Michael Kay: Thank you, Jessica, and on behalf of the Federal Highway Administration's Innovative Program Delivery office, I'd like to welcome everyone to our joint DOT-FHWA Major Project webinar. My name is Michael Kay and I'm with the USDOT's Volpe Center in Cambridge, Massachusetts, and today I'll be facilitating our webinar and helping to address any technical problems you have and moderating our question-and-answer periods. I'll introduce Jim Sinnette, the project delivery team leader, momentarily, but before he begins, I just want to point out a couple of features of the webinar room. First, on the top left, is the audio call-in information. You're welcome to listen over your computer speakers; however, if you do have any bandwidth issues, I do recommend that you dial in using that toll-free number. Below that is the attendee list. Below that is a file share box where you can download a PDF version of today's presentation. Simply click on the presentation, click Download Files, and follow the prompts on your screen. Finally, on the bottom left, is a chat box that you can use to ask questions at any point throughout the webinar. Our webinar is scheduled to run until three thirty p.m. Eastern time today, and we are recording today's webinar so that anyone unable to join us can review the material at a later time. I just want to pull up a couple of poll questions that will help us better understand our audience. The first one is what is your affiliation, whether you're with the Federal Highway division, outside of the division office, a state DOT, another federal agency, other transportation agency, or other. And actually, I'm realizing we don't have division office in there, so bear with me a second. I'm just going to add that to our poll here. Let's start over with that poll. So, division office, non-division office, state DOT, another federal agency that's not Federal Highway, and another transportation agency that's not a state DOT, or other. And then on the right side, how many people are participating with you today, whether you're sitting alone at your desk perhaps or around a conference room table with as many as ten or more. So let's wait about ten more seconds to allow you to answer those questions. It's nice to see we have a couple of groups, at least one or two, with more than ten people, and also a couple of groups of five to ten. That's really great to see. Okay, with that, I will close those polls out. I will return to our - and I'd like to turn the webinar over to Jim Sinnette. Jim?
Gary Kliest: Thank you, Bryan. Currently right now Pennsylvania is divided up into 11 engineering districts, and with this project being a statewide project, we didn't want 11 different ways of things being controlled. So what we did is the central office basically took over the management of the project, so therefore they are a single point of contact for the development entity. With that being said, there is still some local coordination that has to occur and will occur, but for the majority of all of the project, the entire project will be managed throughout the central office. In addition to that, there are some other things and roles and responsibilities that the Department will retain for this project. With the development of the project and as things progress, if there is a need to have a bridge that needs to be swapped in or out, we're responsible for that, for the determination of what bridges can be swapped in our out, and coordinate that with the development entity. The development entity is also responsible for several project management plans and the Department takes a responsible of approval each of those plans along with the scheduling of - monitoring the schedule and ensuring that it is up to date. As Bryan did mention, this project, we were able to gain approval with - this is a special experimental project, SEP-15, in regards to the NEPA. So along with that approval of the NEPA, there comes a lot of reporting and monitoring requirements that will need to be done. So the Department will be responsible for gathering that data and reporting that data to FHWA in a timely manner. Of course we're going to have to do some auditing. We'll primarily do some risk-based auditing throughout the whole process, auditing the design process, the construction process and also during maintenance. The Department does retain, as the independent assurance, doing some random testing on not only materials but also ensuring hold points that are established throughout construction, that those hold points are being abided by, and the general coordination with the CQAF that has been assigned to this project. Along with that, we have your general contractual compliances and monitoring, and also very important is FHWA coordination. We've had some excellent partnership throughout this project regarding to that, working very well together, and regards into the development of this project and also as the project is getting off the ground. Excellent coordination in regards to approvals and just general partnering with that, and that will continue - I would say that I'd foresee that type of coordination is going to continue on. Just some of the things that the development entity is responsible for. Of course they are responsible for all the contractual commitments that they've made, but they are also responsible for following our normal manuals and operating procedures for this project. There are some things that's not applicable for this type of project and which they were used as an exception - they were exceptioned out - but as a whole, generally they have to follow our normal operating procedures and manuals. As I mentioned before, the development entity has to develop 19 plans, 19 management plans, and they're various - and each of the plans is handling they're going to handle the design, construction and maintenance of the project. Some of the plans that we have is the comprehensive environmental, and then there's quality plans - not only overall quality plan, but there's ones for design, construction and maintenance. Environmental and environmental compliance was very important for us, so what we did is we required to have the development entity employ an environmental compliance manager throughout the whole D&C stage of this, and this is particularly important because of the SEP-15, to ensure that everything is abided by and all the reporting is done correctly. And then, as Bryan mentioned, as soon as construction starts on each of the bridges, they will be responsible for the MBIS inspection for each of those bridges during the term of the agreement. Just some of the other responsibilities that they have, particularly during construction, is the development entity, they will be responsible during construction of the quality control and the quality assurance. Now, this project, we required to have an independent construction quality acceptance firm that had to be onboard - the development entity had to bring them onboard. Now, this is a QCAF firm. They will report both to the Department and also to the development entity, and they will be handling the quality acceptance for the project. As we talked about earlier, the Department will retain their independent assurance role during the random sampling, random testing and analysis, and working hand in hand with the QCAF. In addition to that, FHWA and the financial teams obviously have their roles and responsibilities, to do their independent monitoring and things of that nature. As typical for P3 projects, this project - it's nothing new that the financial team, they have their own pretty much quality control team independent of a lot of others. And with that, I will turn it over to Dean.
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Gary Kliest: I'm sorry. In regards to the design reviews, this is a little bit different in regards to the design reviews that we did with our typical projects. Because of this type of project - and we'll talk about this a little bit later in regarding to the standardization of this - for the design reviews, we're primarily taking an owner's perspective review of the designs, and with that we're checking for basically contractual compliance and whether or not they followed our typical policies and procedures in the manuals. Did they follow our manuals, and take an owner's perspective view with the contractual compliance? Construction involvement - we've already talked about in regards to the Department is - as opposed to our typical project, where we would have our inspectors out there, we have a QCAF firm out there doing a lot of the inspection. And there again, the Department is primarily taking a different role in regards to that and doing the independent assurance of that. One of the things that the development entities that's different in regards to this and is something that was - it was kind of hard for - not hard, but one of the challenges that we had to overtake was there is the handback and there's the handback responsibilities, and the development entity will be responsible for 25 years of these structures, each of the structures. So if there is a problem with that structure, caused either through the design or construction phases, they will be responsible for repairing that and fixing it and making it right, and whenever they do that, they have to ensure that the handback requirements and also that the useful life of that project, of each of those structures, is retained, and it has to be the useful life that we would typically have for each of the structures that we had within our normal program. Dean talked about the noncompliance routine. Now, for this project it's kind of different. There's a different payment mechanism for this project than we would typically do for a normal project. A lot of our normal projects, for design-bid-build or design-build projects, is you get paid by quantities or things of that nature. That is not the case within this project. There are three basic payment mechanisms for this project. There is a mobilization payment of 15 million dollars, then there's a milestone payment which they get payments - they have to prove that they spent X amount of money, and on defined time intervals throughout the contract they're allowed to invoice us up to a certain stimulated amount for the milestone payments. But this is an availability payment type P3 project. As the bridges come back into service, they will get credit for that bridge, meaning that if in January you have 100 bridges that are back in service, you get paid for those 100 bridges. But let's just say you complete 25 of them. Well, in February, you'll get availability payments for the 125 now, and those will slowly increase until we reach the 558 of all of the availability payments. Availability payments do not start until at least 50 bridges are complete. So you can see that there would be some impetus for them to get those underway as early as possible. The next slide basically gives us just a basic understanding of what type of projects that we have for this. You can see that there's a lot of integral abutments and there's a good handful of box culverts in regarding to that. With that being said, we wanted to throw them some curveballs. We didn't give them all just the easy bridges. There are a couple curveballs in there dealing with some unique possibilities, because one of the challenges we want for this project is the lessons learned. We really want to find out things and learn a lot from this project; then we can roll that into our normal program. It's a high goal in regards to that for me, to be able to capture all those lessons learned and ensure that we do implement them into our normal program. One of the things that we do have going on right now that is kind of different from ours is what we call the Technical Working Group. Every week we have several technical working groups that meet, like I said, on a weekly basis. We have a general technical call, which everybody comes in. But then, in addition to that, we have individual breakout sections. We have right-of-way breakout sections that meet every week. We have utilities that meet every week. In addition to that, we also have a design over-the-shoulder meeting every week, which is a four-hour meeting every week, and what that is, is everybody sits at the table, all the necessary parties sit down, and you just bang out situations. So you have the necessary people there. You have the right- of-way people there, you have the H&H people there - all the people that are pertaining to that project, or the challenge that is being discussed at the time - you get all the players at the table and you talk it out and you work it out, and you move on. It's like a very expeditious fashion of moving through the project. One of the things that this project does have is currently right now we have about 11 standard designs in which we're working with the development entity and working with FHWA to get those approved. Once we get those standard designs approved, here again that'll expedite the design review process to say, "Okay, yes they did use a standard design. That's already approved." The only thing you really have to look at is how did they tweak it, what did they change, and that has to be spelled out very clearly in regarding to that, so whenever you're reviewing that you look at the tweaks to say, "Okay, they used this standard design. Okay, they tweaked it this way. I'm very comfortable with that." In addition to these 11, we're starting to work on six more standard designs that are in the process. So as it stands right now, the team has proposed somewhere around 17 to 20 standard designs that they plan on using for this project. One of the benefits of this team, and which the development entity has said they are going to do, is they're going to do central procurement for this. They're going to use the buying power of 558 bridges to their advantages. So they're going to do central procurement for things such as their beams. They're going to do central procurement for things, in addition to that, for rebar. And you can see how the price of the impact of that quantity is definitely going to be a benefit to the Department. In addition to that is there's going to be - in addition to the economy of scale - is also the efficiencies regarding to that. Once you coordinate that and you set the systems up, they should be able to manufacture and bang out things in a very expeditious fashion, because it's very efficient that - once you get everything all set - they're not going from this bridge type to this beam type to this. It's just - and you get into a widget-making process and all you have to do is ensure the quality assurance in regarding to that. So that's very key. I think we're seeing the economy of scale is a very benefit for this type of project. And just lastly, the last slide, is just a slide on the - that's the website for this project, and a lot of information, lot of good information, regarding to that. You can use that website to relay information for the NEPA process, public meetings, things of that nature. The development entity has said that they're going to use some subcontracting, so they use that information not only for attracting subcontractors, but also pointing out information in regards to the projects. Each of the bridges on this website has its own little website in regards to it that gives it a status, a background, some pertinent information for that. So if Aunt Mary is looking to get some information about her particular bridge that's being constructed right down the street, she can go in there, click on that bridge, and it'll give her what's going on with that bridge and some information that she may be interested in. With that, I know that the time's a little bit over here. I'll turn it over to Mike. 2ff7e9595c
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