1. 2007 National Streamlining Conference “Setting a Course for Change” Best Practices from Zoning & Land Use

2. Why Are We Here?

3. “Perceptions Rule”

4. Fire Land Use & Building Project Review Fire & Life Safety Requirements Planning Process Land Use Applications Review Building Plans Pre-Application Conferences Public Noticing Environmental Services Land Use & Building Project Review Sewer/Stormwater Requirements Wetlands & Protected Habitat Buildings Operate Permit Center & Tracking System Construction Inspection Building Code Plan Check Coordination with other staff Public Works Land Use & Building Project Review Street & Traffic Flow Requirements Improvement Permits for Streets, Curbs, & Sidewalks Water Utilities Land Use & Building Project Review Water Service Review Departmental “Silos” Where do I start and who do I deal with? Customer Health Food Services Septic & Water Review Other Health Requirements

5. Functional Organization BUILDING DEPARTMENT ?

6. Multiple Permit Hurdles Customer Structural Plan Check Subdivision Plats Environmental Requirements Conflicting Interpretations Conditional Use Review Water & Sewer Requirements Zoning Code

7. Multiple Permit Hurdles Structural Plan Check Subdivision Plats Environmental Requirements Conflicting Interpretations Conditional Use Review Water & Sewer Requirements Zoning Code Customer

8. Multiple Permit Hurdles Structural Plan Check Subdivision Plats Environmental Requirements Conflicting Interpretations Conditional Use Review Water & Sewer Requirements Zoning Code Customer

9. Regulation “Quality” Gap Responding to Growth Current Regulations  Codes  Criteria  Standards Interpretation Battleground üUnclear/Outdated Regulations üLimited or No Construction Stds. üLimited or Missing Policy Master Plans (i.e. - Watershed, Transportation) üSubdivision & Land Use Criteria Outmoded üChanging Urban Development Needs or Trends üStriving for Lower Maintenance & Better Safety through New Construction Methods üNeed to Manage Impacts of Booming Growth (Traffic, Runoff, etc.) üNew Requirements from Federal, State and Local Policy Makers (w/o changes to local regulations.) Result  Incomplete Applications & Poor Response  Staff Perceived as Arbitrary, Subjective, & Unfounded  Designer vs. Reviewer Clash

10. Uncoordinated Technologies Uncoordinated Technologies   Accounting data  GIS Maps  Ownership & Site Data  Ordinances/Codes  Permit & Application Info  Violations  Licenses  Assessor data  Zoning Use data  Special Assessments  Engineering Drawings Engineering Assessor Utilities Planning Fire Clerk – Recorder Building Services

11. Customer “Likelihoods” "Savvy""Poor Soul""Simple" ConsultantsProbablyLater, Once EnlightenedNo LawyerProbablyNo Need to KnowHigh Low ComplexityHighHigh-MediumLow Elapsed Time Lengthy, Variable Lengthy, MediumShort Project StagesMultipleOne DocumentationHighMediumLow Preliminary ReviewVoluntaryMandatoryVoluntary Information NeedsLowLow-HighHigh

12. If You Asked Your Customers to Finish This Statement…… “The development review process will be successful if there is..….” How Would They Respond?

13. Key Customer Expectations The development review process will be successful if there is..…. They All Work Together For Success Define standard operating procedures that are predictable and consistent and works for a variety of customer types Define standard operating procedures that are predictable and consistent and works for a variety of customer types Make the rules clear enough to know how to design without asking a person Make the rules clear enough to know how to design without asking a person “Time is money” so make the process timely “Time is money” so make the process timely Staff make decisions and “stick” with them Staff make decisions and “stick” with them Set performance standards and meet them Set performance standards and meet them Have sufficient resources to meet the service demand Have sufficient resources to meet the service demand

14. Core Business Processes People Interactions Regulatory Framework Technology Physical Space Organizational Structure Development Review System “Building Blocks”

15. Core Business Processes People Interactions Regulatory Framework Technology Physical Space Organizational Structure How Does Local Government Respond?

16. 3 Steps to Guarantee Success “Sure-Fire” >

17. So, How Should Local Government Agencies Respond?

18. Step 1: Shoot all the politicians and lawyers !!

19. Step 2: Shoot them again to make sure they are dead !!

20. Step 3: Adopt a customer-oriented approach for improvement

21. Core Business Processes People Interactions Regulatory Framework Technology Physical Space Organizational Structure Start With Fundamentals

22. Entry Point Early Assistance Application Intake Project Management Annual Inspection & Enforcement Construction Inspection Shared Information Information or Interpretation Project Decision C.O. or Final Acceptance Core Business Processes

23. Building Permits Subdivision Plat Land Use Reviews Utility Connections Improvement Plans The Customer’s Project “All the Pieces Have to Fit Together for the Customer” Customer Objectives  Receive Reliable Interpretations or Information  Get a Project Decision  Occupy or Use Their Facility

24. Customer “Sits in One Chair” - Consistent Way to Enter the System Customer “Sits in One Chair” - Consistent Way to Enter the System Comprehensive Early Assistance Program Comprehensive Early Assistance Program Project Manager/Point-of-Contact to Facilitate All Project Types Project Manager/Point-of-Contact to Facilitate All Project Types Standardized Processes Standardized Processes Integrated Processing Concepts

25. Project-Oriented Process (Standardized & Defined Template Example) Counter-Based Projects Submittal-Based Projects A * Single Point-of-Contact (Team of 1) * Single Interaction * Single Inspection Example Type: Electrical, Mechanical, Plumbing “Trade” Approvals B * Single Point of Contact Ad-Hoc Team of 2-3 Staff Members * Staff Comes to Plan & Customer * Not Distributed Example Type: Residential Additions or Alterations C * Project Mgr. & Assigned Team * Distributed & Interaction by Appointment * Administrative Approval * Early Assistance Optional Example Type: New Commercial or Tenant Finish D * Project Mgr. & Assigned Team * Distributed & Interaction by Appointment * Most Complex Type with Public Hearing * Early Assistance Required and/or Encouraged Example Type: Platting or Rezoning

26. Consistent Customer Representative – The Customer always has a primary point of contact and mediator, if needed Consistent Customer Representative – The Customer always has a primary point of contact and mediator, if needed Project Accountability – The Project Manager will be responsible for ensuring that project information is maintained and milestones are tracked Project Accountability – The Project Manager will be responsible for ensuring that project information is maintained and milestones are tracked Customer “Sits in One Chair” – The customer does not need to visit and/or obtain approvals from multiple counters Customer “Sits in One Chair” – The customer does not need to visit and/or obtain approvals from multiple counters Project Manager Role

27. Customer defines project and service is provided to meet the need Project management approach with a issue resolution process Point of contact for project applications with a focus on processing System Design Customer Needs Predictability of process and results Implement policies and regulations Single point of accountability for process Key Best Practice Trends

28. Integrated development services center where customer “sits in one chair” Tailor process for differing customer and project types Performance standards are set and monitored System Design Customer Needs Predictability for the application processing Staff responsiveness and service Service to customers Key Best Practice Trends

29. Process “roadmap” from start to finish Documented discussions & agreements Interdisciplinary teams with “options thinking” System Design Customer Needs Predictability of process and results Reliability of interpretations Accountability for consistency of decision-making Key Best Practice Trends

30. One common computer system to let everyone communicate Accurate and real-time access to information Enhanced web site design for online permitting & early assistance Consistency of interpretations Consistency of interpretations Communication of regulations, reqmts. & process Easily accessible and reliable information Customer Needs System Design Key Best Practice Trends

31. There is NO Silver Bullet for Improvement!

32. System Improvement Implementation (Example) Core Business Processes People Interactions Regulatory Framework Technology Physical Space Organizational Structure 4Project-Oriented Process 4Early Assistance Program 4Tailoring of Projects 4Project Manager & Team Coordination 4Standard Issue Resolution Process 4Pilot Program for Complex Projects (Platting) 4Training & Outreach Program 4Regulatory Assessment & Update Strategy 4Unified Development Code (UDC) 4Infrastructure Master Plan Updates 4“Code Scrubs” 4Ongoing Maintenance Mechanism 4Data & Historical Record Conversion 4Enhance HTE Software 4Integrated Development Services Web Destination 4Rework “One Stop” Center Space 4Self-Help Center 4Cost-of Service Study & Fee Analysis 4Performance Measurement Program

33. Key Work Elements to Establish Improvements 1: System Operational Design 2: Data Assessment & Conversion Strategy 3: Performance Measurement Program 4: Regulatory Framework Assessment 5: Cost-of-Service Study & Fee Analysis

34. Creating Conditions for Success Adopt a Clear Process for Improvement Adopt a Clear Process for Improvement Set & Achieve Intermediate Milestones Set & Achieve Intermediate Milestones Appoint a “Manager of System Improvement” Appoint a “Manager of System Improvement” Obtain Clear Sponsorship Obtain Clear Sponsorship Involve Customers in the Process From the Start Involve Customers in the Process From the Start Set Up Steering Committees & Work Teams Along the Way Set Up Steering Committees & Work Teams Along the Way Use Communication & Outreach Activities to Gain Customer and Staff Buy-In Along the Way Use Communication & Outreach Activities to Gain Customer and Staff Buy-In Along the Way

35. Implementation Success Factors Desired Speed of Implementation Desired Speed of Implementation Significance of Change Significance of Change Level of Participation Level of Participation Resources and Time Made Available Resources and Time Made Available Commitment and Involvement of “Sponsor” Commitment and Involvement of “Sponsor” ?

36. Improvement Strategies & Action Plan Development Review System Improvement Process Current System Problems to Address Customer’s Expectations for Success Phase 1: System Assessment Phase 2: Operational Designing & Piloting System Operational Design & Piloting Phase 3: Implementation

37. Project Tracking Software Automating Historical Files & Data “One-Stop” Space Enhancements Project-Oriented Culture Fees & Cost of Service Study Communication & Training User-Friendly Codes & Publications System Piloting Other Implementation Tasks I m p l e m e n t a t I o n P l a n How To Ensure Results? “We Have a Comprehensive Plan for Improvement” W i t h O n g o i n g S u p p o r t … I t W i l l H a p p e n !

38. Learn From Best Practices Portland San Diego Austin Pasadena Phoenix …and Many More Good Examples

39. Turn the system on end! Redo how business is done! Take a “Customer-Oriented” System Approach How To Become One of the Best? But Don’t Copy Others, Instead….Listen to Customers, Design, Test, Implement, and Anticipate Resistance!

40. presented by: George N. Arimes, President www.horizoncentre.com