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3.5 Coordination & Communication EAC recognizes the importance of coordination and commUnlCltlOn during the course of the project. f\S such, regular in-house meetings will be held to ensure coordination and communication, Ef\C'S ptClject manager will sen'e as the focal point of coordination and prm'ide timely response and prompt follow-up for project related issues. He will be the City's link with the project team. 3.6 Quality Control & Assurance E/\C considers quality control management integral to our ability to prO\'iding sen'ices and ha\"e assigned experienced key staff members to do our re\'iews and ensure that the design and constructabilit~, of our deli\"erables are feasible and ha\'e been thotClughly \"etted and screened for errors and omissions. Our Qf\/QC constructabilin' re\"iews will target the completeness of designs to ensure that they are feasible and occur without ad\'erse fIeld impacts and changes, \Ve ha\"e detailed our qualit~, management approach in later section(s) of this response package, 3.7 Budget and Schedule Management Plan I~AC is complete]~' familiar with the processes im'oked in scheduling projects. We utilize i\licrosoft Project and Prima\'era software for scheduling all of our ptCljects. Working with the City and key members of the project team, f-:o:AC's project manager will identify all the discrete acti\"ities, resources and efforts required for each task, and prepare the ptClject schedule. Inputs to the schedule will be acti\"ities, duration of each acti\'ity, predecessors and successors to each acti\"ity, efforts relluired to complete each acti\'ity, and personnel assigned to successfully completc cach acti\"ity, ~. ~ 'V\~, 1\ " / '- This process will result in a "Project Schedule" identifying aC!l\'ltleS, which are on the "Critical Path" as well as float time in other acti\"ities. This is important because acti\'ities on the "Critical Path" cannot slip without ad\"crsely impacting the "Project Schedule." E/\C's ptClject manager will be responsible for monitoring all acti\'ities and assuring the proper le\"el of staffIng to strictly adhere to the "Project Schedule". Team mcetings will be held on a regular basis to re\"iew progress and assure compliance with the "PtClject Schedule," The schedule should satisf~' the following parameters: · The time frame should be as needed and agreed with the City's Project "'1;lOager. · I t should include adelluate time for each step taking ad\"antage of parallel steps as much as possiblc. · I t should includc time for the re\"iews, re\'isions and apprm'al by the City. · It should adequately consider interim jurisdictional agency re\'iews. . The time steps should bc realistic based on project constraints. SUreTn* '*- .......twa","''''--y.,,..,,,, Adherence to Budget - One of the keys to the success of any project is an understanding and adherence to its scope and budgetar\' requirements, The rwo items work complimentarih- and must be c1osel~' monitored to ensure that the City's goals for the project are achie\"ed, Task Leaders/ Lead Engineers on the proposed team will work to ensure that budget goals match adequate scope of rel]uirements. The use of \'alue engineering measures will be implemented as necessary to enable proposed design intent to be consistent with budget allocations. In our pre\'ious ptCljects we ha\'e taken a positi\'e approach of inquiring directh' ftClm contractors on the current prices of materials and specialized construction methods, \Ve understand that construction industry costs are not stable and thereforc current information will be pertinent to ensure that proper estimating is achie\'ed. I t is important to notc that on our efforts with budget conttCl!, we will ser\"e completely as an extension of the Cit~, - watching out to ensure that the budget limitations of the ptClject are not surpassed, ](I