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City of Sunny Isles Beach | RFQ No. 20-07-01 | Continuing Professional Consulting Services (CCNA) <br />CGA also understands the importance of providing real up <br />to date information to the residents and businesses along <br />the corridor. CGA is prepared to provide door hangers during <br />the initial weeks of the project detailing the CEI contract <br />information and schedule. Our intent is to visit each impacted <br />resident or business owner to ensure they are aware of <br />the proposed improvements, our schedule and potential <br />impacts. Our experiences have proven that an informed <br />and knowledgeable community reduces the number of <br />complaints that each Local Agency will receive – our staff <br />will work as an extension of the County to ensure that all <br />issues are addressed timely with documentable solutions. <br />The team will perform a door to door notification in advance <br />of construction. <br />MANAGEMENT PRACTICE FOR MITIGATING SCHEDULE <br />AND BUDGET OVERRUNS <br />As part of the team’s project cost control system, during <br />the preparation of a task work order, the team will prepare <br />a budget form, which identifies all project-related costs. <br />The budget outline includes assigned personnel, associated <br />manpower and monetary allowances, equipment and direct <br />expenses, overhead, and FCCM. The contract fee is broken <br />down into categories, which are identifiable with activities/ <br />items and sub-consultant services. <br />Once authorized, each task work order is then translated to <br />our accounting system and reflected in our internal progress <br />reports supplied to our clients and is summarized in the <br />task work order tracking spreadsheet. The spreadsheet will <br />be reviewed at our recommended monthly contract update <br />meeting with the County’s CEI Consultant Manager. <br />This will allow us to closely track where the contract’s <br />financial status thus eliminating any contract funding or time <br />issues. These are measures that we use on all our TWO <br />based contracts including the City of Fort Lauderdale, FDOT <br />District IV, FDOT District VI and FDOT Broward Operations <br />Center. <br />CGA’s accounting system has a powerful reporting tool to <br />ensure a tight control of ALL our project budgets. Periodic <br />(Principal-in-charge) reviews (monthly) are performed on <br />ALL project budgets, assigned resources, and associated <br />technical issues to guarantee that the project remains on-track, <br />within budget and that a quality service is being provided at all <br />levels. In addition, Critical Point Reviews of each Construction <br />Budget can be performed on any given project. Historical <br />cost data, as well as, the experience of our personnel are <br />utilized in establishing and controlling construction costs on <br />each of the task work order assignments. <br />Contract Scheduling and Resource Allocation: Project <br />and personnel scheduling are two of the most critical <br />functions to ensure the success of this contract. Being <br />proactive to events, anticipating task requirements and <br />finding timely staffing solutions will be key, to avoiding <br />delays in the execution of any required task. The team will <br />pay special attention to the Technical Special Provisions <br />and Supplemental Specifications for each project to ensure <br />that personnel exceed the experience expectations for the <br />required task. As required per the advertisement for this <br />contract, we have provided a personnel matrix, resumes and <br />qualifications, along with varying horticulture, arborist and <br />landscape architectural licenses and certifications. We will <br />maintain this matrix in a current ‘roster’ format for all our staff <br />and sub-consultants to provide the most qualified personnel <br />when needed by the County staff. <br />20