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Economic Success Presentation to the Northern Virginia Building Industry Association

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On Sept. 4, 2015, Fairfax County officials presented the county's Economic Success Plan to the Northern Virginia Building Industry Association. Officials discussed work to improve the speed, consistency and predictability of the land development process.

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Economic Success Presentation to the Northern Virginia Building Industry Association

  1. 1. Fairfax County Strategic Plan to Facilitate the Economic Success of Fairfax County Sharon Bulova, Chairman, Board of Supervisors Sharon.Bulova@fairfaxcounty.gov Robert A. Stalzer, Deputy County Executive Rob.Stalzer@fairfaxcounty.gov www.fairfaxcounty.gov/success 1September 4, 2015
  2. 2. Strategic Plan to Facilitate the Economic Success of Fairfax County Where We’ve Been Office vacancy rates up Fewer federal jobs Need for flexibility to respond to change and to take advantage of opportunities Capitalize on developing business trends Leverage County successes and respond to market Maintain high-quality public services, a vibrant community with places where people want to be, and support our changing and growing population Economic Success September 4, 2015 2
  3. 3. March 11, 2015 3 Strategic Plan to Facilitate the Economic Success of Fairfax County Diversification and Recovery Board of Supervisors created Economic Advisory Commission Identify hindrances and barriers to our recovery Identify opportunities to improve Develop vision of where we want to go The Strategic Plan to Facilitate the Economic Success of Fairfax County Adopted by the Board of Supervisors March 3, 2015 Vision of and actions to achieve Economic Success Economic Success
  4. 4. Economic Success Vision Strategic Plan to Facilitate the Economic Success of Fairfax County Economic Success Overarching Vision “… 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 Fairfax County Board of Supervisors on March 3, 2015. September 4, 2015 4
  5. 5. September 4, 2015 5 Strategic Plan to Facilitate the Economic Success of Fairfax County Six Goals of The Plan Further Diversify Our Economy Create Places Where People Want to Be Improve the Speed, Consistency, and Predictability of the Development Review Process Invest in Natural and Physical Infrastructure Achieve Economic Success through Education and Social Equity Increase Agility of County Government Economic Success
  6. 6. September 4, 2015 6 Strategic Plan to Facilitate the Economic Success of Fairfax County Six Goals of The Plan Further Diversify Our Economy Innovation, Research, Revenue Growth Create Places Where People Want to Be Branding, Placemaking, Repositioning Improve the Speed, Consistency, and Predictability of the Development Review Process Speed, Consistency, Predictability Invest in Natural and Physical Infrastructure Collaboration, Partnership, Sustainability Achieve Economic Success through Education and Social Equity Opportunity, Education, Access Increase Agility of County Government Better Communication, Transparency, Culture of Innovation Economic Success
  7. 7. Some Highlights Strategic Plan to Facilitate the Economic Success of Fairfax County Economic Success Further Diversify Our Economy World class research and development in the County Promote, partner, develop innovation centers or similar hubs Create Places Where People Want to Be Focus on creation of mixed use communities in activity centers served by multi-modal transportation options Support efforts to enliven places Expand activities to market and brand our unique communities Implement tools to facilitate repurposing of empty or obsolete commercial spaces Focus on revenue diversification, smart growth/placemaking, and stewardship September 4, 2015 7
  8. 8. Some Highlights Strategic Plan to Facilitate the Economic Success of Fairfax County Economic Success Invest in Natural and Physical Infrastructure Dedicate funding and establish longer term maintenance strategies for County-owned infrastructure and facilities. Maximize return on investment County real estate assets by leveraging partnership opportunities. Achieve Economic Success through Education and Social Equity World class public schools Technical, vocational, middle-skill workforce training and development Housing affordability and availability for all levels of income Sustainability, education, and training September 4, 2015 8
  9. 9. Removing the Barnacles and Barriers Strategic Plan to Facilitate the Economic Success of Fairfax County Economic Success Improve the Speed, Consistency, and Predictability of the Development Review Process Create a regulatory process that is collaborative and nurturing for industry and businesses and customers, big and small, while balancing community sensitivity Deliberately examine our process and policies. Evaluate and amend as necessary Develop a business model for regulatory services designed around meeting agreed upon service levels Increase Agility of County Government Create an agile culture that ensures County employees and leaders understand the impact of our work on economic success Removing accumulated barnacles to remain competitive and agile September 4, 2015 9
  10. 10. • Board’s commitment to economic success shown by supporting “Booster Shot” out-of-cycle – County and industry partnership • Booster Shot did four things: – Raised Fees – estimated $5.2 M per year – Created 28 New Positions – Funded Outside Review of Process – Promissory Note To Stakeholders • Vision for Goal 3 Board Approved “Booster Shot” Strategic Plan to Facilitate the Economic Success of Fairfax County Economic Success September 4, 2015 10
  11. 11. 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 and 3) understanding the importance of agility in responding to market demand. 11 Vision for Goal Three Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success September 4, 2015
  12. 12. Accomplish these goals by: 1) Providing integrated development review services ... 2) Developing a unified service delivery culture across the full system – County, industry and community 3) Setting consistent and understandable guidelines .... Revise codes and ordinances to ensure they are relevant to today’s more urban and increasingly complex development patterns 4) Defining service levels and approval timeframes ... mutually agreed upon ... 5) Implementing and then updating technology ... 6) Recruiting and retaining a well trained staff and ensuring they have the knowledge, resources and support with the commensurate level of organizational morale to effectively perform the work. 12 Vision for Goal Three Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success September 4, 2015
  13. 13. • Approximately 60 small-group meetings, averaging 7-8 people in each • Met with a variety of stakeholders: • Staff • Industry (attorneys, architects, engineers, planners, developers, contractors, small business owners • Planning Commission • Board of Supervisors’ land use aides, • Chambers of Commerce • Economic Development Authority • Faith-based organizations and nonprofits Reviewed more than 100 documents and online webpages from and/or about Fairfax County land development process 13 Gartner’s Early Research Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success September 4, 2015
  14. 14.  Fairfax County has many strengths. Because this is a process improvement effort, we are focused on perceived weaknesses, opportunities and threats. FAIRFAX COUNTY SWOT Strengths Weaknesses Fairfax is already a great place to live, work, and play. Well managed government dedicated to improving Development Services. Strong local development industry and collaboration with the County through a formal Steering Committee.  Culture - regulatory review process has become adversarial and there is a culture of ‘no.’  Complexities in regulations, processes, nature of development hamper delivery of services and make it difficult for customers to comply.  Fractured, siloed approach to regulatory review functions limit coordination and collaboration.  Time to market is no longer competitive.  Technology is aging and difficult to adapt to meet business needs.  Lack of metrics to measure, manage, and improve operations. Opportunities Threats  Leadership exists from inside and outside to make a positive change to support economic success.  Great developing partnership evidenced by this effort.  Redevelopment (CRDs, Tysons, Reston, TODs).  Technology improvements planned and in-progress (e.g. ePlans and Modernization).  Potential for business realignment  Competition for development opportunities from other jurisdictions.  Cost constraints to implement recommendations.  Succession plan – retirements of experienced, knowledgeable staff – needs to be established.  Availability and experience of Staff to implement recommendations. Fairfax County SWOT Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success
  15. 15. Primary Themes A number of primary themes were identified through current state analysis  As a result of the current state analysis activities conducted by the Gartner team, seven primary themes rose to the surface that encapsulate the major issues and opportunities for the County as it relates to development services. These themes are presented in summary format. The themes will serve as a framework for recommendations and the development of the future state vision. 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 Primary Themes Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success September 4, 2015 15
  16. 16. Primary Themes A number of primary themes were identified through current state analysis Many Planning and Development staff attended a ThinkTank information gathering session to discuss Gartner’s findings and share information Assess the importance and level of difficulty to change for each of the seven findings. Did we miss anything? What is your personal mission? What are your top three challenges or obstacles? What do you need to be more productive? Who do you wish you had a better partnership with? What is going well? What are your recommendations for improving the process? What do you need to feel personally included in this change process? Staff Preparation for Change Implementation Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success September 4, 2015 16
  17. 17. Primary Themes A number of primary themes were identified through current state analysis Other Jurisdictions’ Best Practices Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success Gartner is now gathering jurisdictional evaluations of best practices from across the country. Our consultants are looking at other jurisdiction’s processes for things that we want to consider as we vision our new process. – If you know of any that we should be aware of, please let us know! RPideas@fairfaxcounty.gov • 7 Local Jurisdictions • Sacramento County • Kansas City • Clark County • Austin • Denver • Tampa • Nashville • Ashville • Los Angeles • King County • Portland • Charlotte- Mecklenburg • Charlotte County • DeKalb County • Shelby • Gwinnet County • Santa Clara County • Maricopa County • Raleigh • New York City Project Management Enterprise Fund Organizational Structure September 4, 2015 17
  18. 18. Primary Themes A number of primary themes were identified through current state analysis Tackling Initiatives List Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success 119? 92? 5 or 6? 221? Prioritized to 7 Initiatives ! • Constantly gathering suggestions for improving our processes and services September 4, 2015 18
  19. 19. Primary Themes A number of primary themes were identified through current state analysis Top Seven Initiatives Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success • While Gartner is gathering the jurisdictional data, we have begun work on seven initiatives: Joint Training Academy Planning and Development Customer Information Center Project Management “Approach” Pilot Proffer Cross-Agency Team Retail Strategy Parking Management Opening Restaurants September 4, 2015 19
  20. 20. Primary Themes A number of primary themes were identified through current state analysis Next Steps Improve the Speed, Consistency, and Predictability of the Development Review Process Economic Success • Ongoing – Top Seven Initiatives • Early 2016 – Gartner Report delivered for review and consideration – Implement Recommendations September 4, 2015 20

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