public sector.
By Taylor Larsen
By Taylor Larsen
Years since the beginning of the Taylorsville State Office Building project in summer 2019, there is visible relief on the faces of project team members who aided in designing and building such a monumental project over its six-phase timeline.
But there is a “we-did-it” smile on their faces too, as they worked to not just renovate an existing corporate campus containing three buildings and nearly 450,000 SF. The Taylorsville State Office Building changes the way the State of Utah runs its different divisions and departments, capitalizes on its real estate portfolio, and helps each fully embrace modern office work.
Initial Scope
According to Kathy Wheadon, President of Salt Lake-based design firm CRSA, the State Legislature teamed up with the CRSA team many years ago to explore what workspace and workforce optimization might look like. Their work produced the State’s first Real Estate Utilization Study in 2019, which highlighted the inefficiencies of the older buildings organized around a 1970s-era office model.
Over 800 employees from Capitol Hill would need to be relocated from their offices during the State’s continued roll-out of its master plan for a third facility there to house new legislative offices and museum/collection space. Some of the key building occupants from around the Salt Lake Valley would be the Department of Health and Human Services, Driver’s License Division, Division of Motor Vehicles, and the Department of Public Safety.
Consolidation was one key as the State looked to pare down functions into one multi-purpose building. This included relocating the State’s data center for the Department of Technology Service, creating modern laboratory space for the Department of Agriculture and Food, and consolidating Division of Emergency Management space, which monitors security threats, both physical and virtual.
To meet those needs, the State ultimately decided to renovate the former AMEX Building in Taylorsville.
Pack it Up, Pack it In
For the people leaving the capitol and elsewhere, their new space needed to be modern and attractive, with the seamless integration of remote work. Wheadon said the State’s ultimate goal was optimized real estate holdings via modern, efficient workplaces that could increase employee retention and recruitment.
The design portion of the project team worked to customize the spaces to better assist each agency in their work. CRSA’s design team held leadership engagement sessions with each agency, ran workshops with over 150 state agency employees to better understand user needs, surveyed 600-plus employees to ensure all voices were heard, and finely tuned solutions based on CRSA-crafted State Space Standards and Workplace Change Playbook to give the State the ability to streamline how they allocate real estate resources and standardize the sizes of office components.
Expectations, especially so deep into the information age, required a more mobile, collaborative, and tech-dependent workforce and work environment.
However, “while work and expectations surrounding work environments had evolved over the course of the project, state space had not,” Wheadon said.
Jeremy Bringard, Project Architect for CRSA, reiterated the challenge for state workers to consider new and different ways to work—something many employees had never done before.
To help address a range of more complex workplace needs, both social and individualized, CRSA developed a “kit of parts,” with spaces to meet, focus, and recharge.
Fast and Furious Phased Construction
Moving from design into construction meant getting that home ready for new tenants. Sequencing from the Salt Lake-based Big-D Construction team was crucial to the project’s success.
“It was like a giant game of Tetris,” said Big-D Construction Project Director Brian Murphy. Taking the shapes of the different departments in all of their different locations and then bringing them to their centralized location required significant planning and coordination.
Pressure was on the project team all the way from the opening interview to win the project in July 2019, according to Murphy. The State needed to move this portion of the State’s master plan forward and finish Phase 1 of the Taylorsville State Office Building by February 2020.
Nothing was retained from the previous AMEX building, said Senior Project Manager Matt Heslop. Renovation was more akin to demolition than remodel, giving the project team a clean canvas with which to work. “We stripped it to the core.”
Construction began in earnest to get the third floor renovated in time for move-in, with the extra challenge of renovating as AMEX employees occupied floors one, two, and four.
Their work to fully renovate this floor, they said, was a stellar benefit over constructing a new office, since occupancy would not be allowed on a similarly constructed space until full completion. A new office would have taken well over a year, with the domino effect of pushing demolition of the capitol admin buildings forward to accelerate the State’s overall building plans.
As construction finished up and the third floor teams moved in, “our next constraint was having the tenant on [the third floor,] and it was the DFCM. […] It was basically like we were working in their house,” said Heslop.
Guinea Pigs for a New Way of Working
The design team focused on creating unique space for six agencies in the Department of Government Operations, including the Division of Facilities Construction Management, Career Service Review Office, and Division of Finance. Phase I tenants of the new space became test subjects to evaluate the new work environment.
The design team’s effort to ensure lessons were learned, Wheadon said, meant that the process continually improved.
“We ran focus groups and surveyed colleagues working in the building to apply insights to the next design phase,” she said.
Wheadon said that the new space became the sales pitch for the incoming tenants on the remaining floors. She, Bringard, and the other designers could walk the space—one uniquely theirs—and see the quality they would be getting in their new offices.
This additionally helped State leaders embrace a changing office environment by hearing from their colleagues in the newly renovated third floor, setting future expectations from there.
Removing Walls, Creating Connections
Wheadon explained the makeup of previous spaces and how the divisions’ interaction with one another was minimal, if at all. “Unless you ran into someone on the way to the bathroom or the elevator,” she said, “you weren’t going to be running into people.”
DFCM had a goal to reduce boundaries between divisions and create a more cohesive state government. Even with security requirements that limited open floor plans for certain agencies, designers found opportunities to create gathering spaces for employees to mingle and get to know each other, despite being separated by the titles of their respective divisions.
One of the major ways design accomplished this goal was renovating the ground floor cafeteria in Phase V and creating in its stead an indoor/outdoor “Work Café.”
Bringard described the shared amenity “a destination within the building,” and not just because it provided a space for employees to mingle. He said that the variety of colors in furniture and branding, along with the variety in booth and cafeteria-style seating created an energetic space. Soft materials and customized graphics helped to make this space an integral part in many of the employees’ daily routines.
It happened at the division level as well, according to Bringard. One of the major project victories happened with Third District Juvenile Probation. While telework had made the commute less stressful, employees of that department missed the sense of community they shared in their previous office. They worked with designers to give up a third of their personal office space for more room for mentoring, collaboration, and support for the mental health of probation officers, leadership, and staff.
New Space for a New Age
Remote work is here to stay, Wheadon and Bringard said, and the purpose of the office would need to shift from just a workspace to one where employees would actively want to be.
New spaces provide a wide range of environments to support different work patterns simultaneously. Activity-based work environments now allow colleagues with dramatically different work styles that prioritize mobility, collaboration, or privacy needs to work in the same space seamlessly.
With lounge chairs in conference rooms, sit-down workspaces, and stand-up meeting space, CRSA made sure to right-size design for each division’s work stations and environments.
Light fixtures, carpeting, wood floor finishes, and other materials combined for a major shift from the previous offices, one that replaced dusty designs with modern shine.
The ground-floor areas and their public-facing, service-oriented nature received that same upgrade. As the project team modernized work environments they looked to increase user satisfaction by making a more personalized professional space, “a space befitting everyone,” added Bringard.
He noted how the plaza design at the front entrance of the DMV/DLD areas aimed for an “elevated sensory experience.” Atrium daylighting is a bright spot, while the biophilic nature of the surrounding plantings and carpentry provide another natural connection.
Construction Swan Song
The project’s most complicated phase was saved for last—campus-wide electrical upgrades. It was a master-class in efficiency for the TSOB, trimming down generator needs from four to two highly efficient generators for the office’s backup systems.
To get the generators on time, Heslop said transport trucks waited outside the supplier gates on Christmas Eve to make sure the construction team could get the new generator on site in time.
Lighting and the ribbon of windows around each floor of the building balance natural and artificial light, with the latter receiving new lighting controls to go with enhanced building controls.
New and Improved
Finishing the project proved a testament to consistency and dedication over the three-plus year construction window. What stands at the end of design and construction is a highly functional office space that provides the new Taylorsville State Office Building tenants a chance to do their crucial work. The project team’s remarkable collaboration built a space befitting everyone, one where the State can recruit new people while those who already work there are saying:
“Damn, this looks nice.”
Adobe’s 680,000 SF Lehi Campus is an iconic project in Lehi that was completed in two phases, with the first phase opening at the beginning of 2013 and signaling a new era of development along the Silicon Slopes corridor. (photo by Dana Sohm) Inset: Aerial view showing an illustration of Texas Instruments’ new 300 mm semiconductor wafer manufacturing plant—referred to as “LFAB2”—which broke ground last November and marks the single largest investment (over $11 billion) in state history. (photo courtesy Texas Instruments)
Work continues to grind forward on the mammoth new Salt Lake City Water Reclamation Facility (WRF)—a critical $850 million project being built by a joint venture of the Salt Lake regional offices of Sundt Construction and PCL Construction that will replace the current facility in North Salt Lake once it's turned over to SLC's Department of Utilities (SLCDPU) in July 2026. As it stands, this is the second-largest project in City history, trailing only the recent $2 billion-plus Salt Lake International Airport Redevelopment (Phases 3-4 ongoing), and one of the most technically challenging projects in the state. "We are up for the challenge every day—the magnitude of this thing is unreal," said Manny Diaz, Project Manager for Salt Lake-based Sundt, as he drove around the massive 30-acre site in late-January, a worksite teeming with 300 current employees (it will peak at 400 workers this summer) and myriad complicated structures being built simultaneously. Diaz is a long-time veteran of the water reclamation facility industry—this project marks plant No. 26 in his own personal history—and he was brought in a year ago by Sundt because of his expertise. When he arrived in Salt Lake at the beginning of last year, it was right smack dab in the middle of what proved to be a record-breaking year for snowfall. "It was quite a welcome to Utah!" Diaz chuckled. "We keep very close tabs on the weather." And while crews haven't been subjected to the same inclement weather this winter, site conditions are still generally wet and muddy, and the difficulties associated with building the various structures are constant. Crews are nearing the halfway mark, so certainly it's a milestone worth acknowledging, even though a mountain of construction is still left to climb. "It's such a huge accomplishment to be this far," said Jason Brown, Deputy Director of Public Utilities for SLC. "We've faced a lot of challenges, Covid, material shortages [...] it's amazing to be part of a team that works so well together. We still have a long way to go, but we'll get there. We've made a lot of progress and should be proud, but it's hard to celebrate success with so much work still ahead." Diaz, along with PCL Project Manager Shayne Waldron, said crews recently achieved a major milestone: one million hours worked, a notable accomplishment. “Achieving the ‘one million hours worked’ milestone is a testament to the coordination and collaboration required of a project this size," said Brown, adding that the new WRF project benefits from regular and ongoing staff collaboration, under the watch of Sundt/PCL, designers AECOM and Jacobs, and SLCDPU leadership. “This [milestone] is the culmination of many different efforts,” added Mauricio Ramos, District Manager for PCL’s Civil Infrastructure Division. “From local engineers to pipe layers, journeymen, construction trade workers, foremen, and general laborers, every team member has been instrumental in reaching this benchmark. The collaboration between PCL and Sundt has been a testament to our shared commitment to excellence and innovation.” "Our crews are working together seamlessly to ensure that the final product meets the goals and needs of the community," said Sam Reidy, Senior VP and District Manager for Sundt. "Celebrating this milestone recognizes the hard work and commitment each member of the project team has made to this project and the Sundt/PCL partnership." Diaz and Waldron said soil conditions challenged the team right out of the gate and took significant time to stabilize the site. "At the very beginning, the project was designed to be built on top of where the sludge beds were at, but it turns out the sludge beds were on shaky ground," said Diaz. "This whole area is young in age, so it's all soft clays and sands," added Waldron. "Soft clays are compressible, so the big issue is settling. It would have [cost] $80 million in piles to shore it up, and then in between buildings you have all the pipe and utility duct banks, so they would almost need to be built on piles." Waldron said the idea came up to pre-load the whole site, where crews built a flat pad, installed wick drains, then pre-loaded 30 ft. of dirt, with drains going down 125 feet and providing a way for water to be pushed out of the clay. "We had over seven feet of settlement," said Waldron. Crews also set up sophisticated monitoring equipment "to see where ground was settling and what layers were compressing the most. It was really scientific—a lot more than I've seen before." Diaz said it took six months to haul in the fill dirt where it remained in place for eight months, then took another six months to excavate out—close to one million yards of total material. It was an exhaustive process, with an average of 400 trucks per day and close to 500 trucks hauling 18,000 tons on the best day. Having a cohesive, highly collaborative team of designers and construction experts has been a boon to the project schedule. Once completed, Salt Lake City’s new WRF will serve over 200,000 residents as well as those who commute downtown to work or visit Utah's capital. It will replace the City’s current—and only—wastewater treatment facility, which is over 55 years old and near the end of its service life. Maintaining reliable operations at the existing facility while constructing the new WRF nearby has been critical for the project’s success. Since breaking ground in 2019, the project team has completed approximately 65% of structural concrete work as well as soil mitigation, deep foundation work, and the installation of underground utilities. In late January crews began excavating dual 63-in. diameter pipelines, along with a 78-in. effluent pipe that is being hauled one giant piece at a time from Canada, a new type of corrugated HDPE with welded joints that should provide greater durability. All in all, crews will ultimately pour 93,000 CY of concrete and install 22 million pounds of reinforcing steel, along with 89,000 LF of underground pipe ranging in diameter from 1.5-in. to 78-in. "The camaraderie among the team members allows for a very cohesive team," said Diaz. "The only way you can tell who works for who is by the color of the truck. We have a 'one project' mentality. The complexity of the job and being trusted to lead this effort [...] have been [important] for me. It's been a great job so far." Diaz, who said his first wastewater treatment plant was in North Miami Beach in the late 80s right after he graduated from college, hopes to remain in Utah once this job is completed and turned over to the client by mid-2026. “I plan on staying here and continue to work on treatment plants in Utah,” he said. “There’s a lot of work here. We have vast experience, and we have a lot of people who want to be in Utah—it’s a great place to live. Let’s do it!”
It's been more than 45 years (1978) since The Cars released their debut album highlighted by the wildly popular song Good Times Roll, but if there was ever a tune to sum up the general sentiment of local A/E/C professionals regarding Utah's 2024 Economic Outlook, Good Times Roll would be up there. "Our members are expecting another good year," said Joey Gilbert, President/CEO of the 650-member Associated General Contractors (AGC) of Utah. "For our contractors in both the building and highway markets, the outlook is good. Many still have decent backlogs to keep them busy through 2024 and in some cases, even 2025. The public sector is strong, and on the private side, owners are still investing in some big projects." Robert Spendlove, Chief Economist for Salt Lake-based Zions Bank, reported at the AGC's Economic Outlook meeting last November that commercial construction was up 1.6%, while Utah as a whole reported 2.5% growth overall, and believes both will continue to fare well in 2024. "Utah also has one of the lowest unemployment rates in the U.S. [2.5%]; when it gets too low, you get real struggles of labor shortages," he said. "It prevents companies from growing and is one of those defining economic characteristics of this past cycle. If we get above 4-5% we get nervous that it's a sign of a recessionary environment." Spendlove said tailwinds include strong consumer spending, a strong labor market, and an overall robust economic Intermountain West region, while headwinds could include a lack of new workers, government shutdowns, energy prices, and international uncertainty. Another bonus is that Utah remains one of the strongest states economically, regardless of what is happening nationally. "I would say uncomfortably optimistic," countered Dejan Eskic, Senior Research Fellow for the Kem Gardner Policy Institute at the University of Utah, citing a number of factors potentially slowing down the design and construction industry such as housing, labor, and material price fluctuations—basically the same post-Covid headwinds Utah-based firms have been battling the past couple of years. "On paper, we should have a decent economic year in Utah. Because it's an election year, it brings more optimism generally. Stock performance does better in an election year, jobs do better. You have to stick to those basics. Eskic has been with the Gardner Institute for eight years, including the past five in his current role, explained that some of the uncomfortableness facing the local economy stems from having virtually no labor pool in certain segments, including construction—which continues to face a dearth of skilled craftsmen in virtually all subcontractor trades. "We still have red flags," he said, noting concerns with still-high housing costs. "Maybe it's too early to call if we've cracked inflation. 2023 ended up way better than anybody expected—it was supposed to be a recession year, but the recession never came, and the labor market exceeded expectations. "I'm bullish on Utah," he added. "I look at the numbers and how we're going, and we're in a very strong growth pattern with the economy. Things will continue to expand." Indeed, despite nasty rising interest rates that put the brakes on some speculative development projects, Utah-based owners continued to plow ahead on projects, and by-and-large most market segments continued to see a healthy amount of activity as firms set about tackling healthy project backlogs.
Crews working on bridge sections of the project did the majority of heavy-lifting—as seen with these giant cranes lifting heavy girders—during the wee hours of the night, part of UDOT’s expectations of keeping traffic moving by limiting road closures. (night photos by Kjell Gerber, BuildWitt)
It's been a long time coming for elected officials and the citizens of Millcreek City, but their beloved $45 million, nearly 80,000 SF City Hall is finally complete, ending a lengthy five-year process that tested all parties involved but produced an awe-inspiring six-story building that will serve as the public heart of this rising community southeast of downtown Salt Lake. "It's awesome!" gushed Jeff Silvestrini, in reference to his view as he peered out across the Salt Lake Valley from his fourth-floor corner office, with captivating views via a complex glass curtain wall system highlighted with an intricate, highly functional screen shade. As the only mayor Millcreek City has known during its brief seven-year existence (it was incorporated Dec. 28, 2016), Silvestrini was recently re-elected for another four-year term (he ran unopposed) and has been a driving force behind this new project. "I could see this [view] was going to be amazing when I climbed up the crane when the concrete structure was going up. Standing on the exposed sixth floor before the curtain wall went up, I was humbled at this monumental undertaking for a new city. What we do as a city government is serve the people. We can serve the people much better in a facility like this." Unique Municipal Design Fosters Public Engagement with a "Downtown" Feel Millcreek City Hall builds upon the momentum created by the adjacent Millcreek Common to the east (opened in December 2022) to create an actual "Downtown" or "City Center" space at the bustling area of 3300 South between 1300 East and Highland Drive, which includes a host of exciting new nearby multi-family and mixed-use developments under construction. The project leverages a public-private partnership (PPP) with a local developer on an adjacent shared parking garage, along with the much-needed residential housing. Silvestrini said City leaders "did not contemplate putting City Hall here" initially, but public feedback made it clear residents wanted a downtown area to call their own. Millcreek Common—replete with an ice ribbon, splash pad, and room for food trucks—was planned as a public plaza space and has been wildly popular since its completion in late 2022. Residents also wanted City Hall to have real spaces for the public, not just a strictly-government facility, which provided exciting design opportunities for Salt Lake-based MHTN Architects, which initially worked with City officials in 2017-18 on a City Center Master Plan, which came about via a grant through the Wasatch Front Regional Council, according to Ryan Wallace, Principal-in-Charge for MHTN. "It's located roughly in the geographic center of the community and easily accessed by vehicle, transit, and active transportation—it's something that can unite the community," said Wallace. "The client has created four projects in one," aided by a vertical building mixed-use approach on the narrow footprint, a key to allowing optimum future adjacent development. "We realized early on that there was an opportunity to build a true civic center," added Silvestrini. "The more we thought about it, the more it made sense." The commitment to having a true community building is evident on the first floor, which includes a coffee house, a restaurant, and a flex public market with rotating businesses. "[City leaders] wanted an activating ground floor use that would support their idea of a downtown," said Wallace. "They didn't want City Hall to only be active 8-to-5 and then a dead zone at night." City officials and MHTN staff also drew inspiration on a tour of the new City Hall in Lenexa, Kansas, which includes adjacent common space and a ground floor retail/public market. "Everyone seemed to be thinking on the same wavelength," said Peggy McDonough, MHTN President who served as Project Executive on Millcreek City Hall. "We all felt like this was a completely unique project, unlike any other city hall that we've been a part of, and the second that has a market level. It's being looked at as an example of good development." While level 1 is sure to be a hit with Millcreek residents and visitors over time, levels 2 through 5 showcase the versatility and functionality of the project, with all essential government functions for Millcreek City, along with Unified Police and Community Emergency Response Team (CERT). Unified Police is housed on level 2 and utilizes a one-level sally port/private garage under the building (another bonus of the PPP parking garage). Millcreek City is housed on levels 3-5, with the top floor—level 6—serving as prime community space highlighted by the Grandview community room and its opulent Cross Laminated Timber (CLT) roof that evokes a natural warmth throughout the space.
For the first time in its 103-year history, The Utah Chapter of the American Institute of Architects (AIA Utah) has a fully female executive leadership team. It wasn’t intentional, as Past-President Jessica Hoffman stated, “That is who stepped up.” And more importantly, these women have an aggressive plan for serving the entire, very diverse, association. "I'm very excited—we have a great team!" said Chamonix Larsen, Salt Lake City/Denver Department Manager for Morrison Hirschfield, who will serve as 2024 President. "They are all very passionate about what they do, and how architecture can make positive changes in our community." AIA Utah also has a new Executive Director, with Angie Harris Roberts coming on board last spring in a part-time role that transitioned to full-time in October. She is charged with overseeing industry legislation and streamlining AIA services such as providing standard contract documents, sponsoring educational events, and hosting conferences that communicate new design ideas, technologies, and initiatives. Larsen has targeted adding value to members and increasing public outreach scope as her focus for the upcoming year. One particularly exciting (and needed) project proposes a mentorship program that utilizes the talents of the AIA fellows and partnering organizations. The staff and board have applied for a grant and approached local firms for matching funds to build a long-term, multi-generational program, that assists mentees to achieve licensure faster and stay in the profession. Working through the Young Architects Forum and the American Institute of Architects Students, the program will enlist the talents of Utah AIA Fellows, the National Organization of Minority Architects, and Women in Architecture, connecting seasoned architects with emerging professionals. They will answer questions and give guidance and counsel on matters ranging beyond making design decisions and locating answers to technical questions, to how to craft career paths and find professional satisfaction. "We've been through some changes, and having a new executive director is exciting as well," added Larsen. "Coming out of the pandemic, it's been about reconnecting with everybody and improving our organizational excellence. It's important to me that we run as efficiently as possible, given that we rely on volunteers. We have an opportunity to dive into what firms need, and how we can better serve our members." Larsen addressed staffing, having access to quality talent, and attracting more skilled architects to the state as key topics. The outlook for Utah remains solid, she said, albeit with some tempered expectations in some markets (multi-family, industrial) which may see projects put on hold until interest rates soften. Utah's continued growth, steady economy, and the prospect of another Salt Lake Winter Olympics raises optimism for the foreseeable future. Leadership is also committed to helping sister organizations with programs aimed at stimulating interest in architecture from outside the industry and providing a pipeline of talent from a diversity of backgrounds into the industry. This includes encouraging programs in elementary schools to educate children about the role of architecture in a community, collaborating on youth mentoring events, and fostering NOMA’s effort to bring architects from underrepresented groups into the College of Fellows. 2024 AIA Utah Leadership President – Chamonix Larsen, AIA is an experienced architect with a diverse professional background with 20+ years of experience including building envelope consulting, architectural design, technical design lead, project management, owner’s representative, and commissioning authority. She joined Morrison Hershfield’s Building Science Division in 2017 and manages building envelope consulting teams in Salt Lake and Denver. While at the State of Utah, Larsen oversaw the development and implementation of the DFCM's High Performance Building Standard and state-wide operational sustainability efforts. She is also an adjunct professor at the University of Utah College of Architecture and Planning. President Elect – Whitney Ward, AIA, LEED AP is a Principal at Salt Lake-based VCBO Architecture and has been with the firm since 2007. Ward embraces a holistic design approach and is an advocate for both community engagement and sustainable design. She also teaches Sustainable Development as an Adjunct Professor with the University of Utah City and Metropolitan Planning Department. Secretary – Natalie Shutts-Bank, AIA, RIBA is an experienced architect who thrives when navigating between the vastness of all creative possibilities and the real-world constraints of any design problem. She has worked multiple design typologies at a range of scales on higher education, civic, hospitality, healthcare, and large-scale residential projects. Treasurer – Libby Haslam, AIA, RIBA, LEED AP, NCARB is the founder of Studio Long Playing, an architectural firm that practices many typologies of spaces. The firm’s current focus is on higher education. Studio LP is also engaged in restaurant design and residential work, with the intent for collaboration with different artisans and art forms. She has been teaching studio as an Associate Professor (career-line) at the University of Utah School of Architecture since graduating from the U in 2001For the first time in its 103-year history, The Utah Chapter of the American Institute of Architects (AIA Utah) has a fully female executive leadership team. It wasn’t intentional, as Past-President Jessica Hoffman stated, “That is who stepped up.” And more importantly, these women have an aggressive plan for serving the entire, very diverse, association. "I'm very excited—we have a great team!" said Chamonix Larsen, Salt Lake City/Denver Department Manager for Morrison Hirschfield, who will serve as 2024 President. "They are all very passionate about what they do, and how architecture can make positive changes in our community."
(left to right) Gene and Sue Larsen, their son Blake, and his wife, JaLynn, at the CFC Supply Christmas Party, made extra special this year with the firm’s 25th anniversary. (photos courtesy CFC)
Commercial Project--Honor 95 State at City Creek
The days of the commercial industrial market consisting primarily of boring, staid (read: ugly) warehouse and manufacturing buildings are long gone, as employee-conscious corporations and forward-thinking real estate developers have been realizing the value of housing employees in spaces that sizzle with stylish interior designs with loads of on-site amenities. Hexcel Corporation did just that with the design of its most significant recent project in West Valley City, a $34 million, 105,000-SF facility dubbed the Center of Research & Technology Excellence, which includes the largest high-performance carbon fiber manufacturing plant in the world, along with housing Hexcel's aerospace matrix operations. The center is "designed to encourage and inspire our team to dream big and ensure that our customers are awarded the strongest, lightest weight, most durable advanced composites that the world has ever seen," said Nick Stanage, Hexcel Chairman, CEO and President. He said that when the Center opens, “you will be surrounded by everything it means to be a leader in advanced composites technology. You will see high-tech labs and cutting-edge research and testing equipment. Our lobby will showcase advancements and innovations that are propelling the future in commercial aerospace, space and defense, and industrial markets.” Sharp aesthetics and providing optimum working conditions are a must for employers in a market with a current state unemployment average hovering just over 2% and in a society where the workforce is increasingly opting to work remote (at home) either full-time, or with a hybrid/flex schedule. The primary objective of the facility is to serve as a catalyst for research and development in advanced composite technology, with a specific focus on aerospace, space, defense, and industrial applications. According to Mike Phillips, VP of Project Development at R&O Construction's Salt Lake office, the fast-track design-build seamlessly blended a tilt-up laboratory with a two-story Class A office building, illustrating the owner's attention to high quality and optimum design. "The entire team was focused on schedule and cost throughout the process, while meeting owner's requirements and needs. It was a very successful project." The facility's design transcends conventional manufacturing and research spaces. Instead of a stark separation between these functions, the building integrates both—fostering an environment where scientists and production personnel can collaborate seamlessly. This approach underscores Hexcel's commitment to innovation and how diverse functions can coexist within the same space. One of the project's most noteworthy contributions lies in its commitment to sustainability. Hexcel actively recycles carbon fiber prepreg composite cutoffs to produce composite panels that find applications in commercial markets. By upcycling and repurposing materials, the project demonstrates a forward-thinking approach to resource utilization and waste reduction. In a resourceful move, the tilt panels were utilized as the crane path to avoid potential soil issues. This approach was executed after thorough consultation with engineers, resulting in a seamless process with all panels standing within a short timeframe, without any compromise to structural integrity or aesthetic appeal. Exterior Trespa panels were strategically oriented to create a dynamic carbon checkerboard pattern, aligning with the aesthetic of Hexcel's innovative products. This deliberate choice not only showcases a visually striking design element but also reflects the company's commitment to excellence in composite materials. Tilt-up panels underwent a meticulous sandblasting process to enhance their carbon-like appearance. This technique, applied after curing and installation, contributes to the overall visual effect and reinforces the project's dedication to craftsmanship.
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