Agenda - Planning Commission - 12/06/2012

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the complexity of most regulatory systems, having a clear processing advocate through- out the project's life cycle is singularly the most important benefit the customer seeks. However, this role is not for everyone. Given your background as a zoning official, planner, engineer, or other technical professional, you have what it takes to tackle this role. To be successful, you should be willing to focus on the big picture, broaden your experience and knowledge, and accept a leadership role. "Walking in the customer's shoes" is an essential transparency element. You should be able to embrace the customer's view of their project, be empathetic to what they're trying to accomplish, understand their timeline needs, and build a trusting relationship. Very few staff members in the system will take this role upon themselves to the extent needed. In most cases staff have to be more focused on their individual reviews and leave it up to the customer to bridge the gaps. In the transparent system it is essential for a point of contact to help customers define their projects, to organize necessary approvals, and to facilitate re- views and issue resolution through project completion (including facilitating revisions during the construction process). Therefore, if this role does not formally exist, develop- ment services administrators must recognize the void and develop a strategy to imple- ment improvements. This will allow inter- ested staff to gravitate to this role in a more structured and consistent way. Each technical person in the develop- ment services system can interpret par- ticular regulations. However, as a point of contact, having a broader range of skills and experience will assist you. Cross training is the key element of the customer interface. Clearly it's important to have an expertise; however, having knowledge that is "a mile wide and a foot deep" will prove essential for your success as a point of contact. It is good to know a little bit about everything in the process. Remember, you will have technical experts to bring to the table when needed. In addition to technical knowledge it is important to gain additional skills in project management, such as meeting facili- tation, issue resolution, and organizing mul- tiple projects. Some individuals gravitate toward the technical side of development services. In an integrated system, the point - of -contact role requires more attention to interpersonal relationships with customers and staff while managing project perfor- mance for results. Another essential element of this role is the acceptance of responsibility. It is not enough to participate in meet- ings; instead, you have to have a bias to facilitate and control the agenda. Lead by example and instill accountability in the staff participating in the review process. The leadership role requires an individual to promote the team environment and act as a catalyst to solve problems for the customer. Problem -Solving Attitude Effective problem solving centers on staff members having a bias to get things re- solved. In the team environment it is es- sential that each person be an "options thinker." Individual staff disciplines have to be prepared to come up with multiple ways to solve a particular code issue instead of providing a fixed solution to a customer. Customers want to meet the regulations and solve problems; however, they also want flexibility to meet their design goals and per- sonal visions. Customers have to accept that some designs don't meet the regulations. However, a partnership attitude is needed to solve problems, and this requires that both customers and staff work together to look for solutions that meet everyone's needs. The point -of -contact role is essential in bringing the right people together, promot- ing options thinking, and providing advo- cacy for ensuring that problems are solved in a timely manner. The point of contact pro- motes flexibility and a little risk taking. Assigned team members, on the other hand, have to come to the table with the authority to make decisions and an "options thinking" frame of mind as well. Team mem- bers often play an important role during preapplication reviews of potential projects. Practicing issue avoidance at this early stage likely will make the process move faster, cre- ate better projects, and build trust between customers and staff. Issue avoidance is much more palatable than issue resolution, Evolution of Customer Service Delivery Silo -Based Services Multiple Locations & Permitting r Several Physical Customer Stops ,- Multiple Permits by Department Customer On Their Own to Solve Interdepartmental Disputes Co -Located Services mproved Customer Service Experience Key Department Adjacencies Less Physical Service Locations Some Outlying Agencies, Such as Utilities & Public Works Improved Coordination & Communication Fragmented Technology Tools Reorganizations With Separate Discipline Counters Multiple Disciplines Under a Single Manager, Such as Planning & Building - Multiple Counters by Discipline .- Improved Coordination & Problem Solving More Common Technology Tools ® How "evolved" are your community's development services? One -Stop Center & Expanded Coordination r Most or All Departments in One Location i Building Permit Techs & Planning Case Managers Improved Coordination on Individual Applications but STILL Sequential Hand - Offs (Permit -Based) Integrated & Seamless Services Service -Based & Project -Oriented Processing Management Oversight of System Performance Critical Staff in One Place for Walk -In Customers i Seamless Project Processing & Parallel Permitting `r Point -of -Contact with Issue Resolution Authority r Customer Still Forced to % Assigned Project Team Manage Applications Gaps Members r Performance Measurement Program for Accountability ZONINGPRACTICE 10.12 AMERICAN PLANNING ASSOCIATION' page 6