Jan/Feb 2026

VOLUME 15 ISSUE 1

$5.99 JANUARY FEBRUARY 2026 SERVING CONTRACTING FIRMS AND THE ARIZONA COMMUNITY. . . THEN & NOW

THE VALLEY’S CORNERSTONE FOR PROSPERITY: THEODORE ROOSEVELT DAM PLANE BAD LUCK: AN ITALIAN AVIATOR’S FLIGHT DISASTER AT ROOSEVELT LAKE RAIN DANCE: WHY PHOENIX ONCE CELEBRATED “THANKSGIVING” IN APRIL WATER-FLOW MASTERY: THE EVOLUTION OF THE ZANJEROS IN THE VALLEY A HYDROLOGIC JOURNEY INTO THE PAST: THE ARIZONA DAM’S REMNANTS

Arizona’s Timeless Magazine

ISBELL CONSTRUCTION’S WORK ON HIGHWAY 60 IN THE SALT RIVER CANYON

SRP RETIRES GRANITE REEF DIVERSION DAM’S HISTORIC DREDGE HAYDON NEARS COMPLETION OF VESTAR VERRADO MARKETPLACE

METROCENTER’S EVOLUTION TO “THE METROPOLITAN”

GORMAN COMPLETES HERITAGE SENIOR APARTMENTS IN SURPRISE

HOW CONSTRUCTION COMPANIES CAN DEFY INDUSTRY STAGNATION

MCCARTHY FINISHES ASU’S $250 MILLION ISTB 12 BUILDING

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Advertising 602-931-0069 arizcc.com/advertise Subscriptions: Online at arizcc.com Serving Contracting Firms and the Arizona Community… Then & Now Arizona Contractor & Community (ACC) magazine is published bi-monthly (Jan/Feb, Mar/Apr, May/June, July/Aug, Sept/Oct, Nov/Dec). ACC is a professional publication designed for the contracting industry, engineers, architects, equipment rentals, suppliers, and others interested in Arizona and its history.

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CONTENTS Contributors - Carly Hanson & Tom Yount From The Editor: Granite Reef Dam: The Essential Link Between SRP’s Lakes and Canals - Douglas Towne Construction Around Arizona: Projects • People • Practices Back When: Sailing the Salt with Condello’s Navy Band - John Bueker The Valley’s Cornerstone for Prosperity: Theodore Roosevelt Dam - Douglas Towne Plane Bad Luck: An Italian Aviator’s Epic Flight Ends in Disaster at Roosevelt Lake - Douglas Towne One Wild Rain Dance: Why Phoenix Once Celebrated “Thanksgiving” in April - Douglas Towne Hydrologic Mastery: The Evolution of the Zanjeros in the Salt River Valley - Marissa Sotomayor A Hydrologic Journey into the Past: Exploring the Remains of the Arizona Dam - Tom Yount Saluting Arizona’s Builders: Earle T. Dougherty Billy Horner Old School Equipment: Allis-Chalmers: Crawler/ Bulldozer Air Cleaners - Billy Horner Building on the Past: 1955 – Isbell Construction Expands U.S. Highway 60 in the Salt River Canyon Billy Horner Architect’s Perspective: Arizona Canal in Old Town Scottsdale - Doug Sydnor, FAIA Digging Through the Archives: Jim Anderson: A Life Built on Roads, Rock, and Resilience - Billy Horner Bid Results Advertising Index

Front Cover Marco Crane raises the Katy Pickrell dredge from the Salt River in front of the Granite Reef Diversion Dam. Since 1954, the dredge has helped remove sediment, but it was replaced by the more efficient Judge Dredge in 2025.

Article on page 48

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Image Courtesy of Author

JANUARY FEBRUARY 2026

Constructing Legacies

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CONTRIBUTORS S OA K IN T H E R E L AXAT I O N

CARLY HANSON

TOM YOUNT

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PAGE 70

C

castlehotsprings.com | 844.276.8052 | Morristown, Arizona

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arly Hanson has been contributing to Arizona Contractor & Community since her journalism school days at ASU, covering the people and projects shaping Arizona’s construction scene. Over the years, she’s written about the early days of companies like Hooper Concrete Pipe and sat down with Paul Staman before his 100th birthday to relive his 48 years in the construction industry.

Today, Carly is the co-founder of Taylor Street Communications. This consultancy takes a no-fluff approach to helping organizations strengthen their relationships with the people who matter most: their employees. She blends her communications and marketing experience to guide leaders and teams in aligning stakeholders, sharpening messaging, and navigating organizational change. Her work emphasizes clarity, empathy, and actionable strategies that get results.

A lifelong Arizonan, Carly brings a people-first perspective to everything she does — whether it’s advising clients or celebrating difference-makers in the construction industry.

She believes that meaningful stories and strong communication are at the heart of successful organizations — connecting people and inspiring action.

When she’s not working with clients or revisiting her journalism roots, Carly enjoys trying new restaurants and coffee shops with her husband, Jeremy, a mechanic at Sunstate Equipment. She also takes annual trips to Lincoln, Nebraska, with her dad to get a front-row seat to Husker football and volleyball games.

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longtime Valley resident, Tom only started showing interest in the history around him in recent years. Born in Illinois, he moved to Scottsdale when he was one and has lived in the Paradise Valley Village neighborhood for most of his life.

His earlier years were spent skateboarding and playing drums in several local bands.

He still performs with his drum kit, collects cymbals, and recently recorded with the local Thrash-Punks-style band, Conflict Resolution at Villain Recording, a well-established Phoenix studio.

While his passion for Phoenix history is relatively new, he has long been deeply interested in military aviation, baseball, and is an avid music collector. Turning his curiosity and research skills in a new direction has made him a valuable addition to the Phoenix history community.

In that group, he has met many knowledgeable friends who have shaped him into a more perceptive amateur historian. The group regularly gathers at historic local sites and challenges each other’s knowledge with games of “Phoenix Jeopardy.” Tom’s focus is on the canals, water systems, and historic buildings of the Valley.

More often than not, you’ll find Tom searching for the perfect carne asada tacos or relaxing at home with his wife, Rhonda, and their two spoiled Boston terriers.

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Image Courtesy of USGS

Left: Granite Reef Diversion Dam, 2012.

Above: U.S. Geological Survey map showing the location of Granite Reef Dam, 1964.

EDITOR’S COLUMN: GRANITE REEF DAM: THE ESSENTIAL LINK BETWEEN SRP’S LAKES AND CANALS DOUGLAS TOWNE

​I

t’s a waterway with a less-than-glamorous name—after all, who wants sodium chloride in their water? Yet, the Salt River is the main reason the nation’s fifth-largest city was founded. In this issue, we trace the famous watercourse from where the Theodore Roosevelt Dam first stored its waters in 1911 to the Valley, where intrepid zanjeros have long delivered this resource to residents. How the water is transferred from the river to canals is often overlooked in this

complex hydrologic system operated by the Salt River Project.

The Arizona Dam, the first major diversion, operated from 1884 to 1907, but was prone to failures. The dam was under-engineered to handle the unpredictable flows of the Salt River, which ranged from a trickle to a torrent and sometimes caused devastating floods.

T​ hen came Granite Reef Dam, a 29-foothigh and 1,000-foot-long impoundment

built in 18 months by the U.S. Reclamation Service. It was put into service in 1908, a few miles downstream of the decommissioned Arizona Dam. Over 1,000 Valley residents used wagons, autos, motorcycles, bicycles, and horses to attend the dam’s scorching mid-June dedication. They stood “buried in sand almost hot enough to cook an egg,” according to The Arizona Republican. Some onlookers fished or swam in the water behind the dam, which was dubbed Lake Martin after the dam’s construction engineer, J.W. Martin.

John Orme, a prominent water leader, declared, in a spirit of thankfulness during a dedication speech, “It has been our practice for a generation to work a month while praying for rain and when it came, find the dam gone; then work another month Images Courtesy of Author

Right: Katy Pickrell dredge, 2012.

Below: Red Mountain framed by spillway alarm system at Granite Reef Diversion Dam, 2012.

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Images Courtesy of AMP

building a dam only to find the water gone.

Now, all this has changed, and whenever there is water in the river, we know we will get it. In the past, it has usually been the case that the more water there was in the river, the less there was for the land.” ​Fast forward more than a century, and Granite Reef Dam continues to divert water into the Arizona and South canals for the Valley. What hasn’t changed is the need for ongoing maintenance to prevent sediment from clogging its operations. Its original dredge was repurposed from the Arizona Dam. In 1954, an electric dredge, the Katy Pickrell, named after the wife of a former SRP president, W.W. Pickrell, was launched to remove river deposits in front of the dam.

In 2025, SRP used a 500-ton crane to install a new, more efficient dredge that

completes in just a few hours, what it took the Katy Pickrell a week to accomplish. “We asked employees for suggestions about a name for it, and Judge Dredge won the vote,” says Patty Garcia-Likens, SRP senior media relations representative.

“Judge Dredge features a large auger at the front that dips into the water to stir up material,” says Jeff Conyers, SRP equipment operator. “An internal pump transfers the water and material through a pontoon line to the shore into a catch basin pit. It’s like a giant vacuum cleaner.” Once the basin is at capacity, a sand plant company extracts the material, separates it, and sells the sand and silt to businesses such as Home Depot and concrete companies.

Another detail that hasn’t changed since the completion of Granite Reef Dam in 1908

Above: Granite Reef Dam construction, 1907.

Top left: Fresno scrapers excavating the Arizona Canal channel at Granite Reef Dam, 1908.

Left: Dedication of Granite Reef Dam, 1908.

is the popularity of conspiracy theories. That year, a rumor began that claimed a water shortage in the Valley was caused by leaks in the dam, according to an article in The Republican.

The newspaper argued that the dam was designed to allow some water to seep through to the dry river channel below for safety reasons. “The dam is all right, and the people need not worry about that score.

The water shortage is due entirely to one thing, and that is the shortage of water.”

But there are still probably skeptics even 118 years later.

Images Courtesy of SRP

Left, above: Judge Dredge, 2025.

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Projects . PEOPLE . PRACTICES

INTERDISCIPLINARY SCIENCE AND TECHNOLOGY BUILDING 12 OPENS AT ASU’S POLYTECHNIC CAMPUS

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n innovative research building, the $185 million Interdisciplinary Science and Technology Building 12 (ISTB 12) at ASU’s Polytechnic campus in Mesa, called for innovative construction methods. These involved several technologies to create flexible lab and research spaces that can adapt to future programs and technological advancements.

“By casting a Unistrut grid into the post-tensioned concrete deck, this allows for easier attachment of future mechanical, electrical, and plumbing (MEP) systems,” says McCarthy Building Companies Project Director Carlos Diaz. “This method eliminates the need for scanning and complex coordination around post-tensioning cables, making it a highly efficient solution for integrating mechanical, electrical, and plumbing systems as needs evolve.”

McCarthy and SmithGroup, in partnership with ASU, recently completed ARIZCC.COM

construction of the state-of-the-art facility, which serves as the cornerstone for the Ira A. Fulton Schools of Engineering’s School of Manufacturing Systems and Networks. The building advances ASU’s role as a global hub for innovation, and represents a $250 million investment in the region as part of the ASU Polytechnic Innovation Zone.

The 173,194-square-foot ISTB 12 provides specialized laboratory, research, instructional, and collaboration space for additive manufacturing, robotics for smart manufacturing and industry automation, cyber manufacturing and operations research, semiconductor manufacturing, and manufacturing systems for the energy sector.

The building, which officially opened for the 2025 fall semester, represents a significant addition to ASU’s East Valley Polytechnic Innovation Zone. There are over 20 classes held in ISTB 12 this semester, with students utilizing the newly constructed space’s classrooms, instructional labs, and meeting enclaves.

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“ISTB 12 provides ASU with advanced lab space for additive manufacturing, robotics, and semiconductor research while being purpose-built to adapt to future technologies,” says Tim Smith, vice president for ASU Facilities Development and Management.

“This flexibility ensures ASU continues to drive innovation and support the East Valley’s growth as a center for advanced industry and opportunity.”

ISTB 12 is the first at ASU to use various prefabrication innovations, including multi-trade corridor racks, prefabricated Images Courtesy of McCarthy Building Companies

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CONSTRUCTION AROUND ARIZONA Projects Images Courtesy of McCarthy Building Companies

enclosure panels, and an embedded overhead uni-strut system to improve long-term flexibility. During the design and construction of the building, the project team overcame supply chain challenges through an early procurement strategy that ensured the timely arrival and sequencing of critical electrical and mechanical equipment. McCarthy’s craft workforce executed the project’s concrete, civil, plumbing, and steel scopes, which helped meet the project schedule and maintain quality and budget.

“As the construction partner, we’re proud to deliver a facility that reflects innovation not only in its purpose but also in the way it was built for opening day and

decades of adaptability,” Diaz says. “ISTB 12 will have a lasting impact on the East Valley and economic development in our state by preparing the next generation of industry leaders and supporting the rapid growth of the advanced manufacturing industry in metro Phoenix and around the globe.”

Diaz adds that the most challenging aspect of the ASU ISTB 12 project was coordinating the specific MEP rough-in requirements for over 200 specialty research pieces of equipment, each with unique infrastructure needs for electrical service, ventilation, and exhaust. “Three of the labs require metal dust-proof provisions to accommodate a 3D printing

EMPLOYEE SPOTLIGHT

with the client, principal investigators, lab managers, design teams, and trade partners — balancing fast-paced schedules with technical accuracy and ongoing problem solving to ensure smooth transitions into end users’ research activities.

Angel Juarez, Assistant Project Manager Experience: 4.5 years with McCarthy Building Companies Favorite job task: Every day brings new challenges, decisions, and systems to handle. It has been especially rewarding to oversee the commissioning of the ISTB12 building, focusing on delivering an exceptional, state-of-the-art facility for ASU and supporting the ongoing growth of the semiconductor industry in Arizona.

Most challenging job task: Coordinating all the moving parts of complex mechanical, electrical, and plumbing systems and ensuring that designs, field conditions, and trade partner activities stay aligned with client expectations. Working in active laboratory environments adds extra complexity, requiring close collaboration ARIZCC.COM

Most memorable day at work: An early July morning during the buildout of ISTB12, when all three air handling units arrived on site, we spent the entire day rigging each section from the ground to the roof to set them on their curbs, hitting a major project milestone that enabled building climate control. The team spent over 12 hours working outside in 110-degree heat to ensure every section was precisely placed in its final location per the design.

Favorite activities away from work: I stay active by running, hiking, and golfing.

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environment,” he says. “This complexity demanded meticulous planning and coordination to ensure that all systems are correctly installed and functional from day one for each research group.”

Sustainability was also a core priority for ISTB 12. The building incorporates energy recovery through preconditioned exhaust air capture, a building-wide chilled beam system, advanced building controls, and solar-ready infrastructure, with the project tracking LEED Gold certification in alignment with ASU’s sustainability goals.

“ISTB 12 has been designed as a flexible, future-ready research environment that reflects ASU’s commitment to innovation and sustainability,” says Mark Kranz, design director at SmithGroup. “The building’s U-shaped form creates a collaborative gateway to campus and a strategic link to the East Valley Innovation Research District, while the adaptable framework supports emerging technologies and evolving teaching methods. The design not only meets today’s academic needs but also positions ASU for continued leadership in research and innovation.”

Construction of the building began in October 2023 and was completed in July 2025. The facility was designed by SmithGroup and built by McCarthy Building Companies, with trade partners including Comfort Systems USA, Wilson Electric, KT Fabrication, E&K of Phoenix, Western Building Group, Climatec, MGC Millwork and Pete King. Design consultants included SmithGroup’s in-house MEP Engineering, lab planning and landscape architecture teams, along with Wood Patel Associates and PK Associates.

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METROCENTER MALL MORPHS INTO “THE METROPOLITAN” MARK EDELMAN

F

or the past two years, this author has had the privilege of covering events at the former Metrocenter Mall site in Phoenix. Longtime Valley residents will recall that Metrocenter opened in 1973 as one of the largest indoor shopping malls in the U.S. and the only one with five anchor stores and two levels of shops.

Metrocenter thrived through its first 25 years, but the years after 2000 were marked by changing ownership and increasing competition from newer malls, retail power centers, and online commerce. By 2020, the mall was in dire straits, with only a Dillard’s Clearance Center and Walmart serving as anchors. The COVID pandemic brought the final blow, and the mall closed on June 30, 2020.

In May 2023, a “Farewell” event was held on-site, complete with vendors, classic cars, and screenings of Bill & Ted’s Excellent Adventure. This 1989 movie featured Metrocenter as one of its local filming locations. In November 2024, the demolition phase commenced, led by Resource Environmental, Inc., based in Cerritos, California. On that day, Phoenix Vice Mayor Ann O’Brien took the ceremonial first swipe at the former Dillard’s store with one of REI’s excavators.

Another milestone occurred recently on September 24, 2025, when members of the site’s redevelopment group joined officials from the City of Phoenix and the REI team to officially mark the end of the project’s demolition phase.

REI’s CEO/COO Richard Miller was on hand to congratulate his crew on a job well done, under budget and ahead of schedule. He took a few minutes to describe REI’s work and its results. Aside from the Walmart

(open), the former Rhodes Brothers (open as CubeSmart Self Storage), and Sears buildings (closed, but still owned by Sears), the rest of the former mall within the Metrocenter Parkway loop has been demolished.

While REI did not find any notable artifacts during their work, Miller was pleased to report that 98 percent of the materials on site were recycled for reuse on the site and elsewhere. Where the mall used to stand, one now sees large piles of crushed concrete debris, ready to be used as engineered fill and for new concrete.

In addition to the vertical mall elements, REI’s team also had to remove subgrade piping and underground utilities while maintaining wet and dry utility service to the remaining businesses outside the Metrocenter Parkway loop.

With demolition complete, work on the site will turn to developing “The Metropolitan,” a 64-acre, $850 million mixed-use,

Images Courtesy of Author

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OVERNIGHT DELIVERY BY MAMMOET UPDATES CONCOURSE AT ATLANTA’S HARTSFIELD-JACKSON INTERNATIONAL AIRPORT

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tlanta’s Hartsfield-Jackson International Airport, the world’s busiest, sees nearly 300,000 people daily and is within a 2-hour flight of about 80 percent of the U.S. population. The D concourse, initially constructed in 1980, featured narrow corridors just over 18 feet wide and required an upgrade to accommodate the increasing demands of daily travel.

Given the critical nature of the hub, shutting down any part of the concourse was not an option. Mammoet collaborated early on with Holder-Moody-Bryson-Sovereign, JV, to find a solution that minimized impact on daily operations. The chosen solution involved modernizing and widening the concourse using prefabricated modules, which were installed overnight with Self-Propelled Modular Transporters (SPMTs).

According to the multi-phased construction schedule, each module would be transported on the same day each week between 1:00 and 4:00 a.m. During the second phase of the project, teams enhanced efficiency by transporting two modules per week.

The integrated approach involved loading the modules onto SPMTs and transporting them over a mile-long journey to the site. The heaviest module weighed 694.45 tons and was positioned on top of 92 axle lines of SPMT. To position the modules at their final location, eighteen 300-ton climbing jacks were used. These jacks are designed to elevate by placing jacking timbers beneath

CONSTRUCTION AROUND ARIZONA Projects

public transit-oriented community. Master Developer Concord Wilshire, in partnership with TLG Investment Partners and CDS International Holdings, will oversee the development of the first three of five envisioned residential communities and “The Loop,” a commercial development with 116,000 leasable square feet of retail and restaurant space, event areas, and open space.

Oakwood Homes, a division of Tennessee-based Clayton Homes and a subsidiary of Berkshire Hathaway, has been selected as The Metropolitan’s exclusive for-sale residential builder. Oakwood Chief Operating Officer Ryan Smith described their three planned communities: • Terra Court: 144 entry-level townhomes to be located near the light rail and transit center with prices starting in the low $400,000s.

Construction will commence in April 2026, and the community is already fully presold.

• Luna Villas: 314 mid-level townhomes with prices starting in the low $500,000s. Construction will commence in April 2026, and this community is half pre-sold.

• Brava: 290 premium townhomes with prices starting in the low $600,000s.

Construction will begin in April 2027.

The Metropolitan will also feature Levante Apartments, a for-rent, 350-unit multifamily project that wraps around a parking structure at the center of the project, which it will share with The Loop.

Concord Wilshire and Hines will build Levante, and it is already fully pre-leased.

Diversified Partners, based in Scottsdale and led by local retail developer Walt Brown, Jr, will lead development of The Loop. In addition to the retail shops, Brown highlighted featured amenities for shoppers and residents, including live entertainment, a farmers’ market, a splash pad, and landscaped walkways and bikeways connecting to the Thelda Williams Transit Center and Metro Parkway light rail station.

The various speakers noted the twists, turns, and changes made to the Metrocenter redevelopment since it was first envisioned four years before the mall’s closure. Vice Mayor O’Brien credited the start of construction with Concord Wilshire’s “tenacity and willingness to stick with (the project),” and closed her remarks by stating that The Metropolitan “shows that Phoenix grows with innovation, connection, and purpose.”

them and then lowering onto the newly placed layer of jacking timbers, allowing the jack to “climb.”

Since the modules needed to be set at a lower elevation than where they were initially received, the climbing jacks enabled crews to lower the modules beyond the stroke capacity of the SPMTs. Constructing airport components, such as modular buildings, sections, and bridges, off-site and securely transporting them to their designated locations allows regular airport activities to continue smoothly, ensuring an efficient process and providing scheduling benefits.

Once complete, this overhaul will increase the overall concourse length by over 288 feet, resulting in additional room for passengers and concessions, while also allowing for larger-capacity jets.

Mammoet’s team possesses extensive knowledge and expertise in airport projects worldwide, including the terminal expansion at Portland International Airport, the installation of a skybridge at Hong Kong International Airport, and the transportation of four new gates for Terminal C at Dallas-Fort Worth Airport.

Images Courtesy of Mammoet

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SUNLAND ASPHALT PERFORMS PAVEMENT MAINTENANCE, PRESERVATION, AND RESTORATION IN PHOENIX

“O

ne of the most intriguing aspects that I have had the pleasure of being associated with is the City of Phoenix’s proactive efforts toward sustainability,” says Enrico Torres, project manager for Sunland Asphalt & Construction. “In my experience with managing this program, Phoenix has made it a focal point to reclaim/recycle as many by-products as possible. Their purpose is to rejuvenate these products for reuse in future construction, to lead the charge towards a more sustainable planet.”

The work that Sunland Asphalt completes with the City of Phoenix Municipality is a bonded relationship between our Public Works Division and the Streets and Transportation Department within Phoenix, according to Torres. “The project primarily consists of providing rehabilitative construction measures to areas throughout the limits of Phoenix based upon the Engineer’s assessment of those most in need.”

The company’s typical method of construction includes asphalt milling, asphalt paving, surface treatment procurements, and various concrete-based ADA improvement installations. “The primary benefit of the work that is produced here is to increase the overall transportation requirements of a rapidly growing city, alongside cementing the relationship between contractor and customer,” Torres says.

Torres says that the most challenging aspect of this project is the juggling of a multiple-municipality-based project. “Meaning, Images Courtesy of Sunland Asphalt

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that there are scenarios in which the limits of these Job Order Contract projects will intersect limits within other municipality ownership limits from local municipalities, to the Arizona Department of Transportation, or the Maricopa County Department of Transportation,” he says. “Beyond that, there is the additional coordination of other local general contractors/subcontractors and blending various work schedules to ensure that everyone can finish the job we are all trying to complete.”

Sunland Asphalt has utilized two main subcontractors for the work, with the contract estimated to be worth $50 million since 2019.

Trafficade Services, doing business as AWP Safety, is one of the largest associated

companies supporting the daily work performed by Sunland Asphalt under City of Phoenix Job Order Contracts, according to Torres. “Trafficade has led the way in providing compelling service to formulate, organize, and structure safe traffic control means and procedures to keep both active work crews as well as the traveling public safe during construction,” he says.

Vulcan Materials has been one of the few exclusive suppliers to various major Phoenix projects, consistently meeting the city’s ever-changing asphaltic demands. Torres says that with the city’s growth comes the need for constant experimentation and evolution of the materials used on road surfaces to ensure safe public transportation. “Vulcan has been versatile in designs required from low-volume traffic areas to high-volume traffic locations, to designs reinforced with a blended fiber to ensure that areas of severe degradation see a longer life expectancy,” he says.

Torres says that the City of Phoenix Job Order Contract project serves as one of the most challenging projects that keeps Sunland Asphalt busy year-round. “At the end of each project, though, it serves to know that the work that is being produced out of these Job Order Contracts is impacting Arizona, alongside Phoenix, on such a large platform,” he says. “The work that is performed through these Job Order Contracts serves to fulfill the vision of Sunland Asphalt, from creating a safe environment to providing exceptional customer service, product quality, and sustainability for the future of asphalt.”

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CONSTRUCTION AROUND ARIZONA Projects

HAYDON HEADS INTO THE HOMESTRETCH TO FINISH VESTAR VERRADO MARKETPLACE IN BUCKEYE

D

ozens of retail tenants at Verrado Marketplace are counting on Haydon Companies to complete construction on time. To expedite the project, the general contractor used innovative technologies.

“We use a technology called “Propeller” that is a drone-assist platform allowing us to track real-time grading on site, which has been effective for managing our dirt stockpile,” says Christian Davis, Haydon’s executive director, preconstruction.

Another bonus was Vestar, the shopping center owner and manager, who was

proactive in its partnership with Haydon.

“Vestar’s early engagement and collaborative efforts on this project are what led to its strong, fast start and will bring it to the finish line, leaving everyone on the team proud of what we’ve accomplished together,” Davis says. “We’re truly blessed to work for such a great client!

Vestar Verrado Marketplace, situated at the northeast corner of Interstate 10 and Verrado Way in Buckeye, is located at the entrance of DMB’s master-planned

community, Verrado. The total project cost is estimated at $275 million to create a 500,000-square-foot, next-generation shopping center spanning 50 acres.

The project introduces long-anticipated amenities to the West Valley community.

Anchor tenants, including Target, Harkins Backlot, and Safeway, are complemented by major storefront retailers such as Ross, Marshalls, and HomeGoods, along with a selection of high-end restaurants and specialty retailers.

Images Courtesy of Haydon

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Images Courtesy of Haydon

“One of the most impactful elements, realized through Vestar’s vision with support from Nelson Architects and Dig Studios, is the site’s connectivity: covered walkways, landscaped corridors, and outdoor gathering spaces that seamlessly link retail, dining, and entertainment,” Davis says.

“The District” connects shops, restaurants, and attractions with features like an outdoor lawn, splash pad, concert stage, ample outdoor seating, lush landscaping, and dynamic lighting. The result is a

welcoming community hub where families can eat, play, shop, and gather.

According to Davis, every project has challenges, and for one of this scale, schedule and logistics were paramount. “Major retailers in the development had fixed pad-delivery and grand-opening dates that couldn’t be missed,” he says. “From the outset, we identified those deadlines and developed a coordinated plan to meet them without disrupting construction sequencing or delaying overall completion.”

The amount of coordination required among all utility providers, along with the complexity of the underground infrastructure, was an unusual aspect of the project, according to Davis.

Davis adds that identifying the lessons learned is something Haydon prioritizes on all their projects. “On this project, specifically, we conducted a best value analysis during the preconstruction stage that influenced the building type due to property line constraints between major tenants and Target,” he says. “This had the potential to impact both the schedule and budget during construction, but we successfully mitigated the issue and kept those impacts to a minimum.”

Subcontractors used on the Vestar Verrado Marketplace include Hard Rock Concrete, Keystone Concrete, Waibel Masonry, Skyline Steel, Alignment Steel, T Bar H, Alcal, Galindo, Avoda Roofing, Progressive Roofing, 1604 Specialties, TCH Door, Precision Glass, Sonora Drywall, Cherry Coatings, Signs Plus, Aero Fire Protection, PPS Mechanical & Plumbing, AME Electric, Metro Fire, Northwest Exterminator, Earthscapes, and Omni Electric.

Davis says that Vestar has done an excellent job of engaging the community, generating excitement, and has a clear vision for the development. “The feedback we’re hearing demonstrates strong enthusiasm and a real demand for a project like this.”

EMPLOYEE SPOTLIGHT Adam Arenivas, Sr., Superintendent Experience: 10 years with Haydon Companies Favorite job task: The ability to be a part of all the challenges and obstacles that have come about and being part of creating the solution.

Most challenging job task: It’s the stuff you don’t see, all the infrastructure that goes underneath the ground in a retail project of this size.

Most memorable day at work: Hitting the paving dates to be able to meet the start of the EPCOR (water and sewer provider) requirement. EPCOR requirements are unique to most projects and are a critical milestone to providing service to the retail tenants at Verrado.

Favorite activities away from work: Riding my horse and going camping.

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CONSTRUCTION AROUND ARIZONA Projects

GORMAN COMPLETES HERITAGE SENIOR APARTMENTS IN SURPRISE

S

ometimes there’s more to a construction job than meets the eye. “The most challenging aspect of the Heritage Senior Apartments project in Surprise was the demolition and site preparation before construction,” says Melissa Badini, Gorman & Company marketing communications strategist.

Early in the project, Gorman discovered and had to carefully remove two septic tanks from the property’s previous mobile home park. In addition, the existing onsite well required proper capping and decommissioning to meet environmental and safety standards. “These unexpected site conditions required additional coordination and careful planning to ensure a smooth start to construction,” Badini says.

After this bump in the road, it was smooth sailing for the construction of Heritage Senior Apartments, which brings 99 affordable housing units to seniors ages 62 and older in Surprise. The units provide residents with accessible housing to live with dignity and age in place respectfully while enjoying a safe, supportive, and welcoming community.

“The Housing Authority of Maricopa County (HAMC) was honored to be among just 30 projects nationwide to receive a HUD Section 202 Supportive Housing award,” Badini says. “This program provides critical rental assistance to very low-income seniors, ensuring residents pay rent based on their income.”

Gorman used some innovative methods to construct the apartments. “We used prebuilt wall panels that were built offsite in a controlled environment and brought to the site where they were constructed like puzzle pieces,” Badini says. “This eliminated a large EMPLOYEE SPOTLIGHT Alejandro Higuera, Assistant Superintendent Experience: 2.5 years with Gorman & Company Favorite job task: The variety of work, no day is the same. But I also enjoy being a part of an entire project from start to finish.

Most challenging job task: Everything that presents a challenge is a learning opportunity since I have only been doing this for 2.5 years. For example, ensuring the sequence of events flows smoothly ARIZCC.COM

Images Courtesy of Gorman & Company

amount of waste in the framing process.”

Badini says Gorman had a good neighbor during the project, as the City of Surprise began construction on a multigenerational community center next door. “This created a unique opportunity for collaboration, as both teams worked closely throughout the process to coordinate logistics and address shared site considerations, ultimately strengthening the connection between the two community assets,” she says. allows the subcontractors working within their trade to complete their work on time, so the next subcontractor can start and do their part.

Most memorable day at work: My first day at Gorman, as I was ecstatic to learn all about construction and to work for such a hardworking, reputable general contractor.

Favorite activities away from work: I love to be outside, especially fishing. This past summer, I went to Cabo San Lucas and went deep-sea fishing. I also enjoy archery and being with friends and family.

Gorman used a variety of local, regional, and state subcontractors. “We pride ourselves on using local subcontractors, especially those who take pride in working within underserved communities,” Badini says.

A key lesson from this project for Gorman was the importance of maintaining strong, collaborative relationships with subcontractors and city partners. “As with all Gorman General Contractor projects, open communication and teamwork are essential to keeping projects on schedule and within budget,” Badini says.

A new resident reinforced the importance of Gorman’s work during the grand opening event. “After experiencing homelessness for nine months, Jeff was overjoyed to move into his new home at Heritage Senior Apartments,” Badini says. “He spoke with such genuine gratitude and excitement, amazed to have his own washer and dryer, thrilled by the kitchen where he could once again cook and host friends, and deeply moved by the thoughtful design of his unit.

His story was a powerful reminder of the real impact this work has on people’s lives.”

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ARIZONA PLACEMAKERS: LORENZO PEREZ CHRISTINA NOBLE

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or Lorenzo Perez, every forgotten building is a chance to prove what Phoenix can become. Few developers have shaped Phoenix’s sense of place like Lorenzo, co-founder of Venue Projects, whose adaptive reuse destinations include Windsor, The Orchard, and The Newton. A self-described “stubborn optimist,” he transforms forgotten spaces into neighborhood anchors that celebrate the stories embedded in Arizona’s built fabric. In our conversation, Lorenzo reflects on the formative experiences that taught him to take risks, the philosophy behind Venue’s “Holistic ROI,” and his legacy of service and impact.

Q: You’ve built a career around creative problem-solving. Were you always willing to take risks?

A: Yes, though I still grapple with fear of failure. I’m intentional about taking calculated risks because that’s where you grow the most. My father is a risk-averse guy. I love him to death, and to be fair, we didn’t have the money to take risks. That shaped me. I remember thinking, I want to travel. I want to own things. I want to try stuff. My mom was also bold and entrepreneurial, but she followed my father’s lead. I could see her regret, and that made a deep impression. I didn’t want to live with that kind of “what if.” My best friend in high school had a dad who was a self-made entrepreneur, a scrap-metal broker, and he groomed his kids to think like business owners. Just being around their family was transformative. I got to sit in on family conversations and hear his ARIZCC.COM

business coaching. They created abundance because they took risks.

Q: What first drew you to shaping places, to the intersection of design, development, and storytelling?

A: Early in my career, I went to work on Bank One Ballpark. That project was fortuitous because it ignited what’s happening in downtown today. I had mixed feelings about the project: excited to be part of bringing professional sports downtown, but sad about tearing down heritage warehouses with cultural and historical significance.

It introduced me to public-private partnerships, large-scale construction, design collaboration, archaeological surveys, and adaptive reuse.

Q: Every developer has projects that test them. Have you had one that went off course or taught you a lesson you didn’t expect?

Images Courtesy of Lorenzo Perez

A: We’ve had failure in some aspect in every single project. We’ve never lost a property, but we’ve had projects go well over budget and had to pivot, adjust, and evolve our concepts. In adaptive reuse, many unforeseen conditions arise. For example, in the hotel project, we discovered structural issues that cost an additional $1 million to fix. But this challenge also created an opportunity to incorporate a rooftop bar.

I’ve learned that something will never go as planned, and I view failures as things that didn’t go as expected rather than as intentional failures. These experiences have taught us to be adaptive problem solvers.

Q: You’re known for tackling projects many would walk away from. What drives that impulse? Creativity, curiosity, stubbornness?

A: All of the above. I love challenges.

I’m competitive and love solving problems.

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www.gentechusa.com

7901 N. 70th Ave, Glendale, AZ 85303 \ 800-625-8324 THIRTY TWO

JANUARY FEBRUARY 2026

CONSTRUCTION AROUND ARIZONA People That’s why I ended up in design. It’s all problem-solving. I’m always thinking about what I could do with ugly or terrible buildings. I joke with brokers to bring me the weirdest, ugliest, most broken pieces of real estate because solving those problems creates value. I love the design challenge of unusual contexts. I’m stubborn too, because I believe someone needs to make these projects happen.

Q: What is it about giving old buildings new life that keeps you inspired?

A: Initially, our first few projects were coincidental opportunities. The Orchard was our first acquisition, an old citrus nursery with a heritage house from the ‘20s. We dug into the history and discovered it was the epicenter of a prominent citrus farmstead owned by H.H. Wasser, one of the founders of the Arizona Water Users Association Images Courtesy of Lorenzo Perez

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and of John C. Lincoln Hospital. That experience informed our storytelling process and approach. Adaptive reuse makes you aware that you’re a steward, taking over something created for another purpose and writing the next chapter.

Q: You’ve shared your idea of five returns—emotional, social, cultural, environmental, and economic. Tell me more.

A: We call it Holistic ROI. If we don’t get emotional, social, cultural, environmental, and economic return on investment, we don’t do the project. Our company’s mission to “create and inspire, serve” has been our moral compass. We want to do meaningful, creative work that makes us happy and lifts our vibration, while inspiring others with forward thinking. I was influenced

by Danny Meyer’s book Setting the Table.

Meyer puts economic return last, with the

premise that if you take care of all these other things, the money will follow.

Q: How does that philosophy influence who you choose to partner with and how you define success?

A: It’s helped us in a few ways. Lenders love our pro formas. We keep it simple. I was an estimator before I was a developer.

Our pro formas are super clean, which makes them easy to understand without hidden complexities. It’s also a great way to vet investors and ensure aligned capital.

We need partners who share our mission and approach. Many of our investors have already made their money elsewhere, but love our holistic approach because it gives them joy beyond financial returns. If potential partners laugh at our holistic ROI approach, we know they’re not the right fit.

They’ll just be concerned about ROI, and will probably be difficult to work with. We need patient capital because these projects sometimes take longer than expected.

Q: If you had to capture Phoenix in one word today, and then one word for the future, what would you choose?

A: For today, I would say “progressing” because it’s definitely in transition and evolving. For the future, I would say “envy.”

I’m a hometown native boy. I hope one day we’ll stand back and people will say, “That city is unbelievable!” Phoenix is well-positioned to be an environment where we can test new built form, new environments, and new strategies. We can be optimistic visionaries. Phoenix has always been a place where people experimented with new ideas. I hope it becomes the envy, because a lot of people are counting us out, but in the end, constraints drive creativity and innovation.

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t Fees College Preparatory Middle School in Tempe, the sound of hammers, drills, welding torches, and laughter fills the air. While many students head home after the last bell, a group of curious middle schoolers gathers in the outdoor rotunda on Tuesday afternoons this fall for hands-on building lessons.

Through a six-week after-school Construction Club hosted by McCarthy Building Companies, students are learning the basics of framing, plumbing, electrical work, drywall, and virtual modeling. The goal: to introduce young people to the world of construction and show them that skilled trades offer exciting, well-paying, and meaningful career paths.

Last fall at Fees, McCarthy professionals and trade partners guided students through various aspects of construction. The lessons start with the fundamentals — how to measure, level, and work safely — and progress to more advanced, hands-on training such as welding pipes and installing electrical junction boxes, bending conduit, and wiring circuits.

A Legacy of Learning McCarthy’s Construction Club was founded over a decade ago by Mike Horn, a long-time project director with McCarthy’s Education Services team, to inspire students to discover and explore careers in construction and to familiarize them with all that goes into building projects essential to thriving communities. By engaging students in hands-on building activities that apply classroom skills to construction, Construction Club helps them learn how construction projects come together.

“Middle school is the perfect time to

spark curiosity,” says McCarthy Project Manager Chad Smith, who partnered with McCarthy Project Superintendent Jason Grant to organize the fall program at Fees.

“When students can use real tools, connect with professionals, and see how their classroom lessons apply to real-world problem solving, it opens their eyes to new possibilities. We want them to see the unique experience that construction careers offer and introduce them to the sense of accomplishment that comes from being part of building communities.”

Grant says the club is part of McCarthy’s broader workforce development mission to strengthen the future of the skilled trades.

According to Talent Ready AZ, Arizona will need more than 20,000 new construction trades professionals by 2030. By exposing students to the trades early, McCarthy hopes to help close that gap while inspiring young minds to discover their potential.

From the Classroom to the Jobsite Each Construction Club session blends classroom-style instruction with hands-on learning. During the electrical module, for example, students worked alongside McCarthy volunteers and partners from RN Electric to install junction boxes into framed walls, run MC wire, bend conduit, and safely strip and terminate wire.

“For many students, it’s their first time holding a power drill or using a wire stripper, and by the end of the session, you can see their confidence grow and excitement takes over,” says Grant, who began his construction career in the trades.

Building Skills and Confidence Throughout the program, the McCarthy team members emphasize safety, teamwork, and attention to detail. Students are encouraged to ask questions, learn from mistakes, and celebrate their progress,

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CONSTRUCTION CLUB ENGAGES TEMPE STUDENTS IN TRADE SKILLS

values that mirror McCarthy’s jobsite culture. The final week of the Club includes a tour of an active construction project at Metro Tech High School, where students will see the real-life application of the skills they learned in previous weeks. The combination of hands-on trade skills and exposure to technology gives students a well-rounded view of today’s construction industry, which blends craftsmanship with innovation.

A Foundation for the Future For many students, the Construction Club marks their first exposure to the trades.

But for McCarthy, it’s a vital investment in the industry’s future.

“Our goal isn’t just to teach them how to hammer a nail or bend conduit,” Smith says. “It’s to show them that construction is a pathway to opportunity. Whether they become welders, plumbers, electricians, engineers, or project managers someday, we want them to know there’s a place for them in this industry and that it’s a great place to be.”

Images Courtesy of McCarthy

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CLARK LOWE, PRESIDENT & CEO O’CONNOR COMPANY

T

he specter of industry stagnation looms large for many commercial construction businesses. While the temptation to conform to prevailing norms and established practices is strong, it often leads to a plateau in growth and innovation.

To defy stagnation and achieve dynamic growth, we can employ several key strategies. These strategies focus on understanding internal dynamics, addressing the multiplicative challenges of growth, and shifting the competitive landscape in their favor.

Challenges to Growth As our companies grow, so do the complexities we face. It would be great if exponential scaling were only a matter of increased revenue. Unfortunately, it impacts every aspect of our operations.

If your experience is anything like mine, you will find that as your sales triple, the pile of invoices that need to be processed grows by six to eight times. This phenomenon is indicative of the frequently underestimated operational intricacies that arise during periods of rapid expansion.

If your company mainly operates in the private sector but is ready to expand into the commercial side of construction, be prepared to overhaul systems from the ground up. You will quickly realize that the paperwork, compliance, and regulatory demands in the commercial sector differ significantly Images Courtesy of Author

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from those in the private sector. Transitioning smoothly between types of projects without overwhelming existing structures requires careful planning and strategic foresight.

The Value of Understanding Your Company Before Growth Before embarking on growth initiatives, take time to gain a profound understanding of your company. This research involves a deep dive into its operations, culture, and stakeholder perspectives. When you invest time in exploring your company through the eyes of employees, clients, and partners, you lay a solid foundation for sustainable growth.

You will want to spend time gleaning insights from all levels of your organization.

Understand the nuances and intricacies that define how your company functions.

For example, before moving into commercial construction projects, you will want to ensure that any projects in the private sector are performing effectively and have established processes in place. Lean on proven processes as you build momentum.

After all, you cannot grow if you wait for perfection.

Take a leaf out of SpaceX’s book. Launch projects before they are entirely ready, and rely on continuous improvement to refine them. This philosophy accelerates progress and embeds a culture of adaptability and resilience.

Spur Growth by Changing the Competitive Landscape You will find that competing on traditional grounds where well-established players dominate is challenging. If you continue to try to compete as a “typical” general contractor, you will never be able to scale truly. Dozens of large companies already excel in this area by shifting their focus to enhance communication, disciplined execution, and team building.

Turning your attention to less conventional strategies, such as communication, can yield impressive growth. While technical proficiency and quality of work remain crucial, you can gain significant traction by emphasizing regular and transparent communication, which builds trust. Clients value frequent updates and honest discussions about project progress, potential issues, and viable solutions. By keeping clients fully informed and engaged in decision-making processes, you can more easily foster a collaborative partnership.

Every client has unique needs and preferences, so offering customizable and

CONSTRUCTION AROUND ARIZONA People

HOW COMMERCIAL CONSTRUCTION COMPANIES CAN DEFY INDUSTRY STAGNATION

flexible solutions can enhance their satisfaction. Being adaptable and responsive to client feedback helps forge stronger and more personalized relationships.

Focusing on meticulous execution also contributes to your growth. By completing projects on time, within budget, and to the required quality standards, your consistent reliability can make your company a preferred choice in a competitive market.

A client-centric approach is key to achieving this. Prioritizing the client experience can redefine how your company is perceived in the market. Developing tailored services, maintaining transparency, and consistently exceeding client expectations can build strong, long-term relationships.

Finally, rethinking human capital management can be one of the most transformative catalysts behind your company’s growth. By adopting unique and divergent policies for team building, training, and employee engagement, construction companies can foster a dynamic and motivated workforce. This philosophy, in turn, translates into higher productivity, innovation, and a strong company culture. ​The labor shortage in the commercial construction industry has exacerbated stagnation. Addressing this challenge requires an innovative approach focusing on attracting new talent, enhancing skills, and retaining experienced professionals. ​Defying industry stagnation in commercial construction is no small feat. It demands an in-depth understanding of internal operations, an acceptance of the exponential complexities that accompany growth, and a strategic shift in competitive tactics. By focusing on these essential dimensions, companies can overcome stagnation and chart paths to sustained growth and innovation.

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he global prefabricated buildings market is experiencing a revolutionary transformation, with new data revealing unprecedented growth potential that positions the industry as a cornerstone of modern construction. According to Market Intelo’s latest comprehensive research report, the industry is forecasted to expand from its current $156 million to $269 million by 2033.

This market surge reflects a fundamental shift in construction methodologies, driven by the convergence of digital transformation, sustainability imperatives, and the urgent need for cost-effective, time-efficient building solutions across both developed and emerging economies. The research encompasses comprehensive analysis across multiple market segments, including modular, panelized, pre-cut, and manufactured building types, utilizing materials ranging from steel and concrete to innovative woodbased solutions.

Revolutionary Market Dynamics That are Reshaping the Construction Industry The prefabricated buildings sector is undergoing a profound transformation as industry stakeholders embrace cutting-edge technologies and sustainable construction practices. Building Information Modeling (BIM), advanced robotics, and IoT-enabled monitoring systems are revolutionizing Images Courtesy of Author

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GLOBAL PREFABRICATED BUILDINGS MARKET POISED FOR UNPRECEDENTED GROWTH

the design, manufacturing, and assem- driven by widespread adoption across resbly processes of prefabricated structures, idential and commercial projects. This enabling precision engidominance stems from neering while minimizing 3D PRINTING TECHNOLOGY modular construction’s material wastage and sigversatility, scalability, and IS GAINING TRACTION IN nificantly reducing project ability to reduce construcPREFABRICATION PROCESSES tion timelines by 30 to 50 timelines.

Data indicates that percent compared to tramodular construction accounts for nearly ditional methods. The approach enables 40 percent of total market revenue in 2024, entire building sections to be fabricated off-site in controlled environments, then assembled on-site with remarkable efficiency and consistency.

The growing emphasis on green construction and energy efficiency standards is compelling developers to embrace prefabricated solutions, which typically generate up to 90 percent less waste than conventional construction methods and offer superior insulation properties.

Material Innovation Driving Market Differentiation Steel has a 45 percent market share, valued for its strength-to-weight ratio, durability, and suitability for large-scale modular structures. Steel-based prefabricated buildings are widely used in commercial, industrial, and institutional applications where structural integrity and fire resistance are crucial. The material’s popularity is reinforced by recent innovations in steel frame modular construction, including hurricane-resistant designs and rapid deployment capabilities.

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Concrete represents the second-largest material segment, prized for thermal mass, acoustic properties, and longevity in highrise residential and infrastructure projects.

Meanwhile, wood is experiencing renewed attention as a sustainable material, particularly with advances in engineered wood products, such as cross-laminated timber (CLT) and glue-laminated timber (glulam), which expand its applications to mid-rise and high-rise structures.

The “others” category encompasses innovative materials, including composites, recycled plastics, and hybrid systems, designed to enhance performance while reducing environmental impact. Material innovation serves as a key competitive differentiator, with companies investing substantially in research and development for lighter and stronger prefabricated components.

Technology Integration Accelerating Industry Evolution Digital transformation stands as the primary catalyst for market growth, with advanced technologies revolutionizing every aspect of prefabricated construction. The integration of artificial intelligence (AI) and Internet of Things (IoT) systems enables realtime monitoring, predictive maintenance, ARIZCC.COM

and optimization of construction projects, significantly reducing costs and improving efficiency.

3D printing technology is gaining traction in prefabrication processes, enabling the production of custom building components with unprecedented precision. This technology is particularly beneficial for complex architectural designs, providing cost-effective solutions for intricate structures that were previously challenging or expensive to manufacture.

Robotics and automation are streamlining prefabrication processes by automating repetitive tasks, including welding, cutting, and component assembly. Companies like Automated Architecture (AUAR) are utilizing robotic arms and proprietary software to construct timber-framed homes with remarkable precision, reducing construction time from months to weeks. These technological advances address persistent labor shortages while improving safety standards and construction quality.

Market Applications Driving Diverse Growth Opportunities Residential applications account for 38 percent of revenue in 2024, driven by the urgent demand for affordable, energyefficient housing solutions in urban and

peri-urban areas worldwide. Multi-family housing, student accommodation, and emergency shelters represent key growth areas supported by government initiatives and public-private partnerships addressing housing deficits.

Commercial applications are expanding rapidly, with prefabricated office spaces, retail outlets, hotels, and mixed-use developments gaining favor among developers seeking to accelerate their return on investment. The industrial sector leverages prefabrication for scalability and cost efficiency in factories, warehouses, and logistics facilities. At the same time, institutional applications, such as schools, hospitals, and government buildings, benefit from the construction speed and flexibility.

Conclusion The global prefabricated buildings market represents a transformative force in modern construction, combining technological innovation, environmental sustainability, and economic efficiency to address critical infrastructure challenges. With robust growth projections, expanding regional markets, and continuous technological advancement, the industry is positioned to play a central role in meeting global housing needs.

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LUKE M. SNELL, P.E.

W

hen I was taking a transportation class in college, my professor said that three things cause most road failures. These are “water, water, and water.” I still remember what he said that day, so the professor achieved something, and I actually learned an important lesson. If you can solve the water issues, the road is likely to survive.

Water is one of the few materials that expands when it freezes. Most of us observe this daily—the ice cubes in our drinks float to the top of the glass because they are less dense than water. The expansion is about 9 percent and can exert tremendous force if confined as the water freezes. This process explains the first reason why water can damage a road.

1. Water expands when it freezes: After rain, water seeps into cracks or voids in the road surface. If freezing weather follows, the water expands, exerting pressure on these cracks and voids and increasing their size.

Repeating this process multiple times can cause the cracks or voids to grow, potentially leading to localized road failure.

Transportation departments, which are responsible for maintaining our roads, are aware of this issue and have developed procedures to address it. Some of these are: Images Courtesy of Author

• Develop mixture designs that are dense and have few voids and cracks. This process involves using a uniformly graded aggregate that minimizes the spacing between the particles. It also requires choosing an appropriate amount of binder (cementitious materials) to hold the concrete together and achieve the necessary strength.

• Consolidate the concrete during construction to reduce cracks and voids. Concrete paving machines utilize large gang vibrators to consolidate the freshly placed concrete. Since concrete paving mixtures are stiff (with a very low slump), several large vibrators are necessary to eliminate voids (entrapped air) in the concrete.

• Concrete mixture designs include air-entraining admixtures to reduce pressure from freezing. Since concrete always contains some water, there is a constant risk of freezing in cold weather regions. The air entrainment admixture forms tiny, evenly distributed air voids throughout the concrete. When the concrete, along with the water inside it, freezes and expands, the water is pushed into these air voids, relieving pressure and helping prevent further damage.

• Develop a maintenance program that fills cracks and patches surface voids in

CONSTRUCTION AROUND ARIZONA Practices

WHY CONCRETE ROADS FAIL

the road so that water cannot continue to penetrate it.

2. Water carries de-icing salts and other debris into the road: Typically, when snow and ice are expected, the transportation department sprays the road surface with a de-icing material, usually rock salt, also known as sodium chloride. When snow or water falls on the road surface, the sodium chloride reacts with it, lowering the water’s freezing point and preventing ice from forming. Although this makes the roads safer to drive on, water mixed with the de-icing material and road debris can seep into the cracks and voids. As the water evaporates, the debris and de-icing salts remain behind.

The de-icing salt crystallizes, exerting additional internal pressure on the cracks and voids. Meanwhile, the debris keeps the cracks open, allowing more water to enter and further damage the road.

3. Water can weaken the road and erode its foundation: Moving water can saturate the road’s base and wash away parts of it, thereby reducing the road’s support. Pictures of washed-out roads often appear whenever a flood happens. Road designers understand that roads will face rain, so they plan drainage systems to divert water into ditches or retention ponds. However, during heavy, intense rainfall, these systems can become overwhelmed, and the road’s support can be washed away, causing road failure.

Interestingly, contractors can solve some concrete road problems by using water at the right time. During construction, the contractor is required to protect the concrete by maintaining a moist surface for at least seven days, as specified in the contract. The goal is to retain the water in the concrete or add water to the surface of the concrete immediately after the road is constructed. This dampness allows the water to continue reacting with the cementitious materials, thereby increasing their strength and reducing the number of internal voids.

When this is done correctly, the concrete in the road will have few cracks and voids, and water cannot penetrate it.

Asphalt roads are prone to many of the same failures discussed in this article. If contractors had attended my transportation class and heard the same advice my professor gave me, our roads would be in much better shape.

Left: Examples of how water can cause a road to fail.

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CONSTRUCTION AROUND ARIZONA Practices

EMPLOYEE OR BOSS? LESSONS FROM MY LEAP INTO SELF-EMPLOYMENT CARLY HANSON

M

ost people have asked themselves at one point or another: Should I keep punching a clock, or work for myself? And the construction industry is no exception.

Do you stay with a big firm, or branch out and bid on projects under your own name?

The truth is, only you can answer that question. However, some of my realizations as a new business owner might be helpful. I left the corporate world this year and co-founded Taylor Street Communications, a consultancy. And let me tell you—self-employment rewires your brain in no time.

Here are 10 lessons that hit me quickly.

And they might resonate with anyone thinking about building something of their own.

Pun intended.

1. If you don’t take a risk, nothing changes.

Starting a business is a risk. But so is staying stuck in a situation where you know you’re not growing. Contractors debating whether to work for themselves know the feeling: You either go for it, or you watch someone else build the future you wanted.

2. You’re not afraid of failure. You’re afraid of people watching you fail.

The next time you shush your inner entrepreneur, ask yourself what you’d do if no one was watching. My guess? You wouldn’t even hesitate to go for it. Once you embrace failing in public, there’s nothing you can’t do.

3. Never let your worth be defined by how (or if) you make money.

It’s natural to take pride in your hardearned career. But basing your whole identity on work (or anything else that could be taken from you) is a recipe for a lifetime of unhappiness. Start investing in other aspects of your life, and you’ll become unshakeable.

4. You’re more valuable than corporate life ever told you.

There are some great companies out there, but when you work for someone else, there’s not a lot of opportunity to show off your unique skillset. So, find what you’re good at, make sure people know about it, and do it unapologetically.

5. A steady paycheck is nice, but calling the shots is priceless.

There’s zero shame in choosing guaranteed income, but nothing compares to the freedom of setting your own direction. For a ARIZCC.COM

Image Courtesy of Author

contractor, that might mean choosing projects you believe in, hiring people you trust, or building a reputation you can hang your hat on. That autonomy is worth every ounce of uncertainty.

6. Consistency, perseverance, and grit - not just talent - drive results.

Just because you’re great at something doesn’t mean opportunities will throw themselves at you. There are plenty of people out there with half your talent succeeding simply because they refused to give up.

7. Work politics aren’t worth an ounce of your inner peace.

When you remove yourself from the “he said, she said” chatter, you can focus more on what (and who) you care about. Sooner or later, drama won’t drag you down, and the only direction you’ll know is forward.

8. You don’t have to stick to one path in life. Every pivot means growth.

It’s easy to think that what you do now is what you should always do. But people change. Perhaps you’d like to trade the hard hat for a design role and pursue a career

in architecture. Maybe you want to teach the next generation of tradespeople on job sites. Listen to your gut.

9. If you don’t enjoy life now, no achievement will fix that.

If you say, “I’ll be happy when…” then you’ll never be happy. That includes work achievements. Enjoy what you’re doing in the here and now - in work and life - and everything else will come.

10. You decide what your own success looks like - no one else.

It’s wildly liberating to realize that other people’s opinions about your career just don’t matter. They don’t have to live it. You do. So, do what makes you happy and don’t look back.

Being your own boss isn’t easy, and it’s not for everyone. But the clarity it brings about what matters, what you’re capable of, and how you define success - is unmatched.

Whether you’re in construction, communications, or any other field, the leap can be scary. But chances are, following your gut will take you where you want to go.

ARIZONA CONTRACTOR & COMMUNITY

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JANUARY FEBRUARY 2026

Back When

SAILING THE SALT WITH CONDELLO’S NAVY BAND JOHN BUEKER

O

ne of the most delightful and overlooked aspects of the legendary Phoenix kids’ TV show Wallace and Ladmo was its music.

Sporadic and unfocused in the years following the show’s debut on KPHO-TV in 1954, the musical direction changed dramatically in 1962 when Bill Thompson (Wallace) discovered an obscure local musician by the name of Mike Condello, who soon joined the cast. The show’s music “increased a thousand-fold when Mike joined because he could write and perform songs on almost a daily basis,” notes Steve Hoza, creator of the Wallace Watchers fan website.

In 1967, Wallace asked Condello to concoct some new musical ideas for the program, and the result was Commodore Condello’s Salt River Navy Band, a fanciful pseudo-military ensemble conceived as a parody of the Beatles’ album Sgt. Pepper’s Lonely Hearts Club Band. The hilarious notion that the Salt River would have its own navy may have come at the suggestion of Wallace himself: “Salt River was chosen because it was local and they always liked to mention Arizona locales,” Hoza said.

Condello recorded an EP featuring six parody tracks, each paying fond homage to one of the show’s characters. Thus, the Beatles’ “Lucy in the Sky with Diamonds” was transformed into “Ladmo in the Sky with Almonds,” while “Lovely Rita” became “Lovely Auntie,” a paean to the demented but lovable Aunt Maud.

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The songs were recorded on a single track in just seven hours, and Wallace was so pleased with the result that he greenlit a series of videos for the songs.

The skill and ingenuity Condello displayed in creating and recording these parodic musical gems, particularly given the technological constraints of the time, were nothing less than spectacular, elevating the amusing local kids’ show into an entirely different artistic realm.

The Salt River Navy Band recorded and released a second EP later that year, entitled Makes a Comeback, featuring six more songs, including perhaps their most memorable and enduring satirical masterpiece: “Soggy Cereal.” The band followed up their EPs and videos with a series of live performances, including appearances at the Arizona State Fair in November 1967.

Images Courtesy

of Author

ARIZONA CONTRACTOR & COMMUNITY

FORTY EIGHT

JANUARY FEBRUARY 2026

THE VALLEY’S CORNERSTONE FOR PROSPERITY: THEODORE ROOSEVELT DAM DOUGLAS TOWNE

“M

ost folks in the Valley have no idea how lucky we are to have been geographically blessed,” Arizona state historian Marshall Trimble says. “If a narrow canyon hadn’t been immediately downstream of the confluence of the Salt River and Tonto Creek, the Phoenix metropolitan area would likely be a very different place today.”

This ideal site for a dam, which today can store 1.6 million acre-feet of water, is why the U.S. Bureau of Reclamation chose the Salt River Valley to build its first major irrigation project, beginning in 1903. It took eight years to construct the massive impoundment that would become Theodore Roosevelt Dam, along with its ancillary facilities, in a remote area. The $10 million dam and its reservoir were the largest in the world at the time and forever transformed Arizona.

The project came about, said former President Theodore Roosevelt, in his dedication speech for the dam in 1911, “…by the only individual that could do it—Uncle Sam.” ​The site, initially called the Tonto Dam site at Box Canyon, was identified by a Maricopa County survey team led by Billy Breakenridge in 1889. Valley residents sought water storage for irrigation, flood control, and hydroelectric power, but no local government or private entity could afford the cost of building a dam at the site or constructing an access road to haul supplies.

The Salt River was feast-or-famine. Its flow was often too meager to meet agricultural needs, but at other times, heavy floods damaged or destroyed infrastructure, including the Arizona Dam, which diverted water from the river to canals, starting in 1884.

According to Trimble, in 1891, a flood turned the Salt River into a destructive 8-mile-wide waterway in the Valley. “Later in the decade, water was so scarce that it was said a cactus wren wouldn’t attempt to fly across the Salt River Valley without packing a sack lunch,” he says. “Those who stayed Left: Stones being placed at the base of the masonry dam.

Image Courtesy of McCulloch Bros

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ARIZONA CONTRACTOR & COMMUNITY

to await better days patrolled their irrigation ditches on horseback, armed with Winchesters to protect their precious flows.” ​Finally, in 1902, while Roosevelt was president, Congress passed the Newlands or National Reclamation Act, which provided federal funds for the construction of irrigation projects in the West.

Top: Former president Theodore Roosevelt speaking at the dam’s dedication, 1911.

Above: Stonemasons preparing the first block to create Roosevelt Dam, 1907.

FIFTY

“The Salt River Valley was a natural choice as the first project because a community with canals and ditches was already in existence, fed by a vast watershed,” Trimble says. “Local citizens formed the Salt River Valley Water Users Association, later shortened to SRP, to work with the feds and eventually to manage the facilities. Those farmers mortgaged their properties to pay for it, and the federal debt was repaid, with the final payment occurring in 1955.” ​A camp known as Roosevelt was established at the dam site in 1903. It was

connected to Globe via a primitive road that later became Arizona Highway 188.

The camp was temporary, as it would eventually be submerged beneath the water impounded by the dam. “There were no gambling halls or saloons allowed in Roosevelt, which was rare in the West,” Trimble says.

But there was a major hitch: no road or railway linked the camp with Phoenix. The federal government allocated funds for what was initially called Government Road, later known as the Apache Trail. Construction JANUARY FEBRUARY 2026

Images Courtesy of McCulloch Bros

started in 1903, with two road crews working towards each other. One headed east from Government Wells near the present town of Apache Junction, and the other went west from Roosevelt.

Head engineer Louis C. Hill supervised the road construction. The laborers, including numerous Pima and Apache tribal members, toiled in remote areas under rugged conditions. The 64-mile road from Mesa to Roosevelt was completed in 1905 for $551,000. Mule teams with up to 20 animals began hauling up to 1.5 million pounds ARIZCC.COM

of supplies monthly to the dam site, including its large electrical generators.

In 1905, the U.S. Department of the Interior awarded the contract for Tonto Dam to John M. O’Rourke & Co. of Galveston, Texas, with the work to be completed in two years.

“The firm has just completed the great sea wall fronting the city of Galveston, which is conceded to be one of the greatest engineering feats of present times,” declared an article in The Arizona Republican.

After heavy floods delayed construction of the dam in 1905, its foundation

Top left: Workers filling U.S. Reclamation Service sacks with cement during construction of Roosevelt Dam, 1910.

Above left: A mule team freighting supplies along the Apache Trail to Roosevelt Dam. Above: A dozen mules on the Apache Trail carrying supplies to Roosevelt Dam.

was finally started in September 1906, and the last stone was placed 284 feet above it in February 1911. “Italian stonemasons were imported to construct what was to become the world’s largest masonry dam,” Trimble says.

ARIZONA CONTRACTOR & COMMUNITY

Image Courtesy of McCulloch Bros

The Republican described the dam as retreating “…like the pyramids in huge stone steps from the width of 170 feet in the foundation to 16 feet at the top.” The dam, measuring 280 feet high and 723 feet long, created the world’s largest artificial reservoir.

During construction, Tonto Dam was renamed Theodore Roosevelt Dam for the former Rough Rider, who’d led Arizonans on the famous charge up San Juan Hill in Cuba during the Spanish-American War of 1898.

Returning from an African safari, Roosevelt arrived to make the dedication address on March 18, 1911.

The former president told the audience gathered at the dam how vital irrigation was to the region and that he had convinced the East of its necessity. “I knew the utter impossibility of expecting the larger schemes to be developed by private enterprise unless we were content to have the larger schemes become private monopolies,” Roosevelt said. “The reclamation act, like the homestead law, was a law for the small man…for the 20-acre farmer.”

Roosevelt congratulated all those involved in the dam’s construction, saying that he would give them “…the same degree of credit that you would give any body of soldiers that has done a hazardous and difficult piece of work with exceptional success, business ability, and great courage.”

Top left: A crane at work during the construction of Roosevelt Dam, 1906.

Left: Masonry work nears completion on Roosevelt Dam, 1910.

Below: An angler showing off his catch from atop Roosevelt Dam, 1915.

Images Courtesy of Library of Congress

FIFTY TWO

JANUARY FEBRUARY 2026

Roosevelt Dam’s success inspired additional downstream impoundments on the Salt River above the Valley to provide extra water storage and hydroelectric generation. In descending order, these include Horse Mesa Dam, which created Apache Lake in 1927; Mormon Flat Dam, which formed Canyon Lake in 1925; and Stewart Mountain Dam, which resulted in Saguaro Lake in 1930.

Starting in 1989, Roosevelt Dam was raised from 280 feet to 357 feet to increase water storage and flood control. New spillways were added, and its hydroelectric power plant was upgraded. J.A. Jones Construction Co. completed the work for $430 million in 1996. The beautiful masonry dam, listed as a National Historic Landmark in 1963, was delisted after the renovations completely encased the masonry in concrete.

And what would Theodore Roosevelt say today if he could see what this dam created in the Valley? Irrigation and hydroelectricity were bipartisan issues believed vital to the West, according to Joe Weigand, a renowned and longtime Theodore Roosevelt impersonator who has performed at the White House. “TR considered his most crucial conservation legacy to be the creation of the nation’s reclamation service, and he was subsequently honored with a project named after him,” he says.

“And then more than a century and a quarter later, it’s incredible to see what’s become of the work of the Salt River Project,” Weigand adds. “It’s a fantastic achievement, I believe, equal to TR’s national park, national forest, and wildlife efforts.”

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PLANE BAD LUCK:

AN ITALIAN AVIATOR’S EPIC FLIGHT ENDS IN DISASTER AT ROOSEVELT LAKE DOUGLAS TOWNE

I

talian pilot Francesco de Pinedo understood that finding water in the Sonoran Desert would be a challenging task. But the famous aviator, who traveled through Europe, Africa, South America, and North America, wasn’t just looking to quench his thirst. He was searching for enough water to land his aircraft, the first seaplane to visit Arizona in 1927.

De Pinedo departed Elephant Butte Reservoir in New Mexico in his Santa Maria Right: An Italian poster featuring the Santa Maria, 1933.

Below: Theodore Roosevelt Dam and the Apache Lodge, 1927.

seaplane, named after Christopher Columbus’s ship, since it was the first to fly from Europe to America. Theodore Roosevelt Lake, located 75 miles east of Phoenix, was his destination. There were no alternatives; the flying boat couldn’t land on terra firma.

For navigation assistance, de Pinedo followed the Southern Pacific railroad tracks until banking north at Globe’s smelter smokestacks. “To ride a seaplane across the desert hunting for a lake was like flying an airplane over the ocean seeking an isolated island on which to land,” de Pinedo wrote in National Geographic.

Spying the lake’s blue water surrounded by “odd asparagus-like” saguaro cactus, the

handsome aviator landed the flying boat to the cheers from a crowd and docked in a carnival-like atmosphere. De Pinedo had the Santa Maria refueled and attended a luncheon fête in his honor at the nearby Image Courtesy of McCulloch Bros

FIFTY FOUR

JANUARY FEBRUARY 2026

Image Courtesy of National Geographic

Above: The Santa Maria, a Savoia-Marchetti S-55 seaplane.

Left: Italian pilot Francesco de Pinedo with the Italian ambassador and de Pinedo’s mechanic.

Below: The Santa Maria in flight, on water, and burning in Theodore Roosevelt Lake (l-r).

Image Courtesy of Library of Congress

Apache Lodge. But before he could take off for San Diego two hours later, the trailblazing pilot was grounded by the actions of a careless Phoenix teenager, fanning international tensions that presaged the bloody conflicts of World War II. The aviator was born into an aristocratic Italian family in 1890. De Pinedo graduated from the Italian Naval Academy and piloted reconnaissance missions during World War I. With a flying style characterized as adventurous but not reckless, he gained publicity with record-setting flights after the war.

An advocate of the seaplane, de Pinedo wrote, “Civilization is built on water. The world’s principal cities are mirrored by seas, rivers, or lakes. Why not utilize these immense, ready-to-use, natural airstrips in place of costly airports?” To support his claim, the pilot and his mechanic undertook aviation’s longest journey in 1925. The epic 35,000-mile round-trip went from Rome to the Middle East, India, Australia, and the Pacific Rim. Fascist Italian dictator Benito Mussolini, who had seized power in 1922, basked in the fame that de Pinedo’s trip brought to

his country. Mussolini encouraged the non- that de Pinedo, as a wealthy genteel arispolitical pilot to undertake a goodwill trip to tocrat, wasn’t chasing money such as the the Western Hemisphere, a journey known Orteig Prize,” says Captain Billy Walker, as the “Four Continents” flight. a member of the Arizona Aviation Hall of De Pinedo and two crewmembers took Fame. “He had a seemingly singular fascioff in the Santa Maria, their twin-engine, nation with demonstrating the worthiness monoplane Savoia-Marchetti S-55 sea- of aircraft on long-distance flights and proplane, from Sardinia in the Mediterranean moting Italian aviation.”

Sea, headed for Africa on February 13, From New Orleans, De Pinedo flew 1927. They continued to Brazil, explored west to Galveston, San Antonio, and EleSouth America, made the phant Butte Reservoir that first flight over the Amathe Rio Grande “THE TRAILBLAZING PILOT impounded zon River, and became the in New Mexico, listening WAS GROUNDED BY THE first foreign aircraft to land to his new American jazz in the U.S. in New Orleans ACTIONS OF A CARELESS records on the seaplane’s on March 29. portable phonograph. The PHOENIX TEENAGER” Italy’s winged ambaslively music eased his worsador planned a circuit of ries about the flying boat, the country before returning home. Con- which was built for windy sea-level condispicuously missing from his itinerary was an tions, not for taking off from high-altitude attempt to claim the Orteig Prize, a $25,000 lakes in hot, still air. award offered by New York hotelier RayOn April 6, 1927, the Santa Maria landed mond Orteig for the first nonstop flight from mid-morning on Theodore Roosevelt Lake’s New York to Paris. calm water, and two motorboats towed the This competition had captured the seaplane to a temporary dock built by Stanworld’s attention, although de Pinedo dard Oil. Several hundred people, including showed no interest in the award. “I think many of Italian descent, made the long,

Images Courtesy of National Geographic

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ARIZONA CONTRACTOR & COMMUNITY

bumpy drive on the windy Apache Trail from Phoenix for the historic event.

Before leaving for his luncheon, de Pinedo discovered that too much fuel had been put into the seaplane’s tank. The pilot, concerned that the extra weight might make taking off difficult, removed several buckets of fuel. “Who wants some gasoline?” de Pinedo asked the crowd. After getting no response, he poured the fuel into the lake beside his seaplane, according to The Arizona Republican.

During lunch, de Pinedo looked up to see thick black smoke rising from the lake.

A fire had consumed the Santa Maria, and its engines sank into the lake, leaving only the floating remnants of the burned hull.

Italian newspapers initially claimed “Sabotage!” The cause, however, was less sensational. “A thoughtless, albeit untrained, ground crewman tossed his cigarette in the fuel residue on the lake surface near the aircraft,” Walker says. “Poof! … And the rest, as they say, is history.” The culprit was John Tomason, who had assisted in towing the Santa Maria to the dock. De Pinedo, a refined Italian gentleman, forgave the Phoenix teenager.

Despite the disaster, de Pinedo was gracious and insightful during a subsequent interview with The Republican. “I like Americans because they are energetic, but they are too busy to enjoy themselves,” the 33-year-old bachelor said. “Our Italian love of painting, sculpture, and music is a valuable trait that is not nearly so well developed in America.”

Mussolini sent de Pinedo a new seaplane, the Santa Maria II, from Italy to New York City aboard an ocean freighter. Intentionally avoiding the arid West, de Pinedo made a brief tour of America before flying FIFTY SIX

to Newfoundland. Although his seaplane wasn’t registered for the Orteig Prize and couldn’t make such a long nonstop flight, de Pinedo might have symbolically won it with his return trip to Rome. He took off for Italy on May 22, but few cared because Charles Lindbergh had just flown across the Atlantic to claim the Orteig Prize, making him the new aviation hero.

On his return to Rome, de Pinedo encountered rough weather that forced him to land in the middle of the ocean, 200 miles from his refueling stop in the Azores Islands. He contacted a nearby ship, which towed the seaplane to port. He eventually flew home, but his sponsored flying trips, courtesy of Mussolini, were over. The Italian dictator, disappointed with Lindbergh’s feat overshadowing de Pinedo’s journey, stationed the Italian aviator in faraway Buenos Aires as an air attaché.

After resigning from the Italian military in 1933, de Pinedo made one last try at aviation fame. He attempted a nonstop

world-record flight from Long Island to Baghdad, Iraq, but his overloaded Bellanca monoplane crashed during takeoff, resulting in his death in the explosion. As a pioneering figure in aviation, de Pinedo was buried in Rome with full military honors.

Although not widely known, de Pinedo remains an inspiration to aviation enthusiasts for his remarkable journeys and calm demeanor in the face of disaster. While frantic souvenir hunters collected charred remains of the Santa Maria at Theodore Roosevelt Lake, de Pinedo chose not to revisit the plane. “It is done. We go on to something else,” the pilot said philosophically to The Republican.

“So, his seaplane burned up on Roosevelt Lake. So, what!” Walker says. “Likely, he spat out some classic Italian profanity and moved on.”

Above: Francesco de Pinedo.

Top left: Refueling the Santa Maria at Roosevelt Lake.

Below: The Santa Maria in Roosevelt.

Images Courtesy of National Geographic

JANUARY FEBRUARY 2026

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WHY PHOENIX ONCE CELEBRATED “THANKSGIVING” IN APRIL DOUGLAS TOWNE

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here were no autumn leaves or football games when Phoenix celebrated an unusual early Thanksgiving on April 26, 1941, and the rejoicing had nothing to do with bumper crops of corn and pumpkin or markets full of turkeys. Instead, the 50,000 grateful residents who gathered Downtown were giving thanks for that most basic of resources – clean, potable, life-sustaining water.

Hosted by Arizona Governor Sidney Osborn, the Fiesta de H2O marked the end of a long, severe drought – similar to the sustained dry period that contributed to the decline and eventual disappearance of the Hohokam civilization from the Valley in the Below: Theodore Roosevelt Lake almost dry behind the dam, May 1940.

Right: A Reg Manning cartoon for the Water Fiesta, 1941.

1400s, as some historians speculate. Obviously, Phoenix would survive and flourish.

But it took a timely wet winter and a vastly improved water infrastructure to make it happen.

Modern water development in the Valley started in 1867 when Jack Swilling reused ancient Hohokam canals to divert water from the Salt River for irrigating his crops.

Early Phoenix residents also drank from the canals, although the water quality was questionable. This was especially true downstream of saloons, which often cleaned their spittoons in the ditches. “Desist, gentlemen, from this foul practice,” begged the Phoenix Herald in 1882.

The Phoenix Water Company, a private business, started serving the young city from shallow wells on a small hill near Ninth and Polk streets in 1889. The city acquired the company in 1907 and continued to use

Image Courtesy of SRP

the somewhat salty groundwater. In 1922, Phoenix improved its water quality by constructing a 28-mile, gravity-fed, redwood pipeline to obtain a fresh supply from the Verde River.

The fragile pipeline was Phoenix’s largest public works project at that time. “The redwood proved an attractive target for water rustlers, who shot holes in the pipe

Image Courtesy of Library of Congress

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Image Courtesy of Library of Congress

to capture a cool drink,” Douglas E. Kupel wrote in his book, Fuel for Growth: Water and Arizona’s Urban Environment. A concrete pipeline replaced the leaky redwood conduit in 1931.

Meanwhile, Valley farmers looked for a more reliable water source for irrigation than the unpredictable Salt River, which often had low flows during the summer’s

critical growing season. The U.S. Reclamation Service finished Theodore Roosevelt Dam, the key part of the Valley’s water supply, in 1911. By 1939, Salt River Project had built three smaller dams downstream on the Salt River and Bartlett Dam on the Verde River. This system supplied enough water to irrigate 242,000 acres in the Valley.

Phoenix and the Valley seemed to have sufficient water infrastructure to withstand Mother Nature’s whims, but they were soon challenged. By 1920, Theodore Roosevelt Lake—the Valley’s main water source—had filled and overflowed the dam’s spillways four times, but that same year saw the start of a prolonged dry spell.

The drought occurred almost 50 years before the Central Arizona Project and its

Above: Theodore Roosevelt Lake at capacity with water flowing over spillways, 1941.

Bottom left: Chuckwagon diners on Central Avenue, 1941.

Middle below: A band performance at the Water Fiesta in front of the Heard Building, 1941.

Below: The Water Fiesta stage in front of the Heard Building, 1941.

diverted Colorado River would be available in the Valley. There were no other streams to tap for supplies. Farmers also suffered as the Valley’s primary water source, Theodore Roosevelt Lake, went dry. “Those planning to visit Roosevelt [Lake] should pack their own water in with them,” advised Lin B. Orme, president of the Salt River Water Users’ Association, in a 1940 Arizona Republic article.

Images Courtesy of SRP

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The situation had become so dire by 1939 that concerns arose about the potential for violence due to the acute water shortage. The Phoenix Gazette described Theodore Roosevelt Lake as a “mud hole in which fish died by the thousands and even the mud cracked and baked into a hard, unsightly pattern of bluish ooze” in 1940.

The limited available river water was rationed to Valley farmers, who were increasingly forced to rely on groundwater supplied by wells. With the installation of numerous new irrigation pumps, an emergency power line was constructed to provide additional electricity from Hoover Dam. The drought also heavily impacted Phoenix, despite its population being 65,450 in 1940 compared to the current 1.67 million residents. The city’s water use had risen due to the popularity of evaporative swamp coolers, and the construction of new military facilities prompted by World War II. The Verde River ’s reduced flow decreased the amount of water the city’s pipeline conveyed. The smaller water supply and hot weather caused Phoenix’s water reserves to dwindle to 5 percent of capacity in June 1940. The city temporarily banned lawn watering and kept the large community pool at Coronado Park, near 12th Street and McDowell Road, empty, using the groundwater that usually supplied it for municipal use.

These temporary emergency measures helped, but by August, the city was frantically putting backup wells into operation to avert further water shortages. Plans were approved to drill additional wells, but “In an ironic turn of events, the delay in well

Image Courtesy of City of Phoenix

drilling was partly attributable to wet weather causing difficult construction conditions,” Kupel wrote.

By October 1940, generous rains allowed Phoenix to rescind water use restrictions; precipitation continued into March. The subsequent runoff filled the five Salt River Project reservoirs for the first time, and the excess water caused flooding in the Valley.

The impact of the wet year was evident to Valley leaders, as agriculture remained the most critical sector of the local economy.

“The measure of water in our reservoirs is the measure of our prosperity in the Salt River Valley,” said Orme to The Arizona Republic.

To celebrate, Governor Osborn declared a “Day of Thanksgiving for Water.” The 50,000 revelers were encouraged to dress in either Western attire or traditional Mexican fiesta costumes. To create a suitably rollicking atmosphere, organizers assembled the largest band concert ever staged in Arizona, combining 500 musicians from Valley high schools and colleges.

Many of the festivities took place Downtown. Party central was Central Avenue, which had been transformed into a giant outdoor chuck wagon restaurant by creating seats for 500 diners using tables improvised Image Courtesy of ASU

Above: Installing the City of Phoenix redwood pipeline, 1922.

Left: Phoenix City Waterworks at Ninth and Polk streets, 1896.

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from pine boards and hay bales. In front of the Heard Building was a stage with a model of Roosevelt Dam, from which water poured over the spillways of the 24-feet-long by 16-feet-high replica to symbolize Arizona’s newfound liquid abundance. Cornucopias overflowing with the Valley’s crops flanked the dam. An example of the resulting agricultural bounty caused by the wet weather was the more than 100 tomatoes grown on a single plant by Phoenix resident Mrs. F.C. Barnett, according to The Gazette.

At the Arizona State Fairgrounds, King Neptune made an appearance, trident in hand, along with his court of swimsuit-clad sea nymphs recruited from Arizona State Teachers’ College. A “Welcome Water to Arizona” fireworks display followed. Speeches and lunch began at noon, and dancing in the streets below a cascading waterfall of fireworks went on after past midnight, in what was one of the Valley’s largest celebrations.

Since this close brush with natural disaster, the Valley has continued to invest in developing a sustainable water supply. This has allowed the Phoenix metropolitan area to never face mandatory water use restrictions despite the severity of the current drought. Still, Kupel warns that while our infrastructure is very highly developed today compared to 1941, we shouldn’t get too complacent when it comes to water planning. “A water crisis can happen here, and it did happen,” he says.

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HYDROLOGIC MASTERY:

in ancient North America. Using only stone tools and human grit, the Huhugam constructed and maintained over 500 miles of canals to support a population estimated at nearly 50,000 people.

Seasonal flooding and periods of drought forced the Huhugam to continually adapt their infrastructure, a process modern engineers at the Salt River Project (SRP) still people who had inhabited the Valley up study for its ingenuity. As SRP archaeologist until the 15th century.

The first farmers of the Valley developed Above and right: Zanjeros diverting water to SRP customers. a gravity-fed irrigation system that archaeol- Below: SRP archaeologist Dan Garcia working by ogists regard as one of the most advanced an ancient Huhugam canal.

THE EVOLUTION OF THE ZANJEROS IN THE SALT RIVER VALLEY MARISSA SOTOMAYOR

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n the Salt River Valley of central Arizona lies one of the most complex water delivery systems in the American West, sustained by a profession that dates back more than a century. The zanjeros—derived from the Spanish word zanja (ditch)—have served as the reliable and steadfast “ditch riders” responsible for guiding irrigation water through a network of canals and laterals that snake through the Valley.

Over the years, the role of the zanjero has evolved, shaped by the needs of early agriculture, postwar technological innovation, a diversifying workforce, and the rise of urbanization. Yet at every step and headgate along the way, the zanjeros have consistently met the water needs of the Salt River Project’s diverse shareholders.

Irrigation in the Salt River Valley did not begin with the founding of cities like Phoenix or even the well-known “Swilling’s Ditch.” In fact, the famous channel carved out by Jack T. Swilling in the late 1860s was merely a refurbished version of an earlier channel hewn by the indigenous Huhugam SIXTY FOUR

Images Courtesy of SRP

JANUARY FEBRUARY 2026

Dan Garcia observed: “The humbling thing about this is that here we are in [modern times] with a very complex canal system we operate at SRP, but in ancient times, they had an almost equivalent system.”

The Huhugam canals eventually fell into disrepair, but they were not forgotten. The ghosts of that irrigation network left a web of depressions across the landscape, guiding 19th-century Anglo settlers in tracing their own waterways. With that water came agriculture and the need for consolidated water management. From this need emerged the Salt River Valley Water Users’ Association— the precursor to today’s SRP—in 1903. A few years later, in 1917, the federal government transferred control of the Theodore Roosevelt Dam (completed in 1911) and the Salt River Project (the broader irrigation project established by the Reclamation Act of 1902) to the Association.

It was now the Association’s responsibility to ensure the delivery of water to the entire Valley, and to do so, they would

need people both intimately familiar with the terrain and uniquely skilled in herding the current. They would need the zanjeros.

At the time, the Association divided the irrigated land into 45 divisions, each overseen by a zanjero who worked around the clock taking water orders, calculating deliveries, operating gates, and recording charges. “They carried the books in their hip pocket,” said longtime General Manager Rod J. McMullin. “They controlled the water. They took the water at the headgate, parceled that water out, sent in the charges, and they were king of their division.”

Early zanjeros lived next to the canals and were on call 24 hours a day during the irrigation season. Many relied on horses, bicycles, or personal carts to travel the canal banks. Cars were introduced gradually, with SRP offering a $25 monthly allowance by 1941 and eventually providing company vehicles as the 1950s began.

Housing, while often spartan, was also provided by SRP at minimal rent, and Project

publications praised families who beautified their homes. These families frequently shared the workload—wives took phone calls, wrote order sheets, and kept track of credit balances, while older children often accompanied their fathers. There was no formal training, and those unfamiliar with irrigation terminology had to learn quickly or find a new line of work.

This rugged early system worked well in meeting the needs of the first generation, but rapid growth in the Valley soon necessitated a new labor arrangement. In 1945, the zanjeros sued for back pay, and soon after, their wives filed a separate lawsuit seeking compensation for their own contributions.

Both suits were ultimately successful, and their verdicts led to a fundamental reorganization of the zanjero system.

To centralize operations, SRP implemented a “zone system” with field offices and rotating shiftwork. Rather than having zanjeros live in their divisions and receive calls at home, dispatchers and clerks now

Image Courtesy of SRP

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like a prisoner when I worked inside.” Other women soon followed, including Margaret Cherner, who joined the Project as its first woman watermaster.

Along with a changing workforce, technological innovation altered the way zanjeros operated. The introduction of radio-equipped trucks enabled real-time dispatch and emergency communication, while electronic gate controls and monitoring systems automated certain aspects of water delivery. SRP engineers even designed several of their own devices, ranging from the Clausen weir to the Hatcher hydraulic calculator to a variety of electronic probes that allowed zanjeros to determine gate settings with greater precision.

Still, no amount of technology could fully replace calloused hands and strong backs.

“In a channel or pipeline, you can only do so much,” said Sid Friar, a former Water Operations manager. “You can store [water], but you can’t stop it… In the days before radio controls, when a storm hit and the zanjeros were on their own… how they kept everything going—I used to marvel at that.”

Urban expansion in the Phoenix area led to a decrease in agricultural water needs, but irrigation delivery continued in newly developed suburban neighborhoods well into the 1950s. Townsite zanjeros directed water through neighborhoods, handled water orders. However, this move proved deeply unpopular with local farmers, who had developed strong working relationships with individual zanjeros.

“Ohhh, bitter resistance,” recalled General Manager McMullin. “I’d go to these meetings, and I want to tell you, I’d back up to a bale of hay, because I wasn’t sure who was behind me!” The Project soon restored zanjeros to their divisions, but now with 12-hour shifts and field office oversight.

These compromises preserved relationships with farmers while standardizing labor and communication.

The changes kept coming, and by the start of the 1970s, the zanjeros enjoyed 40-hour workweeks, team-based assignments, and vacation allowances. The number of zanjeros had grown from the original 45 ditch riders to more than 120, and in 1979, the Project hired its first “zanjera” in Helen “Joyce” Thayer. Thayer had grown up managing the water at her family’s ranch and told one interviewer: “I felt Images Courtesy of SRP

Zanjeros diverting water to SRP customers.

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Image Courtesy of Arizona Contractor & Community

and homeowners received “flood irrigation” every few weeks. These services ceased in 1955 due to rising costs and logistical complexity, marking a shift in SRP’s service base from rural to urban areas.

Even as cities replaced farms, zanjero work did not disappear. Urban deliveries continued, and new responsibilities emerged: field maintenance, emergency response, and law enforcement cooperation. As SRP’s “eyes in the field,” zanjeros over the decades have assisted in locating missing persons, vehicles, and even criminals. These brave zanjeros have been recognized for their actions in dangerous situations. In recent years, a zanjero saved a disabled man who had fallen into a canal from drowning, while another saved a trio of kittens from the water, and another used his skills with a lasso to rescue a calf that had become trapped in a headgate.

Modern zanjeros still “chase the water” much as they did a century ago, ensuring that SRP shareholders across the Valley receive their water within 72 hours of order.

This commitment to reliable service, regardless of the circumstances, stems from the ARIZCC.COM

zanjero’s most underrated role: public relations. “Knowing how to get along with people—being diplomatic while still staying in charge of the situation—is central to the role,” said former zanjero Roger Dickau. As one general manager declared in 1948, the Project needed zanjeros who could manage both water and people.

Those zanjeros who managed to stay on the job for years were regarded by their neighbors as both masters of the water and pillars of the community. Despite the job’s heavy demands, many zanjeros remained at their post for decades. “It’s a one-of-a-kind job,” said one zanjero. “I know of one guy who retired and kept driving his route once

Above: SRP employees servicing canals in Phoenix, 1962.

Below: Part of SRP’s irrigation system and a homeowner’s yard receiving irrigation.

in a while just to make sure the water was getting where it needed to be.”

From the early Huhugam engineers to the satellites and computers of the present day, the Salt River Valley’s irrigation system has always depended on an understanding of the land and the needs of those who live here. The title of zanjero, though often misunderstood, remains a job of considerable expertise and significance—an enduring link between ancient practices and modern water management.

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A HYDROLOGIC JOURNEY INTO THE PAST: EXPLORING THE REMAINS OF THE ARIZONA DAM TOM YOUNT

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s an amateur historian, I’d consider it escort from the Salt River Pima-Maricopa a pretty good day when I’m standing Indian Community. I was fortunate to have ankle-deep in the Salt River chat- the opportunity to examine such a vital ting with Steve Schumacher, the Phoenix piece of the Valley’s history alongside some Mayor’s Official City Historian. I had been kind and knowledgeable individuals. invited along with a group of archaeoloThe Arizona Dam started operation in gists and historians from December 1884, while the Salt River Pima- Marthe Arizona Canal, which “UNFORTUNATELY, THE icopa Indian Community would extend almost 50 and the Salt River Project DIVERSION PROVED NO MATCH miles on the north side (SRP) on a field trip to visit of the Salt River, was still FOR MOTHER NATURE” the remains of the original under construction. The impoundment that diverted the waters of dam was constructed as a weir and diverthe Salt River into the Arizona Canal, which sion dam on the Salt River, just downstream supplied water for irrigation in the Salt River of the confluence of the Verde River.

Valley.

The cheapest and most readily available The remnants of the Arizona Dam are materials at the time were used: wooden located on the north side of the Salt River, crib work filled with rock, rubble, and brush. on Native American land closed to the pub- The dam diverted the river’s flow into the lic. Our visit required permission and an headgate, which consisted of stone masonry SEVENTY

Image Courtesy of SRP

side walls set in Portland cement. Eight vertically raised timber gates were used to regulate the flow of water into the Arizona Canal, depending on the needs of the farms and citizens downstream.

Unfortunately, the diversion proved no match for Mother Nature. The dam experienced at least five major washouts in its history, necessitating the rebuilding or repair of large sections each time. The historic flood of 1891 brought overwhelming Above: Flood damage to the Arizona Dam, 1907.

Below: U.S. Geological Survey topographic map showing the location of the Arizona Dam, 1906.

Image Courtesy of USGS

JANUARY FEBRUARY 2026

Image Courtesy of USGS

Image Courtesy of Library of Congress

Top: The headgate of the Arizona Dam, 1897.

Below: Arizona Dam and headgate of the Arizona Canal, as shown in an inset on the Birds Eye View of Phoenix, Arizona map.

Left: Remains of the Arizona Dam, looking upstream.

Image Courtesy of C.J. Dyer

water downstream, with floodwaters reaching 17 feet 1 inch above the dam, according to an article in The Arizona Republican dated February 24.

Due to budget constraints and the need to restore the dam’s functionality, similar inadequate construction methods—such as heavy timber cribs filled with rock, secured by drift bolts and cables—were used to ARIZCC.COM

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Image Courtesy of Arizona Library and Archives Collection

repair the dam after each breach. The Salt River continued to challenge the Arizona Dam’s strength until 1908, when the U.S. Reclamation Service completed Granite Reef Dam downstream with an improved design and materials.

As we examined the remains of the Arizona Dam’s headgate, we were amazed by how remarkably intact the stone walls

were, despite their age and the dam’s historically poor performance. Shards of timber remained embedded in their original positions in the soil, while a large piece of iron from the gates was suspended midair, wedged in the rocks at the base of the headgate.

Because of the previously documented failures of the weir dam, sadly, little remains.

The crib boxes have all but withered away, leaving shards of timber, iron bolts, and hinges protruding from the water. After we investigated the headgate, took our documentation photos, and obligatory selfies, we wandered south. We followed the original path of the now-abandoned section of the Arizona Canal until its fading traces and overgrowth forced us to turn back. The

Images Courtesy of SRP

Top: Construction of the rock and crib Arizona Dam, looking southwest at headgates.

Above: Arizona Dam washout with remnants floating downstream.

Left: Arizona Dam facing east, 1902.

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Image Courtesy of USGS

channel bore no resemblance to the current concrete-lined Arizona Canal. We discussed the construction methods used and marveled at the human and animal power it took to build the dam, headgates, and canal.

Standing in the former Arizona Canal channel, I thought back to the foresighted individuals who looked at the Salt River Valley and saw an opportunity for developing

the farmlands on the north side of the Salt River. These entrepreneurs had a real challenge in taming the waters, but they knew it could be done, as the landscape was lined with ancient canals that the Huhugam people had used for the same purpose hundreds of years before.

While not the oldest Anglo-American canal in the region, the Salt River Valley

Above: Arizona Dam washout, 1905.

Below: The rock wall remains of the headgate at the Arizona Dam, 2024.

Canal, also known as Swilling’s Ditch, is the earliest. However, the Arizona Canal is arguably the most significant, with the Arizona Dam being the site where it all started. I can now cross another historic Valley location off my bucket list.

Images Courtesy of Author

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SALUTING ARIZONA’S BUILDERS: EARLE T. DOUGHERTY BILLY HORNER

O

ver 70 yars ago, Earle T. Dougherty revolutionized the fencing industry with a simple but transformative idea: fencing that could be installed and removed quickly.

In 1946, while managing Smith Fence Company, a division of Phoenix’s Smith Pipe & Steel Co., Dougherty recognized an emerging need for fencing solutions that prioritized both speed and security.

Construction sites and short-term events required fast, flexible protection, yet the market only offered permanent fencing options.

In response, Dougherty began developing a new type of system, one that would lay the foundation for the entire temporary

fence rental industry. His breakthrough came in 1954 with U.S. Patent #2,709,073 for a “Fence Structure,” a panel-based design that allowed fencing to be easily

assembled and disassembled. This innovation enabled companies to promise, “We can have a fence up today,” fundamentally changing how contractors, event organizers, and businesses approached site security.

As demand surged, Smith Fence Company rebranded as Panelink Fence Company.

Initially offering both permanent and

Images Courtesy of Arizona Contractor & Community

Above: Earle Dougherty holding a new Panelink fence, 1954.

Top right: Panelink brochure, 1954.

Right: Panelink truck on a project in Phoenix, 1950s.

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JANUARY FEBRUARY 2026

temporary fencing, the company soon shifted its focus entirely to temporary solutions, recognizing a growing need across various industries. This strategic pivot positioned Panelink as a pioneer in what would become a thriving new sector.

In the early 1980s, Earle’s son, Duayne Dougherty, along with his wife, Shirley, and their children, David and Deanna, founded Allstate Rent A Fence in Denver, Colorado.

Building on Earle’s original concept, the business quickly gained traction and became the city’s leading provider of temporary fencing. As Allstate expanded into Houston, Texas, David and Deanna assumed leadership roles, overseeing day-to-day operations and expanding the company’s footprint.

Eventually, Duayne and Shirley returned to Phoenix and acquired the Allstate branches in both Denver and Houston.

After selling the Houston location, the family focused on expanding the Phoenix office,

Right: Panelink logo, 1954.

Below: Panelink Fence Co. office at 1130 North 19th Avenue, 1950s.

which flourished under their direction. Allstate Rent A Fence became a symbol of entrepreneurial resilience as the company continued to thrive. Their success is a lasting testament to Dougherty’s ingenuity. His invention didn’t just launch a company; it created an entirely new industry that continues to evolve under his family’s stewardship.

Like many family-run businesses, Allstate faced challenges of succession. The Dougherty family credits their ongoing success to trust, mutual respect, and a shared commitment to excellence. Deanna’s sons, Jacob and Matthew McCammon, also learned the business from the ground up, carrying forward the values and work ethic that have guided the Dougherty family for generations.

The company thrived as a fourth-generation family business until 2023, when it was acquired by another local fencing company, marking the end of one chapter and the beginning of another, all rooted in the groundbreaking legacy of Earle T. Dougherty.

Images Courtesy of Arizona Contractor & Community

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ALLIS-CHALMERS: CRAWLER/BULLDOZER AIR CLEANERS BILLY HORNER

I

n our ongoing series on bulldozer “twins,” we’ve previously explored the Caterpillar D8’s twin smokestacks, followed by International Harvester and Euclid TC model bulldozers, which all featured twin smokestacks from the factory. We took a quick detour to cover the Caterpillar 619 scraper.

Now, we turn our attention from twin stack to twin air cleaners.

While we won’t delve into the details of how a diesel engine operates, it’s essential to understand that an engine requires clean intake air to function correctly. Just like any living organism, an engine relies on oxygen, and the cleaner, the better.

In this article, we’ll focus on the variations of air cleaners used on Allis-Chalmers bulldozers, which were available in several models, each designated with an “HD” (Heavy Duty) series followed by a number indicating the tractor size. Let’s focus on the twin air cleaner models and how they

were configured on a few machines used by contractors in Arizona during the 1950s, which were sold through local dealer, Neil B. McGinnis in Phoenix.

Examining historical images, it’s clear that the air cleaner stacks on these machines often featured various accessories on top, such as dust collectors and large aftermarket air filter canisters. Both the dust collector, also known as a “bonnet,” and the

large canister helped the oil bath air filter below the stack, which worked to filter dust and keep the intake air clean.

The air cleaner configuration was based on the engine type, ensuring that bulldozers operated efficiently. Here’s a breakdown of the Allis-Chalmers HD twin air cleaner models and positions of the twin air cleaners: • HD-10: Located side by side at the rear center-right of the hood.

• HD-14: Located side by side at the rear center-right of the hood.

• HD-15: Located sequentially on the right side of the hood.

• HD-19: Located sequentially on the right side of the hood.

• HD-20: Located sequentially on the left side of the hood.

Images Courtesy of Arizona Contractor & Community

Top left: Phoenix contractor Pohle & Iben Land Leveling Co., extracting their Allis-Chalmers HD10 crawler from mud, 1946.

Top right: An advertisement for the AllisChalmers’ HD-14 machines by Phoenix dealer Neil B. McGinnis, 1946.

Right: Operator Gerald Tatum with contractor Paul C. Helmick’s Allis-Chalmers HD-15 during construction of Interstate 8 near Gila Bend, 1959.

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Images Courtesy of Arizona Contractor & Community

Above: Contractor Paul C. Helmick using an Allis-Chalmers HD-20 during logging work near Timothy Meadows Reservoir, Washington, 1955.

Left: Morrison Knudsen (MK) operating an AllisChalmers HD-19 on a road project northwest of Phoenix, 1948.

Below: Billy Horner with an Allis-Chalmers HD15 owned by contractor Paul C. Helmick, 2025.

Bottom: A close-up of Helmick’s Allis-Chalmers HD-15, 2025.

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ARIZONA CONTRACTOR & COMMUNITY

BUILDING ON THE PAST

1955 – ISBELL CONSTRUCTION EXPANDS U.S. HIGHWAY 60 IN THE SALT RIVER CANYON BILLY HORNER

I

sbell Construction Co., a well-known name in Arizona’s contracting history, demonstrated its skill with the completion of three passing bays at the Salt River Canyon in July 1955. This ambitious project, part of U.S. Highway 60 between Globe and Show Low, was a major effort that not only improved road safely, but also highlighted the company’s ability to handle complex heavy rock construction.

The Salt River Canyon, a natural wonder that combines the grandeur of the Grand Canyon with the scenic beauty of Oak Creek Canyon, posed a unique challenge for Isbell Construction. The highway, which crossed the steel-arch Salt River Canyon Bridge finished in 1934, now serving as a pedestrian bridge, wound its way up the north side of the canyon, offering a thrilling trip beneath towering cliffs.

80

The project involved building three passing bays, or short passing lanes, each around 2,500 feet long, strategically placed between the canyon floor and Becker Butte, near the summit. These bays were created to improve traffic flow, especially for those heading northeast toward the White Mountains.

The construction process was meticulously planned and executed. Isbell Construction began by blasting rock, accounting for nearly 80 percent of the project. The blasted material was then loaded into Euclid rock trucks using a Northwest shovel for fill on the canyon’s outer side, thus creating three lanes at the passing bay locations.

The project required approximately 120,000 cubic yards of roadway excavation. Isbell Construction used a fleet of

heavy equipment, including Caterpillar D8 and Allis-Chalmers HD-20 bulldozers, to push Euclid pan scrapers to move earth. Additionally, the project involved 13,540 tons of select material and 8,050 tons of ABC laid with a Caterpillar blade. Isbell Construction completed the road paving with 3,750 tons of bituminous road mix.

Despite the tough terrain, Isbell Construction finished the work within the five-and-a-half-month schedule, with minimal traffic disruption except during blasting operations. The successful completion of the Salt River Canyon passing bays is one of many examples of Isbell Construction’s skill with equipment use, resource management, and project execution on Arizona’s transportation network.

JANUARY FEBRUARY 2026

Images Courtesy of Arizona Contractor & Community

Left: Arizona Highway Department sign, alerting motorists of Isbell Construction’s Salt River Canyon project, 1954.

Above: A 1955 Mack water tanker fills up during construction, 1955.

Right: Isbell Construction’s equipment working in the steep Salt River Canyon, 1955.

Bottom right: Allis-Chalmers HD-20 bulldozer pushing a Euclid scraper during road excavation, 1955.

Below: Two of Isbell Construction’s trucks carrying a Northwest shovel, 1955.

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EIGHTY TWO

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S

cottsdale did not exist when William J. Murphy built the Arizona Canal through the future city from 1883 to 1885. The 42-mile canal provided water to the Salt River Valley. Soon thereafter, U.S. Army Chaplain Winfield Scott and his wife, Helen, purchased 640 acres south of the Arizona Canal at what is now the northeast corner of Scottsdale and Indian School roads. The couple planted citrus, grapes, and figs, promoting their agricultural Eden in the Midwest, and eventually creating a farming community.

The Arizona Canal diagonally slices through Scottsdale’s “Old Town” from the northeast to the southwest. Over time, buildings were constructed with their backs to the canal. However, the canal has since evolved from Camelback to Indian School

Architect’s Perspective: Architect’s Perspective: Arizona Canal in Old Town Scottsdale

Doug Sydnor, FAIA Doug_sydnor@outlook.com roads into a scenic linear feature.

In the early 1990s, the City of Scottsdale and the Salt River Project explored the potential of providing convenient and safe public access to the Arizona Canal service roads along its banks, burying the existing power lines to enhance the aesthetics and encourage future development. By the mid1990s, they reached an agreement, and the subsequent projects were built.

Fronting Scottsdale Road, the two-story

Soleri Bridge and Plaza was completed in 2010. Architect Paolo Soleri was known for proposing innovative designs for over 60 years, and it was through this Scottsdale Public Art project that he became the first to have a commissioned and constructed bridge.

A pair of 64-foot-tall stainless-steel pylons suspend cables to a metal-clad bridge that spans the canal and is on a north/south axis, providing a pedestrian connection from the Waterfront development on the north bank to the Soleri Plaza on the south bank.

The 22,000-square-foot Soleri Plaza provides a multi-use space for large gatherings, a series of 10 earth-cast concrete panels, battered concrete walls, seating, and a protective enclosure for his cast bronze bells. A red stripe between the pylons on the plaza deck is where the solar noon alignment occurs, leading to the pedestrian bridge.

In 2010, I attended the project’s dedication, which had about 1,000 attendees.

There were speeches, then the moment arrived when the solar alignment would Left: The intersection of Scottsdale and Camelback roads, looking southwest, 1970s.

Below left: Arizona Canal during its construction, 1883-1885.

Bottom left: Soleri Plaza with earth cast panels, 2010.

Below: Soleri Bridge, 2010.

Images Courtesy of Scottsdale Public Library

Images Courtesy of Author

EIGHT FOUR

JANUARY FEBRUARY 2026

Images Courtesy of Allen + Philp Architects

Images Courtesy of Author

Above: Waterfront mixed-use development, 2007.

Top right: Southbridge on Stetson Drive, 2008.

Above right: Southbridge from the Arizona Canal, 2008.

Right: Marshall Way Bridge and Plaza, 2007.

Bottom right: Arizona Canal looking upstream, 2025.

cast the sun’s light shaft through the pylons’ 6-inch gap and along the red stripe. The 91-year-old Soleri went through the crowd to the red line and stood just next to me.

When the sunlight shaft arrived and precisely hit the red stripe, I leaned over and whispered to him, “It worked,” and he just smiled. The project was a collaboration between Soleri and John Douglas, FAIA, of Douglas Architects, and built by Howard S. Wright Construction.

On the north bank is the Waterfront, a mixed-use development with 260-unit luxury apartments, retail, restaurants, offices, and underground parking totaling 935,000 square feet. Constructed in 2007, the 13-story project is 155 feet high, making it the tallest Scottsdale structure. The building volumes step back in section, which helps mitigate the overall massing. Its architectural character is Spanish Colonial Revival with plaster walls, clay tile roofs, and ornate columns. It is an eclectic character that is not typical for this height and is more appropriate for shorter structures.

Infrastructure improvements at the canal include landscaping, hardscape, and gathering spaces within the building setback.

Streetside improvements at Camelback Road are much more urban, with covered walkways, public art sculptures, and tighter building setbacks. Many felt that when the ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

Image Courtesy of Weddle Gilmore Architects

Above: Weddle Gilmore Architects office, 2009.

Below: Waterworks at Arizona Falls, 2003.

project was approved, it was a vital component for helping to revitalize Old Town Scottsdale. Architectural design is by Solomon Cordwell Buenz and Associates, Inc., with associate architect H and S International, LLC. At the south bank and facing the Waterfront is Southbridge, a mixed-use development with retail and restaurants at lower levels fronting on Stetson Drive and steps up to office condominiums that overlook the Arizona Canal. Built in 2008, this four-story project has four building components of varying characters that attempt to capture a structure that evolved over a more extended period, which breaks down the overall scale. A broad palette of exterior materials includes metal panels, brick, stone, plaster, and many crafted details.

Stetson Drive provides an urban pedestrian-oriented experience, while a shaded, casual boardwalk for strolling is along the canal. Allen and Philp Architects designed this project.

Further down the canal is a smaller infill commercial building, the Weddle Gilmore Architects office at 6916 E. Fifth Ave., on a narrow 30-foot-wide lot. Existing commercial structures flank the property on both EIGHTY SIX

sides. This two-story project has 3,150 square feet and was completed in 2009.

The lower level has an entry courtyard, gallery, conference rooms, and a work studio on the second level. North and south elevations have transparent ends with full-width and full-height glazing, which address the street to the south, the Arizona Canal, and views of Camelback Mountain. These windows and linear skylights bathe the interior with daylight and balance the light sources to minimize interior glare. The project integrated numerous passive energy-saving

features, such as shaded glazing and solid walls at more severe exposures. The architect was Phillip Weddle, FAIA, of Weddle Gilmore Architects, and the contractor was Okland Construction.

Moving further downstream on the Arizona Canal, the Waterworks at Arizona Falls is located at the northeast corner of 56th Street and Indian School Road and was constructed in 2003. This public art improvement celebrates the historic Arizona Falls by retaining some original walls and providing interpretative information. The materials included concrete, steel framing, and corrugated metal siding and roofs. This canal location was historically popular for family outings and swimming. Artists Lajos Heder and Mags Harries of Boston, Massachusetts, collaborated on this project.

These developments have spawned surrounding projects, including the W Hotel, Safari condominiums, and Scottsdale Fashion Square additions. In 2012, Scottsdale Arts initiated the annual Canal Convergence extravaganza, gathering renowned public artists to explore evening lighting with interactive displays. Such improvements over recent years have transformed the Arizona Canal, which was once a divisive, unsightly, utilitarian necessity, into a magnet for creating an inviting public place in Old Town Scottsdale. The transition of the Arizona Canal is just one inspiring story, among many, as to why we celebrate the City of Scottsdale’s 75th Founding Anniversary in 2026.

Douglas B. Sydnor, FAIA, is the Principal at Douglas Sydnor Architect + Associates, Inc., and the author of four Arizona architecture books.

Images Courtesy of Scottsdale Public Library

JANUARY FEBRUARY 2026

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ARIZONA CONTRACTOR & COMMUNITY

Images Courtesy of Arizona Contractor & Community

Above: Jim Anderson (center), while working for Action Redi-Mix, during SundtCorp’s mile-long bridge construction on State Route 202, 1995.

Left: Johnson Stewart Johnson Materials’ fleet of concrete ready-mix trucks, early 1980s.

DIGGING THROUGH THE ARCHIVES: JIM ANDERSON: A LIFE BUILT ON ROADS, ROCK, AND RESILIENCE BILLY HORNER

J

im Anderson’s story is a testament to a man’s career in construction, concrete, and quality control, as well as a record of his resilience, adaptability, and lifelong dedication to the work that built Arizona’s infrastructure. From his early days on survey crews to managing large-scale material operations, Anderson’s journey reflects the backbone of road construction and the grit it requires.

Born and raised in Phoenix, Arizona, Jim graduated from North High School in 1961.

That same year, he enlisted in the U.S. Navy and, afterward, returned home, living near 15th Street and Granada Road in Phoenix.

He then took a survey job on a project in Scottsdale, recalling those days with humor and humility. “I worked with one other man, doing all of the grunt work, holding the rod, pounding the stakes, and holding the measuring tape,” Anderson says. It was the start of a long and varied career.

Anderson then worked for the Arizona Department of Transportation (ADOT) on a survey crew in Quartzsite, Arizona, constructing Interstate 10 toward Blythe,

California. He later returned to Phoenix as an inspector on I-10, between State Route 51 and Chandler Boulevard.

Seeking additional technical knowledge, Anderson attended ADOT’s Materials Lab School, where he learned the details of concrete and quality control. He returned to the I-10 project with this expertise, and contractor Robert Adams, involved in curb

and gutter work, gave Anderson some career-changing advice: look for opportunities outside of ADOT. Taking the suggestion, he was hired in the Quality Control Lab at Arizona Sand & Rock Co., which soon became Union Rock & Materials.

Anderson was then hired by Del Webb Construction in Sun City, learning from foreman Jim Hatfield about concrete mix designs and other aspects of quality control. After a brief stint with Tanner Construction during an economic downturn in 1972, Anderson continued in the industry, including at a job manufacturing manhole covers. “I even worked with sales and helped with production at Granite Reef Sand and Rock,” he says.

In 1973, he was hired as a sales representative at Gila River Materials. Although he was relatively new to sales, he leveraged his

Right: An Action Redi-Mix truck under Anderson’s supervision during the mile-long bridge construction on State Route 202, 1995.

EIGHTY EIGHT

JANUARY FEBRUARY 2026

Image Courtesy of Wally Wallace

Above: Anderson (far left), with Arizona Rock Products Association (ARPA) group and Arizona Governor Fife Symington, 1996.

Right: F.O.B. Construction Co. receives concrete by a Blue Circle ready-mix truck during underground residential work, mid-1980s.

Below right: Blue Circle and Johnson Stewart Johnson Materials’ vintage ready-mix hats.

Below: Wally Wallace, Billy Horner, and Jim Anderson (l-r), 2025.

Image Courtesy of Bryant Shaw

technical knowledge and friendly demeanor to attract customers. When Gila River Materials closed later that year, Richard Murray recommended him to Earl Johnson, which led to a position at Johnson Stewart Johnson Materials. The company added 30 trucks to its fleet during its first year with Anderson working there.

“There was one person there who sabotaged me, and I was fired in 1981. Earl told me he made a mistake, but I was already hired by a customer who built custom homes,” Anderson says. This setback didn’t slow Anderson down, as his new position also involved managing the construction of 48 apartments in Page, Arizona. After a year, he returned to Phoenix and rejoined Johnson Stewart Johnson Materials before transitioning to a short-lived role at an

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extruded curb company.

His next role was at Century Materials, a Tempe firm later acquired by Blue Circle. At Blue Circle, he eventually became the cement sales manager, a role he thoroughly enjoyed. When the company downsized, he moved to J.D. Parker Action Ready Mix as a general manager. Realizing it wasn’t a good fit, he transitioned to Chandler Ready Mix, then Maricopa Ready Mix, and finally to BMP, an environmental company.

At BMP, Anderson helped increase the customer base from just two to 50 before retiring in 2010 due to a stroke. It marked the end of a career built on hard work,

continuous learning, and an understanding of the materials that support modern infrastructure. Anderson respected others in the field, especially Bob Wheeler, an estimator and project manager for Pulice Construction, who eventually founded Wheeler Construction.

Anderson is proud of his achievements, having received certificates from Kansas University for Aggregates and Concrete, as well as the Post-Tensioning Institute in Michigan, and being a member of the American Concrete Institute (ACI). Additionally, he has received the 2008 Silver Trowel Award from the Air Conditioning Contractors of America (ACCA). Beyond his professional life, Anderson’s interests include playing golf and bocce ball, as well as studying the history of the Southwest.

From pounding stakes in the desert heat to managing large teams and sales operations, Anderson’s legacy lies in the roads we drive on, the homes we live in, and the foundations he helped build both literally and figuratively. Anderson has been an advocate for preserving Arizona construction history and has assisted Arizona Contractor & Community magazine with information for future articles, which we greatly appreciate.

ARIZONA CONTRACTOR & COMMUNITY

BID RESULTS OCTOBER NOVEMBER 2025 Yavapai County Cornville Asphalt Paving & Supply $4,211,713 10/31/25 Casa Grande Centennial Blvd Falcone Brothers & Associates $1,194,210 10/31/25 San Luis Yuma Quartzsite Fisher Sand & Gravel $24,676,767 10/31/25 Phx Casa Grande Hwy 7th St Granite Construction $3,090,844 10/31/25 51st Ave I 17 Pulice Construction $129,253,114 10/31/25 Cesar Chavez Blvd US 95 DPE Construction $57,044,316 11/7/25 Nogales Tucson Hwy Granite $3,957,733 11/7/25 Prescott Flagstaff SR 89A Hawk Contracting $3,444,444 11/7/25 ROAM RV Storage Citrus Park Campbell Development $75,000,000 11/6/25

Crash Champions Surprise CM Corp Construct & Maintain $2,000,000 11/6/25 Hyatt Place Talking Stick Scottsdale Porter Brothers $25,000,000 11/6/25 35th Ave Safety Corridor Combs $27,319,177 11/4/25 Mission Manor Main Replacement Phase III KE&G $13,646,533 11/4/25 Shea Boulevard Widening Palisades Blvd DCS Contracting $3,261,177 11/3/25 Sprouts 56 Surprise Sierra Contracting $4,000,000 11/28/25 Glendale Bethany Home Rd DBA Construction $3,049,167 11/21/25 Piestewa Freeway SR 51 Emery Sapp & Sons $17,845,579 11/21/25 Tuba Four Corners Hwy Sunland Asphalt $20,475,887 11/21/25

Buffalo Soldier Trail Shared Use Path KE&G $665,525 11/21/25 Charco 27 Waterline Intertie Kingsman Development $3,210,569 11/21/25 AutoZone 10621 Tucson PGC Builders $1,600,000 11/20/25 Bridge Replacement AZ FS 289 Technology Construction $3,667,415 11/19/25 Cochise Interstate 10 FNF $21,154,661 11/14/25 Heber Holbrook Hwy SR 377 SEMA Construction $8,455,109 11/14/25 San Luis Cesar Chavez Show Low Construction $3,601,968 11/14/25 Pinal County Battaglia WW Clyde & Co $2,230,833 11/14/25 PV Tempo Hotel DD Phoenix Layton Construction $30,000,000 11/13/25

BID AWARDS JAN/FEB 1986 Bentson Contracting, Phoenix $903, 651 Desert Cover Neighborhood 12th St. Peoria to Sunnyside Bruce Greer Const, Tucson $940,139 Riverbank Protection Rillito River Nesbitt Contracting, Tempe $86,170 Reconstruction SR87 Elm Roadway in Coolidge Sahuaro Petroleum, Phoenix $154,990 Street Sealing Various Locations in Peoria R.E. Miller Paving, Tucson $2.86 Million Paving Improvements Irvington Rd. Ray Stevens Paving, Phoenix $94,698 Construction Work 115th Ave from Bell Rd. North ½ Mi Ireland Contracting, Phoenix $449,251 Construction Work Southern Ave and Power Rd. New Pueblo, Tucson $1.84 Million Pump Plants Northwest of Florence KE&G, Tucson $641, 759 Pima Community College El Rio and Speedway Blvd

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ADVERTISERS’ INDEX PLEASE PATRONIZE OUR ADVERTISERS,THEY MAKE THIS PUBLICATION POSSIBLE! Desert Forrest Nursery 623-935-1859 desertforrestnursery.com

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Sharp Creek Contracting 602-437-3040 sharpcreek.com

P. 16

Curry Supply 800-345-2829 currysupply.com

P. 38

Landco Power 480-788-1333 landcorental.com

P. 87

Sitech Southwest 602-691-7501 sitechsw.com

P. 82

Custom Truck One Source 602-527-4088 customtruck.com

P. 59

Lang, Thal, King & Hanson 480-534-4900 lang.law

P. 53

Solterra Materials 602-531-0454 solterramaterials.com

P. 58

DCS Contracting 480-732-9238w dcscontracting.com

P. 76

Lincoln Carriers 602-849-3164 605-220-9224

P. 4

Sonsray Machinery 844-sonsray sonsraymachinery.com

P. 20

Aggregate Machinery 480-730-1212 aggregatemachinery.net

NINETY FOUR

P. 9

FOR ADVERTISING INQUIRIES CONTACT BILLY HORNER 602-931-0069 BILLY@ARIZCC.COM

JANUARY FEBRUARY 2026

ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

PRSRT STD US Postage PAID Permit #1662 Phoenix, AZ

PacWest RENTALS HEAVY EQUIPMENT RENTALS AND SALES

Locally Owned & Operated Articulated Dump Trucks · Dozers · Excavators · Scrapers Motor Graders (grade control available) · Wheel Loaders Water Wagons · Water Trucks · Fuel & Lube Trucks Mechanics Trucks · Stand Tanks · Water Pumps · Compactors

James Bagshaw

Rental Account Manager jbagshaw@pacwestrentals.com

602-723-6838

Ryan Nees

Field / Shop Lead rnees@pacwestrentals.com

602-851-5592

Justin Peterson

Rental Account Manager jpeterson@pacwestrentals.com

480-737-4885

Jeff Hightower

Rental Account Manager jhightower@pacwestrentals.com

623-606-2851

PACWESTRENTALS.COM | 1339 WEST SAN PEDRO ST, GILBERT AZ 85233 | 480-832-0855