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Mr. Dan Bort • • January 15, 2001 City of Santa Ana Page 8 Section 8.0 Project Alternatives The discussion of cultural resources in the Project Alternatives section will have to be revised to reflect additional project impacts on these resources. Cost to do this work is as follows: Christine Huard -Spencer 2 Hrs. @ $135 Hr. $270 Project Management The continuing changes to the project have resulted'in the need for additional coordination with City staff. A project kickoff meeting, two EIR Scoping meetings and five general coordination meetings were budgeted for in the EIR scope of work: P&D's EIR Project manager has actually attended the following meetings on this project: September 23, 1999 (EIR kickoff meeting), October 18, 1999 (prepare for EIR Scoping Meeting), October 21, 1999 (EIR Scoping meeting), November 4, 1999 (Team meeting), November 12, 1999 (Team meeting), December 9, 1999 (Team meeting), December 22, 1999 (Team meeting), January 31, 2000 (Team meeting), February 2, 2000 (Team Meeting), March 2, 2000 (Team Meeting), March 13, 2000 (Team meeting), May 1, 2000 (discuss progress on project), May 18, 2000 (Team meeting), July 17, 2000 (Review first SCEIR comments), July 28, 2000 (Meeting on project invoices) and December 1, 2000 (Team Meeting). Therefore, the Project Manager has already attended eight meetings that were not included in the EIR budget. These additional meetings required 18 hours of his time. There have also been at least three meetings with P&D's project Principal in Charge (Sylvia Salenius) and the City's Planning and/or Public Works staff on the project traffic study that were not anticipated when the EIR budget was put together. These meetings were held on June 9, June 26 and July 3 of 2000. These meetings required 7 hours of her time. The issue of the project's impacts on structures along Broadway Street has also required additional coordination with the applicant's architect and the cultural resources subconsultant. Numerous phone calls have been made and two meetings were held with the subconsultant on this matter. This required an additional 5 hours of the Project Manager's time. A P&D Engineer also had to coordinate preparation of the project sewer flow study with City staff and the subconsultant preparing this study which required 4 hours of his time. The EIR project manager also attended one meeting with ADS on the sewer flow study. He also had numerous conversations with the P&D Engineer working on this study and reviewed the study for its adequacy before it was sent to the City for review and approval. This work took 4 hours of his time and one hour of the Project Manager's time. P&D also foresees the need for additional coordination meetings with City staff and the project developer's architect before the project EIR is approved by City decision makers. Therefore, it