Valley Forge Museum & Visitor Center Workshop
Draft June 22, 2004
What Does Success Look Like?
Faith in the Workshop Process
Have faith that a alternative will evolve that will meet the
interests of all parties in the process.
Understanding and Facts
Have a clear mutual and collective understanding of the facts and
assumptions that have been behind the project's evolution to date. (And by the way, just having that understanding collected in one location (the so-called "notebook") will be tremendously valuable in and of itself.)
Have a common understanding of the project, the assumptions, and the
constraints--in part the existing legal agreements with the partner.
Build a strong base of knowledge and assumptions about which
we can all agree and use this information to move forward with possible alternatives.
Shared Vision
Develop a shared vision of the project and have a direction, if not
a proposal, that the park can bring to the partner with the full backing of NPS leadership.
Engaged Partner
Have a partner who's been fully engaged in this process and who sees
it as having added value and substance to the project.
The NPS contingent would view the Center as a joint
steward with VFNHP in preserving and protecting VAFO. They would also believe that this private/public partnership defines a new, workable model that could be replicated to produce parks that, as is happening in Valley Forge, could work with a private partner to envision a dynamic, relevant, future that will engage audiences for generations to come. With this understanding, they would become enthusiastic supporters, working with us to ensure the successful opening of the American Revolution Center at Valley Forge in early 2007.
Agreement
Identification of areas where there is mutual agreement.
Concur on the factors that collectively contribute to understanding
how best to “right size” the project, and on the interrelationship of those factors.
There is agreement about a revised project that NPS could advance as
meeting the diverse, and perhaps conflicting, perspectives of the multiple parties who ultimately need to come to an agreement (even though those parties won't all be a part of this process -- i.e. DOI, OMB, Congress).
Where there is disagreement over facts or expectations,
clarification of what those areas are, and how to proceed to resolve (and a timeframe for doing so with identification of who needs to be involved).
Support
Emerge with a clear sense that NPS, on behalf of implementing the
P.L., has not only identified what it expects to need to get more collectively behind the project than it now seems to be, but has actually gotten behind the project. The participants in this exercise themselves are well along in their support for and understanding of the project.
Next Steps
Have a clear sense of necessary next steps.
A clearly defined path of milestones and approvals to a fully
supported project by the agency would be established that are immutable. If we meet them, answer questions, respond to recommendations and produce good work, we are a go.
Mutual Respect
End up with a high level of respect for the process and one
another.
Agency Culture
A small step forward in the evolution of our collective agency
culture would be achieved. We are no longer in a world where we can respond only to ourselves, follow our own internal arcane agenda, not be transparent and engaging to the community or expect that we are unaccountable for being more businesslike in every way. That may include doing projects, offering programs or working with those we may never have even dreamed of in the past--but it may be the only way to gather more people who imagine that these places are important to the future.
Possible Workshop Facilitator:
Linda Wright. She has experience working with the Denver
Service Center and its type of work.
Jeff Reinbold, NPS.
Ellen Cull, independent. (202)269-0480
Simply one of the best! Background with cultural resources, NPS, NLC, NPS Partnership Council.
Mary Means, Means and Associates (703)684-2215
Very good with communities and diverse issues. Helped design the National Main Street Program.
Rich Collins and the UVA School of Architecture that worked on the
Port of Cape Charles, VA. There work was quite amazing.
Dan Iacofano
Moore Iacofano Goltsman Inc.
800 Hearst Avenue, Berkeley, CA 94710 510/845-7549
510/845-8750 fax
www.migcom.com
Chris Jarvi thinks the world of this guy.
Shelli Bischoff
Conservation Impact
1792 Wynkoop #307
Denver, CO 80202
303 223-4886
Currently helping to design the RTCA Strategic Plan
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