NVBIA NAIOP GOAL 3 Update

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NVBIA NAIOP GOAL 3 UpdateFebruary 11, 2016

www.fairfaxcounty.gov/success

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The Board adopted the Economic Success Strategic Plan in March, 2015. This document and its six goals plays a prominent role in the current County efforts.

Economic Success StrategyStrategic Plan to Facilitate the Economic Success of Fairfax County

Economic Success

http://www.fairfaxcounty.gov/success/strategic-plan-facilitate-economic-success-2015.pdf



Board Approved “Booster Shot”Strategic Plan to Facilitate the Economic Success of Fairfax County

Economic Success

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Booster Shot did four things:• Raised Fees – estimated $5.2M

per year

• Created 28 New Positions

• Funded Outside Review of Process – Gartner Study

• Promissory Note To Stakeholders to Improve Services

Board’s commitment to economic success shown by supporting “Booster Shot” out-of-cycle with County and industry support

Improve the Speed, Consistency and Predictability of the Development Review Process while

1) maintaining a meaningful participatory role for Countyresidents,

2) recognizing that time-to-marketis crucial and

3) understanding the importanceof agility in responding tomarket demand.

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Vision for Goal ThreeImprove the Speed, Consistency, and Predictability of the Development Review Process

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Primary ThemesA number of primary themes were identified through current state analysis

VISION FOR GOAL 3Improve the Speed, Consistency, and Predictability of the Development Review Process

Economic Success

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. Accomplish these goals by:

• Providing integrated development review services to our customers that eliminate silos

• Developing a unified service delivery culture across the full system – County, industry and community

• Setting consistent and understandable guidelines with regard to the development review process to improve predictability and achieve anticipated outcomes. Revise codes and ordinances to ensure they are relevant to today’s more urban and increasingly complex development patterns

• Defining service levels and approval timeframes that are matched to resources and fees based on mutually agreed upon expectations

• Implementing and then updating technology to support the vision; and

• 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.

Agency Leads spent time together over the summer to detail a vision for Goal Three.

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 WeaknessesFairfax 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.

Gartner’s Fairfax County SWOTImprove the Speed, Consistency, and Predictability of the Development Review Process

Economic Success


In the Current State Assessment Gartner identified seven primary themes that capture the major issues and opportunities for the County as it relates to development services. These themes serve as a framework for recommendations and the development of the future state vision.

1. The land development process has become increasingly adversarial over time2. Cultural issues impair efficient customer service and effective service delivery3. Fairfax County operates in silos, which limits ability to effectively communicate

and coordinate with one another4. Complexities and inconsistencies with land use and development polices and

regulations hamper predictability and efficiency of service delivery5. Inconsistencies throughout the process hamper predictability and efficiency of

service delivery6. Aging, non-integrated technology systems exacerbate process and customer

service issues7. Metrics do not fully measure quality and actual workload or priorities

Primary Themes For Improvement Resulting From Current State Assessment

Improve the Speed, Consistency, and Predictability of the Development Review ProcessEconomic Success

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• Current State Assessment (Dec. 9, 2015)* - includes maps of our current processes, summarizes Gartner’s findings specific to Fairfax County.

*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.

• Jurisdictional Comparison (Dec. 11, 2015) - contains ideas from other jurisdictions to begin to consider options to address challenges identified in Fairfax.

• Future State Vision (anticipated Spring, 2016) – will include the ideas for changes in process/organization/service to respond to the challenges identified in the CSA.

• Roadmap (anticipated Summer, 2016) – will map the steps to implementation of the Future State Vision

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Gartner DeliverablesImprove the Speed, Consistency, and Predictability of the Development Review Process

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CONCURRENT EFFORTSImprove the Speed, Consistency, and Predictability of the Development Review Process

– The graphic below highlights the linkage between Gartner deliverables and Fairfax’s parallel improvement initiatives. It should be noted that the Gartner review began in January 2015 and the County has been executing concurrent improvement efforts. As a result, some processes/procedures referenced as anecdotal information gathered may have been modified before the completion of this report.


Tackling Initiatives ListImprove the Speed, Consistency, and Predictability of the Development Review Process

Economic Success

119?92?

5 or 6?221?

Prioritized to

7 Initiatives

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• Constantly gathering suggestions for improving our processes and services:[email protected]

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AccomplishmentsImprove the Speed, Consistency, and Predictability of the Development Review Process

Economic Success

• Streamlined inspection process by combining DPWES and VDOT initial inspection

• Improved availability of overtime for Fire Marshal inspections; reduced FMO scheduling backlog

• Developed typical rejections lists for all land development agencies so that applicants can check their plans against them

• Streamlined process for trail and bicycle waivers

• Eliminated waiver requirement for underground detention in some residential and mixed use projects

• Created opportunity to install septic systems concurrent with site grading to expedite construction/approval

• Dramatically reduced applications acceptance times

• e-Plan submission is now live for zoning applications

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IMPROVEMENT EFFORTS ARE CONTINUOUS


Top Seven Initial InitiativesImprove the Speed, Consistency, and Predictability of the Development Review Process

Economic Success

Concurrent with the Gartner review, Agency Directors chose these initiatives as priority topics to address cross-agency challenges. Many of these ideas came from the comments received during the Think Tank exercises in May. The goal for these initiatives is to implement meaningful change within 6-12 months.

Joint Training Academy (Paul Shirey/Ellen Gray)

Planning and Development Customer Information Center

(Jeff Blackford)

Project Management Approach Pilot (Bill Hicks/David Bowden)

Proffer Cross-Agency Team (Fred Selden/Regina Coyle)

Small Business/Retail Strategy(Ellie Codding/Andrew Hushour)

Parking Management(Jan Leavitt/Jeff Hermann)

Opening Restaurants(Pieter Sheehan/Chase Suddith)

12INDUSTRY ADDS: Third Party Review and Improved/Streamlined VDOT/FCDOT Coordination (These two are not “Top 7” because they are not cross-agency and/or of limited scope; however, assessment on these topics is concurrently underway)


Joint Training Academy Ellen Gray and Paul Shirey


Objective: Develop and adequately resource a training academy under which all staff participate to become “certified” in the entirety of the development review process. Training will include:1) A general understanding of development process, and the technical concerns associated with the missions of each review agency as well as that of developers/applicants.2) Technical training to educate staff and promote common understanding3) A common culture that supports teamwork and customer service

Status:1) Inventory completed of customers/stakeholders current training offerings and training needs/wants2) Secured vendor cost proposals for development of a Land Development Process Review 101 Course to be piloted in early June 2016 and for train-the-trainer to occur at the end of April; early May)

Ongoing Work/Next Steps:1) Development of course materials2) Proposal evaluation for “Train-the-trainer”3) Consideration of organizational structure and needed resources for sustainability

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Planning & Development Customer Information Center – Jeff Blackford


Objective:1) streamline the customer experience with easier/faster navigation;2) provide the public with consistent guidance on the development process;3) enable a core team of specialists to address a majority of inquiries, thus allowing better utilization of

the rotating POD or EOD functions.

Status:4) Space to locate has been identified 5) Anticipate using existing EOD/POD staff and rotating them to this space6) Emphasis in early stages on providing existing content, referral to appropriate agencies, identifying

needs of customers to determine priorities for expansion of services

Ongoing Work/Next Steps:7) Content to be tailored based on pilot findings8) Consider placement of permanent staff with specialized training to address as many

inquiries as possible (3-5 Staff, possibly upper level Tech, Supervisor)9) Provide user kiosk in Herrity lobby10) Public, interactive website built on collaborative pilot11) Consolidated and continuous knowledge base developed

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Project Management Pilot Dave Bowden, Bill Hicks and Bin Zhang


Objective:Evaluate project management structures to identify strengths/weaknesses/ opportunities to meet the needs of customers and staff to the Fairfax process. Recommend a pilot to address current needs.

Status: 1. Workgroup has meet several times with various subject matter experts. 2. Workgroup has drafted a whitepaper that:

A. Details current practices.B. Describes various project management models and options.C. Proposes an implementable pilot.

On-going Work/Next Steps:3. Workgroup will finalize the whitepaper/proposal in the coming days.4. Workgroup will circle back with the Senior Leadership Group to present the paper

and receive any feedback.

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Proffers: Cross-Agency and Stakeholder TeamFred Selden and Regina Coyle

Improve the Speed, Consistency, and Predictability of the Development Review Process

Objective: Evaluate the practices associated with proffers to determine opportunities to ensure that they are drafted in a manner that clear, concise, trackable and implementable.

Status:1. Proffer language review process has been mapped from submission through staff report publication to

ensure that all parties are cognizant of their review roles; Outreach to internal staff and development industry representatives is being scheduled to identify opportunities for increased participation and other improvements.

2. Group has identified “most common proffers” for discussion of “standardizing” proffer language3. Two proffer compliance positions have been filled and onboard process is complete. The staff members

are being immersed in their roles and are actively reviewing the proffer compliance narrative guidelines for improvement.

On-going Work/Next Steps:4. Facilitated outreach sessions with internal staff and development industry representatives are being

scheduled to solicit feedback on ongoing efforts.5. Review minor modification provisions of the Zoning Ordinance for additional flexibility opportunities

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Proffers: Cross-Agency and Stakeholder TeamFred Selden and Regina Coyle


Small Business and Retail Strategy – Ellie Codding and Andrew Hushour


Objective: Simplify and share information to improve the experience of opening small business and retail establishments in Fairfax County.

Status: Met with retailers to identify pain points to focus efforts.

Short Term Efforts:1) Web update: map in simple steps the zoning/permitting process (goal: 2/16, see link for similar content at

http://www.fairfaxcounty.gov/business/starting-a-business/restaurants.htm)2) Sign Brochure: produce 1-page glossy handout with graphics geared to sign manufacturers describing allowable

signage (goal: 3/16)3) Scenario Road Maps: map steps for various processes (change in tenant, change in use, interior alteration, etc.)

including time frames (goal 3/16 for at least four scenarios)

On-going Work/Next Steps:4) Review permitting processes with the goal of making them “retail/small business friendly” (include individual

enterprises, shopping centers and larger developments (malls), as well as initial occupancy of centers with multiple users)

5) Create central repository for this type of information (maybe virtual Fairfax, my neighborhood, LDHI, etc.). Goal: mid-2016.

6) Create fillable forms, based on restaurant use group success7) Evaluate Zoning Ordinance classifications to ensure they are still valid and useful (e.g., restaurant distinctions)


Parking StrategiesJan Leavitt and Jeff Hermann


Objective: Provide clarity to the processes surrounding parking requirements in the County including when a parking tabulation is required, the process and criteria for parking redesignations and or reductions.

Status:1) Redesignation plans: when are they necessary, document submission and review processes,

create submission checklists, provide information on website (Goal: 5/16)2) Parking Tabulations: Create a fillable form; develop use-rate table to assist in completing

form; document overall process; update website (Goal: 5/16)3) Consider administrative review process for reductions, particularly in TOD’s; examine the

approval conditions to add flexibility via modifications to the process (Goal 9/16) 4) Codify parking management & enforcement conditions; prepare guidelines; publish

information on website (Goal: 9/16)

On-going Work/Next Steps:5) Define/create a group or develop recommended practices to address entire perspective and

interrelated issues (e.g., how to handle potential impacts of reductions to residential permit parking districts)

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RestaurantsPieter Sheehan and Chase Suddith


Objective: 1) Develop a single application that navigates clients through the county’s

multiagency permit process;2) Develop a “how-to-guide” to explain the permitting process

Status:3) Draft concept application and “how-to-guide” complete4) Beginning business modeling as-is process

On-going Work/Next Steps:5) Complete application and “how-to-guide”;6) Convert both into electronic format

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Project Timeline for Completion of Strategic AssessmentCategories and Concepts

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Category Concepts Informing Fairfax County Future State VisionOperational OP-1. Transformational efforts

OP-2. Enterprise fund

Organization O-1. Organizational structure for planning, zoning, site, and building functionsO-2. Consolidation of plan review and inspection responsibilitiesO-3. Organizational hierarchyO-4. One-Stop Shop model for the customer service centerO-5. Project management

Process P-1. Transparency and early public engagementP-2. Educating the publicP-3. Formalized public engagementP-4. Services tailored to the complexity and needs of the projectP-5. Sketch plan review processP-6. Third-party entity role in plan review and inspection approvalP-7. Professional certificationP-8. Staff incentives

Regulations and Policy

RP-1. Overhauling zoning ordinancesRP-2. Improving proffers to facilitate consistency, traceability, and enforceability

Technology T-1. Modernizing technology systems

In the Jurisdictional Comparison, Gartner outlined the following categories as a way to help the County focus their considerations for improvements.

Economic Success

Project Timeline for Completion of Strategic AssessmentVISIONING MEETINGS

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Economic Success

Theme Concepts Informing Fairfax County Future State Vision Meeting Topic

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

OP-1. Transformational efforts Transformational Efforts

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

OP-1. Transformational effortsO-3. Organizational hierarchy

Transformational EffortsOrganizational Structure

3. Fairfax County operates in silos, which limits ability to effectively communicate and coordinate with one another

O-1. Organizational structure for planning, zoning, site, and buildings functionsO-2. Consolidation of plan review and inspection responsibilitiesO-4. One-Stop Shop model for the customer service centerO-5. Project management

Organizational Structure Project Management One-Stop Shop

4. Complexities and inconsistencies with land use and development policies and regulations hamper predictability and efficiency of service delivery

RP-1. Overhauling zoning ordinancesRP-2. Improving proffers to facilitate consistency, traceability, and enforceability

Regulations

5. Variations throughout the process hamper predictability and efficiency of service delivery

P-1. Transparency and early public engagementP-2. Educating the publicP-3. Formalized public engagementP-4. Services tailored to the complexity and needs of the projectP-5. Sketch plan review processP-6. Third-party entity role in plan review and inspection approvalP-7. Professional certificationP-8. Staff incentives

Public process Service deliveryReview process Third Party Review Staffing/Technology

6. Aging, non-integrated technology systems exacerbate process and customer service issues

T-1. Modernizing technology systems Staffing/Technology

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

T-1. Modernizing technology systems Staffing/Technology

Project Timeline for Completion of Strategic AssessmentVisioning

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December, 2015: Gartner began the visioning work by presenting the draft Jurisdictional Comparison document to the Senior Leadership Team, Regulatory Process Steering Committee members and Top 7 Initiatives Leads.

January – March, 2016: Senior Leadership Team/Agency heads will meet to evaluate options presented by Gartner as well as other options to shape new vision/process. Gartner will provide research and roadmaps for next steps.

Fall, 2016: estimated completion date for Top Seven Initiatives

CONTINUAL STAFF ENGAGEMENT IS CRITICAL TO THE SUCCESS OF THESE EFFORTS – [email protected]

Economic Success


QUESTIONS?/COMMENTS? WANT MORE INFORMATION?


[email protected]

Meaghan KieferRegulatory Initiatives CoordinatorOffice of the County ExecutiveHerrity 655Office: 703-324-5880Email: [email protected]

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News & Politics

NVBIA NAIOP GOAL 3 Update