- Briefing Room
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Ladies and gentlemen, thank you for standing by. Welcome to the U.S. DOT Highway administration webinar on a strategic approach to project bundling preconstruction. Later we will conducted question-and-answer session. If she should require assistance during the call plus five then zero. I'd like to turn the conference over to your host, Dan D'Angelo. Please go ahead.
Welcome everyone to webinar number 10 of the project bundling series. Increasing instruction activities. We are glad you could join us. We want this session to be as conversational as possible. If you have any questions, raise your hand or put them in the chat pod room and we will answer those questions. We want you to be engaged. We have a couple of survey questions coming up during the presentation. Some additional input. Before we get started I'd like to point out a couple things. There is a file share pod on the screen where you can download several documents that we have produce. One covering technical assistance is available for your project activities. If you want to learn more about project bundling. There is a sheet on project bundling to share with staff or management. There is a guidebook you can download that were we will provide lid later on. There's a flyer on the webinar series. It two more coming up. And the final webinar series will cover preconstruction phase. This is available for download in the file share pod. Again, as the operator mentioned, we will take questions at the end of the guest speaker section. Please use the chat pod. Also if you'd like a streaming certificate, please enter your email address in the chat pod and say training certificate. We will give you a certificate for the one hour session. If you need close captioning and like to see the text on the screen. On top of the menu there is a CC pulldown menu. Use that to turn on or turn off closed captioning. We will open the lines down the line if you want to ask her questions later. That covers everything except for the disclaimer. This presentation was created by in cope presented by the Federal Highway administration, contouring engineering on behalf of punny nation and applied research Associates. The views and opinions expressed in this presentation are not the prints presenters and do not reflect the official policies of U.S. D.O.T. It's not meant to bind of the public in any way or be force and effect of law. Is to provide clarity and options for you to consider. The U.S. government does not endorse products or trademarks or manufactures. The names appear because they are central to the objective of the presentation and did not intend into express a preference approval or endorsement. We've got formality. We have a great presentation prepared to you for you today. We have several speakers. Two oh leads on the project. Matthew Corrigan. And David Unkefer out of the Atlanta resource Center. We have Gregg Hostetler in concert engineering. The vice president of the company. He's talking about how the punny nation took advantage of project funds in preconstruction activity. Looking forward to the presentation and hope to open up your eyes. I am Dan D'Angelo. I been with applied research for the last few years. And previous was state department of transportation. As I mentioned, this is the second webinar series. The fourth in the series. To recap this we will provide a link. All the resources available for you to download and you can watch the webinars at your leisure. What we covered in the first few webinars was goals and object lives and what they want to accomplish. What they view their end state to look like and what a successful building program looks like. We also emphasized process and places that are critical. And developing business rules. Approach to funding. We will find the best practice and improve across the agency. The previous webinar before this one talks about capital planning and how you can get your infrastructure improvement plans. Those webinars are available for on-demand viewing. Today's agenda. David we'll start out and we will talk about preconstruction bundling. Can define preconstruction. What's involved there and Gregg will give us a case study on a fascinating project and program. We will in the presentation about going through the projects and resources available to you help improve and expand and initiate. The agency and employees for your client. Before we get going we have a couple of quick questions for you. I will turn on the pole in a second. We will give you 30 seconds to respond. Does your agency or things you work for bundle preconstruction activities? What are preconstruction activities. Preliminary design. Permits. All those stakeholder activities. Do you bundle those are not? If you bundle them? Does your agency or client have guidelines for bundling preconstruction activities? Let's open up the poll question. And get your input.
[ Poll being conducted ]
It looks like 50-50 split on the bundling preconstruction. What we will talk about during the presentation, do you bundle preconstruction. You do bundle separate contracts. You can mix and match the different phase of the project, depending on what your goals are. It looks like very few agencies have guidelines in place. Which is what we are finding out through a lot of case studies. Not surprising. A third is not sure if they bundle. A third does not bundle preconstruction activities. The majority of agencies do not have bundling activities. Okay, 10 seconds and we will close it down and go back to the presentation. Thank you for your input on that. David, I'm going to turn this over to you for preconstruction bundling. A preview for setting up the presentation. All yours.
Great, Dan. I'm going to drag this in for a minute it makes it a little more personal than just a bunch of voices. And slides. Just want to welcome everybody as Dan said. As we probe into this idea, how can bundling be leveraged beyond preconstruction. We talked in another webinar about thinking about it during the planning process and preplanning. I'm going to turn off my camera now. And see the presentation. I'm with federal highways. I'm in the office re-for resource center of construction. I manage the office. If you have interest and needs for bundling. Get that in and you can reach out to us. We are excited to help LPA's pardoning in between --. Please plan to reach out and jot notes down during their webinar and engage with us, if you can. I guess I will -- there we go. I will start with little bit here. Prior to preconstruction, Dan said some of the things we're talking about. It's not just the design. So many things that go into making a project that federal highway calls plan specification and estimate. During bundling, we found during this initiative, some of the best benefits are preconstruction. Where is bundling in the past was mostly about construction. If bundling is done well, basically, you are leveraging all the activities that occur from the point you decide on the bundle. Trying to do things a little more programmatically. It only makes sense that any bundle, if it's bundled correctly will create efficiency and economy of scale. If it's worth the effort, then, I think you can ascertain how much you will get back in saving money, time, resources. It's a good idea. The way that you decide on bundles can help you determine whether it's worth the effort. I will give you an example in a little bit here. What we mean by money and time is obvious. We save time in the delivery. We've got bipartisan infrastructure law that will be rolling out with 30% plus funding. We will be needing to deliver and deliver efficiently. Not just trying to fall into inflation that's occurring but try to fight that was different tools like bundling. As far as the bundle of resources, what we will get to their are things like staff time, contractors, staff resources and things of that nature. As far as benefits to highlight, directly related. We have a number of these that we can point out. We will pick a couple. The top graphic is actually the bottom portion where we see 50% or 15%. That's Pennsylvania D.O.T. project. Three counties did a pilot on bundling. In that pilot, since they leveraged different design activities, they bundled design activities and render up to 50% in the design cost. Things like standardized design. Coordination efficiency. The bottom graphic is highlighting what Indiana D.O.C. is doing with machine learning. There is another state that is beginning to pursue that concept of artificial intelligence or machine learning where they can use the computer to help select bundles most efficiently. As long as you have a decent set of data, you can do that. You could do it in your agency or if you are LPA, you have neighbors, you can potentially think about how to do that with your neighbors. So ask you to select bundled projects that make sense that should generate a savings. I would think that machine learning has a lot of potential. In the accomplishment of the machine learning, 60% of the staff time that they have been taking to bundle. In the bundles, themselves, they saved $108 million over four years because their program is large. Anyway, it was a significant savings. Today, Gregg Hostetler is gonna tell you more about a particular project by the Poni's. They used a different model to bundle. It goes against some of the traditional thinking only a certain work type or so for. Certain circumstances, bundling projects, the Poni nation was able to attract more bidders. And Gregg will talk more about that. They used manager contracts also. Which is also a good approach that helps you inherently use bundling better. Because it combines the design in construction effort. The preconstruction phase there's a lot of moving parts or there can be. This side is slight is meant to point out that there's a probably a couple of tiers of evaluation for bundling. I think that on the top tier, you probably don't want to start out bundling projects that have a lot of complexity in terms of permitting. Especially environmental permitting and things of that nature. That is the top tier. The second tier is to think about once you have bundled projects and thought about bundling them during the pre-design early in the process. Even through 'neath the planning, what makes sense to bundle. Does it make sense to bundle the preliminary engineering to get standardization. Bundle utility coordination or right of way or other types of items in the list there. Is basically been a little more granular about where you get economy of scale and efficiency by bundling projects. You may actually not bundle those same projects in construction. That's what we found the states doing in order to optimize the bundling or programmatic to address projects. Second, or the third bullet there. Appoints you to the 23 CFR, that's the highway regulation. It describes some of the requirements for preconstruction. I think that is something you would have to, if you have federal aid, you would want to look at that and make sure there's not additional restriction on how you bundle things. The environmental review and preliminary design, again, maybe I jumped the gun on this. You want to start by looking at what are the environmental issues and level of environmental documents and avoid the bundling complex. A single project could sidetrack a whole bundle of projects. That has happened. We want to try and bundle the similar complexities and those are not quite as complex in terms of environmental permit. Again, in addition to environmental, you need to triage that are mentioned there. When ever you have utilities. Those can create a complex coordination. Which might be of benefit to bundle during preconstruction but then you might unbundle with the problem of construction. Then, of course, some of the design issues lifted their. Hydraulic use. And then railway is another third party. As far as accomplishing contract bundling. You need to really think about having a, I would say more of a procedure or process with roles and responsibilities within your agency are well defined. You are going to have differences. That's what will bring the efficiencies. You will have differences in the way you do project management for single projects or one by one projects. So, having that laid out so that you actually realize the benefits is important. Having those roles and responsibilities. We have a couple of states that have started to lay out how that works. We have those examples if you are interested. Then, we like to talk about how to bundle and letting the second bullet. We talk about traditional design build. We can also, with bundling, do independent delivery for individual contracts. And then C MGC design build, progressive design build G3. That, I pointed out earlier. Additional efficiencies. You are putting design construction together. Or a lot of simple projects together in a way that leverages the benefit. You have to look at staffing and resources. Oversee the design and construction. See how you have it laid out or how that will occur. Especially during construction, you might have multiple locations. You want to have projects you might have consistent design criteria and construction sets. That's one you will find in multiple LPA's. Working partners together to get more funds out there to attract better bids. Sometimes inspect and design criteria are different. If they can agree on a common set of criteria, then they can benefit from the bundling. Civil rights, and DBE is important. If you have multiple locations and yet you have different goals, different parts in geographic areas, that can be a challenge. You have design and construction considerations that's related to design standardization. I mentioned it earlier. Then you have construction. Location, work type and those kinds of things. We put this definition in here because it specifically defines preconstruction. Construction manager general contractor method. And it's very helpful. Preconstruction is hired at a time when it can provide consulting about constructibility to the designer. And not later when the design is complete. And now we find out that some of the aspect of the design is left. It helps us to think about during increased construction, how you deal with some of the items. Scheduling better from a construction standpoint. Work sequencing. Phasing, cost engineering. List identification. All those can be better built in if it's bundling done in preconstruction and using CM-GC. I think that's what the Pawnee's used. Quality assurance is something to think about. You will have quality assurance for the design phase. You also will need to anticipate the quality assurance. That will have to be done, especially if the agency is providing some of it if it's a regular design build. But it's going to be over a geographic distance that may be a challenge. You want to think about how you are going to get quality assurance done well for a bundled project. So, I wanted to highlight our agency self-assessment tool and some of the press this practices that are specific to preconstruction. If you haven't seen the self-assessment tool. We built a spreadsheet that has best practices that we have determined for project bundling. This represents 19 practices that are especially relevant for preconstruction. So, the self-assessment tool would allow you and your agency to think through which of these practices might you begin to apply that you think you will get benefit out of it. Most obvious ones are at the beginning to choose the bundling early. Prior to preconstruction during planning. From their determine the optimal size. Based on their history. And how you bundle by work type. We will find out that the Pawnee example is not always about necessarily. Those are more set up for construction. The ones that have greater leverage during preconstruction might produce on the permit on the right side. Programmatic permitting. Utility agreement and doing utility coordination in a way that doesn't slow down construction and right away, how did you stage of right away that again, is not gonna cause a delay to construction. If you are interested in the self-assessment tool. I'm not sure if Dan put that is part as the download. You can get to it from our website that we will share later. Actually, we are happy to help walk you through the self-assessment tool, the first time, if you like. Just because it does have quite a bit to it. If it ends up generating a plan for developing a bundle. Until it helps people get started, type tool. I think I may have said some of this briefly. Preconstruction bundling can be done a number of ways. What most people have thought about or have done is, preconstruction is the first item at each individual location. Then at construction, is combined together for construction contract. That's fine. That's some of the savings. Of the second option is where you can bundle the preconstruction to match construction contracts so it all flows through in one batch, if you will. The third one, this is one that was used by a couple of states very effectively. You bundle the preconstruction, based on, like I said the efficiencies that you anticipate for similar projects. But then you D bundle or bundle them differently during construction. And then finally, preconstruction and construction can be combined with alternative contracting. Regular effectiveness as I mentioned a little bit ago in regards to integrating design and construction. Dan, back to you.
That was awesome. You explained a lot of what's involved in preconstruction and efficiencies that can be gained by combining whether the construction is actually bundled with the construction contractor not. Or let multiple contract. The first poll question. Get to the point. Bundle preconstruction and D bundle for construction. Getting back to the self-assessment tool, what level is your agency or client looking when it comes to private practices. Let me open up the poll question. Give everybody 30 or 45 seconds. How their agencies that they work for do they actually bundle premier design. Option let people think about. Where are you as an agency. All the way from not really bundling anything to no formal process. Working on it. We started it but trying to demonstrate it all the way up to you have a documented process and app performance measures and improving your processes based on he elective learning. [ Poll being conducted ]
Most agencies are not bundling or the bundling preconstruction to construction. This is what we find across agencies. There are some agencies that have bundled in the past and reusing it repeatedly but again no standard process in place. All right. Thank you very much, for your input. This is reconfirming the research we done in this area. It's consistent with what we are finding. Let's go back to our presenters. David, there is a couple of questions in here. In the training. The chat pod. Open it up to you. Mark is asking about geographic business how it impacts business involvement. Similar to the DEET goal entire package or traditional project. You want to take a crack at that?
Sure. I think what you will find the geographic distance that works for any bundling is not a problem for small business. In Indiana is the 30 mile range. Dan, you can help me remember that. It's really not a problem as far as I can tell. It starts beyond that we start to lose efficiency. As far as DBE goes, I think , unless you cross over a boundary, which many have not in the past, again, I don't think that you are going to see any kind of a shift in the DBE goal. Really, the point is to think about that up front. If you can get the bundle put together, you can set a goal for that bundle that matches up with those particular coverage of that bundle. I hope I got that and answered your question. If not, put something in the chat.
I will add on that. We've seen it done both ways. Where there is one project goal or goals set for individual locations. Again, I learned a long time ago correct answer to any question is it depends. It depends on the work type. Sometimes unusual work type statewide contract may work very well bundling. If you are doing paving, think about the geographic business in the planned location. Geographic distances is a major consideration in bundling. It depends on the work place. We will take more questions later. And hopefully some of the presentation that Gregg will go through will help you think of more questions. I'm going to turn this over to the vice president of engineering, 1012. Gregg , all yours.
Good afternoon everyone. I hope everyone is hearing me okay.
Like Dan said, I reside here in Edmond, Oklahoma. Oklahoma City. I have the privilege of working on a unique program over the last couple of years with the Pawnee nation. That's what I will share with you this afternoon. The Pawnee nation has put together an innovative program. New entry sign. With the statue and decorative rock. This is part of their new entrance to the Pawnee . Separate location with the signs. Show you a little bit of the work I've done out there and I'll get into more as we progress through here. First of all, to get your bearings, I'm going to presuppose everyone knows where Oklahoma is. Anyone's been to the same geography class of my wife, it may be a bit of a stretch to think that. We assume everybody knows Oklahoma. Once you are in Oklahoma. The bottom left of the map. Southwest quadrant, you can see Oklahoma City. Of the upper quadrant of the map, you can see Tulsa. The Pawnee nation is North Center is central part of the state. On the right-hand side you can see a little more zoomed in shot. Roughly where the projects are located within the Pawnee nation. Just a quick shout out to the Pawnee and our team. We recently submitted for the A.C.E. see Oklahoma national engineering award for this program. The poster that was prepared and submitted for the award. A lot of documentation they required. Waiting to hear how we came out. Exciting for this opportunity because it's worthy of recognition. ACEC. What was the scope and scale of the program and general goals here. Essentially what they are endeavoring to do is take 13 different capital improvement projects and bundle them and deliver them instead of a seven-year period, eight teen month. That's from concept to ribbon-cutting. Everything was completed in that time. We would utilize construction contractor. Every day count initiative. The goal was to generate cost and time saving. Utilizing project bundling which is our main construction point today. That was the main part of that. 86 innovation. And putting costs together. Putting delivery method, construction manager/general contractor combined with project bundling, we expect a big result. This was the first attempt of bundling horizontal and vertical projects. A little on the individual projects in the scope of the individual projects. Of the first three safety improvements you can see highlighted in the area all their the limits of that. You can see the loop on the bottom portion of the picture. That was added for school buses to safely turn around and pick up kids. And it extends to the north or the upper portion of the photograph hides ties back into the highway at the other end. This includes majored drainage improvements. This includes a lot of sidewalk. Adding sidewalks. Complete reconstruction. It was not just a resurfacing project. We reconstructed the roadways. Added a lot of additional features, retaining walls, utility work. Fairly complex and the relatively small. About it $2.2 million price tag on that. All of this was completed in 18 months timeframe. This project was completed in 12 months from the time we started. Morris Road. Another project that was very successful. We added sidewalk and safety lighting along this roadway. One of the challenges here you see on the photograph on the left. We have across the railroad and this required coordination and it was one of the most complicated and time-consuming paths coordinated that intersection on the road. Going on to the green bridge. This was a neat project. We just finished the project. We finished the project at ribbon-cutting several weeks ago. This was the only one not completed in the 18 months, not because we couldn't do it, but because of funding. We actually completed the project from start to design in about six months, including all. Once we finally had the funding approval. The bridge was actually built in 1934. You see in the historic photograph there. We have a side-by-side of the original opening and the database ribbon for rehabilitation. This is a historic bridge and done with out and asked adverse effect. Here's a couple of construction photographs. A major repainting and also re-decking of the entire bridge. Those are the two big items and a lot of items of work. Those are the big cost items. One of the most unique projects was a vertical project that involved construction of a spiritual dance Arbor. Use for a lot of their ceremonies. There was a dance Arbor there but it was the old wooden structure and in pretty bad shape. We replaced it, put in a larger structure. A steel frame on concrete pile. This with the picture on the top right, these two were done together along with a lot of campground improvements, trails and exercise equipment. You can see a bridge that was constructed as part of the trail. What's unique about this. This bridge was constructed in a day, literally went from nothing to an entire bridge ready for pedestrian traffic in less than 24 hours. Pretty amazing. BB of the park. This was funded by a Disney grant. We were able to construct a park area with playground equipment. A basketball court and some gazebo. This was the first project out of the gate. The team was committed to getting this done under construction, within 30 days of receiving the notice. Several other projects shown here included some black topping of existing roadways. Lighting that was completed along several roadways and directional signing you see on the right. We talk preconstruction. What I've shown on the right side of the slide is actually one of our weekly production meetings agendas. You can see there are exactly the topic we address in each meeting and the topic in this format. On this slide and the following slide. What I would say is this entire preconstruction portion of the contract, which, by the way, is not necessarily a distinct line between preconstruction and construction, we see it as a overlap as most of you probably know. With C MGC you are getting started on the project. While we are in preconstruction, we are also in construction and able to complete a lot of these projects in a very quick timeframe. This is really the agenda we are dealing with. And not just preconstruction but also construction activities. That's the power of using CM/GC. Ability to get moving quicker. And the project bundling allows us to address multiple projects with one team and deal with each of those projects in the production meeting in a way that's very efficient and cost effective. One of the keys to this whole thing is a today kickoff meeting. Strategic planning exercise. Each one is a planning meeting, as well. When you get to construction, you are executing the plan. The production meeting with the kickoff is where the magic happens. Seeing strategic plan every portion of the project. When you get to construction, you've got contingency on contingency in terms of planning. There is nothing you encounter out there that was not anticipated in some way. That's the goal. There are always things you don't expect. You also contingency into plan with those perspectives. We talk about preconstruction and scheduling. The designer doesn't on the schedule. Of the contractor doesn't own the schedule, the team owns the schedule. All the party is responsible for the schedule. Preconstruction or construction. However, the contractor in these days, best contract practices say the contractor maintains the schedule. Equivalent the way we schedule time, using production schedule for the project. Of the clock model is how we program the dollars. How we schedule the dollars for the project. This program involved a lot of different funding components. We had a lot of different funding sources. We have to manage all of the salaries. Cost model tracks each project and overall bundle to ensure any point of time we have a realistic picture of what the budget is and what we are willing to spend. Risk factor critical any program of this magnitude. We develop that during the kickoff meeting. We build on it during the production meeting and very successful in helping to manage risk. Either retire the risk or counsel in the allowances. Is first permitting. It was mentioned earlier, some permits are handled during preconstruction and some during construction. Again here we have overlap. Kind of seamless how we handle permitting. One thing on the utility coordination. A beautiful thing about having a contractor is utility companies take us seriously. They are willing to work with you, knowing that a contractor will start working fairly quickly. We also have geotechnical investigations as part of this. To design survey. Independent cost estimating is really important, especially with CM/GC. Separate contract with a group , generally contractors know how to do bottom-up estimating and they are on the team specifically to participate in the meetings and develop costs estimate to give the owner a sense of a piece of mind. Prices negotiated during the work items are negotiable and need market fact there's at that time. The next thing, as far as preconstruction, we also dealt with NEFA process during this program. Most of these are category exclusion, which made it efficient to work through. That would've obviously, taken a lot longer in the process. As far as right away. This program we didn't have a lot of right away. Most of these projects didn't require any right-of-way acquisition. Very beneficial in terms of the schedule. The steak historic coordination is really important. Especially with the bridge I touched on earlier. We were able to negotiate with them. And no adverse affect on that bridge. We were able to rehabilitate it in a way that maintained all the original historic nature. Innovation tracking, this is important as an owner to go through. As the team is developing innovations weather is time or cost savings. You want to document and have an opportunity to share that story with the public and also with any others stakeholders. This program, because we bundled and in some cases we used alternative contracting, these are the benefits in doing that. Very important in trying to sell a program like this. I can use it as an impetus to go on additional project like this. You have that tracking. For design disciplines for this. We had architectural, civil, structural, mechanical, electrical, plumbing and lighting involved as far as engineering and construction teams. A lot of moving parts. We had to account for the travel employment tribal working office. Make a good-faith effort to involve the local citizens and members of the tribe at work. TERO. We exceeded the goal limits and involved a lot of the tribal members in the actual project. Action items and RFI tracking like any program is important. Public outreach. Can't overstate the importance of that. A lot of times the technical aspect of the project can go pretty smoothly. It's really the public outreach and political things that can get you. Really important to keep stakeholders updated in have early and often communication with key stakeholders. Like I touched on earlier, telling the story is important. And not just after the project is over. Getting the story out there. Celebrating successes. Build momentum Hill helps the whole team create momentum in the sense of urgency and keeps it moving in a positive direction. What are the results? We had 7 to 10 year capital improvement programs and we delivered it in that 18 month time tran26 period. There was cost savings of 500,000 and was used to put in safety improvements it's a win, win. The Pawnee nation gets additional scope and the additional two put towards projects. A couple of interesting successful results here. This was the first program out of CM/GC with bundling with both horizontal and vertical projects that we are aware of. Is the first use of CM/GC in the state of Oklahoma. First use of programmatic bundling in Oklahoma. And another big success story is the ability to save the bridge and keep that as a historic landmark. That's at the entrance of the Pawnee nation. Is something the community enjoys and recognizes as a significant landmark . To be able to save the bridge was really important. With that, I will turn it back to Dan and possibly entertains some questions.
Thank you, Gregg . That was very impressive. Taking different funding sources. Not only traditional highway and bridge but also vertical and utilizing construction management contractor. A lot of bundling and preconstruction activities. I'm going to open this up to any questions. They explained the phone line and use the chat pod. We will take it over the phone or through the chat pod.
If you would like to ask a question, please press are one. A voice will indicate you are open. You may remove the phone line by star two. Once again, please press star one at this time.
While we're waiting for questions. I can get it started here. So many different preconstruction activities that David mentioned. Did you find bundling, were they beneficial for any one of them? Or did they help all of them altogether?
That's a good question. Having been through this program and others that are similar, I would argue it's beneficial to all the process in the program. Certainly it's more beneficial to some of the larger projects. Overall, I think I touched on briefly, you gain efficiencies in the ability to get globally on schedule for all the projects together and the cost model. As you go through and evaluate. Of these projects were geographically oriented more so than sharing comments or the project characteristic. A lot of the projects, virtually almost connected to other projects. Being able to look at it, not just individual project levels but a holistic leave for the community was very beneficial. See how one project connects to another. Created in a vacuum, without the benefit of knowing what's going on with the other projects, you lose something special.
I had another question. Great presentation, by the way. Related during preconstruction, what did you do this you said couldn't be done that is different than what industry typically does. Boundaries and typical practices. What did you do that probably couldn't be done with bundling and alternative contracting.
That's a great question. The easy answer is to say the results we had which I showed. Beyond just delivering what would've been a seven or more year program that, delivering in 18 months in cost savings. We step back and look at what work and why did it work. To me, it comes down to 2 to 3 things. The first thing that is most important is picking a team that cannot just think out-of-the-box but think way beyond the box in terms of what's possible. You have to have it team, specifically a project leader who represents the owner. In this case, Kurt McRae was fantastic. He didn't necessarily know everything early on, he was willing to learn and learn quickly, I might add, how to do all these things. Having a project leader and a team that is willing to try things that they've never tried before. A team that's willing to go all in for the success of the program or the project and forget about though way we used to do business. I would also argue that having the strategic bundling program is critical. To put the plan together as a whole different level. Using bundling as a way to think through every aspect of the individual programs and what it will take to pull that off and the stakeholders involved. Seeing if we can plan that, is the foundation of the whole thing. And the power, in this case to unleash innovation. Of the reality, when you got the contractor table that brings innovation to a whole new level. Bundling in and of itself is powerful. If you combined bundling with CM/GC, you end up with something special and achieve results that even our team was surprised by. It's fun to be a part of. When you step back and look at what was accomplished, it's almost hard to believe what the team was able to accomplish. It puts a unified effort and everybody's working towards the program goal.
Thank you, Gregg and for those questions. Other questions, please enter in the chat box. We are entering the 3:00 hour Eastern time. If you have to leave, we understand. If you can't stick around the next couple of minutes, please download the power points from the file shared download. You couldn't go through the last few slides. We will stick around for the next few minutes if you have questions enter in the chat pod and we will get to them. Let's get through the last resources here. We have a lot of resources that can help agencies with individual projects from consultant to contractors in project bundling. Matthew was going to cover this but he was having trouble with connections. I will quickly go through the slides. Really quick. Download the PowerPoint. They can hook you up with these resources. In general, there is a bundling website. Auto give you a link and a second link to all these resources. Bridge bundling guidebook that has chapters devoted to preconstruction consideration. The bundling guidebook is program. Replace the word bridge with pavement or safety it works just as well. The agency self-assessment tool. It helps you improve your agency practices. We have a resource database that has a lot of resources available tailored towards what you are looking for. We have 35 or so case studies online from local, state and local. State only, different delivery methods. To different work types that may be beneficial for you. I mentioned the on-demand webinar series. We are now in the second series with two more to go. Even training courses available online for local public agencies or any agency. Here is the FHWA EDC-five project bundling website. If you follow these the it will go right to the page in the contact information is on their. All these things are a accessible from that point. These are what questions answer. What the self-assessment tool is going to evaluate. It will's deputy through 25 practices that have been identified through case study analysis in agencies. It will help you go through which practices you are employing in which you could employ to improve your processes and get you through the level six we hope where everyone is and have a well-documented process. The resource database I mentioned. Each resource, the database includes resource with case studies. Actual link for contracts. Has linked information on programs for different agencies. There's references. Guidance documents and research done. A lot of research from Purdue, for example out of the Indiana. And others. Research on project bundling and tools available to do that. The cool thing is each of the resources is linked to the self-assessment practices. It will tell you which practice applied to. That's valuable and simple to use. Again, the download PDF will have a link to all the previously held webinars for on-demand viewing. If you want more about a specific topic. Again in the second series today. I will make a pitch for March. We will go for agency pardoning. Local agencies in the state. We have a great speaker lined up in the San Francisco Bay area. Metropolitan. Developing a standard agreement between agencies. We will in the series with construction contract considerations. Additional resources about to be issued. May already be out there. About a reference that provides tools to help identify bundling. How to briefs been prepared. And almost to be ready is project bundling 101., Was almost like a college lecture in the homework exercises. Analyze data to determine which bundles are successful based on data. That was it in a nutshell. Sorry for going fast on that. And we will hang on for a few more minutes if you have any questions in the chat pod. If you need more help for more resources, that's what we are here for. If you want a training certificate. You can put your name in the chat pod. I'll open up for more questions here. Are there any tools for project bundling?
Case studies cover that. The algorithms used analyze that data and work type that will help you identify the optimum bundling sites. It may be counterintuitive. But not bigger is not always better. There are some tools available for that. Any other questions for anybody? Did I miss anything? Gregg , Dan, David anything?
Nothing from me, this is Gregg .
Say no more questions. I want to thank everyone for sticking through.
I want to thank Gregg for the presentation. Very nice job . Very helpful.
Very good. Thank you everyone. Everybody have a great week ahead. We hope to see you in March for the next webinar series. It involves local public agencies and state agencies. Looking forward to that session in March. Thank you everybody.
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