Agenda - Planning Commission - 12/06/2012

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AS TH E AUTHOR JOIN US ONLINE! Go online during the month of October to participate in our "Ask the Author" forum, an interactive feature ofZoning Practice. George Arimes will be available to answer questions about this article. Go to the APA website at www.planning.org and follow the links to the Ask the Author section. From there, justsubmit your questions about the article using the e-mail link. The author will reply, and Zoning Practice will post the answers cumulatively on the website for the benefit of all subscribers. This feature will be available for selected issues ofZoning Practice at announced times. After each online discussion is closed, the answers will be saved in an online archive available through the APA Zoning Practice web pages. About the Author George Arimes is a registered professional engineer with more than 34years of public- and private -sector experience in the development services and one -stop permitting arena. He has managed multimillion -dollar local government development services organizations and customer service improvement efforts in Austin, Texas, and San Diego, As a development services consultant, he has over 16 years of experience in improving complex regulatory systems through innovative business process integration, one -stop permit streamlining, performance measurement, strategic change management, organizational and cost -of -service analysis, integration of new technologies, and educational seminars and training. mits a project. Owners often have represen- tatives like consultants, builders, or contrac- tors acting on their behalf. Other customers include citizens interested in active projects or individuals doing research. The fact that customers have different levels of knowl- edge and experience creates a dilemma for development services administrators. At a moment's notice, staff has to be prepared to answer the following questions: • Where do I start? • What permits or approvals do I need? • What codes or other requirements apply to my project? • How do I know if my project is feasible? • How long will it take before I can start construction? Just as all customers are not alike, projects vary in both size and complexity. The following examples hint at some of the variables: • Simple permits to replace a water heater or change out a window • More complex residential projects like interior remodels, additions, or decks • Simple commercial projects like tenant finishes • Complex residential or commercial projects like new structures, nonconven- tional construction, or special design requirements • Any of the projects above linked with some discretionary administrative or public hearing approval like a variance, conditional use, subdivision, or rezoning A diversity of projects (both in size and complexity) and customer types can pass through a development services agency's door on any given day. Unfortunately, agen- cies often ignore this most basic customer reality and don't tailor services or processes to address this variability. Customers want staff to provide consistent code interpretations, comprehensive and reliable information, and coordination and collaboration. When communities have a complex regulatory environment, numerous profes- sionals must review projects against appli- cable requirements. Even the simplest proj- ect can be complex due to site constraints, previous approvals or conditions, type of construction, number of permits needed, or the customer's level of readiness. With multiple reviewers and review requirements, customers can get lost in the process. They may complain of receiv- ing limited empathy and little assistance in moving their project through the system and may feet as though they have no option but to seek help from influential friends or elected officials when their project stalls due to red tape. Customers want staff to provide con- sistent code interpretations, comprehensive and reliable information, and coordination and collaboration. They expect a timely and predictable process and accountability for decision making. While it seems reasonable for customers to expect greater transpar- ency, this improvement will likely require a change in institutional thinking. ECONOMIC REALITIES As the economy has faltered, many local govemments are looking for ways to bolster economic development and customer ser- vice in order to attract new businesses and aid in expansions. With the lean economy and reduced budgets, communities are looking for ways to more fully utilize staff resources and at the same time meet cus- tomer service objectives. When reorganiza- tions occur to consolidate staff with fewer managers, cities and counties may require formerly specialized staff to become gen- eralists. In these scenarios, cross training becomes an important tool to deal with workload. At the most basic level, businesses cre- ate jobs. Job creation and retention are vital to sustained economic vitality and growth. Local governments must provide an envi- ronment that makes it easy for businesses and investors to establish or expand their operations. As an incentive, more and more local governments are marketing customer service in the development services process as they strive to compete with other commu- nities in the economic development realm and the quest for sustained or increased rev- enues and tax base. These cities and coun- ZONINGPRACTICE 10.12 AMERICAN PLANNING ASSOCIATION Ipage 3