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DevelopingaTransitionandHeritageStrategy <br />AsindicatedintheopeningparagraphofthisWhitePaper,theserviceoptions/actionsidentifiedare <br />intendedtobeofequalusefulnesstothetwocommunities,theCity,otherserviceprovidersinfosteringa <br />creativedialogueonurbanizationimpactsandinreachingmutualagreementoneffectivestrategiesto <br />sustaincurrentandhistoriccommunityinstitutionsandheritageinthefaceofthechangesbroughtabout <br />byurbanization.AneffectivemeansofbuildingconsensusanddefiningjustwhatitmeanstoÒsustain <br />currentandhistoriccommunityinstitutionsandheritageÓisthroughthedevelopmentofaTransitionand <br />HeritageStrategy. <br />ThisWhitePaperisintendedtobethestartingpointfromwhichsuchastrategyorstrategies(and <br />associatedsetofimplementingactions)canbeestablished.Accordingly,andinthespiritofusingthis <br />WhitePaperasaÒhandbookÓ,afewsuggestionsforstructuringandworkingthroughaRiverRoad/Santa <br />ClaraTransitionandHeritageStrategyfollow: <br />1.WhatÕsthedifferencebetweenanoption(aspresentedinthisWhitePaper)andastrategy? <br />Anisafocusedchangeaddressingalimitedactivityoravariationofasingle <br />option <br />service.Theimpactcouldbesignificantfortheservice,butdoesnÕtnecessarilyresultin <br />outcomesaddressinglargercommunityissuesandgoals. <br />Abringstogetherasetofrelatedoptionsintogroupingsofactionstatements <br />strategy <br />thatcanspanseveralservices,andthatwhentakentogethercanadvancelongterm <br />communitygoalsanddesiredoutcomes. <br />2.Whycreateastrategyatall?Whynotpickasetofoptions/actionsandindependently <br />implementthem? <br />AnyoptioncouldbeselectedandworkedonindependentlyandÒinthemomentÓ,butthe <br />longtermimpactsmightnotbeunderstood(ormayprovetohavebeenmisunderstood). <br />Communitiesaredynamicandcomplexentities,andrarelycanproblems(andeffective <br />solutions)beboileddowntoasingleissueoroption. <br />Theriskisrunthatseparatelyimplementedoptions/actionsmayconflictwitheachother <br />orcanceleachotherout.Astrategycanreducethisrisk. <br />Astrategyarticulatesavision,andseriesofdesiredgoalsandoutcomes,thatwillhelp <br />thecommunitystayfocusedontheÒbigpictureÓandtomeasuresuccess. <br />3.Whataretheelementsofaneffectivestrategy? <br />Themosteffectivestrategyisbasedonaclearlystatedandagreedtomissionorvision <br />andsetofgoals.AlesseffectivestrategydoesnÕtincludeanagreedtomissionandsetof <br />goals. <br />AneffectivestrategyhasclearstructureandboundariesÐinthiscaseperhapsthe <br />boundariesofRiverRoadandSantaClaracommunitiesand/orbylimitingthestrategyto <br />justacoupleofserviceareas(itmighteventurnoutthatthetwocommunitieswarrant <br />separateorsomewhatoverlappingstrategiesandactions). <br />Thestrategywiththebestchanceofsuccessistheonethatendsupwithaunified <br />ÒthemeÓorÒthemesÓandasetofdesiredoutcomesconsistentwiththestatedvisionand <br />goals.TheTransitionTaskForcemaywishtoconsiderthesixÒunifyingÓcategories <br />definedunderthesectionofthisWhitePaperasastartingpointin <br />Benchmarks <br />developingathemeorthemes. <br />Implementationactionsthatareclearlywithintheauthorityorabilityofthegroupadopting <br />thestrategyaremosteffective.Themorethegrouphastorelyonotherstoimplementa <br />strategyoraction,themoreproblematicthingsbecome.Thiswillbeaparticularand <br />majorchallengeforRiverRoadandSantaClara.TheTransitionTaskForceisanad-hoc <br />RiverRoad/SantaClaraCommunityTransitionProject7 <br />TransitionandHeritageWhitePaperMay2006 <br /> <br />