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1
American Planning Association National Conference
April 2012
Moderator:
• Richard Barth Executive Director, NYC Department of City Planning
Panelists:
• David Parish Standards Coordinator, NYC Department of City Planning
• Laurel Prevetti Assistant Director, City of San Jose, CA
• Carol Samol BluePRint Director/Bronx Director, NYC Department of City Planning
2
TM
1
NYC Growth and Development
115 REZONINGS
10,400+ Blocks 1/3 of the City’s land
For the last nine years, City Planning has helped to significantly reshape New York City, creating conditions for the long-term sustainable growth of the city and its economy.
2
Impetus for Change
3
DCP is re-examining its business practices
• Continued reduction in resources
• Criticism of DCP’s land use and environmental review processes, particularly in application review which is the agency’s initial contact point with applicants
• Citywide agenda:
o Improve the efficiency and transparency of government
o Improve the ease of doing business in the City
• Declining staff morale in a difficult working environment
NYC DCP faced pressure to change
Improve DCP’s ability to work with all stakeholders and deliver its mission to strategically plan and develop New York City
• Reduce time in the application review process lifecycle
• Increase clarity and reliability of the process
• Improve the ease of doing business with DCP, and within DCP
• Reallocate time for DCP personnel to focus on other aspects of the Agency’s mission
• Focus on pre-certification will reveal opportunities and mobilize change elsewhere in DCP
Champions, Advocates and Stakeholders
4
• Champions at City Hall (funding, support of Deputy Mayor)
• Advocates in executive leadership
• Buy-in of senior managers
• Staff led effort – very important stakeholders
• Outside help
• Consultants from Accenture
• Leveraging assistance from other city agencies and the private sector
• Outreach
• Practitioner Community
• Staff
Project BluePRint Timeline
Diagnosis Recommendations Develop Plans Implementation
5
Jan-Feb 2011 March 2011 April 2011 May 2011 – 2013
Feedback from Practitioners and Staff
6
BluePRint began with an anonymous survey of applicants and applicant representatives and a survey of DCP staff members.
• Consultants conducted anonymous interviews with practitioners
• Practitioner Results included:
• The Good – “A talented workforce that moves projects quickly when they
are a priority.”
• The Bad – “Unpredictable processes and reviews from project to project.”
• And the Ugly – “It’s like dealing with 3 different agencies.”
• Staff identified key issues across divisions
• Confirmed that there was tremendous pride of work
• Identified pressures of staff turnover, falling budgets
“Negative feedback is better than none.” – Hugh Prather
Workshops
7
BluePRint began in earnest with a series of day-long workshops that would help us to define the issues and solutions that we would focus on. • Current process map creation
• Determined “Value Added”
• Identified Issues
• Finding the “Root Causes”
• Tailored solutions to the root causes
• Prioritized solutions
• Low to high effort
• Low to high time to implement
• Created a new process map
• Grouped other solutions into groups
• Created multiple implementation plans
As Is To Be
Workshops - Process Solution
One key solution was a new application review process with clear roles, discrete steps and an organized process flow.
8
Key Concepts
9
These concepts helped to push us in the right directions
• Facilitation – impartial and experienced with process reform
• Understanding the “customer(s)”
• Honesty with ourselves and each other
• Focusing on a specific task – DCP Application Review
• Staff leadership and guidance
• Mix of staff from all levels and all departments
• Open Minds
• Respect for everyone’s opinions
• No rank, but leaders emerged
• Solving for the “Root Cause” – Not math, but harder
Solutions and Implementation
Fast and Efficient Process
Clear and Managed Pipeline
Standards
Skills, Organization and Culture
Quick Hits Mid-term Long-term
10
11
City Hall
Management and Budget
Applicants/ Applicant Reps
DOITT
Standards Forum (Applicant
professionals)
Executive Committee
Implementation Management
Work Teams Process ; Standards; Metrics; Skills, Organization, Culture
Progress review
DCP
External Stakeholders
Oversight
Implementation Structure
Keys
Top 5 reasons for Project Failure
• Undisciplined Project Management Methods and Practices
• Poorly Functioning Governance
• Too Little Executive Support/Sponsorship
• Inexperienced Project Management Experience and Skills
• Inability to Articulate or Measure Business Needs and Value - Gartner, Sept. 2007 From the CIO Trenches: Why Some Projects Fail and Others Succeed
BluePRint’s overall project management needs
• Defined implementation and reporting structure with a dedicated lead and support staff
• Strong participation from DCP subject matter experts
• Strategic Change Management approach
• Templates that provide consistency and clarity
12
Q1 Q2 Q 3 Q 4 Q 1 Q 2
FY 2012FY 2011Q0* Q 3 Q 4
FY 2013
Workforce planning
DCP personnel skills survey results
Survey results distributed in reporting format
Reallocate DCP resources
Professional Development & Training
Develop training objectives for skills needed to support BluePRint initiative (i.e.,
standards and pilot two track system)
Develop BluePRint support training curriculum
Develop BluePRint support training material
Deploy training to DCP staf f critical to supporting BluePRint
Incentive program opportunities research results
Implement incentive program
Career development
Develop career path milestones
Establish mentoring program
Ongoing career path milestone evaluations
Establish leadership development program
Reproduce training development lifecycle for additional BluePRint related
projects (i.e., IT, project management, management skills and administrative)
Develop long-term in-house DCP training capability
Q 1 Q 2 Q 3 Q 4
FY 2013
Hire full-time Pre-Certif ication Coordinator
Evaluate Metrics: Compile existing metrics and def ine potential metrics
Pre-certification Coordinator
Determine metrics for intermediate implementation
Institute reporting f ramework for metrics accountability
Metrics
Determine metrics for intermediate IT, standards and two track
Ongoing metrics evaluation
IT
Develop priority list; Implement Excel tracking sheet and centralized document repository (for
applications and work f iles as well as for internal policies, standards, training materials)
Decision on Interim IT product
Accelerated Requirements Gathering
Design and build
Deploy Interim IT solution (does not replace LUMIS)
RFP developed
RFP releasedContract registered / services
started
Long Term IT
Interim IT
Q1 Q2 Q 3 Q 4Q0*
FY 2012FY 2011
Continuing evaluation of process ownership
Decision for in house or external solution build
∞
∞
Maintenance
Implementation plans
Fast and efficient
processes
Clear enforced standards
Transparent managed pipeline
Skills, organization and culture
Draf t two track structure and pilot scope
Pilot 2-track system with modif ied process
Pilot 2-track system w/ standardsExpand from pilot to other
application types
Existing apps transitioned to 2-track system
Initial
standards
process and
policy
Implement initial set of standards
Implement second phase of standards
Implement pilot Service Level targets w/ pipeline
Hire full-time Pre-Certif ication Manager
Initial set of metrics for two track pilot
Deploy intermediate IT solution Deploy long-term
IT solution
Staf f allocation tracking & prioritization
Mentoring and career pilots
Updated metrics and reports
DCP in-house staf f
dev. capabilities
Implementation management
Resources, &
governanceExternal comms
+ Quarterly reviews
Monthly progress/resource checks
Success metrics
Q1 Q2 Q 3 Q 4 Q 1 Q 2
FY 2012FY 2011Q0* Q 3 Q 4
FY 2013
Initial BluePRint
training
Hire Standards Unit Lead
Skills inventory
Application standards forum
Expand standards & service levels
Enhance metrics and reporting
Hire staf f development lead
Employee survey
FY13 budgetRecalibrate plan
Interim
document
repository
0
5
10
15
20
25
Avg to date
Q0 FY12Q1 FY12Q2 FY12Q3 FY12Q4 FY13
Other
EDC
consultants
DCP temp backfills
DCP - staff reallocation
DCP new ops resources
TBD
FTE
Integrated Milestones
Activities per work stream
Detailed work plans
Resource estimates and skills gaps
Identify Standards Unit scope and participants
Def ine, develop and prioritize standards process and policy: decision making f ramework,
standards collection, verif ication and institution. Pilot decision making process with Letter of intent
Standards and Service Level Targets
Formalize internal and external (customer) forums for standards review
Implement the f irst set of internal standards for
application types for the Two Track process
Draf t & implement the next phase of application type
standards (checklists, templates & samples)
Draf t & implement external facing standards
and SOPs, to be determined
Q1 Q2 Q 3 Q 4Q0*
Planning
Phase 1 Implementation
Phase 2 Implementation
Phase 3 Implementation
Def ine division and project manager roles
Q 1 Q 2 Q 3 Q 4
FY 2013FY 2012FY 2011
Draf t & implement the next phase of internal SOPs
Implement f irst set of internal standard operating procedures (SOPs)
Q1 Q2 Q 3 Q 4 Q 1 Q 2
FY 2012FY 2011Q0* Q 3 Q 4
FY 2013
Implementation Plan
Reconciliation plan
Gather data and information for actions to be in the Two Track system
Draf t Two Track system structure based on process workshop & prioritize application
types based on extent of required standards (checklists, templates, &/or samples)
Pilot Two Track system with routine application types that require
limited standards (integrate Letter of Intent to capture initial
metrics of Pre-cert process)
Implement / Roll-out application types and process
modif ications to be included in Two Track system
2 Track System
Analyze current applications in back log for transition to Two Track system
Initial transition of existing applications to the Two Track system
Complete transition of existing
applications into the Two Track system
Phase 1 Implementation
Phase 2 Implementation
Phase 3 Implementation
Pilot Two Track system with application types that
require standards & additional process modif ications
Implement / Roll-out application
types to be included in Two Track
system and process modif ications
Implement / Roll-out additional application
types and process modif ications
Pilot broader process modifications
Pilot Two Track system with additional application types
& process modif ications
Implementation & communications mgmt
Fast and efficient processes
Clear enforced standards
Transparent managed pipeline
Skills, organization, and culture
13
Tools
Resources
DCP
Consultant Other
Agency
Private Sector pro
bono
We identified skill sets not in the agency and targeted other sources to fill them.
Accenture
MetLife
Economic Development
Corporation
14
BLUEPRINT IMPLEMENTATION STRUCTURE Director: Carol Samol
Deputy: Nicole Campo; Communication: Cecilia Kushner Pre-Certification Manager: Sarah Whitham; Standards Coordinator: David Parish
Accenture: Barbi Orlando and Steve Burden
Process and Standards Pipeline: Metrics Pipeline: imPACT Skills, Org, Culture
Co-Lead Process: Sarah Whitham Co-Lead Standards: David Parish Accenture – Standards: Justin Rucker Olga Abinader (EARD) Dominick Answini (Manhattan) Basha Estroff (TRD) Claudia Herasme (Zoning) Steven Lenard (Bklyn) Adam Meagher (Manhattan) Alison McCabe (Counsel) Justin Moore (Brooklyn) Kevin Olinger (Transportation) Thaddeus Pawlowski (UD) Paul Philps (Bronx) Carol Segarra (Graphics) Tom Smith (Queens) Fara Surrey (EARD) Tina Vultaggio (SI) Barak Wrobel (Counsel) Standards Partners: Barry Dinerstein (HEIP) Bob Dobruskin (EARD) Celeste Evans (EARD) Maryann Nizzico (Planning Coord) Len Garcia-Duran (SI) David Karnovsky (Counsel) Purnima Kapur (Bklyn) Adam Meagher (Manhattan) Diane McCarthy (EARD) Kenny Ramnarine (TRD) Ryan Singer (Bronx) Winston Von Engel (Brooklyn) Adam Wolff (Manhattan) John Young (Queens)
Lead: Sarah Goldwyn (Planning Coord) Accenture: Monisha Saran Parul Agarwala (Zoning) Celeste Evans (EARD) Eric Kober (HEIP) James Merani (LUR) Michele McInnes (Geog Sys) Maryann Nizzico (Plan Coord) Lauren Siciliano (EDC) Erik Seims (Transportation) Laura Smith (HEIP) Sarah Whitham (Pre-cert Mgr)
Sponsors: Carol Samol and Mike Miller Accenture: Sherry Motta and Alessandra Valenti Advisor: David Parish PM Support: Lauren Siciliano (EDC) Training: Sarah Whitham Data Conversion: Matt Croswell Build/Test/Support: Heidi Berman Deployment: Brian Owens Celeste Evans (EARD) Glenn Friedman (Counsel) Sarah Goldwyn (Planning Coord) Edwin Marshall (Manhattan) James Miraglia (Staten Island) Wendy Smyth (DAD) Sam Voyages (TRD) Adam Wolff (Manhattan) DAD Build and Test Staff: Ivy Chim Carol Friedman Eliezer Grumet Judith Klass Ella Liskovich Jean Metzger-Rayfield Raisa Volnyansky
Lead: Cecilia Kushner (Exec) MetLife: Kristin Michelfelder and Dana Saraga Chengying He (ITD) Chris Holme (Zoning) Chris Rado (Technical Review) Edwin Marshall (Manhattan) (EEO) Erica Alario (Transportation) Evelyne Pierre (ITD) Julie Lubin (Counsel) Kevin Olinger (Transportation) Mychele Gayle (Human Resources) Sarah Whitham (Pre-Cert Mgr (EEO) Sean Hennessy (Human Resources) Shaheen Ulon (Operations)
15
Managing Change: Communication su
pp
ort
fo
r ch
ange
Awareness Understanding
Acceptance
Commitment
time
Change Commitment Curve
Maintain high level of employee engagement • Encourage active involvement in work stream forums
• Develop strategic communication events to engage employees and build understanding
• Facilitate one-on-one dialogues between staff and leadership
• Continuously seek employee feedback (surveys)
Challenges to overcome • Some employees not core to the pre-certification process are disengaged
• Some employees don’t recognize their role in the process
• Possible resistance to change in some quarters (individually and culturally)
Implementation of changes requires motivating and engaging the staff in that change.
16
Managing Change: Actually Changing
2nd All-Agency Meeting: March 30, 2012 Q and A to Executive Director and Director 17
Skills, Organization, & Culture
18
• Workshops • Skills Survey • Cross Training • Team Ownership and Participation • Employee Surveys • All-agency Meeting • Training Curriculum • Cultural Values
Information Technology
19
• Built tracking system in house
• Business and Technology together
• More robust system to be developed
Metrics
1. Have we helped the NYC community and economy?
2. Have we helped applicants save money and plan their projects?
3. Are we faster?
4. Are we more efficient and productive?
5. Are we getting a better view into the pipeline?
6. Are we moving towards an improved organization and culture?
20
• Report
• Manage
• Business Case Metrics
• Implementation Metrics
• Operations Metrics
• Stories
Process: Pilot to Agency-Wide Use
Phase 1 Pilot Results:
Easier to do business with DCP (90% agree or strongly agree)
Clear, predictable, timely (70-80% agree)
New Process is catching issues earlier (75%)
Staff: Procedures are clear and easy to follow (92%)
Staff: Helping them do their jobs better (57%)
Pre-Application Statement Interdivisional Meeting
Draft applications filed (core application standards)
Assess April-May 2012
Roll out May-June 2012
Rules Nov 2012-Mar 2013
Coordinated Comments on Draft EAS and LU * Applicants file LU application and EAS
Assess July-August 2012
Roll out Sept-Oct 2012
Coordinated Comments on Filed EAS and LU*
Project Readiness Meeting*
Assess Nov 2012-Jan 2013
Roll out Jan-Feb 2013
* Internal standard operating procedures
Full New Review Process in use at DCP
Phase1 Phase 2 Phase 3
21
External Stakeholders
•Launched process with surveys and interviews to get their honest feedback •Then we created purposeful venue to engage practitioner stakeholders to:
•Communicate about what we are doing •Solicit feedback on our plans •Solicit feedback on applications standards to ensure usability and clarity •Generate buy in and good will
•Incorporated their comments and engaged them in the work
22
BluePRint Timeline
23
Q4 2011
O N D
Q1 2012
J F M
Q2 2012
A M J
Q3 2012
J A S
Process Phase 1
Metrics Reporting
imPACT
Skills, Org & Culture
Long-term IT
Voluntary Use
Q4 2012
O N D
Q1 2013
J F M
Process Phases
2-3
Standards 2
Communications
Pilot
Pilot Standards Core
Applications
Voluntary Use
C A P A
Pilot
C A P A
Pilot
Voluntary Use
C A P A
Enhancements
Requirements Build
Measures Operational/Data Collection & Evaluation
Outreach Web Page Notice/
Email blast Full Web Page and Standards
Q2 2013
A M J
Q3 2013
J A S
Q4 2013
O N D
Stable Data for reporting
Refine Create Operate
We are here
External Resources 1st phase Accenture ramp-down
EDC and MetLife ramp-down
2nd phase Accenture
ramp-down
Accenture completion
Long-term IT second phase: Engage external vendor
Long-term IT first phase: Engage external vendor
Summary Lessons Learned
• Engage staff across divisions and functions.
• Planning, structure, reporting….share the risks.
• It takes longer than you think it will.
• Push yourselves; this won’t be comfortable.
• Find the positive side for everyone.
• Identify your skill gaps and be creative in filling them.
• Manage the change.
24
Changing the Business of
Planning
Laurel Prevetti, Assistant Director
Planning, Building, & Code Enforcement
•10th largest US City
•3rd largest CA City
•Almost 1 million people
•180 square miles
How do we think about our work:
What is the business of planning?
• Building the city of the future
• Helping people realize their dreams
• Promoting our communities
• Attracting and retaining companies
• Maintaining a long range perspective
Forces of Change:
Beyond plan making
• No longer “regulate” but “facilitate”
development
• Transparent
• Engagement
• Customer service
Forces of Change: Fiscal context
• Economic recession
• Government budgets are shrinking
• Reluctance to increase Planning fees to
cover rising costs in recovering economy
• Layoffs: “Do more with less”
Other Forces of change
• New leadership
• 24/7 expectation
• Stories
What is the core business?
How do we rethink our work?
• Creating a positive work environment
• Listening internally and externally
• Learning, testing, and adapting
What are approaches to address
these challenges?
• Creating a culture of
continuous improvement
• Using performance
measurement
• Trying new funding and
staffing models
• Mentoring our staff talent
Culture of continuous improvement
• Engage staff and stakeholders to identify
and prioritize improvements
• Partner with Chamber of Commerce and
development community
• Invest resources to implement
Culture shift: From issue-driven to
data and performance-driven
San Jose’s Development Services
Goal: Increase the City’s economic
vitality by using integrated performance
measures, managing data-driven and
customer-focused operations, and
achieving long-term sustainability.
Organizational foundation:
Clear objectives
• Improve communications with customers
• Improve accountability and consistency
• Improve timeliness by clarifying and
simplifying processes
• Build on our existing, strong staff
foundation
• Enhance customer satisfaction
Organizational foundation:
Performance measures
• Useful
• Meaningful
• Data available/Easy to measure
Link organizational objectives to
performance measures
% of Customers Who Agree the Comments/Corrections
Were Consistent (Discretionary)
63
69
79
77
62
61
71
77
69
40 50 60 70 80 90 100
Fire - Plan review
PW - Plan review
Planning - Plan review
2008 2009 2010
Overall Satisfaction & Service Improvement Data
(Discretionary Process: e.g. Zoning and Planning Approvals)
64
92
78
72
72
72
75
86
86
60
37
73
88
67
63
77
70
80
80
67
68
69
76
52
30 40 50 60 70 80 90 100
Service Improved Last 12
Months
Fire Department
Public Works
Plan Check
Public Hearing
Project Manager
Permit Application & Issuance
Overall Project Satisfaction
2008 2009 2010
Customer satisfaction
Positive stories
• Scientific customer survey
• Customer comment cards
• Customer testimonials
• Media relations
"The City of San Jose was able to meet our needs by working on
our expedited timetable to find an appropriate site & facilitate the
permit process."
-- Michael Klayko, CEO of Brocade
Customer engagement
• Chamber of Commerce (quarterly)
• Developer Round Table (monthly)
• Annual Customer Survey
• Individual Conversations
Staff engagement
• “Superior Customer Service” effort
• Chess clock
• Customer expectations
• Complete applications
Investing in the future
• Updating San Jose’s General plan
• Creating fiscal and organizational stability
• Promoting community quality of life
• Participating in economic development,
environmental sustainability, affordable
housing, etc.
Funding models:
Development review
• Strategic fee adjustments for cost recovery
• Focused General Fund investment
Funding Models:
Long range planning
• Focused General Fund investment
• Other Agency Grant Funding
• Foundation Money
• Non-Profit Dollars
Staffing models
• Staff to Core Business
– Meet performance targets
– Address customer service concerns
• Augment with Peak Staffing
– Contract consultant services
– Work in City Hall, part of the team
Organizing the staff for success
• Establish a single Planning Division
• Remove discipline “silos”
• Foster team work groups across
disciplines
– Coordinated review
Hiring the right people with
the right skills
• Not only technical abilities
• Key soft skills:
– Communication
– Empathy
– Solution oriented
Beyond the Pay Check:
Retaining the Talent
• How do we express an employee’s value?
• How are we investing in them with
training?
• How flexible is the work environment?
• How do we celebrate our
accomplishments and have fun?
Ingredients for Success
• Clear expectations
• Tools to get the job done
– Permitting System
• Leadership and Management
• Accountability
More ingredients for success
• Provide for risk taking
• Communicate early and often
• City Hall alignment
A learning organization
• Review performance measure data
• Establish forums for knowledge transfer
• Reward innovation
• Anticipate retirements and succession
Lessons learned
Genuine staff engagement
Follow through with the staff and
customers
Recognition/fun with the team
Next frontiers
• Changing the development dynamic from
adversaries to partners
• Enhancing the customer experience
• Linking to performance reviews
For more information www.sanjoseca.gov/planning
laurel.prevetti@sanjoseca.gov
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