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  1. --- original.txt    2017-02-16 14:02:10.000000000 -0600
  2. +++ revised.txt 2017-02-16 14:02:18.000000000 -0600
  3. @@ -8,7 +8,7 @@
  4.  Prepared by:
  5.  Stantec Consulting Services, Inc.
  6.  
  7. -August 22, 2016
  8. +September 19, 2016
  9.  
  10.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  11.  RECOMMENDATIONS
  12. @@ -49,17 +49,18 @@
  13.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  14.  RECOMMENDATIONS
  15.  Foreword
  16. -August 22, 2016
  17. +September 19, 2016
  18.  
  19.  1.0
  20.  
  21.  FOREWORD
  22.  
  23. -Stantec Consulting Services was retained by Olmsted County (the County) to complete an assessment of
  24. -the Rochester-Olmsted Planning Department (ROPD; Planning Department) to inform the preparation of a
  25. -Strategic Plan for the ROPD. The objective of the Strategic Plan is to guide decision making related to
  26. -programs, services, skills and staffing needs. It will help the ROPD identify priorities, navigate the phasing
  27. -of changes and articulate the levels of support and funding needed in the short and long term.
  28. +Stantec Consulting Services was retained by the Rochester-Olmsted Planning Department (ROPD;
  29. +Planning Department) to complete an assessment of the Department and develop recommendations to
  30. +inform a Strategic Plan for the ROPD. The objective of the Strategic Plan is to guide decision making
  31. +related to programs, services, skills, and staffing needs. It will help the ROPD identify priorities, navigate
  32. +the phasing of changes, and articulate the levels of support and funding needed in the short and long
  33. +term.
  34.  The assessment included review of relevant planning documents and reports, 23 personal interviews with
  35.  key internal and external stakeholders and customers, and an online survey completed by 17 staff
  36.  members and 86 other stakeholders. It also included a review of an internal Strengths, Weaknesses,
  37. @@ -67,14 +68,14 @@
  38.  This assessment was led by John W. Shardlow, FAICP. A summary of his experience and qualifications is
  39.  included at the end of this report.
  40.  
  41. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  42. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  43.  
  44.  1.1
  45.  
  46.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  47.  RECOMMENDATIONS
  48.  Introduction, Background
  49. -August 22, 2016
  50. +September 19, 2016
  51.  
  52.  2.0
  53.  
  54. @@ -92,7 +93,7 @@
  55.  The other major distinguishing characteristic of the City is the presence of the Mayo Clinic (Mayo). Mayo’s
  56.  emergence as a medical institution of global significance and the campaign to grow the City as a
  57.  Destination Medical Center (the DMC) presents both exciting opportunities and major challenges.
  58. -Rochester’s population, employment and housing projections are well known to the community, but they
  59. +Rochester’s population, employment, and housing projections are well known to the community, but they
  60.  bear repeating. Over the next 25 years the County’s population is projected to grow by 60,000 people and
  61.  over 80% of those people will live within the City. The nearly 50,000 new residents will be matched by
  62.  50,000 jobs and a high percentage of these new residents will live in one of the 23,000 dwelling units that
  63. @@ -113,14 +114,14 @@
  64.  Department cannot be thought of as an adjustment to business as usual. It demands a different approach
  65.  with new resources and procedures.
  66.  
  67. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  68. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  69.  
  70.  2.2
  71.  
  72.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  73.  RECOMMENDATIONS
  74.  Personal Interviews, Online Survey
  75. -August 22, 2016
  76. +September 19, 2016
  77.  
  78.  3.0
  79.  
  80. @@ -129,7 +130,7 @@
  81.  Stantec completed a total of 23 personal interviews as part of this assessment. Those interviewed included
  82.  a broad cross section of County and City leaders, neighborhood representatives, Mayo, the DMC,
  83.  representatives of the development community and civic organizations.
  84. -All of the people interviewed were supportive of the need for the Planning Department to conduct this
  85. +All the people interviewed were supportive of the need for the Planning Department to conduct this
  86.  assessment and to think and act strategically to successfully adapt to the many challenges facing the
  87.  County and City. Everyone was generous with their time and sincerely interested in the issues and offered
  88.  constructive input.
  89. @@ -138,25 +139,24 @@
  90.  Visitor’s Bureau were encouraged to post links to the survey on their websites. Members of the Planning
  91.  Department were also encouraged to complete the same survey. A total of 86 stakeholders and 17 staff
  92.  members completed the online survey.
  93. -A sample questionnaire used for the personal interviews and a compilation of all of the responses is
  94. -included as Appendix A of this report. A graphic summary of the online survey responses follows as
  95. -Appendix B.
  96. -While there is value in reviewing all of this detailed information our purpose was not to conduct an
  97. -opinion poll. Instead it was intended to provide insight into the Planning Department from the
  98. -perspectives of numerous individuals who either work closely with it in various capacities, or who could be
  99. -broadly categorized as customers.
  100. +A sample questionnaire used for the personal interviews and a compilation of all the responses is included
  101. +as Appendix A of this report. A graphic summary of the online survey responses follows as Appendix B.
  102. +While there is value in reviewing all this detailed information our purpose was not to conduct an opinion
  103. +poll. Instead it was intended to provide insight into the Planning Department from the perspectives of
  104. +numerous individuals who either work closely with it in various capacities, or who could be broadly
  105. +categorized as customers.
  106.  What came through in the personal interviews and was reinforced by the online survey and from internal
  107.  staff input was a clear consensus regarding several key facts. These will be identified and discussed in the
  108.  following section.
  109.  
  110. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  111. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  112.  
  113.  3.3
  114.  
  115.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  116.  RECOMMENDATIONS
  117.  Summary of Findings, Key Unmet Needs
  118. -August 22, 2016
  119. +September 19, 2016
  120.  
  121.  4.0
  122.  
  123. @@ -187,12 +187,13 @@
  124.  
  125.  
  126.  
  127. -The Land Development Code was written in the 1970s and is also widely recognized as being
  128. -complicated, outdated, and unsuitable for regulating high density urban developments.
  129. +New policies and regulations will be needed to implement each of the major downtown and DMC
  130. +planning initiatives, as well as higher density urban development, especially infill and
  131. +redevelopment at key locations throughout the City.
  132.  
  133.  
  134.  
  135. -The nature, rate and magnitude of change (percentage increase) facing the City are without
  136. +The nature, rate, and magnitude of change (percentage increase) facing the City are without
  137.  precedent in Minnesota. The style and scale of the projected development demands completely
  138.  different planning strategies, policies, regulatory tools, procedures, and communication and
  139.  community engagement capabilities.
  140. @@ -208,36 +209,38 @@
  141.  
  142.  The Planning Department will continue to lose talent, experience and institutional memory as
  143.  senior members retire. Both retention and recruitment of talent will be challenging for the ROPD
  144. -as it is for other departments and community organizations in the Rochester.
  145. +as it is for other departments and community organizations in the Rochester area.
  146.  
  147.  
  148.  
  149. -There is broad consensus that the ROPD has barely the capacity it needs to keep up with day to
  150. -day activities. The Department does not have enough capacity to do long range planning, engage
  151. +There is broad consensus that the ROPD has barely the capacity to keep up with day to day
  152. +activities. The Department does not have enough capacity to do long range planning, engage
  153.  with and prepare neighborhoods in advance of development, or simply handle the volume of
  154. -communication that the City needs in order to understand and accept so much change.
  155. +communication that the City needs to understand and accept so much change.
  156.  
  157. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  158. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  159.  
  160.  4.4
  161.  
  162.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  163.  RECOMMENDATIONS
  164.  Summary of Findings, Key Unmet Needs
  165. -August 22, 2016
  166. +September 19, 2016
  167.  
  168.  
  169.  
  170.  The outdated Comprehensive Plan and Land Development Code, the County and City department
  171. -structure, the interrelated roles with other departments, the interests and priorities of Mayo, the
  172. +structure, the interrelated roles with other departments, the interests, and priorities of Mayo, the
  173.  DMC and other key stakeholders combine to create a cumbersome decision making process.
  174.  
  175.  
  176.  
  177. -Because neighborhoods have not been engaged before major developments were proposed the
  178. -time to process applications and complete the entitlement process has simply taken too long.
  179. -This has led to dissatisfaction on all sides. This can’t continue if the DMC Vision is going to come
  180. -to fruition.
  181. +There is strong support for the need to engage neighborhoods proactively and consensus that
  182. +the Planning Department does not currently have the staff capacity to meet this need. Clear policy
  183. +and procedures regarding the timing of neighborhood involvement and expectations regarding
  184. +roles, responsibilities and the decision making process all should be established and consistently
  185. +followed. Facilitated involvement of all stakeholders will be needed to establish this policy and if it
  186. +has done it well will improve predictability, reduce risk and streamline the development process.
  187.  
  188.  
  189.  
  190. @@ -246,36 +249,36 @@
  191.  live there. This makes the Transit – Supportive Mixed Use Nodes that are being planned outside
  192.  the downtown so important. Each of these areas will require special area studies and analysis of
  193.  ways to connect surrounding areas to these nodes to extend the benefits of transit service as
  194. -broadly as possible. Transit supportive development, TOD, urban design, redevelopment and
  195. -revitalization have not been high priorities for the City in the past, but they definitely will be in the
  196. -future. There will also be a continued demand for greenfield development with the opportunity to
  197. -offer a greater diversity of housing choices and benefit from the many emerging innovations in
  198. -healthy living, sustainability and energy efficiency.
  199. +broadly as possible. Transit supportive development, TOD, urban design, redevelopment, and
  200. +revitalization have not been high priorities for the City in the past, but they will be in the future.
  201. +There will also be a continued demand for greenfield development with the opportunity to offer a
  202. +greater diversity of housing choices and benefit from the many emerging innovations in healthy
  203. +living, sustainability, and energy efficiency.
  204.  
  205.  
  206.  
  207. -The ROPD is not directly charged with the issue of housing affordability, but there is a lot of
  208. +The ROPD is not directly charged with the issue of housing affordability, but there is much
  209.  planning work necessary to accomplish a successful housing program and ensure community
  210.  acceptance and support.
  211.  
  212.  
  213.  
  214.  The level of organization in City neighborhoods varies and this results in different levels of
  215. -communication, engagement and advocacy. Even with the most organized neighborhoods there
  216. +communication, engagement, and advocacy. Even with the most organized neighborhoods there
  217.  is a need for education and a clarification of roles and responsibilities and consistency regarding
  218.  the timing of neighborhood involvement. The best and most constructive and mutually beneficial
  219.  time for neighborhood involvement is in the plan development stage and when design standards
  220.  are being developed. When this prior involvement has not occurred before actual development
  221.  projects are proposed the overwhelming majority of neighborhoods will respond negatively.
  222.  
  223. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  224. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  225.  
  226.  4.5
  227.  
  228.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  229.  RECOMMENDATIONS
  230.  Summary and Perspective
  231. -August 22, 2016
  232. +September 19, 2016
  233.  
  234.  5.0
  235.  
  236. @@ -285,24 +288,24 @@
  237.  confront the Planning Department. There are also many interesting ideas and perspectives that were
  238.  shared in the interviews that are worthy of consideration.
  239.  Every one of the issues identified above merits attention and unfortunately circumstances really don’t
  240. -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.
  241. +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.
  242.  To effectively complete all of its’ essential pending planning activities with adequate staff capacity and the
  243.  best available tools would be a challenge. To expect successful results with inadequate staff resources, an
  244.  outdated comprehensive plan, land use and zoning regulations is simply unrealistic.
  245.  The community leaders and stakeholders interviewed for this assessment had different opinions about the
  246.  best way to approach many of the issues identified above. They also had different opinions regarding the
  247.  role that the Planning Department should play and whether they should take the lead or provide support.
  248. -Candidly, there are more than one ways to approach most of the issues. The time to have those
  249. +Candidly, there are more than one way to approach most of the issues. The time to have those
  250.  conversations and make decisions is now.
  251.  
  252. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  253. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  254.  
  255.  5.6
  256.  
  257.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  258.  RECOMMENDATIONS
  259.  Recommendations
  260. -August 22, 2016
  261. +September 19, 2016
  262.  
  263.  6.0
  264.  
  265. @@ -310,11 +313,11 @@
  266.  
  267.  Short Term:
  268.  1. Complete and Adopt the Comprehensive Plan
  269. -The Community needs the Comprehensive Plan now. We don’t fully understand what is delaying
  270. -the process, but whatever the reasons are, they need to be resolved. If ever there was a
  271. -Comprehensive Plan that should be designed to be a living document, it is the ROPD
  272. -Comprehensive Plan.
  273. -The Plan should include clear, actionable and measurable goals and policies related to every issue
  274. +The Comprehensive Plan is currently being updated. The completion and adoption of the
  275. +Comprehensive Plan is very important. Because of the dynamic nature of the circumstances facing
  276. +the City this Comprehensive Plan should be designed to be a living document. Its
  277. +implementation strategies should anticipate and facilitate the need for timely updates.
  278. +The Plan should include clear, actionable, and measurable goals and policies related to every issue
  279.  identified above. The Implementation chapter of the document should establish procedures to
  280.  ensure that the document is reviewed periodically and updated regularly.
  281.  Special area studies and neighborhood plans should be designed to be incorporated into the
  282. @@ -327,29 +330,29 @@
  283.  Comprehensive Plan. To establish the authority to implement the Comprehensive Plan, the zoning
  284.  ordinance and other ordinances must be legally adopted. Until they are adopted, the County and
  285.  the City are in a nebulous place from a regulatory standpoint.
  286. -3. Add staff capacity with priority given to the following skills, talent and experience:
  287. +3. Add staff capacity with priority given to the following skills, talent, and experience:
  288.  A.
  289.  
  290.  Current, Day to Day Planning
  291.  
  292.  The volume of applications of all kinds will increase. The ROPD will lose years of experience and
  293. -institutional memory in the near future through retirements. The Planning Department needs a Succession
  294. -Plan to take advantage of the time to train new staff while experienced staff is still available to share
  295. -knowledge and experience.
  296. -Unfortunately planners who aspire to processing day to day applications and permit requests are a bit of
  297. +institutional memory soon through retirements. The Planning Department needs a Succession Plan to take
  298. +advantage of the time to train new staff while experienced staff is still available to share knowledge and
  299. +experience.
  300. +Unfortunately, planners who aspire to processing day to day applications and permit requests are a bit of
  301.  a rarity. It can seem like a thankless, never-ending exercise. This is also fundamentally reactive work and
  302.  most planners are naturally predisposed to choosing to be proactive and be involved in a creative
  303.  process. Nevertheless, this will always be at the core of the ROPD’s responsibilities and it is work that
  304. -requires knowledge, skill and experience.
  305. +requires knowledge, skill, and experience.
  306.  
  307. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  308. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  309.  
  310.  6.7
  311.  
  312.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  313.  RECOMMENDATIONS
  314.  Recommendations
  315. -August 22, 2016
  316. +September 19, 2016
  317.  
  318.  It may be beneficial over time to cross-train staff members and rotate people out of day to day planning
  319.  into special projects from time to time. Enlisting Department staff in the development of this system could
  320. @@ -364,9 +367,9 @@
  321.  some of the areas where respondents gave poor performance marks, people suggested that part of the
  322.  problem was that they simply didn’t know what the ROPD has done and is doing to respond to past
  323.  concerns.
  324. -Stakeholder engagement is critically important and to be effective it has to be proactive and ongoing.
  325. -That takes capacity and commitment. The Planning Department has an essential role in engaging
  326. -neighbors and other stakeholders in advance of actual development projects.
  327. +Stakeholder engagement is critically important and to be effective it must be proactive and ongoing. That
  328. +takes capacity and commitment. The Planning Department has an essential role in engaging neighbors
  329. +and other stakeholders in advance of actual development projects.
  330.  C.
  331.  
  332.  Urban Design
  333. @@ -377,9 +380,9 @@
  334.  The Planning Department might be able to find and recruit an individual with the urban design talent to
  335.  conduct the work described above. To really bring this capability to scale and be effective it would almost
  336.  certainly necessitate hiring a team of professionals with the skills from multiple disciplines.
  337. -It may not be feasible to fund the establishment of an Urban Design team within the ROPD in the near
  338. -future. Instead a better strategy might be to hire skilled project managers with the ability to manage
  339. -consultants with the expertise and capabilities to accomplish specific projects.
  340. +It may not be feasible to fund the establishment of an Urban Design team within the ROPD soon. Instead
  341. +a better strategy might be to hire skilled project managers with the ability to manage consultants with the
  342. +expertise and capabilities to accomplish projects.
  343.  Several of those interviewed did speak of the need for someone within the ROPD with the talent and
  344.  authority to make urban design decisions and effectively communicate design objectives. This individual
  345.  would function in a review capacity, but with sufficient credentials and authority to represent the City’s
  346. @@ -391,19 +394,19 @@
  347.  Develop and implement systems to finance planning services
  348.  
  349.  There are many excellent examples of fee structures at local governments that “pass through” the costs
  350. -for planning and review expenses. These fees need to be fair and reasonable and directly related to the
  351. +for planning and review expenses. These fees must be fair and reasonable and directly related to the costs
  352.  
  353. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  354. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  355.  
  356.  6.8
  357.  
  358.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  359.  RECOMMENDATIONS
  360.  Recommendations
  361. -August 22, 2016
  362. +September 19, 2016
  363.  
  364. -costs incurred reviewing a specific project or a pro-rata share of a planning study or activity that created
  365. -the opportunity for a proposed development.
  366. +incurred reviewing a project or a pro-rata share of a planning study or activity that created the
  367. +opportunity for a proposed development.
  368.  The specifics of this recommendation can take many forms, but the underlying principle is that planning is
  369.  an investment that creates value. It is fair and reasonable for those benefitting from that created value to
  370.  pay their fair share of the cost. This can support the costs associated with hiring staff. In the case of
  371. @@ -421,24 +424,24 @@
  372.  should be fully engaged in this part of the project, including the development of design standards and
  373.  any other essential conditions of approval.
  374.  Once the Concept Plan is approved and the zoning is in place any development that is fully consistent
  375. -with the Plan and meets all of the design standards and other conditions can be approved
  376. -administratively. This will have the effect of significantly streamlining the subsequent development review
  377. -and approval process and it sends clear messages to developers regarding expectations. They are able to
  378. +with the Plan and meets all the design standards and other conditions can be approved administratively.
  379. +This will have the effect of significantly streamlining the subsequent development review and approval
  380. +process and it sends clear messages to developers regarding expectations. They are then able to
  381.  incorporate these expectations in to their pro forma as they assess development feasibility.
  382.  2. Add staff with long range planning skills and an expertise in sustainability and resilience
  383. -There are those who believe that long range planning is a luxury and it is dispensable. In fact it is an
  384. +There are those who believe that long range planning is a luxury and it is dispensable. In fact, it is an
  385.  investment that will pay for itself many times over. It is essential to protect both public and private
  386.  investment over time and that happens best when current decisions are made in the framework of a long
  387.  range view.
  388.  
  389. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  390. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  391.  
  392.  6.9
  393.  
  394.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  395.  RECOMMENDATIONS
  396.  Recommendations
  397. -August 22, 2016
  398. +September 19, 2016
  399.  
  400.  3. Work toward establishing a Planning Department liaison in every neighborhood
  401.  The Planning Department liaison will be the identified point person and will attend their neighborhood’s
  402. @@ -446,51 +449,43 @@
  403.  and communicating news and policy. They should become the go to source for information and the first
  404.  point of contact as issues are raised and concerns are voiced. Depending on the level of activity some
  405.  staff members may be able to serve as a liaison to more than one neighborhood.
  406. -4. Migrate away from the Joint County/City Department Model
  407. -Just like the old Comprehensive Plan and Land Development Code the joint department structure may
  408. -have run its course. There are obviously numerous logistical, organizational and cost implications
  409. -associated with a change like this. It would be distracting and unnecessarily disruptive to make an abrupt
  410. -change, however an orderly, staged migration could be a reasonable and effective way to make the shift
  411. -to establishing distinct planning departments at the County and the City. In the near term this situation
  412. -could be addressed by establishing distinct divisions within the Department, but in the long run we are
  413. -confident that both the County and the City would be better served by having their own separate
  414. -planning departments.
  415. -This idea was actually expressed by several of the people interviewed. It wasn’t grounded in criticism as
  416. -much as in the simple recognition that the County and City’s planning needs are already very different
  417. -and the gap is growing wider every day. The nature of the planning issues facing the City are also
  418. -completely different than in the rest of the County and the disparity between the needs of each
  419. -jurisdiction will only grow as the Destination Medical Center and associated downtown planning
  420. -investments continue to progress.
  421. +4. Change the organizational structure to respond to the growing disparity in volume and
  422. +differences in the planning needs between the City of Rochester and the rest of the County
  423. +The disparity between the sheer volume and the significant differences between the types of planning
  424. +services needed in the City versus the rest of the County must be addressed. This could be accomplished
  425. +through the creation of separate divisions within the combined department, or eventually a migration to
  426. +separate departments, but this issue has to be addressed. When it is the constituents of both the City and
  427. +County will benefit.
  428.  
  429. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  430. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  431.  
  432.  6.10
  433.  
  434.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  435.  RECOMMENDATIONS
  436.  Summary and Conclusion
  437. -August 22, 2016
  438. +September 19, 2016
  439.  
  440.  7.0
  441.  
  442.  SUMMARY AND CONCLUSION
  443.  
  444.  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
  445. -respected and generally receives good marks for all of the services that it provides. There is, however
  446. +respected and generally receives good marks for all the services that it provides. There is, however
  447.  virtually unanimous consensus that it currently lacks the skills and capacity to do the work that will be
  448.  required if Rochester is going to realize the Destination Medical Center Vision.
  449.  We appreciate the opportunity to assist the ROPD with this assignment and we are confident that the
  450.  implementation of the recommendations contained in this report will greatly improve the Planning
  451.  Department’s capacity and effectiveness.
  452.  
  453. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  454. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  455.  
  456.  7.11
  457.  
  458.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  459.  RECOMMENDATIONS
  460.  Summary and Conclusion
  461. -August 22, 2016
  462. +September 19, 2016
  463.  
  464.  John Shardlow, Qualifications
  465.  This assessment has been led by John W. Shardlow, FAICP. Over the course of his 38 year career he has
  466. @@ -516,14 +511,16 @@
  467.  & Resilient Communities Committee. He is the Immediate Past Chair of the ULI Sustainable Development
  468.  Council at the national level.
  469.  
  470. -p s:\dept structure sal persnl stragplan\2016 dept strategic planning\rochester-olmsted final.docx
  471. +p s:\dept structure sal persnl stragplan\2016 dept strategic planning\revised rochesterpdreportrevised09192016.docx
  472.  
  473.  7.12
  474.  
  475. - ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  476. + APPENDIX/DIVIDER TITLE
  477. +
  478. + ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  479.  RECOMMENDATIONS
  480.  Appendix A Compilation of Stakeholder Interviews
  481. -August 22, 2016
  482. +September 19, 2016
  483.  
  484.  COMPILATION OF STAKEHOLDER INTERVIEWS
  485.  
  486. @@ -532,7 +529,7 @@
  487.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  488.  RECOMMENDATIONS
  489.  Appendix A Compilation of Stakeholder Interviews
  490. -August 22, 2016
  491. +September 19, 2016
  492.  
  493.  Rochester-Olmsted Strategic Plan process Update, Interview Questions
  494.  City of Rochester, 193803581
  495. @@ -594,7 +591,7 @@
  496.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  497.  RECOMMENDATIONS
  498.  Appendix A Compilation of Stakeholder Interviews
  499. -August 22, 2016
  500. +September 19, 2016
  501.  
  502.  
  503.  
  504. @@ -619,7 +616,7 @@
  505.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  506.  RECOMMENDATIONS
  507.  Appendix A Compilation of Stakeholder Interviews
  508. -August 22, 2016
  509. +September 19, 2016
  510.  
  511.  INTERVIEW QUESTIONS
  512.  
  513. @@ -699,7 +696,7 @@
  514.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  515.  RECOMMENDATIONS
  516.  Appendix A Compilation of Stakeholder Interviews
  517. -August 22, 2016
  518. +September 19, 2016
  519.  
  520.  
  521.  
  522. @@ -784,7 +781,7 @@
  523.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  524.  RECOMMENDATIONS
  525.  Appendix A Compilation of Stakeholder Interviews
  526. -August 22, 2016
  527. +September 19, 2016
  528.  
  529.  
  530.  
  531. @@ -859,7 +856,7 @@
  532.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  533.  RECOMMENDATIONS
  534.  Appendix A Compilation of Stakeholder Interviews
  535. -August 22, 2016
  536. +September 19, 2016
  537.  
  538.  3. What could it be doing better? (Prompted with examples as needed)
  539.  Responses:
  540. @@ -936,7 +933,7 @@
  541.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  542.  RECOMMENDATIONS
  543.  Appendix A Compilation of Stakeholder Interviews
  544. -August 22, 2016
  545. +September 19, 2016
  546.  
  547.  
  548.  
  549. @@ -1010,7 +1007,7 @@
  550.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  551.  RECOMMENDATIONS
  552.  Appendix A Compilation of Stakeholder Interviews
  553. -August 22, 2016
  554. +September 19, 2016
  555.  
  556.  
  557.  
  558. @@ -1107,7 +1104,7 @@
  559.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  560.  RECOMMENDATIONS
  561.  Appendix A Compilation of Stakeholder Interviews
  562. -August 22, 2016
  563. +September 19, 2016
  564.  
  565.  
  566.  
  567. @@ -1206,7 +1203,7 @@
  568.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  569.  RECOMMENDATIONS
  570.  Appendix A Compilation of Stakeholder Interviews
  571. -August 22, 2016
  572. +September 19, 2016
  573.  
  574.  
  575.  
  576. @@ -1301,7 +1298,7 @@
  577.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  578.  RECOMMENDATIONS
  579.  Appendix A Compilation of Stakeholder Interviews
  580. -August 22, 2016
  581. +September 19, 2016
  582.  
  583.  
  584.  
  585. @@ -1406,7 +1403,7 @@
  586.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  587.  RECOMMENDATIONS
  588.  Appendix A Compilation of Stakeholder Interviews
  589. -August 22, 2016
  590. +September 19, 2016
  591.  
  592.  Responses:
  593.  
  594. @@ -1511,7 +1508,7 @@
  595.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  596.  RECOMMENDATIONS
  597.  Appendix A Compilation of Stakeholder Interviews
  598. -August 22, 2016
  599. +September 19, 2016
  600.  
  601.  
  602.  
  603. @@ -1618,7 +1615,7 @@
  604.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  605.  RECOMMENDATIONS
  606.  Appendix A Compilation of Stakeholder Interviews
  607. -August 22, 2016
  608. +September 19, 2016
  609.  
  610.  
  611.  
  612. @@ -1716,7 +1713,7 @@
  613.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  614.  RECOMMENDATIONS
  615.  Appendix A Compilation of Stakeholder Interviews
  616. -August 22, 2016
  617. +September 19, 2016
  618.  
  619.  
  620.  
  621. @@ -1828,7 +1825,7 @@
  622.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  623.  RECOMMENDATIONS
  624.  Appendix A Compilation of Stakeholder Interviews
  625. -August 22, 2016
  626. +September 19, 2016
  627.  
  628.  
  629.  
  630. @@ -1926,7 +1923,7 @@
  631.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  632.  RECOMMENDATIONS
  633.  Appendix A Compilation of Stakeholder Interviews
  634. -August 22, 2016
  635. +September 19, 2016
  636.  
  637.  
  638.  
  639. @@ -2011,7 +2008,7 @@
  640.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  641.  RECOMMENDATIONS
  642.  Appendix A Compilation of Stakeholder Interviews
  643. -August 22, 2016
  644. +September 19, 2016
  645.  
  646.  Responses:
  647.  
  648. @@ -2114,7 +2111,7 @@
  649.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  650.  RECOMMENDATIONS
  651.  Appendix A Compilation of Stakeholder Interviews
  652. -August 22, 2016
  653. +September 19, 2016
  654.  
  655.  7. If the Rochester-Olmsted Planning Department could hire three more positions, and you
  656.  could design those positions, what would they be and what would you want them to do or
  657. @@ -2205,7 +2202,7 @@
  658.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  659.  RECOMMENDATIONS
  660.  Appendix A Compilation of Stakeholder Interviews
  661. -August 22, 2016
  662. +September 19, 2016
  663.  
  664.  
  665.  
  666. @@ -2297,7 +2294,7 @@
  667.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  668.  RECOMMENDATIONS
  669.  Appendix A Compilation of Stakeholder Interviews
  670. -August 22, 2016
  671. +September 19, 2016
  672.  
  673.  
  674.  
  675. @@ -2393,7 +2390,7 @@
  676.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  677.  RECOMMENDATIONS
  678.  Appendix A Compilation of Stakeholder Interviews
  679. -August 22, 2016
  680. +September 19, 2016
  681.  
  682.  
  683.  
  684. @@ -2492,7 +2489,7 @@
  685.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  686.  RECOMMENDATIONS
  687.  Appendix A Compilation of Stakeholder Interviews
  688. -August 22, 2016
  689. +September 19, 2016
  690.  
  691.  
  692.  
  693. @@ -2585,7 +2582,7 @@
  694.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  695.  RECOMMENDATIONS
  696.  Appendix A Compilation of Stakeholder Interviews
  697. -August 22, 2016
  698. +September 19, 2016
  699.  
  700.  
  701.  
  702. @@ -2671,7 +2668,7 @@
  703.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  704.  RECOMMENDATIONS
  705.  Appendix A Compilation of Stakeholder Interviews
  706. -August 22, 2016
  707. +September 19, 2016
  708.  
  709.  
  710.  
  711. @@ -2700,7 +2697,7 @@
  712.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  713.  RECOMMENDATIONS
  714.  Appendix B Planning Department Performance
  715. -August 22, 2016
  716. +September 19, 2016
  717.  
  718.  PLANNING DEPARTMENT PERFORMANCE
  719.  
  720. @@ -2709,7 +2706,7 @@
  721.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  722.  RECOMMENDATIONS
  723.  Appendix B Planning Department Performance
  724. -August 22, 2016
  725. +September 19, 2016
  726.  
  727.  PLANNING DEPARTMENT PERFORMANCE
  728.  How well does the planning department...
  729. @@ -2724,7 +2721,7 @@
  730.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  731.  RECOMMENDATIONS
  732.  Appendix B Planning Department Performance
  733. -August 22, 2016
  734. +September 19, 2016
  735.  
  736.  How well does the planning department...
  737.  4. Provide timely information to elected officials?
  738. @@ -2738,7 +2735,7 @@
  739.   ROCHESTER-OLMSTED PLANNING DEPARTMENT STRATEGIC PLAN ASSESSMENT AND
  740.  RECOMMENDATIONS
  741.  Appendix B Planning Department Performance
  742. -August 22, 2016
  743. +September 19, 2016
  744.  
  745.  How well does the planning department...
  746.  7. Proactively address emerging issues?
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