1. Copyright © 2014 by The University of Kansas Developing and Using Criteria and Processes to Set Priorities

2. Copyright © 2014 by The University of Kansas What do we mean by developing and using criteria and processes to set priorities? Criteria are standards for making a judgment. Priority is the order of importance in which one thing falls in relation to another. Criteria are needed both to choose the issues that are most important to work on, and to decide on the best approach to use with each issue. Inclusive and participatory processes involving all stakeholder groups are needed for choosing both types of criteria in order to ensure community support and buy-in.

3. Copyright © 2014 by The University of Kansas Why develop and use criteria and processes to set priorities? It creates a structure that makes setting priorities both more rational and more likely to reflect the realities of the community. It ensures that you address the most important issues for your community. It gives you a chance to involve the community in the effort and to get community buy-in.

4. Copyright © 2014 by The University of Kansas An inclusive criteria-setting process makes sure you don’t miss anything that only stakeholders know. Establishing criteria in a structured and inclusive way ensures that the process is fair and that everyone’s concerns are aired. The process of selecting criteria allows an opportunity to educate stakeholders who may not have had this kind of experience before about how to make informed, fair, and reasoned decisions.

5. Copyright © 2014 by The University of Kansas Who should be involved in developing and using criteria and processes to set priorities? Those most affected by community issues and/or inequities. Organizations and institutions that serve or otherwise deal with those groups. Those charged with carrying out or otherwise implementing proposed interventions, changes in policies or regulation, or preventative measures.

6. Copyright © 2014 by The University of Kansas Those whose jobs or lives will be affected by interventions, policy changes, or preventive measures. Citizens concerned with the issue(s) at hand. Local and other funders.

7. Copyright © 2014 by The University of Kansas When should you develop and use criteria and processes to set priorities? Criteria and processes should be developed at the very beginning of the effort, before starting the assessment if possible. That will allow the planning group to prioritize issues as soon as they’re identified, and to choose the most appropriate approach for each.

8. Copyright © 2014 by The University of Kansas How do you develop and use criteria and processes to set priorities? 1. Assemble a participatory group representative of all stakeholders. Check with group members to see who else should be at the table. Make sure that all stakeholders, not just “leaders,” are represented. Train and support people who might not have the experience or self-confidence to contribute what they have to offer.

9. Copyright © 2014 by The University of Kansas 2.Identify the interests of various stakeholder groups in relation to the process of setting priorities. Some examples: The openness and fairness of the process The use of a democratic process The creation of a forum where all voices can be heard The feasibility of the plan and of affecting the targeted issues The costs of the plan The use of proven practices Whether individual or organizational certification can be obtained or enhanced by taking part in the effort

10. Copyright © 2014 by The University of Kansas The involvement of particular organizations or groups. United Way, for example, may want to involve as many member organizations as possible. The need for funding or matching funds. The necessity of a plan that will address stakeholders’ specific areas of concern. The necessity of addressing social determinants of issues The importance of being respectful of all and of their concerns, even when there’s disagreement

11. Copyright © 2014 by The University of Kansas 3. Establish clear criteria for setting priorities for community issues to be addressed. Some possible criteria: The seriousness of the issue – homeless people are freezing to death, children are hungry, etc. The frequency of the issue – rare, affecting a majority of the community, confined to a single area, targeting a single population group. The cost of the issue to the community – in dollars, in time spent dealing with it, in social costs (people afraid to leave their houses after dark, lost productivity from illness, etc.) The feasibility of affecting the issue.

12. Copyright © 2014 by The University of Kansas The resources needed to address the issue adequately. The community’s perception of the issue’s importance. The readiness of the community to recognize and address the issue. The long-term impact of the issue. The long-term benefit of your effort. The fit of addressing the issue with your organization’s vision and mission. The possibility of an intervention causing unintended negative consequences.

13. Copyright © 2014 by The University of Kansas 4. Establish a process for engaging stakeholders and the broader community in setting priorities for issues to address. Some guidelines: Review the criteria and ensure that everyone understands and continues to agree on them. Discuss the issues in question, again making sure that everyone understands them and their implications. Some issues may in fact be eliminated as potential targets as a result of this discussion. For each issue, discuss whether an issue is strategic or not – i.e., whether addressing it is feasible, whether it has larger implications, whether it ties into other efforts, whether addressing it will bring other benefits, etc.

14. Copyright © 2014 by The University of Kansas Individually or in small groups, rate each issue in terms of its importance and the feasibility of affecting it. Discuss the ratings as a group, examining whether some issues can be consolidated – i.e., considered as a single issue, or as two or more issues that could be addressed by a single intervention. Using the criteria the group agreed upon, rank order the issues and select the highest three to five. From the top choices, vote on the issue or issues that you’ll address.

15. Copyright © 2014 by The University of Kansas 5. Establish criteria for selecting an approach to address each of your priority issues. Possible criteria: Cost-benefit Feasibility of carrying out the approach The likelihood that the approach will resolve the issue The fit of the approach with the effort’s/organization’s/institution’s vision and mission The fit of the approach with community standards The compatibility of the approach with efforts already ongoing

16. Copyright © 2014 by The University of Kansas Whether the approach is a best or promising practice tried successfully elsewhere The availability of people with the expertise to carry out the approach or to train others to do so The availability of community assets that can be used in this approach The availability of adequate resources to be effective The possibility of collaboration or shared workload

17. Copyright © 2014 by The University of Kansas 6. Establish a participatory process for selecting approaches. This is likely to be similar to that for selecting issues. 7. Finalize your choices 8. Look for ways in which your issue and approach might mesh with other community efforts. 9. Be prepared to monitor your effort and change priorities as conditions change.