Understanding and Approach. This section should clearly convey clear understanding of the nature of public contracting and Capital Improvement Projects processes, identification of possible major issues, and proposed solutions thereof, for the work as detailed in the Scope of services section of this RFQ. Include a description of the Consultant’s work plan and approach to providing Construction Management and Inspection services. Describe how related services, including, but not limited to, various independent plan check reviews and bid ability/constructability/claims avoidance reviews, identification of deliverables and implementation schedules will be conducted. The work plan should include sufficient detail to demonstrate a clear understanding of the “As-Needed” approach to the work.
Understanding and Approach. Without a selection of strong stores ready to cater to shoppers’ sentiment to “support local”, there’s too little standing in the way of losing shoppers to alternative, non-local channels. We’ll share the foundations that will help retailers (and the district as a whole) sharpen their focus on where and how best to compete within a constantly changing retail environment. Getting the greatest return per square foot (large, small, or pop-up) is more important than ever. Knowing where to invest time and resources can make the difference between just surviving or thriving. Whether it’s a 10 x 10 tent at the market, a pop-up location, or a dedicated retail space, best practices for store-specific technical design, coupled with a greater understanding of shopper expectations and behavior, allay retail shortcomings and position businesses for increased enjoyment, loyalty, and sales from their shoppers. Our proposed approach to support Huerfano County ’s budding entrepreneurs is two-fold: Education + Consultation. To lay a foundation for planning and communicating desired outcomes, retailers need to have an understanding of the principles, terminologies and best practices of retail space planning and product presentation. To achieve this first milestone, Education, we propose multiple in-person, 2-hour seminars covering the core components of planning a store space, shopper behaviors and visual merchandising. These seminars would be timed over the course of 2 years to introduce concepts to the first class of Wheelhouse Incubator participants and then again to the next generation the following year. Alumni will also benefit from attending as they will be receptive to information provided that they perhaps did not absorb or appreciate the first time around. Packed with photo examples of best practices, and easy to understand and relatable explanations of in-store marketing principles and tactics, this session will provide inspiration and guidance. Seminar Core Topics will include: Shopper Insights | Storefronts & Signage | Store Layouts & Fixture Selection Visual Merchandising | Lighting | Window Displays Upon completion of the educational session, the foundation for change is laid. Retailers are typically enthusiastic about taking action and will likely seek guidance on applying the principles and strategies to their own unique circumstances. As a way to capture this excitement and effectively direct their efforts, Step 2 will be one-on-one consultations which will...
Understanding and Approach. The ATTACHMENT 20: UNDERSTANDING & APPROACH (U&A) will be assessed and assigned a score up to a maximum of 150. Topics will be assigned a score up to 50 each. Each Respondent's U&A Score will be calculated by multiplying the assigned rating value percentage for each topic by the maximum possible score for each topic, then adding the resulting score of all topics together to obtain the U&A Score. See Table 1 & 2 below for an example of the scoring tabulation. Only the number of pages described in this attachment will be considered for assessment review. The narrative portion that exceeds the identified length will not be reviewed or assessed. U&A Score: 150* *Standard rounding rules apply. 100% Excellent: Addressed all components with highest degree of confidence. 75% Good: Addressed most components with above average degree of confidence. 50% Fair: Addressed some components with average degree of confidence. 25% Poor: Minimally addressed components with a below average degree of confidence. 0 No Value: Failed to address components.
Understanding and Approach. EOA has extensive experience supporting Bay Area countywide municipal stormwater program committees that focus on specific MRP compliance areas. The overall goal is to provide regular forums for engagement with member agency staff on key permit implementation issues. Since the early 1990s, EOA has assisted with staffing and facilitating most of the Countywide Program’s various technical subcommittees and workgroups that address “core” permit requirements including municipal operations, new and redevelopment, industrial and commercial site controls, illicit discharge detection and elimination, construction site control, pesticide toxicity control, copper control, and conditionally exempted discharges. Typical services include planning and facilitating subcommittee/workgroup meetings, including working with chairs to develop agendas and discussion materials, participating in meetings, developing and giving presentations on technical and regulatory information, and preparing meeting summaries. The Countywide Program’s subcommittees are generally chaired by staff from one of the member agencies who volunteered for the position. EOA understands the importance of and has extensive experience in working with subcommittee chairs to develop meeting agendas so that the meetings will address the most critical aspects of MRP compliance from the municipal staff viewpoint. C/CAG member agencies require a higher level of support and guidance during the early part of the reissued permit term to understand and comply with new or revised requirements in the recently reissued permit. Early in the permit term, subcommittee meetings focus on providing guidance to municipal staff regarding important changes in the reissued permit and implications for member agency compliance activities. Participation in BAMSC meetings related to Provisions C.15.b.iii. Firefighting Discharges, C.17 Unsheltered Homeless Populations, C.20 Cost Reporting, and C.21 Asset Management are included in Tasks SMC520, SMC521, SMC522, and SMC523, respectively.
Understanding and Approach. The public education and outreach minimum control measure is one of six measures an operator of a municipal separate storm sewer system (MS4) is required to include in its stormwater management program to meet the conditions of its National Pollutant Discharge Elimination System (NPDES) stormwater permit. To assist C/CAG with managing its stormwater strategic outreach plan, SGA will continue to focus its efforts on increasing the knowledge among the target communities of the impacts of urban runoff on receiving waters, and the potential BMP and GI solutions for mitigating them, while at the same time raising the profile of the agency and the relationship of the agency to other water-related agencies and projects. The goals are to: • decrease the discharge of pollutants to the MS4; • change the behavior of target communities to reduce pollutant releases to MS4s and the environment; and • engage and get support from the public for green infrastructure projects that demonstrate pollution reduction, water capture, and stormwater resiliency. SGA will continue to work with C/CAG to manage and implement outreach tactics that satisfy NPDES requirements, increase pro-environmental behavior changes and promote potential investment in green infrastructure projects. Its approach will continue to include the following: • Community-Based Social Marketing (CBSM) as a model to increase environmental stewardship; • Specific stormwater pollution prevention messages targeting barriers and motivators; • Tactics and tasks coordinating outreach and education activities for diverse public communities; • Strategies to maximize website visits, email address capture, and community involvement; • Inclusion of creative art services, content direction, and strategy when developing outreach materials; • Social media strategy and maintenance to increase presence and build followers; • Youth outreach with stormwater pollution prevention targeting; • Paid media strategies; • Evaluation to measure the efficacy of outreach campaigns and to prepare a detailed media report describing the results; • Coordination with other countywide programs regarding outreach; and • Specialty marketing and promotional items to support community events and other projects.
Understanding and Approach. A key service that EOA has provided to SMCWPPP and other Bay Area municipal stormwater programs over the past two decades is assistance with annual compliance reporting. This has included the preparation of countywide program annual reports and, for individual municipal annual reports, developing guidance and templates, conducting preparation workshops, reviewing agency draft reports, and compiling and submitting reports to the Regional Water Board in compliance with the MRP. EOA’s various training and guidance efforts have been instrumental in helping Permittees reduce their exposure to Notice of Violations issued by the Regional Water Board. Our annual process of reviewing and commenting on individual draft municipal annual reports has been particularly successful. Member agencies are also required to annually report on progress towards MRP trash load reduction benchmarks. EOA’s technical support to member agencies on this trash reporting is scoped and budgeted under Subtask SMC518.05 (Assist with Trash Annual Reporting and Load Reduction Calculations). Review of the trash control sections of member agency annual reports is also covered under Subtask SMC518.05.
Understanding and Approach. Proposer must complete and submit the following for this section of its Response.
a. Provide details explaining your firm’s approach to assisting local municipalities to maximize benefits for employees while minimizing the financial impact of rising insurance premiums. (Health, etc.) Cite specific examples from your relevant experience. Cite examples of innovative concepts your firm has employed.
b. Provide details on how your firm will successfully perform the required Services for the Town. Responses should detail timeframes for proving the Services, specific resources dedicated to providing the Services, and methodology of Service delivery.
c. Provide Key Personnel that would be handling the Town’
Understanding and Approach a. A clear understanding of the project scope of work shall be demonstrated by the proposal.
b. The approach to the work shall be organized, efficient, and promote the highest quality product possible for the City.
Understanding and Approach
