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Sudbury Toronto Montreal. 2003 State of the Community Survey Results Prepared for The Corporate Strategy and Policy Office of the CAO. Robert C. Sinclair , Ph.D. Paul A Seccaspina, Ph.D. Vice President President.

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Sudbury Toronto Montreal

2003

State of the Community Survey Results

Prepared for

The Corporate Strategy and Policy Office of the CAO

Robert C. Sinclair, Ph.D. Paul A Seccaspina, Ph.D.

Vice President President


Team Members

  • Oraclepoll Research:

    Paul Seccaspina Bob Sinclair

  • City of Greater Sudbury

    Carlos Salazar


  • CORPORATE PROFILE

    • We are a national research firm based in Sudbury with offices in Toronto and Montreal.

    • Our staff include 3 senior analysts, 8 support staff, and 40 research staff.

    • The company was founded in 1995 and has experienced consistent annual growth since then.

    • Our call centre is equipped with state of the art Voxco Computer Assisted Telephone Interview (CATI) software.

    • Our experience ranges from client satisfaction to program evaluation to advertising / product testing & tracking.


  • PARTIAL CLIENT LIST

    • BCE (Télébec, Sympatico, Lino, Northern Telephone, Northwestel, Nortel & Télébec Mobility)

    • CTV National Sales and Marketing

    • Domtar

    • Durham Regional Police

    • General Motors / Saturn Corporation

    • Inco Ltd.

    • Johnson & Johnson

    • Northwest Territories Power Corporation

    • OMERS

    • Sudbury Regional Hospital

    • Toronto Public Health

    • World Wildlife Fund


  • Paul A. Seccaspina, President

  • Honours B.A., 1986, Laurentian University

  • M.A, 1988, University of Western Ontario

  • Ph.D., 1997, University of Warwick

  • Lecturer, Department of Political Science, Laurentian University, 1988-1993

  • Lecturer, Civic Education Project / Yale University, Moldova, 1993-1994

  • After a career in banking, the securities industry and academia, Dr. Seccaspina founded Oraclepoll in 1995.

  • Since that time he has built a national client base that spans government, the private sector (including several Fortune 500 firms) and not for profit organizations.

  • He has built the company by offering a quality product and excellent service to the corporation’s clients.

  • He regularly deals with media inquires and has been cited in all major Canadian news outlets.


  • Robert C. Sinclair, Vice President

  • Honours B.A., 1981, University of Western Ontario

  • M.Sc., 1984, The Pennsylvania State University

  • Ph.D., 1988, The Pennsylvania State University

  • Professor, Department of Psychology, Central Michigan University, 1987-1991

  • Professor, Department of Psychology, University of Alberta, 1991-2001

  • Dr. Sinclair is listed among The 2000 Outstanding Scientists of the 21st Century.

  • He is listed among The 2000 Eminent Scientists of Today.

  • He has approximately 100 scientific publications / presentations / invited talks.

  • He was a member of the Social Sciences & Humanities Research Council of Canada Grant Adjudication Committee.

  • He has appeared on national and international television networks including CBS, ABC, CNN, BBC, CTV, CBC, and Global.

  • He has been interviewed by the New York Times, Washington Post, Los Angeles Times, National Post, Globe and Mail, and numerous other newspapers.

  • Dr. Sinclair has extensive experience consulting in the areas of Organizational Development, Organizational Culture, and Program Evaluation, both nationally

  • and internationally.


Methodology logistics
Methodology & Logistics

  • Random Sample Survey

  • 1200 residences

  • 100 businesses


Rationale for survey research
Rationale for Survey Research

  • Informational Benefits

  • Importance of Public Opinion / Community Involvement

  • Internal Benchmarking

  • Development of Action Plan



Overview of descriptive data
Overview of Descriptive Data

  • Satisfaction levels among those residents who have had contact with the City are low as comments reveal citizen discontent over reaching the appropriate person and having their needs, issues and concerns dealt with.

  • Discontent among residents is most evident with respect to infrastructure including roads.

  • There remains an “in” and “out” divide as residents of the Greater Sudbury Area (GSA) are more likely to be concerned with, infrastructure as well as fire and policing issues than those of the City core.






Healthy community

Percent Agreement

2000

2001

2002

2003

The community provides quality post college education

Na

Na

Na

73%

The community provides quality post secondary university education

Na

Na

Na

70%

The community provides opportunities for healthy living

Na

71%

68%

67%

The community offers good cultural institutions

Na

53%

48%

54%

The community has a strong and viable arts and cultural community

44%

42%

43%

44%

The community provides seniors in our areas with quality care

32%

40%

30%

35%

The community provides quality health care services to residents

36%

34%

29%

35%

Healthy Community



Budget issues

Percent Agreement

2000

2001

2002

2003

Rather than building new facilities or roads, the City should invest in maintaining and improving existing facilities and roads

78%

72%

78%

79%

Where appropriate the direct users of City services should pay for the cost of providing those services

38%

41%

36%

37%

The City should maintain current levels of service and increase taxes up to 5%

22%

37%

37%

32%

The City should reduce service levels by whatever is needed in order to hold the line on taxes

33%

21%

25%

23%

Budget Issues



Top 5 issues in terms of importance
Top 5 Issues in Terms of Importance

  • Fire Protection

  • Winter Road Maintenance

  • Maintenance of Main Roads

  • Ambulance Services

  • Police Services


Bottom 5 issues in terms of satisfaction
Bottom 5 Issues in Terms of Satisfaction

  • Maintenance of Main Roads

  • Winter Road Maintenance

  • Economic Diversification

  • Providing Quality Land Development

  • Child Care Funding







Ward related differences satisfaction importance performance indicators
Ward-Related Differences: Satisfaction & Importance Performance Indicators

Mean scores were computed based on the ratings of the performance indicators falling into each organizational unit of the City of Greater Sudbury, for both satisfaction and importance ratings

Reliability analyses were also conducted


Ward related differences satisfaction importance performance indicators1
Ward-Related Differences: Satisfaction & Importance Performance Indicators

7 (City Service) X 6 (Ward) mixed-model analyses of variance were conducted on the satisfaction and importance ratings based on the performance indicators

Tests:

  • Are there significant differences among the city services?

  • Are there differences among the wards?

  • Are there City Service X Ward interactions? (i.e., are there different patterns of ratings of city services in the different wards?)



City services satisfaction
City Services: Satisfaction Performance Indicators


Conclusions recommendations
Conclusions & Recommendations Performance Indicators

  • Ensure that the GSA does not feel disenfranchised

  • People are most satisfied with Emergency Services and Public Health

  • People are least satisfied with Public Works and Economic Development & Planning

    • Target Public Works and Economic Development & Planning

    • Target Gaps in Public Works, Police Services, Emergency Services, and Economic Development and Planning


Problems solutions regarding performance indicators
Problems/Solutions Regarding Performance Indicators Performance Indicators

Halo Error

  • On performance indicators involving multiple measures/categories (e.g., Economic Development & Planning), responses on one measure color responses on other performance indicators within category – addressing individual measures could be misleading – use mean responses

  • The general public does not always perceive performance indicators as representing the appropriate organizational unit in the city; thus, responses on one organizational unit can color responses on another (e.g., providing affordable housing can color responses on the Social Services indicators) – increase public awareness regarding the functions of the organizational units – use multiple indicators that map appropriately onto the organizational units – use mean responses


Problems solutions regarding performance indicators1
Problems/Solutions Regarding Performance Indicators Performance Indicators

Single Indicators

  • Single indicators (e.g., Police Services, Public Health) are notoriously unreliable and lead to invalid inferences

  • Multiple indicators are needed in order to address each aspect of a particular organizational unit (e.g., measures of satisfaction with the various multifaceted aspects of Police Services would increase validity and provide more important information regarding the aspects of Police Services that need to be targeted [cf. On a scale from very poor to very good, please rate the level of Police Service that is currently provided]) – develop multiple indicators and use mean responses


Problems solutions regarding performance indicators2
Problems/Solutions Regarding Performance Indicators Performance Indicators

Need for Transactional Data

  • Satisfaction measures on performance indicators on which respondents have no experience are extremely problematic (e.g., asking people to evaluate satisfaction with libraries, when they have not used a library can distort the data associated with libraries) – move toward transaction-based (i.e., experience-based) surveys involving multiple indicators and mean responses

  • Conduct focus groups


Business survey results
Business Survey Results Performance Indicators


Top of mind issues1

Significant issues – Of respondents with an opinion Performance Indicators

2000

2001

2002

2003

Jobs / Unemployment

15%

Taxes (high)

25%

Taxes (high)

21%

Roads

14%

Amalgamation / Municipal restructuring

11%

Jobs / Unemployment

13%

Economic diversification

14%

Jobs / Unemployment

14%

Economic diversification

11%

Economic diversification

10%

Business friendly environment

12%

Taxes

12%

Economy

8%

Business friendly environment

8%

Jobs / Unemployment

11%

Economic diversification

12%

Keeping youth here

8%

Restructuring (process)

7%

Service accessibility

10%

By-laws

12%

Taxes (high)

7%

Service accessibility

5%

By-laws

7%

Population decline

5%

Top of Mind Issues

(Excluding responses of Don’t Know)


Economic confidence1
Economic Performance IndicatorsConfidence


Budget issues1

Percent Agreement Performance Indicators

2000

2001

2002

2003

Rather than building new facilities or roads, the City should invest in maintaining and improving existing facilities and roads

64%

76%

69%

78%

Where appropriate the direct users of City services should pay for the cost of providing those services

59%

48%

49%

47%

The City should reduce service levels by whatever is needed in order to hold the line on taxes

28%

31%

26%

22%

The City should maintain current levels of service and increase taxes up to 5%

16%

32%

28%

30%

Budget Issues


Satisfaction with contact with a municipal staff member
Satisfaction with Performance IndicatorsContact with a Municipal Staff Member

  • 58% contacted a municipal staff member

  • Only 54% rated the experience as positive (a 10% decline from 2002)

  • A lack of response/action and poor service were cited as areas for improvement


Top 5 issues in terms of importance1
Top 5 Issues in Terms of Importance Performance Indicators

  • Fire Protection

  • Maintenance of Main Roads

  • Winter Road Maintenance

  • Planning for the City’s Future

  • Ambulance Services


Bottom 5 issues in terms of satisfaction1
Bottom 5 Issues in Terms of Satisfaction Performance Indicators

  • Maintenance of Main Roads

  • Developing Job Creation Initiatives

  • Child Care Funding

  • Economic Diversification

  • Winter Road Maintenance


Gap Analysis Performance Indicators


Satisfaction importance performance indicators
Satisfaction & Importance Performance Indicators Performance Indicators

Mean scores were computed based on the ratings of the performance indicators falling into each organizational unit of the City of Greater Sudbury, for both satisfaction and importance ratings


Satisfaction importance
Satisfaction & Importance Performance Indicators


Gaps Performance Indicators


Area related differences
Area-Related Differences Performance Indicators


Type of business related differences
Type of Business-Related Differences Performance Indicators

Businesses were categorized as:

1) Hospitality (tourism, restaurants, lodges, hotels, bars, motels, lodges, cottages, tent grounds, entertainment and recreation, movie theatres, etc.)

2) Retail (sell anything to the general public, except hospitality services)

3) Service (hair dressers, barbers, travel agents, couriers, etc.)

4) Other (communications/technology, government, manufacturing, nonprofit, professional, natural resources, transportation, wholesale, and other businesses that did not fall into the other categories)

Analyses tested for statistically significant differences on all measures as a function of Type of Business


Conclusions recommendations business
Conclusions & Recommendations: Business Performance Indicators

  • Businesses were most satisfied with Citizen Services and Public Health

  • Businesses were least satisfied with Public Works, Economic Development & Planning, and Social Services

  • Largest Gaps in Public Works, Police Services, Economic Development & Planning, and Emergency Services

    • Target Infrastructure (Note: Businesses view EDP as their realm)

    • Conduct focus groups/detailed surveys to determine reasons


General conclusions recommendations
General Conclusions & Recommendations Performance Indicators

  • Residents place a high priority on infrastructure issues followed by economic development issues.

  • Businesses most want their local government to deal with issues related to having a stable infrastructure so that they can conduct their business and are less concerned with economic development issues.

  • In summary, the City needs to reach out to the community and make people feel empowered (i.e., more a part of the process). As it stands, many residents feel left out. Interventions could include public consultation and reassurances over emergency services and road maintenance. Furthermore, providing the general public with details regarding plans to shore-up services will likely go a long way to increasing public confidence. Often, information is power.


General conclusions recommendations1
General Conclusions & Recommendations Performance Indicators

  • Communication

  • Consultation

  • Inclusion

  • Visible Action


Benchmarking
Benchmarking Performance Indicators

  • Quality of Life, Satisfaction with the Range of City Services, and Confidence in the Community’s Economic Future Ratings were Collected from Residents of:

    North Bay (n = 76)

    Timmins (n = 75)

    Sault Ste. Marie (n = 85)

    Thunder Bay (n = 76)

    Toronto (n = 74)

    Other (n = 242)

  • Statistical Tests were Conducted to Test for Differences in the Mean (Average) Ratings of Residents of These Cities Versus the Ratings of Residents of the City of Greater Sudbury


Benchmarking1
Benchmarking Performance Indicators


Benchmarking2
Benchmarking Performance Indicators

  • Sudbury Residents Rate Quality of Life as Significantly Lower than do the of Residents of:

    1) North Bay

    2) Timmins

    3) Other

  • Sudbury Residents do not Differ from the Residents of:

    1) Sault Ste. Marie

    2) Thunder Bay

    3) Toronto


Benchmarking3
Benchmarking Performance Indicators


Benchmarking4
Benchmarking Performance Indicators

  • Sudbury Residents Rate Satisfaction with the Range of City Services as Significantly Lower than do the of Residents of All Other Areas


Benchmarking5
Benchmarking Performance Indicators


Benchmarking6
Benchmarking Performance Indicators

  • Sudbury Residents have Less Confidence in the Economic Future of the Community than do Residents of:

    1) Toronto

    2) Timmins

    3) Other

  • Sudbury Residents do not Differ from Residents of:

    1) North Bay

  • Sudbury Residents have More Confidence than do Residents of:

    1) Sault Ste. Marie

    2) Thunder Bay


Benchmarking7
Benchmarking Performance Indicators

Take Home Messages:

There are definitely issues to address!

Sudbury should be on top!

More broad-based benchmarking might be useful.


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