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CITIZEN COMMITTEE PRESENTATION
Fall, 2016
FALL, 2016
A NOTE ABOUT 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 DELIVERABLESGARTNER 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 CenterOpened 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 StrategyMapping processes, looking at definitions, streamlining services, new website
Parking ManagementNew website, eliminated redundancies, improved
availability
Opening Restaurants New website, turbo tax model, restaurant guide
VISIONING AND RECOMMENDATIONS
17 Meetings with the Senior Leadership TeamCheck-ins with IndustryFeedback shared with GartnerResulted in the V&R document29 Recommendations in 12 Program AreasGuidance 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 InvolvementWe 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
Frances Dowd
Land Development Services
Development Process Coordinator
Herrity
Meaghan Kiefer
Office of the County Executive
Regulatory Initiatives Coordinator
Herrity – 655
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