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Analysis of Madison’s Development Review and Permitting Processes Via Innovative Approaches from Selected Cities. Prepared for the City of Madison May 11, 2005 Authors: Lisa Beane, Amber Edwards, Kim Herb, YoYo Park, Jennifer Schuh, and Caitlin Skinner La Follette School of Public Affairs.

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Presentation Transcript
slide1

Analysis of Madison’s Development Review and Permitting Processes Via Innovative Approaches from Selected Cities

Prepared for the City of Madison

May 11, 2005

Authors: Lisa Beane, Amber Edwards,

Kim Herb, YoYo Park,

Jennifer Schuh, and Caitlin Skinner

La Follette School of Public Affairs

how this project came to be
How this Project Came to Be
  • Healthy City Initiative
  • Economic Development Commission Report

“The commission recommends a professional systems analysis in conjunction with city staff be done on the entire process and all its possible permutations.” –EDC report

Introduction Madison’s Process Key Findings Innovative Cities Recommendations

slide3
Complaints from EDC Report

In Depth Analysis

of Madison’s

Current Processes

Case Studies

of Selected

Innovative Cities

Analysis of

Madison’s Current

Process

Analysis of

Complaints

Iterative

Analysis

Analysis of

Innovative

Processes

Recommendations

Introduction Madison’s Process Key Findings Innovative Cities Recommendations

relevant actors
Relevant Actors:

Introduction Madison’s Process Key Findings Innovative Cities Recommendations

how do the complaints pan out

Addressing the Complaints: What’s the Word on the Street?

Opportunities for Streamlining

How do the Complaints Pan Out?

Our analysis suggests

Madison’s process is not

substantially slower,

but may be inefficient

Madison’s process is

slow compared to other cities

  • Speed up the Development Review and Permitting Process
  • Ordinance Overhaul
  • Coordinate Public Involvement
  • Facilitate Understanding of the Development Review and Permitting Process

Conflicts exist within

the ordinances manifesting

as conflicts between

agencies

Conflicts between City agencies and commissions in their enforcement of ordinances

Uncoordinated public

involvement is costly

late in the process

Neighborhood associations are able to delay or derail development plans late in the process

IntroductionMadison’s Process Key FindingsInnovative Cities Recommendations

comparable cities
Orlando, Florida

Portland, Oregon

Saint Paul, Minnesota

San Diego, California

Comparable Cities

Austin, Texas

Cincinnati, Ohio

Eugene, Oregon

Kansas City, Missouri

IntroductionMadison’s Process Key FindingsInnovative Cities Recommendations

innovative approaches in comparable cities
Innovative Approaches in Comparable Cities
  • Speed up the Development Review and Permitting Process
  • Ordinance Overhaul
  • Coordinate Public Involvement
  • Facilitate Understanding of the Development Review and Permitting Process

Austin, Texas

Portland, Oregon

St. Paul, Minnesota

Portland, Oregon

IntroductionMadison’s Process Key FindingsInnovative CitiesRecommendations

slide8
Complaints from the EDC Report

In Depth Analysis

of Madison’s

Current Processes

Case Studies

of Selected

Innovative Cities

Analysis of

Madison’s Current

Process

Analysis of

Complaints

Iterative

Analysis

Analysis of

Innovative

Processes

Recommendations

IntroductionMadison’s Process Key FindingsInnovative CitiesRecommendations

recommendations evaluating madison s concerns with alternatives from innovative cities
Recommendations:Evaluating Madison’s Concerns with Alternatives from Innovative Cities

Concerns

Alternatives

IntroductionMadison’s Process Key FindingsInnovative CitiesRecommendations

recommendations evaluating madison s concerns with alternatives from innovative cities10
Recommendations:Evaluating Madison’s Concerns with Alternatives from Innovative Cities

Concerns

Alternatives

IntroductionMadison’s Process Key FindingsInnovative CitiesRecommendations

five key factors for successful innovation
Five Key Factors for Successful Innovation
  • Facilitate coordinated public involvement and emphasize to customers the necessity of early action.
  • Place a high priority on fostering internal and external communication and coordination.
  • Sustainable in the long-term and reflect the capacity of a city’s budget.
  • Focus on customer satisfaction, needs, and education as high priorities.
  • Facilitate continual improvement toward streamlining complex regulations.

IntroductionMadison’s Process Key FindingsInnovative CitiesRecommendations

thanks for listening

Thanks for listening.

Questions?

La Follette School of Public Affairs