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which is reactive and often creates ill will
<br />or angst.
<br />Willingness to Use Technology
<br />Another key trait is the willingness to learn
<br />and use technology to simplify and make
<br />the process more efficient. To be more
<br />effective as a staff member, technology
<br />will allow you to gain access to infor-
<br />mation to provide more comprehen-
<br />sive and reliable preapplication as-
<br />sistance, to document agreements
<br />and track project milestones, and
<br />perform reviews or inspections
<br />with fewer steps.
<br />Some examples oftech-
<br />nologies include the following:
<br />• Project tracking software
<br />• Document management sys-
<br />tem (electronic records)
<br />• Electronic plan review
<br />• Mobile access for inspectors
<br />• Management reporting
<br />• Geographic Information Systems (GIS)
<br />• Integrated website and citizen -access
<br />portal
<br />Given the economic downturn, cash -
<br />strapped agencies may not be able to
<br />implement all the technology tools due
<br />to budgetary constraints or an agency's
<br />place in the evolution process. However,
<br />your willingness to embrace new technolo-
<br />gies as they become available will signal
<br />to management your support of change
<br />and striving for a more efficient and ef-
<br />fective process. If current technologies in
<br />your agency are not uniformly used by all
<br />work units, suggest to management that
<br />directing consistent use will offer better co-
<br />ordination and transparency for the team.
<br />Volunteer for training opportunities and
<br />explore online tools to supplement your
<br />knowledge.
<br />CONCLUSION
<br />Communities can invest a lot of resources
<br />in their development services systems,
<br />including physical space improvements and
<br />technology tools. However, in the end, suc-
<br />cessful service really boils down to culture
<br />and attitude of both staff and customers
<br />as they work together. This partnership is
<br />essential for satisfaction and quality ser-
<br />vice. Since you are an integral part of this
<br />service structure, it's imperative that you
<br />expand your knowledge and capabilities to
<br />Customer Life Cycle
<br />Shared
<br />Information
<br />make yourself as indispensable as possible.
<br />You know your job. The essential ingredi-
<br />ent is being responsive, collaborative, and
<br />accountable in your dealings with other
<br />staff and customers. Taking on new roles
<br />Q Customers enter
<br />the development
<br />services system
<br />to request
<br />information or
<br />approvals or
<br />to report code
<br />violations. It
<br />is up to the system
<br />administrator to figure
<br />out how to deliver these
<br />products in the most seamless
<br />and integrated way.
<br />and gaining useful knowledge and skills of
<br />project management, effective issues reso-
<br />lution, and customer service ethics will go a
<br />long way to help your career and elevate you
<br />in the transparent agency.
<br />Cover image: © iStockphoto.com/Yurly Kirsanov; design concept by Lisa Barton
<br />VOL. 29, NO. io
<br />Zoning Practice is a monthly publication of the American Planning Association. Subscriptions are
<br />available for $95 (U.S.) and $120 (foreign). W. Paul Farmer, FAICP, Chief Executive Officer; William R.
<br />Klein, AICP, Director of Research
<br />Zoning Practice (ISSN 1548-0135) 1s produced at APA. Jim Schwab, AICP, and David Morley, AICP, Editors;
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<br />ZONING PRACTICE 10.12
<br />AMERICAN PLANNING ASSOCIATION Ipage 7
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