CITIZEN COMMITTEE PRESENTATION Fall, 2016 FALL, 2016
A NOTE A ABOUT C CONSISTENCY: 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. 2
Economic Success Strategic Plan to Facilitate the Economic Success of Fairfax County “… 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. 3
Economic Success Strategic Plan to Facilitate the Economic Success of Fairfax County Six Goals of The Plan # 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 4
Economic Success THE BOOSTER SHOT (Jan., 2015) 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 5
GARTNER DELIVERABLES GARTNER DELIVERABLES 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 6
CURRENT STATE ASSESSMENT 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 * 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 7 challenges identified .
Economic Success 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 8
Fairfax County Vision Statement Development Services’ Vision Vision Elements: “In the future, Fairfax County will have...” 1. A customer-centric, culturally integrated “ Improve the Speed, development services function Consistency and Predictability of the 2. A problem-solving culture based on Development Review collaboration and accountability Process while 3. A clear, predictable, and measurable land 1) Maintaining a development process meaningful participatory role for 4. The agility to respond to market demand and county residents meet defined service levels 2) Recognizing that 5. Codes and ordinances that are agile, easy to time-to-market is use, consistent, and support modern crucial development patterns 3) Understanding the importance of agility 6. Integrated technology that enables seamless in responding to customer and staff interactions, and supports market demand land use and development operations 4) Providing high- 7. Engaged staff that have the knowledge, quality services that resources, support and morale to effectively ensure public safety and create desirable perform the work places to live, work, and play ” 9
• Seven Nearby Jurisdictions JURISDICTIONAL COMPARISON • 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 10
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 11
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 12
Programs for Improvement 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 13
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 14
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? 15
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Contact Us! Regina Coyle Meaghan Kiefer Department of Planning & Zoning Office of the County Executive Special Projects Coordinator Regulatory Initiatives Coordinator Herrity 756 Herrity – 655 703-324-1214 Meaghan.Kiefer@FairfaxCounty.gov Regina.Coyle@FairfaxCounty.gov Frances Dowd Land Development Services Development Process Coordinator Herrity Frances.Dowd@fairfaxcounty.gov 17
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