Planning And Development Department Strategic Operational Plan


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Planning Department Strategic Plan Overview

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Planning And Development Department Strategic Operational Plan

  1. 1. Developing a Strategic Departmental Plan Planning and Development Department Madison County, Illinois Alan J. Dunstan – County Board Chairman
  2. 2. Departmental Strategic Plan <ul><li>Basic Set of Assumptions </li></ul><ul><li>Plan should relate to medium term 2/3 yrs </li></ul><ul><li>Must be undertaken by top management – (identified and bought by Professional Staff) </li></ul><ul><li>Focus on matters of strategic importance </li></ul><ul><li>Be separated from day-to-day work </li></ul><ul><li>Be realistic, detached and critical </li></ul><ul><li>Be customer service oriented </li></ul><ul><li>Be reviewed periodically (bi-monthly) </li></ul><ul><li>Be written down - followed </li></ul>
  3. 3. Departmental Strategic Plan <ul><li>Steps to Achieve a Department Based Plan </li></ul><ul><li>Develop a Vision and Mission Statement </li></ul><ul><ul><li>Identify what do you do? Set the framework </li></ul></ul><ul><ul><li>Establish a statement to move forward from </li></ul></ul><ul><li>Set Realistic Actions - Goals and Objectives </li></ul><ul><ul><li>Where do we want to go? Timelines - milestones </li></ul></ul><ul><li>Develop Strategies and Programs </li></ul><ul><ul><li>What enhancements on existing programs? </li></ul></ul><ul><ul><li>What about new programs? Capabilities? </li></ul></ul><ul><ul><li>Implementation coordination with budgets </li></ul></ul><ul><li>Assessment (monitor progress – or setbacks) </li></ul><ul><ul><li>Periodic feedback – staff – managers – citizens - electeds </li></ul></ul><ul><ul><li>Reporting progress - timelines </li></ul></ul>
  4. 4. Departmental Strategic Plan <ul><li>Vision and Mission </li></ul><ul><li>Madison County Planning and Development Department will provide professional advice and technical expertise for the effective planning, design and management of development within Madison County and to oversee the implementation of the County’s long-range master plan; to plan for future growth; to manage the environmental resources of Madison County and to focus on the long term commitment of economic and environmental quality for the citizens of Madison County. </li></ul>
  5. 5. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Code Enforcement </li></ul><ul><li>Enforce all Building and Development Codes </li></ul><ul><li>Manage Erosion Controls </li></ul><ul><li>Enforce Subdivision Controls </li></ul><ul><li>Enforce Private Sewage System Codes </li></ul><ul><li>Enforce Fireworks and Mobile Home Park Controls </li></ul><ul><li>Enforce Liquor Ordinance and Amusement Ordinance </li></ul>
  6. 6. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Land Use Planning </li></ul><ul><li>Enforce the 2020 County Land Use Plan </li></ul><ul><li>Corridor Planning Efforts – (Rt 3, I-255 I-55) </li></ul><ul><li>Assist Municipal Planning efforts </li></ul><ul><li>Census 2010 support </li></ul><ul><li>Statistical data support </li></ul><ul><li>GIS coordination </li></ul>
  7. 7. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Zoning Code Enforcement </li></ul><ul><li>Conduct hearings for various zoning uses and give recommendations to County Board </li></ul><ul><li>Handle all re-zoning Requests </li></ul><ul><li>Issue Special Use Permits and variances </li></ul><ul><li>Appeals to Zoning Code-Interpretations </li></ul><ul><li>Amendments to County Zoning ordinance </li></ul>
  8. 8. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Solid Waste Planning and Enforcement </li></ul><ul><li>Manage the County’s Solid Waste Management Plan </li></ul><ul><li>Inspect Landfills (2) and issue landfill licenses </li></ul><ul><li>Enforce Illinois Law on Random Dumping </li></ul><ul><li>Illinois Environmental Protection Agency Coordination with Landfill Permit Applications and conduct site inspections and complaints </li></ul><ul><li>Issue Landfill Hauler Licenses and Special Waste Licenses </li></ul>
  9. 9. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Recycling Programs </li></ul><ul><li>Carry out the Recycling Objectives of the County Solid Waste Plan – (County is at 33% - State is 30%) </li></ul><ul><li>Manage the Curbside Recycling Program – municipal curbside bins </li></ul><ul><li>Operate a School Recycling Education Program </li></ul><ul><li>HHW – E-Waste – Tires – Meds Events </li></ul><ul><li>Manage a Commercial and Municipal Recycling Education and Grants Program </li></ul>
  10. 10. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Environmental Laboratory </li></ul><ul><li>Maintain and operate a State certified Environmental Lab </li></ul><ul><li>Manage and test the county’s Public and Private Water Supplies </li></ul><ul><li>Enforce all laws related to Public and Private Sanitary Sewer Systems </li></ul><ul><li>Manage Private Water Wells & Miscellaneous Industrial Users </li></ul><ul><li>Conduct Private Sewer system Inspections </li></ul>
  11. 11. Departmental Strategic Plan <ul><li>What We Do? Framework </li></ul><ul><li>Storm Water and Environmental Programming </li></ul><ul><li>Enforce Storm Water and Erosion Control regulations </li></ul><ul><li>Investigate storm water problems and complaints </li></ul><ul><li>Manage grant programs for purchasing wetlands, conservation areas and flood mitigation projects </li></ul><ul><li>Work with Corps of Engineers and IDNR on eco-restoration and other environmental projects </li></ul>
  12. 12. Departmental Strategic Plan <ul><li>Goals and Objectives </li></ul><ul><li>Goals are specific measurements to be achieved by implementing strategies and programs in pursuit of the Department’s objectives. They should be quantifiable, consistent, realistic and achievable </li></ul><ul><li>Objectives should relate to the expectations and requirements of the County leadership, including the employees, the citizens we serve and our elected officials – should reflect the underlying reasons for why we are running the Department </li></ul>
  13. 13. Departmental Strategic Plan <ul><li>Assumed Goals and Objectives – Baseline </li></ul><ul><li>Improve Dept information Flow – Service oriented – available for elected officials and citizens </li></ul><ul><li>Create news clip service and develop FAQ’s </li></ul><ul><li>Modernize Office functions –make use of available technologies </li></ul><ul><li>Standardize and brand department (use new logo) </li></ul><ul><li>Raise awareness of department efforts - perception </li></ul><ul><li>Develop a specialized planning initiatives effort </li></ul><ul><li>Increase training opportunities for all staff </li></ul><ul><li>Emphasis on “Green” programs and policies in the recycling programs – climate change! Expand Environmental programming efforts </li></ul><ul><li>Build on Stormwater program – environmental management </li></ul><ul><li>Share information – department to department </li></ul>
  14. 14. Departmental Strategic Plan <ul><li>Developing Strategies and Program Enhancements </li></ul><ul><li>Difficult to quantify public sector benefits </li></ul><ul><ul><li>No profit or loss </li></ul></ul><ul><li>Can quantify bottom line results – (revenues) </li></ul><ul><li>Decided “early on” to improve information flow between citizen --- (process) --- elected officials </li></ul><ul><ul><li>From staff interviews and elected officials interviews </li></ul></ul><ul><li>Must take a common sense approach </li></ul><ul><ul><li>Keep it simple – modernize where possible </li></ul></ul><ul><ul><li>Use Professional Staff in place – hold regular staff meetings </li></ul></ul><ul><li>Use best practices where possible </li></ul><ul><ul><li>Why reinvent the wheel? - programmatic enhancements </li></ul></ul>
  15. 15. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Short - Term </li></ul><ul><li>Interview all office staff – what do you do? </li></ul><ul><li>Office Services Brochure Created (none in place) </li></ul><ul><li>Implement use of Staff Advisory Reports (what we do) </li></ul><ul><li>Need Zoning Board Process Improved (lawsuit) </li></ul><ul><li>Fee structure reviewed (last one 2000) </li></ul><ul><li>Initial website redesign (need more) </li></ul><ul><li>Redesign recycling website (updating) </li></ul><ul><li>Increase presence within County (NACP-IACZO) </li></ul><ul><li>Re-organize space – flags, dividers, pictures (done) </li></ul><ul><li>Emphasis on Fact Sheets on every Topic (done) </li></ul><ul><li>Media Out reach effort – prepare news releases (done) </li></ul>
  16. 16. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>New County Zoning Maps </li></ul><ul><li>County Zoning maps were converted from cloth/paper copies and are now digitized </li></ul><ul><li>Maps are now available to all office staff for viewing and printing (Done) </li></ul><ul><li>Maps are provided to the Zoning Board and to the Planning and Development Committee for decision making process. Also place zoning maps on website . (DONE) </li></ul>
  17. 17. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Zoning Ordinance Re-Adoption </li></ul><ul><li>Over time, the zoning ordinance has been modified via interpretations made by the Administrator and the Planning and Development Committee (Near term) </li></ul><ul><li>These interpretations are being placed into a single document and incorporated into the entire Zoning Ordinance. This is a priority. </li></ul>
  18. 18. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Storm Water Management Program </li></ul><ul><li>The department assists in the management and overall operation of the new County Storm Water Management Program (DONE) </li></ul><ul><li>Support the County Board Chairman with his goals in this effort and “staff up” the new Storm Water Commission per Illinois Law (ON-GOING) </li></ul><ul><li>Create by-laws, work plan, organizational rules and procedures for the Commission (DONE) </li></ul><ul><li>Tour of major storm water problem sites (Done – West) </li></ul><ul><li>Formulate an RFQ for the development of the Comprehensive Madison County Storm Water Management Plan (DONE) </li></ul>
  19. 19. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>New Department Website </li></ul><ul><li>A top priority is to develop a quality department website for the Planning and Development functions of Madison County (Near done) </li></ul><ul><li>This project to include: interactive maps, downloadable permits, interactive forms and public information sheets for all building, zoning, environmental and solid waste management functions </li></ul><ul><li>Determined to utilize in-house IT Department to assist in the departmental level website but contract with an outside firm to conduct a revision to the recycling function website </li></ul>
  20. 20. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Staff and Elected Official Education-Training </li></ul><ul><li>The department will continue to take an active role in promoting staff and elected official education </li></ul><ul><li>Employee Training A Priority – ICC Certification for all Inspectors – will lower ISO rating for citizens </li></ul><ul><li>Tour of major development and regional sites in and around Madison County – elected official awareness Regional sites – Scott Air Force Base-MidAmerica Airport – elected and staff awareness (near term) </li></ul><ul><li>Tour of major regional infrastructure Mel Price Lock and Dam, Rivers Edge, Chouteau Island – awareness </li></ul><ul><li>Zoning Primer – Zoning 101 basics for PD Committee and Zoning Board of Appeals – improve knowledge </li></ul>
  21. 21. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Recycling Program – Environmental Awareness </li></ul><ul><li>Underway </li></ul><ul><li>Increase awareness of “green technologies” and ways that people can reduce their “carbon footprints” </li></ul><ul><li>Hire Environmental Sustainability Intern – help on Green projects </li></ul><ul><li>Continue E-Waste, HHW, tire collection, meds effort </li></ul><ul><li>Increase county bldg recycling to 60% - expand programs and create departmental coordinators </li></ul><ul><li>School programs expanded to include venue recycling for sporting other events – packages developed </li></ul><ul><li>Expand Special Grants for supplemental efforts </li></ul><ul><li>Hold workshops with all School Recycling Coordinators to determine how recycling effort is progressing in schools </li></ul><ul><li>Increase regional visibility – participate in workshops, events, RCGA </li></ul>
  22. 22. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>GIS (Geographic Info Systems) </li></ul><ul><li>Underway </li></ul><ul><li>Expand department’s involvement in the County’s Geographic Information System (GIS) </li></ul><ul><li>Upgrade video capabilities – overlays – layers – real time </li></ul><ul><li>Participate with other SW Illinois units of government to coordinate GIS efforts in the region </li></ul><ul><li>State and Federal agencies have made this a priority and are making grant funds available </li></ul><ul><li>Department will expand use of the GIS to improve land use decisions </li></ul><ul><li>Hire Intern to assist with Corridor Planning efforts –Open Space Strategy development </li></ul>
  23. 23. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Demolition and Code Enforcement </li></ul><ul><li>Underway </li></ul><ul><li>A major priority in the coming year is to establish a regular demolition and code enforcement program </li></ul><ul><li>Building on the successes in Eagle Park in Venice and Miracle Manor in Granite City – We will systematically target neighborhoods for unsafe properties and work with Community Development to demolish these properties (just completed Forest Homes) </li></ul><ul><li>Place dumpsters in problem areas for neighborhood use to remove debris and accumulated trash </li></ul>
  24. 24. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Develop Economic Development Plan </li></ul><ul><li>An Economic Development Plan will be developed listing the county’s economic development objectives and strategic recommendations designed to help achieve our goals </li></ul><ul><li>Plan would be developed in coordination with a team of Madison County economic developers with eventual adoption anticipated by the County </li></ul>
  25. 25. Departmental Strategic Plan <ul><li>Strategies and Program Enhancements </li></ul><ul><li>Pursue Intergovernmental Cooperation </li></ul><ul><li>Identified the municipalities that do not provide certain code enforcement services – demolition/plumbing Inspection/Electrical Inspections </li></ul><ul><li>Initiate intergovernmental agreements with these units of government to use our inspectors in a fee based system </li></ul>
  26. 26. Departmental Strategic Plan <ul><li>Assessment and Results </li></ul><ul><li>Hold monthly pro-staff meetings to review progress </li></ul><ul><li>Each Pro Staff member assesses individual responsibility area – asked to discuss </li></ul><ul><li>Administration monitors overall direction monthly-quarterly </li></ul><ul><li>Provide Annual set of Goals-Objectives to Leadership – seek concurrence </li></ul><ul><li>Correlate with budgetary requests </li></ul>
  27. 27. Departmental Strategic Plan <ul><li>Assessment and Results </li></ul><ul><li>On-line web based customer service satisfaction survey </li></ul><ul><li>In-house counter surveys to assess customer satisfaction </li></ul><ul><li>Cell phone – polling </li></ul><ul><li>Direct Elected official survey </li></ul><ul><li>Leadership Assessment at Raise time </li></ul>
  28. 28. Departmental Strategic Plan <ul><li>Summary to Develop Departmental Plan </li></ul><ul><ul><li>Conduct Self Assessment </li></ul></ul><ul><ul><ul><li>Interview staff – elected officials-stakeholders-customers </li></ul></ul></ul><ul><ul><ul><li>Review the internal processes and procedures </li></ul></ul></ul><ul><ul><ul><li>Take visible initial steps – create positive actions – impact –appearance of forward momentum </li></ul></ul></ul><ul><ul><ul><li>Develop baseline set of assumptions – Set Goals-Objectives </li></ul></ul></ul><ul><ul><ul><li>Take short term approach – build on initial momentum </li></ul></ul></ul><ul><ul><ul><li>Set longer term approach – long range goals </li></ul></ul></ul><ul><ul><ul><li>Develop Strategies-Programmatic Enhancements to get there </li></ul></ul></ul><ul><ul><ul><li>On-going assessment - difficult </li></ul></ul></ul><ul><ul><ul><li>Measure results – determine push-back and make adjustments </li></ul></ul></ul><ul><ul><ul><li>Feedback from employees, citizens and elected officials </li></ul></ul></ul>
  29. 29. Departmental Strategic Plan <ul><li>Questions? </li></ul><ul><li> </li></ul>