FSB-Pond JV Awarded USACE Tulsa District IDC

OKLAHOMA – (March 11, 2025) – FSB Architects + Engineers (FSB), an award-winning team of architects, interior designers, and engineers, in a joint venture (JV) with Pond & Company (Pond), an industry leader in engineering, architecture, planning, and construction management services, has been awarded an Indefinite Delivery Contract (IDC) for Architecture-Engineering (A-E) Services in support of the United States Army Corps of Engineers (USACE) Tulsa District (SWT) for Military Construction, Civil Works, and Interagency and International (IIS) Services.

The $99M IDC is a Multiple Task Order Award Contract (MATOC) that is focused on General A-E services for the USACE SWT and may include design of a wide range of facilities for military installations and programs in Oklahoma and the Texas Panhandle.

“From mission-critical projects at Tinker AFB to key initiatives at Fort Sill and beyond, we will leverage our decades of partnership and proven performance to deliver high-quality, innovative, and mission-driven results for the district and its stakeholders,” said FSB President and CEO Gene Brown.

“FSB-Pond JV is honored to support the Tulsa District under our recently awarded General A/E (Unrestricted) contract,” said Pond Army Client Account Manager Dave Caldwell. “Our team brings deep expertise and a shared commitment to delivering best-in-class solutions that align with the district’s strategic priorities.”

Seven contracts were awarded under this IDC – three small businesses and four large businesses one of which was the FSB-Pond JV.

About FSB Architects + Engineers

Headquartered in Oklahoma City, FSB Architects + Engineers (FSB) has served DoD clients for 80 years throughout the United States, providing award-winning, multi-discipline facility design and engineering services. FSB provides personalized service with professionals in planning, conceptual design, interior design, architecture, civil, structural, mechanical, fire protection, electrical engineering and construction administration services. FSB is a national leader in the design of aviation facilities, including extensive aircraft maintenance expertise, and leads the industry through our criteria/standards writing, specification writing and training of DoD staff.

About Pond

Pond is a full-service consulting firm providing integrated engineering, architecture, planning, and construction management solutions to public and private clients since 1965. Our staff, located throughout the U.S. and globally, is committed to delivering tailored solutions. Recognizing that clients benefit the most when multi-disciplined expertise is leveraged, Pond builds teams based on client and project requirements, regardless of location, reinforcing our “One Pond” culture. We earn the trust that sets us apart.

Susan Riden Named COO

Photo of Susan RidenFrankfurt-Short-Bruza Associates, P.C. (FSB), Oklahoma’s largest locally owned architecture and engineering firm, is pleased to announce the promotion of Susan Riden as Chief Operating Officer (COO). With an impressive career spanning more than 30 years, including nearly a decade of extraordinary contributions at FSB, Susan brings a unique blend of client-centric insight and operational expertise to her new role.

A graduate of Oklahoma State University, Susan’s career has been defined by a deep understanding of both the client and professional services perspectives. Since joining FSB, Susan has consistently demonstrated a commitment to excellence, improving internal processes, fostering collaboration, and enhancing client outcomes. Her leadership has elevated FSB’s operational focus and contributed to the firm’s success.

Now as COO, Susan will oversee all production operations, blending her client perspective with her deep understanding of FSB’s business to drive innovation, collaboration, and superior customer service.

FSB congratulates Susan on this well-deserved promotion and looks forward to her continued contributions in shaping the firm’s future.

If you had not chosen your current profession, what profession would you choose and why?

When I was growing up, I always wanted to be a nurse because I have a servant’s heart and like to help people. After I took biology, I quickly learned science was not my strength so I pivoted.

What was a recent (or favorite) vacation you took?

My favorite vacation was actually a career sabbatical in the Cayman Islands. I lived on Snooze Lane on a 7-mile beach for less than a year and I got to be a beach bum every day, snorkel when I wanted, watch a lot of crab scurry across the sand, and talk to several cruise ship guests. Ahhhh!

What do you do when you want to relax?

To ultimately relax, I head to the hiking trails and get immersed in nature. It soothes my soul. Did you know Arcadia Lake has some awesome dirt trails?!

Favorite book (or movie, band or pop culture item, etc.):

I’m a hopeless romantic and love a good love story. Sweet Home Alabama and The Holiday are two of my favorite movies. My ultimate favorite movie is Shawshank Redemption.

Favorite quotation:

My favorite quotation comes from my dad. He would always say, “God, Family, Work – make your life decisions with those values in that priority order.”

Engineer’s Guide To Accurate, Precise Building Pressurization

What is pressurization and why does it matter? At its very essence, a building is a box with walls, a floor and a roof to provide security and shelter from exterior elements. Many fundamental steps exist to developing a successful and functional building but one often-overlooked element is preventing unwanted airflow and water vapor from entering. Pressurization in the context of buildings is the balance of air between the interior and exterior of the building envelope, and the HVAC engineers’ job is to properly manage the balance of air through the building. Maintaining building pressurization is essential to maintaining a healthy, comfortable indoor environment and optimizing energy efficiency, which will be discussed in the sections below.

Many engineers are highly conscious of precisely determining how to manage the thermal comfort of their building; however, this precision often doesn’t exist when it comes to control over their building’s pressurization. To ensure a building is functioning as intended, equal diligence must be applied to its pressurization as to the thermal load calculations. Previous and foundational research has looked at the fundamentals of how best to control outdoor air,1 how to test pressurization devices,2 how to apply concepts with DOAS and pressurization,3 how to improve air tightness in buildings4 and even how pressurization could be a security and safety feature of a building5; however, a lack of information exists on how much air is needed to pressurize a building. This article is intended to dispel common rules of thumb, identify some critical considerations to evaluate and walk through a sample calculation to demonstrate one straightforward and effective method of calculating the necessary outdoor air for sufficient pressurization.

How Much Outdoor Air Does a Building Need?

So how much additional air does a building actually need for pressurization? Many engineers have used a rule of thumb of “add 10% to the building’s outdoor airflow” and moved on without a second thought for years, but this is often woefully lacking. To properly size airflow, one must first understand the impact different levels of building pressurization may have on the building. Since all buildings are unique and one cannot perfectly predict the construction of the building during design, one must consider a range of building pressurizations that may be acceptable to fit within the design criteria.

Figure 1 visually explains what happens with too little or too much building pressurizationFigure 2 is a Sterling Chart showing significant increase in the growth of bacteria, viruses and other harmful elements in a building as humidity increases.With low pressurization, buildings will have excessive infiltration that results in unmanaged (i.e., hot and humid or cold and dry) air entering the building from any available crack or crevice and can cause mold and bacteria growth in the building as humid air condenses in the walls. This is an important concern for the health and wellness of occupants, and the comfort of those in the space. As Figure 2 shows, there is a significant increase in the growth of bacteria, viruses and other harmful elements in a building as humidity increases. One must ensure there is enough pressurization to limit infiltration and manage indoor humidity levels.

If pressurization is far too high, two major issues may result. For one, doors may be inconveniently propped open due to the excess pressure in the building. This is aesthetically unpleasing and could potentially be a security concern. More pertinently, over-pressurization will result in a large waste of energy. If the building is over-pressurized, the system is bringing in and conditioning too much outdoor air, just to blow it back outside through the unclosing doors.

Using standard heat balance equations, if a system is maintaining 72°F (22.22°C) with a 4°F (2.2°C) drift in return air but an outside temperature of 97°F (36.11°C) (the 1% design day in Oklahoma City), every cubic foot per minute (cfm) of outdoor air takes roughly 6.25 times the amount of Btus to cool to the design temperature compared to a cfm of recirculated air. Every bit of overpressurization eats away at the owner’s energy bill and needlessly consumes additional electricity, defeating the efficiency and sustainability goals of projects.

One may wonder what the quantifiable thresholds of these “too low” and “too high” pressurizations are, as well as the ideal. On the low end, pressurizing the building with 0.02 in. w.g. (5 Pa) or less will result in excessive infiltration from any gust of wind that hits the building’s side. The reasonable range of pressurization falls between 0.02 in. w.g. (5 Pa) and 0.1 in. w.g. (25 Pa) with an ideal value of 0.05 in. w.g. (12.5 Pa). Any value greater than 0.1 in. w.g. (25 Pa) will over-pressurize the building, causing doors to swing open by themselves, leading to the inefficiency described above.

Figure 3 shows various door opening force calculations.

The 2019 ASHRAE Handbook—HVAC Applications, Chapter 54, Fire and Smoke Control7 lays out the equation to evaluate the required door opening force based on pressure difference (Figure 3). 30 lb (133 N) of door opening force is the maximum allowed by NFPA 101,8 which corresponds to 0.35 in. w.g. (87 Pa) of pressurization of the building, which could result in a dangerous life safety hazard. A pressure of 0.1 in. w.g. (25 Pa) results in a 15 lb (67 N) door-opening force, which is considered a typical upper range of acceptability. If the exterior door is outward swinging, this causes no fire safety issue, but if the door is inward swinging, this fire safety issue may apply. Almost all commercial buildings have outward swinging doors, while many residential buildings have inward swinging. However, even if the door is outward swinging, if pressurization is not calculated, any kind of exhaust, whether from bathrooms or kitchens, could cause a pressurization imbalance and create egress issues.

Therefore, simply adding 10% to the total building airflow is not sufficient to understand building pressurization and manage this risk. A more detailed analysis is needed.

So, if the desired pressure to target is 0.05 in. w.g. (12 Pa), the next step is to determine the amount of air required to hit this target pressure. Accurately calculating the airflow requires two main variables: target building pressure (now known) and the envelope leakage area. One can simply think of this as the amount of air needed to blow through a specific-sized hole to create a specific pressure drop.

Important Considerations

Two important elements to consider while determining the second required variable of envelope leakage area are building envelope construction and building leakage rate.

Building Envelope Construction

The trickiest factor in this area of study is the building envelope construction. Construction in the field is never perfect, and flashing, sealing and other joining elements may leave openings to the exterior. This is typically termed the building envelope construction or leakage classification. This envelope classification can run from tight, to average, to loose, to very loose. The 2019 ASHRAE Handbook—HVAC Applications, Chapter 54, Fire and Smoke Control7 has a table explaining these construction elements (Table 1) that provides a ratio that links the area of flow to the area of exterior surface per tightness classification. Typically buildings would be expected to fall somewhere within the tight, average or loose categories with very loose being an extreme exception. For a 400 ft (122 m) by 100 ft (30 m)—or 40,000 ft2 (3716 m2) office building—with 15 ft (4.6 m) tall walls, this would equate to a leakage area in the range of 0.75 ft2 (0.07 m2) to 5.25 ft2 (0.49 m2) for tight to loose construction. A few variables often play into a building’s construction tightness, which include the number of windows and doors in a building, as there is a greater chance of cracks around these openings.

Table 1 outlines flow areas of exterior building walls.

Also, the contractor’s building history is important to consider. Looking at similar buildings done by the same contractor can help narrow down the building’s proposed leakage rate. But in the end, use best engineering judgment as to the tightness of construction based on the development of the building. Designers should consider a range of values to understand the impacts of differing construction tightness and evaluating scenarios on how to best mitigate the uncertainty of the construction process in designs.

Building Leakage Rate

Closely tied to construction type and tightness is building envelope leakage rate. This is the amount of air that escapes from the building’s orifices. This equation is shown in Figure 4. It gives us all information needed to insert building leakage areas and pressure ranges to get an estimation of the volume of air that can leak through a given building envelope.

Example Calculation

If one were to have an open office of 400 ft by 100 ft (122 m by 30 m) with 15 ft (4.6 m) tall walls as previously described, the leakage area could be assumed to be between 0.75 ft2 (0.07 m2) and 5.25 ft2 (0.49 m2), with the average tightness being 2.55 ft2 (0.24 m2).

Figure 4 offers volumetric flow calculations per area and pressure.

Begin by assuming one would like to maintain our ideal pressure of 0.05 in. w.g. (12 Pa) and test each envelope leakage scenario per the simplified equation from Figure 4.

𝑉tight=2,610 × 0.75 ft2 × √0.05 in. w.g. = 438 cfm
𝑉average=2,610 × 2.55 ft2 × √0.05 in. w.g. = 1,488 cfm
𝑉loose=2,610 × 5.25 ft2 × √0.05 in. w.g. = 3,065 cfm

This leaves us with a significant margin of error depending on how the construction crew performs on the day they are scheduled to caulk the windowsills. Now flip the equation and observe what happens if one were to design for an average leakage rate, but the building was built tightly (Figure 5).

Figure 5 calculates inverted volumetric flow.

This would well exceed the pressurization rate allowed by the code as seen in the earliest part of the article. In that, it was shown that 0.35 in. w.g. (87 Pa) being the highest allowable pressure for an average door, requiring 30 lb of force (133 N) to open, well over the average weight of 15 lb (67 N) with 0.58 in. w.g. (144 Pa), it would take over 43 lb of force (191 N) to move an inward swinging door! If that door swung outwards, it would never close by itself!

If designing for the average leakage rate at our ideal pressure may not work, take one more look at the excess air required at the highest pressure of tight construction and the lowest pressure of average construction. If these overlap, there will be a target excess airflow that fits without our acceptable pressure range regardless of construction type.

𝑉(tight,0.1 in. w.g.)=2,610 × 0.75 ft2 × √0.1 in. w,g. =619 cfm
𝑉(average,0.02 in. w.g.)=2,610 × 2.55 ft2 × √0.1 in. w,g. =941 cfm

Since these do not overlap, there is no excess air value that can get us in our 0.02 in. w.g. to 0.1 in. w.g. (5 Pa to 25 Pa) pressurization range for both tight and average construction types. This leads us to an issue with a couple of key considerations:

  • Do not ever rely on tight construction. One cannot simply assume that everything in the field will be designed perfectly, and there will be no implementation issues.
  • One can always design systems to reduce our outdoor air if the building is over-pressurized, but one cannot add additional outdoor air if the system and ductwork are not sized to handle the excess.

In this case, there are a range of airflows for various pressure ranges and construction types and one can evaluate the building, the contractor involved and the likelihood of pressure issues. Once confident in the evaluation, consider oversizing the excess air slightly, while allowing for control mechanisms to modulate to recommended setpoints during operations.

How Not to Evaluate Building Pressurization

To circle back to our original rule of thumb, building engineers in the past have simply thrown 10% on top of the total outdoor airflow of the building. Let us once again return to our example to check this idea.

For a 40,000 ft2 (3716 m2) office building with a default occupant density of five people per 1,000 ft2 (93 m2) = 200 people, one would arrive at the cfm per the “10% rule of thumb” shown in Figure 6.

Figure 6 shows the "10% rule of thumb" calculations.This leaves a building significantly underpressurized, where even a small wind gust on the side of a building will start to bring in unfiltered, unconditioned outdoor air through every crack and crevice, presenting major risks to occupant health and comfort.

Conclusions

When considering building pressurization, designers should be sure they are doing their full due diligence in designing for all possible pressure scenarios. When a building is underpressurized, there is a risk of allowing in unfiltered air, not being able to control humidity and encouraging the growth of bacteria and/or viruses. If a building is overpressurized, one risks causing door-opening issues and more importantly, wasting energy.

Energy efficiency and decarbonization are increasingly important globally and should be top of mind for all HVAC designers. In an ever-increasing number of places, legislation requires engineers to practice due diligence in design to ensure building carbon emissions are minimized and meet required efficiency standards. The formula proposed in this article provide a way to more accurately calculate pressurization needs, and designers concerned about building efficiency would be wise to do away with the “10% rule of thumb.”

As the industry moves toward a future where energy efficiency and decarbonization are increasingly important and even required in certain scenarios, be precise with every consideration of mechanical system design. Do not allow pressurization to be a cause for inefficient and oversized mechanical selections. Building pressure is just as essential to the function and performance of the building as the thermal loads and should not be left to a simple rule of thumb when resources and engineering judgment exist to help make the right choices for buildings. Consider the analytical tools and formulas listed above, apply engineering judgment to every individual project and intentionally design building pressurization to improve the health and well-being
of the occupants and the efficiency of systems.

For more information on building pressurization systems, review the referenced articles, especially the 2019 ASHRAE Handbook—HVAC Applications, Chap. 54.7

References

  1. Sauer, H.J., R.H. Howell. 1991. “Control of Outside Air and Building Pressurization in VAV Systems.” ASHRAE Research Project RP-590, Final Report.
  2. Murphy, W. et al. 1990. “A Round Robin Test of Fan Pressurization Devices.” ASHRAE Research Project RP-594, Final Report.
  3. Mumma, S. 2010. “DOAS & building pressurization.” ASHRAE Journal 52(8):42 – 52.
  4. Fennell, H.C., J. Haehnel. 2005. “Setting airtightness standards.” ASHRAE Journal 47:26 – 30.
  5. Persily, A. 2004. “Building ventilation and pressurization as a security tool.” ASHRAE Journal 46(9):18 – 24.
  6. Arundel, A.V., et al. 1986. “Indirect health effects of relative humidity in indoor environments.” Environmental Health Perspectives 65:351 – 361.
  7. 2019 ASHRAE Handbook–HVAC Applications, Chap. 54, “Fire and Smoke Control.”
  8. NFPA. 2012. “NFPA 101, Life Safety Code, 2024 Edition.” NFPA National Fire Codes Online. National Fire Protection Association.
  9. ANSI/ASHRAE Standard 62.1-2019, Ventilation for Acceptable Indoor Air Quality, Section 6.

What LEED Certification Means for Your Project’s Sustainability & Finances

In the world of design and construction, sustainability is becoming an increasing concern. With 35% of global energy use and 38% of global carbon emissions coming from the construction and building operation industry, FSB knows there is a critical need to address energy usage, project efficiency and environmental sustainability within every project. The U.S. Green Building Council (USGBC) Leadership in Energy and Environmental Design (LEED) rating system is a renowned standard and achieving certification under this system can be a statement of a building’s commitment to balancing environmental responsibility and resource efficiency. Whenever we discuss LEED (or any other green building certification program) with a developer, owner, or city official, the biggest detraction is always cost. Here at FSB, we’re pulling back the curtain and showing the real costs and benefits associated with LEED and green building certification.

Why FSB?

In 2023 alone, FSB developed green certifications on over 1.6M SF of built area totaling almost $2B in construction budget. As a regional leader in sustainable building design and certification, we know the market and how LEED impacts both the project’s finances and building’s energy savings.

We are the LEED® campus administrator for a manufacturing campus with 25 buildings that are certified or in the process of LEED certification. These buildings span a wide range of building types including airline hangars, office spaces, canteens, and distribution centers. Because FSB designed most of the buildings on this campus as the architect and engineer of record, we have a unique perspective on the design, energy modeling, system integration, and construction administration requirements to pull off a successful LEED job.

We regularly provide architectural and engineering design, commissioning, and LEED services to a wide variety of clients throughout the U.S. This experience has afforded FSB with in-depth market knowledge and strong contractor relationships.

How Much Does LEED® Cost?

While this is a complicated question, we’ll list all the costs and break them down individually. There are a few costs that are a certainty with LEED projects and some that have varying aspects. Then, we’ll wrap up with some cost savings and benefits.

Cost Types

  1. Registration/Review Costs
  2. Design Costs
  3. Construction Costs
  4. Consulting/Documentation Costs

LEED Registration & Review Costs

If you want to get your building LEED registered and certified, there’s a set fee for registration and one for review based on the building’s square footage. As of March 2024, the fees are as follows:

Registration Fee
$1,700 one time fee ($1,350 if firm is USGBC member organization)

Design Review
$0.053/SF (rate decreases if building >250,000 SF)

Construction Review
$0.018/SF (rate decreases if building >250,000 SF)

This means for a 40,000 SF office building, the total for LEED registration and review would be $4,540.

LEED Design Costs

LEED is a system that certifies your building based on points achieved by the building’s design and construction. There are 50 different credits that are reviewed, with the highest possible score being 110 points. A project only needs 40 points to be Certified. However, you can also go for Silver, Gold or Platinum certification by earning 50, 60 or 80 points respectively.

There are a lot of variables when determining the construction cost of a project, from the kind of building materials to the building’s engineering systems and interior finishes. Plus, a lot of these variables can help you score points for LEED certification.

So, what’s the best way to get the score you want? There is no easy answer, but FSB factors this decision-making into our design process, helping you achieve the desired level of certification while meeting your project’s needs and goals. We know there is no one-size-fits-all approach; that’s why FSB partners with you to develop the best solution for your project.

Percentage of LEED Points Available per Category

LEED Certification: This pie chart illustrates what percentage of the total 110 points are available in each category.The LEED rating system has areas of concentration, or credit categories, in which you can receive points toward your building’s certification.

This pie chart illustrates what percentage of the total 110 points are available in each category.

You can pursue any category as long as it applies to your project type. However, certain credits do complement others, providing you with synergistic benefits. For example, if you install a cool roof, you can gain credits for lessening the building’s heat-island effect, but also improve the building’s overall energy efficiency and earn credits for optimized energy performance.

LEED Construction Costs

While design is baked into FSB’s process, there are also construction costs to consider for LEED certification.

Here are a few of the LEED requirements:

  1. Develop and follow an Erosion and Sedimentation Control Plan, which involves preventing the blockage of storm drains and preventing erosion during construction. It is a standard EPA plan developed by your civil engineer and implemented by your contractor.
  2. Divert construction and demolition waste away from landfills towards reuse or recycling opportunities can garner you a couple of points. This typically involves coordinating with Waste Management to recycle materials when possible and getting some extra roll-off dumpsters and labor to throw the right items in the right bins. By mandate your contractor must have a concept plan but you can achieve a point for diverting 50% of the site waste or two (2) points for 75% of site waste.
  3. Utilize occupant-friendly products. LEED grants up to nine (9) points for specifying paints, adhesives, floorings, ceilings, insulations, and other interior products that are certified not to be harmful to the building’s occupants. These products are nearly identical in cost to “standard” products which can be detrimental to an individual’s long-term health. While these finishes are selected during the design process, you should reiterate these choices with your contractor to ensure your selections are not substituted for a harmful alternative.
  4. Take advantage of commissioning services. Commissioning (Cx) is a quality assurance process that ensures a building’s systems are designed, installed, functionally tested, and capable of being operated and maintained according to your operational needs. It is started during the design phase and continues through construction, occupancy, and operations. LEED’s requirements involve a third-party commissioning agent (CxA) to review drawings and test the systems to ensure they meet design specifications. This, plus MEP commissioning services, will get you three (3) LEED points. An additional point can be earned if the third-party agent develops trending plans and maintenance monitoring for those systems; and two more points if they also test the building envelope’s seal. While each of these services can have an added cost, commissioning helps ensure your building operates efficiently, has fewer problems, and provides occupants with a healthy environment.

Case Study:

Airbus A220 Final Phase Bay 5 and Final Phase Bay 6 FSB recently partnered with an aviation client to provide LEED services for design and construction credits in addition to our design services. The project consisted of a 100,000 SF hangar with office space in the southeastern United States. LEED services for this project were estimated at an additional 400 hours for the design phase and 120 hours for the construction phase. This only increased the total project design hours by about 3% with a total cost to client of approximately $80,000.

As a result, the facility is projected to save approximately 650,000 kWh of electricity per year compared to the ASHRAE baseline, saving $60,000 in energy each year. That’s an energy savings of $1.8M over the 30-year lifespan of the building and an ROI of 2,150% from the initial investment in LEED services.

The earlier we integrate sustainable alternatives in the building’s design, the more cost-effective those choices become. FSB strives to develop sustainable design options that not only benefit the occupants and promote environmental consciousness, but also remain economically effective long term for our clients.

LEED Expertise Helps Successfully Navigate the Process

Photo of two mechanical engineers reviewing technical drawings LEED administration and documentation make up the bulk of the cost for a project’s LEED certification. Having an individual or firm with experience in LEED certification and all it entails significantly contributes to the project’s overall success, and ultimately its certification. This expertise gives you an advocate who can help provide recommendations, give guidance, and make sure the intended energy efficiency measures are not lost during the design and construction process.

In addition to helping ensure compliance with LEED criteria, this individual or firm may also a) develop an energy model showing utility savings; b) develop lighting studies showing the daylighting impact on occupants; and/or c) compile and document utility/carbon savings to be reported to regulatory authorities or corporate officials.

By combining FSB’s design and LEED services, or our commissioning and LEED services, you get even more value. Acting on the owner’s behalf, FSB can help ensure the consistency of LEED design and energy efficiency measures throughout the project.

  • Expertise: Trained and experienced in sustainable design and LEED certification requirements, FSB can provide valuable expertise and guidance to the project team on how to achieve LEED certification goals.
  • Coordination: FSB can help coordinate efforts among the various project team members, such as architects, engineers and contractors, to ensure sustainable design strategies are integrated into the project from the outset.
  • Documentation: FSB can help ensure the necessary documentation of sustainable design features and strategies is collected and organized according to LEED requirements.
  • Compliance: FSB can help ensure the project meets all necessary LEED prerequisites and credits, assisting to streamline the certification process and avoid potential delays or issues.
  • Cost Savings: By identifying cost-effective sustainable design strategies and materials early in the design process, FSB can help the project team achieve LEED certification goals within budget.
  • Quality Control: FSB can help make sure the sustainable design features are implemented correctly and meet LEED requirements, establishing the building’s long-term performance and sustainability.

FSB can help you with architectural and engineering design, commissioning, and LEED services — but the same firm can’t do both the design and commissioning.

LEED Benefits Outweigh the Costs

As with anything of value, there are costs associated with achieving LEED certification. Now that we’ve laid out what those costs are, let’s look at the return on your investment.

  • Energy Savings. Because LEED buildings must consume less energy than baseline average peers, you will have lower utility bills which results in long-term savings. Think of it as earning interest on your initial investment. To even be evaluated for LEED, the building must have an energy model compared to an ASHRAE 90.1 standard baseline building energy model and must show a minimum of 10% energy savings. Since 30% of the LEED points available come from increasing energy efficiency, there is typically a large push to include and retain energy efficiency measures.
  • Operational Efficiency. Buildings designed and built according to LEED requirements can save money through operational efficiency. The USGBC touts overall savings of $1.2B in energy, $54.2M in waste, $149.5M in water, and $715.3M in avoided building maintenance from 2015 to 2018.
  • Increased Market Value. LEED certification is recognized globally as a symbol of sustainability and high performance, which can enhance a building’s marketability and appeal to tenants, investors and buyers. LEED-certified assets had a 21.4% higher average market sale price per square foot than average competitors’ from 2018 to 2021. Additionally, LEED properties have a higher occupancy rate and can garner 3% to 4% more in rent, even when considering age, location and renovation history of similar buildings.
  • Regulatory Compliance. As more stringent energy policies are adopted to counter climate change, LEED requirements can help you achieve regulatory compliance while codes and standards may be in flux. Because LEED specifications are a known quantity, they can be reliably planned for and used as a basis to comply with future standards. LEED certification can help buildings comply with environmental regulations and demonstrate a commitment to sustainability to stakeholders and the community.
  • Tax Benefits. There are some direct tax benefits tied to LEED certification, including federal tax deductions and credits through the Inflation Reduction Act.

FSB can help your project achieve LEED certification, demonstrate your building’s environmental performance and provide validation of your building’s sustainability features. Not only does pursuing LEED certification encourage innovation in building design and construction practices, but it advances sustainable building strategies. We’d love to chat with you about sustainable design, LEED certification and how we can best serve your project needs. Contact Caleb Deck at 405-840-2931 or cdeck@fsb‑ae.com for more information.

Sizing Up Terminal Upgrades

How does an airport, through a building project, create a more pleasant passenger experience? That’s the multi-million-dollar question. While there are some universal challenges and solutions, such as creating new spaces creates new possibilities, no two solutions are exactly the same.

Take a look at a $90 million terminal expansion at Will Rogers World Airport (OKC) and a $245 million concourse modernization at Memphis international Airport in Tennessee (MEM). The OKC expansion opened in September 2021. The modernized MEM concourse opened in February.

The new east concourse is 30 feet wider than the west concourse. This opens up the space and provides additional amenities for travelers.“OKConnected,” through terrazzo floor and a mezzanine glass wall tells the story of OKC’s unique beginnings then bridges to the present celebrating the city’s colorful cultures and industries.

The ‘World’ in Will Rogers World Airport

The $90 million expansion, with four new gates on a new east concourse and an eight-lane consolidated security checkpoint, adds capacity and helps put the “world” in Will Rogers World Airport. Three of the gates are leased to Delta Air Lines and a fourth can accommodate wide-body aircraft. Altogether, the airport now has 24 gates and room to add six more.

When design plans were approved for the concourse in 2015, the airport was seeing more than 3.8 million travelers per year and demand continued to grow.

“Our peak here was in 2019 with 4.4 million passengers,” said Jeff Mulder, Oklahoma City’s director of airports.

A driving issue for the expansion was the need for a larger, consolidated security checkpoint with more pre- and post-security space, Mulder said. The building was updated in the early 2000s, but he said the updates didn’t accommodate post-9/11 security screening procedures for both passengers and baggage.

“So the airport really had been struggling with security lines and not enough space,” he said.

The 151,000 square feet represents the total project. Of that total, the expansion was 133,000 square feet.

“The expansion really expanded the queuing space, the capacity to the checkpoint so that definitely helped the situation that the airport had had for a long time,” Mulder said.

The project also repurposed some existing spaces. For instance, what had been the two screening areas are now large meeter/greeter lobbies.

“The beauty of this project is it was a true extension of what the airport had,” said Mark Timbrook, FSB aviation market principal. HOK and local architect FSB worked with contractor Timberlake Construction and civil engineer of record MacArthur Associated Consultants on the project.

By providing a little bit more space, William Jenkinson, HOK’s regional leader of aviation and transportation, said the expansion provides a little more breathing room, particularly in areas like the gate lounges.

“We’ve all seen it where you walk down the concourse and people are queuing across the concourse and blocking circulation,” he said. “We want to avoid that and provide gate lounges that have the capability for today and for the future to be flexible spaces that can be occupied by people that are multi-tasking at the gate – whether they’re dwelling or working a little bit or grabbing a bite. It’s just a little bit more space to give a little bit more enhanced experience and some flexibility for the future.”

The one gate configured for common use and built with a customs area underneath could be used by any airline and is capable of accommodating an international flight. “The reason why the airport wanted to create this opportunity was twofold,” Jenkinson said. “One is to be able to accommodate a diverted flight from a neighboring airport (due to weather or what have you). The second reason is the authority wants to be ready to be able to provide direct international service, which could be a seasonal service.”

In additional to more breathing room, the expansion design incorporates new technology.

“When we think about ‘modernize’ from the customer experience at an airport,” Jenkinson said, “it’s all about leveraging technology to streamline the process so that traveling becomes a pleasure. There’s no longer long queues at ticketing because everything’s automated. There’s no longer going to be queues at the baggage check because everyone is going to be checking their own bags in the future. A lot of these inconvenient dwell moments on a journey are being slowly removed by technology, which leaves the customer with time to enjoy and time to spend in concessions and retail. Part of the modernization of an airport is to provide facilities which can be enjoyed by the customer of today and the future.”

Materially, the airport authority wanted the airport to offer a world-class experience yet feel like it belonged to the community of Oklahoma City. The refreshed wing sits in harmony with the existing terminal and a contemporary finish, wood ceiling, increased natural daylight, terrazzo flooring is a modern interpretation of the existing building.

The ceiling varies in height reaching up to 12-15 feet. Space in the ceiling and above the checkpoint is used to conceal security infrastructure. Here the ceiling is about 10 feet, Jenkinson said, “then it cascades back up to a larger light-filled volume. You’ll see a little oculus that we put in above ‘the town square.’ That brings natural daylight into the space in addition to all the light from the window in front of you as you go through security.”

Immediately post security is “the town square” with a variety of shops and restaurants, 17 in all, that offer iconic national brands and local favorites.

“As soon as you walk in, it feels like a place you want to be,” Timbrook said. “It’s not like a food court, it’s this light, open, airy space.”

A mosaic in the terrazzo floor and mezzanine glass curtain wall, “OKConnected,” tells the story of Oklahoma City.

“People talk a lot about sense of place but I like to say, ‘How do we make place?’” Jenkinson said. Art is one way, but also in the concession offerings or even pop-up type concessions. “Maybe concessions become seasonal,” he suggested. “Maybe farmer’s markets can exist in the community of the airport.”

Above the town square is a glass-enclosed public observation deck with space for aviation exhibits and views across the airfield and within the terminal. The idea came from then-director Mark Kranenburg, who wanted the people of Oklahoma City to be able to visit the airport, even when they were not traveling.

What “Modern” Means in Memphis

The focus of a $245 million project at MEM was “modernization” of the B Concourse. (The cost estimate includes related projects such as jet bridge construction and electrical upgrades on the A and C concourses.)

With the Delta Air Lines’ removal of passenger transfer hub operations in 2013, airport officials announced preliminary modernization plans in early 2014. Now an origin and destination airport more than a transfer hub, MEM officials deemed modernization necessary to streamline passenger flow, increase space and amenities, and create a more efficient and a “positively MEMorable” travel experience.

With the opening of the newly remodeled B Concourse, gates are no longer spread out over three concourses. The B Concourse consolidates airlines, retail and food and beverage options, and A and C concourses have been decommissioned.

Modernization focused specifically on the spine and the southeast leg of the B Concourse. Twenty-three gates can accommodate 3 million enplanements per year, which would represent a 50 percent increase over current enplanement levels. If passenger growth increases substantially, the southwest leg of the B Concourse could be modernized to add as many as 15 more gates.

Prior to the modernization, Thomas Poulos, senior principal with Thornton Tomasetti, describes the concourse was 60-feet (three 20-foot bays) wide, with columns running down the middle, a narrow hallway, very narrow hold room and very little room for concessions. Thornton Tomasetti provided structural design, façade engineering and sustainability consulting services to Alliiance and local architect UrbanARCH Associates for the project.

Before the airport could widen its corridors, create larger boarding areas with a more open and flexible floor plan and increase its ceiling height, it had to address another sizable challenge.

“People don’t really think about Memphis being a seismically active region,” said Zachary Treece, senior project engineer with Thornton Tomasetti. But, he continued, “This New Madrid Fault in the past has resulted in very large earthquakes, which requires any new structure in the Memphis region, all the way up to St. Louis really, to be designed to withstand high levels of seismic activity on the order of what you would see in Los Angeles.”

The challenge was creating open spaces and plenty of room for concessions and places to relax and do work while waiting for a flight, and at the same time reduce the seismic demand. How did they do it?

“We cut off the top level, the existing roof level and then we spanned over it with long span steel trusses to create a column-free space,” Treece said. “So you go from a 60-foot-wide concourse with columns interrupting your hold rooms and your hallways to a 100-foot-wide concourse with no columns, and it’s very open and very comfortable.”

By removing the upper or roof level, Poulos said, “We reduced the seismic demand of the structure by about 60 percent. This created a very simple one-story structure that could accommodate the new expansion without further remediation. By connecting the new expansion into the remaining structure, we were able to design a new combined structure that meets the new earthquake code.”

Passengers might not know what it took to make the concourse seismically sound, but they will notice more natural light through View Smart Windows, a moving walkway, new retail and restaurant options, new artwork and new amenities including a new business center, pet restroom, St. Jude Children’s Research Hospital Patient Lounge, a new military lounge, children’s play area and additional seating areas.

Eight must-see highlights from the Oklahoma Capitol Restoration Project

Collage of highlights from the Oklahoma State Capitol Restoration project

For the past seven years, the Office of Management and Enterprise Services and the State Capitol Repair Expenditure Oversight Committee have partnered with historical, architectural and engineering experts on the Oklahoma Capitol Restoration Project to improve safety and accessibility, modernize equipment and infrastructure, and elevate the visual grandeur across every square inch of the 105-year-old people’s house. Final restoration efforts inside the Capitol Building are wrapping up now, and the project will reach completion later this year on schedule and under budget.

“Most buildings are either office buildings, a museum or a tourist attraction,” said Trait Thompson, executive director of the Oklahoma Historical Society and former leader of the Capitol Restoration Project. “This building is all three. It has to simultaneously serve as the seat of government, a place where legislators can gather and interface with the public, an office for all of the staff who work in this building, and also serve as a tourist attraction and museum where people can come and learn about their state’s history.”

VISITOR’S ENTRANCE

Before exploring the restored architectural art and ceremonial spaces throughout the historic building, visitors arrive at the Capitol’s new front door. Just off the south plaza, a subterranean portico now opens to the building’s foyer, complete with a marble welcome mat etched with Oklahoma counties. It leads to the gift shop, café and museum.

The stairs to the original main entrance, identified by its massive cast-iron doors, could not comply with Americans with Disability Act standards without disrupting the building’s ornate stone façade. To face this obstacle, restoration teams built the subterranean entrance to achieve multiple goals. First, to provide an ADA-accessible entry to deliver a consistent experience for the public. Second, to allow for an effective security checkpoint and improve safety. Finally, to instantly connect visitors with the new hub of amenities located on the ground floor, which would be missed if entering through the original doors.

This space also features an installment of three maps displaying Indian Territory, the proposed State of Sequoyah and Oklahoma when it first became a state in 1907. The maps double as both educational and functional, offering a place for visitors to sit and enjoy a sandwich or steaming latte from the café.

Outside view of the the new visitor entrance at the Oklahoma Capitol Building
Oklahoma county map etched in marble at the Capitol Building

NAVIGATION SCREENS

The Capitol building can be a maze of marble to visitors unfamiliar with its layout. Fortunately, the new Digital Wayfinding System is a helpful resource for navigating the six-story structure. Made up of 50 large touchscreen panels, this computer-based system provides convenient self-service stations installed on every floor.

At each entrance and elevator bank, monitors display digital maps allowing visitors to select destinations throughout the Capitol and highlight a direct path from their current location. Specific monitors occupy relative spaces to display schedules for meeting rooms, or even serve as legislative directories to easily connect citizens with their state leaders.

MUSEUM

The Oklahoma State Capitol Museum is a brand-new attraction located on the ground-floor rotunda and offers a new way to experience the building’s history, learn about state government and the understand the scope of the Capitol Restoration Project. Within the museum entrance rotunda, the restored original stained-glass saucer dome — now over a century old — welcomes visitors to a state-of-the-art gallery. Past meets present through displays of artifacts and relics accompanying graphic panels and digital interactives. For the first time in history, innovative technology offers an audio-visual presentation of the Capitol Building’s antiquity.

View a recap video of the Capitol Museum grand opening and ribbon-cutting ceremony.

Oklahoma State Capitol Museum front entrance
OklahomaStateCapitolMuseum

BRONZE STATE SEAL

Weighing almost 3,500 pounds, a new 14-foot bronze relief sculpture of the state seal rests in the ground-floor rotunda and replaces the terrazzo state seal featuring a slightly different design installed in 1966. The restoration team commissioned the bronze seal from the Crucible Foundry — a locally-owned business in Norman, Oklahoma — which also cast The Guardian, the statue created by Enoch Kelly Haney, that gazes over the Capitol Complex from the top of the dome.

Bronze Oklahoma state seal on the ground floor of the Capitol Building

ROTUNDAS AND DOME

The rotunda spaces are a showstopper during any Capitol visit. As the connection between the ground floor, second and fourth floors, the square rotundas provide the most cohesive experience of the Capitol, offering views from the state seal on the ground floor to the vibrant dome above the fourth floor.

Prior to restoration efforts, there were only two rotunda spaces within today’s second and fourth floors. Aiming to bridge the experience of the new ground-floor visitor center with the rest of the Capitol, architects removed a circular section of ceiling directly above the state seal. This change extended the rotunda down and inspires a moment of wonder as visitors gaze from the seal up through the new oculus.

Strategic color schemes within each rotunda deliver an even greater impact due to a gradient effect. White marble glints throughout the ground floor, a contrast to the bronze seal. The second floor incorporates soft beige, red and blue colors from the fourth floor, whose bright pigments, Greek architectural elements, stained glass and infamous dome make it the true star of the show.

In both the second and fourth-floor rotundas, restoration teams adorned the plaster-covered tile walls with an ashlar paint pattern to mimic the limestone blocks originally intended for those spaces. They also uncovered and restored the fourth floor’s arched wall niches that originally housed statues. Soon, paintings curated by the Oklahoma Arts Council will hang in these spaces, joining the collection of permanent murals resting just below the dome. These vivid works depict elements of Oklahoma history and culture, including Native American communities, early exploration and development, tensions over territory, and foundational industries like oil and gas, agriculture and art.

Above them, the dome’s base boasts a sunset painted in hues of pink and gold commonly seen on the Oklahoma horizon. The rest of the dome’s paint scheme of metallic gold, rich red and light green represents the official state flower, gaillardia, complete with a stained-glass state seal at its crest.

BLUE ROOM

Originally called the state room, the Blue Room serves as an impressive and elegant space for executive branch ceremonial functions. Here, the Oklahoma governor hosts press conferences, ceremonial bill signings and visiting dignitaries, so restoration efforts focused on artistic details throughout the room to maximize its potential and reflect its importance.

After a previous renovation, the room featured a simple two-tone design. Baby blue-colored wallpaper covered the wall panels accented with white paint. White paint also extended across the ceiling, dulling the effect of the room’s ornamental plaster.

The restoration team partnered with historic paint consultants and local artists to bring the Blue Room to life. The new design elevates the impact of the ceremonial space and draws gazes up toward the meticulously hand-painted murals on the ceiling. They emphasized details in the room’s ornamental plaster and muted the wall panels to showcase blue accents through the ceiling murals and hand-painted urns, reupholstered furniture and a new area rug. Additionally, the Blue Room was modernized to include a new sound system and LED lighting in the restored chandelier.

SENATE AND HOUSE CHAMBERS

Per tradition and Oklahoma statute, members of the House of Representatives and the Senate meet annually to consider legislation in their respective chambers of the Capitol. However, tradition didn’t account for the technology needs of modern lawmaking, including audio, video and even device-charging capabilities.

Below tall ceilings adorned with ornate plaster and stained-glass panels, the House and Senate chambers contain two levels, a floor where legislators convene at their desks during session and an upper gallery where the public and press can observe proceedings.

Seeking to install modern equipment while maintaining the historic value of both chambers, restoration teams removed the flooring to lay new data wiring and cables, and then rebuilt the floor over them to ensure they would go unnoticed.

In each chamber, the desks are arranged in a classroom-style formation facing a dais that seats legislative leaders. Restoration teams redesigned the House dais to be ADA compliant and removed the chambers’ restrictive glass press boxes that used to encase Capitol reporters.

In addition to fresh carpet and gallery chairs in both spaces, the Senate features new replicas of its original 1917 wall sconces to honor the chamber’s historic integrity. The House maintains its original sconces.

As in the Blue Room and other areas of the building, the most noticeable changes involved repainting the plaster on walls and ceilings and replacing furniture. Artists reimagined the color schemes — red and gold accenting the Senate and green and gold accenting the House — to brighten the walls and highlight intricately carved leaves, flowers, Greek key patterns and other decorations. The stained-glass panels were repaired and polished, and new LED lighting illuminates them from within. Details previously inconspicuous, now receive the visibility they deserve, even from the floor.

View before and after pictures on the Capitol Restoration Project Facebook page.

Oklahoma Capitol Senate chamber

EXTERIOR

Prior to the Capitol Restoration Project, the building’s exterior suffered from neglect and improper maintenance, leading to broken and stained stone, corroded steel windows and water infiltration. To repair the damage and boost preventive measures, restoration teams cleaned and renovated all 12 elevations of the Capitol and stayed true to historic materials at every opportunity.

All limestone and granite surfaces were power-washed and steam-cleaned. Areas needing special attention to remove tough stains were treated with microabrasion, employing small glass beads and low water pressure. Decorative stone was repaired by hand, and the quarry that provided the original exterior stone in Bedford, Indiana, supplied replacement limestone weighing up to one ton.

To service the Capitol’s 477 windows, the teams had to remove lead-based paint, restore or replace the original steel frames, outfit them with new glass and install interior storm windows to increase insulation.

Additional improvements included a new copper roof, mortar repointing, restoring the former main entrance’s original cast iron doors, new retaining walls and landscaping, rebuilding the structurally unsound front stairs, and waterproofing the tunnel that links the east visitor parking lot to the new visitor entrance.

To top it all off, teams installed energy-efficient LED lights across the building exterior to enhance security and ensure the people’s house shines through the dark.

Oklahoma Capitol Building front exterior


The Capitol Building is open to the public at no cost on weekdays from 7 a.m. to 7 p.m. and on weekends and holidays from 9 a.m. to 4 p.m. Plan a tour or host your next event at the Capitol.

Special thanks to Trait Thompson and Paul Haley for their leadership in this project.

Thank you to each and every team who has collaborated with OMES on planning and executing this monumental restoration project, including:

  • State Capitol Repair Expenditure Oversight Committee.
  • Mass Architects AE1.
  • WJE Associates.

Exterior teams:

  • JE Dunn Construction.
  • ADG, architect.
  • TreanerHL, historical preservation specialist.
  • ZFI engineering.
  • Mark 1 Restoration, stone restoration.
  • Review, window restoration.
  • St. Louis Antique Lighting, lighting restoration.
  • Terracon, lead paint abatement.

Interior teams:

  • Manhattan Construction.
  • FSB Architects + Engineers.
  • Steve Kelley, historic preservation consultant.
  • OESCO, electrical contractor.
  • Matherly, HVAC contractor.

Additional teams:

  • Oklahoma Historical Society.
  • Oklahoma Arts Council.

County criminal justice group hires FSB firm to develop jail solutions

Oklahoma County Jail during the hostage crisis March 27, 2021. (BRETT DICKERSON/Okla City Free Press)

On Thursday afternoon, the Oklahoma County Criminal Justice Advisory Council (CJAC) met at the new MAPS 3 Convention Center to consider hiring a new jail consulting firm.

CJAC has always been an idea group and was the body that developed the idea of a Jail Trust and a separate administrator for the jail other than the Oklahoma County Sheriff.

The group voted to hire the FSB (Frankfurt Short Bruza) architectural and engineering firm to investigate options for improving the physical facility that is the Oklahoma County Detention Center (Jail).

FSB has been involved in consulting, engineering, architecture, interior design, and other aspects of designing or redesigning spaces, many in the OKC metro. The latest example has been their involvement in the massive reworking of the Oklahoma State Capitol interior. They brought the building up to modern standards while recapturing the original look after many years and layers of smaller redesigns.

CJAC also set a timeline for community engagement and evaluation of options.

Facility Consultant

A subcommittee of CJAC has been established to research and make recommendations to the larger body regarding the physical state of the persistently problematic Jail building.

While it has been widely reported and acknowledged that the Jail suffers from design flaws and continuously mounting problems with issues like mold, plumbing, and bedbugs, CJAC has recently been examining the possibilities for remediation of the building.

Some on the subcommittee would like to see a new annex built for the Jail. That annex would likely contain a much larger and more humane booking and arrival area.

The new facility, in theory, would also house the medical unit on the first floor so that people could receive care upon intake at the Jail. The current tower, in this proposal, would be reserved for detainees categorized as “high security.”

Others have suggested a top to bottom rehabilitation of the existing structure instead of building something new, especially as amelioration efforts on the building will be necessary even if a new annex is built.

Still others have called for the existing Jail to be demolished and replaced with a safer and more humane facility.

Selection Committee

At last month’s CJAC meeting, a Request for Proposals was agreed upon for seeking a consulting firm to assess the options for these ideas. A selection committee was formed and went over each proposal submitted, then unanimously chose one firm to send on to the facilities subcommittee. Both committees voted unanimously to select the company

CJAC heard from several members of the selection committee during Thursday’s meeting.

CJAC members Sue Ann Arnall, Dan Straughan, Carrie Slatton-Hodges, and Larry Stevens were joined by a ReMerge client in addressing the selection committee’s choice of consultant.

All reported that the firm FSB was the most holistic in their proffered approach to examining a detention facility. The firm, according to members of the committee, seemed to have a focus on mental health access for detainees and for appropriate pay and staffing levels for Jail employees.

FSB has a good deal of local experience, according to Timothy Tardibono, Executive Director of CJAC.

Some of leadership of the Oklahoma County Criminal Justice Advisory Committee listen to a report May 20, 2021. (BRETT DICKERSON/Okla City Free Press)

Timeline

The turnaround on the RFP and bid selection process went very fast, according to Straughan, Executive Director of the Homeless Alliance. In fact, the RFP was released the very next day after CJAC voted to approve issuing the request.

The timeline for the assessment is also rather short for a project of this scope. In the coming few weeks, FSB will complete an initial facility assessment. After that, they will conduct some community meetings to find out what stakeholders think about the future of the jail.

These meetings will cast a broad net to attempt to ensure an array of insights and opinions on the matter.

Coinciding with that effort, FSB will develop “programming options” before presenting a draft presentation to the subcommittee and the larger CJAC body.

For ten weeks following the first community meeting, FSB will work to refine their suggested programming options and to define funding recommendations for the potential project.

In October and November, the consultants will make final recommendations to CJAC and the community at large.

After that, the recommendations will be presented to the Oklahoma County Board of County Commissioners and the Oklahoma County Budget Board for final considerations and potential adoption of recommendations.

Arnall was careful to point out that FSB is not being directed by the subcommittee to emphasize or prefer any of the proposed options.

While some members lean heavily toward building a new annex, some members of CJAC want to rehabilitate the existing Jail building, while still others endorse destroying the current jail and rebuilding a new and better facility.

CJAC will not meet again in July. The next meeting of the body will take place on August 19, at 3:00 p.m. The meeting is anticipated to be held in person, but the location has not yet been settled.

Will Rogers World Airport prepares to open expansion

As officials at Will Rogers World Airport work through an unprecedented decline in air travel at the same time they are implementing a significant terminal expansion, editors of The POINT! reached out to Mark Kranenburg, Oklahoma City’s Director of Airports, to get some insight on what is next for the region’s largest airport.

Q. This expansion was contemplated as part of the airport’s long-range plan developed more than 20 years ago. What are the goals of the work you are doing now?
A. Our planning progress started in 1999 and this is the third phase of that work. This project really builds on the second phase we completed in 2006 that was mainly a functional and aesthetic improvement, but only netted one new gate. The goals of this expansion and renovation project are constructing four new gates that will be the beginning of an east concourse consisting of ultimately nine gates (the other gates to be built on demand); construction of a larger, more functional security checkpoint; and new concessions. We’ve dramatically improved public circulation with a large open space lobby prior to entering security, and a double-volume space we call the atrium when you come out of security, large meeter/greeter lobbies, and a 4,200 square foot mezzanine level where non-ticketed visitors will have 180-degree views of the airfield while they see off family and friends or wait for arriving passengers. The new concourse is 30-feet wider than the west concourse and includes a nursery, a second pet relief area and new expanded restrooms. In total, we are adding 136,000 square feet of new space
and renovating another 21,000 square feet.

Q. How is the work progressing and when will people start to see the changes?
A. The expansion is on track to be complete later this summer. The areas of renovation will continue after we open the new space. We also have an apron paving project going on at the same time, so we are at a point in the project where we are threading the needle so that as construction is complete in the new space, the paving project has to be complete before we can set the new passenger loading bridges, and then also outfitting the new spaces with furniture and other equipment. I give credit to the design team, Frankfurt-Short-Bruza Associates; the contractor, Timberlake Construction; and the paving contractor, Duit Construction, who are working to pull all this together. And of course, our airport team who is involved every step of the way.

Q. What can we expect with the rollout to be on the new concessions?
A. First, I want to say how incredibly fortunate we are to have the partner we have in Paradies Lagardere. The airline and airport industry and really the entire travel and hospitality industry have been devastated by the pandemic. When air travel stopped suddenly in March 2020, most terminal concessionaires put on the brakes and were wary of entering into new contracts with so much in doubt as to when air travel would recover. Airport staff and Paradies were committed to a process that would help build back the concession program over the next couple of years. Paradies is very familiar with the progress Oklahoma City has made over the  last 20 years or so and they have confidence in OKC. It was that confidence in OKC and the long-standing relationship we have had with Paradies that led them to sign a contract with us and agree to be a partner as we build back this business. And Paradies did a great job partnering with local restaurants and retail stores to have a presence in the airport. We had a record numbers of passengers in 2018, and then bested that by 10% in 2019. Our daily traffic through the terminal was running between 5000 and 7000 passengers a day, depending on the day and the season, before the pandemic. Those numbers dropped to a low of 239 passengers one day in April. We have steadily climbed back to around 50% of our 2019 numbers and have stayed there the past six months or so. So, we have staggered the start of new concessions as passenger numbers grow. We just cannot support 20 food and beverage and retail offerings with these low numbers. So over time we will build back the business. Currently, in the terminal we started with a new concept called Tuk Tuk Go which is a grab-n-go operation and we have two full-service bar/grills open in the concourse, The Grill at OKC and OKC Flight Cantina. The next two outlets to open this summer are Trip Advisor, a travel essential store, and Vino Volo Craft, a sit-down restaurant/bar showcasing both wines and craft beers. This fall we will add Starbucks, which is an amenity we had high demand for from our local customers. People are used to seeing Starbucks in other airports, but our Starbucks is going to be much larger than a typical airport location. After that, Freddy’s Steakburgers will be the first restaurant to reopen in the food court. As passenger numbers return, we will gradually roll out the remainder of the food and beverage program, which includes Elemental Coffee Café, the popular community-driven, small-batch roastery and café that will be located pre-security; Hatch, Oklahoma City’s next-level breakfast destination; Osteria, a restaurant and craft bar dedicated to classic Italian cuisine; and Tropical Smoothie Café, which will serve incredible smoothies and wholesome food options in the food court. Retail stores that will be added include Plenty Mercantile, the local gift store that champions sustainability and hospitality; Tin Lizzie’s, offering a crafted selection of Oklahoma-owned boutiques, artisans and makers; Oklahoma’s Own News 9 Travel Essentials, showcasing the iconic KWTV News 9; Corsa featuring Brighton and SPANX, offering top fashion and accessories for any traveler; and iStore Express, the quick stop for the best tech accessories on the market.

Q. Aside from the expanded space and the new concessions, what else can people look forward to with the expansion?
A. I think the art projects in the new space are really going to wow everyone. Matt Goad, a local artist, was selected for this project. The work is seen in the terrazzo floor and on a large glass wall in the atrium area as you pass through security. The terrazzo design connects past to present, present into the future, and earth to sky. The artistic goal for the lobby entry creates a timeless narrative that guides the traveler through the space in a way that tells the story of Oklahoma City and is at the same time calming for passengers. Once you leave security and enter the large atrium that again welcomes visitors, the art provides a sense of place and celebrates our city. And the terrazzo art further extends into the new gate areas. You will not be able to walk more than a few feet without being able to enjoy terrazzo art in some way. The curtain wall of opaque glass in the atrium is filled with international weather symbols. It is interesting and educational and beautiful all at the same time. The artist really did a remarkable job with the project and I cannot wait for people to see how it changes the space.

Q. So how is the business of the airport going in the pandemic and how do you see things coming back?
A. There is such a parallel between the health and growth of the economy and aviation. The two are inextricably linked. Travel today is mainly leisure travel with family and friends with some business travel. I think we will get back to greater business travel over the next year or so. For me, what is tragic is that over the past five years we had recruited a significant amount of new non-stop destinations. We had air service to several locations on the east and west coast and other major markets such as Washington, D.C. We hit every target on our list and were searching for new markets when the pandemic hit. Most airlines kept limited service in OKC, but numerous other markets were suspended and still are. But we are seeing signs of life. American Airlines is planning to restore Ronald Reagan Washington National Airport and Los Angeles Airport in April, but other airlines are still being very surgical, adding a flight here and taking away service there. Today, OKC is averaging 50 to 55% passenger numbers compared to the same month the year before. Airline hub airports are still busy but airlines have eliminated a lot of point-to-point service from smaller markets. It will be a slow return, a year or two for sure. The vaccine is a huge lift, and we anticipate seeing more people traveling as vaccines roll out. People want to travel. Airlines and airports are doing a great job in making it as safe as possible be for the traveler.

FedEx Expands at Ontario Int’l to Support Growing E-Commerce Demand

Cargo has been an important bright spot during the COVID-19 pandemic for many U.S. airports—especially Ontario International (ONT), located just 35 miles from downtown Los Angeles. With passenger traffic down about 50% from 2019 to 2020, ONT experienced double-digit increases in commercial freight volume almost every month last year. And 2021 may be even better. In January, ONT handled more than 70,500 tons of freight—a 15.6% increase over the same month last year.

Much of cargo is flowing through a new $330 million FedEx Express complex that was completed in November 2020. In retrospect, the initial planning that began for the project around 2015 to 2016 now seems almost clairvoyant. After operating at ONT for more than 33 years, the shipping giant more than tripled its footprint just in time to accommodate a surge in demand created as record numbers of consumers shopped online to avoid potential coronavirus exposure.

“Even before the pandemic, FedEx Express has been preparing its networks to manage the rising volumes in e-commerce shipments,” Tim Wertner, senior vice president of the Western Division for FedEx Express U.S. Operations. “In just a matter of months, we saw e-commerce accelerate to levels that weren’t expected for another three years. The opening of the new facility at Ontario International Airport better positions our operation to efficiently handle this growing e-commerce volume coming out of the Southern California area and enhances our competitive position in the market.”

The new facilities, located on 50.1 acres in the northwest quadrant of the airfield, nearly triple the footprint FedEx Express previously occupied on the south side. To facilitate the move and expansion, ONT spent $28 million on enabling projects, new facilities for key tenants, demolition and Taxiway C.

FedEx, in turn, spent $330 million developing the site by extending water and utility services, constructing new intersections and building facilities for its specific needs. Key components include:

  • a 204,000-square-foot sort building (one of the company’s most advanced in the U.S.),
  • a 12,500-square-foot vehicle maintenance building,
  • 110 parking stalls for truck trailers and 35 for tractor units,
  • a 366-space employee parking lot,
  • a main trunk ramp to accommodate six MD-11 and two B-777 gates and associated ground support equipment,
  • a feeder ramp that accommodates operations for three ATR-42s and up to 11 Cessna 208s,
  • 7.5 acres of remote and static rack ground support equipment, and
  • 2,500 linear feet of ADG-V parallel taxiway designed for surface movement guidance and control (SMGCS) operations.

Offsite improvements on an adjacent arterial street included:

  • traffic signals for all three entrances,
  • turn-pocket modifications,
  • 2,500 linear feet of new 16-inch water main,
  • 4,500 linear feet of 8-inch recycled water pipe, and
  • 5,000 square yards of concrete pavement.

Multi-Decade Commitment
Agreement terms for the expansion indicate a long game, including options that could extend FedEx Express’ presence at ONT for up to 50 years. Ontario International Airport Authority kicked the onsite portion of the project off by demolishing existing hangars and other buildings on the 50-acre plot and grading the surface for new construction. The airport authority also led efforts regarding permitting and environmental impact reports/analyses.
FedEx Express was responsible for vacating the 18.5 acres on the south side where it had been operating, and heading up facility construction and associated infrastructure improvements, including 170,000 square yards of new concrete for aircraft ramp and trucking operations.

FedEx Express bid out the project in 2018 and hired Walsh Construction to lead the project. As with other projects at ONT, the airport authority provided oversight during the design and other preliminary stages to ensure that the new facilities would be compatible with the rest of the airport. Keith Owens, program management director at ONT, compares the process to a homeowners’ association approving a new fence or shed built by an individual homeowner. After the shipping giant signed a lease and secured approval for the development plans, it was free to kick off construction.

“FedEx decided to go with design-build, because it’s faster,” says Owens. “One of the reasons more companies are going with design-build is because it avoids the divide of having the designer on the owner’s ‘team’ and the contractor on its own. In this case, they’re on the same team and working together, which theoretically eliminates conflicts.”

Walsh Senior Project Manager Tiago Pina was in charge of the construction schedule, finances, safety programs, quality control and stakeholders. Day to day, much of his time was spent managing up to 72 subcontractors. And building the sorting facility was a massive job on its own with even more subs, Pina adds.

Having worked with FedEx Express before, the Walsh team understood the way the carrier worked and what was needed to stay on track. The first order of business was hiring an architect. Walsh selected FSB Architects + Engineers to lead the building design, and it tapped Kimley-Horn and Associates for civil engineering.

“Kimley-Horn was the clear-cut choice from the start,” says Brian Sauer, an FSB principal. “I think all of us, Walsh included, know how to work with FedEx and understand the needs and stakeholder requirements. There’s no replacement or substitute for experience working with a particular client. There is no cookie-cutter solution, and we made a good team.”

From the very beginning of the project, all three companies knew that FedEx Express would be ready to hit the ground running.

“FedEx has a very well-thought-out, well-planned way to do things like this,” Sauer explains. “When they give you a playbook, they’ve experienced these kinds of projects and they know what they like. Working with a client who has built facilities like this all over the country was really a benefit to us, because they already have a successful playbook. It makes things a lot easier when you’re working with a client who knows a facility as well as FedEx does.”

The shipping giant not only proved to be prepared and experienced, but driven as well.

“One of the very critical components of this was that they already knew their opening date,” explains Pearse Melvin, the project manager from Kimley-Horn. “They had to have 100% confidence in the team that they could meet that date.”

Juggling Existing Operations
With New Construction Preventing disruption to other tenants while readying the 50-acre site for FedEx Express required great care and diplomacy, notes Melvin. ONT’s efforts to relocate Southwest Airlines and Amazon Air/Majestic Terminal Services to new facilities took one year longer than expected, and ultimately required new design work. Naturally, that put pressure on all parties involved. (Details about the new facilities are available in the May/June 2020 issue of Airport Improvement.)

Water management was another big challenge. “We had to keep the fire system active while demolishing the rest of the site, which required a temporary water line,” Melvin explains.

The team also had to divert Amazon trucks, which were been using an entrance earmarked for the FedEx Express facility, to a new perimeter gate. Weekly meetings occurred for a full 1½ years to make sure everyone knew exactly what was going on, Melvin notes.

The sheer volume of permitting was another hurdle for the project team. In addition to complying with FedEx design criteria and standards, the project was subject to permit requirements from the Ontario International Airport Authority, city of Ontario Building and Safety Department, Municipal Utilities Company, San Bernardino County Flood Control District, California Fish & Wildlife Department, and the state water board.

Walsh often felt like the governmental permitting processes moved at a snail’s pace, but adjusted accordingly. At least one subcontractor attributed delays to the political climate in California making it unfriendly to business.

“We were the first major building project that fell under the jurisdiction of the city of Ontario,” says Melvin. “I think the city was trying to learn with this project how to handle that. There is a new ‘smart review’ process they were working through; it was a learning process for everyone.”

Coordinating multiple stakeholders and project components proved complicated. While one team headed demolition and moving existing tenants, another prepared the site for new construction. Because of this juggling act, Walsh had to begin working with a 28-acre parcel instead of the full 50 acres as originally planned.

Fortunately, COVID restrictions had very little impact on the project. Melvin reports that it was relatively easy to maintain proper social distancing because most construction occurred outdoors. However, some material deliveries were delayed due to manufacturing shutdowns.

Another unusual aspect of the project was an Airport Operations Area security design that allowed for an Exclusive Area Agreement, which placed security responsibilities for a portion of the Part 139 airport on FedEx and required the design to be fully TSA compliant.

Despite all of the extra challenges, Sauer is not only enthusiastic about the outcome, but also the way the team achieved it. “Any project will have challenges you have to overcome,” he says. “We had to have a sense of teamwork. When confronted with a challenge, we had to work together to overcome it.”

Communication Was Critical
Weekly meetings were conducted with contractors, subcontractors, FedEx Express, its project representative, the city and ONT to coordinate phasing. The regular meetings were also the main venue for Walsh to secure needed approvals for drawings and documents.

“Everyone was focused on getting the project done and providing the best value to FedEx,” says Pina. “Everyone had the same mentality of working through challenges together to get the job done.”

Owens recalls that it was easier to move contractors and subcontractors along than the city’s planning, engineering and building and safety departments. “We got them up to speed by inviting them to the weekly meetings so they’d hear things at the same time we were,” he says. “So if we needed to move a water line, they would hear it directly from us. And that avoids the old game of ‘Operator,’ [which shows that messages usually change
when passed from person to person].”

FedEx Express, which places a premium on communication and timeliness, was pleased with both aspects of the large ONT project.

“This project involved many different and diverse vendors as well as multiple city, county and airport oversight departments,” says Wertner. “It also involved close coordination with our operational team at Ontario. If there isn’t strong communication and coordination between all the contractors, vendors and stakeholders throughout a project of this scope to ultimately deliver a facility that meets everyone’s needs, it could pose a challenge. However, I’m proud to say this was ultimately met by an effective and efficient team of motivated individuals on all sides with a common goal.”

Will There be a Phase 2?
ONT anticipates a ripple effect of more improvements at the airport following its investment in the new FedEx Express development. And the shipping company demonstrated its commitment to the airport by expanding its footprint and building new facilities.

Ultimately, the project finished one month ahead of schedule, and the FedEx Express team is pleased with the results and process.

“Team members, stakeholders, contractors and vendors with the right attitude, and passion mean everything to a project of this size,” Wertner remarks. “Without fostering a team of passionate individuals that communicate effectively, a project will not be as successful as the one in Ontario. There were hundreds of contractors and countless FedEx team members that facilitated this project from start to finish in order to complete it on time, just before the busiest holiday shipping season in our company’s history.”

Walsh personnel are similarly positive. “This is a major facility for FedEx and for the airport,” Pina says. “I think other companies might see this airport as a place to do business in terms of air cargo. This is a much bigger facility than was there before. And especially now, with the pandemic, it’s helping the airport a lot. I think that will help the airport in the long term, and we might even see a phase two due to the growth of e-commerce.”

While FedEx Express isn’t talking publically about more phases, it will likely keep its eye on ONT when mapping out what’s next.

 

FACTS & FIGURES

  • Project: Cargo Facilities Expansion
  • Location: Ontario (CA) Int’l Airport
  • Facility Owner/ Airport Tenant: FedEx Express
  • Funding: $28 million from airport authority for enabling projects, moving other tenants, staff time, etc. $330 million from FedEx Express for building construction, 250,000+ sq. ft. of new airside pavement, etc.
  • Timeline: Crews broke ground in April 2018; leases signed in June 2018; construction began in Sept. 2019; project completed in Nov. 2020 (1 month ahead of schedule)
  • Construction Contractor: The Walsh Group
  • Architect/Engineer of Record: FSB
  • Civil Engineer: Kimley-Horn
  • Permitting Agencies: Ontario Int’l Airport Authority; city of Ontario Building & Safety Dept.; Municipal Utilities Co.; San Bernardino County Flood Control District; CA Fish & Wildlife Dept.; CA Water Board

Renovations starting for rechristened Arvest Tower

Renovations are starting at the future Arvest Tower as the bank prepares to consolidate its metro area operations at the former home of Bank of Oklahoma.

Once completed this spring, the expanded downtown operation will be home to about 70 employees that will include some moving from existing operations in Del City and elsewhere in the metro area. Construction is set to be completed in the spring.

The bank will occupy two floors and about 40,000 square feet of leased space. In redesigning the space, architectural firm FSB proposed a contemporary solution that enhances Arvest’s prototype design to create an iconic look for its new headquarters.

”We trust this location signals our commitment not just to the downtown area, but all of Oklahoma City and the entire state,” said Bradley Krieger, chairman of Arvest Bank of Oklahoma City and regional executive vice president of Arvest Bank Group Inc. “It also represents the growth we have experienced and is an answer to our customers’ needs in downtown Oklahoma City. We couldn’t be more excited about this project.”

Arvest Bank currently has just a small 2,500-square-foot branch at 115 Park Place. The bank operates more than 260 branches in Arkansas, Oklahoma, Missouri and Kansas.

The renamed 17-story Arvest Tower, 201 Robert S. Kerr, was built in 1972 as the headquarters for Fidelity Bank, which was taken over by Bank of Oklahoma during the 1980s oil bust.

Bank of Oklahoma moved in 2018 to the new BOK Park Plaza Tower at 499 W Sheridan.

The future Arvest Tower lobby features 27-foot ceilings. Plans call for a light and neutral color palette with accents of Arvest blue, a new ceiling system and a new lighting design to combine to create an open environment. A new teller counter was designed to be a focal point in the lobby.

The lobby also will include lounge seating, a coffee bar with café-style seating and glass-partition offices.

“Our designs for the plaza branch will provide an open and inviting architectural backdrop for new digital solutions while still providing the outstanding personal service that our customers have come to enjoy and expect,” said Kelly Sutterfield, architectural management director for Arvest. “Each person will be greeted by a Relationship Banker who will stand ready to meet a variety of banking needs. By creating new online and in-person services, we want to bank with our customers how and when they want to bank with us. The Arvest Tower plaza branch will be a great representation of that vision.”