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- --- original.txt 2017-02-16 14:02:10.000000000 -0600
- +++ revised.txt 2017-02-16 14:02:18.000000000 -0600
- @@ -8,7 +8,7 @@
- Prepared by:
- Stantec Consulting Services, Inc.
- -August 22, 2016
- +September 19, 2016
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- @@ -49,17 +49,18 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Foreword
- -August 22, 2016
- +September 19, 2016
- 1.0
- FOREWORD
- -Stantec Consulting Services was retained by Olmsted County (the County) to complete an assessment of
- -the Rochester-Olmsted Planning Department (ROPD; Planning Department) to inform the preparation of a
- -Strategic Plan for the ROPD. The objective of the Strategic Plan is to guide decision making related to
- -programs, services, skills and staffing needs. It will help the ROPD identify priorities, navigate the phasing
- -of changes and articulate the levels of support and funding needed in the short and long term.
- +Stantec Consulting Services was retained by the Rochester-Olmsted Planning Department (ROPD;
- +Planning Department) to complete an assessment of the Department and develop recommendations to
- +inform a Strategic Plan for the ROPD. The objective of the Strategic Plan is to guide decision making
- +related to programs, services, skills, and staffing needs. It will help the ROPD identify priorities, navigate
- +the phasing of changes, and articulate the levels of support and funding needed in the short and long
- +term.
- The assessment included review of relevant planning documents and reports, 23 personal interviews with
- key internal and external stakeholders and customers, and an online survey completed by 17 staff
- members and 86 other stakeholders. It also included a review of an internal Strengths, Weaknesses,
- @@ -67,14 +68,14 @@
- This assessment was led by John W. Shardlow, FAICP. A summary of his experience and qualifications is
- included at the end of this report.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 1.1
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Introduction, Background
- -August 22, 2016
- +September 19, 2016
- 2.0
- @@ -92,7 +93,7 @@
- The other major distinguishing characteristic of the City is the presence of the Mayo Clinic (Mayo). Mayo’s
- emergence as a medical institution of global significance and the campaign to grow the City as a
- Destination Medical Center (the DMC) presents both exciting opportunities and major challenges.
- -Rochester’s population, employment and housing projections are well known to the community, but they
- +Rochester’s population, employment, and housing projections are well known to the community, but they
- bear repeating. Over the next 25 years the County’s population is projected to grow by 60,000 people and
- over 80% of those people will live within the City. The nearly 50,000 new residents will be matched by
- 50,000 jobs and a high percentage of these new residents will live in one of the 23,000 dwelling units that
- @@ -113,14 +114,14 @@
- Department cannot be thought of as an adjustment to business as usual. It demands a different approach
- with new resources and procedures.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 2.2
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Personal Interviews, Online Survey
- -August 22, 2016
- +September 19, 2016
- 3.0
- @@ -129,7 +130,7 @@
- Stantec completed a total of 23 personal interviews as part of this assessment. Those interviewed included
- a broad cross section of County and City leaders, neighborhood representatives, Mayo, the DMC,
- representatives of the development community and civic organizations.
- -All of the people interviewed were supportive of the need for the Planning Department to conduct this
- +All the people interviewed were supportive of the need for the Planning Department to conduct this
- assessment and to think and act strategically to successfully adapt to the many challenges facing the
- County and City. Everyone was generous with their time and sincerely interested in the issues and offered
- constructive input.
- @@ -138,25 +139,24 @@
- Visitor’s Bureau were encouraged to post links to the survey on their websites. Members of the Planning
- Department were also encouraged to complete the same survey. A total of 86 stakeholders and 17 staff
- members completed the online survey.
- -A sample questionnaire used for the personal interviews and a compilation of all of the responses is
- -included as Appendix A of this report. A graphic summary of the online survey responses follows as
- -Appendix B.
- -While there is value in reviewing all of this detailed information our purpose was not to conduct an
- -opinion poll. Instead it was intended to provide insight into the Planning Department from the
- -perspectives of numerous individuals who either work closely with it in various capacities, or who could be
- -broadly categorized as customers.
- +A sample questionnaire used for the personal interviews and a compilation of all the responses is included
- +as Appendix A of this report. A graphic summary of the online survey responses follows as Appendix B.
- +While there is value in reviewing all this detailed information our purpose was not to conduct an opinion
- +poll. Instead it was intended to provide insight into the Planning Department from the perspectives of
- +numerous individuals who either work closely with it in various capacities, or who could be broadly
- +categorized as customers.
- What came through in the personal interviews and was reinforced by the online survey and from internal
- staff input was a clear consensus regarding several key facts. These will be identified and discussed in the
- following section.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 3.3
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Summary of Findings, Key Unmet Needs
- -August 22, 2016
- +September 19, 2016
- 4.0
- @@ -187,12 +187,13 @@
-
- -The Land Development Code was written in the 1970s and is also widely recognized as being
- -complicated, outdated, and unsuitable for regulating high density urban developments.
- +New policies and regulations will be needed to implement each of the major downtown and DMC
- +planning initiatives, as well as higher density urban development, especially infill and
- +redevelopment at key locations throughout the City.
-
- -The nature, rate and magnitude of change (percentage increase) facing the City are without
- +The nature, rate, and magnitude of change (percentage increase) facing the City are without
- precedent in Minnesota. The style and scale of the projected development demands completely
- different planning strategies, policies, regulatory tools, procedures, and communication and
- community engagement capabilities.
- @@ -208,36 +209,38 @@
- The Planning Department will continue to lose talent, experience and institutional memory as
- senior members retire. Both retention and recruitment of talent will be challenging for the ROPD
- -as it is for other departments and community organizations in the Rochester.
- +as it is for other departments and community organizations in the Rochester area.
-
- -There is broad consensus that the ROPD has barely the capacity it needs to keep up with day to
- -day activities. The Department does not have enough capacity to do long range planning, engage
- +There is broad consensus that the ROPD has barely the capacity to keep up with day to day
- +activities. The Department does not have enough capacity to do long range planning, engage
- with and prepare neighborhoods in advance of development, or simply handle the volume of
- -communication that the City needs in order to understand and accept so much change.
- +communication that the City needs to understand and accept so much change.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 4.4
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Summary of Findings, Key Unmet Needs
- -August 22, 2016
- +September 19, 2016
-
- The outdated Comprehensive Plan and Land Development Code, the County and City department
- -structure, the interrelated roles with other departments, the interests and priorities of Mayo, the
- +structure, the interrelated roles with other departments, the interests, and priorities of Mayo, the
- DMC and other key stakeholders combine to create a cumbersome decision making process.
-
- -Because neighborhoods have not been engaged before major developments were proposed the
- -time to process applications and complete the entitlement process has simply taken too long.
- -This has led to dissatisfaction on all sides. This can’t continue if the DMC Vision is going to come
- -to fruition.
- +There is strong support for the need to engage neighborhoods proactively and consensus that
- +the Planning Department does not currently have the staff capacity to meet this need. Clear policy
- +and procedures regarding the timing of neighborhood involvement and expectations regarding
- +roles, responsibilities and the decision making process all should be established and consistently
- +followed. Facilitated involvement of all stakeholders will be needed to establish this policy and if it
- +has done it well will improve predictability, reduce risk and streamline the development process.
-
- @@ -246,36 +249,36 @@
- live there. This makes the Transit – Supportive Mixed Use Nodes that are being planned outside
- the downtown so important. Each of these areas will require special area studies and analysis of
- ways to connect surrounding areas to these nodes to extend the benefits of transit service as
- -broadly as possible. Transit supportive development, TOD, urban design, redevelopment and
- -revitalization have not been high priorities for the City in the past, but they definitely will be in the
- -future. There will also be a continued demand for greenfield development with the opportunity to
- -offer a greater diversity of housing choices and benefit from the many emerging innovations in
- -healthy living, sustainability and energy efficiency.
- +broadly as possible. Transit supportive development, TOD, urban design, redevelopment, and
- +revitalization have not been high priorities for the City in the past, but they will be in the future.
- +There will also be a continued demand for greenfield development with the opportunity to offer a
- +greater diversity of housing choices and benefit from the many emerging innovations in healthy
- +living, sustainability, and energy efficiency.
-
- -The ROPD is not directly charged with the issue of housing affordability, but there is a lot of
- +The ROPD is not directly charged with the issue of housing affordability, but there is much
- planning work necessary to accomplish a successful housing program and ensure community
- acceptance and support.
-
- The level of organization in City neighborhoods varies and this results in different levels of
- -communication, engagement and advocacy. Even with the most organized neighborhoods there
- +communication, engagement, and advocacy. Even with the most organized neighborhoods there
- is a need for education and a clarification of roles and responsibilities and consistency regarding
- the timing of neighborhood involvement. The best and most constructive and mutually beneficial
- time for neighborhood involvement is in the plan development stage and when design standards
- are being developed. When this prior involvement has not occurred before actual development
- projects are proposed the overwhelming majority of neighborhoods will respond negatively.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 4.5
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Summary and Perspective
- -August 22, 2016
- +September 19, 2016
- 5.0
- @@ -285,24 +288,24 @@
- confront the Planning Department. There are also many interesting ideas and perspectives that were
- shared in the interviews that are worthy of consideration.
- Every one of the issues identified above merits attention and unfortunately circumstances really don’t
- -offer the luxury of a lot of time to address them. The Planning Department is organized in a joint CountyCity structure while the vast majority of growth and development will occur in the City.
- +offer the luxury of much time to address them. The Planning Department is organized in a joint CountyCity structure while the vast majority of growth and development will occur in the City.
- To effectively complete all of its’ essential pending planning activities with adequate staff capacity and the
- best available tools would be a challenge. To expect successful results with inadequate staff resources, an
- outdated comprehensive plan, land use and zoning regulations is simply unrealistic.
- The community leaders and stakeholders interviewed for this assessment had different opinions about the
- best way to approach many of the issues identified above. They also had different opinions regarding the
- role that the Planning Department should play and whether they should take the lead or provide support.
- -Candidly, there are more than one ways to approach most of the issues. The time to have those
- +Candidly, there are more than one way to approach most of the issues. The time to have those
- conversations and make decisions is now.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 5.6
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Recommendations
- -August 22, 2016
- +September 19, 2016
- 6.0
- @@ -310,11 +313,11 @@
- Short Term:
- 1. Complete and Adopt the Comprehensive Plan
- -The Community needs the Comprehensive Plan now. We don’t fully understand what is delaying
- -the process, but whatever the reasons are, they need to be resolved. If ever there was a
- -Comprehensive Plan that should be designed to be a living document, it is the ROPD
- -Comprehensive Plan.
- -The Plan should include clear, actionable and measurable goals and policies related to every issue
- +The Comprehensive Plan is currently being updated. The completion and adoption of the
- +Comprehensive Plan is very important. Because of the dynamic nature of the circumstances facing
- +the City this Comprehensive Plan should be designed to be a living document. Its
- +implementation strategies should anticipate and facilitate the need for timely updates.
- +The Plan should include clear, actionable, and measurable goals and policies related to every issue
- identified above. The Implementation chapter of the document should establish procedures to
- ensure that the document is reviewed periodically and updated regularly.
- Special area studies and neighborhood plans should be designed to be incorporated into the
- @@ -327,29 +330,29 @@
- Comprehensive Plan. To establish the authority to implement the Comprehensive Plan, the zoning
- ordinance and other ordinances must be legally adopted. Until they are adopted, the County and
- the City are in a nebulous place from a regulatory standpoint.
- -3. Add staff capacity with priority given to the following skills, talent and experience:
- +3. Add staff capacity with priority given to the following skills, talent, and experience:
- A.
- Current, Day to Day Planning
- The volume of applications of all kinds will increase. The ROPD will lose years of experience and
- -institutional memory in the near future through retirements. The Planning Department needs a Succession
- -Plan to take advantage of the time to train new staff while experienced staff is still available to share
- -knowledge and experience.
- -Unfortunately planners who aspire to processing day to day applications and permit requests are a bit of
- +institutional memory soon through retirements. The Planning Department needs a Succession Plan to take
- +advantage of the time to train new staff while experienced staff is still available to share knowledge and
- +experience.
- +Unfortunately, planners who aspire to processing day to day applications and permit requests are a bit of
- a rarity. It can seem like a thankless, never-ending exercise. This is also fundamentally reactive work and
- most planners are naturally predisposed to choosing to be proactive and be involved in a creative
- process. Nevertheless, this will always be at the core of the ROPD’s responsibilities and it is work that
- -requires knowledge, skill and experience.
- +requires knowledge, skill, and experience.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 6.7
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Recommendations
- -August 22, 2016
- +September 19, 2016
- It may be beneficial over time to cross-train staff members and rotate people out of day to day planning
- into special projects from time to time. Enlisting Department staff in the development of this system could
- @@ -364,9 +367,9 @@
- some of the areas where respondents gave poor performance marks, people suggested that part of the
- problem was that they simply didn’t know what the ROPD has done and is doing to respond to past
- concerns.
- -Stakeholder engagement is critically important and to be effective it has to be proactive and ongoing.
- -That takes capacity and commitment. The Planning Department has an essential role in engaging
- -neighbors and other stakeholders in advance of actual development projects.
- +Stakeholder engagement is critically important and to be effective it must be proactive and ongoing. That
- +takes capacity and commitment. The Planning Department has an essential role in engaging neighbors
- +and other stakeholders in advance of actual development projects.
- C.
- Urban Design
- @@ -377,9 +380,9 @@
- The Planning Department might be able to find and recruit an individual with the urban design talent to
- conduct the work described above. To really bring this capability to scale and be effective it would almost
- certainly necessitate hiring a team of professionals with the skills from multiple disciplines.
- -It may not be feasible to fund the establishment of an Urban Design team within the ROPD in the near
- -future. Instead a better strategy might be to hire skilled project managers with the ability to manage
- -consultants with the expertise and capabilities to accomplish specific projects.
- +It may not be feasible to fund the establishment of an Urban Design team within the ROPD soon. Instead
- +a better strategy might be to hire skilled project managers with the ability to manage consultants with the
- +expertise and capabilities to accomplish projects.
- Several of those interviewed did speak of the need for someone within the ROPD with the talent and
- authority to make urban design decisions and effectively communicate design objectives. This individual
- would function in a review capacity, but with sufficient credentials and authority to represent the City’s
- @@ -391,19 +394,19 @@
- Develop and implement systems to finance planning services
- There are many excellent examples of fee structures at local governments that “pass through” the costs
- -for planning and review expenses. These fees need to be fair and reasonable and directly related to the
- +for planning and review expenses. These fees must be fair and reasonable and directly related to the costs
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 6.8
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Recommendations
- -August 22, 2016
- +September 19, 2016
- -costs incurred reviewing a specific project or a pro-rata share of a planning study or activity that created
- -the opportunity for a proposed development.
- +incurred reviewing a project or a pro-rata share of a planning study or activity that created the
- +opportunity for a proposed development.
- The specifics of this recommendation can take many forms, but the underlying principle is that planning is
- an investment that creates value. It is fair and reasonable for those benefitting from that created value to
- pay their fair share of the cost. This can support the costs associated with hiring staff. In the case of
- @@ -421,24 +424,24 @@
- should be fully engaged in this part of the project, including the development of design standards and
- any other essential conditions of approval.
- Once the Concept Plan is approved and the zoning is in place any development that is fully consistent
- -with the Plan and meets all of the design standards and other conditions can be approved
- -administratively. This will have the effect of significantly streamlining the subsequent development review
- -and approval process and it sends clear messages to developers regarding expectations. They are able to
- +with the Plan and meets all the design standards and other conditions can be approved administratively.
- +This will have the effect of significantly streamlining the subsequent development review and approval
- +process and it sends clear messages to developers regarding expectations. They are then able to
- incorporate these expectations in to their pro forma as they assess development feasibility.
- 2. Add staff with long range planning skills and an expertise in sustainability and resilience
- -There are those who believe that long range planning is a luxury and it is dispensable. In fact it is an
- +There are those who believe that long range planning is a luxury and it is dispensable. In fact, it is an
- investment that will pay for itself many times over. It is essential to protect both public and private
- investment over time and that happens best when current decisions are made in the framework of a long
- range view.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 6.9
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Recommendations
- -August 22, 2016
- +September 19, 2016
- 3. Work toward establishing a Planning Department liaison in every neighborhood
- The Planning Department liaison will be the identified point person and will attend their neighborhood’s
- @@ -446,51 +449,43 @@
- and communicating news and policy. They should become the go to source for information and the first
- point of contact as issues are raised and concerns are voiced. Depending on the level of activity some
- staff members may be able to serve as a liaison to more than one neighborhood.
- -4. Migrate away from the Joint County/City Department Model
- -Just like the old Comprehensive Plan and Land Development Code the joint department structure may
- -have run its course. There are obviously numerous logistical, organizational and cost implications
- -associated with a change like this. It would be distracting and unnecessarily disruptive to make an abrupt
- -change, however an orderly, staged migration could be a reasonable and effective way to make the shift
- -to establishing distinct planning departments at the County and the City. In the near term this situation
- -could be addressed by establishing distinct divisions within the Department, but in the long run we are
- -confident that both the County and the City would be better served by having their own separate
- -planning departments.
- -This idea was actually expressed by several of the people interviewed. It wasn’t grounded in criticism as
- -much as in the simple recognition that the County and City’s planning needs are already very different
- -and the gap is growing wider every day. The nature of the planning issues facing the City are also
- -completely different than in the rest of the County and the disparity between the needs of each
- -jurisdiction will only grow as the Destination Medical Center and associated downtown planning
- -investments continue to progress.
- +4. Change the organizational structure to respond to the growing disparity in volume and
- +differences in the planning needs between the City of Rochester and the rest of the County
- +The disparity between the sheer volume and the significant differences between the types of planning
- +services needed in the City versus the rest of the County must be addressed. This could be accomplished
- +through the creation of separate divisions within the combined department, or eventually a migration to
- +separate departments, but this issue has to be addressed. When it is the constituents of both the City and
- +County will benefit.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 6.10
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Summary and Conclusion
- -August 22, 2016
- +September 19, 2016
- 7.0
- SUMMARY AND CONCLUSION
- The City of Rochester is engaged in a transformation of rather daunting proportions. The RochesterOlmsted Planning Department has a vital role to play in this process. The Planning Department is
- -respected and generally receives good marks for all of the services that it provides. There is, however
- +respected and generally receives good marks for all the services that it provides. There is, however
- virtually unanimous consensus that it currently lacks the skills and capacity to do the work that will be
- required if Rochester is going to realize the Destination Medical Center Vision.
- We appreciate the opportunity to assist the ROPD with this assignment and we are confident that the
- implementation of the recommendations contained in this report will greatly improve the Planning
- Department’s capacity and effectiveness.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 7.11
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Summary and Conclusion
- -August 22, 2016
- +September 19, 2016
- John Shardlow, Qualifications
- This assessment has been led by John W. Shardlow, FAICP. Over the course of his 38 year career he has
- @@ -516,14 +511,16 @@
- & Resilient Communities Committee. He is the Immediate Past Chair of the ULI Sustainable Development
- Council at the national level.
- -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
- +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
- 7.12
- -ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- +APPENDIX/DIVIDER TITLE
- +
- +ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- COMPILATION OF STAKEHOLDER INTERVIEWS
- @@ -532,7 +529,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- Rochester-Olmsted Strategic Plan process Update, Interview Questions
- City of Rochester, 193803581
- @@ -594,7 +591,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -619,7 +616,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- INTERVIEW QUESTIONS
- @@ -699,7 +696,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -784,7 +781,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -859,7 +856,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- 3. What could it be doing better? (Prompted with examples as needed)
- Responses:
- @@ -936,7 +933,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1010,7 +1007,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1107,7 +1104,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1206,7 +1203,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1301,7 +1298,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1406,7 +1403,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- Responses:
-
- @@ -1511,7 +1508,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1618,7 +1615,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1716,7 +1713,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1828,7 +1825,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -1926,7 +1923,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2011,7 +2008,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- Responses:
-
- @@ -2114,7 +2111,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
- 7. If the Rochester-Olmsted Planning Department could hire three more positions, and you
- could design those positions, what would they be and what would you want them to do or
- @@ -2205,7 +2202,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2297,7 +2294,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2393,7 +2390,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2492,7 +2489,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2585,7 +2582,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2671,7 +2668,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix A Compilation of Stakeholder Interviews
- -August 22, 2016
- +September 19, 2016
-
- @@ -2700,7 +2697,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix B Planning Department Performance
- -August 22, 2016
- +September 19, 2016
- PLANNING DEPARTMENT PERFORMANCE
- @@ -2709,7 +2706,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix B Planning Department Performance
- -August 22, 2016
- +September 19, 2016
- PLANNING DEPARTMENT PERFORMANCE
- How well does the planning department...
- @@ -2724,7 +2721,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix B Planning Department Performance
- -August 22, 2016
- +September 19, 2016
- How well does the planning department...
- 4. Provide timely information to elected officials?
- @@ -2738,7 +2735,7 @@
- ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
- RECOMMENDATIONS
- Appendix B Planning Department Performance
- -August 22, 2016
- +September 19, 2016
- How well does the planning department...
- 7. Proactively address emerging issues?
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