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15 <br /> Attachment C <br /> ADDITIONAL SERVICES AND SCOPE OF WORK <br /> INTEGRATION OF STIP/SPOT PROJECTS (Task 7) <br /> We propose several approaches to STIP/SPOT coordination: <br /> 1. The first step will include updating the 2017 Orange County Transit Plan explicit references to STIP projects. <br /> Notably: <br /> a. The Durham-Orange Light Rail project will be a separate conversation with significant agency and public <br /> collaboration. <br /> b. The Hillsborough Train Station schedule and cost (now at$8M in FY 2021/2022 in the 2020-2029 STIP) may need <br /> to be updated depending on North Carolina Railroad interest in corresponding rail line realignment <br /> 2. Identifying SPOT and STIP projects that will help achieve broader transit accessibility and quality of service goals. <br /> a. The projects to be identified include: <br /> i. Discrete transit projects in addition to those in the 2017 Orange County Transit Plan, such as the <br /> North Hillsborough park and ride lot, <br /> ii. Sidewalk and bicycle facility projects that will help with last-mile connections to transit stations, and <br /> iii. Other"TOPICS"-style operations and safety along transit routes that might facilitate improved <br /> transit operations or related amenities such as improved lighting. <br /> b. These projects will be examined from a transit SWOT perspective using two lenses: <br /> i. An analytic lens to screen those projects proximate to transit routes and identify possible transit <br /> synergies, and <br /> ii. A collaborative lens to work with interagency staff to identify possible linkages. <br /> 3. Establishing a database/map of candidate projects for communications through public engagement and the Regional <br /> Connection Opportunities (RCO) report as well as for input to the 2022-2031 STIP and the 2023-2032 regional TIP. <br /> COORDINATION WITH DURHAM COUNTY: REGIONAL CONNECTION OPPORTUNITIES (RCO) REPORT(Task2) <br /> Coordination between Orange and Durham Counties is an integral component of the final plan that represents a product <br /> with joint ownership.The establishment of a balance of resources among the two Counties (including the agencies and <br /> governmental entities both within and across county lines) is important both for plan development and for plan <br /> implementation. For plan implementation,that balancing is incorporated as part of the Workplan. <br /> For plan development, Renaissance Planning stands ready to coordinate in a collaborative manner with both Orange and <br /> Durham County staff to seek outcomes mutually beneficial to both jurisdictions regardless of the transit plan consultant <br /> selected by Durham County. Certain technical and procedural elements of the plan development would likely be <br /> streamlined by the selection of Renaissance Planning as the consultant for both Counties. We recognize, however,that <br /> should Durham County select a different consultant, there may be some value in comparing proposed work plan details <br /> to seek economies of scale, particularly in terms of regional data compilation and analysis that will inform the Regional <br /> Connection Opportunities (RCO) Report. <br /> OUTREACH PROCESS (Task 3 and Task 6) <br /> Community engagement and outreach is undertaken for many reasons, with many different goals and objectives.There <br /> are major differences in the way engagement must be approached for different types of planning efforts. For an effort <br /> like the Orange County Transit Plan, our team conducts process-oriented planning (versus project-oriented planning). In <br /> process-oriented planning,there is an emphasis on who and how. Process-oriented planning involves synthesizing a <br /> vision for the future, building consensus around that community vision, setting goals to achieve the desired future, and <br /> identifying actionable strategies to meet goals. By focusing on process, and ensuring broad community representation, <br />