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advisorycommitteeformedbytheconsultingtransitionteamthatwillendwhenthe <br />projectends(butpresumablywellbeforeanyagreedtostrategiesandactionscaneven <br />begintobeimplemented). <br />Theoptions/actionsincludedinastrategyshouldrelatetoandsupportoneanother. <br />Betteryet,successforÒOptionAÓshouldalsohaveadirectpositiveimpactonÒOptionDÓ <br />andsoforth.Astrategyconsistingofunrelatedactionsislittleornostrategyatall. <br />Allthatbeingsaid,therewillalwaysbetrade-offsÐdonÕtadoptastrategythatisso <br />constrainedbyrulesorprocessesorÒletsbepracticalÓthattheÒvisionÓislost. <br />4.Whowouldimplementastrategy? <br />TheRiverRoad/SantaClaraTransitionTaskForceinandofitselfdoesnothaveany <br />authoritytoimplementstrategiesandactionsimpactingservicesdeliveredservice <br />providersÐexcepttheauthorityofawellthoughtoutandpromotedstrategy.TheTask <br />Forceneedstoconsultearlyandoften,andotherwiseworkcloselywithareaservice <br />providersandcommunitymemberstoassurethetimelyandconsistentimplementationof <br />anystrategy. <br />TheTaskForceneedstothinktacticallyaboutwhatlong-termandestablishedgroupor <br />groupsarebestpositionedtocarryforwarditsideasÐCommunityOrganizations,Special <br />Districts,County,City,etc.Ðandforgeeffectivepartnershipswiththeseagencies. <br />5.Whatmeasuresorbenchmarksmightbeusedtodecidewhichoptions/actionsshould <br />becomepartofastrategy? <br />Thebenchmarksunderinthe2002UrbanServicesCommitteeReportÐTrust,Voice, <br />Equity,andCollaboration. <br />Thedegreetowhichtheselectedoptions/actionsarecompatiblewithStatelaw,regional <br />policy,andlocalordinances. <br />Theextentthatoptions/actionsareclearlyfeasiblewithintheboundariesofthetwo <br />communities. <br />Theelementsofaneffectivestrategy(asdescribedunder#3above). <br />Thedegreetowhichpartnersinadvancingthestrategyoractionaretobefound(see#4 <br />above). <br />AtaÒgutÓlevel,dotheoptions/actionsjustseemÒfeasibleÓ. <br />RiverRoad/SantaClaraCommunityTransitionProject8 <br />TransitionandHeritageWhitePaperMay2006 <br /> <br />