DEVELOPMENT ADVISORY BOARD MINUTES

Development Advisory Board / Strategic Planning Retreat Minutes

October 20, 2005

Members Present
Rus Brock
Ben Barcon
Bernie Deutsch
Carlo Gegen
Herb Hacker
John Hart
Pete Hemingway
Barbara Koffron
Scott Mardian
Herman Orcutt
Ken Roth
Greg Russell
Paul Scott
Patricia Thornham
Darrell Wilson

Members Absent
Gary Corcoran
Jake Jacobsen
Michael McHale
Danny Ortega

 Staff
Karen Beckley, DSD
Carole Borrego,DSD
Barbara Coppage, City Auditor's Dept
Larry Litchfield, DSD
Joanne Owens, DSD
John Parks, DSD
Lionel Lyons, DSD
Denee' McKinley, DSD
Joanne Owens, DSD
John Parks, DSD
Anne Sobczak, DSD
Cindy Stotler, DSD
Tom Wandrie, DSD

Ex-Officio's Present
Jim Baughman, Planning
Derek Horn, DSD

Ex-Officio's Absent
Mike Hamblin, Law
Chaun Hill, Streets
Aaron LaRoque, Water
Patrick Ravenstein, NSD

Others in Attendance
Michelle Hindman, Citzen

 

Summary

Utilizing the current Mission Statement and Goals mentioned below, the Development Advisory Board (DAB) and City staff reviewed the mission statement and purpose for which the DAB exists. The goals and strategies were discussed to reflect the next few years. The strategic planning session was held on October 20, 2005 at the Phoenix Fire Department Operations Center. Fifteen DAB members, thirteen City staff, and one citizen were present at the session.

Definitions:

Goals: Direction the DAB is taking

Objectives: Tangible measures to determine goal achievement

Strategies: Methods or action plan the DAB will take to achieve the goal and objective

Mission Statement

"Provide the City Council and the citizens of Phoenix a venue by which one board is responsible for overseeing the development in a comprehensive manner."

Background:

The mission statement was discussed in terms of the following three questions:

  1. What do you see as the purpose of the DAB?
  2. What is the role of the DAB and what does that role mean to the Development Services Department (DSD), City Council, and the public?
  3. What has the DAB accomplished in the past and is this the same role for the DAB for the next year(s)?

The following responses were provided:

GOALS

After reviewing the mission statement and the purpose for the DAB, board members and staff were asked what goals they would like to achieve. Goals were discussed with long term planning in mind and were not limited to a one year time period.

The following bullet points represent goals identified by each participant in attendance. Bullet points were then grouped together for those instances in which the goals had a common end. Each member of the DAB was given five votes to place on the goals they felt were the most important. The combinations of goals and voting tabulations are shown in the chart below.

VOTES

GOALS*

9
  • DAB identify ways to get City staff onboard and trained**
  • Concentrate on customer service as it relates to the development process
  • Identify and make public processes that are easy to assess and easy to read

8
  • Look for more standardization in the CODE to decrease amendments
  • Simplify the development process

6
  • Initiate active partnering with DSD to simplify and keep consistent with the ways the CODE is enforced

6
  • Create the most seamless process (time and money) by educating all employees, including persons at the counter

5
  • DAB provide a "clearing house" for information on changes that may impact the developmental process

5
  • DAB, in conjunction with City staff, work together to increase education and exposure

5
  • DAB partner with DSD to become the best department in the country

3
  • Ensure the public is informed on how the CODE(s) is to be enforced (items in mechanical code instead of the building code)
  • More public participation and input on the developmental process

3
  • DAB act as a vehicle for change within the developmental process as it relates to multiple City departments

3
  • DAB to educate constituents

2
  • Code complication and growth: More involvement in the CODE enforcement process to ensure unification for the entire process

1
  • Look for ways for DSD to have more flexibility on hiring practices

1
  • Promote DAB as a highly respected body that the public is aware of and can be a resource to come to that; will inspire continued responsible development within the City.

1
  • Support to the rules including the zoning and subdivision ordinance

0
  • DAB facilitate responsible development processes that creates a relationship between the developers and City staff

*Goals were combined within the time constraints of the retreat. Goals with a common end may be further identified and combined if necessary.

**DAB members did not identify objectives and strategies for this goal even though it was highest ranked. The DAB took a proactive approach and concentrated on goals that were within the control of the DAB members and not constrained by governmental personnel polices that are not easily circumvented.

OBJECTIVES AND STRATEGIES

Based on the voting priorities of the DAB members, we took the goal with the highest voting score to identify objectives and strategies. Objectives provide tangible measures to determine if and how much of the goal is achieved. Strategies provide specific methods or an action plan for the DAB to take that will ensure the objective is achieved.

The group decided to use one goal and work through the objectives and strategies. The remaining goals will be further reviewed by the DAB and prioritized for future planning and identification of objectives and strategies.

GOAL:
  • Concentrate on customer service as it relates to the development process
  • Identify and make public processes that are easy to assess and easy to read

OBJECTIVE:

To increase customer service, decrease the turnaround time for each segment of the development process instead of addressing the entire process at once. (See strategy 7. below)

(DAB members may want to add a tangible measurement in their objective such as how much time they want to decrease and by when such as by the end of the year or next year. Measuring performance by DSD and reporting turnaround times after recommendations are implemented provides a tangible measure to determine if the objective is achieved or exceeded.

Another measurement to consider is measuring customer satisfaction through a survey after a number of strategies have been implemented to determine if customers feel the process is more easily understandable and assessable.

STRATEGIES: (Proposed methods to accomplish the goal)

  1. DAB create a list of what items should be included on the Internet. So many lists are overwhelming.
  2. Increase technology by putting all the procedures such as fee requirements "checklists" on the Internet where it is available for the public
  3. Create a situation that establishes a "track record" such as a preferred list to streamline the process for those developers. This will create an incentive for these developers to submit more complete plans.
  4. Establish a criteria for certain plans or portion of that plan that can be reviewed by a hired consultant (outside source) to decrease the turnaround time
  5. Ensure City staff understands how they fit within the process and allow the Planners to have some reasonable judgment on the decision making process. DAB can assist in this process by training staff or informing them of the big picture.
  6. DAB coordinate efforts with Planning and DSD to understand the development process so both departments understand their role and how it affects the entire process.
  7. Identify each step (site, civil, residential, large commercial, small commercial, planning) of the development process. Divide up the process in increments or by steps and find at least one improvement for each section. Decrease the turnaround time for each segment instead of addressing the entire process at once.

Minutes prepared by:

Barbara Coppage, Deputy City Auditor

DAB Retreat Facilitator

 

WPDOCS/DAB/Minutes 2005/DAB October 20, 2005 Retreat Min