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Observations and Opportunities: Housing Markets
This week for Observations and Opportunities, we asked realtors about what they are seeing in multi- and single-family markets.
Observations and Opportunities: Public Processes
May 6, 2020
Democracy relies on the ability of people to participate in decision making. The coronavirus has changed how communities conduct this process for land use applications and public hearings. We asked Patricia Nilsson how Canyon County has adapted to meet requirements for engagement while keeping people safe and planning and development moving forward.
Patricia Nilsson, AICP
Canyon County Development Services Director / ULI Idaho Membership Co-Chair
How has Canyon County’s land use application process been affected by COVID-19?
We had to pass an emergency ordinance to provide a different process for neighborhood meetings. For the next six months, applicants will hold a “neighborhood comment period” where they provide a mailed notice to property owners within the notice radius (600’ in Canyon County). Information on the proposed project must be provided by either attaching a document to the email or providing a website where they can review the proposed project. The letter also must include an email and/or mailing address where comments can be sent. At the end of the comment period, the applicant submits copies of all the comments received with their application to the County.
While some jurisdictions have waived or suspended the requirement to hold a pre-application neighborhood meeting, Canyon County values the input from neighbors and felt it was important to provide an alternative process for their participation.
While COVID was devastating to our local and national economy, our office had the highest April revenues in three years… Our ability to provide permitting and inspection functions meant that architects, project managers, engineers and trades people could keep working.
Patricia Nilsson
Canyon County Development Services Director
How has the public hearing process been affected by COVID-19?
The County had to choose a virtual platform to conduct public hearings. Our IT department chose WebEx as it was the only option that met our security standards. Once the requisite licenses were obtained, training needed to occur with staff and elected officials involved in the hearing process. All of the applications that had already been scheduled for March, April and May hearings had to have the public notification redone to include instructions on how to participate using WebEx. That delayed most applications by at least a month as we still were required to meet statutory requirements for all elements of public notice – letter to surrounding property owners, agency notification, legal notice publication in the newspaper, and property posting.
What have you learned from the COVID-19 experience?
- Plan and equip staff to work remotely
We were able to implement the Governor’s stay-home order the same day it was issued as all planning staff had laptops with VPN connections that enabled them to work from home. The building inspectors and code enforcement officers already are equipped to work remotely. While we had to outfit a few staff to work remotely, we could maintain all essential permitting functions. We did prepare, as did each department in the County, a COVID operations plan that was reviewed by the County’s Emergency Manager. - Communicate changes to customers
We sent the emergency neighborhood meeting ordinance to our customers who were “on hold.” And we now require that appointments be scheduled for building permit drop-off and pick-up, but our customers have enjoyed knowing they won’t be waiting in line for service. We may continue that practice as an option for customers post-COVID. - Servant leadership
As a practicing servant leader, I had to ask myself what do my employees need to do their job in the midst of unprecedented disruption? Regular updates to department staff via e-mail and individual phone calls made employees feel less isolated. Pizza, doughnuts and coffee were provided to the skeletal crew who came to the office every day.Communication protocols to distribute work to remote staff were established to keep the in-office staff from being overwhelmed. - Disruption doesn’t mean decline
While COVID was devastating to our local and national economy, our office had the highest April revenues in three years. We were able to keep our local construction economy moving forward as they were deemed “essential” and could implement social distancing requirements. More importantly, our ability to provide permitting and inspection functions meant that architects, project managers, engineers and trades people could keep working.