CITIZEN COMMITTEE PRESENTATION Fall, 2016 FALL, 2016 A NOTE A - - PowerPoint PPT Presentation

CITIZEN COMMITTEE PRESENTATION

Fall, 2016

FALL, 2016

A NOTE A ABOUT C CONSISTENCY:

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THESE IMPROVEMENT EFFORTS ARE CONSTANTLY EVOLVING. THERE ARE LOTS OF STAKEHOLDERS AND SEVERAL LAYERS OF DECISION-MAKING THAT NEED TO OCCUR. WE ARE STRIVING TO KEEP EVERYONE ENGAGED AND INFORMED WITH THE LATEST INFORMATION. PLEASE UNDERSTAND THAT YOU WILL HEAR IDEAS WHICH MAY OR MAY NOT BE IMPLEMENTED. EACH DISCUSSION/PRESENTATION MAY INCLUDE SLIGHTLY DIFFERENT INFORMATION BECAUSE THE WORK IS CONSTANTLY

• EVOLVING. PLEASE ASK IF YOU HAVE QUESTIONS.

Strategic Plan to Facilitate the Economic Success of Fairfax County

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Economic Success

“… Prosperity can only be achieved and sustained when a community's citizens, businesses and government work in concert for everyone's benefit… Our vision is a community where businesses, residents, and employees of a variety of ages, abilities, and experiences want to live, work, play, learn, and thrive...”

Adopted by the BOS on March 3, 2015.

#1 Further Diversify Our Economy

#2 Create Places Where People Want to Be #3 Improve the Speed, Consistency, and Predictability of the Development Review Process #4 Invest in Natural and Physical Infrastructure #5 Achieve Economic Success through Education and Social Equity #6 Increase Agility of County Government

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Strategic Plan to Facilitate the Economic Success of Fairfax County

Six Goals of The Plan

Economic Success

THE BOOSTER SHOT (Jan., 2015)

Economic Success

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Supported by Industry, out of cycle:

• Raised Fees – estimated $5.2M

per year

• Created 28 New Positions to

respond to staffing needs

• Funded Outside Review of

Process – Gartner Study

• Promissory Note To Stakeholders

to Improve Services

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 Current State Assessment (Dec. 9, 2015) - includes maps of our current processes, summarizes Gartner’s findings specific to Fairfax County.  Jurisdictional Comparison (Dec. 11, 2015) - contains ideas from other jurisdictions to begin to consider options to address challenges identified in Fairfax.  Future State Vision (Spring, 2016) – includes ideas for changes in process/organization/service to respond to the challenges identified in the CSA. THE ABOVE-NAMED DOCUMENTS ARE AVAILABLE ON-LINE: http://www.fairfaxcounty.gov/success /  Roadmap (Summer/Fall, 2016) – will map the steps to implementation of the Future State Vision

GARTNER DELIVERABLES

GARTNER DELIVERABLES

More than 60 small-group interviews (internal, external, applicants, community decision-makers) to understand how things are working (or not). Resulted in “seven themes” or opportunities for improvement. They center around:

• Silos
• Culture
• Complexity of codes, process
• Clarity of process
• Inconsistency of process
• Training/Staffing
• Metrics

CURRENT STATE ASSESSMENT

*Although the CSA was finalized in December, 2015, it was based on research and interviews in

February/March, 2015. Concurrent improvement efforts have already begun to address challenges identified.

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Seven Themes

• 1. The land development process has become increasingly adversarial over

time

• 2. Cultural issues impair efficient customer service and effective service

delivery

• 3. Fairfax County operates in silos, which limits ability to effectively

communicate and coordinate with one another

• 4. Complexities and inconsistencies with land use and development polices

and regulations hamper predictability and efficiency of service delivery

• 5. Inconsistencies throughout the process hamper predictability and

efficiency of service delivery

• 6. Aging, non-integrated technology systems exacerbate process and

customer service issues

• 7. Metrics do not fully measure quality and actual workload or priorities

Economic Success

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“Improve the Speed, Consistency and Predictability of the Development Review Process while 1) Maintaining a meaningful participatory role for county residents 2) Recognizing that time-to-market is crucial 3) Understanding the importance of agility in responding to market demand 4) Providing high- quality services that ensure public safety and create desirable places to live, work, and play”

Vision Elements: “In the future, Fairfax County will have...”

• 1. A customer-centric, culturally integrated

development services function

• 2. A problem-solving culture based on

collaboration and accountability

• 3. A clear, predictable, and measurable land

development process

• 4. The agility to respond to market demand and

meet defined service levels

• 5. Codes and ordinances that are agile, easy to

use, consistent, and support modern development patterns

• 6. Integrated technology that enables seamless

customer and staff interactions, and supports land use and development operations

• 7. Engaged staff that have the knowledge,

resources, support and morale to effectively perform the work

Fairfax County Vision Statement

Development Services’ Vision

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• Seven Nearby Jurisdictions
• Sacramento County
• Kansas City
• Clark County
• Austin
• Denver
• Tampa
• Los Angeles
• King County
• Portland
• Charlotte-Mecklenburg
• Charlotte County
• DeKalb County
• Shelby
• Santa Clara County
• Maricopa County
• Raleigh
• New York City
• Gwinnet County
• Nashville
• Asheville

JURISDICTIONAL COMPARISON

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Top Seven Initiatives

Joint Training Academy Land Development 101 for all employees – big picture, culture, advancement Customer Information Center Opened 8/15 – intended as a first resource in the Herrity Building Project Management Approach Pilot Looking at different project management options Proffer Cross-Agency Team Consistency in language, clarifying review process, simplifying language Small Business/Retail Strategy Mapping processes, looking at definitions, streamlining services, new website Parking Management New website, eliminated redundancies, improved availability Opening Restaurants New website, turbo tax model, restaurant guide

VISIONING AND RECOMMENDATIONS

17 Meetings with the Senior Leadership Team Check-ins with Industry Feedback shared with Gartner Resulted in the V&R document 29 Recommendations in 12 Program Areas Guidance for evaluation; NOT mandates

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P1 – Establish Leadership and Governance P2 – Orchestrate Culture Change and Conduct Communications Outreach P3 – Expand Project Management Function P4 – Review and Revise Codes and Ordinances P5 – Establish a Training and Mentoring Program P6 – Develop Career Path and Update Compensation Model P7 – Define and Implement Future Service Delivery Model P8 – Educate Stakeholders and Make Information Accessible P9 – Establish Long-term Technology Strategy and Implement P10 – Enhance Citizen Engagement in Review Process Across Magisterial Districts P11 – Optimize Organizational Alignments P12 – Transition to Enterprise Fund

Programs for Improvement

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Next Steps

Small groups of internal and external participants established for each program. These groups are developing work plans, guided by Gartner’s mini-programs First six kick off on September 19, varying timelines for completion Second six will likely begin work around the first of the year

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Your Involvement

We want you to know what we are doing, and to invite your participation. As citizens engaged in the land development process, you are a great resource to us. Some topics will affect you like proffers, service levels, the citizen engagement topic, and there may be others. We are NOT here to impose a new process, but to share information and get your feedback. How would you like to be involved?

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Contact Us!

Regina Coyle Department of Planning & Zoning Special Projects Coordinator Herrity 756 703-324-1214 Regina.Coyle@FairfaxCounty.gov Frances Dowd Land Development Services Development Process Coordinator Herrity Frances.Dowd@fairfaxcounty.gov Meaghan Kiefer Office of the County Executive Regulatory Initiatives Coordinator Herrity – 655 Meaghan.Kiefer@FairfaxCounty.gov

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