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This document is the Project Management Plan for the SR 520 Bridge Replacement and HOV Program's Pontoon Construction Project. Part 1 of the project management plan describes project management for preliminary engineering activities up to award of the design-build contract in January 2010. Part 2 of the project management plan is a second volume and describes project management including the role of the design-build contractor.
The Pontoon Construction Project Team created the Project Management Plan in May 2009 and reviewed the attached SR 520 Bridge Replacement and HOV Program charter.
Members of the project team demonstrated their commitment to achieving the program objectives by signing the charter, and have officially initiated the procedures and requirements as described in the Project Management Plan.
The purpose of the Pontoon Construction Project is to expedite construction of pontoons needed to replace the existing traffic capacity of the Evergreen Point Bridge. To achieve this purpose, WSDOT is proposing to build a new casting basin facility that could accommodate simultaneous construction of multiple pontoons. The Pontoon Construction Project Team's mission is to expedite pontoon construction for replacing the Evergreen Point Bridge in case of catastrophic failure, while at the same time incorporating best engineering practices, developing the most cost effective design, and minimizing effects on the environment. Update, December 2010: Physical construction of the casting basin is scheduled to begin after all permits are received, which will be two to four months after ROD is signed. The casting basin and project pontoons will be constructed at the newly purchased site in Grays Harbor County.
The 2010 Legislative supplemental budget provided $2.641 billion for the SR 520 Program with intent to complete a new floating bridge across Lake Washington and Eastside corridor. To achieve the SR 520 Program goals and objectives as effectively and efficiently as possible, WSDOT has formed an integrated project management team composed of state staff and partners, such as consultants and contractors.
Timely communication with no surprises is critical to successful delivery of the Pontoon Construction Project.
The Pontoon Construction Project Design Office consists of a staff made up of both state and consultant resources. As required by the Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) the Pontoon Construction Project Agency Coordination Team (PCPACT) provides a forum for ongoing collaboration with regulatory agencies and tribes. The PCPACT is currently focused on NEPA and ESA compliance and will later shift to project permitting. Collaboration with the participating agencies in determining the appropriate impact assessment methodologies to be used and the level of detail required for the analysis of alternatives. The PCPACT meets bi-monthly as a large group to exchange information and develop strategies to advance technical work on specific project topics. The Pontoon Construction Project will work closely with FHWA to effectively deliver the SR 520 Program through an ongoing partnership and stewardship program during the Pre-Construction and Construction phases of the project.
During Construction, the Pontoon Construction Project Team will follow and adhere to the WSDOT stewardship agreement with the FHWA. The Pontoon Construction Project is one of several projects being executed as part of the SR 520 Bridge Replacement and HOV Program. The Project Design Office will carry out many of the environmental and engineering activities associated with the Pontoon Construction Project.
Capital Program Development and Management - Funding approval, change management, executive reporting of cost and schedule. Right of Way Plans - Review and approval for Record of Survey, prepare sundry site plan, prepare DNR aquatic plat. The following high-level organizational charts illustrate the structure of the Pontoon Construction Project Team.
Works with an integrated team of consultants and WSDOT staff to implement project direction, and serves as a positive communication link between program leadership and project staff. Coordinates design team operations and incorporates products from specialty groups into the design approval process. Responsible for design oversight, including meeting requirements of the Design Manual, other manuals, and the Team Mission.
Develops the project hydraulic design in compliance with local, state and federal regulations. Prepares treatment plan to manage runoff to meet objectives and goals outlined in WSDOT Hydraulic Manual and Highway Runoff Manual. Responsible for developing design to meet the permit conditions and supporting the application process for hydraulic-related permits. Manages Structural Design Team to develop deliverables pertaining to structural elements of SPCS project, such as design, analysis, plans, specifications, and estimates. Acts as an advocate for the Bridge and Structures office by communicating concerns and issues between the design team and the Bridge office.
Provides geotechnical recommendations related to development, design and construction of retaining walls, piling supports, and soil characteristics for stormwater treatment facilities.
Develops project environmental strategy and provides guidance to Environmental Lead on implementing the strategy. Ensures the project is managed consistently and complies with WSDOT, federal, state and local policies. Promotes, builds and maintains relationships that facilitate agreement and trust with resource agencies, key stakeholders, tribal nations and the public.
Communicates with the appropriate state, federal and local agencies to obtain the appropriate permits required. Acts as an advocate for the environmental office by communicating concerns or issues between the design team and the environmental office. Prepares the elements of project base map including topography, photogrammetry, and site features. The overall objective of the Pontoon Construction Project is to design, permit and construct the pontoons required for replacement of the Evergreen Point Bridge, within project budget and meeting scheduled dates for advertisement of the contract and pontoon construction completion. Obtain project environmental approval (NEPA ROD, ESA biological opinion) for one of the two potential casting basin sites in Grays Harbor County, by the end of 2010.
Update, December 2010: Biological Opinion signed by NMFS in October 2010, FEIS published in December 2010, and ROD to be signed in January 2011. Update, December 2010: Permits scheduled to be obtained within two to four months after ROD is signed. The Pontoon Construction Project Team will be governed by the operating principles contained in the SR 520 Bridge Replacement and HOV Program charter ( Appendix A), as well as the following guidelines specific to the Pontoon Construction Project.
Effective control systems are required to manage major projects such as the Pontoon Construction Project. In addition, the project team has prepared a work plan that addresses the tasks and deliverables for the current biennium as well as the project's work breakdown structure and budget.
Initial financial plans and annual updates are required for all major projects, defined as projects costing $500 million or more. In January 2008, a 2007 SR 520 Program Finance Plan was prepared for the Governor as required by Engrossed Substitute Senate Bill (ESSB) 6099. A detailed Finance Plan has been developed for the SR 520 Pontoon Construction Project to meet FHWA requirements. A 2009 CEVP provided an estimated total project cost of $746 million, which includes an estimated project cost reduction of $29 million in sales tax deferral.
It is important for a project manager to understand the dynamics of conflict before being able to resolve it. The SR 520 Program and project teams will use an approach referred to as confronting, which is described as problem solving, integrating, collaborating or win-win style. The Headquarters Capital Program Development and Management Office, in conjunction with the Project Manager, is responsible for implementing a Change Control process for each project, encompassing changes during design and contract Change Orders during construction. The objective of Change Control is to identify the various scope, cost and schedule impacts to the project, and to help HQ and the projects' managers deliver projects on time and on budget as expected.
Monitoring the baseline parameters and documenting any changes to those parameters is Change Control, a process used to identify the various cost impacts of changes to the project. The specific document used to identify the impacts of such change is called a Change Request Form. The Project Task Manager uses the form to determine whether the identified item is truly a change in the scope of work. Scheduling provides a planning framework for project team staff, public and private utility companies, railroads, local community groups, businesses, consultants, suppliers, contractors, and federal, state and local agencies. The Pontoon Construction Project Design Office will develop and maintain the Project Master Schedule.
The Project Master Schedule follows the project's scope of work breakdown by task and budget, as outlined in the Work Breakdown Structure. Primavera Project Management Release 6.0 (P6) has the capabilities to control and monitor project work.
The schedule monitoring process detects adverse trends, including costs, early enough in the project to address them.
The project's status, schedule conflicts and changes are reported on in the Monthly Progress Report prepared by task leaders and distributed to the project team and other involved parties.
Each discipline manager or reporting party will provide the percentage complete, remaining duration, and actual start and finish of each task. The schedule updating process is intended to provide the most accurate picture possible of the progress achieved by all levels and organizations involved in the project and to demonstrate the effect of this progress on the overall project schedule. In addition, the SR 520 Program Controls Group will perform routine audits of the Project Master Schedule to ensure that the content and form are consistent with the project's scope and goals.
During the design phases, the baseline schedule will reflect general, summary-level estimates of the construction schedule.
The construction schedule specifications will be applied as appropriate, given the size and complexity of the contract packages.
The project management team is responsible for controlling the risk of project cost increases.
The Project Controls Lead prepares project financial analysis, funding plans, earned value status, budgets, forecasts, cost estimates, project breakdown schedules, cost reduction evaluations and financial data to meet the project's specific needs.
Preliminary engineering includes all work prior to award of the construction contract, including the ad, bid and award process.
A detailed evaluation of anticipated work and estimated value of labor hours and direct expenses for each estimated work activity. Right of Way needs are identified during the design process by overlaying the proposed design onto existing right of way limits and examining the differences.
The WSDOT Real Estate services office will help the project determine property value assessments. The SR 520 Program has created Cost Estimating guidelines for use in the development of the base costs estimated for construction costs. Quantities of individual items of work are obtained from various disciplines such as roadway, traffic, illumination, urban design, existing utilities, structures, environmental mitigation, and stormwater management. The unit prices are based on historical bid prices for similar road construction projects that were recently advertised, as well as updated prices provided by the WSDOT Bridge and Structure Office.
Construction estimates for the SR 520 Program include soft costs, such as local sales tax, construction engineering and construction contingencies. Inflation rates for construction, right of way, and preliminary engineering will be estimated using the CPMS inflation tables. As with all major WSDOT projects, the SR 520 Program uses the WSDOT Cost Estimate Validation Process (CEVP) to validate base cost estimate, perform risk assessment and determine a cost estimate range. CEVP is a systematic project review and risk assessment method that identifies and describes cost and schedule risks, and evaluates their impact on the available project estimate. Based on an evaluation of project risk events and sound engineering judgment, project leadership will determine a risk percentile to determine the project Agency Cost Opinion, a single point cost estimate for public discussion and budgeting proposes.
Project Cost Estimates are reviewed annually in a weeklong CEVP workshop session to update the base estimate and risk register. The SR 520 Project Management Team will manage the program budget as defined by the Legislature. The Project Management Team will derive the initial cash flow from the appropriate CEVP and the Project Master Schedule. The Project Controls Lead for the Pontoon Construction Project has developed standard cost reports as required by the various funding agencies and by the Project Manager. The SR 520 Program uses a hierarchical audit process as one of the ways it maintains accountability. WSDOT Audit Office performs audits to ensure that the program has adequate procedures and processes in place, that they are being used as planned, and that standard auditing guidelines are followed. WSDOT uses regular reporting to ensure that sound project decisions are made that align with the expectations of the region, the state, and the public.
WSDOT HQ Construction Office provides construction audits for items such as materials testing records to ensure that state standards are followed. HQ provides an independent review of work products and management systems to ensure that state and Toll Division standards are followed.
SR 520 Business Group is responsible for ensuring that adequate accountability procedures, tools, and mechanisms are in place for work to be conducted in accordance with federal, state, and Toll Division regulations.
SR 520 QA manager is responsible for ensuring that project quality control procedures are being followed.
Task leads are responsible for ensuring that a standard process is used to review and verify work products before they are finalized. The Pontoon Construction Project Team will adhere to the policies and procedures within this program manual. The SR 520 Program maintains an Office Operations and Procedures Manual that establishes policies and procedures for communications and office operations. Monthly and quarterly progress reports are prepared and reviewed by the project team and WSDOT management. Analyses of the data generated by the tools described above help identify trends and forecast project performance.

Earned Value Management System (EVMS) will be used to monitor and control the project budget and schedule. The SR 520 Program has committed to maintaining a steady staffing level that can meet the ups and downs of the project.
The project budget (labor hours) and schedule are the basis for projecting the staffing needs of the project. A resource-loaded schedule allows the Project Management Team to monitor and forecast staffing levels. The Pontoon Construction Project Team has implemented a systematic process to identify, analyze and respond to project risk in all phases of the project. The risk management process used by the Pontoon Construction Project Team includes completion of an annual CEVP workshop. Estimating the cost, risk and uncertainty of transportation projects is a fundamental WSDOT responsibility.
A single number estimate implies a precision beyond what actually can be achieved during planning, scoping or early design phases.
WSDOT has found that the answer to these fundamental questions rests in the fact that an estimate is more accurately expressed, not as a single number, but as a range.
The Pontoon Construction Project is one of several projects that make up the larger corridor construction effort. This Project Management Plan is presented in two parts in order to describe the adjustment in approach after the Design-Build contractor has been added to project team. For the most part, schedule dates that are presented in Part 1 are the assumed dates that were used for development of the Design-Build Request for Proposals. Completion of the final design and construction of the project are both included in the design-build phase. By endorsing this Project Management Plan, we agree to undertake the duties, responsibilities and directives per Executive Order E 1042.00, dated July 1, 2008. The pontoons will be stored in case they are needed for catastrophic failure response, or until they can be incorporated into the proposed Evergreen Point Bridge replacement. WSDOT would retain ownership of the facility at least until it is determined whether the facility would be needed to construct the additional pontoons needed for the proposed SR 520, I-5 to Medina: Bridge Replacement and HOV Project. The Concrete Technology Corporation's facility in Tacoma has been provided to the construction industry as addition pontoon construction capacity, but will require a complete ESA Analysis if utilized. Of the total program funding, the Pontoon Construction Project will receive approximately $591 million to complete all work and deliver pontoons into storage for use on the SR 520 floating bridge.
Project designers and environmental planners work together in a co-located Pontoon Construction Project Design Office. The PCPACT aims to make the environmental review process more efficient and timely, while enhancing interagency coordination. The team is supported by technical working groups, which are formed as needed to address issues in more detail.
During Pre-Construction, FHWA will approve Design Deviations and the Environmental Impact Statement for the project and any subsequent reevaluations of environmental impacts. The program aims to enhance safety by replacing the aging floating bridge and to keep the region moving with vital transit and roadway improvements throughout the SR 520 Corridor. With this in mind key project management positions for decision making and contracting will be staffed with WSDOT employees.
Chart A ( Figure 2) illustrates the staff who report to the Project Engineer, whose responsibilities include implementing project direction, handling project communications and overseeing contracting for the project. Construction sites are located in the WSDOT Olympic Region, which will provide direct construction management for the Pontoon Construction Project.
These principles and guidelines will be incorporated into all project processes and procedures. Each Pontoon Construction Project office group will have the authority to make decisions within their area of technical expertise and level of authority. As the Pontoon Construction Project Team's staffing needs change, staff hiring decisions will be made in accordance with WSDOT policy and procedure. All members of the Pontoon Construction Project Team are expected to interact in a professional manner. The many agencies, consultants and contractors involved in the program must be provided proper control tools. This project work plan is reviewed monthly with the SR 520 Program Management Team, and quarterly with the task leads. Any major project receiving federal funds for construction, regardless of the federal percentage compared to state, local, or private funding will require the submission of financial plans. Bids lower than expected resulted in an initial project construction budget of $419 million and risk reserve of $63 million. The potential for conflict in the development of projects is usually high because it involves individuals from different backgrounds and orientations working together to complete a complex task. However, if conflict cannot be managed properly, it can be detrimental to an organization by threatening organizational unity, business partnerships, team relationships, and interpersonal connections. The internal characteristics of conflict include perception of the goal, perception of the other, view of the other's actions, definition of problem, communication, and internal group dynamics. It involves the conflicting parties meeting face-to-face and collaborating to reach an agreement that satisfies the concerns of both parties, if after the first meeting a successful resolution does not occur the project manager will involve a neutral third party to facilitate resolution. The controls include procedures to uniformly document changes in the project during the procurement and preliminary engineering phases. However, the discussion focuses on design changes, specifically changes to design task orders.
The scope, schedule and cost, as identified in the budget approved by the Legislature, establish the baseline from which all work is measured, managed and reported.
Often, an item is added to the scope at a partner's request, after the estimate has been completed and the agreement signed. If the Project Task Manager determines the item constitutes a change, the Change Request is forwarded to the Project Scheduler and Cost Engineer for analysis. Established procedures provide sound, efficient, timely and accurate methods of schedule control, monitoring and reporting, including monthly progress reporting, monthly management team meetings and quarterly reviews of the work plan with task managers.
Once specific construction contracts are awarded, the contractors will prepare detailed construction schedules and submit them to the project management team for acceptance.
The project will use a risk analysis process to address potential cost overruns by identifying and examining the particular risks, opportunities and uncertainties faced by each project element.
Through this system, the Project Controls Lead provides WSDOT with monthly summary-level cost information derived from approved budgets, current estimates, progress payments and other actual costs. Additional tasks include tracking and evaluating cost trends, as well as variances in procurement, preliminary engineering, administration, utility, right-of-way, public involvement and costs, and recommending adjustments when adverse trends occur. This is usually done early in the design phase of the project, when scope has yet to be determined. This is typically done at a more advanced design stage, when scope has been clearly defined.
Additional markups may be added for appraisals, labor, property management and other right of way expenses. These disciplines estimate the quantities for items of work that relate to their section of the project.
If historical data is unavailable, unit prices will be developed from built-up prices based on material, equipment, labor, markup, etc. CEVP performs a project cost and schedule validation, and develops updated cost and schedule ranges using probabilistic risk assessment. The SR 520 Program held its first CEVP session in 2002 and will continue to hold annual CEVP workshops until the major construction contracts are issued for bid. Construction Project costs targets will be updated and managed as construction contracts are bid and awarded. Modifications in scope, where necessary within each segment, will be used to maintain the budget. The projected cash flows will be analyzed against the anticipated funding availability, and any project adjustments to optimize the project schedule will be suggested. The cost reports may include detailed line item reports as well as various levels of summary reports. When there is more budget than incurred, the cost avoided will be reallocated to other contracts in the section subject to Legislative and WSDOT executive approval. Program management has access to the resources of the Washington State Auditor's Office, the State Attorney General's Office and WSDOT Internal Audits. EVMS is one of the most effective ways to manage all costs on the project, providing management with cost expenditure trends and forecasts several months before costs are actually incurred. The Project Management Team is responsible for defining the resources required in the project, by position title.
This is important when planning for staff level increases and decreases where long lead times for acquisition or placement are required. The results of these workshops, as well as the current risk register, are documented in the SR 520 Program's ProjectWise file.
The Pontoon Construction Project Team will implement and continuously upgrade the risk management approach throughout the life of the project. Efforts are underway nationwide to identify tools and techniques to produce more accurate and complete estimates. Project engineers, project managers, business managers and executives must be prepared to answer three questions often raised by the public and others about our projects. WSDOT has developed a process for bringing experts together in workshops to determine this range: the Cost Estimate Validation Process, CEVP, for projects over $100 million.
To develop this outcome, some of the components of an estimate are described as variables with significant uncertainty or risks. In some instances, notation has been added to this document to provide updated information for clarification of delivery status. A secondary purpose of the SR 520 Pontoon Construction Project is to ensure access to the proposed facility if it were needed to build pontoons for unforeseen WSDOT floating bridge repairs or replacements. Based on the schedule described above, all project pontoons will be complete by early 2014 and ready for use in case of a catastrophic event on the existing SR 520 Evergreen Point Bridge. The integrated team structure was initiated to bring the best people together to work seamlessly toward successful completion of the complex and costly SR 520 Program. Regularly scheduled communication meetings are held between 1) internal project team members, 2) project managers and SR 520 Program senior management, 3) project managers and regulatory agencies, 4) project managers, FHWA managers and WSDOT HQ staff, and 5) project managers and internal project team members. Technical working groups have been convened on topics such as pontoon moorage, ecosystems, water resources and the built environment.
FHWA will be a member the Executive Team Oversight Committee in the review of the Design Builder selection process. Procedures and policies established by the SR 520 Program shall apply to the Pontoon Construction Project. Chart B ( Figure 3) illustrates the team structure beneath the Assistant Project Engineer, whose responsibilities include structural, geotechnical and coastal engineering design. The SR 520 Program, the HQ Construction Office and the Olympic Region management groups are in the process of establishing a construction organization and protocols for management of the construction process. Team members will attempt to resolve disagreements between themselves directly, recognizing that disagreements center on opinions, ideas and concepts, and not the individual.
Central among these tools is a control system that provides accurate and timely information about the program schedule, actual cost, projected cost and revised budgeting.
The cause of conflict in the project is typically due to differences in values, attitudes, needs, expectations, perceptions, resources, and personalities.
If this approach does not work, then the process shown on the fourth line of the flow chart below will be enacted. Status reports on the project are prepared monthly and presented to WSDOT as the Monthly Project Report.
Once Project Controls is complete, the Project Task Manager determines which review and approval process must be followed. The Project Controls Lead will review and manage subsidiary or subnet schedule effects and inputs to the Project Master Schedule. The Master Schedule integrates all existing consultant schedules, and ties the schedule through inter-project links so consultants and SR 520 staff maintain their baselines. The Project Controls Lead will incorporate the information into the Project Master Schedule, determine the overall status of the work and produce a series of schedule reports. As a result, the specification for larger projects will be based on Critical Path Method (CPM) scheduling, while specification for smaller projects may not require CPM scheduling, but could require the contractor to regularly submit horizontal bar chart type schedules.
A likely range of costs will be developed to quantify the probability that particular cost levels will be realized. The Project Controls cost management process includes the following elements: budgeting, cost tracking, project cost reports, earned value, chart of accounts, and cost estimating.
The quantities are developed using CADD drawings, design standards and engineering judgment.
If historical data is available but outdated, estimates will rely on a price escalation factor that accounts for inflation. The process examines, from the very beginning, how risks can be lowered and cost vulnerabilities managed or reduced. Project construction contingencies will be managed by the construction Project Manager as part of the construction budget. As projects are executed and budgeted, managers will analyze budget and spending trends and report monthly updates to the SR520 Program Finance Controls.
The cost tracking system is based upon the WBS, which is broken down into a chart of accounts. The Project Controls Lead also provides special analysis and oversight, and monthly reports as required.

EVMS gives management the lead-time needed to make the most informed decisions possible, including mitigation strategies, should negative final costs be forecasted. The Pontoon Construction Project Team has adopted the resource titles used throughout the SR 520 Program.
WSDOT uses the less-intense Cost Risk Assessment, CRA, for projects valued between $25 million and $100 million.
However, the reader is advised that Part 1 was completed in April 2009 and applies primarily to activities through January 2010.
WSDOT has identified the Aberdeen Log Yard as the preferred site for pontoon construction.
Successful team alignment depends on a commitment from all team members to actively communicate at all times. Issues may also be elevated to staff and agency decision-makers, as needed, to resolve conflicts. Program management will have oversight over the Pontoon Construction Project and will monitor its progress through regular reports and meetings with project leaders. The Assistant Project Engineer reports to the Project Engineer, who reports to the Project Manager.
An organizational breakdown is currently being developed and will be included at the next Project Management Plan update. When significant differences cannot be resolved directly, the team will elevate the issue to the appropriate level of management for resolution. To that end, the Pontoon Construction Project, and the entire SR 520 Program, will use a standard project controls software suite of programs, selected and developed by the WSDOT Headquarters Capital Program Development and Management Office as the tools to track and control program and project performance.
Three months prior to the start of a new biennium the work plan will be updated to include revised and new tasks associated with the current scope of the project. The financial plan must be approved by FHWA before authorization of federal funding for the project construction. Proper skills in dealing with conflict can assist project managers and other organization members to handle and effectively resolve the conflict. These reports are designed to apprise management of emerging issues so they can be addressed expeditiously. For example, the project team may be asked to perform additional traffic or environmental discipline studies, or the project team during the design phase directs a change after a drawing is 90 percent complete and the drawing has to be taken back to the 30 percent design level. The Project Master Schedule establishes the project timeline with emphasis on the timing of the production of key deliverables and review of project progress.
The Project Manager, with the advice and concurrence of WSDOT, will decide which specification to include in the contract package.
This information will be used to develop strategies to reduce risk and cost, and to streamline the project schedule. But the single number often masks the critical risk and variation assumptions made implicitly or explicitly for a particular project. With this simple program and our support, you can own your own business, set your own prices and focus on sales, while we provide and ship your products, create and manage your business website content and even supply your personalized print marketing materials.
Except for the limited updates described above, Part 1 has not been revised beyond that time frame because project management from that point forward is described in Part 2. These two examples demonstrate the importance of all members of the project team knowing the scope of the project. The format and distribution of such reports will be tailored to the specific needs of the situation. Risks and their potential costs will be identified, evaluated and mitigated, or resolved as the project proceeds. WSDOT Region and HQ support and regional traffic management support should also be considered in program cost estimate determinations. This reflects the limits of estimating precision at the planning stage when crucial decisions have yet to be made and the specific risks cannot be priced exactly.
The content of the initial financial plan and each annual update should be certified and signed by the WSDOT Secretary of Transportation prior to submission to the FHWA. This allows all resources to roll up under the project identifying the number of FTEs required, when needed, and what positions are needed. THESE VERY SAME ENFORCEMENT AGENCIES, WHO HAVE SWORN TO PROTECT AND SERVE, OUR COUNTRY, AND CITIZENS ,ARE BUT SOME, OF THE CORRUPT,GREEDY TRAITORS .ENGAGED IN THE TYRANNY AND TORTURE.
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Our Research and Development Division has been in contact with the Federal Bureau of Prisons, the California Department of Corrections, the Texas Department of Public Safety, and the Massachusetts Department of Correction to run limited trials of the 2020 neural chip implant. We have established representatives of our interests in both management and institutional level positions within these departments. Federal regulations do not yet permit testing of implants on prisoners, but we have entered nto contractual agreements with privatized health care professionals and specified correctional personnel to do limited testing of our products. We need, however, to expand our testing to research how effective the 2020 neural chip implant performs in those identified as the most aggressive in our society.
In California, several prisoners were identified as members of the security threat group, EME, or Mexican Mafia. They were brought to the health services unit at Pelican Bay and tranquilized with advanced sedatives developed by our Cambridge,Massachussetts laboratories.
The results of implants on 8 prisoners yielded the following results: a€?Implants served as surveillance monitoring device for threat group activity. However, during that period substantial data was gathered by our research and development team which suggests that the implants exceed expected results.
One of the major concerns of Security and the R & D team was that the test subject would discover the chemial imbalance during the initial adjustment period and the test would have to be scurbbed.
However, due to advanced technological developments in the sedatives administered, the 48 hour adjustment period can be attributed t prescription medication given to the test subjects after the implant procedure. One of the concerns raised by R & D was the cause of the bleeding and how to eliminate that problem. Unexplained bleeding might cause the subject to inquire further about his "routine" visit to the infirmary or health care facility. Security officials now know several strategies employed by the EME that facilitate the transmission of illegal drugs and weapons into their correctional facilities. One intelligence officier remarked that while they cannot use the informaiton that have in a court of law that they now know who to watch and what outside "connections" they have. The prison at Soledad is now considering transferring three subjects to Vacaville wher we have ongoing implant reserach.
Our technicians have promised that they can do three 2020 neural chip implants in less than an hour. Soledad officials hope to collect information from the trio to bring a 14 month investigation into drug trafficking by correctional officers to a close. Essentially, the implants make the unsuspecting prisoner a walking-talking recorder of every event he comes into contact with.
There are only five intelligence officers and the Commisoner of Corrections who actually know the full scope of the implant testing. In Massachusetts, the Department of Corrections has already entered into high level discussion about releasing certain offenders to the community with the 2020 neural chip implants. Our people are not altogether against the idea, however, attorneys for Intelli-Connection have advised against implant technology outside strick control settings. While we have a strong lobby in the Congress and various state legislatures favoring our product, we must proceed with the utmost caution on uncontrolled use of the 2020 neural chip. If the chip were discovered in use not authorized by law and the procedure traced to us we could not endure for long the resulting publicity and liability payments. Massachusetts officials have developed an intelligence branch from their Fugitive Task Force Squad that would do limited test runs under tight controls with the pre-release subjects. Correctons officials have dubbed these poetnetial test subjects "the insurance group." (the name derives from the concept that the 2020 implant insures compliance with the law and allows officials to detect misconduct or violations without question) A retired police detective from Charlestown, Massachusetts, now with the intelligence unit has asked us to consider using the 2020 neural chip on hard core felons suspected of bank and armored car robbery.
He stated, "Charlestown would never be the same, we'd finally know what was happening before they knew what was happening." We will continue to explore community uses of the 2020 chip, but our company rep will be attached to all law enforcement operations with an extraction crrew that can be on-site in 2 hours from anywhere at anytime.
We have an Intelli-Connection discussion group who is meeting with the Director of Security at Florence, Colorado's federal super maximum security unit. The initial discussions with the Director have been promising and we hope to have an R & D unit at this important facilitly within the next six months.
Napolitano insisted that the department was not planning on engaging in any form of ideological profiling. I will tell him face-to-face that we honor veterans at DHS and employ thousands across the department, up to and including the Deputy Secretary," Ms.
Steve Buyer of Indiana, the ranking Republican on the House Committee on Veterans' Affairs, called it "inconceivable" that the Obama administration would categorize veterans as a potential threat.

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