KIMLEY-HORN AND ASSOCIATES, INC. (6)

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y On-caUV` tr Res0Urces EEOgn-e- ring EJ"er,6G-_- CunlnnunicatonbebwoenourdeoignteamandtheCUxiocr0ca|tuthmrough|yunderstandingyour vision and implementing the innovative and cost-effective solutions that our team is known for. Effective communication begins with listening to the City's ideas, concerns, and goals for its projects. Making certain that our team and your staff are on the same page throughout the course nfeach project will help avoid or mitigate potenfial problems or issues that may arise, In our experience, successful techniques include monthly progress development team meetings (PDT) and biweekly progress reports, regular conference calls to keep you abreast of critical issues, and ongoing electronic communications among all members of the project team, including e-mail and an internetftp site dedicated tothe project. Our team organization chart on page 4 illustrates our team members' roles and responsibilities. Our fimn's culture has established open and dear lines of communication between our staff. MJrnlev-Horn principals and management committee members take an active, hands-on role in the firm's day-to- day operations so that our corporate commitments meet our clients' satisfaction. Because vvestrive to give clients a better experience, we don't get bogged down in internal processes like other firms, We know that problem/task resolution is a critical element of management. Our approach is to "deal with itnow" bymaking good basic decisions and seeking advice, manecessary, without allowing m problem toget mut-nf-hand due to indecision. Problems require immeU|zte, and often senior staff level attention, in order to be effectively addressed —there is no more effective or efficient way of doing so. Our firm also takes a proactive leadership role, where possible. A concerted effort is made to anticipate potential problems or negative impacts to operations and project development before these situations occur. These efforts allow usto make decisions which can preempt difficulties that hinder project development. Community engagement a1various points during the project aUowstahohVlders/oonthbutoroto participate in the preliminary and final design process. The Kimley-Horn team believes outreach nnaier|a|a including Powerpoint pnementstiona, graphiom, exhibito, fact sheets, and all materials required for community engagement activities must be created in a meaningful and strategic way. Upon the Q1y's reqmest, all community engagement activities will be turn -key (set-up/breandovvn, materials/ supplies, easels, refreshments, presentation materials, etc.), allowing City staff tofocus onthe issues, not meeting |ogisUns. Kinn|ey-Horn will provide outreach collateral (f|yers, pnaen releases) prior to community engagement activities and coordinate with City's public information officer, In order to optimally engage public stakeholders, the Kimley-Horn team will provide translation headsets and Spanish-speaking engineers at each public informational meeting. K|mm!ey-Horn staff members engaged the public effectively and successfully during the development ufmany projects insurrmumdinQcities and we will apply the best elements of that successful outreach approach to the projecta1hand. Our unique oulturemUovvsustnnperatevviththeaou ofasmall firm. This benefits our clients such that we can truly customize our services to be tailored to your specific needs, but with the resources of a large firm, should they be needed. We have the resources, both in staffing depth and in finan6al stability tnbethoroughly responsive toyour needs while keeping projects underbudQpt and on schedule. To use reasonable professional effort to be responsive to the City's needs, Kimley-Horn uses a workload forecasting technique to determine staff availability, known as our cast -ahead process, to Ki0lm�Hn.. � 13 ' _