NVBIA NAIOP GOAL 3 Update Feb. 11, 2016

1. NVBIA NAIOP GOAL 3 Update
February 11, 2016
www.fairfaxcounty.gov/success
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2. 2
The Board adopted the
Economic Success Strategic
Plan in March, 2015. This
document and its six goals
plays a prominent role in
the current County efforts.
Economic Success Strategy
Strategic Plan to Facilitate the Economic Success of Fairfax County
Economic Success
http://www.fairfaxcounty.gov/success/strategic-plan-facilitate-economic-success-2015.pdf

3. Board Approved “Booster Shot”
Strategic Plan to Facilitate the Economic Success of Fairfax County
Economic Success
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Booster Shot did four things:
• Raised Fees – estimated
$5.2M per year
• Created 28 New Positions
• Funded Outside Review of
Process – Gartner Study
• Promissory Note To
Stakeholders to Improve
Services
Board’s commitment
to economic success
shown by supporting
“Booster Shot” out-
of-cycle with
County and industry
support

4. Improve the Speed, Consistency and Predictability of the
Development Review Process while
1) maintaining a meaningful participatory role for County
residents,
2) recognizing that time-to-market
is crucial and
3) understanding the importance
of agility in responding to
market demand.
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Vision for Goal Three
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success

5. Primary Themes
A number of primary themes were identified through current state analysis
VISION FOR GOAL 3
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Improve the Speed, Consistency and Predictability of the Development
Review Process while 1) maintaining a meaningful participatory role for
County residents, 2) recognizing that time-to-market is crucial and 3)
understanding the importance of agility in responding to market demand.
Accomplish these goals by:
• Providing integrated development review services to our customers that
eliminate silos
• Developing a unified service delivery culture across the full system –
County, industry and community
• Setting consistent and understandable guidelines with regard to the
development review process to improve predictability and achieve
anticipated outcomes. Revise codes and ordinances to ensure they are
relevant to today’s more urban and increasingly complex development
patterns
• Defining service levels and approval timeframes that are matched to
resources and fees based on mutually agreed upon expectations
• Implementing and then updating technology to support the vision; and
• Recruiting and retaining a well trained staff and ensuring they have the
knowledge, resources and support with the commensurate level of
organizational morale to effectively perform the work.
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Agency Leads spent
time together over
the summer to detail
a vision for Goal
Three.

6.  Fairfax County has many strengths. Because this is a process improvement effort, we are focused on perceived
weaknesses, opportunities and threats.
FAIRFAX COUNTY SWOT
Strengths Weaknesses
Fairfax is already a great place to live, work, and
play.
Well managed government dedicated to
improving Development Services.
Strong local development industry and
collaboration with the County through a formal
Steering Committee.
 Culture - regulatory review process has become
adversarial and there is a culture of ‘no.’
 Complexities in regulations, processes, nature of
development hamper delivery of services and make it
difficult for customers to comply.
 Fractured, siloed approach to regulatory review
functions limit coordination and collaboration.
 Time to market is no longer competitive.
 Technology is aging and difficult to adapt to meet
business needs.
 Lack of metrics to measure, manage, and improve
operations.
Opportunities Threats
 Leadership exists from inside and outside to make
a positive change to support economic success.
 Great developing partnership evidenced by this
effort.
 Redevelopment (CRDs, Tysons, Reston, TODs).
 Technology improvements planned and in-progress
(e.g. ePlans and Modernization).
 Potential for business realignment
 Competition for development opportunities from other
jurisdictions.
 Cost constraints to implement recommendations.
 Succession plan – retirements of experienced,
knowledgeable staff – needs to be established.
 Availability and experience of Staff to implement
recommendations.
Gartner’s Fairfax County SWOT
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success

7. Primary Themes
A number of primary themes were identified through current state analysis
In the Current State Assessment Gartner identified seven primary themes
that capture the major issues and opportunities for the County as it relates
to development services. These themes serve as a framework for
recommendations and the development of the future state vision.
1. The land development process has become increasingly adversarial over time
2. Cultural issues impair efficient customer service and effective service delivery
3. Fairfax County operates in silos, which limits ability to effectively communicate
and coordinate with one another
4. Complexities and inconsistencies with land use and development polices and
regulations hamper predictability and efficiency of service delivery
5. Inconsistencies throughout the process hamper predictability and efficiency of
service delivery
6. Aging, non-integrated technology systems exacerbate process and customer
service issues
7. Metrics do not fully measure quality and actual workload or priorities
Primary Themes For Improvement Resulting From Current
State Assessment
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
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8. • Current State Assessment (Dec. 9, 2015)* - includes maps of our current
processes, summarizes Gartner’s findings specific to Fairfax County.
*Although the CSA was finalized in December, 2015, it was based on research and interviews in February/March, 2015.
Concurrent improvement efforts have already begun to address challenges identified.
• Jurisdictional Comparison (Dec. 11, 2015) - contains ideas from other
jurisdictions to begin to consider options to address challenges identified in
Fairfax.
• Future State Vision (anticipated Spring, 2016) – will include the ideas for
changes in process/organization/service to respond to the challenges identified
in the CSA.
• Roadmap (anticipated Summer, 2016) – will map the steps to implementation
of the Future State Vision
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Gartner Deliverables
Improve the Speed, Consistency, and Predictability of the Development Review Process

9. 9
CONCURRENT EFFORTS
Improve the Speed, Consistency, and Predictability of the Development Review Process
– The graphic below highlights the linkage between Gartner deliverables and Fairfax’s parallel improvement
initiatives. It should be noted that the Gartner review began in January 2015 and the County has been
executing concurrent improvement efforts. As a result, some processes/procedures referenced as anecdotal
information gathered may have been modified before the completion of this report.

10. Primary Themes
A number of primary themes were identified through current state analysis
Tackling Initiatives List
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
119?
92?
5 or 6?
221?
Prioritized to
7 Initiatives
!
• Constantly gathering suggestions for improving our processes and services:
RPIdeas@fairfaxcounty.gov
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11. Primary Themes
A number of primary themes were identified through current state analysis
Accomplishments
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
• Streamlined inspection process by combining DPWES and VDOT initial inspection
• Improved availability of overtime for Fire Marshal inspections; reduced FMO scheduling backlog
• Developed typical rejections lists for all land development agencies so that applicants can check
their plans against them
• Streamlined process for trail and bicycle waivers
• Eliminated waiver requirement for underground detention in some residential and mixed use
projects
• Created opportunity to install septic systems concurrent with site grading to expedite
construction/approval
• Dramatically reduced applications acceptance times
• e-Plan submission is now live for zoning applications
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IMPROVEMENT EFFORTS ARE CONTINUOUS

12. Primary Themes
A number of primary themes were identified through current state analysis
Top Seven Initial Initiatives
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Concurrent with the Gartner review,
Agency Directors chose these
initiatives as priority topics to
address cross-agency challenges.
Many of these ideas came from the
comments received during the Think
Tank exercises in May. The goal for
these initiatives is to implement
meaningful change within 6-12
months.
Joint Training Academy
(Paul Shirey/Ellen Gray)
Planning and Development Customer
Information Center
(Jeff Blackford)
Project Management Approach Pilot
(Bill Hicks/David Bowden)
Proffer Cross-Agency Team
(Fred Selden/Regina Coyle)
Small Business/Retail Strategy
(Ellie Codding/Andrew Hushour)
Parking Management
(Jan Leavitt/Jeff Hermann)
Opening Restaurants
(Pieter Sheehan/Chase Suddith)
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INDUSTRY ADDS: Third Party Review and Improved/Streamlined VDOT/FCDOT Coordination (These two
are not “Top 7” because they are not cross-agency and/or of limited scope; however, assessment on
these topics is concurrently underway)

13. Primary Themes
A number of primary themes were identified through current state analysis
Joint Training Academy
Ellen Gray and Paul Shirey
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Objective:
Develop and adequately resource a training academy under which all staff participate to become
“certified” in the entirety of the development review process. Training will include:
1) A general understanding of development process, and the technical concerns associated with
the missions of each review agency as well as that of developers/applicants.
2) Technical training to educate staff and promote common understanding
3) A common culture that supports teamwork and customer service
Status:
1) Inventory completed of customers/stakeholders current training offerings and training
needs/wants
2) Secured vendor cost proposals for development of a Land Development Process Review 101
Course to be piloted in early June 2016 and for train-the-trainer to occur at the end of April;
early May)
Ongoing Work/Next Steps:
1) Development of course materials
2) Proposal evaluation for “Train-the-trainer”
3) Consideration of organizational structure and needed resources for sustainability 13

14. Primary Themes
A number of primary themes were identified through current state analysis
Planning & Development Customer Information
Center – Jeff Blackford
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Objective:
1) streamline the customer experience with easier/faster navigation;
2) provide the public with consistent guidance on the development process;
3) enable a core team of specialists to address a majority of inquiries, thus allowing better utilization
of the rotating POD or EOD functions.
Status:
1) Space to locate has been identified
2) Anticipate using existing EOD/POD staff and rotating them to this space
3) Emphasis in early stages on providing existing content, referral to appropriate agencies, identifying
needs of customers to determine priorities for expansion of services
Ongoing Work/Next Steps:
1) Content to be tailored based on pilot findings
2) Consider placement of permanent staff with specialized training to address as many
inquiries as possible (3-5 Staff, possibly upper level Tech, Supervisor)
3) Provide user kiosk in Herrity lobby
4) Public, interactive website built on collaborative pilot
5) Consolidated and continuous knowledge base developed
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15. Primary Themes
A number of primary themes were identified through current state analysis
Project Management Pilot
Dave Bowden, Bill Hicks and Bin Zhang
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Objective:
Evaluate project management structures to identify strengths/weaknesses/
opportunities to meet the needs of customers and staff to the Fairfax process.
Recommend a pilot to address current needs.
Status:
1. Workgroup has meet several times with various subject matter experts.
2. Workgroup has drafted a whitepaper that:
A. Details current practices.
B. Describes various project management models and options.
C. Proposes an implementable pilot.
On-going Work/Next Steps:
1. Workgroup will finalize the whitepaper/proposal in the coming days.
2. Workgroup will circle back with the Senior Leadership Group to present the paper
and receive any feedback.
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16. Proffers: Cross-Agency and Stakeholder Team
Fred Selden and Regina Coyle
Improve the Speed, Consistency, and Predictability of the Development Review Process
Objective:
Evaluate the practices associated with proffers to determine opportunities to ensure that they are drafted in
a manner that clear, concise, trackable and implementable.
Status:
1. Proffer language review process has been mapped from submission through staff report publication to
ensure that all parties are cognizant of their review roles; Outreach to internal staff and development
industry representatives is being scheduled to identify opportunities for increased participation and
other improvements.
2. Group has identified “most common proffers” for discussion of “standardizing” proffer language
3. Two proffer compliance positions have been filled and onboard process is complete. The staff members
are being immersed in their roles and are actively reviewing the proffer compliance narrative guidelines
for improvement.
On-going Work/Next Steps:
1. Facilitated outreach sessions with internal staff and development industry representatives are being
scheduled to solicit feedback on ongoing efforts.
2. Review minor modification provisions of the Zoning Ordinance for additional flexibility opportunities
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Proffers: Cross-Agency and Stakeholder Team
Fred Selden and Regina Coyle

17. Primary Themes
A number of primary themes were identified through current state analysis
Small Business and Retail Strategy
– Ellie Codding and Andrew Hushour
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Objective:
Simplify and share information to improve the experience of opening small business and retail establishments in
Fairfax County.
Status: Met with retailers to identify pain points to focus efforts.
Short Term Efforts:
1) Web update: map in simple steps the zoning/permitting process (goal: 2/16, see link for similar content at
http://www.fairfaxcounty.gov/business/starting-a-business/restaurants.htm)
2) Sign Brochure: produce 1-page glossy handout with graphics geared to sign manufacturers describing allowable
signage (goal: 3/16)
3) Scenario Road Maps: map steps for various processes (change in tenant, change in use, interior alteration, etc.)
including time frames (goal 3/16 for at least four scenarios)
On-going Work/Next Steps:
1) Review permitting processes with the goal of making them “retail/small business friendly” (include individual
enterprises, shopping centers and larger developments (malls), as well as initial occupancy of centers with
multiple users)
2) Create central repository for this type of information (maybe virtual Fairfax, my neighborhood, LDHI, etc.). Goal:
mid-2016.
3) Create fillable forms, based on restaurant use group success
4) Evaluate Zoning Ordinance classifications to ensure they are still valid and useful (e.g., restaurant distinctions)

18. Primary Themes
A number of primary themes were identified through current state analysis
Parking Strategies
Jan Leavitt and Jeff Hermann
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Objective:
Provide clarity to the processes surrounding parking requirements in the County including when a
parking tabulation is required, the process and criteria for parking redesignations and or
reductions.
Status:
1) Redesignation plans: when are they necessary, document submission and review
processes, create submission checklists, provide information on website (Goal: 5/16)
2) Parking Tabulations: Create a fillable form; develop use-rate table to assist in completing
form; document overall process; update website (Goal: 5/16)
3) Consider administrative review process for reductions, particularly in TOD’s; examine the
approval conditions to add flexibility via modifications to the process (Goal 9/16)
4) Codify parking management & enforcement conditions; prepare guidelines; publish
information on website (Goal: 9/16)
On-going Work/Next Steps:
1) Define/create a group or develop recommended practices to address entire perspective
and interrelated issues (e.g., how to handle potential impacts of reductions to residential
permit parking districts)
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19. Primary Themes
A number of primary themes were identified through current state analysis
Restaurants
Pieter Sheehan and Chase Suddith
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
Objective:
1) Develop a single application that navigates clients through the county’s
multiagency permit process;
2) Develop a “how-to-guide” to explain the permitting process
Status:
1) Draft concept application and “how-to-guide” complete
2) Beginning business modeling as-is process
On-going Work/Next Steps:
1) Complete application and “how-to-guide”;
2) Convert both into electronic format
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20. Project Timeline for Completion of Strategic AssessmentCategories and Concepts
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Category Concepts Informing Fairfax County Future State Vision
Operational OP-1. Transformational efforts
OP-2. Enterprise fund
Organization O-1. Organizational structure for planning, zoning, site, and building functions
O-2. Consolidation of plan review and inspection responsibilities
O-3. Organizational hierarchy
O-4. One-Stop Shop model for the customer service center
O-5. Project management
Process P-1. Transparency and early public engagement
P-2. Educating the public
P-3. Formalized public engagement
P-4. Services tailored to the complexity and needs of the project
P-5. Sketch plan review process
P-6. Third-party entity role in plan review and inspection approval
P-7. Professional certification
P-8. Staff incentives
Regulations
and Policy
RP-1. Overhauling zoning ordinances
RP-2. Improving proffers to facilitate consistency, traceability, and enforceability
Technology T-1. Modernizing technology systems
In the Jurisdictional Comparison, Gartner outlined the following
categories as a way to help the County focus their considerations for
improvements.
Economic Success

21. Project Timeline for Completion of Strategic AssessmentVISIONING MEETINGS
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Economic Success
Theme Concepts Informing Fairfax County Future State Vision Meeting Topic
1. The land development process has become
increasingly adversarial over time
OP-1. Transformational efforts Transformational Efforts
2. Cultural issues impair efficient customer service
and effective service delivery
OP-1. Transformational efforts
O-3. Organizational hierarchy
Transformational Efforts
Organizational Structure
3. Fairfax County operates in silos, which limits
ability to effectively communicate and coordinate
with one another
O-1. Organizational structure for planning, zoning, site,
and buildings functions
O-2. Consolidation of plan review and inspection
responsibilities
O-4. One-Stop Shop model for the customer service
center
O-5. Project management
Organizational Structure
Project Management
One-Stop Shop
4. Complexities and inconsistencies with land use
and development policies and regulations hamper
predictability and efficiency of service delivery
RP-1. Overhauling zoning ordinances
RP-2. Improving proffers to facilitate consistency,
traceability, and enforceability
Regulations
5. Variations throughout the process hamper
predictability and efficiency of service delivery
P-1. Transparency and early public engagement
P-2. Educating the public
P-3. Formalized public engagement
P-4. Services tailored to the complexity and needs of the
project
P-5. Sketch plan review process
P-6. Third-party entity role in plan review and inspection
approval
P-7. Professional certification
P-8. Staff incentives
Public process
Service delivery
Review process
Third Party Review
Staffing/Technology
6. Aging, non-integrated technology systems
exacerbate process and customer service issues
T-1. Modernizing technology systems Staffing/Technology
7. Metrics do not fully measure quality and actual T-1. Modernizing technology systems Staffing/Technology

22. Project Timeline for Completion of Strategic AssessmentVisioning
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December, 2015: Gartner began the visioning work by presenting the draft
Jurisdictional Comparison document to the Senior Leadership Team, Regulatory
Process Steering Committee members and Top 7 Initiatives Leads.
January – March, 2016: Senior Leadership Team/Agency heads will meet to
evaluate options presented by Gartner as well as other options to shape new
vision/process. Gartner will provide research and roadmaps for next steps.
Fall, 2016: estimated completion date for Top Seven Initiatives
CONTINUAL STAFF ENGAGEMENT IS CRITICAL TO THE SUCCESS
OF THESE EFFORTS – RPIDEAS@FAIRFAXCOUNTY.GOV
Economic Success

23. Primary Themes
A number of primary themes were identified through current state analysis
QUESTIONS?/COMMENTS? WANT MORE
INFORMATION?
Improve the Speed, Consistency, and Predictability of the Development Review Process
Economic Success
RPIdeas@FairfaxCounty.gov
Meaghan Kiefer
Regulatory Initiatives Coordinator
Office of the County Executive
Herrity 655
Office: 703-324-5880
Email: Meaghan.Kiefer@FairfaxCounty.gov
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