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Ladies and gentlemen, thank you for standing by. Welcome to the advanced project bundling how to conference call. At this time, all participants are in a listen only mode. Later we will conduct a question and answer session. If you'd like to ask a question at that time, please signal by pressing star 1 on your keypad. If you are require assistance during the call, please press star and zero. I will turn this conference over to your host, Dan. Please go ahead.
Thank you for that introduction. Welcome everyone to today's. The project one webinar series, our fifth one in Sears. We will start out as we wait for people to login with two quick poll questions if participants could Reese bond. Poll question number one is what topics would you like more information about. If there's something not on the list that you want to include then add that into question number 2. We are very glad you could join us. This has been an exciting webinar and exciting topic and learning how you can use data to help you become a lead agency.
We really want to have a dialogue today. We want to know what questions you have or experiences you can share. This list here in the poll questions cover all the topics. Do you have an insight on some of those topics. We would love to hear your thoughts and put them in the chat pod and then we will open up the phone lines during the question and answer session later on. Love to get your input. Love to get your insight on some of these questions. We will give it another minute for the poll questions and we will reopen this at the end of the presentation also. So if you don't get a chance or maybe after you hear the presentation, you will want to add some other things to the list that would be great.
It looks like everyone has had a chance to respond. Again, we will reopen this poll at the end if you have not had a chance to give us your insight. All the responses look good. A lot of topics that are scoring very high for additional information that may be needed. Later we will here about the agency is set up. That's great. I will switch to the presentation.
Again, welcome. The facilitator for today's webinar, this is Dan. You're glad everyone can enjoy this and a quite exciting topic of presentation. Before we get going, I have a couple ground rules to go over for housekeeping items. The first thing is we do offer training certificates for those who sit through the webinar. If you would like a training certificate, please enter your name as you would like it to appear on the certificate and your email address in the chat pod. Second, there is a file share pod on the lower right corner with downloads including business rules, fact sheets and includes a copy of the PDF of today's presentation. Includes the flyer on technical assistance and a flight on the webinar series. If you missed some of the previous winners, there's various links in the flyer and you can watch them on demand.
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Let's jump into it. Starting out by a disclaimer. This presentation was created by F agent WA and Indiana D.O.T. and group solutions. The views and opinions expressed in this presentation are not those of FHWA or U.S. D.O.T. Not official policy of the U.S. D.O.T. by any stretch.
Today's presenters are David, from the FHWA resource Center out of Atlanta, Georgia. He will start us off followed by Romeo Garcia who is the other co-lead on the project and he's from the office of infrastructure in Washington, D.C. Vern from group solutions will talk about machine language, machine learning and also from Atlanta, Georgia. And then we have the managing director of Indiana D.O.T. that will go through their efforts in creating a formal business process Indiana D.O.T..
Today's agenda. Our objective is to learn what is advanced project bundling. What we mean by that. A structured formal process in an agency to determine projects early on. Followed by covering what this means. Advanced project. Then an overview of many categories of project bundling and use case studies. And a project bundling agency. Indiana deity will discuss the efforts to make bundling part of the business process. This project will talk at with Vern using framework and we will into the presentation by heightening some resources available to help you support your bundling efforts.
Having said all that, I will turn this over to David, co-lead.
Thanks, Dan. I just pulled my put myself on mute deal. I'm David. Thank you for joining us today. I can't tell you how much I have learned even as the lead of the project bundling initiative for EDC-5. One of the coolest things that has come out of this is this idea of using machine learning or artificial intelligence to assist with the selection of the bundles and I am excited for you to hear more about that. First, I want to just begin. We always like to start the webinar with a brief overview to make sure that we are clear on what is project bundling and what is different with the bundling we are promoting during every day versus bundling that has been around forever. People and states and agencies have always bundled projects. But what we want to tell you more about with everyday accounts five and resources we will share is how project bundling can be advanced and really be so much more than simply just bundling projects into a single contract, which is the essential definition. But it can be done in such a way that it can basically leverage other benefits such as alternative contracting. It can leverage the funding strategies. Innovation. Aim at particular types of work or project types for instance, safety hotspots. Pavement issues or ADA. It really is an incredible tool if it is done thoughtfully. I think we want to tell you more about how Indiana does that today.
That is the what of project bundling. We like to call it a strategic program delivery solution because more than just the one off, our hope is that bundling will become like when Indiana is doing. Which is considering bundling her in their early programming of their projects to make it more strategic. To address specific issues and to capitalize on economy of scale as you see in this slide. With that capitalizing on the bundling of projects, you are able to save costs. Lots of examples of significant cost savings. When projects that have a similar work type are done together, you can leverage not only construction but design expertise. It's kind of cascades back into the project delivery and the savings are beyond just construction. You can also save time because you can streamline activities. Again, not only construction but things like permitting or standardizing design or environmental clearances. Also saves resources because many of the agencies that do bundling are able to assign a group of projects, bundled projects to a lesser number of staff members who can manage those projects more efficiently. That is kind of a quick one. The what and the why and now I will hand it over to my cold worker Romeo and show you the ways of bundling is being done.
Thank you, David. Thank you for describing the what and the why of project bundling. I would now like to describe some bundling categories and use cases. This here is some project bundling categories and use cases. These are listed here mostly as an acknowledgment of what we have seen across the country. And what we describe in more detail in the following sites. The descriptive terms noted our terms we have come up with. Not official. While we are promoting advanced or optimized project bundling, all of these categories listed here of bundling can produce successful results. And you can see this here. I will go through each one of these.
Routine or traditional bundling has the following characteristics. This type of bundling generally follows informal processes and procedures. The use of everyday transportation funds. Another words, no specially designated program funds for this type of bundling. Examples are maintenance, rehabilitation type activities and safety type projects. And we have some case studies that demonstrate success in this type of bundling.
Next on the list is the initiative based or bundling that becomes incidental to and initiative or program. This type of bundling addresses special needs. Incidental to the availability of specially dedicated funds that need to be spent within a short timeframe. It usually has a start date and and and end date. Usually has a cap on the total funds available. The examples shown of different projects for bundling that have been used. So many in this case used for large numbers of bridges that needed to be replaced within a short timeframe. Also shown is the competitive highway bridge program that many states received an award.
Again, we have some case studies that demonstrates success in this type of bundling. So, next on the list is last-minute bundling. These are projects that are bundled as a last-minute decision or opportunity. For example, optionally tied projects available to contractors. This case, a contractor decides to bid a single or bundled projects. ER projects, for example. Task orders to bundle various damaged sites. And this type of bundling uses everyday transportation funds or ER funds. Of course examples are regional projects. I have a few examples. Oklahoma and Iowa used what they call optional tied projects. Again, we have some case studies that demonstrate success in this type of bundling.
The next on the list is catch all bundling. Serves as a one-stop shopping. Includes both horizontal and vertical construction. Examples are with agencies that have wide needs. They may use CMGC type contracting with a touch of J OC. And again we have case studies with demonstrated success with this type of bundling.
And last but not least, we have what we are calling advanced or optimized bundling. And with this type of bundling, the bundling is more strategic and begins early in the planning process. It has well established processes and procedures or business rules and these are all documented. It uses everyday transportation funds. Examples are Indiana and city of Oakwood, Georgia. And of course, this type of bundling has successful results. And it is actually what we are demoting in EDC-5. To conclude, all of these are categories that were mentioned and can all lead to some major success in bundling of projects. Now I will turn it over to Vern and Lewis who will collectively describe the Indiana approach to project bundling.
Thank you. Good afternoon. This is Vern from group solutions. I want to thank everybody for the opportunity to share some learning from Indiana D.O.T. and where these learnings are taking us. First I would like to quickly introduce group solutions and how we got here today. Since 1991, we have been working in providing consulting and facilitation services to a pretty diverse range of government and nongovernment leadership teams. We do a lot of leveraging of interactive technology like groupware and surveys. Engagement is a specialty of ours. Our work is included a lot of U.S. Corp. of engineers, U.S. Fish and wildlife, PDA work that has included public scoping, and each one of these groups has really faced the challenge of extracting insight from huge volumes of unstructured database.
We teamed up with a group of smart engineers to create software tales with machine learning and algorithms might be helpful in addressing some of these challenges. Through a happy set of? It is, Kevin and David at D.O.T. found out about of them and wanted to find more about introduce us to the team at Indiana D.O.T.. Indiana D.O.T. had some of the same challenges that they were looking at project bundling. And so we put some of these together. And I know you hear the term a lot but I don't think it's an exaggeration to say that has been accomplished is a game changer. We believe we really only scratched the surface of what is possible as we look at making the transition from project bundling with spreadsheets to harnessing some of machine learning algorithms to help us do that better. There's two subjects there and white paper from the learnings of this project and it's available for download on both of those if you'd like to look at that. I would like to quickly present a generic process that we use to use spreadsheets for machine learning at Indiana D.O.T. and talk about the how of this project. And Louis will talk about the specific details of though what that has been accomplished and future direction for his team. A high level process. It's replicable and transferable and scalable. It is exactly the same methodology that we have been using for a small proof of concept or a more enterprisewide deployment. Let's take a look.
The first thing that we needed to get into was documenting the decision-making process. Finding the key factors. The criteria and business rules for making decisions and the teams needed to be included in and their roles. We sat down and identified the key factors making the decisions. Criteria for the decisions, process steps for making them, and the people that needed to be included and their roles. One of the things that we learned in this process was that these complex decision making processes occur everywhere. But the rules hardly ever get written down and formalized. In this discovery process frequently revealed the unwritten rules and hidden assumptions and some of the inconsistencies go into how decisions get made. Everywhere.
The next step is looking at all of the potential data that was available in taking a look at what we wanted to put into the programming algorithms. Most of the data identified typically in dataform in digital format but in some cases, we had to come up with other criteria and feed that into the algorithms. In Indiana D.O.T. cases, we use the data best from their asset management program extensively in this. And relied on that. The range of all information needed and employing complex decisions, especially if time is not a fact there was something we talked about extensively. A deep dive trying to understand why the data was needed and how it supported and established decision-making criteria. The output from this step produced data maps that we use to teach the artificial intelligence how to make decisions.
Moving on, structuring the data for usability was the next step. Formatting it, converting it into digital formatting and standardizing it to remove inconsistencies is what followed. Structured data sources are necessary to make complex decisions and converting all of that to the format. There was some amount of cleanup necessary in the step of the process. Once we got that all, it was ready to be input into the artificial intelligence piece. The next step really involved in training the algorithms to deliver the same results that the Indiana subject matter team was able to do.
That process required a lot of back and forth with the experts at Indiana D.O.T. to replicate the same set of decisions and generating the same set of bundles that their expert team did. New ideas came out in that process. We learned how to make better decisions based on the initial patterns that we got paid one of the things that we found was that we really didn't want to actually get to 100% because some of the bundles they regenerate, they found out that they told us that the actual violated some of the rules that they said that they were using it for, making decisions and selecting bundles. And so, about 90% is where we felt we had accomplished pretty good level of AI. And ready to move forward at that point.
We then started validating and refining with the AI was generating. And getting additional input from staff. We refined the algorithms and got even better solutions out of that piece. And at that point, we started to see that some of the changes were adjustments both to the machine learning and to have the organization was tackling the issues.
The final piece was simple dashboard which created a look at the scenarios and refining the data. And take that out for expert review. We found some additional underlying assumptions inside that model, verified them and documented them and at that point, delivered a final report being integrated into their ongoing decision-making for projects and contracts. I would like to turn now over to Louis with Indiana D.O.T. specific findings and future direction.
Thanks. Good afternoon, everybody. I'm extremely excited about the AI stuff and machine running. But before we could walk and jog with machine learning, we had to roll over, crawl and stand up. Some of those challenges was trying to decide business rules and [Inaudible]. One of the key things that really help the agency and that we listen to them and that we heard what they said. And develop the process for developing business rules. And the wealth of business rules, we did two independent studies, Purdue NKM PG KPMG. Purdue really went in and proved to us that if you bundled projects and increase the materials, we could get major cost savings. KPMG helped us on listening to our friends and our coworkers and constriction in design. Contractor partners on what works best for them. What can we do and what doesn't work. We can tell you we still had some learning curves on machine learning and stuff. On some of the rules and tweaking them. If you cross that union line, it causes problems. Doing work on interstates versus non-interstates. Indiana divided into six regions. And people think the Great Wall of China -- that invisible line between Southeast region and north and central regions is worse than any Great Wall ever created. Trying to learn about that and break down those barriers. Extremely excited about -- I'm an engineer was several years of experience. What a machine can do, looking across years and districts, and looking across county lines. It is going to make our lives a whole lot easier.
First thing, like you said, we went out and interviewed contractors, consultants, our internal construction staff. Our internal design staff. And said hey, what works for you? What doesn't work for you? One of the things our contractors brought up is how far can they move material before it cools off. And the unions really came into play. We knew we had some union pockets but didn't realize how much that affected them and how much that affected our prices. One of the things, we interviewed our DPE firms and had some interesting lessons learned. Some love to do work on interstates and some hate to do work on interstates. Interstate and non-interstate works. Contractors challenges. Finding DPE firms. One of the things we have been really working on the last 18 months is corridors. The fact that the public, we have on public roads. One year we went in and did the pipes and the next year we did ridges. The third year we did the pavement. And then cutting the pipes and [Inaudible]. How does that affect it? If you combine although stopped into one, we would have gotten best better prices. Work types. Comparing work types. During bridge replacement and bridge overlay. Sometimes we have the same contactors and sometimes we didn't. Concrete was the last. Looking at the work types and that process.
One of the states we did over several years ago is we develop is looking at trying to do a quarter paid think this makes sense. We have bridges and 20 miles of pavement. Let's combine this and make this a great bodily project. We will save tons and tons of money. We put that job out on the street and we didn't just make bridge -- [Inaudible]. Easier work and faster with he didn't have to have major lane closures. We put on the street and didn't write the specs good enough. The contractors said let's close one side of the interstate and moved traffic over. And do one side and then do the other side. Instead of having 1000 or 2000 feet of temporary pavement for the bridgework, we ended up having 20 miles of work for the entire project. The cost of the project went up basically because contractors found an opportunity with a much safer project with him. Get in and get out type project did do but. More temporary work we did not plan on and pay attention to. Really paying attention to traffic MOT. Construction time. And like I said on DP, even the main contractors watching not to mix interstate and non-interstate projects together.
One of the things that both our staff and contractors staff told us is that if you start going beyond 15-20 miles, you are really causing more supervisors watching the job. And basically 25 or 30 miles, spending all the time driving between the two project sites. Not going too far apart. Something I highly recommend to do is talk to your contact as you develop business.
One other thing is the Great Wall of China between our districts. We could be doing 10 pipe replacements or in one district and half a mile on the other side of the magical district line, we could have another pipeline or another project. Sometimes our districts talk to each other but the majority of the time they didn't. Construction didn't want to say who would hand out management. Having seen them cross those lines and not pay attention to district lines made it a lot better projects and bundles. And the plant locations. If you are not going to have a temporary plant, where are the plants located in can they move the material between projects and not have issues.
And one of the other challenges a lot of times was over late well painting jobs. Pipeline projects. What is the capacity. We could put out 300 different bundles for pipeline but if you don't have the capacity, we will lose and have issues on that as well.
Here is some basic artwork type bundles to look at. One thing that we learned in the thing that's true is historic bridges. Usually those would be alone because during the design and construction process, the documentation and the challenges you have with historic bridges making sure to get all the permits and permissions and stuff. It's always a challenge and you never know how long it will take. Paint projects. We made the mistake where we had a great bundle with 10 paint projects and then we had one thin deck overlay right in the middle that. We got the paint projects and one minor overlay, we thought this would be a great bundle. The only catch with that is that in Indiana the pain the paint -- we had a lot of issues on managing.
Large covert, pipelining, three sided structures. Our bigger contractors could handle those. And lots of smaller rural areas, the big guys didn't play in as much. And large culverts had issues. Make sure you listen to the contractors. Listen to the issues they have.
And other road bundles. Watching MOT conflicts. How much patching? Concrete jobs. Making sure that you don't have conflicts. Timing and construction completion dates. Really listening making sure you give them enough time and give them enough time with the patching and enough time for the work. And for both goods bridges and roads having a lead contractor. That 20 mile Road job that you have 15 bridges and both almost 50% of the project. You got to watch making sure you have a trued true lead contractor. Making sure you have a true lead contractor to be responsible and maintain the projects delivery dates.
I told you about the successes. This is paving that we seen over the last year. I-74 job. Bridge rehab. We saved 18%. Resurfacing. And it was brought up that one of the things we are really working on is trying to set up bundles at the beginning. Get that work done. Get the bundles created before design starts. When we initially started bundles, we were at stage one or stage two of the plan. So kind of combine different working together and trying to line schedules, updating schedules, and combining the plants. We had a lot of this. One of the things we really have been working hard the last year and a half with machine learning is helping a lot too, is getting the bundles created in the planning stage as we select projects. That way we will have a date and one lead designer to design the work. We don't have to combine contracts. And move contracts and stuff like that.
One of the other challenges David and Romeo had, you have the Pennsylvania contract. Missouri and Kentucky huge contracts. One of the things in Indiana, we didn't handle 400 bridges or several hundred miles of road projects. We are doing 10-40 miles of road. Or 10 or 15 bridges. We keep all our contractors and designers have the, we also got major bids. We did a lot of I.T. work. If you do it bundle, the other challenges, is you can't have a DBE. We found the opposite. We have had very good success with DBE and using our DBE and major massive $69,000 job and 4% DB. It came in. We had that success. One want to emphasize that. Initial investment was a 2 million and we ended up saving nearly $4 million. 4 million is two or three more road jobs. Or maybe more bridge jobs that could be done. That's everything, really trying to get that cost saving in the project selection part of the program. If we see cost savings, we will bundle eight bridges. We believed we would get $2 million in savings off of that. Putting that money back into and selecting additional projects. We can do that in design or stage two or stage three design, most likely it is already too late. In Indiana, it takes three heaven four years to produce projects. If you have extra money one or two years before, then most likely will have that opportunity to put that additional work out on the street.
Key main factors that we really looked at. Economic of scale. Around Indianapolis, we could do bigger projects because we have bigger contracts. But over by Terre Haute for some of the rural Medisked, where we have smaller areas, we had to skip back. Concentrating on bundling six or seven years ago. We had a district that took bundling to the heart. They said we love bundling and we will bundle our program and be the leading bundling program district in the state of Indiana. And they took 85. The fiscal year and they created six bundles. They combined everything into six bundles. Out on the street they were so proud of themselves and excited at look what we have done. Before the ink dried, the contractors and the consultants were calling, what are you doing? You can't handle that big of projects. You can do that and that is kind of where some of the studies came back saying hey, you cannot combined those numbers into six projects. That is too big for this region. That's too big for this area. It will cause damage to all of our contractors and stuff like that. Watch what you do. Really make sure you have a number of theaters. And we have seen with the bundling beaters, increasing and sustaining the same number of projects. Understanding of how much contractors can handle.
Another thing, ADA ramps are going into a committee and replacing all the ramps including the sidewalks. And how you have success in that. Looking at the needs for a committee and getting good prices. Also, if you are going to do a 20 mile road project with 5-10 bridges, starting that in April or February or March or something like that, you will have less bidders because contractors are always filling up. And they have to get skills and that challenges them. Really pay attention and listen to the contractors and listen to the team in your state. When is the best time with the projects.
Hopefully, this isn't too much big key lessons learned. Don't mix interstate and non-interstate. Make sure you have a lead contractor. Make sure that lead contractor is used to managing other contractors. If you have deck overlay and painting jobs mixed in, people can manage. In the state of Indiana, many contract tours many contractors mix. Watch that. Definitely watch if the MOT adds up. If it doesn't add up, make sure you put in the road part where we ask Beck this. Where we expect this.
Talk to your contractors on plant locations in the number of plants and how they can move material.
It was taking us several weeks with meetings, paper, charts, maps and trying to figure out how do we bundle projects. Hopefully some phone calls to bundle projects. But using the AI machine learning, we are allowing -- we are reducing the days. This is the first year we have been able to do this. Machine learning. Even with COVID-19 and all that stuff, we reduced the work done two days selecting projects. One of the things we are really hoping to work on and build on is providing 3-4 years. Let's figure out what bundles over those years. If we have a project in 2025. And 2023, we should combine those into one project. Trying to find multiple years. Sounds easy to do but when you're looking at thousands of miles of roads and bridges, it is tough seeing it. Machine learning is a major way to save time and effort and not missing things. We save time finding additional projects. Were not going over what we thought our good ideas but also finding better once and improving our selection of projects.
The multi year review is one of the things we are really looking forward on trying to do. And working with local agencies and allowing bundles and also Sing if there any projects they can add to our contracts. So we can share some of the cost savings and stuff.
A white paper is on our website. Dan has uploaded some of our business rules and executive summary business rules. Feel free to reach out to myself, if you have any questions or comments. In Indiana we have been taking the savings from bundling and putting it back out on the street again without having to lose 2-3 years. One of our goals is to take advantage of savings and get more of these signs popping up in Indiana. Thank you for your time. Hopefully we helped answered some of your questions.
Thank you. Really appreciate your presentation. And Vern's presentation. Impressive. I encourage everyone to download that white paper and also take a look in the file share and download the Indiana business whispered there's a short version that is a three page description and a longer version laying out the details of the Indiana process. Very impressive. If anyone has any questions, enter them in the chat pod. There's one question I will get into in a minute. An upgrade and operator if people want to ask questions how they can do that.
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Thank you. Luis, the first question we have is for you. The project delivery method that you use. Are they all designed to build or have you used other delivery methods? And this is from Neil at Illinois deity.
Probably 95% of our bundles -- [Inaudible]. We have done a few major projects. The majority of the projects and definitely the ones I mentioned were all designed to build.
Good. I will add to that. If you look at the bridge unlink guidebook published with some case studies, they cover all different project methods. That's one thing we find that it works with every delivery method. Next question, from Tom. Another great question. Is anyone bundle projects across organizations. Like city bundling with the county or state.? Yes, I will answer that. We got some great case studies in the guidebook and all the case studies are being developed with one in Georgia where three cities got together. We know their estate and County bundling efforts. There are some good lessons learned from that. Yes, we have seen that. We would love to see more of that. I know you were working with local public agencies. Cost organizations.
Yes. That is one of the areas we are really working and trying to improve. We haven't had any success in projects yet because it is one of the things we are reaching out to our our PAs and AMPO's on how to buy projects. We built some stuff like on ADA projects. We haven't done any major bridge replacements or road projects yet.
I was just thinking of Nebraska as a great example of a state working with the county in a competitive program. And innovation to deliver projects. One of the innovations that they like and accepted is project bundling. Bundling bridge projects in placement projects in Nebraska. That is a great example. There is other examples out there. We are hoping to see more of that. More questions are being typed in. We have time for a few more questions. One came up. You listed a lot of factors. What is the big specter or the biggest rule in your bundling decisions. That depends, I mean, you mentioned District Court nation. Mentioned the geographic considerations and work types. Is there one that is most important in your mind?
I think a combination is the distance and making sure that we don't over drive the distance. And then truly looking up the work type and making sure we have the lead project. We messed up a couple of times where it is really close on who the lead project was. And we didn't get as many bidders on those projects just because some of the smaller contractors struggling finding partners to team up with. I just had larger contractors come in. It should have been a better success. That is one of the things we paid attention to.
It depends on your situation but I think every agency needs to look at that. We do have another question about section 4S. That's a great question. A lot of the focus is on the construction days but we have case examples where the inventor mile environmental projects. We have seen cases where they bundled the 4F with the actual construction projects D bundled and done in smaller bundles, for example. Keep in mind that you can bundle preliminary and environmental permitting or any phases for a project. Again, we had some case studies that support that. I think maybe one quick question for Vern, if you are still there. You talked about the data. Is there minimum necessary data ordeal data to take this machine learning? Is there a minimum requirement?
That's a great question. I don't think it is. I think what we outlined there would be equally applicable for really small scale deployment as well. I don't believe there is any floor on where we seek benefit from that. I think Luis experience has been the consistency of once we defined the business rules. We found out there was a lot of subjectivity in the pit I believe that would be applicable to small projects, as well.
So work with the data you have and build from it. Excellent. Thank you both. If anyone has any of the questions put them in the chat pod and we will get back to them privately. At this moment since we are running short on time I will turn this over to David to quickly cover some of the project bundling resources available to help your agency. David.
Thanks, Dan. We just wanted you to be aware that we have a contract that allows us to provide technical assistance. We have some resources that are located at the websites, case studies, and other information about bundling. Some of the technical assistance that we can provide to you or your different agencies, workshops, peer exchanges. Option for targeted technical assistance where we could do 40 hours -- what happened? Are you seeing that?
I am not sure how that happened.
There we go. Where we targeted technical assistance, if you would tell us what you would like done, we could provide 40 hours of consulted assistance to help you get either a project bundle started or work on the business rules. We can help you think about how to get a bundling program going. Of course we have these webinars where we can present to your group if you like. We can present to some County engineer meetings and so forth across the country and virtually hopefully in the person. A number of resources we have. The final there is we have basically what we would call a quick start reference. That's coming out in about a month or two. Where it will break down some of the how to in a little more detail.
There are some funding opportunities from federal highway that you are likely to move. Accelerate innovation deployment grants. The information is that those links. And then we invite you to tag into the every day accounts newsletter if you like, we are often mentioned in there as well as other innovations you might find interesting for your agency. With that, Dan, I hand it back to you.
Thank you, David. A lot of great resources available I will and by this webinar series is the fifth one in the series. On the screen is the link to the other ones. We download the flyer that's in the file share download pod. Those legs are all included on that and you could watch any one of those on demand or at your leisure. And we have the next webinar on February 17. Focusing on hurdles or obstacles and how they have been overcome with project bundling. With that, I want to thank Romeo, David, Vern and Louis for their time and their presentation was awesome. I appreciate it and this is pretty exciting to learn about machine learning and how to create business rules using machine learning to advance project bundling initiatives in your agencies. With that, I'm going to conclude the webinar. I will pull back up the poll question so if anybody like to respond that didn't have a chance or wants to change their mind on what they heard, please go ahead and complete the poll. Otherwise, everyone have a great evening and thank you for participating.
With that, that concludes today's call. Thank you for your participation. You may now disconnect.
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