Summer of Change?

Things are starting to happen, opportunities are knocking on the door, and I'm thinking I'm ready for it! To update the goods:

Team in Training - I LOVE COACHING!! I may be the WORST. COACH. EVER. but I think
I'm getting the hang of it. Second hike went well, didn't lose anybody! The boot camp
style workouts we're doing on Wednesdays are really cool. I love seeing people who've never worked out like this really get in to it! Yeah, they're moaning and groaning but they're having fun and appreciating the fact that they're being pushed out of their comfort zone. I think its building a good team relationship through shared suffering as well. I think Crossfit Certification is definitely in my future. I'm really looking forward to seeing this group develop over the next several months.

On the day job front, finally wrapping up the Hays County Plan, a project that's been out there over a year. Its been a great project, lots of learning on my part which is always a good thing. Facing a big challenge on a plan we're starting up in a community facing some major issues that I don't even know where to start to address. Love that though because it keeps the work fun.

Had a great lunch with my friend Kristen Carney, co-founder of Cubit Planning. Kristen is such a great inspiration about doing what you're passionate about and also knows the questions to ask about making a vision into something viable. She is very cool, and I appreciate her insight.

Finally, there is a new professional opportunity arising that may be a way for me to have more flexibility to follow the things I'm really passionate about while still paying the bills.

I set some goals at the beginning of the year for the I am Crossfit Challenge, some I met, some I'm still working on, but I know now I'm moving in the right direction. God doesn't always give you an easy answer or clear path, but he always provides a way if you have faith and are willing to work.

Summer Challenge

Alright, most of y'all probably know about this, but we have ourselves an old fashioned throw down happening this summer. Its a straight up battle of the cults between Triatheletes and Crossfitters! That's right, its almost like the whole Vampire vs Werewolf thing, but totally not cause that's just weird.

My former Sister-in-law has poked fun at me for being in the cult of Crossfit, talking funny, eating differently, working out at odd hours, etc. Well, she's now drunk the Kool Aid of Triathlons and has become somewhat obsessed herself. Given this reality, I offered the challenge in her own chosen sport of Triathlon. I spoke out of bravado and unrealistic confidence. On Labor Day, she and I will face off at the Avia Triathalon to see whose fitness routine will reign supreme!!

So, now I'm pretty sure I've bitten off more than I can chew. At least I now have a goal to work for all summer. I'll be spending some time in the pool on top of the Crossfit and Boot Camp and will need to find time to ride some as well. If nothing else, its going to force me to work my ass off this summer.

So, there it is, will a Crossfit-centric workout be enough? Stay tuned and see how this challenge turns out!

Observations on a Birthday

I turn 37 today, not an exciting birthday by any stretch, but I think they're all downhill after 21 anyway. June is a big month, its my birthday, Father's Day, I got married and divorced in June. I also started my job at LCRA on June 1st. I've been there 11 years, nearly 1/3 of my life and virtually my entire professional career.

I've realized that I need to make a decision about what I do with the rest of my life. Crossfit has introduced me to a range of people who are totally passionate about what they do and have found a way to make their passion their job. I'm completely in awe of people who can do that, people with the courage to turn away from what's easy and comfortable and make a dream their reality.

One thing I'm really excited about is the TNT Hike trip, serving as coach. I'm totally stoked about the opportunity to plan a trip, the events and activities leading up to the trip, and work with the participants to prepare them for it. There is definitely something here, my challenge is to take this kernel and turn it into something bigger. The good news, I've met people who have taken a kernel of an idea and turned it into a business. I need to reach out to these people, learn from them, and create my own future.

So, over the next year, I need to figure out what my passion is and how I can make it reality. It may be staying at LCRA, but if so, I need to regain the passion I once had for what I do. If its something else, I need to figure out what that is and how to make money doing it. I think there's potential with this adventure travel thing, but I need to spend some time and energy to learn about it and what opportunities it represents.

Values Based Planning

I've been working on a plan for the City of Dripping Springs, a town facing significant growth pressures just west of Austin. The public input from surveys, town halls, focus groups, etc. indicate that residents are very considered with this rapid growth and want to preserve the 'small town' character of their community.

This is pretty typical of what we see in these communities. People move out there and then want to close the door behind them. Austin faces the same attitude among its residents. Those who moved here in the last 10 years are often the most rabid anti-growthers. So, this is what we're dealing with.

We started with a traditional planning approach, identifying goals and objectives based around typical plan topics of economic development, housing, community development, parks and recreation, infrastructure, etc. This follows the pattern we've used on many plans and is the go to approach for many comprehensive plans. Well, to be blunt, this didn't work for Dripping Springs. Working closely with the Steering Committee, we decided on a different approach.

Many comp plans contain vision statements, something I tend to shy away from. Why? Because they tend to be fluffy, meaningless statements along the lines of 'Our Town aspires to be a community of diversity, opportunity, blah blah blah.' About as meaningful as Garrison Keillor's 'Where all the women are strong, the men are good looking, and the children are above average'. We decided instead of a Vision Statement that wouldn't really drive anything, we would identify key values of the community and use that as the basis for the plan.

So, we have a Values Based Plan. The values we identified include: Dripping Springs is an Active Community, Dripping Springs has a Vibrant Economy, Dripping Springs is a Community that Cherishes its Unique Heritage, and several others. The goals and recommendations of the plan are organized within this structure. Its a little different approach that works well with the community and provides a unique plan for Dripping Springs.

As planners (and with life in general) its easy to get in a rut and turn to boiler plate solutions that worked in the past. Its easier to be uncreative and utilize what worked in the past rather than thinking in a new way and taking a different approach. Our communities, and our profession will be better off if we look to new solutions, new opportunities, and new ways of approaching the problems facing our communities.

Never quit going uphill

'Never quit in town, never quit going uphill, never quit in the rain. If you are going to quit, it has to be on top of a ridge, with the wind in your face. You never walk away weaker, you walk away stronger' This quote is from the book Just Passin' Thru: A Vintage Store, the Appalachian Trail, and a Caste of Unforgettable Characters by Winton Porter. He bought a store on the Appalachian Trail that serves as the first destination for through hikers coming north from the start in Georgia. One of the people highlighted in the book goes by the trail name Billy Bumblefoot and those are his words of wisdom.

When you're hiking 2000+ miles, carrying everything you need on your back there will obviously be hundreds of moments you'll want to quit. When you've just spent a night or two in town, with running water, real food, air conditioning, its easy to think 'why go back out there?' Struggling up a mountain, being soaked and shivering, those are the times its easy to throw in the towel and give up. The challenge is to wait for those glorious moments, when you've conquered the mountain, when the wind is drying the sweat from your brow, that's when you can decide to quit and be able to walk away with your head up and proud. Its when you've reached the top of your game, the pinnacle, that its okay to quit. Most of us won't through hike the Appalachian Trail but we will be confronted with moments we want to quit. On that last set of dead lifts, the fifth public meeting you know only five people will attend, whatever it is, we all face those times we want to give up.

Think about your life and things you've quit on. Did you quit at the point of greatest challenge or at the point of greatest accomplishment?

Irrational Growth or just Free Market at Work?

I read an article in the New York Times online yesterday and it spurred a lot of thought and a lively discussion with some friends on Facebook. The gist of the story is that despite a 60% decline in home prices, nearly 10,000 new homes sitting vacant, almost 6,000 repossessed just this year, Las Vegas is experiencing a bit of a building boom. New homes are being built and sold despite the oversupply of existing homes. On the surface, it seems completely irrational to continue building despite an oversupply; however, if the homes are selling then who are we to stop it? Also, for those in construction, real estate, etc. this is a very good thing because it means jobs.

That being said there are tremendous public costs created by this overdevelopment. The roads, water and sewer lines, and other utilities that were built to serve those now vacant and dying neighborhoods are going to be maintained by local governments (read TAXPAYERS). The public safety issues of ensuring these vacant homes don't become meth labs, etc. need to be considered as well. Detroit is the extreme example of a community grappling with the very issue of how to manage abandoned neighborhoods. It seems to me Las Vegas is creating this exact scenario for itself by continuing to build in spite of the existing oversupply.

So, some questions that I'd love somebody to answer: First, do the buyers of these homes really believe they are going to see appreciation in their home investment? (see Dutch Tulip Craze as example of irrational buying and oversupply)
Second, how is this financially feasible? How does it pencil out to loan money for this kind of project? I would love for a banker to let me know on this one.
Third, how will local governments respond to increasing costs of service on the infrastructure and public safety serving these dying neighborhoods?
Fourth, what about the families who invested in a home in those now dying neighborhoods? Not everyone is willing to walk away from their home and they are now stuck in virtual ghost towns.
Finally, why does the Federal government subsidize this irrationality with FHA loans, tax credits, etc? Homeownership is not a right, but has been treated as such for generations. This is part of what got us into the mess in the first place by making everyone think they 'deserved' a new home whether they really could afford it or not.

So that's the conflict. This is the free market, suppliers (developers) are responding to demand (homebuyers). This is a good thing in many ways and is creating jobs, etc. However, is the market in this case being way too short sighted? What is the proper government response given that the government (meaning TAXPAYERS) are ultimately going to be responsible for many costs associated with this growth? How do we balance the free market with the inevitable public costs the free market creates? Would 'clawback' provisions, like those used in economic development be appropriate? Developers have to post bonds and if their neighborhood doesn't pan out they have to pay to demolish it or mothball it until demand is there?

If I had the answers to questions like these I'd be sitting on a beach not sitting in a cube writing a blog...

Three Leadership Responses to Planning

In the 10 years I've been in city and county planning I've found there are three general types of people you meet in the communities (I'm intentionally ignoring the apathetic, which is the largest group). These aren't the only three, but they are the most common and most elected and appointed officials will fall within one of them. They are the champion, the roadblock, and the cheerleader. I will discuss each in turn and how to manage them.

The champion is rather rare. This is the staff member, elected official or citizen who is truly invested in the plan, and more importantly, in implementing the plan once adopted (see prior post on importance of implementation). They understand the importance of a good planning process yet realize the real work begins after the plan is written. These individuals need to be identified, supported, and nurtured throughout the process. Provide clear direction and specific action steps to achieving the plan goals. Identify resources that can be accessed for implementation. These people are the real change makers in the community and our role as planners is to give them the tools to be successful. I worked in one county where a passionate group of citizens absolutely took ownership of the environmental projects we identified and are still working that plan several years down the road, in spite of the indifference of the elected leaders. Its a failure on my part that I wasn't able to engage the elected officials more to support the efforts of this grassroots group.

Roadblocks are the naysayers. They're the people who can point to a half dozen dusty plans already on the shelf and say 'Why is this new plan different from all of these?" Often, they have a point, they are jaded because of too many failed plans in the past. Another reason for being a roadblock is a fear of change. This is often a long time City Manager or Utility Director who has things 'under control' and doesn't want a bunch of new work coming down. It may be an elected official who doesn't want to engage the citizens because they really don't want to know what residents really want. Finally, roadblocks can be citizens who are worried a plan will lead to higher taxes or more regulations, or increased growth, or whatever issue concerns them. They often feel the act of planning is synonymous with encouraging growth that will change their community. Roadblocks can be managed by early outreach and honest engagement in the process. Rather than ignoring them, try and bring them on board as members of your steering committee, or at least as a focus group where they can voice their opinions. Be honest and direct and work with them to find common ground. Often, they just want the opportunity to be listened to and feel their opinions are included.

Not to disparage real cheerleaders, but in my planning world, cheerleaders are the absolute worst to deal with. These are the newly elected officials who come in screaming about the need to plan for the future. They probably have no clue that the City Manager is currently working his ass off to implement the last plan that was done. This happened in a community I worked in a while back. The Mayor wanted a Comprehensive Plan. When we talked to the City Manager he pulled out the current plan and walked us through all of the things he was doing from that plan. The worst part was the Mayor had been on Council when that plan was adopted but had forgotten about it. The cheerleaders tend to think that the act of planning is the real goal, and don't look past it to the actual work of implementation. They're the citizens who volunteer to be on the plan Steering Committee, but not on the implementation task forces. They're the Council members who happily vote $100,000 to pay a consultant to write the plan, but won't agree to $25,000 to install landscaping and benches in their downtown to accomplish a plan goal.

So, as planners how do we manage these different groups. In addition to the ideas already discussed I would recommend every plan include some 'low hanging fruit'. These are projects that can be done quickly, with limited resources, and possibly even while the plan is still being developed. This will support the champions and minimize the roadblocks by showing quick success. It may encourage the cheerleaders to stay involved because they get the reward of accomplishing real tasks. Another key is celebrating successes. When a goal is reached or a major project accomplished the community needs to acknowledge it and celebrate it. It doesn't have to be a street party, but it should at the very least include stories in local media, website promotion, maybe a ribbon cutting if appropriate, etc. If people see projects being completed they will be more supportive of government and more likely to actively participate because they know it will lead to results and improvements.

The biggest challenge is capacity building. We as planners need to focus on building the capacity of the communities we work in. We need to help cultivate real leadership and identify resources to accomplish goals. A world class trainer does more than just meet their client one or two days a week and tell them to lift weights. They focus on nutrition, proper hydration, rest, and all aspects of their clients lives to build real success. We need to embrace this holistic approach as planners and foster an environment of success in our communities where residents, staff, and elected officials have a common vision to be passionate about (thanks Scott LeCount for this one) and are willing to work to make that vision reality. That's how to overcome the roadblocks and the cheerleaders by turning them from obstacles into advocates for their community.