Our History


The Noisette Community Master Plan for the New American City required a new set of institutions that were organized to support a sustainable culture, which respected and served long term the health of the economy, environment and the social fabric of the community. These institutions needed to subscribe to the two core elements of Socially Durable Communities and the Principles of Sustainable Partnering of Resources outlined in the Master Plan. These institutions are guided by and support collaboration not competition, a connected and involved community, community harmony not divisiveness, the importance of connection to our natural world, and the necessity of each member being knowledgeable of the historic legacy of this place called Noisette.

  • Socially Durable Communities

We recognize that socially durable communities have two core elements that are essential to their long-term social and fiscal health:

* Each member of the community understands the unique history and heritage of their social community and physical place.
* Each member of the community holds in common a vision for the future to which they help contribute.

The dysfunction that we find in our cities, businesses and other organizations can always be traced to these core elements. It is the understanding that causes us to commit significant time and resources to the inventory of historic, economic, ecological and culture resources of a community over the course of time. Our community involvement process is organized to achieve the creation of a common vision and an ongoing process to evolve and mature that vision over time.

  • Sustainable Partnering of Resources

The failure to build our communities and manage them around these core elements for socially durable communtities means that our cities are faced with a mounting financial crisis. This crisis is driven by competition for limited resources, the failure to connect the beneficiaries with the repsonisibility of creation and maintenance, and the lack of reserve funding for infrastructure repair and maintenance, as well as developing a social capital reserve.

It has become very clear that we have too many narrowly defined interests competing for too few resources both in the public and private sector. We believe that the issue is not a lack of money but how funds are allocated. We believe that all planning and resourcing should be guided by these principles:

* Eliminate silo thinking in funding of any community resource
* Increase the number of groups with a vested interest in any community resource as users and beneficiaries
* Leverage and combine the resources of Public, Private, and NGO entities in the creation of any community resource
* Align interests to build broader constituencies to support, long term, community resources
* Connect the capital and operating budgets when planning any investment
* Establish reserve fund mechanisms to handle future repair, maintenance, and replacement costs
* Design the community into the care and stewardship of each community resource


“Long-range planning does not deal with future decisions, but with the future of present decisions.”

– Peter Drucker

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