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Local Planning Agency Management Management Agency Planning Local PAS REPORT582 LOCAL PLANNING AGENCY MANAGEMENT American Planning Association 205 N. Michigan Ave., Suite 1200 Chicago, IL 60601-5927 planning.org | Feiden PAS REPORT 5 8 2 LOCAL AMERICAN PLANNING ASSOCIATION PLANNING AMERICAN PLANNING AGENCY MANAGEMENT Wayne Feiden, FAICP POWER TOOLS ABOUT THE AUTHOR APA RESEARCH MISSION Wayne Feiden, faicp, is director of planning and sustainability for the City of Northampton, Massachusetts, and lecturer of practice at APA conducts applied, policy-relevant research the University of Massachusetts. His work in Northampton helped that advances the state of the art in planning the city earn numerous accolades, including the first 5-STAR Com- practice. APA’s National Centers for Plan- munity sustainability rating, the highest Massachusetts Common- ning—the Green Community Research Center, wealth Capital Scorecard rating for smart growth efforts, a bronze the Hazards Planning Research Center, and the Bicycle Friendly Community rating, a bronze Walk Friendly Com- Planning and Community Health Research munity rating, and an American Planning Association Great PAS SUBSCRIBERS GET EVERY NEW PAS REPORT, PLUS Center—guide and advance a research direc- Streets award. He served as a German Marshall Fund Urban and THESE RESOURCES FOR EVERYONE IN THE OFFICE TO SHARE tive that addresses important societal issues. Regional Policy Fellow in Northern Ireland, England, and Den- APA’s research, education, and advocacy pro- mark; a Fulbright Specialist in New Zealand and South Africa; and grams help planners create communities of an Eisenhower Fellow in Hungary. He is also author of several PAS PAS Reports Archive PAS QuickNotes lasting value by developing and disseminating Reports on topics including performance guarantees, decentralized Free online access for subscribers Bite-size backgrounders on planning basics information, tools, and applications for built wastewater treatment, and the assessing of sustainability. He is also and natural environments. an Honorary Member of the Western Massachusetts American In- Inquiry Answer Service PAS Essential Info Packets stitute of Architects, and he was inducted into the American Insti- A crack research team on call Resource roundup on a single topic tute of Certified Planners College of Fellows in 2008. PAS Memo Learn more about PAS subscriptions Bimonthly shoptalk on hot planning issues at planning.org/pas The Planning Advisory Service is a subscription service offered by the Cities in Transition Research Department of the American Planning Association. Four reports are Cities in Transition: Working with produced each year. Subscribers also receive PAS Memo and PAS QuickNotes, E-Government A Guide for Practicing Planners Planning Consultants and they have access to the Inquiry Answer Service and other valuable benefits. American Planning Association To learn more, visit www.planning.org/pas/index.htm. Report Number 568 PAS James M. Drinan, jd, Executive Director; David Rouse, faicp, Director of PAS 564 PAS 568 PAS 573 PAS REPORT 5 8 0 PAS 580 Joseph Schilling and Alan Mallach, FAICP Eric Damian Kelly, FAICP STREET GRAPHICS Jennifer Evans-Cowley, AICP, and Joseph Kitchen Revised Edition 2011 2012 2013 2015 Research; Camille Fink, phd, Senior Editor. AND THE LAW www.planning.org American Planning Association 105 pp. American Planning Association 168 pp. American Planning Association 100 pp. 144 pp. Planning Advisory Service Planning Advisory Service Planning Advisory Service Fourth Edition Report Number 564 Report Number 568 Report Number 573 American Planning Association Planning Advisory Service Daniel R. Mandelker, John M. Baker, and Richard Crawford $48 Report Number 568 $60 $48 $60 PAS Reports are produced in the Research Department of APA. E-Government Cities in Transition: A Guide for Working with Planning Street Graphics and the Law For missing and damaged print issues, contact Customer Service, Ameri- Jennifer Evans-Cowley, AICP, and Practicing Planners Consultants Daniel R. Mandelker, John M. can Planning Association, 205 N. Michigan Ave., Suite 1200, Chicago, IL Joseph Kitchen Joseph Schilling, and Eric Damian Kelly, FAICP Baker, and Richard Crawford 60601 (312-431-9100 or [email protected]) within 90 days Alan Mallach, FAICP of the publication date. Include the name of the publication, year, volume, and issue number or month, and your name, mailing address, and mem- This new edition shows how Most urban planning tools are This report shows not only how This guidebook points the way bership number, if applicable. to use today’s technologies to designed to manage growth. to hire a good consultant but to a better system of designing, engage citizens in the planning What happens when the how to be a good client—one displaying, and regulating signs. © March 2016 by the American Planning Association process and make services more process runs in reverse? Find who gets good value from the Completely updated, this new APA’s publications office is at 205 N. Michigan Ave., Suite 1200, efficient. The report looks at the workable, scalable strategies for investment in consulting ser- edition has the latest on the Chicago, IL 60601–5927. latest tools for streamlining rou- making transitional cities and vices. Learn about pointers for evolution of digital signs and APA’s headquarters office is at 1030 15th St., NW, Suite 750 West, ON THE COVER tine tasks, sharing information, inner-ring suburbs healthier and navigating the selection process the last word on legal points Washington, DC 20005–1503. and facilitating public outreach. more resilient. more smoothly. every planner should know. E-mail: [email protected] Photo by Juno Carlson, Omnitrans Order back issues of these and other PAS Reports at planning.org/books. TABLE OF CONTENTS EXECUTIVE SUMMARY 4 CHAPTER 1 INTRODUCTION 8 CHAPTER 2 MANAGEMENT 101 AND BEYOND 12 Hiring Smart 13 Planning Agency Management Reviews and Accreditation 15 Customer Service 17 Office Space 17 Consultants 18 Planning Management Overview 18 CHAPTER 3 PLANNING OFFICE ORGANIZATION 20 Organizational Models 21 Sustainability and the Planning Office 22 CHAPTER 4 THE PERMIT PROCESS AND THE PERMIT COUNTER 44 Checklists 47 Evaluation of Applications 47 Staff Reports 49 Development Agreements 50 Alternative Dispute Resolution 51 Performance Guarantees 51 Permits and the Planning Office 54 CHAPTER 5 PLANNING IN A POLITICAL AND PROFESSIONAL ENVIRONMENT 58 Planners and Their Skill Sets: What Makes a Good Local Government Planner? 60 Risk-Management Perspective 60 The Negotiation of Politics and Risk 62 CHAPTER 6 COMMUNITY ENGAGEMENT 66 CHAPTER 7 METRICS AND DATA 84 CHAPTER 8 INFORMATION TECHNOLOGY 92 Strategic Planning for Online Services 93 Online Permit Tracking 94 Content Management 94 Databases 94 Geographic Information Systems 95 Smartphone and Wearable Technology Applications 95 Social Media 95 Printing 96 Technology Looking Forward 96 CHAPTER 9 PLANNING LEADERSHIP 100 Lessons in Planning Leadership 101 Leadership Ahead 102 APPENDIX A: SAMPLE ORGANIZATIONAL CHARTS 106 APPENDIX B: PLANNING DEPARTMENT VISION AND MISSION STATEMENTS 109 REFERENCES 112 ACKNOWLEDGMENTS 118 LOCAL PLANNING AGENCY MANAGEMENT PAS 582, EXECUTIVE SUMMARY EXECUTIVE SUMMARY This PAS Report examines management issues for local government planning, especially management trends. Most plan- ning managers are already leading, responding to, or at least considering most of these trends. The focus of this report is on key issues and management trends to help managers, planners, and students think strategically. Planning, project reviews and approvals, and plan imple- powering and supporting employees to take risks and help mentation often receive public notice, acclaim, and criti- advance a mission. cism. Management issues, on the other hand, tend to make A clear mission and an optimized department organiza- news only when a new planning director is hired or an tional structure should also enhance a department’s ability old one is fired; when allegations of corruption emerge; or to excel at providing customer service. Providing excellent perhaps when a mayor, city manager, or county supervisor customer service is one of the most important functions of proposes a major reorganization or budget. Generally, the a taxpayer-funded public agency. Customer service, however, public view of management issues is obscured by substan- is perhaps the area where planning offices are most ripe for tive planning issues, as it should be. Although the general improvement. public may not follow management issues, they may be as important as substantive planning issues for many munici- PLANNING OFFICE ORGANIZATION pal and county planning managers, line planners, and pub- lic users of planning services. For some planning managers, office organization is the result of careful thought. For others it is the result of historical or BASICS OF MANAGEMENT legacy factors that never changed. Almost any organizational structure can work when there are willing and cooperative The best organizations and agencies have strong and vision- players who want to make it work and who have both strong ary leadership; excellent communication, coordination, political support and a culture of collaboration. Smaller com- and collaboration; and very strong employees. Arguably, munities are more likely to have a consolidated model in the most important task for a planning manager is to build which planning, building, housing (including grants admin- and maintain the best team possible. Key to any operation istration),
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