Agenda - Planning Commission - 12/06/2012

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tiple staff members depending on the com- plexity of their request. For example, let's say a customer wants to answer the follow- ing questions about a particular property: • What use restrictions and development standards apply under the current zoning? • Are there any easements or floodplains on the property? • Are there protected areas on the land? • Is this a legally subdivided parcel? • Are there any existing code enforcement actions on the property? In most communities, this means the customer would have to visit with a staff member from the planning and zoning, pub- lic works, environmental, and building in- spection (code enforcement) departments. In an opaque system they go to multiple building locations, sign in, and perhaps see the right person. In a more colocated envi- ronment they may visit a one -stop center to meet with staff at different counters. But while creation of a one -stop center Is a posi- tive trend, colocation alone is not the com- plete answer, Ideally, the customer should "sit in one chair" with appropriate staff and information coming to the customer, versus the customer being routed to counters or organizational units (and websites) and left on his own to bridge the gaps and solve overlapping interpretation conflicts. Project -Oriented Approach As soon as the customer defines an immedi- ate project objective, the agency should as- sign a point of contact to confirm, organize, and coordinate the required approvals and permits from start to finish (e.g., preappli- cation assistance through certificate of oc- cupancy). To improve consistency the point of contact working with assigned technical team members should document the "road - map" for required approvals, estimated timing, expected fees, and any potential roadblocks. The goal is for the assigned point of contact to stay involved throughout the entire project lifecycle. Tailored Processing Steps Some information requests or projects can be done quickly at the counter by a single indi- vidual or online in a single interaction. Some service requests require more coordination at a counter, with multiple staff members available to make interpretations or sign off on a proposal. Some projects are submittal based and are managed (mostly by appoint- ment) with longer timelines, especially if a discretionary action is part of the immediate project objective. The key is establishing a standard set of processes with a flexible proj- ect management system that handles phas- ing of approvals or permits as appropriate. Standardization makes it clear to customers what steps to expect on their projects. Accountability Someone has to be in charge to ensure that staff from different disciplines or depart- ments work together to solve issues in a timely manner (preferably the point of con- tact acts in this role). A clear and consistent issue resolution process is crucial. Customers group). Perception of customer satisfaction and internal metrics should both be used to gauge feedback (customer reality) to numbers. The program should be designed and implemented system wide instead of in a fragmented or piecemeal manner by individual departments (typically with their respective budgets). HOW AM I AFFECTED? Every agency is different and will likely implement a subset of the improvements that are possible. However, one thing that is critical for success is truly addressing the service culture and attitude of both staff and customers. As a planning or zoning Development Services System Infrastructure Components Organizational Structure Technology Core Business Processes Physical Space People Interactions and staff alike have to feel good about their experience. If a customer is not satisfied with a decision, there should be a reliable proto- col for proactively elevating issues without fear of retribution. To be successful, admin- istrators must support cultural change and address silo -based mentalities. Robust Performance Measurement The system administrator should design and adopt a performance measurement program to measure timeliness, predict- ability, and accountability. Measurement is more than how much work comes in or how much gets approved (Le., inputs and outputs). The program should be based on a defined set of customer expectations for a successful system (usually generated with feedback from an ongoing customer ® Administrators have to consider multiple infrastructure components when developing strategies and a plan of action to make improvements to customer service. professional you may see your primary role as implementing regulations; however, it is also critical as a public servant to see your job as helping customers succeed. It's not one or the other. It's both. Customers pay fees, and therefore deserve comprehensive, reliable, and timely services. In many cases the system is wrought with redundancies, structural defects, and poor informational resources. Staff is usually caught between providing good service and insufficient tools to do their jobs. But there are things you can do as an individual to strive to be more suc- cessful in the transparent system approach. New or Expanded Point -of -Contact Role When implementing transparency, an es- sential new or expanded role is the cus- tomer point of contact or interface. Given ZONING PRACTICE so.aa AMERICAN PLANNING ASSOCIATION (page 5