APAUT Fall Conference

1. APAUT Fall Conference Date

2. Building Strong Management and Political Support for Planning Understand the “politics of planning” How to be successful externally with public, applicants, and the public View through elected officials eyes How to get the resources you need What you should expect of managers

3. How Planning is Viewed by Elected Officials Planning helps solve problems and helps create direction for future decisions. Planners and the planning process give a voice to the multiple publics. The planning process provides the information needed to make sound decisions. Planning will facilitate the process for making decisions.

4. Concepts which lay the foundation for process Multiple publics Balancing Tests Outlines of Expectations

5. Decision Making Concepts Elected Officials Appointed Officials Residents Developers Business Owners Property Owners Multiple publics

6. Decision Making Concepts Individual needs vs. Community good Predictability vs. Flexibility Economic development vs. neighborhood concerns Ordinances vs. Property Rights Individual needs vs. Community good Balancing Tests

7. Decision Making Concepts • Outlines of expectations! Policy and Procedures Expectations Board and Commission Expectations Interdepartmental Expectations Employee Expectations Project and Process Expectations How do you let others know what to expect?

8. Budget Basics • One time funds and ongoing funds • The general fund and the capital improvement fund are different. • Master plan capital projects aren’t automatically implemented when adopted. • The Mayor and the City Council have different responsibilities in budgeting. • The budget determines who pays. • City-wide projects – parks, streets, etc.) • Area projects – special improvement districts to add sidewalk or street lights. • The individual

9. Plan Implementation and the Budget • Budgets are important to realizing implementation of master plans. • Three ways to implement plans: regulate, finance (roads, parks, etc) and action items (e.g., coordinate with UTA) • Involve other departments in the planning process so plan items get requested and funded. • Planning managers should follow through with this to make sure it happens

10. Managing Leadership Planning Director Expectations What can staff expect from the planning director? What can the Planning Director expect from staff?

11. What should you expect from your planning director What they expect of you and what you can expect from them Respect Buffering from outside and above Courage Trust Professional development/performance plans

12. Managing Leadership What managers expect of you: • Understand assignment • Meet deadlines • Consistent quality of work • Clear communication • Respect

13. Managing Leadership • Maintaining respect in the midst of controversy • Be prepared • Control your own emotions • Recognize different viewpoints • Clear Communication • Active Listening • Articulate Responses • Problem Solving

14. Managing Leadership • Measurements • Workload • # Participating in processes • Turnaround times / Deadlines • Set goals and priorities and meet them

15. Garnering Political Support How do you get it? How to keep it?

16. Expectations Let the elected officials and public know what to expect.

17. Internal and External Objectives Have a game plan for internal and external objectives (Planning Culture).

18. Problem Solving through the eyes of others Focus on problem solving through their eyes.

19. General Plans must solve problems Why some General Plans fail: • No policy guidance, e.g., rezonings • Include long list of additional studies that need to be done • Require funding for too many projects • Color maps treated as zoning ordinances

20. Develop Rapport with Decision Makers Be responsive to develop rapport with decision makers.

21. Get the resources you need To get resources you need, build support throughout the year.

22. Visible Planning Staff Let the Planning Staff be seen and help educate elected officials.

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