Director's Message3
The Department at a Glance4
Performance Initiatives5
Strategic Initiatives9
CONTENTS
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investSTAT Initiatives1 2
DIRECTOR'S MESSAGE
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Planning’s focus will be to provide apredictable, reliable, and timely process,and to address City Council's goals andpriorities related to improving permittingand regulatory processes, evolving andupdating the comprehensive plan, andShort-Term Rentals. A key portion of thiswill be to improve the site plan reviewprocess pertaining to stormwatermanagement, helping to streamline thereview process while continuing to provideresiliency to development and protectingthe City in the future.
FY22 Performance Plan Highlights
To provide excellent customer service; superior, rewarding, andresponsive services by meeting or exceeding customers’expectations; protecting and preserving the safety and welfare ofcitizens and visitors by upholding codes, policies, and regulations;and, collaborating and communicating with all stakeholders in allfacets and functions of community design and development.
Department Mission:
Robert "Bobby" J. Tajan, AICP, CFMDirector, Planning & Community Development
Plan Purpose & TenetsThe purpose of this plan is to set expectationsfor the Department’s strategic priorities for FY22(July 1, 2021 - June 30, 2022) and enable theDepartment Director to communicate prioritiesthroughout the organization. The Department Director agrees to manage theDepartment to work toward achieving the goalsand objectives set forth in this plan. To this end,the Department Director also agrees to thefollowing:
1. Accurate & timely intelligence shared byall. The Department Director will work withthe Office of Performance & Accountability,providing access to all department datasources pertinent to the objectives,initiatives, and performance indicatorsoutlined herein.
2. Deploy effective tactics & strategies infurtherance of relevant performance goals.
3. Utilize data to rapidly deploy resources tomeet the tenets of this performance plan.
4. Relentlessly follow-up and routinelyassess relevant data metrics to ensurestrategic priorities are met.
The purpose of this plan is to set expectationsfor the Department’s strategic priorities for FY22(July 1, 2021 - June 30, 2022) and enable theDepartment Director to communicate prioritiesthroughout the organization. The Department Director agrees to manage theDepartment to work toward achieving the goalsand objectives set forth in this plan. To this end,the Department Director also agrees to thefollowing:
Accurate & timely intelligence shared by all.The Department Director will work with theOffice of Performance & Accountability,providing access to all department datasources pertinent to the objectives,initiatives, and performance indicatorsoutlined herein.
Deploy effective tactics & strategies infurtherance of relevant performance goals.
Utilize data to rapidly deploy resources tomeet the tenets of this performance plan.
Relentlessly follow-up and routinely assessrelevant data metrics to ensure strategicpriorities are met.
THE DEPARTMENT AT A GLANCE
Director'sOffice
Provides development liaison services and executive leadership tothe Planning Department, as well as the Planning Support Division,
which provides budget, human resource, financial, technical,customer service, GIS and administrative support.
DevelopmentServices Center
Coordinates the review and approval of subdivision plats anddevelopment plans to ensure engineering compliance with ordinances,
standards, specifications, and City Council requirements.
Permits & Inspections
Administers the Uniform Statewide Building Code and associated lawsand ordinances by issuing permits for, and performing inspections of
building construction, plumbing, electrical, and mechanical systemsinstallation and alteration as well as franchise utility and right of way
permits. Administers the Department of Environmental QualityStormwater and Erosion and Sediment Control regulations as
applicable to private development and franchise utilities.
PlanningAdministration
Provides staff support for land use and planning items considered bythe City Council, Planning Commission, Wetlands Board, ChesapeakeBay Preservation Area Board, Historic Preservation Commission, and
Historical Review Board.
ZoningAdministration
Responsible for the interpretation and enforcement of the City’sZoning Ordinance and provides staff support for Board of Zoning
Appeals. Zoning staff are also responsible for plan implementation,sign permitting, AICUZ compliance reviews and enforcement of the
Short Term Rental program.4
D E P A R T M E N T D I V I S I O N S
R E S O U R C E S *
PersonnelSummary
FY20 FY21 FY22129 128 132
ExpenditureBudget
FY20 FY21 FY22$23.7M $24.3M $19.9M
RevenueBudget
FY20 FY21 FY22$11M $12.6M $7.29M
*VB Resource Management PlanOperating Budget (Adopted FY2021-22)
Long RangePlanning
Long Range Planning provides medium and long term planning policyanalysis and recommendations and maintains and updates the StrategicGrowth Area plans. Transportation Planning coordinates short and long-
range multi-modal transportation issues with regional bodies.
Resources
The Department received funding in the City Housing & Neighborhood Strategy CIPPG100206 - $200,000, and a FEMA Grant - $99,000.
Key Milestones
Design Standards & Review Guidelines for the City's Historic and Cultural DistrictsCompleted by Consultant | Target: Sept. 2021
Historic Preservation Strategic Plan Document Completed by Consultant | Target:Nov. 2021
L&J Gardens recognition on Virginia Landmarks Register and National Register ofHistoric Places | Target: Aug. 2022
Seatack recognition on Virginia Landmarks Register and National Register ofHistoric Places | Target: Nov. 2022
Performance Indicator
% of Milestones Completed On Time | Target: 80%
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PERFORMANCE INITIATIVE - #1
DESCRIPTION:Accomplish operational
enhancement, improved andupdated planning, and
increased recognition ofunderrepresented
communities in the City’shistoric preservation
program through leveragingof outside funding sources.
H I S T O R I CP R E S E R V A T I O N
G R A N T C O M P L E T I O N
Performance Initiatives are identified by the City Manager's Office and the Department.
Key Milestones
Receive FEMA approval for grant modification | Target: Nov. 2021
Begin project data collection and initial public input | Target: Jan. 2022
Develop and adopt guidelines through a public process | Target: June 2022
Resources
The Department received funding in the City Housing & Neighborhood Strategy CIP PG100206 - $200,000, and a FEMA Grant - $99,000.
Performance Indicator
# of Citizens that Attend & Provide Input | Target: 500 Participants for all Meetings
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PERFORMANCE INITIATIVE - #2
DESCRIPTION:This project is a combination of
two initiatives that have receivedsupport from City Council.During 2020, City Council
members expressed the desireto address the redevelopment of
aging commercial shoppingcenters with the development ofguidelines for appropriate usesand designs that will not have a
negative impact on adjacentneighborhoods. Also, in 2020,comprehensive planning staffwas requested to revise and
combine the scope of a recentFEMA grant in the Bow Creek
area. The grant will supplementCIP funding and all aspects of
the combined project willaddress flood resiliency
strategies.
G U I D E L I N E S F O RC O M M E R C I A L
R E D E V E L O P M E N T& N E I G H B O R H O O D
R E S I L I E N C Y
Performance Initiatives are identified by the City Manager's Office and the Department.
Key Milestones
Update Department Webpage | Target: June 2022
Identify and create information brochures on key topic/common processes | Target:Jan. 2022
Establish Quarterly Stormwater Plan Review & Modeling Workshops | Target: Apr. 2022
Resources
The Department received $50,000 from a Service Level 3 request.
Performance Indicator
# of Views of Newly Created Brochures | Target: 250 Views
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PERFORMANCE INITIATIVE - #3
DESCRIPTION:Overall goal of improvingpublic outreach and the
general dissemination ofinformation to citizens and
customers. Planning isworking with the
Communications Office onvarious improvements to
the departmental webpageto make it more user-
friendly and navigable.Staff is also working with
Communications todeveloper informationalbrochures on key topics,such as food trucks, tobetter share frequently
requested information withour customers.
I M P R O V E DP U B L I C
O U T R E A C H
Performance Initiatives are identified by the City Manager's Office and the Department.
Audit of Automated Vehicle Locator (AVL) Program - Use and Monitoring (FY20)
Recommendation:Establish a departmental policy and/or procedures for the implementation anduse of the AVL system.
Status: Policy Drafted. Under Review.
Audit of Planning & Community Development (FY17)
Recommendation:Develop a formal policy and procedure document that defines and establishesstaff responsibilities and internal controls over key areas, such as: user access;passwords; and, application maintenance over users, user groups, and FIDs.
Status: In progress. The department anticipates a formalized on boarding and off-boarding process to be in place by Jan. 2022.
Recommendation:Develop a formal policies and procedures document that defines and establishesstaff responsibilities and internal controls over key areas, such as: Paymentreceipt and deposit processes; Safekeeping of funds; Refund process, includingcredit card reversal; Reconciliation process between Accela and InSITE; and,internal control activities (i.e., segregation of duties; management approval ofdeposits, refunds, and reconciliation; and, management monitoring of depositpostings to InSITE and voided, refunded, and reversed credit card transactions).As the Planning Department continues to evolve as one unit, centralizationprovides the potential for increased efficiency in access, data flow, andresources. Management should examine the advantages of centralizing thedeposit and/or revenue processes, then further consider others, such assubmission of expenses and purchasing of supplies.
Status: In progress. The department hopes to finalize process document by Aug. 2021.
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PERFORMANCE INITIATIVE - #4
DESCRIPTION:The listed items are
recommendations from twoaudits from FY17 and FY20
that the Department willcontinue to work towards
reconciling.
O P E N A U D I TR E C O M M E N D A T I O N S
Performance Initiatives are identified by the City Manager's Office and the Department.
STRATEGIC INITIATIVES
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K E Y F O C U S A R E A S
GrowingEconomicOpportunity
Strategic Initiatives are assigned from the Key Focus Areas in the City’s Strategic Plan.
Initiative (3.6)
Improve permitting and regulatory processes while keeping in mind the objective tomaintain the character and safety of the community.
Strategic Plan Progress
Visit the Office of Performance and Accountability's webpage to view the City's StrategicPlan in its entirety; additionally, beginning in early 2022, semiannual Strategic Planprogress reports will be shared on the webpage: https://www.vbgov.com/government/departments/performance-accountability
Note: As part of ongoing evaluation, staff may revise measures and milestones as appropriate.
Key Milestones
A. Identify key regulatory hurdles that can be revised to provide better customer service, butstill meet City Council priorities for stormwater and protection of neighborhood character |Target: June 2022
B. Meet with development stakeholders to identify regulatory issues (other than stormwater)that are believed to be process hurdles and vet potential solutions | Target: Dec. 2022
C. Continue to vet and present stormwater regulatory issues, and provide alternatives andsolutions for consideration by the City Manager and/or the City Council | Target: Dec. 2021
D. Establish research planning and zoning policies/recommendations that can: help maintainneighborhood character, provide economic development opportunities, or make thedevelopment the City desires easier to obtain approval | Target: June 2022
ThrivingNeighborhoods
STRATEGIC INITIATIVES
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K E Y F O C U S A R E A S Strategic Initiatives are assigned from the Key Focus Areas in the City’s Strategic Plan.
Initiative (4.1)
Evolve and update the Comprehensive Plan to balance development with neighborhoodcharacter, affordability, and livability.
Strategic Plan Progress
Visit the Office of Performance and Accountability's webpage to view the City's StrategicPlan in its entirety; additionally, beginning in early 2022, semiannual Strategic Planprogress reports will be shared on the webpage: https://www.vbgov.com/government/departments/performance-accountabilityNote: As part of ongoing evaluation, staff may revise measures and milestones as appropriate.
Key Milestones
A. Plan and restart the Comprehensive Plan public outreach process to obtain public input |Target: Nov. 2021
B. Create multiple programs for public input to engage all citizens | Target: Nov. 2021
C. Obtain specific public input in regard to development on major corridors and reuses ofoutdated shopping centers | Target: Jan. 2022
D. Work with the Planning Commission to vet public comments and create proposed planningpolicies | Target: April 2022
E. Draft Planning Commission policies into Comprehensive Plan framework for publiccomment/input | Target: July 2022
F. Brief the City Council on progress of plan | Target: Dec. 2021
G. Complete draft Comprehensive Plan for review through the public process | Target: Sep.2022
ThrivingNeighborhoods
STRATEGIC INITIATIVES
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K E Y F O C U S A R E A S Strategic Initiatives are assigned from the Key Focus Areas in the City’s Strategic Plan.
Initiative (4.5)
Establish clearer criteria and greater enforcement of short-term rental properties.
Strategic Plan Progress
Visit the Office of Performance and Accountability's webpage to view the City's StrategicPlan in its entirety; additionally, beginning in early 2022, semiannual Strategic Planprogress reports will be shared on the webpage: https://www.vbgov.com/government/departments/performance-accountability
Note: As part of ongoing evaluation, staff may revise measures and milestones as appropriate.
Key Milestones
A. Fill new Short-Term Rental positions provided in the FY 2022 Adopted Budget | Target:Aug. 2021
B. Establish a clear workflow for Short-Term Rental Zoning Permit and Inspection process |Target: Nov. 2021
C. Maintain ongoing Short-Term Rental site inspections including weekend reviews | Target:June 2022
D. Notify property owners listed in third-party software, as operating short-term rentals, ofthe Zoning Permit requirements and process | Target: Nov. 2021
E. Update the short-term rental website with all current regulation information, and createhandouts and information for the public | Target: July 2021
F. Establish a VB311-Police Department-Zoning partnership to develop an inspection andcomplaint process | Target: Nov. 2021
INVESTSTAT INITIATIVES
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Key Investments from FY22 Resource Management Plan
$61k (1 FTE) DSC Stormwater Reviews <5,000 sq.ft.$450k (2 FTEs + Technology) Short-Term Rentals Software & Weekend Enforcement
investStat Initiatives are assigned from the investStat program that tracks high-priority projects,efforts, or initiatives that recieved additional resources as part of the budget process.