Achieving Excellence in the

Project and Priority Setting Process

The Golden Circle Concept

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WHY? – The ChallengeHelp 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

Enjoy nature, have fun outdoors

And Strengthen Communities!

The Real ‘Why’s’ behind Effective Priority Setting

Supporting and Building the Vision

HOW? – The Methodology

Identified local jurisdictions of various sizes

Mapped the processes

Process analysis

Picked the best practices to create a ‘Best of the Best’ process

Literature

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

Cupertino

Sunnyvale

Santa Clara Valley Water District

Palo Alto

Santa Clara County

LivermoreSan Jose

Campbell

Vetted the Rest to Create the Best

Hybrid ProcessThe Best of

the Best

WHAT? – The Deliverable

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.

Six-Step Priority Setting Process

1. Hold Kick-off Event / Retreat• Review Mission and

Vision Statements• Identify and set

specific priorities for project ranking

• Results of kick-off event is communicated to organization / line staff

2.Propose & Rank Projects• 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

3. Review Projects submitted by Department Heads• Establish no

more than three (3) high priorities per year per department

4. Public Outreach

• Post and communicate proposed projects via media outlets

• Hold a public hearing to receive public comment on proposed projects

5. Finalize Priorities & Projects

• Hold a workshop with executive members to review public input

• Approve and adopt project rankings at a regularly scheduled Council / Board Meeting

6. Implementation• Secure funds• Assign teams• Monitor / evaluate progress

• Report status• Complete projects• Celebrate and recognize staff

Best Practice Tip: Hold an off-site retreat with an objective facilitator

Best Practice Tip: Submit project proposals to align with elected official’s terms of office or budget cycles

Best Practice Tip: Each Priority has a 3 year time limit (at which time it should be completed or re-evaluated)

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

Best Practice Tip: Stay the course and do not redirect staff or shift priorities midstream

Team

Members Bob SwensenAirport Operations

Manager Mineta San Jose Airport

Fred HoSenior Civil Engineer

City of Campbell

Richard SandauElectric Division Manager-

Generation City of Santa Clara

Henry ServinTraffic & Transportation Engineering Manager

City of Gilroy

Dee King RaubFire Captain

Santa Clara County Fire Department

Tony NdahSenior Engineer

Santa Clara Water District

To Request E-Copies of PowerPoint and/or Policy & Procedure Handout

Contact Team Member:

Bob Swensen

E-mail Address: rswensen@sjc.org

Thank You For Your Time

Comments or Questions

Rating Criteria

1. Supports a Collective Vision and Commitment

2. Encourages Collaboration among Stakeholders and Promotes Public Involvement

3. Establishes Method for Ranking Priorities and Identifies Specific Goals that are Measurable

4. Generates Attainable Results

5. Provides Simplicity (eliminates confusion / reduces surprises)

Guiding Principles 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).

The Deliverable will…. 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

Mapping of Other Priority-Setting ProcessesCity 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.

No more than 3 high priority projects permitted per department.

Staff ranks projects based on business priorities established by Council and executive team during retreat.

Annual retreat is held to establish priorities.

No more than 3 priorities can be established each year, and each priority has a 3 year limit.

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.

Final projects are set.

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.

Final projects are set. Final projects are set.

Step

Process Plan that provided it

1 Hold a retreat with Council Members and Executive Staff / Senior Management to establish business priorities / objectives.

• 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

City of Campbell

2 Staff proposes new projects every ‘X’ years to align with Council Member terms of elected service

• 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

City of Livermore

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

• 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 LivermoreCity 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

Hold a Kick-Off Retreat 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

Propose and Rank Projects 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

Review Projects submitted by Department Heads 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 re-evaluated)

Public Outreach 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

Finalize Priorities and Projects 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