Project Approach. Project schedules and budgets are reviewed by the Project Manager on a weekly basis during our company-wide Project Managers Meeting using project status reports generated by our control software (Deltek Vision). Progress is compared to the schedule and budget to ensure adequate resources are available and that necessary coordination is occurring. Costs are reported real time, with actual labor based on time sheet entry and actual expense costs based on invoices. The reporting system can be customized to track specific tasks or efforts in multiple categories, making it flexible enough to adapt to any project specific requirements. We hold regular project coordination meetings to facilitate communication and information transfer among the design team. These meetings are held weekly and are supplemented with e-mail communication, as well as telephone conversations. We hold monthly project status meetings with your project manager to update project status, discuss priorities, and receive direction from City staff. This provides an opportunity for communication and information to flow openly between the City and the design team. These meetings are supplemented by communications that will occur via e-mail and telephone. We conduct meetings with other agencies and stakeholders impacted by the work as needed. E-mail and telephone communication work well for quick questions or minor issues, but we have found that the most effective means of communication with other agencies and stakeholders is the “old-fashioned” face- to-face mexxxxx. Xxbble’s record of providing quality civil engineering services to our clients reflects our ability to manage multiple projects effectively and efficiently. Our philosophy is that each project is personally overseen by one of our principal officers, thereby providing immediate attention to all project aspects (i.e. negotiations, communications, schedule, budgets).
Project Approach. Key Issues And Project Understanding The Gateway site and current packaged IX and GAC systems were brought on line in 2004. Under the proposed project the nitrate treatment and GAC systems will be expanded to treat the full Well 8A flow of 3,000 gpm. The figure atop the next page presents the site plan for the 1,700 gpm IX system and 1,000 gpm GAC system. Construction Manager Services for Gateway Treatment Facility Expansion Solicitation #00-000 Xxxxxxx Treatment Expansion Site Plan Our approach to construction management of these facilities and the key issues to be considered are discussed below: Project Elements - The proposed IX and GAC facilities include the following components: • Three 8-inch SAF 6000 Prefilters • Three 10-foot diameter IX vessels and header piping - custom designed system. • One 45-ton brine maker with educator feed. • Two 42,000 gallon spent brine holding tanks. • One 60,000 gallon backwash equalization tank. • One 12-foot diameter GAC vessel and piping manifold. • One new 100 lb/day on site generation disinfection system. • New lift station pumps. • Civil and site work, yard piping, new gate and fence, and access roadway. The CM aspects of this project involves oversight, inspection, management and coordination of various project elements including mechanical equipment, specialized treatment equipment, steel storage tanks, civil, electrical and concrete and steel structures. We feel our technical experience with similar treatment projects and design history, along with our familiarity with the site, will ensure a smooth project that is delivered on schedule and within budget. We have also provided CM on similar IX and advanced treatment systems, so are aware of the Contractor’s pitfalls and will anticipate potential problems so that any issue is mitigated. These key issues are discussed below:
Project Approach a. Provide a description of your project approach relative to the advertised services. For project specific items confirm the firm has visited the project or services, cost containment practices, innovative ideas and any other project.
Project Approach. Firm should demonstrate a clear understanding of the project objectives, purpose, and associated deliverables outlined in the scope of work. Firm should provide a detailed project approach (scope of work). 50 points
Project Approach. The consultant shall present a narrative description of how each component of the project will be accomplished. The description shall address all elements of the proposed scope of work being performed.
Project Approach. The values established for the DDA’s People-Friendly Streets Projects will guide this effort as well: • Safe, comfortable downtown streets • Equitable, just access for all people • Affordable and inclusive community • Vibrant and thriving local economy • Responsible design and implementation • Connected community with streets as civic space Close coordination with staff from the DDA, Transportation, Engineering, and Police Units will be essential to success. As will engagement with merchant associations, service providers, and City Boards and Commissions including the DDA Board, Transportation Commission, and Commission on Disability. The DDA has established an excellent working relationship with these organizations and anticipates willing and meaningful collaboration between the consultant team, the DDA, and these key stakeholders. The consultant team will be responsible for project management and coordination, with direction and final approval from DDA staff.
Project Approach. How the issue or problem was approached via each project.
Project Approach. Project Approach identifies the general strategy for completing the project and explains any methods or processes that will be used during the project. A more detailed Project Strategy and Technical Strategy document may be needed to support this component. This information will be the basis for the Project Plan. Place Project Approach text here.
Project Approach. Fruit and vegetable production is vital to South Carolina’s economy. Challenges remain, however, to ensure the benefits of local agriculture production across the state. To identify and promote farms that grow specialty crops, as well as increasing markets for those crops through stores and schools is a primary objective of the SCDA. This intern was dedicated to increasing the awareness, membership and benefits from participation in SCDA programs to the specialty crop producers in SC. This project occurred at the same time as the expansion of the South Carolina Farm to School Program. The South Carolina Farm to School Program is a collaborative effort between the South Carolina Department of Agriculture, South Carolina Department of Education, South Carolina Department of Health & Environmental Control and Clemson University. The South Carolina Farm to School program is a systems-level approach to change the school food environment by incorporating locally grown produce in the school cafeteria and increasing agriculture production by creating new markets for SC produce. In order to meet these new markets we need to insure and identify adequate SC specialty crop products through the ‘Certified SC Grown’ branding program. Project managers worked closely with the intern to insure that all activities were dedicated to solely increasing the competitiveness of specialty crops within the state. To help increase the number of specialty crop producers that have the required Good Agricultural Practices certification, the intern hired from this funding worked in conjunction with the SC Farm to School staff and the purchasing directors, dieticians, and menu coordinators within each of the school districts. In many cases, there was a lack of knowledge of what produce was grown in South Carolina, and the intern would provide information about local specialty crop producers who were GAP certified and able to sell directly to the schools, and as a result, helping to “connect the dots” between the farm and the school lunch room. The information sharing channels did not only have a blockage in this one area; seeking more fruit and vegetable producers to incorporate into their meal plans, and were not able to locate them through the typical foodservice channels. This occurred five times, in five counties (Greenville, Spartanburg, Lexington, Richland and Beaufort) over the course of the grant period. In these instances, the intern would obtain the information about the GAP ce...
Project Approach. To develop the land use and transportation scenario, the Consultant shall use the Envision Tomorrow scenario planning tool to explore potential land use types, densities, patterns and locations in the Project Area and develop strategies to create an enhanced multi-modal transportation system. Consultant is solely responsible for compliance with Envision Tomorrow software licensing terms. Developing different land use typologies is an important element of the scenarios. The Project must investigate multiple transportation systems that combine different levels of safety and capacity, transit, bicycle, and pedestrian projects along with demand management programs. The goal is to select a land use and transportation scenario that allows public and private land to develop in a way that supports the character of the Project Area and that has a reasonable probability of being funded. The creation of development overlay zones and a land use regulation to implement the scenario is an expected outcome. It is important that the Project results in a level of certainty for the community about land use and transportation planning for the Project Area, as well as providing local agencies and private development a clear and unambiguous path towards development. The City and Consultant shall work collaboratively with OSU-C, BPRD, Deschutes County, Cascades East Transit, Oregon Department of Transportation (Agency/ODOT), Department of Land Conservation and Development (DLCD), Bend Metropolitan Planning Organization (BMPO), and property owners and citizens to identify and resolve potential transportation and land use concerns. There are a number of planning and construction projects that will be conducted within the Project Area and timeframe of the Project. These projects are expected to create technical data sets and public information that must be coordinated with Project processes and outcomes. The Consultant shall develop a strategy to integrate the various data and information elements of the projects, potentially including a milestone schedule. The strategy must be flexible, responsive and coordinated.
