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HomeMy WebLinkAbout2014-04-10 - Council Agenda Packet - Work Session3c CITY OF CORCORAN 8200 County Road 116, Corcoran, MN 55340 763.420.2288 — Office 763.420.6056 — Fax E -mail - general (a)ci.corcoran.mn.us / Web Site - www.ci.corcoran.mn.us MEMO Meeting Date: April 10, 2014 To: City Council From: Brad Martens, City Administrator Re: Mission, Vision, and Values Statement Workshop The purpose of the workshop on April 10th is to continue work towards establishing an adopted mission, vision and values statement for the organization. These adopted statements will assist staff in establishing work priorities and facilitate better discussions with developers wanting to propose projects within the City. In order to generate discussion it may be helpful to think about what the future of Corcoran looks like to you. Is it a town with a population of about 5,500 as it is today? Is it a bustling community with a variety of housing types, commercial amenities, and opportunities to work in the community? Is it a sleepy bedroom community with large lots? Do the people who live here have access to one City Park or many parks? Does it have a transportation network of mainly gravel roads or high quality paved roads? Will the City be providing additional services with strong communication to its residents and business owners? Parks, roads, and services cost money, will 5,500 people pay for it or 10,000 people? The fact of the matter is that Corcoran will look different than it does in the future. A new sewered development is nearing final approval, water and sanitary sewer infrastructure is in the ground, little nodes around the community are slowly filling in with additional new homes, a new Public Works facility has been constructed, and there certainly are many individuals /groups approaching staff to talk about other possible projects in the City. The time is now to decide what the future of Corcoran will look like so staff can provide the City Council with the best possible plans for getting there. Corcoran can choose its own destiny. While the comprehensive plan is a substantial planning tool it is not a permanent /unchanging document. It is a living document that can be transformed based upon decisions made by the City. Other than maintaining an overall three units per acre average there is significant flexibility in choosing "what goes where ". The City's willingness to be adaptable will directly correlate with the pace of development. If the City does not make itself adaptable and flexible to the market it will take a very long time for development to take place. If the City is willing to adapt to the market development could take place rather rapidly. Strong, well thought out mission, vision, and values statements will help us make a decision of what path we want to choose. I've included example statements as attachments to this memo. Working on clarifying these documents should be the first priority of the workshop. Once these statements have been crafted we can then move forward to talk about specific topics such as services, improvements, and development. 1. Services a. What services should we provide to the residents/business owners? i. A limited amount of core services (police, fire, street maintenance, plowing, etc.) ii. An enhanced level of service (parks and recreation programming, education and outreach, City contract waste removal, brush site, etc.) iii. The current Corcoran business model is expensive. Nodes of housing scattered over 36 square miles is costly to maintain. Development grouped into smaller areas is more efficient. An example would be to compare the costs of snow plowing a one mile stretch of road with four homes paying $6,000 in taxes to the City per year vs. the same one mile stretch of road with 40 homes paying $60,000 in taxes to the City per year. * * Assuming homes valued at $300,000 at 2014 tax rate 2. Improvements a. Should we maintain what we have? b. Should we make improvements (pave roads, build parks, etc.) c. If we make improvements who will pay for them? i. Roehlke property: $1,638,000 ii. Park infrastructure (Roehlke, Lennar): ? iii. CR 10 realignment /turn back: $3,000,000 iv. Rule of thumb is $1,000,000 debt = $70,000 annual payments for 20 years v. At current tax capacity every $30,000 increase to the general levy increases the tax rate by I% vi. At current tax rate, each additional $1,000,000 in residential property value (two Lennar homes, three Peachtree homes) represents an additional $5,000 in annual taxes collected without a tax rate increase (table showing example tax revenue from development attached) 3. Development Approval Process a. Work off of our approved and existing plans i. These documents are not current as the comprehensive plan was approved in 2011 with information from prior to that date. The market has changed significantly from that time (see attached February 2014 Zoning Practice article) and it may take a significant amount of time before development occurs that matches our plans ii. If this is the case staff would turn away developers unless they had a project that significantly matched our plans b. Work off our approved plans but be aggressive in the updating /adapting them i. In this scenario the City would take a more proactive approach in learning the market place (completing feasibility studies) and amend our plans as we learn information to keep our plans applicable to the market place. ii. Having more up to date plans would be easier to support but much more costly to the City. This would require a significant increase in planning activities as well as contracted feasibility studies to keep us up to date. Also, just because we have up to date plans and market information does not mean that development will happen as it obviously takes a willing seller and developer. c. Allow the market to drive what type of development occurs i. Make it known that we are willing to adapt to what the market is demanding for development ii. Assess each proposal and if a market study exists stating what we have planned cannot be built at this time then allow something else (need to decide who provides that market data) iii. Be willing to approve comprehensive plan amendments d. Allow the market to drive what type of development occurs with certain non- negotiable standards i. Be Adaptable but choose certain areas where we draw a line in the sand and will not cross 1. The area south of City Hall will be reserved for civic use 2. We will not amend zoning in "this" area 3. Other Staff appreciates the time and effort put in by the City Council to establish these important documents. Kendra Lindahl, Kent Torve, and I will be in attendance at the workshop to answer questions or clarify information for the City Council. Attachments: 1. Draft mission and vision statements 2. Draft values statement 3. Tax Revenue from Development 4. February 2014 Zoning Practice Article Draft Mission Statement The City of Corcoran will provide high quality public services in a cost effective, responsible, innovative, and professional manner in order to create a preferred environment to live, work, play, and do business. Draft Vision Statements for the City of Corcoran Option 1 The City of Corcoran will be a well- rounded community supporting recreational amenities, life cycle housing and a vibrant business community revolving around a strong downtown city center. Option 2 The City of Corcoran will expand opportunities to stay in Corcoran to work, play, and, live while preserving its open space experiences for citizens, providing quality services that are right sized, and incorporating agriculture as a permanent part of our identity. Option 3 The City of Corcoran will be a city that is citizen driven, set in a unique urban, rural and natural environment that incorporates collaborative processes in decision making, respects private property rights, and is adaptable to the needs of future generations. Option 4 The City of Corcoran will expand opportunities for its residents and business owners through responsible growth allowing for life cycle housing, job opportunities, a vibrant commercial district, and recreational amenities anchored by a downtown city center while preserving its open space character. Option 5 Without compromising private property rights and the needs of future generations, the City of Corcoran will evolve through citizen driven, collaborative processes that respects the balance and connectivity between its unique urban, rural, and natural environments. Option 6 The City of Corcoran will protect current and future generations by following specific planning guidelines as established by the comprehensive plan and city ordinances. Option 7 The City of Corcoran will adapt to ever changing economic conditions to promote new development within the City to expand opportunities for existing and future generations. Draft Values Statement THE FOLLOWING VALUES ARE FUNDAMENTAL TO THE CITY OF CORCORAN'S SUCCESS AND THE FULFILLMENT OF OUR MISSION: 1) EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost - effective and friendly manner. 2) FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. 3) ETHICS AND INTEGRITY We believe that ethics and integrity are the foundation blocks of public trust and confidence and that all meaningful relationships are built on these values. 4) OPEN AND HONEST COMMUNICATION We believe that open and honest communication is essential for an informed and involved citizenry and to foster a positive working environment for employees. 5) TREATING THE CITIZEN AS OUR CUSTOMER We believe that citizens are our customers, are treated with courtesy and respect, and deserve the best services we can provide. 6) PROFESSIONALISM We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees. 7) EQUAL OPPORTUNITY We believe that (this value needs to be clarified) Lennar Homes Built @ $400,000 value Taxable Market Value (TMV) TMV Compounded City Tax Revenue at .49802 Peach Tree Homes Built @ $300,000 value Taxable Market Value (TMV) TMV Compounded City Tax Revenue at .49802 Increase in tax revenue- Lennar Increase in tax revenue- Peachtree Total increase in tax revenue Tax Revenue from Development 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2 40 45 49 50 50 50 50 50 40 426 $800,000.00 $16,000,000.00 $18,000,000.00 $19,600,000.00 $20,000,000.00 $20,000,000.00 $20,000,000.00 $20,000,000.00 $20,000,000.00 $16,000,000.00 $800,000.00 $16,800,000.00 $34,800,000.00 $54,400,000.00 $74,400,000.00 $94,400,000.00 $114,400,000.00 $134,400,000.00 $154,400,000.00 $170,400,000.00 $3,984.16 $83,667.36 $173,310.96 $270,922.88 $370,526.88 $470,130.88 $569,734.88 $669,338.88 $768,942.88 $848,626.08 5 50 50 50 50 26 $0.00 $1,500,000.00 $15,000,000.00 $15,000,000.00 $15,000,000.00 $15,000,000.00 $7,800,000.00 $0.00 $1,500,000.00 $16,500,000.00 $31,500,000.00 $46,500,000.00 $61,500,000.00 $69,300,000.00 $0.00 $7,470.30 $82,173.30 $156,876.30 $231,579.30 $306,282.30 $345,127.86 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 $3,984.16 $83,667.36 $173,310.96 $270,922.88 $370,526.88 $470,130.88 $569,734.88 $669,338.88 $768,942.88 $848,626.08 $7,470.30 $82,173.30 $156,876.30 $231,579.30 $306,282.30 $345,127.86 $345,127.86 $345,127.86 $345,127.86 $3,984.16 $91,137.66 $255,484.26 $427,799.18 $602,106.18 $776,413.18 $914,862.74 $1,014,466.74 $1,114,070.74 $1,193,753.94 ZONING PRACTICE FEBRUARY 2014 AMERICAN PLANNING ASSOCIATION f r. ISSUE NUMBER 2 PRACTICE DEVELOPMENT REVIEW A k, 0 Development Review as Economic Development By Michael Blue, FAlcp Development review is more than just a series of perfunctory steps to run a project through prior to approval. Done well, it is an economic development tool for a community to attract and secure desirable development, implement plans, and add to the local tax base. Conversely, an unpredictable development approval process can discourage development that the community wants. It can lead to difficulty in implementing plans and create the impression that the community is not a good place to do business. We've all been to a meeting like this: The planning and zoning commission is on its third review meeting of a major retail develop- P_1 l l ment on the main commercial corridor in town. The staff has worked with the developer to understand city codes and expectations, and the proposal has begun to reflect those needs. In keeping with the outline of the staff report, the commission has dutifully considered land use, zoning, site plan and circulation, traffic, landscaping, signage, lighting, light fixtures, and now, building materials. The discussion has gone as expected so far, with the commis- sion requesting "just a couple more" details on types of plant materials and a bit of discussion Q Development review processes should add value to the community by evaluating proposed developments in light of topics important to the community. over which of the light fixture styles was most appropriate. Then the commission turns its attention to the awnings. The signage on the awnings forthe project's anchor tenant was within code and the color was the company's usual red. One of the commission members suggested that while the awning was the company's standard and was in context with the overall building, perhaps a different shade of red would be more attractive, maybe even a maroon. A second commission member chimes in that maroon is much too dark, and that something more vibrant, perhaps leaning toward orange, would be better. The debate on which shade of red was best forthe awning rages on for 45 minutes. To resolve the matter, the chair suggests that the applicant return to the next meeting with three samples of shades of red they would like to propose for the commission to evaluate and then adds that it is now too late to make any formal decisions. The aftermath of the meeting is predict- able. The applicant is frustrated because there is a corporate deadline to start construction that this "hurdle" will delay. He will tell the planner how the whole project is now in jeop- ardy and that all those people who warned him not to build in this town were right! A call from the mayor or city administrator wanting to know what happened is also likely since this is a project the community wants. Development review is an essential ele- ment of municipal operations, and when done well, it provides an opportunity for planners to bring a great value to the communities they serve. The process should always improve mar- ginal developments and reject those that are inappropriate, but it should not be the stum- bling block that inhibits desirable outcomes. ZONINGPRACTICE z.iq AMERICAN PLANNING ASSOCIATION IpOge 2 THE WARNING Elected and appointed officials, planners, and other development process participants can become comfortable with their communities' zoning approval processes. However, we must realize that just because a process worked in the "old" economy, prior to the mid- 2000s, it will not necessarily function well today. Well - capitalized builders and developers who feel they can put a project in the ground on spec and then attract tenants are rare, if they exist anywhere. Communities are faced with a new range of development and financial challenges. For these reasons, it is time to revisit approval processes and find the next set of best practic- es to ensure that development review tasks and requirements add value to our communities. THECHARGE A development review processes should incor- porate three essential themes: • The process must be predictable to the ap- plicant, elected and appointed officials, other departments, and the public in order to assure the best outcomes. • Each step in the development approval process must add value to the process, the development, and the community. • The process must ensure open and continu- ous communication to the applicant, elected and appointed officials, other departments, and the public. Communities should audit their processes in light of these three themes. But remember, the purpose is not just to do "more with less" or to streamline a process. Yes, efficiency and timely review are important, but we must be careful that streamlining is not just doing the same work in less time. A faster development review isn't necessarily a better review. Rather, the question should be to look at the aspects of the review and determine if they advance the community vision. Did the commission need to review awning colors (or, for that matter, landscape and lighting, which could be defined in a code and approved administratively)? If the answer for the community is yes, these are important elements that must be considered by a formal body, and the community should continue to do so. However, if items of limited significance are being reviewed or approval 1,600 1,400 1,200 C 3 1,000 M m o 800 FE 600 a = 400 200 through a commission process isn't essential to enhancing development, they should be eliminated, made administrative, or set to meet clearly defined code standards. This is the type of process streamlining that will save time and money for the community by focusing effort on the issues that matter most and making it a more attractive place to pursue development. THE CAVEAT Is this about tossing out the way communities have conducted development review and start- ing over? Absolutely not. The steps in develop- ment review that reflect the unique values and o o . i ry N m m t ,t n Ln w a n r� w w m m o o ry N m m N N N N N N N N N N N N N N N N N N N N N N N N N N N N U.S. Census Bureau Q Figure i. Single- family housing sales, January 2000— November 2013. ZCNINGPRACTICE 2.14 AMERICAN PLANNING ASSOCIATION I page 3 needs of the community should continue. And while it should go without saying, the purpose is not about accepting development the com- munity neither wants nor needs, nor is it about assuring large profits to an applicant. The objec- tive is to strike a balance in approval processes so as to smoothly facilitate quality development outcomes forthe community and its residents. WHY IS THIS IMPORTANT NOW? To state the obvious, the world of develop- ment, and therefore development approval, has changed over the last several years from what it was prior to the Great Recession. Fig- ures i and 2 for new home sales and building permits reflect the very familiar trend line of peaking in the middle part of the last decade, falling sharply, and now returning (slowly) to an upward trend. But even as the economy begins to gain traction, it is important to ask: Will it ever be 2005 again in the development world? Can communities expect or count on that pace of development returning? Communi- ties cannot rely on securing tax -base support from desired development at the pace they did 10 years ago. That economy is past. The way in which development is done has changed, and development approval practice must reflect that reality. It must be thought of as part of the community's economic development toolbox. The Development Business Has Changed Figure 3 (showing the familiar pattern and an uncertain 2013) indicates annual rates of pri- vate construction in the U.S. Anecdotal stories heard at building counters reflect that while developers are out there looking to take on projects, capital is hard to find and is impact- ing the number of projects being initiated. Not only will developers be limited by access to capital, but they will be more likely to seek public financial participation. More to the point of this discussion, developers will be more risk averse and less likely to pursue development where the approval process is unpredictable. Development Approval and Economic Development Have Changed The capacity of municipalities to regulate and support development has been threatened and impacted by state referenda on property rights and Supreme Court cases such as Nollon, Dolan, and Kelo. These challenges have not gutted the role of municipalities in developing their communities, but they do give communi- 21500 c 2000 , 0 c m N 'o IL 1,500 E a a 1,000 'v .7 m y 500 Cr v .N a o o N .4 N N m m 't 't e rn o w r, I- W W m m O o c c N" m m o 0 0 0 o 0 o O o O o 0 o 0 o 0 o O o 0 c c-1 v-1 c-1 c-1 -1 ,-1 c o o o o o o o o o o o o o o o o o o o o o o o o o o 0 o N N N N N N N N N N N N N N N N N N N N N N N N N N N N C C C C C C C C C C C C C C U.S. Census Bureau Q Figure 2. Residential building permits, January 2000— November 2013. ties reason to be cautious. In this environment, a sound and predictable development approval process becomes an even more valuable eco- nomic development tool. Public Finance Has Changed Established revenue sources to communities have been reduced. In addition, local govern. 40,000 N M 35,000 0 30,000 a N c 25,000 2 0 20,000 P a 15,000 V A c 10,000 a d c 5,000 z ments all over the country are dealing with hav- ing lost, or the risk of losing, funds from state and federal sources. Further, municipalities are facing challenges imposed by funding pension responsibilities; the table below shows the increasing trend of these payments. As those obligations grow, so will the pressure to find new revenue sources to support them. Again, N N" m m-zt t -t Ln n 0 W i' q' R W W m m m 0 0 N N rn m 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ri a—I rl c-1 ei rl r-I c-I c-tl O O O O O O O O o O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N N N N N N fJ N N N N N N N N N [J f+l N N N N N N N N N N C C > i Q-a V j. 40 C C 7 Q- i Q V j. G0 C C 7 i Q f6 O �- N Q1 d N " 7 N O QJ f4 V '� 3 (6 O z a LL o o 2 a z a W X o3; o 2 a,, z a U.S. Census Bureau Figure 3. Private nonresidential construction spending, January 2002— November 2013. ZONINGPRACTICE 2.14 AMERICAN PLANNING ASSOCIATION page 4 the need for attracting desirable development may well be contentious. But it does not need to support fiscal needs becomes an important to be mean spirited or belligerent; it doesn't element of municipal finance. Government Operations Have Changed The mantras heard at budget hearings everywhere are the echoes of very real fiscal constraints: "do more with less," "consolidate," "share services," "outsource," "think like a business," etc. These concepts have merit, but at some point (and many places are already there) budget reductions are cutting bone, not fat. A number of communities set staffing levels based on average, or typical, operations. In areas that do not have a year -round construction season, maintaining staff needed during a busier summer season allows for "catch- ing up" or project work during the winter. Commu- nities unable to carry staff in this way may move to third -parry services for peaktimes. No matter how communities address the budget and staffing challenge, it is important to maintain the empha- sis on quality development review. Too often the concern in light of budget constraints is how to do development review faster, but the question should be how to do it better. THE WARNING SIGNS So how do you know when the process isn't functioning optimally and you need to look at serious change? Keep your eyes open for some warning signs: A Lack of Understanding or Respect for the Process The approval process is not always going to be smooth. It is inherently a negotiation and have to be cops and robbers. If there is a lack of trust, communication, or respect at meetings between staffs and applicants, realize that this is not normal and acceptable. It is time to find and eliminate the cause of a caustic working relationship. In addition, some applicants will go through the motions of the approval process with little regard for staff review or commission evaluation. This approach may be a political calculation by the applicant in the hope that a desire for their project by the community negates the need for in -depth vetting through a public process. This is not the case and should be a warning sign. A deliberative process that seeks and applies concerns brought up by the staff, commissioners, and public input cre- ates a thoughtful deliberation and brings a well- reasoned recommendation to the elected officials. Further discussion at that stage isn't a problem, but officials should be working from a foundation established in the process. Development by Litigation In some cases an approval process will result in litigation. While always possible, the keys to avoiding this outcome are a well - crafted comprehensive plan and set of development policies, practices, and regulations that reflect that plan. In addition, a predictable approval process will lessen the chances of a commu- nity being sued by an applicant. Working from the notion that the applicant will most likely proceed if there is a reasonable chance for success, it is the denial that seems unexpected to them or comes from a late shift in the posi- tion of the community that inspires litigation. A predictable process, well communicated and well executed, can help diminish the potential for litigation. Amending Unnecessary or Inappropriate Requirements It is essential to know and be able to explain why code requirements exist. Dismissive an- swers such as "because the code says so" or "because we've always done it that way" do not communicate properly to applicants or the community the value of development (and building permit) review. Also, there is efficiency to be found in making sure that every step has a purpose — benefiting both the community and applicants. The question is whether the review requirement adds value to the development and the community. If it does, keep it; if not, look to amend the code. That said, change for the sake of change (or to give the appearance of progress) has no value. Likewise, a knee -jerk code or policy change in response to a single undesirable outcome (like an unusual sign or odd -sized porch) is not always necessary. But if patterns appear in approvals that are contrary to com- munity desires or a "loophole" is identified that creates unwelcome development forms, communities should be willing to amend lo- cal codes to support desired outcomes. The same is true should the need arise to consider updates to the approval process. In making changes, communities should take note that seeking out different perspectives and being open to the changes they propose (even small ones) can improve the process and are appreci- ated by applicants. A Reliance on Last - Minute Negotiation As stated earlier, development includes ne- gotiations. When that negotiation happens is important, and the earlier in the process the better. The ability to be flexible diminishes, for both municipality and applicant, as the pro- cess moves forward. A last - minute demand will either be a genuine issue or create a percep- tion of unreasonableness (from either party) and may upend a desired outcome. A Lack of Internal Communication In most communities the team that conducts development review is multidisciplinary and from different departments. Communication ZONINGPRACTICE 2.14 AMERICAN PLANNING ASSOCIATION l pages among these groups is essential. A lack of com- munication will limit desirable outcomes and send the message that the community is not ready to do business. A Lack of Positive Development Outcomes Securing desired developments that advance the community's plans, vision, and quality of life is the ultimate aim of an effective de- velopment approval process. To ensure this is working, always go back and see how the development turned out. See what the local commissioners, residents, and elected officials think. Not everyone will like every develop- ment, but finding that the community is consis- tently not pleased with outcomes is reason to reconsider how projects are approved. HOW TO IMPROVE THE DEVELOPMENT APPROVAL PROCESS If you notice any of the warning signs above, it's time to start an internal discussion. Identify a point person to talk with staff, commissions, and elected officials to understand what the community needs and wants from the process. Talk to the customers (developers) about their take on the process. Review your development approval steps to see that they add value. You should ask: Why do we do this? Who does it help? Is the cost for review greater than the benefit? Evaluate the system in light of the themes, truisms, and best practices outlined below. Predictability The best development approval process will have a defined structure understood by all involved. To facilitate such an outcome, com- munities should be cognizant of the numerous perspectives in the process and work to create a common understanding of how the process functions. Certainty versus flexibility. Communities want to know precisely what will be built, who will occupy it, when it will be finished, and what it will look like. Developers want to make many of these determinations later (to be sure the construction material is in stock, negoti- ate leases overtime, change the appearance depending on tenants plans, etc.). There is no way to completely bridge the certainty versus flexibility gap, but the answer is to provide predictability. Approval ordinances, codes, or development agreements should spell out what can change after approval, including what can be signed off on administratively and what will require a new hearing. Different game for the little guys. Large developers or businesses may have a team of attorneys, architects, traffic engineers, land- scape architects, and other professionals to as- sist with review processes. Smaller applicants will not. They may have never been through an approval before. The process will be full of jargon and intimidating meetings. They will need assistance (and time) from staff to make it through the process. Many communities note a desire to emphasize locally owned busi- nesses as part of their economic development program, and having an approval process they can navigate is a great place to start. Conduct commissioner training. The com- munity members sitting on various develop- ment- related boards and commissions more often than not have no technical training or professional expertise in development review or code preparation. Even the best staff reports cannot make them experts in the field, and many will be unwilling to ask questions they feel are too simple. They are on the commis- sions because of their interest in and commit- ment to their community. Further, as residents they will certainly have a keen understanding of the town's quality of life, expectations of community members, local history, etc. While volunteer board members will bring these insights to the commission deliberations, staff can help enhance the efficacy of these boards and commissions by finding the time and op- portunity to provide training in commission operations and development review practice. Communicate the process and expecta- tions. Developers should know early in the process what information, studies, meetings, and approvals will be required. This need not be sugarcoated; it should be realistic. Part of this communication is also to understand the applicant's position (with an open mind). Be ZONINGPRACTICE z.iq AMERICAN PLANNING ASSOCIATION 1page 6 aware of that position and take time to under- stand it. However, it doesn't change the need for high- quality development standards to be met. Further, the community planner must maintain a position as supporter of the vision, goals, and processes of the community, but these objectives can be accomplished in a way that keeps the community's process from being an impediment to economic development. Incorporate community plans. The com- munity's comprehensive and subarea plans must be incorporated into the approval process from the outset of discussions with potential applicants. This establishes community needs and desires as the benchmark for consider- ation and helps the developer understand expectations. A clearly defined vision will help an applicant focus on that outcome; most ap- plicants will avoid an uphill climb with limited chance of success. When a developer or prop- erty owner walks into the planning department and asks what type of development project the municipality wants in a specific location, hav- ing a sound, thoughtful answer will encourage appropriate development proposals and dis- courage projects that are inconsistent with the community's vision. Establish and communicate meeting protocol. Most residents don't spend a lot of time in public meetings (though they may watch on local cable). An essential element of development approval is to make it a public process. It should make the community com- fortable that the review process is not a mere formality. Take a few minutes and explain to the public how the review process works at the beginning of the meeting, or create a simple brochure that explains the process and meeting protocol. Value Added Each step in the development review process and each of the codes the process applies must have a specific purpose for advancing the community's vision, comprehensive plan, and quality of life. They need not be limited, easy to address, or common in other towns, but they should have a purpose that can be reason- ably explained to applicants, commissioners, elected officials, and residents. Reviewsteps must add value. As sug- gested above, program enhancement is about understanding and explaining the purpose of a review task. To be beneficial to the community a task must add value to the process and help make the development proposal better. Dealing with limited staff resources. Frequent applicant communications, in -depth technical analysis, and being available to elected and appointed officials can be difficult for planners in communities with limited re- sources. However, this does not diminish their importance. A review of the approval process should certainly consider how to meet local objectives with limited staff resources. Little efforts can make a big difference. Revisiting a development approval process does not require wholesale change, especially just for the sake of change. It may be that an updated explanation or diagram of the process, or con- solidating steps, serves the community and ap- plicants well. In addition, involving the develop- ment and business community in the evaluation provides value by showing that the community is committed to reviewing proposed develop- ment in the most effective manner available. Communication Open and continuous communication with ap- plicants, community officials, other staff, resi- dents, and other stakeholders is foundational to all of the concepts described in this article. This point is often forgotten, either because it is so basic or because in some situations it is inconvenient, but no approval process can succeed without this key ingredient. No surprises. The city manager, public commissions, and elected officials should be well informed (early on) of issues or questions that are likely to be controversial. Likewise, a developer should be made aware of what they may expect in the process; again, it should be realistic and reflect an understanding of previ- ous project approvals. Communicate early and often in the pro- cess. A clear and comfortable path for commu- nication is essential. This must exist between the staff and the applicant and between staff and appointed and elected officials. This can be formal or informal, but it must be present. If you haven't already, consider establishing single points of contact for such communica- tions. Communicate internally. Organizational "silos" are problematic in many instances. This is certainly the case for effective development review; the process must include discussion among all work groups on a regular basis (this cannot be stressed enough). The process may be led by a planning or community develop- ment department, but must involve public works, fire, police, parks and recreation, corporation counsel, and other internal stake- holders. These groups should meet regularly to assure consistency and be available to the applicant to clarify matters early in the review process. CONCLUSION It is not the place of any municipality to swing open the doors and allow development at all costs or to tilt the process in favor of anyone's profit motive. That is not the intent of the con- cepts raised here. The point is that to conduct development review as if it were 2005 —or to use the same process that was in place in 2005 —is detrimental to the community. Creat- ing an environment that facilitates a good de- velopment process leads to desired outcomes that benefit the entire community; it is a role for which planners are uniquely qualified and should be leading in their municipalities. VOL. 31, NO. 2 Zoning Practice is a monthly publication of the American Planning Association. Subscriptions are available for $95 (U.S.) and $120 (foreign). W. Paul Farmer, FAIcP, Chief Executive Officer; David Rouse, AICP, Managing Director of Research and Advisory Services. Zoning Practice (ISSN 1548 -0135) is produced at APA. Jim Schwab, AICP, and David Morley, AICP, Editors; Julie Von Bergen, Assistant Editor; Lisa Barton, Design and Production. Missing and damaged print issues: Contact Customer Service, American Planning Association, 2o5 N. Michigan Ave., Suite 1200, Chicago, IL 6o6o1 (312 -431 -9100 or customerservice @planning.org) within 90 days of the publication date. Include the name of the publication, year, volume and issue number or month, and your name, mailing address, and membership number if applicable. Copyright @2014 by the American Planning Association, 2o5 N. Michigan Ave., Suite 1200, Chicago, IL 6o6o1 -5927. The American Planning Association also has offices at 103015th St., NW, Suite 750 West, Washington, DC 20005 -1503; www.planning.org. All rights reserved. No part of this publication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the American Planning Association. Printed on recycled paper, including 50 -70% recycled fiber and 10 % postconsumer waste. ZONINGPRACTICE 2.14 AMERICAN PLANNING ASSOCIATION I page? 0 W V o � Q m V Q o N N 0 A/ Q N u0 O Z Ya- z Q + O C O v�o �Q o a t O ZQ `^`"_ 0 E z ° 2 Ln `^ •- •- M •— N a N Lf) ° HOW DOES YOUR DEVELOPMENT REVIEW PROCESS AFFECT ECONOMIC DEVELOPMENT?