 Hunt state hunt point interstate access improvement program.

 Okay. You can see everything. All right. So let's talk a little bit about what the where the
project is.
 We'll talk about what the project is. We'll talk about how we were able to win the project
based on some design improvements.
 And we'll talk a little bit about the construction operations that are going on, probably a little
bit for what you'll see in a couple of weeks.
 So everybody knows where we are, right? Columbia University I'd like to start very basic.
 Make sure everybody's on the same page. So not far away from here, uh, is the South Bronx.
 And if I go to the if I go to the screen, can you still see me online? Yes.
 Okay. Okay. So this peninsula right here is the Hunts Point.
 It is the highest point Peninsula. I'm going to tell you a little bit about why it's important.
 You might want to pay attention because I understand you have a final exam coming up and
some of these questions might appear.
 So Pro tip, Hunts Point, your state, uh, Hunts Point Peninsula is important wise.
 Anybody know food markets. Excellent.
 Yes. Something like 80% of the produce for New York City comes through the Hunts Point
Market.
 Um, post nine over 11, the Fulton Street Fish Market was also moved there.
 So. No access to Hunts Point Peninsula, and New York is having problems up until this
program, and it's a three project program.
 We're going to talk about the third project, which is what we're executing right now.
 Up until this project, um, there was no direct access for tractor trailers to the market.
 So this program and like I said, the three project program, explain that a minute.
 Uh, provides all that access. So if you were to go online, do the Google search and get the
satellite view is nothing.
 But it looks it looks like an Amazon warehouse before Amazon warehouses.
 Everything is just tractor trailers and tractor trailer tractor trailers. So this is the corridor.
 So if I back up a little bit, you can see if you're heading north on 278,
 you come over the Triborough Bridge and off the end of Cambridge, you hang right up the
Bruckner Expressway.
 And so it's this whole area is the entire program.
 So this is what it looks like. Um, this this is the, uh, different breakout of the contract.
 So in purple over here, that's Hunt's point. Interstate access one.
 So you can see there was they added a direct connection over from Edgewater uh, to the
shared going north.
 And also, um, coming off the off the Bruckner uh, in green is basically a giant decking project
for the viaduct.
 You'll see some pictures in a little while. Um, but it also added ramps on and off ramps at
Liggett Avenue to give direct access.
 And so our project I'm going to talk about right here is a $500 million project from burrito to,
um, to the Sheridan.
 So this is what it currently.
 This is what it looked like prior to our project.
 So what you see here are two lanes going down the middle and making essentially a 25 mile
an hour right hand turn.
 So that's an interstate expressway with a 25 mile right hand turn, two lanes.
 And the reason it does that, um, does anybody know who Robert Moses was?
 Okay. So Robert Moses envisioned that the shirt and would be the primary route heading
north.
 And in fact, if you look at, uh, Google Earth picture, you can see piers that were built in the
water of, uh,
 the Bronx River that were supposed to carry a ramp to connect the Sheridan to the Cross
Bronx Expressway that was never constructed.
 So, in fact, the Shirt and Expressway has since been decommissioned to a boulevard.
 And the primary traffic is on the Bruckner. So our project that we're going to talk about
Redux, a lot of this, um,
 from Burrito North actually lower some of the existing steel so we can come down to grade
sooner.
 It provides three lanes of traffic, increases the speed from 25 miles an hour to 35 miles an
hour.
 We'd like to have 60, of course, 65 and on an expressway.
 But it's a very constrained site. And it takes, uh, it eliminates this ramp right here and makes
all of the all of the ramps,
 right hand entrances and exits, which they are current, some of them prior to the Jarvis or left
hand.
 So a lot of safety improvements, a lot of great improvements.
 You'll see that there's, uh, a new, new parking lot installed because, uh, right here there will
be a new,
 um, train station as part of the Penn Station Access program for Metro North.
 So increasing public transit and access to transit for an underserved community.
 Uh, there's additional parking that we're creating 20 EV parking spaces, 24,
 um, and all sorts of bike lanes and other embellishments for the, uh, yeah.
 Um, obviously. Sorry.
 There's some. Okay, so just to zoom in a little bit.
 Perfect. Just to zoom in a little bit. You know, the the you can see there's everything in sort of
beige is new structure.
 Everything in light blue is essentially rejecting.
 Dark blue gets lowered. So you'll see I'll show you some pictures before we took the existing
steel and lowered it down so we could get down to grade,
 because our abutment used to be right about here, and we moved it there.
 So you can get down lower, have a little more real estate to make that turn.
 Uh, on the room. This is our team.
 Not really important for today's, uh, exercise,
 but I do want to point out those are all circled in gray because this project has, um, federal
funding,
 which means there is a requirement to include disadvantaged business enterprises to
encourage,
 uh, startups from, uh, minority owned, uh, women owned and other, uh, diverse groups.
 So all of these projects include a requirement to, um, to share the wealth, so to speak, and to
help build new business opportunities.
 Okay, so some of these are on the design side. Some of these are the construction side.
 Uh, it's a major effort across the US, particularly here in this area.
 We might see requirements of up to 36%, uh, requirement to be handed off to service
disabled veterans,
 minority owned businesses, women owned businesses. So this is 60%, 36% of 36.
 So it's a very significant effort. And it's something you need a plan for before long for you in
the job.
 Okay. I'm not going to. I've got a lot of slides that I could spend a lot of time reading.
 I'm not going to do that or I do want to focus on. Is that included in the RFP, the request for
proposals from the owner.
 They will state their goals. Okay. So improve access.
 That makes perfect sense right. Maximize the impact of the public investment.
 So it's tax dollars going into these projects. They want to get the most out for it.
 Um coordinate with other owners. Ensure the project is compliant, provide best value to the
department.
 You know, those types of things. Um, how do you quantify the impact of public investment
dollars?
 So, um, this happens to be a New York State D.O.T., uh, procurement.
 So they have a relatively transparent, um, evaluation for the different proposers.
 So 50% of your score is getting the lowest dollar value, right?
 So the RFP goes out. So these are the things we want to accomplish.
 We come out and say, okay, we looked at your conceptual plan.
 I'll show you some of the improvements we made. I'm not going to spend all day going
through them, although we can talk about it for a long time.
 Um, in fact, I won't even get into it here. There was a 1300 foot temporary bridge as part of
the original plan.
 We got rid of it. Very expensive to build things. Temporary.
 So why do that? Um, so. Dollars are very easy to count.
 Whenever we come up with an improvement, we'll say, you know, listen, not only are we
saving X millions of dollars.
 We're eliminating 150 trucks that are going to be clogging the streets.
 It's going to be creating emissions. You know, there are all these other, uh, harder to quantify
benefits, but they are true.
 You know, you said we had to demolish this beer. We're going to keep this pier.
 So there's a sustainability benefit. There's also.
 Scope to build into that. So for example, for example,
 we flipped the highway and we created a whole bunch of space underneath the highway
right adjacent to a new train station is being built.
 Seth pointed out to, we're putting a parking lot in there with EV chargers.
 The there's massive improvements on all the intersections for safety bike bike paths.
 So some of that stuff, you know, while the opportunities there you fix what's there too.
 There's been utilities, sewer and water upgrades that the that the state expected out of that
while they were in there.
 Because if you were there, you might as well fix what's what's in there.
 We moved the abutments so we added more parking space. So that's that's a benefit to the
community.
 But it's there. Like you have to balance like added value or a good price or are you always.
 Well, um. You want to win for sure. And a 50% is price.
 A lot of it goes there, but you still have to meet the requirements. Um, but there are technical
scores, so sometimes.
 So we move the abutment, we said okay. You know, our our spans are going to get five feet
longer.
 Are we really going to see that in the price of steel a little bit. But what is the the non
tangible benefit of adding parking spaces.
 97 and 36%. That's actually a very big part of your life.
 Yes it is. And, um, when you are, outsourcing is the major risk.
 And uh, uh, so yes, it does seem the risk because 36%, we don't even get profit to
compensate if something was wrong in that project.
 That's your plan. So. That's Kalyani, by the way.
 Um. Excellent questions. So, uh.
 And some of the answers are different for design versus construction. So you want to.
 You know, we're not going to technically. Probably. We're not going to sub out the core
work.
 Um, we'll do a bunch of things. We might bring in drafters from a sub consultant.
 We'll look at scope that is not on the critical path because maybe they can deliver.
 But at a, you know, maybe not as fast. So we'll look at, um, and I don't point out some of the
work that we had some, some of the DV subs do.
 Um, we'll, you know, we try to know the subs very well before we give them work.
 You know, sometimes that's not easy. I got a job with 49 sub consultants.
 And so there's a cost to us. There's a risk to us. Some of them underperformed.
 Right. And so you do your best. Sometimes you win.
 Sometimes it's it's it's important to relate risk to expectations and understanding of of what
you're expecting out of them.
 So even on the construction side the, the the contractor I saw before, they were very good at
and heavy civil the structures and stuff like that.
 They know they can deliver. They know they can push their people. Some of the street
features, some of the curves and sidewalks, stuff like that,
 that stuff that they know that is a lower risk to the overall project success.
 So that stuff that they may they'll look to sub out to those. You know, that side where it's not
going to the risk is is related to the opportunities.
 When we get up, you can ask us the same questions we have. So.
 Let's see. And then you go on there. So this is actually a slide from our presentation to the
dot.
 We had a number of these I want to share with you. So basically the owner gave us a
problem.
 Maximize the benefit. Okay. So that's the issue.
 So we like to show them the issues that we that we now understand are features of how
we're going to approach them.
 The benefit to the author, to the authority or the owner and our proof statement.
 So these are the features issues features.
 Okay. So we are increasing the number of lanes when cruising speed limits right hand
movements.
 How do we do that. We well we could get through it.
 We will talk about realigning the peer. Um, here we talked about fewer deliveries, fewer
congestion, less time on site.
 We eliminated a pick line, with the pick line being the number number of lines of girders.
 So it's less real estate for laydown areas, less footprint.
 We need for cranes. They'll be on site for shorter amount of time, which also improves the
schedule.
 Which is scoring value. Okay. Okay.
 So tell you a little bit more about the project. So these are the main components we want to
pay attention to this slide.
 Uh replacing the deck of the Bruckner Expressway. We talked about that complete the
structure replacement.
 We talked about that. Those were the light blue and the dark blue pictures.
 Good for you for taking a picture. I think I can give you a PDF later on, but that's cool.
 Go for it. Uh, converting the ramps to the right hand line lane.
 So these were all the main components of the scope. So here's the parking right.
 Facility increase in speed. We talked about that number of lanes reconstructing a pedestrian
bridge.
 So that happened to be off the critical path relatively simple and straightforward.
 The contract one had a sub consultant that I happen to know very well because he used to
work for me.
 That did the first half of that project. So clearly I'm going to go back to that same sub.
 There's almost no risk because if the pier that you built in contract one can accommodate the
pier,
 the person is going to throw in fear in contract two.
 Don't come complaining to me. Right. Um, landscaping, water, main sewer line, bunch of
utilities.
 So this is what it looks like, uh, after we're done. So from an orientation perspective, this is
Delval Square.
 This is a subway stop. When we do go to the site tour, that's probably where you'll get off.
 And you'll see this repeated in just a moment, because there's an ongoing construction
project there from a different owner, New York City DDC.
 Um, well, we'll get to that in a second.
 Public schools. So we talk about stakeholders, right. So if you're going to work, you're going
to work.
 There's a song I'm sure you've all heard New York, New York. If you can make it there, you
make it anywhere.
 If you can figure out how to build in New York City, as congested as it is, you can build things
pretty much anywhere.
 So we're right up against this is the new pedestrian walkway, uh, pedestrian bridge.
 Literally this far from the school.
 Okay, so now we've got to coordinate when we're going to take that bridge out of service,
because that is the commute for students walking to school.
 We've got to respect their sidewalk. We'll show you about some, uh, undisclosed utilities and
how we address that.
 Um, so here we are.
 This is westbound. You can see now we're up to three lanes. You can see these are right hand
right hand lanes each direction.
 This is what it looks like. So back behind me is the Sheridan. This is heading south towards,
uh towards Queens and Manhattan.
 So you can see, um, the pedestrian bridge there.
 And you can see this is that now 35 mile an hour turn. So I'm just going to, uh, point your
attention to pier seven eight.
 You don't need to remember the number that will be on your final,
 but the fact that that is a line and you're looking at it straight on is something we're going to
talk about,
 because that's one of the changes we made. Seems pretty simple and straightforward on
paper.
 Um, and I'll get into I'll get into why it was important for us later and some of the, some of
the issues that it saved us.
 We mentioned moving the abutment, so that allowed us to add more parking spaces.
 But you can see we've got EV parking. You know, this is it's a whole presentation in amongst
in some of itself.
 But um, the state added a requirement or included in the RFP requirement for EV charging,
uh, 20 level twos and four level threes.
 Right?
 Um, never bothered or overlooked or I can't speak for them as to why, but the there is no
insufficient power to charge the level three chargers.
 So that became a big, significant coordination with Con Edison to bring in additional power
feeds, build a substation, etc.
 So change requirements, managing change orders.
 A big part of this project. Uh, talked about.
 There's work ongoing in Delaval Square. There's also work ongoing at 75.
 And we talked about, um, are you familiar with the Penn Station access project?
 So East side access with these two gentlemen single handedly dug all those tunnels, um, that
brought Long Island Railroad to Grand Central.
 So Penn Station access will bring a metro north to, um.
 Great. The time from Penn Station. That's what's called station access, right?
 So as part of that, they're building four stations, one of which is is really in the shadow of our
project.
 And so there's there's project coordination between, um, different contractors, different
owners, lots of complexities, staging, timing, real estate.
 Who's putting the cranes where, who's going to take control of what, what,
 what walls, etc., etc. and all that of course happens with a hard dollar bid, right?
 So you go into these jobs thinking, you know, the whole scope, but maybe you don't.
 And how do you manage those changes? Again, another slide from our presentation to the
state.
 We had 5 or 6 of these. Um, Kalyani already mentioned risk.
 Thank you very much. So we have a risk register for both us on the design side and also the
contractor.
 So risk mitigation being a critical portion of construction and contract management and
construction management.
 Identifying your risks up front. So this was when did we bid this?
 We bid this the beginning of 2023. So material prices were everywhere.
 Supply chains were still an issue. Still an issue now. But their big issue back then.
 So material availability price volatility actually lobbied the state to put in escalation clauses
for steel and diesel, for diesel fuels, etc.
 Um, so. You don't need to memorize the words at all by any means, but the fact that you're
developing a risk register and exhaustive risk register,
 having mitigation measures for it and monitoring it throughout the progression of the
project.
 Access. Is it true?
 Um. So our work is adjacent to the school, but not really affecting access to the school as far
as the market.
 Remember, we're talking about the third of three projects,
 and the first project drastically improved the access because there became direct access to
and from the Sheridan.
 Uh, the second project further improved access because there were new ramps built at
Leggett Avenue.
 So it's kind of a straight shot down the main highway.
 So by the time we got to this third project, access was already drastically improved to the
market.
 Okay. So now we're really providing connectivity between project one and project two.
 If you go back a slide there with the, uh, with the school.
 So right over there, if you look at where the pedestrian bridges so that borders the school
property.
 So key to any of these projects is, is is stakeholder coordination.
 So a lot of credit to the contractor and some of their folks because essentially
 there's that there's a the school yard is right next to that that switchback.
 So they had to they were working with them. And actually some of the school children will
sometimes use that bridge.
 We just took that bridge out and we took it out till and we with a commitment that they we
would have it open for next school year.
 So there's there's a lot of now if we don't if they don't have good relationships with them,
that can really turn the job in a different direction.
 So there's there's a lot of working with them, making sure they know when work is coming
and making sure it's noise is is mitigated at certain times.
 There's a lot. And the busses all come out onto Bruckner from there.
 So there's a lot of coordination with these stakeholders.
 And that's a great example of of making sure you understand it goes into your risk making
sure you understand your stakeholders.
 You know, when you have to plan for certain things, that goes into your schedule and
production rates and stuff.
 Putting your head on the line. The. So were there any problems or were there any like,
nations?
 Uh, do you have to place a lot of water? I'm sorry.
 Water level? Yes. Um, so that's actually something we track as a risk.
 When we're working on the design, we will generally pick our foundations to be at least
cognizant of that as a potential issue.
 Um, so you'll see that we avoided, um, spread foundation, spread footings.
 And so all of our foundations essentially are, uh, deep foundations.
 So micropython ready to rock, drill staff to rock.
 Okay. Okay.
 Design solutions. Don't need to get in.
 I'm not going to go into too much detail on these, but ways to mitigate risk, reduce costs.
 We'll go into a few of those. So um, on the the one of the ramps, the northbound ramp, a
portion, the first half of it was, uh,
 designed by the I think you probably all know how these are, these design build RFP goes,
right.
 There's usually a conceptual design, 30% design that's provided with the RFP.
 So that's 30% design. The bridging documents had five lines.
 We looked at that and said, oh, it's not very efficient. We can knock out a girder line, go
down to four okay.
 So that's what that's I mean we always think about okay, that's everything that's less in the
field right.
 It's less deliveries. It's less crane picks. It's less built up. It's less um formwork for the for the
deck because you've got a few rigger lines,
 but it also saves in schedule because you're not preparing shop drawings,
 you're not preparing design drawings, you're not getting approval for all that.
 And so that is a risk mitigate. It's a cost savings measure.
 But it's also a risk mitigation measure okay. Um, pure state.
 That's the one that I said was skewed sort of right. When we're looking at it in the rendering.
 I'm going to show you later how that came in the, um, in the proposal.
 So the pure cap was up at the girders and the pier.
 The girders went right through. The pure cap is what we call an interval pure.
 We've got a diagram of it. And when I get to the room, it allowed us to eliminate by by
changing the construct, the configuration of the pier.
 It became a very simple to build using standard, um, standard methods that really looked like
all the other piers,
 which is simpler to design, but also much simpler to construct because you'll see we've got
some drone videos we can show you.
 We've got some pictures.
 The site we would have had to hold those girders up with temporary shoring towers, which
sounds fine, but there's just literally no place to put them.
 So now you've got you would have had.
 It avoids avoiding those skewing the pier avoids the temporary shoring towers which avoids
a traffic problem because there's you'll see.
 Well you saw it in that rendering. Those roadways go right around that pier.
 That's. Sorry.
 Oh. Uh, I think.
 Got it. Okay. I'm sorry. So just graphically, uh, the indicative design came with one, two, three,
4 or 5 girder lines.
 We simplified that to four. So if you look at the splices, there's a splice of one, two, three,
four, five.
 Crane picks were eliminated. Might not sound like much, but how do we get an eight two for
if if everything was lined up?
 Especially when you're crossing over the expressway because you only get a certain outage
to set the crane up,
 get position, bring the stuff in and all the bracing members get eliminated.
 So probably saves two weeks in the field. And by the way.
 I want to make sure I say this right from hook ups of the diaphragm bolt ups. Never in our
risk register.
 Did we anticipate a flare up in, say, this is an ill as I can, a flare up in tensions in the Middle
East that diverted.
 Okay, that diverted, um, all the NYPD forces to sensitive targets here in the city.
 Those were the NYPD forces that were supposed to escort the girder deliveries through the
city.
 So there's no way you can plan for that. You can't anticipate that happening.
 And why would something in the Middle East affect our construction schedule? These are the
things you don't.
 That's why construction is so interesting, right? It's fun. You have to address all these things.
 Okay, so here's that pier snake. So the indicative design had the girders going right through
the pier gaps.
 How do you build that? Right. You've got to first put the girders up. You got to put
temporary towers underneath it.
 Cast the cast the pier all the way around. It probably won't look like that.
 It'll probably be deeper so it doesn't crack all the heck.
 Um, and so we said, well, why don't we just rotate the whole thing so it's not sticking out
over the roadway?
 It was done that done like this for that under clearance.
 We said, we'll just skew it and we'll we'll put the median around it and then it becomes just a
pretty standard pier cap.
 But it also eliminates all the complication of temporary shoring towers and complexity and
etc., etc.
 So I know it doesn't look very exciting. And from having a field like that to having people like
that, but it saves a lot.
 Um, simplify and to summarize.
 So on the ramp s n okay. Sheridan, that's where the name comes from.
 Um, so I was reducing those girder lines.
 So it reduces fabrication costs fewer sawing towers, nine fewer crane picks uh, reduces future
inspection and maintenance.
 So we talked about, you know, what is the best value to the to to the owner.
 Every square foot of steel out there needs to be inspected if you have fewer square feet of
steel,
 especially if that inspection is going to be over a boulevard, that then needs to be shut down
at night.
 Having less to inspect is a good thing, right? Uh, eliminates a number of bearings.
 Bearings are a, um, critical schedule item to procure those bearings.
 Okay. Design bill is always interesting because we design a bridge from the top down by the
contractor, builds from the bottom up.
 So the schedules crisscross and bearings are usually where it hits the fan.
 Okay. Foundation. So, Sean, did you mention this?
 Sorry, I don't remember. So in any event, there's a subway tunnel right next to our project.
 Okay. And so we had to put, um, we spent a lot of time talking about ramp s, and now we're
going to talk about ramp s if s Initiative north.
 Does anyone want to guess what's s is Sharon.
 So thank you very much. All right. So, um.
 Oh. So the RFP requires zero additional load put onto that tunnel.
 And because it's 100 plus years old and they don't want to even consider damaging it by
putting any additional load into it.
 Right. So when when the wind blows this way, the piers lean this way.
 And that pushes a tiny little bit of soil here. And you probably don't see anything past this,
but they want to say zero.
 So to mitigate that risk completely and avoid getting into a do loop of trying to prove the
analysis.
 We came up with a, um, a robust foundation being a drilled shaft.
 And we'll show you some pictures of that construction later. This red line right here is what
they call the influence line.
 So that's what New York City Transit considers to be the influence line, where load could be
transferred to the to the tunnel.
 And so we added this color right here. And it's a pretty simple solution to an otherwise
complex problem.
 We call it an isolation casing. So in order to build a drill shaft you take a steel pipe, you put it
in the ground.
 There's various means to do that. You auger out all the soil, your core, into the rock.
 You put a rebar cage and you fill it up with concrete. That's called a drill shaft.
 So we did all of that inside a larger ring.
 So that creates an annual surveyor. And so that column can move back and forth as it needs
to without transmitting a load through that air.
 Okay. Nobody wants air. We filled it up with cushion sand. But really the isolation ring is the
important innovation there.
 So we were intending on filling up a cushion sand.
 And then there was a debate over whether or not cushion sand could could transfer load.
 So the agreement was it's a void.
 And then we're just putting a gasket on top of it. So while you're waiting for the shot.
 Uh, how did you prevent transferring? Uh, no other stresses, you know.
 What was your. While we're like, so.
 Yeah. Yeah. Yeah. So this is again a third party or another stakeholder.
 There's a lot of coordination. We can't touch anything in that area without transit saying it's
okay.
 And they and the beauty and the and the fun and the and sometimes the craziness of the city
is all of these agencies are decentralized,
 so they have a lot of their own powers. So we have to make sure that they are okay with that
before we come near their tunnel.
 Rightly so, because they have to maintain. How many people do we move around New York
City?
 This can't be an issue. So, um, there were certain requirements on, on the, um, drilling
methods.
 So part of the things with the isolation casings was, was, um, they couldn't use certain
percussion methods as they,
 as they drill down through certain material when they hit bedrock. Um, the contractor
actually came out after we got the design approved.
 You see that? You see, that color essentially just goes just below the influence line.
 That was our method to essentially show essentially say that's our isolation.
 And then below that we're transferring load. We're utilizing that. Because the inverse issue
with this isolation casing sounds like a great solution.
 But now instead of the, you know, you think about a column, being a column like that is
essentially a cantilever just turned vertical, right?
 So anyone who does, anyone who knows physics, the longer the cantilever the bigger the
moment.
 Right. So now you take this isolation casing so that you're no longer transferring a load to
the tunnel.
 But now you've also you've also amplified your, your moments there, which, which drives
load which drives size.
 And you're really fighting against you're fighting one thing against another.
 So what the contractor came back through though is their concern was as they were drilling
their solution casing,
 if they had a fluff essentially material fluff up into it.
 What do you do then? Like like how do you. Sure everybody. It's okay.
 So what they did is they said, okay, you know what, we're just going to take the isolation
casing.
 We're going to carry that down essentially to the top of rock, and then put the second casing
in and then grout up to that influence line.
 So you're still transferring the load below it.
 Theoretically. Um, but you mitigate it.
 They mitigated the risks that they didn't have because what would you do in the middle of
construction?
 You're there's it's a neighborhood you really can't stop.
 So that was there essentially insurance. And if I answered your question or one on a tangent,
but it was there's a lot of coordination there.
 One more question though, that you mention it's a category one and you would be basically
sort of singles.
 Did it impact on your. Well, that's this was our design for the for the proposals that was built
into our gospel.
 If you're taking notes, I recommend you write down the words isolation casing.
 If you don't do good on your final, it won't be because of me. Okay.
 Um, an additional optimization we made, and it seems pretty simple, but it's very
straightforward.
 So we talked about those columns. I didn't call them switchbacks, but the switchbacks that
lead up to the pedestrian bridge.
 So they were designed in the RFP and the conceptual design as um, as.
 You know, a couple steel stringers in a deck. So basically bridges going back and forth.
 We converted that very simply to cast in place, retaining walls filled with sand.
 So it became a slab on grade. Much simpler. So again, less steel fabrication.
 Contractor is very happy, um, doing precast, uh, cast in place walls.
 And this is right next to the, uh, right next to the school and the train and the train that was
on the other side.
 We're going to get back to this red line now.
 Right now. So a little bit counterintuitive.
 Normally when we try to optimize, we finish. It's an exercise in subtraction.
 We think right. We talked about getting rid of girl lines. We talked about getting rid of, um,
Sean Combs, Sean Towers on Biopiracy.
 We looked at one of these piers,
 and the conceptual design had such a long span from here to here that we actually found it
more economical to add up here.
 So a lot less rebar inside of the pier cap.
 I think we ended up the pier cap itself, which helps with our under clearance, which was an
issue some places, um, but a little counterintuitive.
 So if you're looking for innovation, sometimes you got to look under rocks you wouldn't
normally flip over.
 All right. Foundations in general. So we talked a lot about the isolation casing over here.
 Right. Um, on this side, this is a retaining wall that goes down into the cut for Amtrak.
 Okay. So just like they had a no load requirement on the tunnel, they had a no load
requirement on this pier.
 Uh, sorry. This wall. So again we've got columns here this have cut off in this view.
 But it happens to be a two column bent. So it's a little better. You don't have the cantilever.
 We're going back and forth but you still have deflections. So how do we prove that there's
going to be no load transferred from here to here.
 Rather than go down that rabbit hole, we chose to first remove load from here,
 take out the existing soil and put lightweight soil back so that there was no net increase.
 Okay. Makes sense. That's not.
 That is the right spot. There you go. That's. That's where we started. It's good enough for
today.
 All right. There were lots of questions about Billingham from me Bem when we were here last
time.
 Okay, everybody. Most of construction is nuts and bolts and concrete and steel, and it's not
super high tech.
 And sometimes I have been rooms where the contractor says we are going to make this.
 We're going to win this job by making it as Fred Flintstone as possible.
 I don't know if that means anything to anyone anymore, but simple is easy.
 However, there was a BIM requirement and it was useful,
 so I took it to levels that I think the state was not prepared to go to, and they're a bit blown
away.
 So what we've got here is we have a, uh, full 3D BIM model of that entire corridor 3D.
 We have the construction schedule up here, which is 40, and it is cost loaded for five.
 Okay. So if I can operate this correctly, you'll see an animation of the.
 Demolition from stage. One thing is going away.
 Costs going up, piers going down, roadways getting built.
 Column going up, steel getting hung. In just a second.
 There you go. Stage two etc. etc. etc.
 This is all being done without shutting the community down or the roadway.
 So this is 3D 45 D. We have another project ongoing at JFK that includes 66.
 The sixth dimension is. Um, I'll say it's tied to that asset management.
 But you could put anything in there. I mean, honestly, in as we call it.
 XD. So yeah, you can do whatever you want. You could you could count where your carbon
is, for instance, right?
 Carbon is a big, big portion of our credits for sustainability.
 Are there any carbon? I remember you saying this project.
 This project did not have that. So our our project at JFK happens to have a, um, includes a
parking garage which has a park smart requirement.
 And the overall project has an in vision silver silver requirement.
 Right. Okay, so this should look familiar.
 We're looking at just a minute ago. So here is the pedestrian bridge and those switchbacks I
told you we're going get back to the red lines.
 I may care to imagine what the red line is. I'll stand in front of this picture for great Mark.
 We're just. Yeah, that is a utility that nobody knew about.
 Yeah. So it's a pipe in the ground. So these are the four piles.
 They're going to hold up the abutment. And as I started excavating and here's something I
think I didn't know about is not in the dark.
 Nobody knew about it. They drilled they drilled those out. Yeah.
 So so if you look here in the second photo, you can see that there's you see that there's three
pipes.
 Yeah. So there's the one in the middle, the one in the middle.
 And that one was that one. That one had to have been in because it was an issue.
 So we had to drill a second. We had to drill. We did extra an extra pile in there.
 And and when they drilled these out they didn't excavate.
 They excavate after. So they don't even know that that's there.
 So they drilled through that and then found it. They didn't damage it, which was almost
worse.
 Which is almost worse because if it's damaged, you have to fix it. Now it's not damaged.
 What do you do? So at about this stage, everybody had all these wonderful idea as well.
 Just build the abutment, build a footing around it, let it go through the wall.
 We can just do this. We just do. There shouldn't be a problem. We don't know what it is.
We'll figure it out later.
 Blah blah blah blah blah blah blah. So someone in his team put it into the bin.
 Model said this is where it really lands. All your wonderful ideas. None of them work.
 So what do you wanna do? We caught a break. It was basically an inactive one.
 But there's a there was, I don't know, three,
 four weeks trying to figure out what to do with it because it's like one of those things like
you and this,
 this happens in construction all the time, right? All good plans go well until until something a
surprise comes.
 Sometimes it surprises you, damage something, and then you have to deal with it.
 And you have to make the decision. Sometimes you you find it and it's not broken and you're
afraid.
 Okay, well, now what do we do? And so the advantage of them, the advantage of them here
and this is this is where you you have tools.
 And if you utilize the tools they weren't necessarily intended for,
 we had to show off our beam for this project is essentially for the essentially to show
schedule progress.
 But we realized that we had survey points of those of the pike.
 And from that and from our beam, we could we could more or less kind of guesstimate what
that was before they opened it up.
 We, you know, because we there's certain manholes or certain things in there.
 So we were able to take this from beam and kind of have a rough guess of what that was
heading towards.
 So at least we had an understanding of what that could have been before they made a
decision.
 So you can see if I go back and forth. So this is the plan view. Here's the above.
 And there's that red line. This is um existing utilities inset in the street underneath the street.
 And you can see, uh, if I go back, you can sort of see what that looks like.
 And we're looking down so it looks like it's underneath, but it's really pastoral. Fantastic.
 So. Not really I mean, like I said, it was kind of paused for a couple of weeks to figure out
what was going on.
 But, you know, it's not a critical path. I don't. And that brings us to a whole bunch of
construction photographs and drone footage.
 But I think that we want to pause today. Or do you want to keep going? Let's go.
 Let's go. Okay. We've got one question back there. I have.
 I just have a question towards the art. As mentioned before the 61 for the asset management
typically.
 Um, I just wondering, like for, like, uh, for. Just put her like this.
 How awesome! Take place in a by night.
 Are you going to place like monsters within?
 Some like come to spend like on. So this is a pretty vanilla project for asset management.
 But we're talking a lot about the structures. Don't forget there's light poles out there.
 There's conduits. All these things you know can have a service history.
 You know you have to decide whether or not the effort to input that into the model and
track it and update it and maintain the records is worthwhile.
 But our other project at JFK, I mean, we've got we've got a lot of utilities that we know where
they are.
 Nobody has any clue what they are. So when you as built your model, you can tag all those
things and then you can have a service history.
 So the next project will have the benefit of our work. It makes sense.
 Any other questions about that mind we're just talking about?
 You mentioned that it was in a. Is part of the reason why I didn't know it was there, because
it wasn't active.
 So it wasn't in the plans beforehand? Yeah, sure.
 I mean, nobody knows. Nobody knows what it was or why it was there. So why it's not in any
records and who owned it and who put it in.
 I think it's really truth and truth was at the time that's this area has been this is some of the
oldest area in the country.
 Maybe not, surely not in the world, but there's three, 400 years of history in this area.
 They've had different. I mean, there was neighborhoods that were knocked down for the
highway. So there's buildings that are gone, rebuilt, forgotten.
 You know, it happens.
 I mean, I'm being glib about the value of a memorial in something like this, but we're also
talking about not having records of many things.
 So that is one way to maintain your records. Um, like you mentioned about so many, um,
unknown new buildings.
 Uh, is there, uh, any technology that is used as a detector, for example, the sense of, like,
 there are so many fields that you think and they recognize if there are any problems in our
body.
 So the technologies are there are there any uses in construction?
 Uh, well, first of all, everything has a cost.
 So yeah, we could take the whole site and do ground penetrating radar and look for
problems that we don't know about.
 And it's like, why would you go looking for something you don't know about unless you're
going to do a very sensitive operation?
 These guys talk about putting TVs underneath the Hudson where they punch through.
 They're probably gonna want to know everything. So for the value for them is maybe
different than the value for us on a sidewalk, for a dumb abutment.
 You know, the history question is. Yes. So TPR, in combination with things like magnetic
scanning, is becoming a forefront technology.
 There's companies like exotic Go and Trimble do. That's another I AI combination of the
records to really get better at this.
 And on railroads we're gonna talk about this happens every day.
 This stuff is properly planned. And tools like that are really something that we want to
explore more because it saves us months of downtime.
 So if we could get them ahead of time and save a lot of design and construction.
 But the biggest issue with any of these things is,
 is the maintenance of the records and records get lost and floods happen and fires happen,
and people move things and throw things out.
 And you know, you know, it all comes down to the storage of records.
 We we work so hard on getting these things done.
 And then these records essentially hand it over to the owners and provided they maintain
them and store them.
 Right. You know, then they're there for your use, that you don't have to get surprised, but it
happens.
 The interesting part is construction. You know, all these projects, unforeseen conditions.
 There's some things we cannot learn in books. You have to go in the field.
 You have to go through an experience. But how to put the team on the phone instead is this
is a key.
 Yeah. It's fun. To be honest.
 I didn't know what's in Europe, uh, where they have really interesting, um, unforeseen
conditions that you have to deal with, and it's fun for you.
 I'm guessing you don't hold the budget. But at the same time, when you discuss, I discuss
that with part of this team and this team.
 And so they have a lot of, uh, green development, which, uh, nothing out there, uh, in in
certain parts of, uh,
 this, uh, indicate, um, so it's also different locations that you can see, but this one is, uh, is
interesting.
 And for me, it's exciting. That's a good friend. Good term.
 I mean, if you've heard of a greenfield project,
 which is you're basically constructing new and there's never been anything there versus a
brownfield or, you know, the South Bronx.
 Um, so we'll pause there. It like, yeah, we'll take ten minutes break and we'll proceed.
 But, uh, I just want to let you know, uh, on Tuesday at 1 to 2, uh, that's it on the email about
it, uh, we've got five releases.
 CEO of, uh, Bechtel, Saudi Arabia is gonna come here and present a couple of their projects
to everyone, uh, including every person who passes.
 I'll get to send you either me or Scott. Uh, email of where is the presentation, what you're
going to be.
 And, uh, it's a great opportunity to meet with him to, uh, uh,
 hear of the some of the challenging projects actually base and forces working also in many of
these projects as well.
 So this next week, on Tuesday at 1 to 2:00, all that sounds good.
 I'm reminded of that as well. So let's come back in the comments.
 I. Think.
 I don't know. If they're the senior designer.
 Yeah, yeah, yeah. You know, it's so it's not within our final exam.
 What day is it? Um. Um. I think medical firsts may support this Thursday.
 Let me see. I don't know, this this joint.
 It's just bothering me. It's a business visit.
 It's a Thursday. So I think we got. To do an exam.
 But, yes, we do have to set up for school.
 That. Is a.
 Social service. Yeah.
 What is different? Storefronts. That's a little different. It's the same approach like that.
 Yeah. This is my one.
 So I would say that you guys have. Done it even for three years.
 Well, I don't think anyone's name has focused on words.
 Yeah. So some of the seniors have begun to finish everything, so it's okay.
 Oh, good. So. Yeah. You sure?
 I don't I don't know exactly when our several times like this because I know it's pretty
specific.
 So imagine it's like 630, 730. Okay.
 We're responsible for getting a lot of stuff there. Maybe we can go.
 You know. With you.
 So you guys have come down.
 I mean, we have something entirely different.
 So we're consumers? I'm sure. Yeah, well, you know, that's why I'm so tired.
 I feel like I'm trying to stand up for somebody. So.
 Let's hear it. So I do like this because.
 I just I don't know, I mean. Yeah.
 I. Think so.
 Then. I think.
 That's. The interesting part.
 Yeah. Yeah. So maybe some of you know my friend.
 I mean, that's. Yeah.
 And I was like, okay.
 That was cool. So this. Right?
 Yeah. You know, I just.
 Yes. Yes. And that's what I was going to ask.
 For. We were waiting for last week.
 We went through. Every.
 Year. We thought we could have done something.
 With so. Many works at the same time.
 How? Much would you call this one?
 Just. Like you said, I want to stay longer.
 That's why I love. You so much.
 This is. This is a fun time right now.
 You don't have to go.
 No, no, no. We are. Going to go.
 What the [INAUDIBLE] is that? I'm going to say thank you for that because I'm not going to
do that.
 So you have. You.
 I like the shirt. Yes.
 Yes. Yes. Yes.
 It's. You.
 Know, we have been doing. This.
 For years. Otherwise.
 It's not possible for us to build something I don't know.
 You know why this. Is happening.
 Thank you. For joining us.
 Well, for all of its use. This one is also very, very important for us.
 You. Know, we've been together with other people just like we've done.
 Yeah. That's right. I just want to see you here.
 Because this is. What?
 I. Like to do.
 Hi. Nice to see you. I mean, this is an interesting.
 Not sure. Even in the years since.
 It's been. A good place to start again.
 Before you start, you have to show the owner how it feels.
 Yes I am. Seriously.
 I love you so much.
 That's. For you.
 Yes, I will you. Yeah.
 Um. That's a damn good question. Yeah, the first time.
 You have done this is for me.
 So I was like. So. Feel.
 Like it's a joint venture. But basically, it's one of those things they just, I assume reversing.
 These trends. A of these are.
 Sort of wanting do. You think.
 It's possible. Good to have a.
 Well, I know that we're on our side here, but I know for sure they will go.
 Help. Knowing what to.
 Do. Oh that's great.
 That's right. But there's also the.
 Self-employed. There's a shadow that. Really bothers you.
 So that's that's what I would do.
 You. Know.
 So there's a lot of friends. You gotta get the percentages on the survivors.
 Right? So that's.
 That's a 1985. You guys a money.
 You. Know that?
 One of my favorites. So he was like, oh, I think it's a.
 It's kind of a little bit different.
 You go. Yeah. Okay. And the other one. So you want to add anything?
 You can use the mike. So if you guys.
 Have a seat. Okay. Okay.
 This is a present. Okay. Sure.
 All right. Are we ready to go? Can I get a thumbs up from the guys on the screen? Can you
hear me?
 Okay. Very good. Okay. Uh, we've got some construction photos.
 Not too. Too many, but we can talk about construction techniques. Um, a couple of these
questions will be on the final.
 Uh, we've got some drone videos, and then, um, I will see the floor to our friends with the
gateway Tunnel.
 Okay. Um, so what do you see here? You see one of the early construction stages.
 Demolition. So you can see what used to be covered by roadway is now there's no more
concrete on the steel.
 And there's this screen, this netting here to protect.
 Why? The netting for.
 If there were to be a question. Right.
 So this is right next to active traffic. Okay.
 You'll see in all these photographs we're working over under on both sides of active traffic.
 So that's a that's a risk for the contractor for their, um, their crews to go home safe at night.
 Okay. You could have equipment strikes, you could have car accidents, get all sorts of things.
 But yes, as they're, you know, um, hammering out the concrete if debris falls on a car.
 So now you've got, um, damaged property, right? So that's a that's a risk too.
 So netting you can put that right next isolation case in your notes.
 Okay. So stage one traffic. So you can see. You can see a number of things right here.
 Um so you can see traffic's been shoved to the side.
 You can see temporary lighting on these poles. Okay. So that's a design item for us, but
you've got to have adequate lighting during construction.
 That is because all this, all these roadway lights, they're coming out.
 Uh, you can see here in preparation.
 So you can see a temporary shoring tower and are just little sticks on a drawing, but they're
pretty substantial design elements.
 A lot of times you could get a DeVito, design those for you and you can see an orange spray
paint line.
 What's that for? So if you look real close, these are the existing barriers that used to have
steel on top.
 We're going to chop this off. And this column or this Ben will have one column.
 This cap will stay in place up to this orange line supporting this steel.
 And all this will go away. So we have one leg. Two legs. Okay.
 Interstate traffic on a temporary shoring tower. It's a little, uh.
 Well, it's enough to start. Stop your heart a little bit so you can see that here.
 So now we're looking back in the other direction. All of these have been chopped off, and
they're on temporary shoring towers carrying live traffic.
 We are directly adjacent. You saw in the drawings before, but this is the, uh, Metro-North,
Amtrak corridor.
 So this is the Northeast Corridor. Okay, so this connects.
 What are they? I'm going to steal your thunder from DC to Boston.
 Is 20% of the country's GDP. Okay?
 You thought I wasn't paying attention. So critically important that this stuff stays open.
 Okay. It's not on the test, but you might get bonus points.
 20% of the GDP is in the Northeast Corridor. Um, so let's see, what do we see here?
 So we've got. What are these things for? Three foot by three foot pieces of plywood.
 Crane supports. Good guess. Wrong because guess what?
 But I can. Oh, no. Sorry. That's this screen that's from something that.
 Well, it's related, but I'm talking about these pieces of plywood down here.
 If I said site safety with that, give anybody a hint. Are there any?
 I don't have any explosive explosives.
 No, but I'll give it to you. What do you see over here? Any guesses?
 So that's excavation for a footing. So these are actually if site safety.
 Anytime you have a hole that somebody could fall into. You got to cover it.
 Okay. So these you saw before you saw the piles for the abutment at the, at the, um,
pedestrian bridge.
 So these are micro piles. They've been drilled. So there's pipes in the ground and they're
voids.
 So they've got to be covered. So there's one footing that's going to go here for a pier.
 It'll come up, it'll come across. And here's the other other leg of the pier.
 Okay. You can see in the back. So this is advanced even further.
 You see this this, uh, temporary handrail.
 You can see one in the back. So there's a footing being constructed there. And there's the
rebar cage.
 Okay. I'm going to point out because I can come back to it later. So these concrete caps were
cut off.
 That's a steel straddle bed. We're going to come back to that because pretty unique use of
some of material that they were going to discard.
 Um this is a T wall. So I know it's you all is it's okay if you don't.
 We're going to come back to that later. This is a tunnel built in Hunts Point one.
 And we're going to match that. Uh, in Hunts Point three, um, temporary shoring towers
being.
 We've talked about crane placements before. I mean, not only do you have, you gotta find
places to put your equipment.
 Not easy to do on a site like this. Okay.
 Um, by the same area. Looking back the other direction.
 You happen to notice these are in the same five?
 That configuration just like before. So they use barrels instead of cones and sort of plywood
here.
 There's the other pier. You can see there used to be columns here.
 These need to be demolished more carefully because they create part of that wall that go
down into the cut.
 Um, you can see this is the existing abutment.
 You'll see later in the drone flights that the new abutments over here somewhere.
 Once you have that once, you can time. So cranes are great if you got blue sky above you,
right?
 Look at this pier column built underneath the existing overpass.
 Okay, so it's a different approach to putting up your forms, different approach to pouring
your concrete.
 It's different, even a different approach to lifting your rebar cage. I ask this?
 I ask this of, uh, sophomores in a different college that will go unnamed.
 Why is this river green? Okay.
 Uh, very good at the corrosion.
 Yes. Why? What is the green? And. Sorry.
 Second galvanizing. Galvanizing is zinc.
 So that's silver. Very good.
 Yeah. So why does so. Look, we're getting rid of this concrete that's cracked and spalling.
 What is old concrete? Cracked and small. The steel grows in the distance.
 Right. So typically it water with chlorides because it's the northeast.
 We salt our roads. Yet chloride intrusion into the concrete and it corrodes the old black bar.
 We don't use too much black bar in bridges anymore. And when steel corrodes, it expands
and it pops the concrete.
 So epoxy is supposed to help that? Um, we do have galvanized on here, and we'll have some
pictures later.
 Stainless steel. So it's not a not uncommon. In fact, many of the newer state D.O.T. considers
a standard used stainless steel rebar in the deck.
 It's pricey, but it goes to the best value because not only do you not have to replace your
decks, you don't have to,
 um, hinder the public by having stage construction and reducing traffic lanes while you do
the deck replacement.
 Okay. So we talked about before about I point out these steel straddle events.
 This is my favorite part of the whole construction. So you see the straddle bent is sitting on
this.
 Uh, that's the rollers. This is, uh, bearings.
 If you look back here, we've got a real nice video of this.
 Uh, there's a stack of bearings here with nothing on top.
 They cut this straddle, bent off, picked it up, and put it over here on one temporary tower
and another temporary tower.
 Any idea why? No one wanted to think out of the box.
 Guys are leaders in construction management. They're going to chop this off just like all the
others.
 So they made a strong back out of this thing that was going to get thrown away.
 And in some of the drone videos, you'll see if there's a strong back on top and a cradle
underneath this to hold it up.
 So why fabricate some steel to do that when you can just repurpose something and throw
away anyway?
 And this is that rotated period. Hi.
 Hi. New steel going up. So I put a picture himself in here.
 Um, you can see work going on underneath, but you can see how close this is to the cut off.
 Pierce. Look at the live traffic right in the middle of it.
 Sounds a little. What? What are they doing?
 So we call these straddle bets. So normally you saw before we'll have a couple beers go up
and and you know going across.
 Right. Not uncommon in metropolitan areas like New York where you're crossing many lanes
of traffic.
 You have to straddle that traffic. And so those those cards are much, much further apart than
they're normally be.
 And so this can't do that always in concrete because it's too long a span.
 So steel straddle that. Um, so.
 You saw before how the concrete ones were chopped off in order to make room for the first
staging.
 This portion of this straddle will be cut off. Okay.
 Remember how I talked about that period? If we'd done the integral here, there would be no
place for temporary shoring towers.
 Also a challenge to support this temporarily. So rather than try to put a temporary shoring
tower here, which where this truck happens to be,
 they realize they have real estate over here and have real estate over here.
 So now you need a straddle bent, basically a strong back to go to support this one.
 You cut it off and it's no longer has a support or anything. So they will hold it up from the
top.
 Okay, what's missing here, which I can show you in the drone, is they'll put beams on top and
they'll put,
 uh, pet bars, strong steel bars to create a cradle underneath.
 There's from a construction management point of view, a lot of,
 a lot of times where we show the how we solve the final conditions for a lot of the
construction engineering is,
 you know, is just as fascinating and really inventive. And then it gets removed from people.
 People don't see it again. Legal hurdles.
 Repurpose existing variables. Uh, legal hurdles.
 I'm going to say no. So everything we design, permanent or temporary, has to meet code.
 Okay. So yes, I mean, there's, uh, there's some due diligence to make sure this isn't corroded
and paper thin, of course.
 Right. So you need to know it was built a while ago. So do we really know the material
strength?
 Maybe. Need to take a coupon and bring it to your lab down here, do a tension test and see
what you got.
 Maybe you've got records. Maybe you can just tell from the age.
 Um, so if you've if you've vetted the quality of the material and you know the loads, then it
just becomes a code check.
 Uh, tutu tutu tutu tutu tutu tutu. Okay, so all those columns are now bent straighter, receive
the steel traffic spin.
 Um, traffic is here. Actually hasn't moved, but we've now built the T wall coming off of the
abutment,
 which will give us real estate to cross traffic around a little later. You can see again how close
traffic is to these cut lines.
 Very, very constrained site. Um. Talked about temporary works, the design of these
temporary formwork and how to support the formwork.
 And there's a there's a lot of weight up here.
 There's wet concrete that doesn't have any strength, that needs to be supported by by the
former itself.
 And we actually got ourselves into a little bit of a pickle.
 Um, because, you see, it's not totally apparent here, but you see, we've got traffic running
underneath us,
 so there has to be enough clearance for traffic underneath these things, right?
 Not just underneath our final pier cap.
 But look, if our pier cap stops here and now you've got all this work underneath it to support
it,
 that's a construct ability issue that might not jump off the page. Uh, down here, we
mentioned seawalls.
 Got a great I hope I've got the right video where, uh, we can see it being unloaded, but it's
it's precast concrete.
 Uh, it's basically self-supporting. Gets backfilled with, um, structural, uh, class one fill.
 Um, but it's a great item that can just be plop, plop, plop.
 And you don't have to set up formwork. You don't have to tie up rebar. You don't have to
cast it in place.
 Sorry. Since you were doing the job, you have access to this upper right.
 Um. It's another, like, nearby job.
 Oh, we could use that, right? Right?
 Well, I'm going to leave that answer for the contractors. Not here to answer.
 Um, you get into legal issues of chain of custody and all that kind of stuff,
 but and use that type of stuff happens more on like, county level projects.
 Um, but for sure, a smart contract is going to be thinking about the recycled value of that
steel.
 Um, a little bit more of the same. You can see the T wall is now built all the way up.
 You've got the the barriers on there ready to take traffic. Um, again.
 So here's the. You can see.
 You can't really see. But this is the that existing wall down into the cut.
 We've got a T wall in front of it.
 And we're putting a T wall in front of here because nobody has records of what that wall
really is, and nobody knows how strong it really is.
 So now we put a wall in front of it. So we've been looking at this side of the retaining wall.
 If you go to the other side of the retaining wall, it looks like this.
 Because this is a temporary staging line. So all this will be removed.
 This is a wire wall basket grass wall. So that's the temporary will basically get buried within
the um.
 Uh, within the ramp when we build a and this side of the retaining wall in the later stage.
 We saw all this before. No news there. Okay, here's our drill chef.
 So we talked about. Talk about what a drill sergeant is.
 They're kind of expensive because you've got a lot of testing to do.
 You got some very large equipment, and you need a lot of laydown space to build a rebar
cage.
 Just by the way, with black rebar, because it's down inside the casing. So it's got its own
corrosion protection from the steel casing.
 So there are fantastic, fantastic tool. We love them as bridge designers.
 Contractors love not to use them if they don't have to.
 But, um, for all the reasons we talked about with the, um, subway tunnel is the right solution
here.
 Um, in our minds and our roles. And so in my world, we tend to design mega bridges with
eight nine foot diameter shafts.
 These are kind of babies. These are six, six and 6 or 7 foot diameter.
 Um, but very significant structures both in and even the construction engineering of how to
lift the rebar cage like that safely.
 There's plenty of construction pictures out there of these rebar cages collapsed over.
 So taking this seriously from a safety perspective is important.
 So you can see the inner casing. What's this? Exterior casing code.
 Check your notes in isolation casing. Thank you very much.
 Yes. Uh, rebar cage being set inside. And that's what it looks like before it's filled up with
concrete.
 New deck ready to receive traffic. Stainless steel rebar in the deck and the barriers.
 Because that's where you're getting your most chlorides, because you're salting the roadway
directly. Um.
 Just looking the other way. I was just the two opposing.
 Here's that. Pier eight rotated the deep girders seven feet deep about, you know, it's a little
bit more and then,
 which we had to hunch up to give enough clearance to go underneath the other thing, too.
 Before you go too far. Look, look just to the right of the the girder. Right.
 That's. So there's that temporary piece that was the straddle bent that was cut off and
repurposed.
 You can see the strong back up there. Create a cradle underneath here.
 And this just hanging out in space. So they had to plan and they did.
 They actually had to shut down the expressway for those picks.
 And so they did in a shift get the crane set up.
 And you can see there's not a lot of room on one side that it gets the crane set up. Get the
truck to drive in with the, uh girders at the right time.
 They're curved. Grab them, spin them and drop them into place, and then get out and let the
traffic go again.
 And they had to time that. I believe that the time that with when it was coming over the GW
because there was not a lot of with
 the street girders are one thing with those curved girders it wasn't a lot of spots to hang out.
 Um, we do have a couple videos. Okay.
 Who cares that for the online students?
 Can you see the video? $2 trillion a year? Okay, okay.
 Yeah. Uh, so we'll play it in just a second, but just to give a little orientation.
 So basically the drone is almost, uh, on the very north end of the project.
 And you can see these straddle vents here. Those are the ones we talked about.
 Um, just to orient a little bit here, is that existing um, pedestrian bridge which isn't there
anymore.
 You can see a lot of the ramp columns going up. Go ahead and hit play.
 So I'll tell you why that it's a little dizzying when you're standing real close.
 This is about three months into the job.
 So this is I think March or no was a little later. It was it was June just green out.
 So they we won the job. We started the job in December of 2023.
 Contractor came in and said we're going to start demoing in February. Um, and committed
to that.
 So this is all decked over before and you can see all the drill shafts when this this is a pause
for just a second.
 Perfect. So sorry Sean. This is this is the existing abutment.
 So the new abutment, there's the formwork for it.
 So you can see how far we drop the roadway to get down to grade, uh, earlier.
 So that allows more of that turning radius. Um, the parking lot will be over here.
 The. As you can see, the foundations being put in.
 Um, the traffic essentially being shifted here. You know, look, look where they can.
 There's almost no storage.
 You know, so when you think about how much work is being done, you know, timing of
when that material comes in, that's ramp as in as the main line.
 So even even those are very close to each other because the main lines coming down and
the ramps are going up.
 Right. Yes. More straddle ments.
 Yeah. So so, you know, timing is key. You see the big crane there?
 So the crane was there for, uh, I believe that was there for lifting the cage, for the cane, for
the, uh, cab that's being ready to be poured there.
 Um, so timing is key. You don't have a lot of storage material.
 So when it comes in, it's got to go in place, and we can go to a different one.
 830 I'm doing I am, I am, I am I right on time? Yeah, yeah.
 Wow. Which one? Uh, I think we skip that. We go to the room.
 Let's see their shot. There's the pier cap here.
 There you go. That's. That's the repurpose. Can you hit pause? So this is that repurpose
straddle bit.
 Okay so here's the strong backs holding up this bent this now just in space there's that pure
rate that's been rotated.
 Um you can see the there's a little baby green um very spindly looking temporary tower for
that straddle bent.
 Okay. You know, I think there's only 2 or 3 real outages of the direction of traffic and only for
maybe a couple of hours in this job.
 So everything's timed and see the tractor trailer going in because they're trying to finish the
roadway up for the expressway.
 I can hit pause right there. So we spent a lot of time talking about a simple little pedestrian
bridge.
 But this half of the pedestrian bridge was built in contract one with somebody I knew.
 So I said, that's a very low risk deviation to bring on to build this side.
 But I'll point out because it goes over the railroad.
 They have a different standard. So this is built with weathering steel. It looks brown.
 It creates it gets wet and dry and creates a patina because they don't have to shut down the
railroad to repaint it.
 But when you get to the portion of the roadway, the new the new steel will be painted.
 If you look at some of the peer caps that are that don't have the steel, how they kind of look
like they're all centered.
 You have that big Amtrak cut.
 So again, you're planning for adjacent infrastructure facilities and stakeholders and making
sure that we fit and we integrate with the rest of it.
 You can see over here they see the cars on the left side driving down against that wall.
 That was again, credit to the contractor.
 They actually they actually essentially built a temporary wall, a temporary roadway for some,
some of their deliveries.
 And when they realized that they'd spent the money on that and they realized it was an
opportunity to essentially shift traffic over there,
 they actually opened up some of their construction areas. So they utilize that to actually
accelerate some of their, um, uh, some of their staging.
 You can see on the on the left side the driving on new structure right now.
 So that's new structure that we built on the left sides on existing.
 I said over under an in between traffic. We weren't getting.
 So everything on the left. On the right side is all going away.
 Everything on the left side is essentially going to continue to be rebuilt, and the alignments
shifted and moved across.
 Look at that cat, man. I can now. Show this video to anybody.
 Not all apartments are better.
 I don't think you're supposed to fly drones within the five boroughs, but. Oh, really?
 So. Yeah. So I asked the contractor. Yeah, that's an excellent question.
 No problem. So pause that for a second.
 So if you see that one peer right there, see how the one peer looks different.
 This one here. No. The next one down. This one. Yeah. Look at that.
 Look at the pedestals or talk about those. Fine.
 You want to talk to them? Go to the next one. Keep going. So again we've talked about this a
little bit before here.
 So it looks like we kind of built the peer caps off to the side.
 Yeah. So so Seth talk there's two of them.
 That one on the other side of the pedestrian bridge. Yeah. So so Seth talked about, um,
making sure that we don't.
 If you pause that right there, you can see the cut. They're building the T wall right there.
 So. So essentially, you're right there. Right there you can see the existing wall.
 We don't know what the capacity is. We and we also knew that we couldn't load the
foundations.
 We actually built the the foundations are off center of the columns.
 And then we still didn't have enough room, so we still had to cantilever that over.
 So essentially building to what we could where we knew that we could build it safely.
 You go. The end of this love.
 Yeah. All this. This pedestrian bridge is now gone.
 And you can see the, you know, the traffic movements. A lot of the, uh, a lot of the works on
traffic control is key.
 Um, a lot of times that's sometimes not considered. You don't really appreciate how much
goes into that planning those radiuses of turns.
 This the signage, you know. You know, the public is critical for the safety of the public to
understand where they go.
 So they make smart decisions when they drive. And, um, Seth and I are kind of structures,
folks.
 There you go. There. You see that? There's a strong back holding the traffic.
 And then that's the existing. That's the existing project because this right here was right
there.
 So this right from this expansion joint North is all brand new from Hunts Point one.
 Okay. So got a survey that has built. So you have to update your drawings to match what
they actually built.
 Because what they told you they built isn't always what they actually built. This is their new
ramp.
 Someone asked about, um, improving access to Hunts Point, the Hunts Point market during
the project.
 So this is direct access to Hunts Point going from the northbound turn again,
 whether it's steel over the railroad and they go under video or I think that's enough, kind of
give Joe enough time.
 Just remember 20% of the GDP comes from the northeast conversion.
 All right. Uh. Thank you. Um.
 Oh. Yeah, you really have to.
 So why introduce ourselves? Uh. Mighty eight. Uh, I'm the oldest executive for this, uh, game.
 For us. Uh, so. Um, do this yourself.
 And David was there. Uh, let me go first. Hi.
 It's, um. Um. Hi.
 Hello, everyone. So I'm Sam Watts worth, and I'm the deputy project executive on the job for
Hudson Tunnel.
 Hi, everybody. Uh, I'm Dave, right? Um, I'm for this job.
 I'm the senior interface manager. Um, I've been working for Parsons for 20 years, and I've
solely been working on railroads.
 So, uh, this is going to be my second railroad tunnel.
 My second mega project. Um, and it's it's going to be interesting to walk you guys through
what we're what
 we're about to build because it's going to it's really going to shape the region.
 So I don't know about you, but I, you know, I watch your own footage.
 Um, and what I see in those cars really drives me crazy.
 Um, cause where am I from?
 And this is, uh. Yeah. I'm. I'm watching. Okay, but water raised in Boston.
 I've owned business for about 40 years. Uh, I've lectured at Harvard, MIT, Yale, and now
Columbia, the four schools that rejected me in school.
 So this is, um, it's fulfilling for me while intimidating because you're on with.
 It's not so. Um, so let's talk about, uh, the Hudson Tunnel project, but I want to put it in the
broader context of what the what the project means,
 what it's all about, uh, put into a little economic context, I appreciate.
 Uh, that's just stealing my thunder. But it's it.
 Precision is noticed, but actually not 20% at 20.3% of the nation's water.
 So he was incorrect. It was 20% before we got our current house.
 So, um, we're going to walk through the project, and I want to put that we're responsible for
what's known as the Hudson, uh, Tunnel project.
 So that is there's a certain geographical movement that we're going to focus in on, but that's
part of a broader project called the Gateway Program.
 Okay.
 The Hudson Tunnel project, you may heard from other speakers, it may come to you, is not a
program that is about a capacity or expanding capacity.
 It's really a program about, uh, resiliency. Okay.
 Because the existing Hudson River just, you know, tunnels are in a state of disrepair.
 Okay. Uh, I'm going to talk about sort of big picture what the project is all about, what it
means.
 And then we're going to turn over to David Davis. I'm going to talk a little bit about some of
the challenges of the project.
 And then Sam is going to talk about that delivery partner model, which may be of interest.
 You've heard about it. Uh, her company mates and partners are partnering up on projects
elsewhere.
 But the delivery partner is a kind of new way of looking at how to deliver major infrastructure
projects.
 And what it is really attempting to do, in essence, is take some of the consultation, take some
of the tension out of the delivery of the program.
 When you have a public owner and you have a contractor, you have designers and you have
multiple partners.
 This is a $16 billion project. Okay. And building any project, nothing that impacts people's
lives.
 There's that much money involved. Contractors have lots of blues.
 Designers have a lot to lose. This is a way in which you manage a program where everyone
has a little bit of skin in the game.
 Okay. And that you're compelled to actually workshop outside of doing a lot of this.
 All right. Tell me more about, you know, more tonight.
 Okay. So, uh, the project itself, uh, we're talking here, but it's part of the overall, uh,
Northeast Corridor.
 It is the busiest, uh, railroad in North America.
 It's a busy stretch in North America in terms of the heaviest carrying, uh, part of the, uh, part
of the, uh, Northeast Corridor.
 Do you want a $6 million, uh, passenger? Yes. pre-COVID, they were actually getting back to
those numbers.
 Now, I don't know how many of you take trains or, you know, trains between Boston
watching on it.
 I take it every week I still get about my Boston. I walk about this station.
 I have no God, I don't wanna know yet. So I transportation like.
 All right. I think you train every week to come back tomorrow morning.
 Tomorrow I want to be able to transact Boston.
 So, um, 20.3% of the nation's GDP tied up in the northeast is very, very significant, uh, part of
our economic well-being.
 So why is this program so important? One, it's called the most urgent infrastructure project in
North America.
 Existing, uh, tunnels were flooded various and even before that tells, you know, more than a
hundred years old, it's in disrepair.
 The, uh, the the, uh, the salt water that backed up into the tunnel towards Sandy actually did
more damage,
 causing really challenges with that infrastructure.
 Okay. Were we to try to rehabilitate one side of that, uh, tunnel at a time?
 Okay, flip it over. We have one side and then do another.
 That would have to.
 For years and there were limited number of trains per hour to us were all okay versus what is
today 24 between New York and New Jersey.
 That's number one because you have no multiple railroads.
 Okay. Um, so what does the Gateway Commission, DC, uh, DC was formed.
 Uh, it's basically become the special purpose entity to oversee this project.
 Multiple stakeholders involved, including the state of New York and New Jersey in the
abstract.
 Amtrak is going to be the ultimate operator and owner of the assets after they are built.
 But you've got Port Authority of New York, new Jersey rolling in.
 New Jersey transit plans to grow.
 It is a gigantic project, right?
 Um, JC, you stood up to oversee the project.
 Uh, eventually you got to meet, uh, Chris Glory.
 And, uh, in a couple of weeks time, the executive director of the Underground Corporation.
 Uh, just, uh, uh, directly, uh, and, uh, trying to string this all together with all these really
terrific job.
 Uh, he was a very good, uh, spokesman for, uh, the state's.
 What have you done this school year? It's wonderful.
 He's passionate about it, you know. So we're happy working on.
 So the overall project, the project we're talking about is just the rich, uh, project.
 Okay. Um, so we're talking really about from here to here.
 Um, but it's part of a broader program. Okay. Without these projects here and major work at
Penn Station, there's no capacity expansion possible.
 Online store. So everything there can be everything that's done here.
 Does it change the fundamental conception? That fundamental equation is a series of
switches and interlocking that have number
 of track spaces and platforms that basically limit you in terms of overall capacity?
 Uh, these projects, particularly the Penn Station expansion project, adding additional
platforms,
 is essential to ultimately expanding, uh, uh, the overall capacity of the Northeast Corridor.
 So here's your existing tunnel. Go through a tunnel.
 We're coming in here through a, um.
 Uh, there's going to be a large ventilation, uh, facility. Um, and, uh, we have, uh, and coming
in to, uh, New York underneath block 75.
 Uh, there's. You want to expand the footprint of Penn?
 They're going to have to do really significant work here.
 That's kind of outside of our purview. Uh, there's a lot of politics involved with that as well, in
terms of plans.
 Uh, so I'll stay away from that for today. Uh, but that's essentially the project.
 Uh, it's broken down by, uh, multiple packages.
 Uh, and, David, you can come on up now. Oh, oh, oh.
 Civil defense systems work. Uh, enabling works are already going on here on this side of the
river and here on this side of the river.
 Uh, and we're about to embark on one of the most significant and most challenging parts of
the program itself,
 the Hudson River ground stabilization effort,
 which is essential to, you know, essentially being able to launch the, uh,
 kind of boring machines and build the tunnel without disturbing the Hudson River.
 So did you want to talk a little bit about the different parts? All right.
 So kind of lift the hood up a little bit here. You guys are seeing stuff that most people don't
get to see.
 So this is how we plan on delivering this.
 And mega-projects of this kind are never delivered by one contractor.
 They're just too much. So whenever you hear mega-project, it's always going to be multiple
contractors on the ground.
 This is $16 billion. There's nobody out there that can get funding for 16 billion.
 It's not going to happen. So what do we do? Well, we break the packages up and then each
contractor will then have to deliver a piece of that.
 So who ends up with the risk if things don't line up?
 The owner. The owner owns it. The owner owns all risk.
 So we were talking about risk registers and mitigation earlier.
 But the reality is that all risk is borne by the owner because the owner wants the Golden
Triangle in one scope, schedule and budget.
 One should be on schedule and must be under budget. Right. And then which would be on
time.
 But if the contractor makes a mistake, they might bear the cost.
 But if it delays you, your project is now late. And that has a financing cost.
 So you own as the owner all risk. So how do we manage that risk?
 Well, the new and flavor of the month thing is that was introduced back in like 2008 2014
timeframe.
 And the PMI is this thing called interface management where we essentially look at it from a
project management perspective,
 focusing on information that has to be transmitted from one party to another across the
board.
 Anything, anything. So we have very logical and right in your face interfaces right here.
 Each one of these represents a different contractor delivering work. Probably the most
notable of which is this one right here.
 This is dead center in the middle of the Hudson River.
 This particular task, which you might have read in the news, this is actually awarded a
company called Weeks Marine has won this.
 This is the Hudson River ground stabilization. Does anybody know what that means?
 Okay, I'll tell you. The Hudson River is about 45ft deep right in the center of this channel.
 Our TBM is 28ft in diameter. We have to be more than one diameter from the bottom of the
river.
 And right here we are definitely not. So in order to prevent the machine from flow,
 from blowing out and causing essentially its salt water to come pouring into our tunnel, we
need to reinforce the earth.
 And the way we're going to do that is we're going to go out with barges.
 We're going to build coffer dams, and they're going to drill down and they're going to do
deep soil mixing,
 which is essentially grout pushed down into the soil to create columns.
 And then our TBM, which is going to launch from here at Connolly Avenue,
 we're going to come to here with a hard rock machine and then transition to soft earth
machines.
 And then we're going to cut all the way through this underneath the West Side Highway and
pop out Manhattan.
 Doing work in the Hudson River is extremely challenging.
 So we have time frames, which we're not allowed to work. It's called the moratorium.
 You have to have excessive permits. The Army Corps of Engineers has to make sure you're
protecting the environment.
 And we have environmental issues that we have to take care of. Enormously complicated, all
in the realm of construction management.
 All of these things have to be enforced in your contract and enforced on site.
 So this right here is a cross-section that was generated. Okay.
 You look at the size of this thing. I mean, this block is going to be 50ft by half by over 100ft
wide and it's 1200 feet long.
 And we have to do it in three years. But we can only work in six month time frames.
 So that is a very significant challenge. It's six months at a time.
 We can work basically from yeah, from the end of spring into the beginning of fall.
 That's it. Winter. Stand down. And it's right in the center of the navigation channel.
 So we have to do it in bytes. And that's the plan. We're going to be doing this in bytes.
 Now the next project will present. We have the North Bay bridge project which has a lot of
similar restrictions set in our standards.
 We'll see a bridge. Yeah. When we're done you won't see anything you want to see.
 You won't see anything at all. So the problem that's been on my mind as well when the
railroads operating, you know, we finished on time.
 So I mentioned before that our TBM that's going to be coming from new Jersey and cutting
into Manhattan is going to go into the West Side Highway.
 So 12th Avenue right here, all of the muck is going to new Jersey.
 All of it. Yes. So when we built these side access, I told everybody that the analogy for East
Side access was we built a ship in a bottle.
 Right. We built the station in Manhattan, but everything had to come from from Queens.
 So we went all the way from one end and built everything like a ship in a bottle.
 This is the same situation as we're cutting this direction. Everything, all of the tailings and
muck is going to go back to new Jersey.
 Four miles of trailing gear and conveyer will have to be installed in order to make this
happen.
 It's a tremendous amount of material, and it's all going to happen over the next six years
when the TBM get to the West Side Highway.
 We've got a couple of environmental issues that they're just immensely challenging for this
territory.
 Manhattan's very tough to work in, but we need to build a reception pit because we put the
TBM in the ground.
 But how do we get them out? We got to get them out. This shaft right here is how we're
going to get him out.
 We're going to build that gigantic shaft. Right now it's planned to be a slurry wall,
 but we're going to cut open this entire shaft with a different contractor than the actual tunnel
boring machine contractor.
 Open this earth up, and as soon as they're ready, we'll launch the TBM.
 When the TBM gets there. Well, it's very simple. We'll take it out.
 I say simple. The cutter head weighs over 250,000 pounds.
 Where do you put the crane? Where are you going to put it?
 You can't leave it. You can't bury it. Uh, so a lot of times with TBM, especially with dead end
tracks,
 you just take them beyond the limit and you just put a dead wall and you leave it there
forever.
 This one. This is for you. This one ties directly into Penn Station.
 Yeah, yeah. So we cannot send our tunnel boring machine past this point.
 We can't get it out. So you have to dig it. We got to take it out. See, once we get past here,
this is the High Line.
 We can't put a TBM under here. The cover is too shallow and there's no place to get it out.
 So what we're doing here, Amtrak has already let a contract that's active,
 where they're doing an open cut excavation with protection of the High Line, and they're
building a concrete segment right here.
 So that's undergoing right now. This segment was built as part of the Hudson Yards overbuilt
that you're probably familiar with.
 The hive is nearby here. This segment was built to, uh, protect the right away from the
skyscrapers that are on top of it.
 And that was built years ago. We were part of the consultant that designed this and built it
for Amtrak.
 Um, this segment. Will be the remaining piece that will connect the new greenfield
construction to existing Penn Station.
 So we'll have to open up 10th Avenue to make that happen. And this is how the connection
will be made.
 So I like to tell everybody we're building a railroad and it's a railroad with a tunnel problem.
 It's not a tunnel with a railroad problem. All right. And the problem is this at Penn Station, the
congestion is very significant.
 Railroads. I don't know if you guys know railroads. Railroads are not dead.
 All right, the tracks are alive. And, I mean, they're smart.
 We cannot simply go in there and cut these out, drop the track and be operational.
 There's a very advanced signaling system that detects, trains, presents, and microprocessors
that do all of the routing of these trains.
 In order to do this work.
 It has to be staged, phased and have operational outages that affect all of the carrying
passengers coming out of Penn Station.
 To ensure that whenever we do this work, we don't affect all the traffic going to the North
River tunnels, which is in the access up here.
 So to further complicate this work, it's going through existing building columns.
 We will have to underpin the existing skyscraper that's here.
 Get them all out of the way and then build the track. This live tie into the railroad.
 Very akin to what was dealt with for Hunts Point.
 This will be one of the most challenging portions because not only is it physical construction
has take place.
 The systems elements that are required to actually live in this up are immense.
 There are FSA regulations and a lot of testing that goes in place in order to make this
happen.
 So that's just skimming the surface of the complexity that we're about to deal with.
 This is the situation. These are the columns that you saw. We're back here.
 So we're going to be coming this way right at the camera. That's a lot of work.
 So. Now we're going to talk about, uh.
 Uh, new manager of the company, which has been on the forefront of this cardiac and, you
know.
 Battle. Hello.
 Welcome. You can probably tell I'm not from Boston, so, uh, I've been living in Toronto for
the last two years,
 and I've spent 20 years before that living in London and, uh, originally from the southwest in
the UK.
 So, um, definitely not not from Boston. But no offense to Boston there.
 So, um, I've worked for Macy's for the last ten years, so I work for them in the UK.
 Um, and I was lucky enough to be able to move internationally. So I've worked in Toronto for
the last two years.
 Um, I believe in leading our delivery partner, that partner there as a, as the program
executive, um, for the go expansion program.
 Not sure if anyone's heard of the go expansion program, but that's a $70 billion Canadian
project,
 which is all about improving transportation links in in Toronto.
 Um, basically, there's massive problems in Toronto with lakes either end in only a small area
to be able to transport people.
 So massive infrastructure program. Um, that program is actually significant, I think, for the
whole of North America,
 because it was the first time that they actually went out to recruit a delivery
 partner to bring them in to look at this alternate way of delivering major programs.
 And now we've seen it replicated here for the first time in America at Hudson using this
delivery partner model.
 So I just wanted to talk to you a little bit about the history of delivery partners, where it came
from and how it was found.
 So, uh, Macy's back in was signed back in 1990.
 Um, actually still owned by the people that that, um, set makes up is an organization.
 They all work for a company called bovis. At the time, um, they left bovis and they, they set
up mace.
 And it's obviously become a massive global enterprise now.
 And so basically you can just see some of the jobs, some of the jobs up here that may have
worked on.
 But I mean, the thing that I really wanted to talk to you about today is how Delivery Partner
came into being.
 So back in, uh, back in time in the UK, I don't think we've actually got it on here.
 Um, but Wembley Stadium was built. I'm not sure if you've seen in the pictures of Wembley
Stadium, the arches definitely.
 If when you fly into London they look very impressive from the sky.
 Um, that project was built, but there were numerous problems when that was built.
 It was built late, it was overbudget.
 And basically the UK government challenged the construction industry to say, we can't carry
on delivering projects and programs like that.
 We need to find a different way of working, particularly when we've got the London Olympics
coming up in 2012, which you can see,
 um, on our chart was one of the projects that we were we were involved with and we were
the delivery partner there.
 Um, well, what actually the industry come up with is what we now know is delivery partner.
 And as Joe said earlier, they were looking for another way to do things. They were looking to
work more collaboratively,
 to share risks differently and to just deliver projects to lower costs and to
 make everybody effectively have a skin in the game when it comes to delivery.
 So a lot of these, um, contracts are actually linked to the profit of contractors and people
involved in it.
 And the delivery partner is often linked to KPIs, which effectively influences people's profit.
 So what the industry came back with was the delivery partner model.
 And as I said, it was used for the first time in London, London Olympics 2012 and mass
actually Delta.
 And that was where the delivery partner came from.
 And then since 2012, the delivery partners moved from strength to strength, and we've seen
it now been used all around the world.
 So you mentioned Saudi Arabia earlier. We're in lots of joint ventures.
 They're delivering lots of things at and Cardiff and all over Saudi Arabia.
 As I mentioned, we've got the delivery partner model being used in Toronto.
 And this is commonly being used all across construction in the UK.
 And the as we said, we saw it go, that was the first place that was used in North America.
 And then um, quite soon after, we've also won the subway's contract there, which is another,
um, delivery partner contract which forms behind it.
 It's been interesting journey for me, um, over the last 20 years working on collaborative
contracts right from.
 I spent ten years working for Network Rail. Um, I was lucky enough to be the project director
who delivered London Bridge Station,
 I think another iconic project for anyone who's looked to Latin, looked at how to refurbish a
station.
 Um, and I think it's just been really interested in terms of a career.
 But through all of that, it's all been about how to build collaborative contracts.
 So I started out putting the first collaborative contracts in place.
 And sorry, I can't say catsuit, whatever you call it, I call it catenary,
 but certainly new overhead lines effectively that came out of Liverpool Street, which is
replacing all of that.
 And that was the first time Network Rail embarked on what we call target crossed NCC
contracts.
 Not sure if people are that familiar with them here,
 but that was where it started from and that basically grew into what we now know is delivery
partner.
 And what we've seen over time is we've seen not all delivery partners are the same.
 They all might want the same outputs, but they all, um, they all vary depending on the type
of organization that you go into.
 So that's obviously we heard about Greenfield and Brighton sets field sites.
 There's obviously Greenfield and Brighton saw fit failed organizations in terms of are they are
they already in existence.
 Because if they are it's quite likely they want something different.
 The thing about London Olympics, and when we went in there as a delivery partner,
 was that there was nothing in existence that you could put in place all your
 own processes or your own systems and governance of how it was going to work.
 Whereas when you go into organizations which are already formed, that's a lot more difficult
because they've already got things.
 I frequently tell my team, this is all about a yes and rather than a yes, but nobody likes to be
told that they're doing things wrong.
 So this is about building on what's there already in a lot of circumstances.
 And from that, we sort of find three different models that generally come out of delivery
partner.
 So there's the model, the model we've got over here, which is where the model, similar to
what we're doing up on subways in Toronto, um,
 where effectively what we provide is we're actually there, um,
 directly managing contractors on a date and sort of a day to day basis and overseeing
project delivery.
 And we're providing some level of corporate oversight at that level, which is sort of a
traditional delivery partner model.
 Then we've got a model similar to what we see it go expansion, and we're very much there
working more a programmatic level.
 So not managing day to day contractors, but on go, there's actually 70 separate projects that
form the delivery of go expansion.
 So effectively we're just we were brought in because there's all these individual projects and
they didn't know how to make it a program.
 And going back to what David was saying about interface is similar.
 All of these projects needs to interface together to make the system work collectively.
 So that's our role on that model. And then we've got the integrated model you can see here,
which is often where we manage, uh, a program level.
 And we also manage a project level. So three three different models.
 And it was interesting actually, because when we were putting the, uh, the bid together for
Hudson, we thought this was what they wanted.
 They wanted an integrator to work a program level and a project level.
 When we saw Delivery Partner, it was actually interesting because it's obviously very
complicated.
 Now you've got four different agencies. You're effectively working on different, different
scopes of work and different task orders.
 And then you've got GDC.
 So what we realized quite quickly they actually wanted was they wanted sort of four
standalone teams to go into these, these organizations.
 And they also wanted this program level oversight. So it was another sort of we called it
lifting and shifting our model.
 That's a phrase we've coined quite a lot now we lifted from one model and we shifted it into
this other model to be able to develop to what they need.
 But I think that's one of the things that is really important about the delivery partner.
 And also one of the things that is actually really important about working in construction,
and it's all about being flexible.
 You have to think that things constantly change. So whilst we've evolved our model to this
for the time being, as it develops and as it moves on,
 this model is not going to be what they need in 612 months time.
 So you have to be constantly evolve and to be able to keep up with what it is that needs
 and that needs to be delivered in terms of some of the benefits that the delivery partner,
 um, we really think that it leaves a legacy. And that is one of the things that I think binds
everyone together on what we want to deliver.
 It also gives people the opportunity, I think, to develop their careers,
 which we said about the evolution of projects going through different phases and how you
need different approaches.
 You also need different skill sets at different times through the delivery of the projects and
programs.
 So just in terms of some I'm sorry if you can hold that.
 So the question here for the design or the program delivery order is like the three maze
options.
 And there's maze Parsons and okay just built I mean effectively we are we're the three joint
venture companies in the organization.
 So we're fully integrated in with these organizations.
 So there's I mean, one of the rules about this, I think in these types of joint ventures is when
you start, you leave your badge at the door.
 So you don't know who's from Parsons Arcadis or from the client organization.
 And that is how this that this has to work. So, um, what I introduced myself is to be a maze.
 And the guys enjoy introduce themselves as being from Parsons. We don't talk about that.
 And we don't we don't we don't think about it. And you really need to act like that and get
into that cultural space.
 You're talking about. Like, uh, there are so many different states in this one.
 The point that was mentioned. Those that you focus on governance because there's so many
stakeholders.
 So my question is on the illustrating points like this is a very complex problem.
 Everyone has their own experience, but at the same time every company has their,
 uh, like restrictions to share the you or the experience that they have.
 So what's your kind of governance, uh, or collaboration?
 How do you manage that? Um, being in this practice.
 Yeah. So I think you could say earlier, obviously we've all signed NDA.
 So, um, and that's the same for all of our DBS in all of our subcontractors.
 So everyone's in that space. And then we're obviously because we've, uh, this is actually week
four.
 I was thinking about it today. We've been there for four weeks now.
 So, um, but it's very much in our sort of our plan to create sort of shared data spaces, shared
environments.
 And obviously there's some information you can share. There's some information that's more
restrictive.
 And you just need to to manage that through your data flows. Yeah.
 So if I could um, we literally landed with our team on, uh, March.
 So watch them on the go. So we're kind of finding our way through it.
 And theoretically, we would love to have this, you know, full blown open and transparent
collaboration.
 And we're working through it, right? We get, you know, as your team, we get for free, you
know, track GDC as a skin, you know,
 sort of special purpose entity that really doesn't have an institutional if just kind of you're
about two years.
 Right. So they don't have that culture there.
 They want to be open and they want to move the program forward. And Chris, as you'll find,
is sort of a collaborative person by nature anyway.
 So I think they were aspiring for that. Um, I'm hoping that we're able to come back maybe
next fall or next spring and talk about where we are.
 Right. Uh, because we're on a journey right now.
 We know where we need to go to get to, to be able to deliver this program, uh, good quality
stakeholders.
 Um, but it's very complex work, you know, we're all going into it.
 Did you you maybe explain to them how you go from essentially like the first contract to
something that we don't do,
 that how you go from averaging the design to rewarding the contract through delivery?
 Because we talked about you talked about a lot of high level stuff there, trying to understand
how that actually just becomes real.
 We're going to get there in a second. Sam's going to finish and then we're going to answer
your question.
 So okay. Did you have a question. All the way through.
 So right from from as early as possible, I think. Right until right until the end.
 I've actually, um, one of my last projects I did in the UK, Brant Cross Station,
 that was the, uh, the first new station that's been opened in London for over ten years.
 Um, and again, another sort of a really impressive environmental building.
 Um, we were actually involved in that.
 So I took that through getting grant funding, as you would call it, here in the UK, to get all
the funding for it right through.
 We've just opened it up and we're now in the throes of handover.
 So we were there for five and a half years, which to build one's smallish station 700 million
pounds is quite a long, quite a long time.
 But it's literally all the, all the way through. And I think that's really important.
 Um, this program has a 15 year life cycle. Okay.
 So the and the initial works of the building of the new tunnel, and then they're going to
rehabilitate the north, uh, tunnel.
 So, uh, our engagement is a 15 year engagement.
 I will not be here in 15 years. I promise you I will be gone when they probably finish the
tunnel.
 Uh, but, uh, seven people carry on. So this is a different from the first to.
 Courses. In addition to idleness, a different.
 Is a different way of contracting effectively.
 Um, so this is all about working in collaboration. So if we go back to this diagram.
 Um, obviously each of these of, of design construction contracts for different parts of the
work.
 But then on top of that, within the sort of client organization, um, I like to think of it a bit like
the glue that's holding everything together.
 The delivery partner model is about working with the client, working with the designers,
working with.
 The contract, the contractors. Working with everyone who's involved in construction to
deliver the program.
 Yeah. The subtle difference is delivery model as opposed to, uh, delivery method.
 Right. Um, alternative project delivery methods like design, build, build design,
 build progressive design, build construction management, risk, P3, etc. those are the models.
 DP is agnostic to the model itself that you employ.
 Even on this project. It's a combination of design build and design build, which creates some
challenges, right?
 But some of the project design build, some are design, build,
 build the models more of an overall broader sort of enterprise about how you deliver the
overall program.
 But. So I used to see risk.
 Know it's not. Okay. So it's construction manager at risk.
 Like, uh, on this program, there are no construction manager at risk contracts.
 Okay. There's design. Build a design bid, build envision for this program.
 Okay. Um, so, you know, delivery model is not a way of actually, uh, delivering on a contract.
 Okay. It's the framework in which all of the contractors actually operate in the project
controls that the public owner,
 all the stakeholders are in a broader sort of context for delivering the overall program.
 I mean, they call it the Hudson River project. It's really a series of mega projects.
 Okay. And the overall framework is delivery part of all of it?
 So I struggled with understanding what delivery partner was when we were going through
the pursuit.
 We had more session about what does this mean? What is this. That's just a different term
for PMC.
 Um, but it's more than PMC. So everybody in this room is really with here, right.
 And a lot of times what they turn to into is contract administration, not necessarily
construction management.
 Right. This is construction management, project management, program management and
any void left in between.
 We fill that gap. You know the client has a need. We provide the services to fill that gap.
 And we will sit with the contractor in their trailer, not pounding on them for scheduling calls,
but to say, how can we help you?
 Do you need a vendor to get in here? How can we make that happen?
 It's all about working collaboratively to actually get a result.
 We're looking for outcomes. We're not necessarily looking to bang them on the head to say,
hey, you're not adhering to your schedule.
 We're working with everyone to get an outcome. It's a different mindset to deliver
something.
 If you decide whether it's the client or the delivery model of the, um.
 The design framework was selected by GDC and track as being the model that they wanted
to use to deliver the overall program for us.
 I think you'll see that all around the world, this overall trends of moving towards this method
of construction.
 If you look at a lot of contracts, that being they're looking for delivery partners.
 Austin, the city of Austin. That was a rather ambitious, like real program.
 And they are using the, uh, delivery partner model.
 They're bringing a delivery partner to help them stand up their organization to bring, you
know, to bring the like, real system into fruition.
 And, like, what are the major risks in our ability to deliver?
 Well, it's not so much. It's not so much. Risks allocated from, uh, from a construction point of
view as you'd think about it.
 But generally the way these models work and they will work slightly different, is that based
on the number of people that you put in there,
 and then there's a markup on those people, but you don't really make profit off of that.
 The way you make profit is off of your KPIs. So if you looked at Go Expansion as an example,
we've got 19 KPIs.
 Uh, we've got what we call tier one KPIs, which are effectively, um, in near KPIs, what needs to
be delivered.
 And then we've got longer term KPIs. So they're five years, which is the initial duration of our
contract.
 And those tier two KPIs over five years, they're all linked to that project effectively delivering
within the budget,
 within the timescales and safely and to quality.
 And there's four in there. So if you looked at the cost KPI and you can think, think level, we're
going to achieve this sooner.
 But if you look at the cost KPI, it basically says that this will be delivered within the funding
envelope that has been given,
 and you will not go above that funding envelope.
 So effectively it makes the delivery partner of accountability if they're going to make
maximum profit on the scheme for for the work.
 So it's not saying that you're taking these risks,
 but it's saying the opposite in terms of you're not going to get profit unless you deliver this
in line with all of our expectations,
 which I guess aligns everyone to have common objectives for how something's going to be
delivered.
 And it puts your emphasis. That was the tier one objectives are more specific in terms of what
needs to be done this year,
 and what are the things we need to do to get it up and running.
 But I think it's just really important that that's where the alignment comes between the client,
 um, the contractors and the delivery partner in terms of making sure that you deliver.
 So, you know. Delivering.
 More of an entity who was like. Right and made out of like a couple of different contractors
and maybe some outside.
 Correct. It's a framework. So, um, I'm sorry, I just a little bit sorry about.
 We've all study that method. Yeah, definitely.
 So you look at all your activities, you identify which ones have to happen by within a certain
time frame or your overall project.
 Right? Yeah. Imagine the same thing for a dozen different projects,
 all owned by different entities who have different priorities and different values that may or
may not include completing their work.
 So the subsequent work could start on time for the overall program to finish at the same.
 As we have time together. So what?
 Over arching incentives or overarching structures, the overarching data sharing needs to
happen so that everybody is incentivized for that.
 Multiple project vertical would have to occur in a structure.
 It's really a ballet dance. I don't know if you know this, but in New York don't like to work
together.
 It's not in the best interest. I didn't say that.
 It. Well. Starting in. That sense.
 Right. I mean, we get we get stakeholders in there.
 You know, they they work differently. They have different organizations culturally.
 And and our job is to, you know, work with GDC to try to stitch that all together because, uh,
you know, uh,
 the Hudson River ground stabilization is being overseen by the Port Authority of New York
and New Jersey.
 If they if that doesn't go right, we don't get the public, we don't get feedback.
 Right. So the interdependencies of what we're really trying to and that's part of interface
management,
 is being the the most compelling and challenging aspect of the job to program management
program.
 Correct. So and so to say something that struck me, everything I just explained,
 you will probably think is how you incentivize the contractor to complete outside of
everything that you're both parties to do.
 Now you got four different owners managing those contracts.
 So you've got, for instance, one contractor that might say, okay,
 I got an owner who recognizes it's a lump sum job and they're going to pay very regularly a
certain percentage every month,
 because at the end of the day, you're going to get your X millions of dollars.
 And whether or not you get a certain percentage that January February doesn't really matter.
 Other than that, you got another one who wants to scrutinize every single thing you do to
the point that it slows you down.
 So your job is to manage not only the contract, but the different owners to make sure that
they have the overall program in mind and not just their.
 And what Joe said that GDC is not going along, rolling up to have it all institutional values in
their own institutional.
 Media structure. And.
 All four of the other agencies that are actually operating it are as opposed to that amorphous
structure as you could possibly imagine,
 because for very procedural Jersey transit with Amtrak, all the other stuff and West that have
gone through a pretty good.
 So it's so. I think so.
 I think the other thing to think about is quite often the delivery partner is lost.
 Just about everything we've talked about there often,
 quite often is about transforming organizations as well, because it's bringing in new ways in
to work.
 And we've seen this, particularly in Canada, where they are using the smart contracts
underneath a delivery partner,
 and it takes collaboration and is a different way of working.
 I mean, people have been used to working with P3 contracts, and now you bring in CMO,
you bring in a delivery partner.
 You need to transform not just the organization to be able to work in that collaborative way,
but also the supply chain that sits underneath it.
 Because unless everyone's in this collaborative space, these types of models just aren't going
to succeed and work going forward.
 I'm conscious we're running out of time, but, um, you can just see at there some of the main
learnings that we find from a delivery partner.
 And I do think really, this is, as I've said, it's about being agile, it's about being responsive,
 and it's about driving meaningful conversations to bring things to conclusion and to try and
ensure that the project delivers on time,
 on budget, so the requirements and the quality required, and also very importantly, in a safe
way.
 So I'll hand back to Joe. Yeah, I just want to pull on two things. First of all, I've spoken in this.
 Unit. None of them are panacea.
 Okay. Uh, people want to latch on to construction management risk like today.
 Construction mantra seems to be about, you know, kind of the sexy way of delivering
projects, right?
 The reality is, if you don't get the collaboration or construction manager first job, you get the
same opportunity to say.
 Okay, so if you want is agnostic in terms of the method of delivery,
 you can be any type of delivery method you want provided you have the right framework for.
 So, uh, the second thing I want to talk about is um, DVD participation.
 So on our program we have 33 different subs, uh, 27, which are DV firms.
 Um, and we have a significant DV percentage on our contract.
 I can't share that with you today, because if I did, I would have to kill off, um, I no, I wouldn't
do that.
 Um, but I can't share that with you. It's significant. Uh, I want to say something that might
surprise you.
 Um, the reality in our industry right now is that there is a very finite number of people and
resources to do the work,
 and particularly in the rail and transit system space, it is a very thin market,
 and we're not creating that pool of engineers to actually do that type of work that we did,
 like maybe 30 or 40 or 50 years when the railroads were really bustling and growing.
 So we have really even large companies like Parsons, we, you know, we don't have a whole
lot of bench strength right now.
 Right? We don't have people sitting on the bench. They're working.
 If you're good at what you do in this business right now, with the amount of money that's
being spent on infrastructure,
 you're 99% billable and no one's no one's worrying about you.
 Uh, the reality is, is that we're all pressed very hard for resources right now in our industry.
 So, you know, our project, the participation of DV firms in meaningful positions.
 And we have, you know, small companies like a Lexus that have specialty and
communications and control systems that we have talent pool agile.
 Who's the president of that company, leading our interface efforts on the Amtrak stuff.
 Right. It's a small little firm of maybe 20 people.
 Um, but he's playing a significant role in this program because he did that work on East Side
Access.
 He was the person working at ESP when he started doing all the controls and all the
interfaces,
 all the stuff that knitted together all of the systems and equipment in that tunnel and at the
head end.
 So he had a very particular strength that we brought him onto this team,
 because he added value to our team and build a void that we actually couldn't fill.
 So we have high DB content on our program, but we have firms that we need to deliver that
jobs so they are in meaningful roles.
 They have to be with us. We don't have the capacity to do all that work.
 That's the reality of where we are today. And that's good news for all of you who want to be
in this business.
 It's a good time to be in the business. Yeah. Any more questions, by the way?
 Like, um, I have some questions. Yeah.
 Um, so as you mentioned, this kind of the, um.
 That's why this, this, uh, project, that's why I kind of go in there just basically.
 Yeah. Um, okay. Who uses the, um, here?
 You know, who is going find that? And then, um, that's my, um, my question is that now.
 After so many years of his love because he's in a new place after elections.
 Oh, God, if I knew that you. So the full funding grant agreement, which is the, um, it's
essentially a contract, right?
 Between the, um, federal government and the, um, and the delivering entities.
 In this case, it would be Amtrak in the states of New York and New Jersey that are getting the
funding.
 The money is actually GDC has has been declared and has achieved a status as a full funding
grant agreement within the federal framework,
 which is an amazing accomplishment. And in June, you'll get that figure.
 That full funding grant agreement obligates the federal government to a percentage of any
dollar value for the program.
 It's a contract. The FTA has never backed out of a full funding grant agreement on a on a
project.
 It's never happened in this country.
 So, um, provided the figure happens before the election, um, and it is going to happen likely
in June of this year.
 Um, I don't see a financial risk of this project going forward.
 So I think it's almost a fait accompli that, uh, the project will get funded.
 The question is that, um, what is the timeline you're looking for this summer to be involved?
 Like I said, I'm ready to go to be certified.
 But my question is, until that point, will the existing that will be driving to this like, yeah, I'll
be back to next question, please.
 No, look. Look, it's it's it's challenge to right now that tunnel.
 Okay. Um, you know, really you see signs of it.
 You know, when it gets really cold, there's issues with, you know, train throughput through
those tunnels.
 Um, uh, there was a lot of damage to, uh, electrical cables and conduit.
 So, you know, the reality is, is we got to get this thing built, uh, quickly.
 So, you know, I'm not going to get precise for the dates because they're not, uh, actually
public right now, but, uh, getting it done and getting,
 uh, get in flipping out and actually moving the traffic into the, uh, newly built tunnels is a
very important, uh, matter for this country.
 Yeah. And I don't think that's, uh, hyperbole in any way, sir.
 Uh. Yep, yep. That's all.
 Go ahead. It'll be. There'll be a soft ground for water under the water.
 Yeah, yeah, under the water. Under the river. Uh, it has a different color having a different
ingestion port.
 Um, but it'll have to be designed such that they can get through that slightly stronger grout
that's going to be able to keep soil out.
 That particular mix will have to be controlled.
 And that's why we need so many inspections on site for those gigantic, uh, so called because
that strength must be particular.
 We have to give that value to the TBM designer so that they know exactly what type of
material they have to cut through,
 because times are typically not designed for those hard rock. And so right, we typically we
typically use two different machines.
 So that one's going to be a special design. But it can be done and also flat out.
 Uh so the answer to that is covered as we get through the shower area.
 We're less than one diameter away from the bottom of the riverbed, which makes it very high
risk for blowout.
 Right. So if we blow out right, which essentially means that, uh, the earth pressure valves
machine pushes a slurry mix in front of it.
 All right. That's not clay. It's pressurized. If we blow out the surface, all that's lost and the
water runs in.
 And when we have really serious problems, we've got a flood. Right. So we are working.
 Full is gone. You got your situation. People are at risk. So that's not a great thing to have.
 So it's better to spend the money, get it done safely, make sure it's going to be done with
urgency and certainty,
 and then we have a better chance of actually getting through it. So it could be that this this is
our fault.
 Back to risk mitigation where you spend your money, where you choose your.
 Back of the room. Sorry. I'm. We're gonna. Uh.
 Uh, I knew somebody was going to ask that. Why didn't you just go straight?
 That's. That's it. So the existing alignment, which is perfectly set up to go into Penn Station, is
terribly aligned for everything else you've got.
 You've got the Long Island Railroad, West Side Yard that's coming right outside of Penn
Station.
 You got all those buildings on top of it. You've got connection walls.
 And the whole idea with going straight, it's not possible anymore because essentially the
alignment of the river is not ideal.
 So there were multiple alignments study as part of that, the most efficient to get back into
Penn Station.
 And it's part of the process for the FBI as they study those.
 And this was what was chosen as the most effective and probable probable listing of success.
 Was this particular alignment? Yeah. Going straight just wasn't possible.
 When you when you go through the major investment study, there's a number of alternatives
you looked at there that it out through a preliminary
 environmental impact analysis and then a final environmental impact analysis.
 And this was the alignment that was chosen as being the one that gave you the best
likelihood of success coming into a very tight window,
 uh, into Midtown Manhattan. Yeah, yeah.
 So on the new Jersey side, we don't have the map on the new Jersey side.
 As we come out, come out onto the avenue. There's an Amtrak substation nearby.
 Yes, we come out of there and then Amtrak owns the right of way.
 So what we want to do is we want to come back and be as close as possible to the south
side.
 There's other stakeholders in real estate. Buying real estate is all it takes forever to Camden
Domain.
 You don't want to do that if you have that right away. And doing an easement.
 It's much easier to do and we're going to tie it back into the line anyway.
 So it just made sense. No. Let's let's go parallel to the south and tie it back in.
 So those design modifications and changes were made way ahead of us getting on board.
 So we're not the designer, but it's pretty obvious that it was a it was the best choice.
 Yeah. We have a question here. What do you have been waiting for?
 Pardon me. What provisions are being made of? What provisions are being made for future
expansion?
 The provisions that are be made for future expansion of the projects that we talked about,
that are outside of the, uh, Hudson River tunnel project.
 Okay. Uh, it's what the big pinch points on the corridor at are at Secaucus.
 Okay. And the Secaucus junction.
 So there's work that needs to be done there with the Bergen Loop and so forth to actually
improve the throughput problem there.
 Then there's a couple of bridges, uh, the north portal, south portal bridges that need to be
done.
 Okay. The big the big challenge is Penn itself.
 It really does not matter what you do on the other side of the river.
 Throughput is 24 trains per hour.
 If you tie into the existing track lineage into Penn Station, invariably in the initial program to
uh, to for this project was the Arc project.
 Right? You may be familiar with that. It was torpedoed.
 I would say, uh, for lack of a better term of about ten years ago, uh, by a certain governor in
new Jersey.
 I forget his name. Um, but, uh, the project, uh, was killed.
 But that project envisioned a tunnel under a new cavern station underneath the existing Penn
Station, similar to what was done on Grand Central.
 Madison. Okay. Um, so even on that project, there was a wherewithal and understanding that
you needed to increase the amount of,
 uh, track lineage, increase the amount of platforms to be able to improve the throughput, uh,
through Penn Station.
 Ultimately,
 the goal is to get to somewhere between 48 to 53 trains per hour with expansion at Penn
and the existence of the two tunnels coming at the.
 That's the goal. So often. I know you have more questions, but we were having a good time
here.
 Um, I have a couple of things just to announce for next week.
 We have the final presentations starting, um, based on a time we might be able to fit all
projects in one week, which is next week.
 So as maybe the week after, I will free you guys.
 You'll be able to study for the final exam. Um, so that's what we are targeting.
 And we do this in an email. Go for it.
 And maybe we can start, uh, 10 or 15 minutes before seven.
 Um, and, uh, we can finalize all the cool projects.
 Uh, the. So in this case. Yeah. You have more time for more questions.
 Sounds good. Uh, but we will send you three minutes.
 Uh, more details on this. With that being said, like, there's no words to thank the team from
Parsons.
 Mays, everyone. And, uh, I believe that is more so this is going to ask questions.
 So if you're going to be around for another few minutes, uh, to understand the questions
and, uh, I will see you soon.
 Absolutely. Yeah. Okay. See you guys next week. I want to.
 Thank you for your. I have a call with you right next.
 Uh, what's her name? Michelle.
 Uh, podcast. Yeah. You don't hear. Yeah. Okay.
 Because me and Devendra were thinking about something, um, that I might be closer for him
on our way to school.
 Interesting projects. Want to talk about that one idea.
 So we have a vision to do something.
 I want to get to work on. But. But, uh. But he's visionary from that.
 When I went to Arabia, he introduced me to all the team there. Uh, the one that is new guy is
the neighborhood Chris something.
 And Tony is the one leading. Uh, very, very engaged.
 Um, I had brought my research team with me. Uh, with me.
 It was fantastic. So, uh, so, like, your promise.
 So, so hard. It was a prayer. Spoke last week.
 Yeah. So I'm going to reach out to you.
 I send you an invite. We're ready for an election.
 Yeah. Just say with your mind. Uh, maybe you can call again on the 4:06 p.m. prayer.
 We're thinking clearly. Don't miss out with us here.
 Uh, I'm going to mention your name. We also get to share with you.
 Uh, we're not up for something because I know this is such a private office.
 Um, but it's for your faith. If you want to force anything. That's great.
 Absolutely. I feel you're in my mind.
 I hope to see you also. My board. Uh, for this coming forward, we have a couple of classes.
 I want to get in your great fit. Uh, and but maybe I can help us three, uh, to present at the
beginning because you so much.
 You got you got, uh. Thank you so much. Um.
 Uh, discussing, uh, the big picture for the study.
 Um, so I'm very interested, if you don't mind.
 Yeah, I hear that. Oh.
 Really? Oh. So how do plan. Oh, oh, oh, that's just challenging.
 Oh, good. Oh.
 Not bad. Wait. Oh, okay.
 Oh, it's so interesting. I was thinking about this. Oh, great.
 And, uh, to meet yourself and, uh, I have your email.
 Uh, I think, uh. Uh.
 Uh, this one here. Right? Yeah. Yeah.
 I'm going to email you, and I'm going to just like I launched with the veterans of Korea that
we met.
 Yeah, definitely. Thank you. Thank you so much. We appreciate it.
 Let's go. Yeah. That's great.
 So that makes it all right.
 So, um, I was like, oh yeah, I see like this morning, like.
 We have extended. Right? Yeah. Yeah.
 Yeah. Yeah. That's a really big day for the station.
 Uh. I'm like, it's not that evening.
 Oh, yeah. Otherwise it's nice. Yeah.
 So I was just like that, like, very good person.
 Thank you. That is, uh. Yeah, it's the last one.
 But the ones who have until I love it, it's.
 Just. It's just something that is, uh.
 So. Yeah.
 You might think that it's going to be something.
 That has. Yeah.
 It's only 540. I got only only writing 45 years ago.
 Right. Yeah, I.
 Guess. I was like.
 Doing this. To myself.
 After all these years.
 That's okay. Yeah. So. So. I just love to help, but I don't.
 I reproduces consistently every year or every semester.
 Then switch to updates, because that's how I got to take on that.
 Uh, so I guess. I probably just for the first time, I just got here.
 Yeah. And. What about that?
 He's the one who gave the hard hat for us. And for me, it was our party ropes.
 They're not construction officers. Makes sense. So that's it?
 Yeah. I think the framework. For a lot of it works.
 I'm working. Jacob. So for your particular life here as well, if you like.
 Uh, but let's call. That sometimes as close as we have.
 Oh, people ask me once or twice recently.
 Uh, yeah, I. Know.
 Let's go from our end, because that will be all add up.
 I mean, we aren't interested in this kind of projects. Uh, I, you know, I have some meet up
with Martin Paulson with him closely, and,
 uh, because this is, of course, I don't know what you're talking about now.
 So, um, I think it's almost like.
 I'll give you an answer for that.
 Yeah. Oh, sure. You know. Yes. Yeah. I want to know how you would look like.
 What are the different grades and all that? I like that.
 Uh, what other techniques? I want to see. What do I want to do with.
 That. That's that's why, you know, I'm not.
 So you want to say. Yeah. I want you to make sure that you can talk to me, too.
 So I'll be there with their brains, with their thoughts, and we will support them on each and
every one of you.
 That's okay. That's. Right.
 That's right. Uh, insurance, as Bob described to me.
 So what does that mean? I mean, I don't know, but I don't I don't want to reveal something
like that because I just want.
 To meet you. Uh, so actually, I don't have the wisdom of saying that the reality is at least in
place.
 I also think somebody is going to say.
 Something about this. Oh, you know, my side is also a success.
 That's that's the most fascinating thing. That's why so, so so so so now you know what
happens all the time.
 So I, I, I don't I don't think there's more money.
 That's only $12 million out of the summer.
 I think it's 6 billion. I don't know if you have any comments.
 Uh, let's get one from the other person, which was the always the referral.
 Uh, the author. I think that's right.
 I mean, uh, I guess I'm not the owner of it, so.
 Think about it. Oh my gosh. Oh my gosh.
 But thank you for that. It will come again.
 And I just want to check. Okay. I want to I want to actually have some stuff to say.
 Hey, Joe. What's up? Yeah.
 So basically you got it, right? Yeah. For sure.
 I want to talk to you. Okay. So I promise just.
 I mean, I heard from you guys.
 I know this. Is a lot because I think it's really good of surfing for us, because I know.
 That. You guys again, that was that.
 We don't know what each side of the email. Well, you know what it looks.
 Like, you know, like right.
 Spring break the last few weeks.