May 9, 2000

SUBJECT:     Quality of Life Index – Community Outreach Workplan

REPORT IN BRIEF

This report recommends adoption of a workplan in developing a comprehensive “report card” on municipal performance and quality of life index in Sunnyvale.  This effort includes undertaking a community “visioning” process in order to develop core values and strategic goals.  These quality of life goals would then be measured to assess progress against a series of performance indicators or outcome measures.  The intent of this “report card” is to summarize how well Sunnyvale is able to meet the quality of life priorities the community wants.

BACKGROUND

In September 1998, Council reviewed alternatives for a “municipal performance and quality of life index” at a study session.  Although Council concurred at the time with the goal of using the City’s outcome measures as a proxy for a community of life index, Council has expressed an interest in developing additional community based measures that might go beyond existing City services and outcome measures.

In March 1999, a task force of nine community members was formed, with Council member Roberts serving as the chair.  The task force met five times between March and June of 1999 to develop a list of potential measures that contributes to the quality of life in Sunnyvale.  The task force came up with a long list of measures including ones with general demographic information such as income levels, housing prices, etc.  Unfortunately, the list of measures was too long to create a meaningful index.

The task force discussed the next steps and was comfortable with delaying the publication of the measures until the fall of 2000 in order to allow sufficient time for staff to review and revise the measures before gathering input from relevant boards and commissions and then a final report to Council.

In August 1999, Council concurred with the task force’s recommendation and also directed staff to develop a workplan for a community visioning process that would provide data on what are the top most important quality of life values in Sunnyvale and what measures should be used to gauge the success of meeting these goals. 

DISCUSSION

Sunnyvale’s Planning and Management System serves as a tool to review, refine, and enhance service delivery to the community.  While it collects data on community condition indicators, as part of each element of the General Plan, it does not provide an overall vision or a set of comprehensive priority goals for the City.

In order to fully understand what are the quality of life issues Sunnyvale community considers are most important to them, a community involvement/participation process is suggested.  The results of this engagement will be the basis to develop the core values and strategic goals.  These goals would then be measured annually against a set of performance indicators or outcome measures to assess progress over time as well as help to shape municipal service delivery.

 Suggested Workplan Approach and Time Frame:

A.                Engage Services of a Consultant – May – June 2000

Community involvement and quality feedback is a key in the success of  coming up with a set of quality of life index.  Given the number of vacancies that currently exist in the Office of the City Manager, outside assistance with experience in managing a community engagement process is recommended.

 B.      Community Outreach/Engagement Process

          Community visioning is not a plan for what government should do.  It is a process of engaging the community to create together the preferred future for the Sunnyvale community.

 

1.     Process includes:  using a group of about 25-40 people to come up with a “straw man” of quality of life goals and indicators.  The original task force members worked on the quality of life index will be invited to participate in the process.	June – July
2.     Take the “straw man” to the community and ask residents to react and make recommendations on what changes are needed.  Neighborhood associations will be invited to participate in these neighborhood meetings.  Approximately 10 of these meetings will be held throughout the City at different hours and days of the week.	August – September

3.     Work with the community to identify top 7 or 8 most critical quality of life issues.	August – September
4.     Work with the task force to review and consolidate the data and make recommendations to the Council.	September – October

C.      Study Session with City Council – November

          Council will have an opportunity to review and make comments on the recommendation before review by various Boards and Commissions.

 

D.      Boards & Commission Review and Feedback- December – January, 2001

          Presentations will be made to all Boards and Commissions to get their feedback.

 

E.      Council Approval  - February, 2001

          A final recommendation will be presented to Council after any revisions as a result of Boards and Commissions inputs.

FISCAL IMPACT

The most significant cost is the cost for a consultant.  It is anticipated that the cost range of between $30,000 to $50,000.  In addition, there will be some minor cost associated with various neighborhood meetings, such as advertisements/marketing of the meetings, refreshments, etc.  Cost of this project can be covered in program 734, Organizational Effectiveness Program.

PUBLIC CONTACT

This report is included as part of the Council agenda publishing process.  Copies of the report were also distributed to the Quality of Life Task Force members:  Jim Roberts, Sunnyvale City Councilmember; Pat Castillo, Sunnyvale Chamber of Commerce; Peter Contostavolos, Sunnyvale Parks and Recreation Commissioner; Robin Parker Cox, Hewlett Packard; Jessica Lee, Sunnyvale Elementary School District Trustee; Andrea Leiderman, Kaiser Permanente; Ray Montalvo, Le Boulanger; Grace Witt, Sunnyvale Community Services; Nora Go, Sunnyvale Teen Council.

ALTERNATIVES

1.     Approve the workplan as outlined in this report.

 

2.     Make changes to the workplan as deemed appropriate by the Council.

 

3.     Direct staff to take no further action on this project and review quality of life measures as appropriate as part of normal outcome restructure progress in all City programs.

RECOMMENDATION

It is recommended that the Council approve alternative 1, approve the workplan as outlined in this report.


Prepared by:                                                        

 

Amy Chan

Assistant City Manager

 

                                                                       

Robert S. LaSala

City Manager