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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?

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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.

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

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