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. Cu <br />0� <br />d <br />C L A R I O N <br />anc the public at large will be an important part of the project, and we offer ideas <br />at tae end of the "Approach and Methodology" section that follows. <br />4., APPROACH AND METHODOLOGY <br />Following is a summary of our team's outline of the work plan approach. We <br />of .r this approach based upon our experience in preparation of similar plans in <br />oth ,-r communities, and our understanding of the objectives of this Southern <br />Orange Campus Master Plan initiative. We maintain flexibility in offering this <br />apI roach, and would be pleased to discuss adjustments or changes proposed by <br />County staff. The work plan is followed by a project schedule, which shows <br />how the project will be completed within an 8 -month timeframe (up to the point <br />of ;submittal of application materials to the Town of Chapel Hill for review and <br />apI roval). The work program consists of six tasks, listed below. We note above <br />how this initiative needs to be approached as a collaborative venture involving <br />coordinated work by the consultant team and County staff. Roger Waldon will <br />ser7e as project manager, and we expect that approximately 15 -20% of his time <br />will be allocated to this project for the duration of work. We estimate that this <br />scope of work would involve approximately 700 -1300 hours of consultant <br />professional time, broken out by task as shown below (will vary according to <br />agreed -upon final scope of services). <br />Ta., ks 1 and 2 occur at the start of the project. Work on Tasks 3 -5 move along in <br />a manner that incorporates public feedback. Task 6 follows at the end of the <br />project, bringing a completed Master Plan into and through required processes <br />for review and approval. Following a description of the individual tasks are <br />sug gestions regarding community involvement strategies. <br />TASK 1: PROJECT INITIATION AND CITIZEN ENGAGEMENT STRATEGY <br />In Task 1 the Clarion team and Orange County staff will meet to establish the <br />detailed calendar and scope for the project. A liaison structure to assure smooth, <br />day -to -day project management and coordination will be put in place. This <br />sccpe assumes that staff management of the project will consist of a single staff <br />leas person (a Project Manager) who will be the primary local contact. Roger <br />WzIdon will serve as the primary point of contact for the consultant team. <br />Orange County staff will transmit to the Clarion Team all relevant background <br />documents and information for review, including transportation studies, <br />environmental studies, infrastructure studies, related plans and studies, relevant <br />regulations, and other relevant background studies and information. Copies in <br />both digital and hard copy format shall be transmitted to Clarion whenever <br />possible. The Clarion team will work with the County to obtain GIS databases. <br />Th,- consultant team, working with Orange County staff, will review recent and <br />current County practices for citizen/stakeholder engagement to determine which <br />of those practices are appropriate for this project. Those practices will then be <br />supplemented with ideas suggested by Clarion based on past experience (such as <br />po :;sible keypad polling events, workshops) to construct a Citizen Engagement <br />Strategy that will be used throughout this process. <br />Interactive Meetings <br />We often use keypad <br />polling technology in <br />meetings to gain <br />immediate feedback <br />from attendees. This <br />technique ailo� -vs us to <br />quickly get a sense of <br />now the community <br />reacts to different <br />conc.eots and ideas; and <br />orol cAes yeas -t €me <br />resaa'�se to meet;nr <br />attendees. <br />Southern; Orange Campus plaster Plan Page 12 <br />