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MN <br />� <br />V­' M-Jftftxq�-�L_ R ppppp�� <br />IRZ <br />Orl~'Calfl\�ter Resources ED�ineerOg <br />e[Vice- S <br />determine resource requirements by division, office, and region. Our division and regional managers <br />then shift resources and workloads as needed to meet all demand -supply needs. This cast -ahead <br />process enables us to assign the staff and technical resources needed to complete each projectmn <br />time and to our clients' satisfaction. <br />Responsiveness is much more than proximity or distance from your office to the client's office. <br />Responsiveness is providing the client with information on short notice, It's promptly returning phone <br />calls. It's meeting the client's needs. And it's where Kinn|ey-Horn excels. We put our client's needs <br />first. When you call, we will be there. Our senior regional leaders are aware of the City's needs and <br />have made a commitment to programming ourfirrn^s resources to give your projects a high priority. <br />We strongly believe that K|m|ey-Horn'o continuing success rests on the strengths of its day-to-day <br />management, vision for the firm, emphasis Vnquality, and responsiveness tnyou, our client. VVe <br />have worked with multiple public agencies on their on -call programs, so we understand importance of <br />providing cost effective solutions in the early stages of design for the City'o future projects. Over the <br />last 55 years, the Kimley-Hom team has a proven record of performing on time and within budget. The <br />key to our success in this area is managing the right resources at the right time. We emphasize project <br />management using bi-month|yeffort reports that give our project mnanagersop-to-dateobaffingand <br />expense information related hmtheir projects. TM|a|nforrnatiunenab{esthemt000ntinunus|ymnonitorthe <br />status ofproject ooat, cost control effectiveness, and schedule. <br />KJnnley-Hornhas anexcellent track record ofcompleting projectswithin orvery close hzestablished <br />budgets. The ability tocontrol project oomtoandsohedu|esthrouQhouttheprognasenfwodkisUne <br />result mfastrong commitment todoso, ethorough understanding ofthe project, andinoorpomationof <br />this understanding into project designdraw/ings.Theabi|ity0onontno|ooatsondochedu|asraquires <br />many ofthe same actions and attitudes. Strong communications and use ofexperienced personnel <br />are two effective cost control mechanisms. Other critical elements play o key nx|a in controlling <br />costs and schedules: <br />^ |tisessential tzdevelop aclear understanding ofthe project ncopeeadvinUhepvooeoo,Ap j ot <br />budget |eonly asgood aethe clarity ofthe underlying scope. Berealistic from day one. <br />~ The project team must be well -organized and exhibit good teamwork. Good communication is <br />essential. A breakdown in communication can easily result in a failure in project control. <br />These fundamental principles apply tothe entire project teamandthwdesign teams' internal work <br />effort. The strongest proof of Kimley-Horn's ability to meet schedules and manage projectoosLaand <br />controlling schedules is our high percentage of repeat clients, approximately 90%. <br />Our Commitment to Quality <br />At Kim|ey-Horn, quality is essential to all phases of project lifecycle, including inoep8un, p|anning, <br />des|Qn, comstrunt|on, and operations. Kim|ey-Horn measures the euooeaa ofour quality by the <br />following metrics: <br />^ Client satisfaction <br />~ Limited construction change orders <br />` Construction costs near our engineers' opinion ofcosts <br />Project delivery within schedule and budget <br />K_10�_/'���_�O 14 <br />