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and accounting procedures, we routinely conduct in-house progress meetings, bringing all involved personnel before the Project Director on a weekly or bi-weekly basis. This allows everyone to stay current on actual progress. Actual progress is compared to the man-hours allocated for tasks and the amount of hours spent to that date. Reasons for variance (if any) between actual and anticipated progress are then discussed with the objective being to adjust manpower or approach so that the variance can be eliminated. Clear and complete communication with the Client is given our highest priority. Typically each project requires several progress meetings with the client at which time presentations of work product to date are made. State personnel are welcome to attend any of our in-house progress meetings as well. Notes are made from each informal meeting, telephone conversation, and all formal meetings for distribution to all team members. During the life of the project, we follow ICON's QAIQC Program. These procedures use a two-fold approach towards successfully completing projects. As discussed earlier, our primary system involves making sure the right people are makimg the design decisions, thus errors are prevented. Our secondary system lS follow-up (error catching) which relies on the review of work by senior level personnel. C. Technical Approach ICON Engineering, Inc., is very interested in serving as your consultant for floodplain mapping revision reviews. ICON is likely the only firm in Colorado that has an existing staff specifically trained in completing these reviews for FEMA. We propose a team of experienced engineers who will bring practical engineering input to the review process. Our interest and capabilities stem from the following: Project Scope: Several specific mandates authorize FEMA to identify, publish, and update information with respect to all floodplain areas in the nation. The overall program involves over 18,000 communities and a flood map inventory of over 100,000 panels. The need for updating these flood maps is increasing rapidly and the mapping inventory is in danger of becoming out-of-date. In 1997, FEMA designed a plan to mod(~rnize the mapping inventory, with the objective being to eliminate the existing backlog of outdated maps and to convert all the maps to a digital format. One of the key objectives of the modernization plan is to increase local involvement in, and ownership of the flood mapping process. FEMA recognized that by incorporating local knowledge and expertise, the flood hazard maps will be more accurate and can be updated faster. This will also allow a local focus into a national program where unique conditions may exist that necessitate special approaches to flood hazard identification. The modernization plan leacl to the concept of establishing Cooperating Technical Communities (CTC), to provide technical, local oversight of the mapping modernization. A CTC is typically a contractual partner with FEMA that is a participant community in good standing with the NFIP, and has demonstrated capabilities in floodplain management. While this is a new program, nationwide there are now 30 CTC's. In May of 1999, the UDFCD was recognized as Colorado's first ere. It is our understanding that the State of Colorado is considering setting up a CTC. A number of activities can be completed by the erc including: ]4