--- 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?