The Largest Building Project Undertaken by Sedgwick County
On December 4, 2007, a groundbreaking ceremony marked the start of construction on the Intrust Bank Arena, the largest construction project undertaken by Sedgwick County up to that time. Over the next 24 months, general contractors Dondlinger & Sons and Hunt Construction managed the project efficiently, ensuring it stayed organized and on schedule.
On January 10, 2008, Sedgwick County announced it had reached a 25-year, $8.75 million naming rights deal with Wichita-based Intrust Bank, the largest bank headquartered in Kansas. This complemented a 20-year, $3 million deal with Cessna Aircraft Company to name an adjacent outdoor plaza, and a concourse area deal with Spirit AeroSystems.
By the summer of 2008, significant progress had been made on the arena. Precast concrete units had been shipped and assembled to form the arena’s seating bowl, with a total of 930 units in place by the end of the project.

Bosworth Steel Erectors had begun working on the roof steel in the northeast and southeast corners at lower elevations, then moved into the bowl. Erecting the “high steel” would take several months, underscoring the care required for such a critical structural element. 5,175 tons of steel were used to construct the arena, which is comparable to the weight of 1292 elephants.
Meanwhile, masonry work was underway, topping out the wall by the north stairway with the approved pattern.
At this stage, work focused on placing the slab-on-grade (SOG). The final elevated concrete slab had been poured by Prestressed Concrete Construction, the concrete contractor, who subsequently began dismantling and removing scaffolding and equipment. Their imminent departure marked a significant transition, as their completed tasks opened up the entire building to other contractors, enabling them to proceed unimpeded.
Project Management
Project Management by the general contractor, Dondlinger, was a cornerstone of the arena’s success. They created a comprehensive schedule which detailed every aspect of the work extending to the completion.
Another key to success were weekly site meetings held with all contractors involved. These meetings, attended by 24 to 30 participants, provided a forum for each contractor to report their ongoing work and address any challenges. Decisions on accelerating or delaying specific tasks were made collectively to align with the overall project timeline. While the overall project dictated the sequencing of work, individual contractors retained responsibility for their planning, ensuring it meshed seamlessly with the broader schedule. This collaborative yet autonomous approach balanced efficiency with accountability.

Through precise scheduling, regular communication, and the diligent efforts of all contractors, the project continued trending ahead of schedule, exemplifying the importance of detailed coordination in large-scale construction projects.
A ribbon-cutting ceremony took place on January 5, 2010, just days prior to the arena’s first event: a sold-out Brad Paisley concert on January 9.
“The success of Intrust Bank Arena being completed nearly three months ahead of schedule was due specifically to the collaboration and cooperation of all parties involved.
Our construction team was committed early on to finishing the concrete superstructure two months ahead of the initial schedule and we carried that momentum through the completion of the project with our key subcontract partners.
This acceleration was only possible because the design team put their construction management team on site, housed in office space directly adjacent to us. They worked with us almost instantly on any discrepancies, questions, or clarifications we needed so there were no instances where work and progress had to be slowed down, as our design partners were extremely efficient on responses, ultimately helping the project resolve all instances.”
— Troy Kapels, Vice President Commercial Building, Dondlinger & Sons Construction