Agenda - Planning Commission - 04/07/2005

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public, la ~aeir eames~ pu~ui~ at ~his miss!a~{ : } 6~u~ i~ generally mtem~ed, bu~ our ' however, planners may fait [o mco~ize ~e ;~ Ch~ljre~e~ ~0~d the dsht balance be~een developer communi~ as ~ legitimate pub¢c; ~ f ; ~ m~ ~8 ~ (where progress is stunted) A Cultual divide of dive.ertl woddvi~l:~s . ~¢ ~de¢~at~ ~6u~s (where anarchy expressed by pfo[essional jar~n. ~ the [o~l ~ i ~s)~S~li~ing ~e process can take a ..... ~ ~ ~ ~ ~ ~:~: ~{~ .... commun~ level, plannem v~ng the big pie- nu~b~ o~s} including reduced apphcat~on lure use words I,ke "sus~,nabll,~. urbanls~f ,: ~m~me~. p~ oflnmmet and webs,to tech- "viewshed,' "communi~ values," and ~io~ , .do~ o~-*O4~ppli.tio, and pe~i[ cente~. lng." ~e language of the d~elopment comau- : p~ap~li~on*~nferences, headng office~. m~, m ~ocusln~ on specl~c Prolec~, inc(ude~ a~ g~teed processing rewew t~me ~mes. words such as "enti~emenL provera.: :~ r, ~U~iti~ecessa~,butinsu~cient. ltis "highest and best use," and se on. Various ~ ~ th~':ju~ta~p~iti°~ ogcultu~l and Junctional stakeholders in the process o~en undem~n~ ~ el~m.e~t~t:o~ers the most hope ~Or signi~- shared words such as "takings" differently. ~ .ca~t:p~g~ess~ culture Of good will and t~St Local government's tendepcy to divide:~ a~af~un~ti~or Customer-client sewice responsibilities among radons depa~men~ cap.e~eC~ely t~bricate any manner of w,thou: strong coordlna[mn ~ers~gh: also ~ ~ : ~:: ~ -. ~ ' , ~ agers sitting an liEle slips of paper unlit th~ ¢ gta~ role a "pragmatic of public interests." are ready to act. For many government ~: r : ~ ~;¢ ;; ~r processes epitomize the worst or aureauc~y. : '~ ::: = ~ ~ r ~' R~Ie~ seine the mission. 0o not be so m[e-bound ~ha~ you lose sight of the fo complete the pic~re Of undemanding, : ¢ ~ ~: : ~: ,; ~ . . . ........ :, . ~ ~ a~e ~nd beyond the call of du~ m pumu~t of the m~ssion. . a rramewoff or ~nctional elemenm ~s neck-: : -: : , ~. ' ' At a fundamentaL level. ~nctional ele- [ ~ taunts are about the bureaucracy: the mana~ ~ ~: ~ ;: : ~ . g ' ' · ..... .. ~; ~ .Esta~hsh &solutmn-oriented business relationship. . ment or s[a~ resources, c,t,zen input, : 7 ~ ~5e ~r a~ ethical treatment relationship be~een depa~men~, external/~ ~ L .g ~: L.['~ ...... . ' . / [ ~ ~ wnefl to De Rexlole.. agencies and the governance of interaction L ~ : ; ~ / [ ' . _ ', . , ~_ . ~ ~ Good customer se~Jce is not about saying "yes," but about all of the above. De.eon clients ane p~anners. Ine etemen~~ "~ ~ ~ ~ ~r ~ ' ~hat are cridca[ for our review aRd ultimately~he success of ~he process include: Ct) ~e obi~ [ : ~ F~r ~e~elo~ment review staff, :rain and hire fur "facilitator" competency. dves of a particular process, (2) the appJJ(at[o~ : ~ :~p~We~ ~taff to make decisions appropriate to their responsibilities and point . . 'f · ,;r ~ ' requirements and steps, (~) quantKative an~ ~ ; p~o~s:s.; ~ ; . nualitadve standards ¢./.ubl c -a~icinati0~~ ~'~';~:aBilsh ~[eam approach at all evels: between p annin~ and customers, be~een depa~- oppa~unides and methods ahd (¢ :he cha~- :: :~ ~ Cen~81~s[ohs, be~een ci~ depa~ments, and between planning and the ter of decision rook[n---whO ~¢cides what an~ : ~ · ~W~rd ~eptional behavior and results--staff customers citizens where at various steps in the process. ~~- .:~ ri:F; c~ ·~ ~ 4 .. :r ZONINGPRACT]C~ ~.05 : : 4 ~ i; ~ : ~ AMERI~N P~NNING ASSOCIATION pro(ess from the simple to the elaborate. In a ' context of multiple--and often conflicting-- stakeholders, consider the model of the plan- ner as a pragmatic facilitator of the public interests. Real-life case studies best help us understand this model. Three communities representing differ- ent, yet recognizable, contexts were chosen for this issue of Zoning Practice because they exemplify the effective fusion of funci:ion and culture in establishing an environment con- ducive'to meetfn§ communi~ goals and achieving great proiects. These include: ., Milwaukee, the epitome ora Rust Belt industrial ci~ that has seen both decline and re'birth;