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BACKGROUND WALK `N ROLLERS • WILLITS STREET SRTS PROGRAM PROJECTAPPROACH This section represents our understanding of what will be required to accomplished the re- quired scope and tasks, including our general Work Plan, Quality Control and Cost Control ef- forts. A description for each task outlined in the scope and proposed timeline are included in the following section WORK PLAN Walk'n Rollers takes great pains to provide an efficient and productive Work Plan. Collabora- tion is key and what drives our non -cookie cutter approach. We feel it is important to consistently gather input and adapt as necessary. All team members are in constant communication inter- nally and with stakeholders to insure we are meeting the projects goals and timelines. Each project is assigned a specific job number that allows us to easily track time and expenses internally. Weekly internal staff meetings on all Walk'n Rollers' projects allows us to make ad- justments and shift resources as necessary to where they are needed most and avert potential crises. Monthly team meetings and open com- munications throughout the project's duration allow us to receive input from all team members on all tasks further allowing us to adapt as the project changes. PROJECT ORGANIZATIONAL CHART QUALITY CONTROL Walk'n Rollers is proud of our track record on delivery of high quality, highly effective program- ming. Executive Director Jim Shanman is in- volved in most stages of planning and delivery of each task insuring a consistent level of quality throughout the project. Our regular meetings and on -site management keep us on task and on target. Simply put, we aim for our best at every stage of every task, from the first stake- holder meeting to the final project report, from community events to education programming. COSTCONTROL Walk'n Rollers utilizes AccountEdge, an ac- counting system which allows us to track and re- port on every job at Walk 'n Rollers. Once information is input we can easily generate re- ports that include staff hours, expenses and re- ceivables. Knowing how complicated projects can be, we maintain extensive spreadsheets for easy tracking of job details and refer to them regularly to make sure we are on budget every step of the way. For example, for our project in Culver City (4 years $500,000), we maintained spreadsheets that tracked all expenses for 34 tasks as well as the monthly expense report re- quired by CalTrans. JA CHINNALY ln JIM SHANMAN SAYARATAHETA )H (staff time: 20%—(staff time: 10 % )(staff time: 30% Jax Instructors Toole Leslie cvcles H Design I I Scott www.walkmorebikemore.org