Laserfiche WebLink
<br />Section 4 <br />Project Approach (RFP Section 4.6) <br /> <br />Un~erpinning our phased approach are two actiVities to be performed tlu:oughoutthe entire <br />project.! These concurrent activities - outreach and <br />project iadministration - define the "frame" of the <br />project. The outreach efforts will be implemented to <br />help educate and engage those entities external to <br />the project - i.e., water users and providers, as well <br />as other interested entities - setting the "framework" <br />tlu:ough which the survey and,the survey results will <br />be viewed. Project administration, will be in plcj.ce to internally define the project frame and <br />manage the resources of the consulting team, q.vCB and the Advisory Committee. Both of <br />these sets of activities call for a cohesive team approach. Specific project administration <br />activities are described in Section 5 of this proposal, whereas the outreach activities are <br />presented in the following paragraphs, <br /> <br />Outreach defines the frame tor <br />entities external to the project <br /> <br />Project Administration defines the <br />frame for entities internal to the project <br /> <br />The project schedule, shown in Figure 4-2, shows the key project milestones, the ,timing of <br />project meetings and presentations, and the correlation of the Phases to the timellne. It also <br />illustrates how the Project Admi:niSfration and ~treach activities will be conducted in concert <br />with the rest of the project. ' <br /> <br />Outreach, , , ' <br />Outreach efforts include the essential activities needed to conduct the survey and the message <br />of the DPSCSA Project, and deliver it to the public in such a way that a 90% response rate can be <br />achieved. In addition, the outreach efforts will be used to help develop research-based <br />intelligence to assist the Board in identifying: and potentially prioritizing the funding of <br />community-based projects tlu:ough the Constru~tion Fund. To successfully accomplish these <br />goals, tlu:ough the establishment of report, r~liability and accountability with the water <br />community, a comprehensive awareness campaign must strategically drive and frame the <br />survey execution. _ " , <br /> <br />The outreach efforts will bulldupon CWCB's positive reputation that exists within key <br />, segments of the constituency base. In those areas where a neutral or apprehensive 'perception <br />exists, potential obstacles may include reluctanCe to providing detailed itiformation that users <br />perceive as proprietary. One example of this type of an awareness campaign is the effort that <br />the U. S. Census Bureau faces. Many individualsiare reluctant to provide personal and financial' <br />information to a government agency. The census Bureau undertakes significant outreach <br />strategies to educate the public on their use of d,ata and the inherent benefits thai: communities <br />receive in terms of federal funding and redi,stricting for congressional representation. <br /> <br />Fortunately, this project timeline al1o~s for the CWCB to establish an even stronger r,elationship <br />with Colorado water users by laying a solid foundation tlu:ough positive and ongoing <br />communication. " <br /> <br />Awareness tactics will be addressed in a t~ee-tiered approach. <br />o First tier activtties occur duringsllrveY instrument development. <br /> <br />o Second tier activities occur just prior to and during the beginning of the survey. <br /> <br />o Third tier activities occur during the bulk of the survey and frame the interaction <br />with survey participants. <br /> <br />Section 4. Page 4 <br /> <br />. <br /> <br />. <br /> <br />. <br />