Sue Datta: Okay. Thank you. Can everyone hear me? I wanted to say thank you for having us. We are very excited to be a part of the R10 5DPM process and we had 2 megaprojects in Michigan that we applied the process to. I am the project manager for the I-75 project and I'm going to focus in that in the last few slides. My colleague Terry Stepanski manages the I-94 project and I will try to go through his as well. And hopefully we can answer questions and you'll find this helpful. So I-75 within the state of Michigan is a freeway that was constructed in the sixties and did not have any major upgrades. It goes from about Florida to the UP and it has both within Oakland County which is the project limits is both a depressed and at grade freeway section. So it has a lot of different milestones there. It's currently a six lane facility, three lanes in each direction and like I said one is the-- the northern part is more at grade. And the southern part is depressed. It covers eighteen miles within this county with eleven interchanges going through six communities. We have one freeway to freeway interchange although it is not included in the improvement of the megaproject. We have 51 structures and we're going to replace them all. It is a large scope of a project that's been going on for a long time. As you can see, we started out at a bigger scope doing the whole county and then we kind of stepped back. We had a partnership with our NPO to study it and then we jumped into NEPA. And after NEPA we had a little time period where we kind of refined it a little bit with an engineering report. And then we stepped back, again, and kind of looked at maybe there is some innovation out there that we could apply, and then continued on with our community esthetics which we started during NEPA. The scope of work for this eighteen mile project includes reconstructing the three lanes and adding on additional lane as a peak hour HOV lane only. We are going to reconstruct a fairly large interchange at square lake and at fourteen and twelve mile as well as separate some ramp movements near the I-696 interchange that I mentioned before that is not a part of the project but the service drive area is. We're going to upgrade all of the freeway geometrics. Like I said, this has not been a major improvement since it was constructed in the sixties. We're going to replace all of the bridges, reconstruct the service drive, improve the drainage. We're going to add carpool lots, upgrade the ITS. The total cost for the project about a 15, 16-year process is about $1.3 billion and this is an all-encompassing cost. Due to the funding limitations that we had because we had this megaproject and we actually have two other megaprojects in the Michigan metro Detroit area, we had to find a way to fund it. So we broke up this project into eight construction segments. And the first two construction segments don't line in succession. One is 2016 which is at the north end and one is at 2018 which is more near the 696 interchange and the rest of them fall into succession. The reason we did it that way is the two segments-- once you construct them you would see a real improvement in operations and crashes. So the schedule right now is we have submitted our ISP to federal highway, our updated access justification report. And we had a request for qualifications posted two weeks ago. We received the SOQs and we're going to be meeting next week and scoring them and hopefully have an RFP out towards the end of the year. The quarter schedule, like I said, was broken up into eight segments. So we started in '16 and every even year we have a construction segment going on up until 2030. Now the odd years in between there in '17, '19. '21, et cetera, will be allocated to the other megaproject which is I-94 in Detroit. So concurrently we're going to be able to construct both projects. As I said the current status is we've submitted our re-evaluation and our IFP and our IHAR and they are with Federal Highway now. The PMP actually applying the five DPM approach was recently approved and we are looking to just finish getting the endorsement page, the signatures on that. That's a harder thing to try go get everyone's signature together. And with this project we are right now finishing the design-build books and the 30 percent plan. And as I stated we're going to have the RPF probably late this year with an award in spring/summer next year. So we've been through this process with the R10 workshops since 2013 for both projects. And we were able to through the help of the consultants and Carlos and everyone try to figure out how we could do this because this was new to us although some of the things that we found that is we were thinking of some of the items but we just did not know how to translate them. So the R10 process allowed us and gave us the outline to do that. So we were able to kind of look at what the key development points were and we also looked at the plan as it was laid out. And one of our biggest issues, of course, was the financing because the cost of both projects was in the billions of dollars. So we got a lot of good information when we did the workshops that started on it and it helped us focus really our-- we might have always been on the cost scope and schedule, but we didn't really have a name for the context portion. We knew about financing but we might not have always included it in the discussion. So financing and context were the two pieces that were really integral for us to develop these PMPs and started thinking about how to plan them out more. So that as well as risk management which was the thing that we were able to use. So with the early financing part we were able to sit down with our financial people and they were able to put down both projects and balance the budgets to see how they all worked together. One of the more challenging items with the R10 and with trying to do the context and the financing is sometimes it was hard to apply or understand to a smaller average sized project. We haven't fully vetted it but when we started doing that, you know, megaprojects are unique because they have so many aspects to them and some of these things are major concerns. So with the smaller project financing might not be as big of a concern and context may not because what we did find out during the process is context sometimes within these projects feed off each other and then they get tie barred together. So they kind of become each other's issues. What we did find is going through the complexity mapping with the project teams became very useful. We're finally able to visualize what we were thinking and knowing but we got to see it. And then we had like more of a map and how to address it. And we did it a few times during the process with the team so that really helped us focus in on what we had to do and how we had to do it. Now, I'm getting to the I-94 slides which are my colleague Terry's and I'm sure he's on and I don't know if I'm going to do them justice or not. But from my understanding for the I-94 project they did have a lot of contextual issues, maybe more so than my project because the city of Detroit was moving towards multimodal and so is the constituency. And it had been going for a lot longer probably than fifteen years. So there were a lot of people out there wanting to be involved and wanting to turnover and hear more about it. So one of the things Terry did was he developed a strategic plan to deal with the context and they had a 90 percent success rating on their public engagement process. And I believe this used their plan that they developed and put in their PMP and it continues to today and they are still ongoing. They'd had many tools to engage the public. They've had stakeholder meetings in addition to public meetings. They've done surveys. They do newsletters. They have media roundtable discussions. So their project, their action plan seems to help. And it looks like they're getting a really high success rate. The groups they have Facebook subscribers and they have next steps. They're thinking ahead and they're listening to what people say and they're developing it even further. And they have some opportunity to do that right now. And I guess that will change however it needs to change and be reflected in the PMP as time goes on. So that's all I had.
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