What’s a Docket & Why Should You Care?

The annual comprehensive plan amendment cycle (a/k/a the “DOCKET”) in Washington’s cities and counties is the primary opportunity for real estate investors, developers and small businesses to better their return on investment by changing the applicable future land use designation and/or zoning on their property.

RELY ON OUR EXPERTISE.

Toyer Strategic can evaluate the options, as well as prepare, submit and manage a Docket proposal through every step of the process.

AND DON’T LET TIME RUN OUT.

Missing an application deadline can cost you at least a year of time. For example. . .

  • Renton accepts applications between August 1 and October 15th
  • Snohomish County accepts applications until the last business day in October
  • Lacey accepts applications through the first business day in January

Contact us to discuss your project

Should Washington Encourage Night Hauling

Should Washington Encourage Night Hauling?

The greater Seattle metro area is experiencing a tremendous amount of economic growth, which when coupled with the state’s growth management laws (constraining developable areas) and notorious traffic congestion should lead to the question: “What if communities required new industrial and commercial construction to haul fill and like materials at night?”

The PROS:

  1. Get truck traffic off the roads at peak hours to reduce congestion and pollution from idling
  2. Shorten travel times for deliveries, which reduces construction costs and accelerates completion of site improvements

The CONS:

  1. Potential for noise impacts on residential areas if noise mitigating measures aren’t employed
  2. A greater need for regulators to monitor site construction at night

Understanding How City Plans Fail

In my experience a City’s successful implementation of a plan depends greatly upon a their reaction to and investment in the actual elements of the plan.  For successful implementation to occur, a city must be mindful of the tendency for its performance to ‘default’ to status quo (generalization and avoidance), substitution (solving a less complex problem) or surrogation (substituting a performance measure for goal attainment).

Status Quo

Status Quo appears most typically in the forms of generalization and avoidance:

Generalization

Generalization occurs when a plan is accepted or adopted at the Council level, but not integrated into the working operations of the city. Plan implementation may be added to council, management and department agendas, but on-going engagement in discussing both the plan and its implementation gets almost exclusively focused on existing daily operations or is skipped due to a lack of time spent on other matters. This tendency to generalize the meaning of ‘implement the plan’ leads away from the strategic discussions, decisions and actions required for real plan implementation. Drawing a comparison to small business, it’s like the owner always putting “do marketing” on their task list without a direction (e.g. promoting a special off), specific strategies (e.g. add content to social media, purchase radio spots) or a process of reviewing and measuring outcomes.

The result of this generalization is either (a) an abandonment of the plan (often arising from the feeling that the plan is too big) or (b) a sense that the plan is so comprehensive and well documented that it’s enactment is naturally occurring without an on-going focus (what we can only assume must be an evolutionary product of the common planner reference that a plan is a ‘living, breathing document’).

However, the truth is that generalization results in one outcome: inaction. The lack of on-going conversations at council, management and department levels about the specifics of how the plan and strategy are being implemented, the progress towards implementation, and the measurement of the results and adjustment of strategy leads to deprioritizing the importance of the plan and replacement by more pressing, emerging matters.

It’s a false expectation for a Council or Manager to assume that a broad directive of ‘implement the plan’ without frequent interfacing is enough for a department or individual to determine the who, what, how and why for each plan element that must be accomplished in additional to current operational responsibilities.

 TIP:  Hold regular implementation conversations and (at least) an annual workshop or retreat to make strategic decisions on assigning responsibility, monitoring progress, adjusting strategies, and evaluating success.

Avoidance

Avoidance occurs when a plan is accepted or adopted at the Council level, but due to the city’s present budget and general financial policy, Council and management avoid discussing, recommending, prioritizing and appropriating adequate resources (staff time, programmatic funding, etc.) to carry out the work.

This tendency is to avoid financial decisions (during and after budget adoption) while generally accepting that the community has the staff and financial resources to (at least) begin to implementation of the plan is a manifestation of the general notion that there are inefficiencies or underutilized city resources that will somehow adapt to carry out this responsibility.

The truth is that most cities have focused such great attention in recent years toward controlling expenses to limit property tax increases that existing resources are strained and often less efficient. From combining jobs and duties to asking departments annually to cut a % of their budget but maintain a similar level of service has made government ‘leaner’ but it’s also created an expectation that implementing new plans, strategies and services can be accomplished within existing operations and using existing resources.

It’s a false expectation to assume that successful implementation of a new strategic plan will occur without evaluating the resources (staff, money, etc.) required to succeed.

TIP:  Regularly discuss the delivery of services and allocation of resources to make more strategic decisions that support the plan’s implementation and the city’s broader priorities of government[i],[ii].

Substitution[iii]

Substitution is defined as the act of replacing a more complex element of the plan with an easier action that is rationalized as having successfully met objective.  This occurs as follows:

Cities tend to respond best to emerging issues, emergencies, questions and requests. This ‘fighting fires’ approach is justified because it feels production and it can be rationalizing (subconsciously or not) as being related to or fulfilling one or more of the elements within a work plan.  Substitution takes the place of elements within the plan and is generally (at all levels) accepted as crossing that item off the list.  In practice this may look like the following situation.

The local newspaper starts a quarterly advertorial insert called “The Progress Edition” featuring local business stories and a significant amount of advertising.  The city responds by purchasing a year’s worth of ad space.  The purchase may be good for the city, the newspaper and the community, but the decision is often made by rationalizing the outcome as promoting economic development or marketing the city.  This can become a substitution for the actual marketing elements of the plan and be wrongly counted as fulfilling all or a portion of those associated plan goals.

The truth is that not all city actions can or should be accounted for as actions related to adopted strategic plans. While these actions may benefit the city and community, their replacement (substitution) of more complex and resource intense plan elements won’t ultimately move the city closer to the achieving the established plan goals.

It’s a false expectation that every city action is an extension of the strategies within an adopted strategic plan.

TIP:  Allocate resources to carry out the plan’s implementation and determine how long-term projects will be sustained in the face of both daily operations and emerging requests for resources.

Surrogation

Surrogation happens when the measurement of a goal is interpreted (represented) as the goal.  A common example of this as applied to city operations would involve the goal of high customer satisfaction in the planning department where the speed (# of days) by which building permits are issued comes to singularly represent customer satisfaction.

In the context of implementing a strategic plan, surrogation is a method for simplifying plan implementation by reducing the scope of the strategy to either fit within a budget limitation or to avoid (revolt against) broader systemic change.

The truth is that the desire to prove progress and accomplishment drive a tendency to use performance measures (especially those that are positive) to not just represent how a goal is being achieved, but that the performance measure (if good) is the achievement of the goal. This is misleading and results in a failure to accomplish more meaningful, long term results.  Returning to the example from above, customer satisfaction with a planning department can neither be accomplished nor measured solely by the timely issuance of permits as such measurements may not reflect the difficulty in applying for the permit, the cost of the permit or the experience with permit related inspections.

Further, relying on the performance measures as the goal can lead to crazy interpretations of the performance measure, including (for example) that the timely issuance of permits should only measure how long the jurisdiction took to issue the permit, not how long the overall process took.  The city may have performed much worse when the latter was considered because the city frequently stopped the clock to seek additional information from the applicant.

It’s a false expectation to assume that a single performance measure can accurately represent achievement of a goal and the application of such is an invitation for surrogation to promote a false sense of achievement.

TIP:  Cities should adopt and evaluate performance measures, but such measures of progress and performance should not be singularly focused nor reflect the sole means of determining goal satisfaction.

Endnotes:

[i] Washington State enacted a successful and innovative priorities in government budgeting approach in 2002 under former Governor Gary Locke (background: https://www.innovations.harvard.edu/priorities-government-budgeting)

[ii] For more details, see also The Price of Government: Getting the Results We Need in an Age of Permanent Fiscal Crisis by David Osborne and Peter Hutchinson

[iii] Substitution as referred to herein is a more simplistic view of what’s known as “attribute substitution”

The problem with being a “Great Place to Live, Work & Play”

Traveling around as much as I do, I hear it from Mayors, I see it in community vision and mission statements, and I read it in marketing brochures. . .

[insert city name here] – “A Great Place to Live, Work and Play/Shop/Stay”

It’s been the tagline, catch phrase, sound bite, etc. for years now.  And candidates for governor and congress use it in speeches (even last night), chambers use it, downtown groups use it, economic developers use it, etc.  And this is a big problem.  So, if you’re marketing yourself as a great place to live, work and play, your community has no chance to stand out.  NO CHANCE!

Here’s why:

  1. What does this statement really tell me about your community?  Nada.  It doesn’t tell me who you are, what you have, or what’s unique.  So looking at “Anywhere: An awesome place to live, work and play” and “Lake Town: Live a Lake Life” which one do you want to know more about?  You’re community needs to be united around an identify that is unique and authentic to you.
  2. At best you’re running with the pack when using this as the fulcrum of your marketing.  I can type “great place to live work and play” into Google and get 4.35 trillion hits.  Sort through the first few pages and you’ll see community after community saying the exact same thing, along with a couple articles like this and some articles about live, work play (LWP) mixed use type projects.
  3. And the pack you’re running in is big.  It’s the more than 35,000 places in the United States that have a permanent population and buildings (Source: USGS), especially the 19,500 cities, towns and incorporated places (statista.com).

So if you’re using (or thinking about using) “Great Place to Live, Work and Play” to describe your community, STOP!  Because even declining rural communities can stake the same claim, because their declining population is less about them and more on the fact that there are better places out there to live, work and play. . . ones that have a better marketing message or that are willing to invest in the amenities and infrastructure that proves it.

Still think it doesn’t apply to every community?  Then envision the supermarket.  You may not want to buy a can of sardines, but there are cans of it on the shelf because that is what some wants to buy them.

 

Toyer Strategic Leads Forum in Spencer, Iowa

Toyer Strategic Consultant was in Spencer, Iowa yesterday continuing our work with the Grow Spencer Commission to create Spencer’s new economic development strategic plan.  The day concluded with a community forum where David Toyer made a presentation on the economic development planning process, the core planning components within the strategy, some of the targeted industries and a review of the community’s goals.  There is more coverage of the forum at The Daily Reporter and KICD AM 1240.

“Spencer is one of the nation’s 550 micropolitan statistical areas,” said David Toyer.  “We’re excited to be working with them on a plan to maximize their growth potential.”

Learn more about Micropolitans.

Learn more about the Toyer Framework® and our Micgrowpolitan™ services.