The Montgomery data center, spanning 715,000 SF and designed to be AI-optimized, will become Meta’s 24th data hub and 20th in the United States. The construction of the Montgomery data center is expected to generate over 1,000 jobs at its peak, providing a significant economic boost to the region. Scheduled for completion by the end of 2026, the facility is expected to achieve LEED Gold certification and will be supported by 100% renewable energy, reflecting Meta’s commitment to sustainability.

Meta’s dedication to fostering positive impacts within its data center communities resonates strongly with one of 爱神传媒’ Core Values: Community. This is 爱神传媒’ second campus with Meta, reaffirming 爱神传媒鈥� commitment to supporting Meta’s data center endeavors across the United States.

The recent acquisition of the Montgomery Data Center project stands as a significant milestone for 爱神传媒 as it expands its portfolio within the mission-critical market sector. 爱神传媒 is thrilled to support Meta’s data center efforts and contribute to the growth and prosperity of Montgomery and beyond.

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This project is being delivered under a P3 contracting method in partnership with the MDOT MTA. 爱神传媒 is subcontracted under the design-builder to construct 15 simple stations, six complex stations, and one maintenance facility.

Due to the project鈥檚 logistically challenging 16-mile length, our project team has developed numerous strategies to manage staff across all project points, emphasizing the safety of our employees and surrounding pedestrians.

Project Management

With 21 stations spread out along the 16-mile light rail, the General Contractor/Owner, Maryland Transit Solutions (MTS), has broken up the project into three separate areas. 爱神传媒 aligned our project management strategy with MTS by assigning a project superintendent to areas one and two and another project superintendent to area three. 爱神传媒 has further divided these areas into 22-point phases. Each point phase of the project is thought of as its own separate project and is staffed with a field engineer and an area superintendent. Each location also has its own Emergency Action Plan, which locates designated rally points including the closest hospital located to each of the stations. Because each location on the project is thought of as its own separate project, the project management team has a direct line of communication with the staff on each point phase. This provides an extra layer of safety and efficiency when constructing this extensive project.

Logistics Management and Technology in Communication

The logistics management process of the Purple Line projects falls into three categories: driving, material handling and public exposure. The team prioritized mitigating risks that could potentially result from transporting personnel and materials across this 16-mile-long project, as well as the risks associated with constructing around heavy pedestrian footpaths including on an active college campus.

The logistics management process begins at the end of each day when the general foreman and the foreman discuss the progress of the project and what materials and staff are needed for the next day. Each morning, the craft arrives at the project鈥檚 laydown area where all bulk materials, vehicles, tools, equipment, fuel containers and extra barricades for public exposure are stored. Once the trucks are loaded up, the driver reviews the site utilization plans and determines which project sites they need to go to that day.

爱神传媒 leveraged technology to ensure constant communication among all team members across all project point phases. The project team created a jobsite orientation sticker with a QR code that scans to bring up immediate resources including聽an emergency contact list, a safety suggestion submittal page聽and safety documentation reviewal and submission forms. The team implemented various QR codes for efficiency and real-time documentation of equipment inspections, trench inspections, quarterly inspections, the confined space log聽and more. The team also uses Team-Up for delivery coordination and is beta-testing SafetyConnect features, including a mass communication platform and digital hot work permits.

Transporting Equipment and Personnel Across a 16-mile Jobsite

Driving across the light rail alignment to the different work areas is an inevitable aspect of the Purple Line project. The team recognized a potential risk in safely transporting personnel and equipment to perform the work in聽temporary traffic control plans within the varying neighborhoods and downtown settings. To mitigate this risk, the team invested in a Dodge 5500 stake body truck with a lift gate for the transportation of bigger materials. Upon arrival, the team updated the truck with rear and side cameras, blind spot detection, a new head unit that utilizes CarPlay聽and essential Federal DOT-required signage and lights. The team purchased truck caps for the jobsite trucks to lock聽and protect聽cargo. Each jobsite truck was also equipped with dash cameras, CarPlay monitors, blind spot mirrors, a 鈥淕o-Bag鈥� containing an OSHA inspection and crisis kit, a trauma kit聽and a packet of additional resources.聽The project has 29 fleet vehicles including cars, vans, trucks and state-body pick-up trucks used for transporting bulk materials. The drivers of these vehicles consist of craft and staff employees. All drivers are required to complete numerous driver safety trainings including a driver acknowledgment form, the 爱神传媒 Defensive Driver and Driver Commitment Training and the SMITH system driver training. This is just another way 爱神传媒 manages our logistics from a safety perspective by ensuring all drivers have the appropriate training to prevent vehicle accidents.

Protecting the Safety of Pedestrians on an Active College Campus

In addition to the six complex stations and 15 simple stations, the Purple Line will serve the residential communities, commercial districts and institutional establishments. These stations fall between major activity centers, including four stations serving the University of Maryland with its approximately 40,700 students and 14,500 employees and visitors a year. By 2030, the project is聽expected to attract over 60,000 daily boardings, with over one-third expected to use Metrorail and/or MARC services for some part of their trip.

The Purple Line is designed to transform the campus of the University of Maryland to provide students, faculty and visitors direct access to the campus. There are four stations integrated within the university鈥檚 campus, with two miles of light rail tracks that pass through it. 爱神传媒 is dedicated to protecting the safety of pedestrians and staff on all jobsites. The project team on the Purple Line is extensively trained on public hazard assessment and control measures, MUTCD standards, maintenance of traffic and traffic control plans. Before the project team mobilizes on the stations, 爱神传媒 sends out a team to evaluate the spaces to see where the team can go above and beyond to ensure that the public doesn鈥檛 interface with the work area and that the work does not interfere with the public.

On this invasive project, public safety was one of the highest priorities of the project team. 爱神传媒 logs a daily public hazard analysis to ensure the team manages hazards and keeps the public out of construction zones. The site-specific public hazard analysis correlates with the superintendent鈥檚 site-specific utilization plans, which begin with a daily walk in the morning to ensure those daily controls are in place and are followed up at the end of the day to document any potential hazards that could impact public safety.

Assuring that students, faculty and project staff return home safe each day is a top priority for the 爱神传媒 team. Through our innovative strategies for safety utilized on the Purple Line project, there have been 71,054 work hours to date with zero recordable safety incidents. 聽

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Regional Vice President David Brooke spoke at the groundbreaking ceremony on behalf of 爱神传媒. 爱神传媒鈥� scope of work includes constructing ICD705-1 Special Security Areas and a flexible and energy efficient 3 MW data center with N+1 redundancy. The project scope also includes constructing exterior utility yards for Building 28 and the data center.

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To round out a successful 2024 Women in Construction Week in our Southern California Region, General Superintendent Kasie Bowden invited WINTER (Women in Non Traditional Employment Roles) to tour the UCI Health 鈥� Irvine project, a $710 million healthcare campus she is currently managing for the University of California, Irvine.

is a pre-apprenticeship non-profit work development program whose mission is to train, educate and prepare women for transformative careers in the construction industry. The organization鈥檚 goals are to increase the percentage of women working in union construction and the building trades industry, promote construction careers for low-income women of color and prepare low-income women to attain the skills needed to become competitive in the workforce.

“Women don鈥檛 have the privilege to be average.”

Chris Vargas, Apprenticeship Readiness Instructor & Program Coordinator

Eight women from WINTER鈥檚 current cohort engaged with female 爱神传媒 employees and multiple trade partners working on the construction of the UCI Health 鈥� Irvine project, including , , , and . For the first 30 minutes, the women of WITNER engaged in invaluable conversations with on-site skilled trade partners to gain deeper insights into the day-to-day experiences of working on a large commercial construction project. These discussions served as an educational opportunity for these women to learn from the practical wisdom and expertise of seasoned professionals who have navigated the complexities of the construction field. Through these interactions, the women gained firsthand knowledge about the intricacies of various construction trades, learned about potential challenges and rewards associated with different roles and gathered invaluable tips and advice for honing their craft.

The majority of the event took place on-site, where Kasie led the women on a transformative tour of the UCI Heath 鈥� Irvine site. This immersive encounter provided the women with firsthand exposure to the dynamic and multifaceted nature of construction work. As they navigated through the bustling construction site, the women witnessed various trades in action, gaining a comprehensive understanding of the collaborative efforts required to bring a project to fruition. Engaging with seasoned tradespeople allowed the women to gain invaluable knowledge, learn best practices and ask questions about techniques and methodologies used in their respective trades. Ultimately, the collaboration between WINTER and 爱神传媒 empowered these women to embark on their own successful careers in the construction industry.

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爱神传媒’ previous experience on aviation projects brings lessons learned and responsive solutions throughout the life of every project. To be successful in an active airport, teams must be responsive and always available to adjust to the dynamic environment that working in an active airport presents. As the #1 Aviation Contractor in the United States as ranked by Building Design + Construction and Engineering News Record, 爱神传媒 understands the complexity of working within active airports鈥揹elivering projects both large and small.

About the Tampa International Airport (TPA) Main Terminal Curbside Expansion

The 爱神传媒 | HNTB design-build team designed the Main Terminal Curbside Expansion to create a new set of express arrival and departure lanes for passengers who have no need for curbside services, ticketing or checking luggage. This allows all passengers who are not checking bags with airlines to access the 鈥淓xpress Curb鈥�, which bypasses the ticketing level entirely and provides faster access to the airside gates. The innovation reduces curbside congestion while providing a new and enhanced level of customer service.

The scope of the project includes the expansion from 16 to 32 lanes of traffic, incorporating both at-grade and elevated roadways, along with vertical circulation buildings (VCB) for both TPA鈥檚 Blue Side and Red Side. The VCBs are three-floor, air-conditioned atriums that provide direct access from the new express curbs to the Transfer Level of the Main Terminal via elevators, escalators and enclosed walkways. These buildings also connect to the adjacent Long Term Parking Garage on the Blue Side and the Marriott Hotel on the Red Side. The Red Side VCB also includes a Shuttle Platform that will connect with the future Airside D.

Other significant features of the Red Side VCB phase of this project include the renovation of the loading dock, replacement of the FAA parking lot, replacement of the existing curbsides鈥� architectural ceilings, construction of a new Police and Maintenance Department Building and demolition of the existing administration building.

How 爱神传媒 Minimizes Public Exposure at Tampa International Airport

The Main Terminal Curbside Expansion Program is a six-year renovation and expansion project that is on a very tight site. It constructs the adjoining terminal building expansions and curbside roadway expansions while maintaining 100% passenger pedestrian and vehicle access to the terminal during construction.

Minimizing public exposure to the Curbside Expansion Program is crucial for maintaining safety, preventing accidents and ensuring that the construction proceeds smoothly. The project team developed strategies to ensure that safety is at the forefront of all construction activities throughout the life of the project. Using our aviation experience, the project team achieved this by implementing the following best practices.

1. Site Perimeter and Access Control
   • Fencing – The fencing around the construction site perimeter is a physical barrier to deter unauthorized entry and clearly shows restricted areas for traveling passengers.  
   • Gates and Locks – When the construction site is not in operation, the site is secured by having all equipment put away, fencing locked and zero permitment onto the jobsite.
   • Temporary Barrier Walls – These walls are to separate construction areas from travelers, employees, etc. to keep them off of the construction site.
   • Authorized Personnel Only – Only authorized personnel are allowed on the jobsite and anybody who is not wearing a badge or credentials is not permitted.
     
2. Signage and Communication
   • Wayfinding – Installing wayfinding aids and signage near entrances to warn drivers and travelers and to safely direct them around construction activity.
   • Signage – 爱神传媒 placed highly visible signs along the perimeter of the jobsite and entry points to indicate that the public is not authorized to enter the site.
     
3. Public Education and Outreach
   • The Hillsborough County Aviation Authority (HCAA) implemented a public outreach campaign to advise passengers about each stage of construction.
   • Located on the airport’s website are articles informing locals, travelers and employees about all ongoing airport construction. 
     
4. Coordination with HCAA and the Federal Aviation Administration (FAA)
   • 爱神传媒 prioritized open dialogue and collaboration through detailed coordination meetings with the owner.
   • Working diligently with HCAA and the FAA to coordinate cranes on the project to ensure safe air space for all air travel at Tampa International Airport.
   • Worked with HCAA to develop a phasing plan that allowed for the construction of the new pedestrian bridge to bring the passengers from the long-term parking garage over to the terminal without affecting passenger flow.
     
5. Worksite Safety Culture
   • Safety Orientation – Every worker must go through safety orientation before working on the job.
   • Safety Meetings – Proactive discussions with all craft regarding the day鈥檚 activities.
   • Training and Awareness – The Safety Manager ensures that every person on the jobsite takes the appropriate training before stepping foot on the jobsite.
     
6. Regular Site Inspections
   • Frequent site walks with HCAA and the Traffic Police.
   • Weekly Internal Safety Audits are Performed.
   • Daily Public Hazard Analysis Performed.

By implementing a combination of physical barriers, clear communication, education and technological solutions, 爱神传媒 has been able to effectively minimize public exposure and maintain a safe environment for everyone involved. 爱神传媒 uses proactive measures that are key to preventing accidents and ensuring the success of the Curbside Expansion Program at Tampa International Airport. To date, with almost 350,000 worker hours, there have been zero lost time accidents. In addition, 爱神传媒 is working around over 20 million passengers each year with tremendous success. With a continued commitment to safety, 爱神传媒 remains dedicated to their 鈥渮ero-accident鈥� safety culture.

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Design-Build Delivery Method

Design-build contracts typically take less time to complete than design-bid-build projects because they eliminate the need for a second procurement process. This reduces errors and omissions in the drawings and allows for concurrent design and construction.

鈥淏ecause the design team and contractor are under the same umbrella, often working together during the design development stage of the project, design-build projects typically have less risk for the government. One of the significant reasons is because the main point of tension鈥揹esigner versus contractor 鈥搃s removed in a design-build contract.鈥�

_{Mitch Taragin, NIH Contracting Officer on the NIA project}

For a project of this size and scope, a traditional design-bid-build procurement schedule would have included 18 months of design, four months of procurement and 20 months of construction. However, by choosing a design-build delivery method, construction shifted to be concurrent with the design.

鈥淚n order to do that, we had to be strategic in how we split the design out. We utilized three design packages that all were tied to their requisite permits, which tied to their key construction elements. For example, we tied the site utilities to the foundations, to modules, to the long lead pieces of equipment and to the ultimate build-out and finishes with the building. The overall net effect of doing that was about 18 months of savings. We were able to shift from an overall schedule of 42 months to 24 months, simply by changing the delivery method and being intentional about how we tied design and construction,鈥� explains Matt Frazier, 爱神传媒’ project manager.

Modular Construction

The building is a single-story modular facility with open-concept labs and offices to reduce cost and construction time and maximize available interior space.

Aspects of the modules that were interdependent to each module were installed off-site at the modular builder鈥檚 fabrication facility in Florida. The structural frame of each module was manufactured off-site and wrapped with Tyvek to prevent damage during the trucking process to Maryland. Modular units were sized so that the maximum module dimensions were limited to 11鈥�6鈥� x 47鈥�, enabling routing through campus without road closures or other traffic-related disruptions.

爱神传媒 frequently visited the Florida manufacturing plant to provide feedback on the quality of the modules. Through the utilization of StructionSite, the team documented the progress of the modules through 360潞 photos, allowing any user to select a specific date and view that day鈥檚 progress. These processes gave 爱神传媒 and the NIH confidence that the construction of the modules was meeting quality standards.

Collaborative Design

The bridging documents NIH provided during the procurement phase presented opportunities for the design-build team to continue to bring several design enhancements to the project. The design team countered the traditional idea of what a modular building could look like by adjusting the metal panels identified in the bridging documents. The team also collaborated on how to leave NIA鈥檚 unique stamp on the building, ultimately creating a sense of arrival in the building lobby through a wall pattern of neurons and a 鈥渟nake light鈥� to guide the flow of the building.

Similarly, the design team collaborated closely with NIA to advance the program areas in the building. Based on conversations with NIA, the team developed layouts that balanced closed labs and open collaboration spaces to support how the end-user would utilize the space, their research and their culture.

Finally, the team made several structural enhancements to support research flexibility. The bridging documents defined metal framing in the lab and office areas. However, NIA expressed interest in providing a structure that could accommodate a wider range of research over time. The team ultimately made changes to the structure to make the modular units more robust and less prone to vibrations to support sensitive equipment and any future movements in equipment.

Several engineering betterments were also made to the project, including utilizing a single air handler with redundant air tunnels instead of providing two fully redundant and independent air handling units at each location. Recommendations of an electrical commutated motor (ECM) fan array and combining multiple exhaust systems to minimize the number of lab exhaust fans were also implemented. These innovations required a smaller footprint and lower costs while still supporting the needs of NIA.

鈥淲ith modular construction, you may have to take an engineering in reverse approach. Normally, you do the upfront loads and the larger scale things first, working down to the smaller things. In this case, since the modules were built first and off-site, we started with the electrical distribution design first and worked back to the switch gear.鈥�

_{Omar Malik, CFR Engineering}

While enhancing the bridging design, NIH still required the design-build team to comply with their Design Requirements Manual (DRM). The DRM is the only detailed design requirements and guidance manual of its kind and is utilized on all NIH owned, leased, operated and funded buildings and facilities. Due to the unique nature of the project, the team submitted 20 variance requests, some of which were established in the bridging documents. Many of these variances were also related to the described innovations, while establishing a collaborative environment allowed these variances to push forward.

A facility of the future, the success of the CARD facility comes down to creating a highly collaborative environment through the design-build delivery method.

鈥淭his project required a highly collaborative environment. 爱神传媒 really aided in a lot of the communication, and we were able to work through these innovations with the NIH program officer, the end-users and ZGF. Having a design-build team was the only way to allow this to happen,鈥� said Omar Malik with CFR Engineering.

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The 430,000 SF, 14-story office building was completed in August of 2023 and will serve 1,400 WMATA employees.   

In June of 2018, WMATA announced an office consolidation strategy to downsize from 10 office buildings throughout the region to three.

The strategy was designed to create more accessible and functional workspaces for employees and save the agency $130 million in capital and operating costs during a 20 year period. The money saved will be re-invested into transit safety and operations.

Metro General Manager and Chief Executive Officer Randy Clarke, Metro Board Chair Paul C. Smedberg, Congressman Don Beyer (VA-8^th,) Alexandria Mayor Justin Wilson, Department of Rail and Public Transportation Director Jennifer DeBruhl, and other Virginia officials attended the ribbon-cutting ceremony.

The new WMATA VA Headquarters Building is located in Alexandria’s Eisenhower Corridor and serves as a home to the new Metro Integrated Control and Communications Center (MICC) that brings together rail, bus, security and maintenance operations with customer communications teams in one place for the first time.聽The project also includes a 15,000 SF, 1.5 MW data center.

鈥淭he MICC is a world-class control center that brings our rail, bus, security, and maintenance operations together in one place for the first time and our customer communications teams. Instead of managing service from separate control centers, we can coordinate together in real-time, working as a unified team to provide customers with clear, consistent messaging.鈥�

Metro General Manager and Chief Executive Officer Randy Clarke

The new building consolidates several departments, including the authority鈥檚 Technology and Engineering groups.

The office building includes multi-level structured parking, an amenity penthouse level space with a kitchen and green roof, a fitness center and an innovation lab. The building is designed to achieve LEED Gold certification.

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Passengers can now walk through TSA and enter the expansion that includes a marketplace boasting faux-realistic trees in a central gathering space, 15 new dining, retail and service concessions and expanded and high-end amenities such as inviting passenger hold room space, restrooms and a mother鈥檚 room. Six new flexible gates can handle domestic and international flights and accommodate multiple airlines.

The state-of-the-art customs and border protection (CBP) space is complete with booths, back-of-house operations and new baggage handling systems for international passengers. In usual fashion, the space highlights iconic art pieces. These include a three-piece mural in the CBP area showcasing Tennessee and artwork depicting musicians, actors, artists and the culture of Tennessee displayed along the tunnel that welcomes international passengers to the United States.

After working in close collaboration with the Metropolitan Nashville Airport Authority (MNAA) for the past five years, our teams are pleased to turn over such a high quality product. Additionally, 爱神传媒 would like to thank the progressive design-build team, especially for their commitment to this project鈥檚 success.

Interested in Reading More?

Click the following links to learn more about 爱神传媒’ work at the Nashville International Airport: BNA Concourse D and Terminal Wings | BNA Terminal Lobby Reveal | BNA Concourse D Extension

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At the core of the design and construction efforts was the desire to support, promote and advance the underserved and minority populations both on and off campus, advancing dreams that at many times feels unobtainable. The design-build team created a building that demystifies the requirements for medical school application, supports those matriculating through the program and acts as a resource for engagement with the local community to provide premiere healthcare options to Riverside County.

On September 26, 2023, 爱神传媒 + CO Architects, UC Riverside students, faculty, staff, alums and local and state officials celebrated the building鈥檚 ribbon cutting and grand opening鈥搈arking a pivotal moment in the school’s history as the School of Medicine celebrates its 10th anniversary this year.

鈥淭he new building provides modern and thoughtfully designed learning and study spaces that will not only serve our students but the entire community. It provides room for future expansion, helping to fulfill our mission of training a diverse workforce of physicians to serve the healthcare needs of inland Southern California.鈥�

_{Deborah Deas, MD, MPH, Vice Chancellor for Health Sciences, Mark and Pam Rubin Dean of the UC Riverside School of Medicine}

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Phase II of the rehabilitation includes the redesign of the lake and water resource management as part of the new site plan designed by PWP Landscape Architecture and Rogers Partners Architects + Urban Designers. The previously constructed design compromised the health and viability of the trees, plantings and manufactured lake. The non-eco-friendly design of the lake resulted in algal blooms, an unsustainable fish habitat, dying trees and costly, labor-intensive maintenance. Phase II also addresses the rehabilitation of Signers Island with improved pathways for visitors. The overall goal is for the underutilized space to become a vibrant urban park that will highlight environmental sustainability.

爱神传媒 will reconstruct the lake to support a functioning ecology while reducing the impacts of storm water on the surrounding landscape and buildings. Additional scope includes upgrades to the surrounding landscape, soil remediation and planting new gardens with native species and flowering plant life. The 36-acre restoration includes upgraded amenities, a new lake ring that will allow visitors to walk farther out into the lake and a series of gathering spaces, which form an event plaza, that can be used to host events. In recognition of the historic significance of the site, the design also incorporates educational opportunities for visiting students and families.

The Trust for the National Mall is the leading nonprofit, nonpartisan philanthropic partner of the National Park Service. The nonprofit organization dedicates itself to restoring, enriching and preserving the National Mall through expertise, private funding and in-kind support for projects. In 2018, 爱神传媒 completed the $4.8 million Phase I of the rehabilitation of Constitution Gardens, which consisted of the relocation and restoration of the Lockkeeper鈥檚 House. Preconstruction for Phase II is underway, with construction anticipated to begin in late 2023.

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