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Help organizations effectively identify, communicate, prioritize, and plan projects with reasonable time lines to:
Enhance staff and stakeholder engagement & enthusiasm
Build and maintain momentum (Tom Collins Flywheel Concept)
Allow staff to maintain focus on highest priorities
And successfully fulfill their mission
Using our sponsor to demonstrate a Mission Statement:
Midpen’s Mission To acquire and preserve a regional greenbelt of open space land in perpetuity; protect and restore the natural environment, and provide opportunities for ecologically sensitive public enjoyment and education.
Provide Open Spaces
And Strengthen Communities!
Enjoy nature, have fun outdoors
The Real ‘Why’s’ behind Effective Priority Setting
Identified local jurisdictions of various sizes
Mapped the processes
Process analysis
Picked the best practices to create a ‘Best of the Best’ process
Our Rating Criteria was based on guidance offered in the following articles:
‘Yearly Priority Setting for City Councils’ by Geoff Ball ‘Effective Local Government Priority Setting’ by Rick Beauchamp
Campbell
Cupertino
San Jose
Hybrid Process The Best of the Best
Sunnyvale Santa Clara Valley Water District
Livermore
Santa Clara County
Palo Alto
To provide a generic, turn key priority-setting process that captures the best practices of various plans, is easily adopted by multiple agencies, and can be applied immediately.
•Develop and propose a list of •Hold a • Secure funds projects that fit Best Practice Tip: Council, •Post and •Review Mission and workshop with into established • Assign and teams communicateexecutive Vision Statements Board Members, Executive priorities proposed members Stafftomust keep their finger on a • Monitor / evaluate Best Practice Tip: Each Priority has •Identify and set Best Practice Tip: Submit project proposals to projects via review public •Staff will rank progress thelimit pulse of their districts and specific priorities 3 year time (at which time it media outlets align with elected official’s terms of office or budget input proposed •Establish no Best Practice Tip: Hold an off-siteconstituents retreat •with an status objective desires throughout for project ranking Report should be completed or re-evaluated) projects basedmore than •Hold a public •Approve cycles theand priority setting process facilitator •Results of kick-off on established three (3) high hearing to adopt project • Complete projects event is priorities priorities per receive publicrankings at a • Celebrate and communicated to year per comment on regularly recognize staff organization /•Staff line submits department proposed scheduled projects to staff projects Council / Board Council, Board, Meeting and Executive Staff
Best Practice Tip: Stay the course and do not redirect staff or shift priorities midstream
Tony Ndah Senior Engineer Santa Clara Water District
Dee King Raub
Fred Ho
Fire Captain Santa Clara County Fire Department
Senior Civil Engineer City of Campbell
Team Members Bob Swensen
Richard Sandau
Airport Operations Manager Mineta San Jose Airport
Electric Division ManagerGeneration City of Santa Clara
Henry Servin Traffic & Transportation Engineering Manager City of Gilroy
To Request E-Copies of PowerPoint and/or Policy & Procedure Handout Contact Team Member: Bob Swensen
E-mail Address:
[email protected]
Comments or Questions
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Supports a Collective Vision and Commitment Encourages Collaboration among Stakeholders and Promotes Public Involvement Establishes Method for Ranking Priorities and Identifies Specific Goals that are Measurable Generates Attainable Results
Projects and priorities will align with and support the organizations mission / vision. Projects and priorities will balance new projects with existing project work and current demands on staff. Highest priority projects will be given a reasonable timeline to be accomplished (without redirecting staff or changing focus). New and/or unexpected projects and priorities will be fully analyzed and vetted (before staff is redirected to adopt and accomplish them).
Align with and support the organizations mission / vision. Balance new projects with existing project work and current demands on staff. Allow staff to maintain their focus and complete previously established priorities Establish a process for new and/or unexpected projects and priorities to be fully analyzed and vetted before different direction is given
City of Sunnyvale
City of Livermore
City of Campbell
City of Palo Alto
Staff, Council, and Management propose projects for consideration.
Staff proposes new projects every 2 years to align with council member terms. Provides a list of projects with descriptions to council members.
Retreat held with Council members and executive team to establish business priorities (set specific categories for project ranking).
Policy and Services Committee solicits Council for input on priorities.
Projects are ranked in priority.
Council members rank current (was ‘old’) and new projects individually prior to workshop.
Staff assigns projects based on available staff resources and funding.
Committee compiles priorities and provides complete list to Council members in advance of scheduled retreat.
Proposed projects and rankings are posted on the City’s website for public access and review.
Council meeting held to review individual project rankings and prioritize projects into categories.
Staff ranks projects based on business priorities established by Council and executive team during retreat.
Annual retreat is held to establish priorities.
Final projects are set.
No more than 3 high priority projects permitted per department. Public Hearing is held on proposed projects.
Public hearing held to get public input on project rankings and categories.
Council approves project priorities at Council meeting.
Management and staff hold workshop with Council to discuss proposed projects and review public input.
Project list is finalized following public hearing.
Final projects are set.
No more than 3 priorities can be established each year, and each priority has a 3 year limit.
Ste p
Process
Plan that provided it
1
Hold a retreat with Council Members and Executive Staff / Senior Management to establish business priorities / objectives.
City of Campbell
• Retreat frequency aligns with Council member term of service • Recommend retreat is managed by an objective facilitator if possible • Identify and set specific categories for project ranking 2
Staff proposes new projects every ‘X’ years to align with Council Member terms of elected service
City of Livermore
• Staff provides list of projects with descriptions to Council Members • Projects must align with previously established business priorities / objectives • Projects must fit into previously established categories 3
Staff ranks projects based on business priorities / objectives established by Council and Executive Staff at retreat
4
Staff compiles ranked and priority projects and provides complete list to Council
City of Palo Alto
Steps Process Step
Plan that provided it
5
Council members review and rank current (previous year / old) and new projects
City of Livermore
• No more than 3 high priorities can be established each year per department • Each priority has a 3 year time limit (at which time it should be completed or reevaluated)
City of Livermore City of Palo Alto
6
Proposed projects are posted on the City’s web site for public access and review. A public notice is circulated regarding their availability on the web site.
City of Sunnyvale
7
Council Meeting is held , attended by Senior Staff to review project rankings, priorities, and ensure they reside in proper category
City of Livermore
8
Public hearing is held to receive public comment and input on proposed projects and rankings
Combination City of Sunnyvale and Livermore
9
Council members and Senior staff hold a workshop to discuss final rankings of projects and review public input
City of Sunnyvale
10
Final project list is set
All
Review Mission and Vision Statements with Council, Board Members, and Executive Staff Identify and set specific priorities for project ranking Results of kick-off event is communicated to organization / line staff Best Practice Tip: Hold an off-site retreat with an objective facilitator
Develop and propose a list of projects that fit into established priorities Staff will rank proposed projects based on established priorities Staff submits projects to Council, Board, and Executive Staff
Best Practice Tip: Submit project proposals to align with elected official’s terms of office or budget cycles
Establish no more than three (3) high priorities per year per department
Best Practice Tip: Each Priority has a 3 year time limit (at which time it should be completed or reevaluated)
Post and communicate proposed projects via various media outlets Hold a public hearing to receive public comment on proposed projects Best Practice Tip: Council, Board Members, and Executive Staff must keep their finger on the pulse of their districts and constituents desires throughout the priority setting process
Hold a workshop with executive members to review public input Approve and adopt project rankings at a regularly scheduled Council / Board Meeting Best Practice Tip: Stay the course and do not redirect staff or shift priorities midstream
