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. 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 scope of work and associated fee schedule with submittal. 60
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 the firm will describe the approach to be taken toward completion of each of the 4 tasks outlined above in the scope of services requested and an explanation of any proposed variations to the work program. In this response section the firm will separately address each of the 4 major tasks listed above under Scope of Services Required. (This evaluation factor is worth 20% of a firm’s qualification statement score.)
Project Approach. How the issue or problem was approached via each project.
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. 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. The idea for this project arose after extensive conversations with specialty crop farmers all over the state. Many of these farmers explained that they had reached a limit with their direct markets (farm stands, restaurants, and community supported agriculture programs) and that they could survive but not grow without access to broader markets (grocery stores, wholesalers). The purpose of the project was to conduct a research study on the feasibility of creating a specialty crop processing and/or distribution center in and existing South Carolina prison facility, which would be staffed by inmates (Proposed Facility). The goal of the project was to create a guide that would allow an organization – nonprofit, for-profit, or hybrid organization to begin a dialogue with the SCDC to define the Proposed Facility relative to the real needs that exist in South Carolina’s agriculture and specialty crop industry. The long-term goals of the Project were to address the lack of in-state processing and distribution in South Carolina and to eventually increase the available markets for the state’s specialty crop farmers. The feasibility study “Locking Up the Market—Creating a Processing and Distribution Facility in a South Carolina Prison” is attached to this document as Appendix A. This study began with the simple idea that we could create some type of processing and/or distribution facility leveraging prison labor and other SCDC resources. To understand how this process would work, you must understand Prison Industries. PI programs have been common in the United States since the 19th Century. Working helps occupy inmates’ time, helps them learn useful habits and skills, and helps defray the cost of their detention. Most importantly, the skills inmates learn make it more likely they will be able to find employment upon release, which reduces the chances they will recidivate. For many years, PI programs operated solely to supply individual prisons or a prison system with products or services that would otherwise have to be purchased. Most states include work programs into their daily venues for the inmates. The Florida Department of Corrections and Washington State Department of Corrections both have similar models of food processing within their facilities, and should SCDC choose to expand their operations and include a value added plant designed to process fruits and/or vegetables. The SC Department of Corrections has a long history in agriculture. Since the early days...
