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· Logical. There should be a discernible path from the standards and criteria to the objective the City is trying to achieve. Make it make sense. Every time we propose amendments to the code we should ask ourselves the questions 'what issue are we trying to address, what problem are we trying to solve?' · Strategic. Having a code that is less detail-oriented and more form-based with adjustable processes that allow more responsiveness to staff, developers, and neighbors about how to achieve goals and policies can allow staff to be more open to negotiations and hands-on problem-solving. · Fair. The code must recognize there will be a variety of different stakeholders needs that must be met. Negotiations, compromise, balance, and consensus-building must be incorporated into a code revision process and ongoing code applications in order for the code to embody the diverse values of our community. 3. BUSINESS ASSISTANCE THE PROBLEM The attitude behind the implementation of the local regulatory and permit system is as important as the regulations. Locations that work to assist development within the context of meeting the community's regulatory mandates fare better than locations that use their regulatory and permit system to "keep undesirable things from happening." It is the difference between viewing businesses as part of the community or an adversary to protect the community from. The Zucker report found that the community perceives Eugene as anti- business. It is considered to be a difficult place to get things done. The report found that while staff are competent and dedicated, there is a lack of consistency in interpreting regulations. Applicants report hearing different answers from different staffers. Permitting staff do not have a problem-solving approach, and seem to look for ways to say no. SOLUTIONS If the problem is as the Zucker report describes, then it requires both a change in policies and a change in attitudes. Changing the code is the main policy solution: that recommendation wa.s just described above. Changing attitudes requires clear policy direction, not only from the revised code, but from Council and senior staff. The message should not be that codes are obstacles that staff should work around. Rather, the codes should be designed to reasonably and efficiently meet public objectives for quality, safety, and integrity in development and building, and staff should enforce those codes. But codes can be enforced in different ways, and the difference can depend on the message from senior staff and policymakers. City staff at the Planning Division should be looking for a balance between the most rigid interpretation of the code and a broader interpretation of the purpose of Page 10 Recommendations July 2004 Mayor's Committee on Economic Development