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Multi-disciplinary departments

What professions are in your department

  • Just planning

    Votes: 0 0.0%
  • Planning and Code

    Votes: 0 0.0%
  • Planning, Code and general development (econ and/or community)

    Votes: 3 27.3%
  • Planning and general development (econ and/or community)

    Votes: 2 18.2%
  • Planning and GIS Management

    Votes: 0 0.0%
  • Planning and something else (like engineering or public works)

    Votes: 1 9.1%
  • relax, lp

    Votes: 1 9.1%
  • something else

    Votes: 4 36.4%

  • Total voters
    11

luckless pedestrian

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My department has planning, code, economic development, community development and housing - I feel like this is the norm when I go to the planning conferences or ICMA when departments get combined but I was wondering how the hives elsewhere do it
 
In my new place it's:

Planning
Building Inspections
Code Compliance
Environmental Health

In previous places, GIS was part of the department, and sometimes Env. Health was not.
 
In my new place it's:

Planning
Building Inspections
Code Compliance
Environmental Health

In previous places, GIS was part of the department, and sometimes Env. Health was not.
oh yeah I forgot about health - when I worked in Massachusetts, Public Health was in the department I worked in
 
Before I retired it was Planning & Zoning
After I retired it is only Zoning - going on 2 years with out a planner.

Building Commission - joint City County dept
Dept Metropolitain Development - Housing & Economic Development (City only)
No GIS dept - several dept have 1 person
MPO - independent org - bistate/multi county
Health Dept - joint City County dept
City & County Engineer - are 2 seperate offices
 
First ring Chicago suburb of ~16.5 sqmi and 60,000 population

We are Community and Economic Development (CED):
  • Building Permits including Code Enforcement Division
  • Planning, Zoning & Licensing Division
  • Economic Development Division
  • Administration Division
    • 21 full time staff
I think we are officially too 'big' and diverse to be one Dept under one Director and 4 Divs. We have enough going that it's too much for one Dir to have any real understanding of the day-to-day as well as a Director and Asst Dir (me) at least that have to be day-to-day working management on everyday case/applications processing too.

But we also keep getting unfunded mandates and more and more internal bureaucracy heaped on us that slows us down too much. Plus, we tend to be defaulted as the 'problem solver' dept for issues other depts should be handling beginning to end, but are unwilling/incapable of doing their own problem solving.

I'm getting sick of it. We get chastised when we get things less than ideal, but have no internally authority to call out our other teammates' seeming incompetence.

Sorry for downloading, but there's been a couple recent issues where I've had to problem solve for other people that should have thought ahead one or two steps with additional problem solving questions.
 
It's easier just to say our department does all the building. We have planners, code reviewers, civil team, traffic reviewers, and fire reviewers. Although the water and street departments actually plan out and maintain the infrastructure.
 
Planning
Zoning
GIS
Engineering (vacant position)

We used to have Main Street too, but it got spun out on its own, but still resides in development services building & we work very closely together.
 
Planning
Zoning
Historic Preservation
Community Development
Building Inspection
part of Code Enforcement
Other duties as assigned (ie whatever else they don't know where to put something - trees/ADA)
 
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I just checked, and the website says that Historic Preservation is also in our department. However, it's not. It's handled by a separate entity, but we work with them for scheduling any items that need a public hearing.
 
Edge suburb of Memphis, population of nearly 56,000.

Our "Development Services Department" has the following divisions that almost operate as their own departments.
  • Planning
    • Current & Long Range
    • Historic Preservation
    • Zoning
    • Design
    • Development review
    • Signage
  • GIS (Part of Planning at the moment, but will be it's own division with the new budget cycle to encourage cross collaboration with other divisions and departments)
  • Building & Code Enforcement
    • Residential Permit Review
    • Commercial Permit Review
    • Building Inspections (General & Trades)
  • Engineering
    • Storm Water
    • Development Review
    • Infrastructure & MPO
    • Transportation
    • Signal Maintenance (We fix the simple things, but contract out a lot of it)
  • Economic Development


We also staff the following Town appointed boards:
  • Planning Commission
  • Historic Preservation Commission
  • Design Review Commission
  • Board of Zoning Appeals
  • Board of Construction Appeals
  • Industrial Development Board
Total, we are a staff of 42.
 
Planning
Economic Development
Building Inspection

Total staff of 7. Code enforcement is with the Police Dept for now (I am fouling off pitches to have it moved to my dept).
In the coming budget cycle, I will be requesting an Administrative Assistant/Front desk person, a zoning enforcement officer, and an electrical plans examiner/inspector.
 
Total, we are a staff of 42.
How are you able to 'stay on top' of the stuff happening throughout the Dept?

Do you often say 'let me get back to you on that'?

Cosmo Kramer Mind Blown GIF
 
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How are you able to 'stay on top' of the stuff happening throughout the Dept?

Do you often say 'let me get back to you on that'?

Cosmo Kramer Mind Blown GIF

I don't need to stay on top of "It All." I operate in a similar way that really good CM's do. I have great division heads who I let run their division for the most part. I will course correct when needed, paint the picture of what 'done' looks like and let them figure out how to get there. We have regular scheduled meetings where I want updates on things that might go political, might be an issue, or that we should celebrate. I also meet with all the staff periodically, attend division meetings occasionally, and empower staff to do what we hired them to do. If someone has a question that could be better answered by the Transportation Engineer, a Building Inspector, or a Planning Tech, I let them answer it.

In addition to being the director, I am also the sole person doing Economic Development. I am very system oriented, but yes, I work way more than 40 hours a week. But I love what I do and the municipality that I am in. I get a ton of support from Administration and the Elected Officials and the community as a whole.
 
Our department is "Economic Development & Community Affairs" for a suburban county of 1.3 million. As a county in a home-rule state, we don't really do any actual planning but we do provide a lot of technical support for our cities, villages, and townships especially those communities that have significantly smaller staff and fewer resources. Below is a rough outline of our department; the bolded portions are how we refer to the individual work groups internally.

  • Department Director (plus a special projects program manager and 2 administrative staff)
    • Deputy Director
      • Transit Planning Manager (2 planners and a marketing person)
      • Veterans Services Manager (12 Veterans Benefits Counselors, a marketing person, and a driver)
      • Planning and Community Development Manager (plus a marketing person)
        • Main Street and Small Business Planning (Administrator and 5 planners)
        • Solid Waste, Brownfield programs, non-motorized trails planning (Administrator and 2 planners)
        • Land Use Planning (Administrator and 5 planners)
      • Economic DevelopmentManager (plus a marketing person)
        • Business Finance (Administrator and 3 staff)
        • Business Retention and Growth (Administrator and 4 staff)
        • Business Attraction Coordinator
          • International Attraction (Administrator and 2 staff)
          • Domestic Attraction (Administrator and 3 staff)
      • Workforce DevelopmentManager (plus a consultant and 2 marketing staff)
        • Workforce Development Program Administration (we have 4 program managers and 6 additional Workforce Development program staff)
      • Communications and Internal Affairs Administrator
        • Marketing (2 graphic artists, 2 marketing coordinators, 1 website maintainer)
        • IT Liaison
        • Research Coordinator
          • GIS Analyst
          • Economic Development Analyst
Looks like about 80 staff in total? That sounds about right, though there are a few vacancies currently in that org chart above and some of them there hasn't really been a rush to fill.

We had a bit of a reorganization just before the pandemic and up until that point our department also included our county's Housing division which oversees HUD funding and housing programs for (IIRC) 58 of the 63 communities in the county. We also used to have a much larger small business assistance group but in 2021 or 2022 we spun off a lot of that work (and a portion of the staff) to a separate non-profit organization that the county created.

Our county is also a "Workforce Development Region" for the state (I believe we're the only single-county region in the state) so our Workforce Development Manager also oversees the Workforce Development Board and 6 unemployment offices. We contract with a few different agencies to run the day-to-day operations in each of the unemployment offices but there are 150+ people working in those different offices, though that number can fluctuate considerably with the ups and downs of the economic cycle.
 
I don't need to stay on top of "It All." I operate in a similar way that really good CM's do. I have great division heads who I let run their division for the most part. I will course correct when needed, paint the picture of what 'done' looks like and let them figure out how to get there. We have regular scheduled meetings where I want updates on things that might go political, might be an issue, or that we should celebrate. I also meet with all the staff periodically, attend division meetings occasionally, and empower staff to do what we hired them to do. If someone has a question that could be better answered by the Transportation Engineer, a Building Inspector, or a Planning Tech, I let them answer it.

In addition to being the director, I am also the sole person doing Economic Development. I am very system oriented, but yes, I work way more than 40 hours a week. But I love what I do and the municipality that I am in. I get a ton of support from Administration and the Elected Officials and the community as a whole.

I've seen cities where these sorts of roles are re-classed as an Assistant City Manager (or, in the case of really big strong mayor cities, Deputy Mayor for XYZ) which could help from both a talent attraction and payscale perspective.

I'm curious, how are you managing family expectations with those of the office working so much? Because I found that once I went beyond 40-45 hours in my last job into 50, sometimes 55 hour weeks, relational equity sort of broke down at home and I never made dinner or did after school pickup - it wasn't great for them.
 
I've seen cities where these sorts of roles are re-classed as an Assistant City Manager (or, in the case of really big strong mayor cities, Deputy Mayor for XYZ) which could help from both a talent attraction and payscale perspective.

I'm curious, how are you managing family expectations with those of the office working so much? Because I found that once I went beyond 40-45 hours in my last job into 50, sometimes 55 hour weeks, relational equity sort of broke down at home and I never made dinner or did after school pickup - it wasn't great for them.

Hold up... I have a family! That's Awesome!

In all seriousness, it works because I am intentional. For my family, if there is something going on, I block those times out on my work calendar to assure that nothing gets put in that slot for both evening and daytime activities. The other is when I am with my family, I am 100% present with them. Not checking e-mails, not watching TV, not being distracted. I also involve my family in the things that I do as well. My youngest enjoys construction and woodworking, so if I am in the woodshop, he is in there helping me. My oldest is into fitness, so Sunday mornings we get up early and go running. (He runs, I try to keep up). My middle son will make movies and we will sit and watch them on his iPad together.

Last, it is about personal discipline and priorities. I get up no later than 4:30 am on weekdays mornings so I have time to go to the gym. On the few mornings that I am home, I recognize that I am not missing anything because the kids will sleep as long as possible and then get ready to go to school and they are out the door. I don't spend time watching TV or scrolling social media. On Saturday's I am up at 5:30 am to watch this old house and have quiet time, but I also use this time to catch up on things from home. Once the family is awake, it is about them. This means I don't watch TV. People are surprised when they will start talking about a show on TV or something, and I will explain that I haven't watched it. There are a couple exceptions for steaming shows, but it is because I watch them with my wife.

Moreso, I let my staff know that I expect them to put their family first. This is a bit of a paradigm shift for some of them. One who attends a lot of night meetings gave me a time off request to attend his kids sporting event. He asked for 3 hours... he had 2 night meetings that week, each took more than 2 hours. I denied the 'time off' request and explained that he already worked those hours and more, and that he needed to go watch his kid and not worry about this place... and save his time off for situations like vacations. Our CM is 100% good with me doing this.

Lastly, my wife and I are starting to go on a lot more date nights and sometimes they blend into work stuff as well. She is always frustrated with it, until she gets there and then has a great time. But we do this at least twice a month now were just the two of us will go out. Sometimes it is only for ice cream, sometimes it is for an anniversary trip just the two of us. This past weekend, my counterpart in the adjacent community and our wives met up at a very nice restaurant and we all had a great time because his wife and my wife were able to tease us for being so "Planner" all the time.

But like I said, it is about being intentional about the quality of time I spend with my family and including them in as much as I can where they will still enjoy it.
 
Technically, planning is under a larger department that includes our natural resources, code enforcement, fire safety, building, planning, and administrative divisions.

This was implemented ten years ago in an effort to streamline the permitting process and combat siloing and get everyone to work together. At the time engineering was also under the same umbrella (they broke back off as their own department ~5 years ago). This is for a large rural county.

Apparently this was a huge success ten years ago under the original department head. Nowadays, it’s largely still dealing with the same issues as before because instead of departments bickering, not getting along, and getting siloed, it’s divisions doing the same. It may have been great at the beginning under the first director, when there was actual leadership that was putting effort into it, but as soon as he retired, nobody really took up the mantle and ran with it. You can reorg however you want, but if you aren’t actually addressing the issues, the reorganization alone isn’t going to fix it.
 
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