Exhibit 6.8 Key Lessons from International Transportation PPP Projects

•  The general public is much more accepting of tolling bridges and tunnels than highways, especially in the U.K.

•  Risk management can be optimized by retaining a private sector project delivery team with extensive experience and capabilities in delivering PPP projects that meet the full terms of the contract.

•  Other surface transportation facilities nearby a PPP-delivered facility may help or hurt the success of the PPP arrangement depending on if these facilities channel additional traffic to the facility or compete with the facility for the same customers.

•  PPPs can benefit by combining multiple objectives that benefit numerous stakeholders, beyond just the PPP members, such as economic development, remediation of brownfield sites, congestion relief, and safety that provide a "win-win" solution set that enhances the chances of

•  PPPs are being used extensively by many countries around the world to deliver surface transportation projects for which the sponsoring government or public agency lacks the financial resources to delivery the project in a reasonable timeframe. This is especially true for emerging nations in Central and Eastern Europe, Asia, and Latin/South America.

•  Unique situations often require unique solutions. Differences in the legal, cultural, economic, and institutional environments by region and country make each project unique in certain ways and this needs to be taken into consideration when structuring a PPP contract agreement.

•  Allow a flexible project development approach for projects that have demanding design requirements to enable the private sector team to introduce innovative design and construction techniques to better control the cost and timing of the project. This suggests the public agency partner not over design the project before bringing the PPP team on board but instead take the preliminary design process to the point where the basic requirements of the project are defined.

•  PPP partners should work collaboratively and constructively in confronting obstacles that invariably arise during project development with creative solutions, instead of playing the "blame game". This requires trust among the members of the PPP.

•  Obtain champions for a PPP project among top elected and appointed officials to advance PPP projects in a timely and cost-effective manner, especially in the early stages of environmental clearance, permitting, and financing.

•  Successful PPPs begin with a clear understanding of the respective roles, responsibilities, risks, and returns each partner will assume during the terms of the project contract agreements with each party held accountable for delivering according to the terms of the contract.

•  Members of the PPP team should maintain a spirit of openness (transparency) and cooperation throughout the project development and implementation processes, soliciting inputs from and communicating with each other and key stakeholders, including the general public. This will help keep the project moving as the parties work out issues in a collaborative manner.

•  Project risk can be significantly reduced by retaining a private sector project delivery team with extensive experience and capabilities in delivering the same kind of PPP project that meet the full terms of the contract.

•  Other surface transportation facilities nearby a PPP-delivered facility may help or hurt the success of the PPP arrangement depending on if these facilities channel additional traffic to the facility or compete with the facility for the same customers.