Planning Commissioners Journal

The Remarkable Johnson Wax Building

2009-11-20T09:17:00-05:00

I'm a bit of a Frank Lloyd Wright junkie, and have visited at least a dozen of the homes he built. But I was especially struck by a visit two years ago to the Johnson Wax Building in Racine, Wisconsin, designed by Wright. It's a remarkable office space, still in active use. It includes many innovative features, and conveys a dramatic but surprisingly tranquil feel.

So much of the focus in our thinking about architecture is about residential design -- and Wright was, of course, a master of that as well. But I think you'll enjoy and learn from this three part video series providing a tour of the Johnson Wax building. If you're ever in Racine, it's well worth a stop -- though I believe tours are only given on Fridays.

These three videos -- to be viewed in sequence -- provide a good overview of this special building in American architectural history.

For information on visiting the Johnson Wax Building.

Voting Is Not Always Necessary

2009-11-18T10:09:00-05:00

Tip 18 of 25
from Elaine Cogan

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How often does the planning board engage in an informal but productive discussion when a member interrupts by making a motion?

Most likely, someone will offer a second, and you soon can be down a formal path, following rules of order you may not have needed at all. A motion made prematurely or in the middle of a free and open conversation can stifle the very debate you need. Know when to cut off discussion, when to call for a vote and when you can reach a decision by consensus, or general agreement. The goal should be to give everyone the fullest opportunity to contribute to the smooth running and decision-making process of your planning board.

First, it is important to acknowledge that most, if not all, decisions on legal matters require a recorded vote. Many other issues, however, are best resolved by reaching consensus. Voting yea or nay can polarize board members by creating a winner/loser environment. While striving for consensus may be a longer and time-consuming process, it also encourages the group to come to general agreement without forcing individuals to take sides.

The consensus-builder is often not the chair. The role can be played by anyone who has the patience, aptitude, and interest. She relies on her ability to listen carefully to what people say or mean when they may appear to be rambling, and also on interpreting non-verbal behavior or body language.

If you aspire to be the consensus-builder, you probably have to listen more than you participate in the discussion, all the while watching participants’ actions. Be alert for a momentary lull in the discussion, when it seems that all the points have been raised and the conversation is becoming repetitive. Head off a formal motion by using summary language such as “Now that it appears we have discussed all the options, it seems we generally agree on …” or “It is pretty clear that we want to …” or “We seem to have consensus on … .” Most times, members will nod in agreement and be relieved that someone is so perceptive. Thus, you can move on to another topic with impunity. If you have misread the situation, board members will most certainly tell you and the conversation can continue.

A consensus does not necessarily imply agreement. It can be reached when you are at an impasse and have exhausted the points to talk about. In this situation, the consensus builder can say, “It seems we will have to agree to disagree at this time; why don’t we move on?”

Though most people find a consensus format very comfortable and preferable to constant voting, it may be unfamiliar and uncomfortable to some board members. Obviously, it can be used only if there is consensus to do so. Voting is a clear and direct method of reaching a decision. The consensus model is more intuitive and collaborative. Each has a proper place in the decision-making process of a well-functioning planning board.

We're pleased to be posting over the next half-year, on a weekly basis every Wednesday, PCJ columnist Elaine Cogan's 25 tips for planning commissioners from her excellent Now That You're on Board publication.

We hope this will provide a convenient opportunity for planning commissioners and other "citizen planners" to benefit from Cogan's years' of experience in working with communities. The complete attractively-designed, spiral-bound, Now That You're on Board publication is also available for purchase and delivery by mail.

Reporting Local Problems ... With Your iPhone

2009-11-13T10:49:00-05:00

"CitySourced is a real time mobile civic engagement tool. CitySourced provides a free, simple, and intuitive tool empowering citizens to identify civil issues (potholes, graffiti, trash, snow removal, etc.) and report them to city hall for quick resolution; an opportunity for government to use technology to save money and improve accountability to those they govern; and a positive, collaborative platform for real action."

That's their pitch. Take a look at the video below about CitySourced -- their web site includes a variety of screenshots, plus a graphic demo of how the incident reporting system works. CitySourced won third prize at the recent TechCrunch50 Conference in San Francisco.

Would welcome hearing whether you think this concept makes sense for cities.

Control the Meeting by Controlling the Agenda

2009-11-11T10:00:00-05:00

Tip 17 of 25
from Elaine Cogan

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Is this a description of your typical planning commission meeting? You start ten or more minutes late; go through the items prepared by staff in no priority order, often getting to the most important ones several hours later; leave the public comment to the end when everyone is tired and grumpy; and adjourn much later than anyone wants, with important business held over to next time when you follow the same bad habits. There are many ways to rein in runaway meetings. A good place to start is with the agenda.

Consider the items in order of their importance, not in the tiresome and non-productive usual sequence of “minutes, old business, new business.” It makes sense to tackle business that requires your full attention when you are all at your freshest, and that is usually at the beginning of the meeting.

Allow ample and early time for issues that most concern the public. Too often, planners still put them last or next to last on the agenda even though they are well aware that one or more matters are certain to attract a large, opinionated crowd. It should be no surprise when people get restless and angry if they have to sit through several hours of deliberations that do not concern them. Put the contentious or controversial issues on the agenda early, and give them the time they deserve. Do not be offended if most of the crowd leaves as soon as you turn to other matters.

Place together routine items that require little or no discussion and consider them in a group. Some bodies call this the “consent agenda” and require one motion and one vote to approve them all. But be careful that they are, indeed, routine items and not anything controversial you can be accused of “sneaking through.”

Do everything possible to help the public follow along what may appear to be technical or difficult procedures. Print sufficient agendas for all to pick up as they arrive. Also, make sure there are sufficient copies of any graphics or explanatory material. Provide another handout with a simple explanation of the board's processes. ... What general rules of procedure do you follow? What is the purpose of a first reading? Second? On what issues do you require simple majorities and/or unanimous votes? What is your appeals process? What are the names of all the planning commissioners? Contact information about key staff?

All planning boards and commissions have some form of agenda. Examine yours closely to see if it is the best you can have as a way of contributing to orderly and productive meetings.

Individual Article Downloads From Our Fall Issue Now Available

2009-11-10T12:27:48-05:00

Subscribe to the Planning Commissioners Journal, and start with our Fall issue. Order online, or call our office: 802-864-9083. Note: government orders can call and request to be invoiced. OR order a print copy of the issue for $17.75 -- delivered by first-class mail OR download a copy of this issue for $16.75 (or $75.00 for license to print up to 20 copies) OR download individual articles from our Fall issue -- click on article titles below, and then use the download article button
Contents of our Fall 2009 issue
	Zoning for Religious Institutions by Eric Damian Kelly, Esq., FAICP The impact of zoning regulations on religious institutions is a complex and evolving area of law. A primer on key issues citizen and professional planners should be familiar with.
Planning for Public Transportation in Rural Communities by Hannah Twaddell There's a strong need for public transportation in rural communities -- with benefits both for individuals and local economies.
	Stand by Your Plan by Jim Segedy, FAICP, and Lisa Hollingsworth-Segedy, AICP Ten tips to help you better prepare and implement your community's long-range plan.
The Role for Planning in Sustainable Communities by Elaine Cogan Communities throughout the country are see growing interest in sustainable development. Some ideas on how to take sustainability into account.
	Where's Art in Planning? (free download; use link to download article as pdf file) by Ric Stephens It's rare that art is considered relevant to planning -- and that's unfortunate.
Considering the Regional Impacts of Local Actions by C. Gregory Dale, FAICP Do we have an ethical responsibility to take into account the regional impacts of local land use decisions?
	CircleTheUSA Three reports from PCJ Editor Wayne Senville's travels: -- are Cleveland, Ohio, planners' new strategies for the reuse of vacant land realistic? -- how a Detroit, Michigan, suburb is seeking to reshape its future. -- why regional planners in northwest Indiana are focusing on 46 miles of lakeshore.

Recent Back Issues:	Special Focus Issues:
Summer 2009: Libraries at the Heart of Our Communities \| Learn to Speak So People Will Listen \| Are We There Yet? \| Circle the USA Reports \| and more	Winter 2006: Bright Ideas: 21 creative planning-related ideas & programs you should know about
Spring 2009: Getting the Density You Want \| Growing Safer: Improving Roadways for Everyone \| Dialing for Citizens \| Learning to Enjoy Your Service on the Commission \| and more	Fall 2005: This Land Is Your Land: on "takings" and property rights, and how planners can respond
Winter 2009: Managing Stormwater Runoff: A Green Infrastructure Approach \| Taking Low Impact Development from Research to Regulations \| The ABC's of Transit-Oriented Development \| and more	Fall 2004: Back to School for Planners: on the impacts of school location, and the relationship between planning and school boards
Fall 2008: Pattern Books: A Planning Tool \| GIS & Planning \| Where Do We Want to Go? \| and more	Spring 2004: Sphere of Influence: water and its impacts
Summer 2008: Greenways \| Developing at the Edge \| An Introduction to Charrettes \| and more	Fall 2003: Planning for Historic Preservation: an introduction to historic preservation planning
Spring 2008: Car Sharing \| Revisiting Ex Parte Contacts \| Chairing the Commission \| and more	Winter 2002: Opening the Door: planning for affordable housing
Winter 2008: Downtown Futures: continuing a series of reports from planners across the U.S., focusing on downtown issues	Spring 2000: The Promise of America: an historical look at 10 successes & 10 failures that having affected America's cities

Art & Soul in Planning

2009-11-06T09:08:17-05:00

The Orton Family Foundation has done some terrific work in Vermont, Colorado, Maine, and other parts of the country in engaging citizens in local planning. A recent project of theirs in the small town of Starksboro, Vermont, is especially interesting as it uses storytelling and art as key elements in the planning process. Take a look at this short video. For more on the Starksboro project.

For more on the importance of the arts to local planning, see Ric Stephens' short article, "Where's Art in Planning" (free pdf download) from the Fall 2009 issue of the Planning Commissioners Journal.

Take a look also at our new Resource page on Art in Planning. It's a work in progress, and we'd welcome your suggestions for additional links or resources to cite.

Commission Members Can Also Be Leaders

2009-11-05T10:52:47-05:00

Tip 16 of 25
from Elaine Cogan

view all Tips posted to date

In the previous Tip, I wrote about leadership and the importance of strong chairs. Their keen facilitation skills are vital to the success of each planning board meeting, and to the planning process itself.

But there is only one chair -- there are many members -- and most of us probably never will be or even aspire to that role. Moreover, even the best chair cannot do it alone. Everyone is important to the success and smooth functioning of the planning board. Members do themselves and their community a disservice if they just sit back, speak only when spoken to, or are otherwise passive.

In many ways, the roles of planning board members are more subtle and not as easily defined as that of the chair. They do not have the title nor, for that matter, the gavel to give them authority. However, if they are willing to be thoughtful and reasoned participants, they will make important contributions to the proceedings. How, then, can planning board members be most effective?

Prepare yourself. Read all the pertinent written material, beforehand, review anything you do not understand with the planning director, and be ready with constructive questions or comments at the meeting.

Arrive on time so you can get your papers and thoughts in order.

Participate actively. Listen carefully to the presentations and comments of others and join in with remarks of substance that advance the discussion.

Help out the chair but don't take over. You need not suffer silently if a weak or indecisive chair impedes discussion or the ability of the board to make decisions. There are several actions you can take that do not usurp the chair's authority but help keep things moving. Remind everyone of the time constraints ("according to our agenda, we have just five more minutes before the next item"), or sum up what has been said, followed by a recommendation or a motion. Finally, at the first opportunity, choose a more capable chair.

Be an expert -- but not a know-it-all. Effective commissioners wisely take time to become more informed than the other members on a select number of subjects. However, even then, do not assume you know everything. Be open, and willing to consider the opinions of others. If you have to disagree with staff, commission members, or the public, be sure you have the correct information.

Watch your body language. Bored by the proceedings? Angry at the chair for cutting you off? Upset with the public for haranguing the commission unfairly? Resorting to facial expressions that show displeasure, drumming your fingers on the table, crossing your arms -- are strong signals you should avoid.

Above all enjoy yourself and show it with humor and goodwill. As a planning commissioner, you are performing a task very important to the well-being of your community. The occasional slings and arrows should be worth your time and effort.

Using Your Time Wisely: Our November Special Offer

2009-11-02T10:58:33-05:00

Articles that can help you and your planning commission function more effectively -- available only as a .pdf download.

Also for this month only, you can order Using Your Time Wisely AND receive a copy of Elaine Cogan's Now that You're on Board: How to Survive ... and Thrive ... as a Planning Commissioner at 50% off its regular price.

Using Your Time Wisely includes:

Meeting Formats Should Follow their Functions

Making the Most of Your Meeting Time

Are You Organized for Business?

Consider the Committee

Retreat? Advance?

Decision Making

The Endemic Problem of Information Overload

Use this button to order & download Using Your Time Wisely for just $10. For our Special Offer of Using Your Time Wisely & Elaine Cogan's Now that You're Onboard, see the information below.

Use this button to order & download Using Your Time Wisely, and receive by mail Elaine Cogan's Now that You're on Board. Use the link for details about Elaine Cogan's booklet, but return to this page for the special discount offer: both Using Your Time Wisely & Now that You're on Board for just $21.50 -- you'll be saving $11.50. Price includes free shipping.

After ordering, you'll receive a link to download Using Your Time Wisely, and you'll receive Now that You're on Board by first-class mail.

Ride the Bus

2009-10-30T18:34:00-04:00

The just published Fall issue of the Planning Commissioners Journal features an article by Hannah Twaddell on how to better plan for rural public transit. But it's also important to promote bus service. Take a look at these two short public service announcements, the first from Red Rose Transit in Lancaster County, Pennsylvania, the second from the Town of Ocean City, Maryland. Let us know of any bus-related PSA's you've enjoyed.

On Being An Effective Chair*

2009-10-28T10:42:00-04:00

Tip 15 of 25
from Elaine Cogan

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The critically important role of the chair of a planning board cannot be overemphasized. The planning process suffers if the chair is either weak and unfocused or too strong and intimidating.

These are some principles of effective leadership planning commission chairs should follow.

Be conversant with all the issues under discussion, but do not feel the need to be an expert in any. In fact, knowing too many technicalities may get in the way of encouraging and accepting the opinions of laypeople, a key role you should play.

Always show fairness and do not express your personal opinions, except when it is time to vote. If you must speak out, turn over the gavel to your vice chair. However, exercise that prerogative sparingly. If you do it too often, your ability to be an unbiased presiding officer will be questioned. Fairness also means you give everyone a chance to speak and deal quickly and decisively with those, either commission members or the public, who try to dominate the discussion.

Disdain the trappings of power. The gavel is all you should need to keep order, and it should be used sparingly. Neither request, require, nor countenance special consideration from staff or from anyone else.

Display energy and enthusiasm, even at a hearing that has dragged on into the early morning hours. Of course, an effective chair will not have allowed the meeting to go on that long, but in any event, you must always strive to be alert and positive, fair and courteous.

Use praise unsparingly. A good leader does not need praise; a good leader dispenses it when merited, but always sincerely. There should be much to laud: staff work on a particularly difficult or onerous issue; public testimony that is fair and non-belligerent on a contentious subject; courteous and intelligent discussion among the commissioners.

Stimulate and synthesize the group process without overwhelming it. You should always, figuratively at least, be looking to the right and the left and keeping your antennae out for verbal and nonverbal signals from the commission, staff, and the public. You do the best job as chair if you move the group to consensus more often than to a win/lose posture.

Most of all, a good planning commission chair enjoys the role and looks forward to tomorrow as another opportunity to exert enlightened and informed leadership.

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* About the designation “chair” rather than chairman, chairwoman, or chairperson. All are in common use, and all are correct. However, the neutral term “chair” is more in keeping with similar terms for other leadership positions such as administrator, president, and chief executive officer.

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Editor's Note: for more on the role of the chair -- from the long-time Chair of the Johnson County, Kansas, Planning Commission -- see Carol Whitlock's "Chairing the Planning Commission" (available to order & download).

Light Rail for Kansas City

2009-10-23T09:50:00-04:00

I thought this was an effective short video on the role that light rail can play in shaping a city. It works well without any narration. More about the video below.

Imagine KC from Arnold Imaging on Vimeo.

I received the following information from Jonathan Arnold whose firm produced the video:

"The video was produced for a community outreach program called Imagine KC where residents had town hall meetings to discuss what they wanted Kansas City to look like in 20 years. The overwhelming concensus was they wanted Kansas City to be vibrant, green, and connected.

The 3 minute piece was a visualization of what that could look like in KC. It was very well received both here in Kansas City and across the country (via the web) as it not only showed the technical aspects, but conveyed emotion and the increased human interaction that TOD offers.

The current status of LRT in Kansas City is that there are three proposed routes using various technologies. Time will tell which one wins out, but it looks like some form of rail based transit will be built here."

Dealing With Difficult People Requires Finesse

2009-10-21T10:33:00-04:00

Tip 14 of 25
Elaine Cogan

View all Tips posted to date

Planning issues can bring out the best and the worst in citizens. Your decisions affect the everyday lives of many people -- the quality of their neighborhoods and the value of their homes and businesses. At some point in your commission career, you will chair or sponsor a public meeting where people are polarized, opinionated, and possibly rude and abusive. It may not be easy in these difficult circumstances, but it is essential that you keep your temper under control and your opinions to yourself.

Here are descriptions of some of the most common disrupters and suggestions about how to deal with them.

Arguers. Never answer an accusation with an angry retort nor ask a question that encourages them to continue their tirade. Remember that it takes two to argue; a reasoned and fair-handed response may not convince them but they probably will give up trying.

Attackers. Attackers are probably making you or the agency the scapegoat for a more generalized anger against the “system” or other matters you cannot control. They usually speak hurriedly and in loud voices. Put them off guard and slow down the momentum by speaking deliberately and with assurance. If the attacker is a public official who seems to enjoy verbally abusing staff or volunteer commissioners, try to stay out of his way until he calms down. He will.

Gossip-spreaders. They speak in authoritative voices and will not be deterred by correct information. A simple, “Why, where did you hear that?” or “Does anyone know where we can get more information?” will often shame them, until the next time.

Hair-splitters. Sometimes their “picky” points are important to consider and perhaps a clue that you have neglected something. Do not take it up during the meeting. Refer the hair-splitters to a staff expert or someone who can do research and help resolve the issue with the correct facts.

Old-timers. They may be garrulous but they also are the keepers of valuable community memory. Appoint them to a subcommittee where their recollections can be put to good use.

Single-issuers. Every community has them. No matter the topic at hand, they are ready at every occasion to bring up the same issue. You may be talking about housing densities and they rant and rave about the sewers. You may be discussing park development and still they rail about sewers, and so on. After awhile, you will recognize them and probably can repeat what they have to say before they do. Listen and nod politely but do not ask them any questions or encourage them in any way … unless, of course, by some chance, you are talking about their favorite subject.

Yakkers. Strictly set and enforce time limits on all individual comments and use a bell or other audible means to keep yakkers in line. You may have to cut them off by calling on the next speaker, but it is important that everyone follow the same rules. The essence of democracy is to give equal time to many people with disparate points of view.

Deal with each situation with goodwill, fairness, and a sense of humor. Call a recess if warring factions are out of control. Most importantly, realize that the tone and tenor of the meeting is often influenced by your own behavior.