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Bell Park Walkway

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Title: Bell Park Walkway Author: ORACLE RESEARCH Last modified by: Bob Sinclair Created Date: 11/19/1998 2:46:48 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Bell Park Walkway


1
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
2
Team Members
  • Oraclepoll Research
  • Paul Seccaspina Bob Sinclair
  • City of Greater Sudbury
  • Carlos Salazar

3
  • 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.

4
  • 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

5
  • 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
    corporations clients.
  • He regularly deals with media inquires and has
    been cited in all major Canadian news outlets.

6
  • 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.

7
Methodology Logistics
  • Random Sample Survey
  • 1200 residences
  • 100 businesses

8
Rationale for Survey Research
  • Informational Benefits
  • Importance of Public Opinion / Community
    Involvement
  • Internal Benchmarking
  • Development of Action Plan

9
Residential Survey Results
10
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.

11
Quality of Life
12
Community Pride
13
Top of Mind Issues
2001 2002 2003
TAXES 16 JOBS / EMPLOYMENT / UNEMPLOYMENT 15 ROADS 19
HEALTH CARE 16 ROADS 11 JOBS / EMPLOYMENT / UNEMPLOYMENT 15
JOBS / EMPLOYMENT / UNEMPLOYMENT 16 TAXES 10 TAXES 12
ROADS 9 HEALTH CARE 9 HEALTH CARE 8
EQUAL SERVICE ACROSS CGS 5 WATER 8 HYDRO / HYDRO RATES 6
WATER QUALITY 3 ECONOMY 7 HOSPITAL / COMPLETION OF INFRASTRUCTURE 4 each
14
Economic Confidence
15
Healthy Community
16
Level of Interest in Local Politics
17
Budget Issues
18
Contact with City Staff
19
Top 5 Issues in Terms of Importance
  • Fire Protection
  • Winter Road Maintenance
  • Maintenance of Main Roads
  • Ambulance Services
  • Police Services

20
Bottom 5 Issues in Terms of Satisfaction
  • Maintenance of Main Roads
  • Winter Road Maintenance
  • Economic Diversification
  • Providing Quality Land Development
  • Child Care Funding

21
Gap Analysis
22
Time-Related Changes in Satisfaction
23
Time-Related Changes in Satisfaction
24
Satisfaction with City Services Collapsed Across
Time
25
Time-Related Changes in Satisfaction
26
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

27
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?)

28
Ward-Related Differences Satisfaction
29
City Services Satisfaction
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Conclusions Recommendations
  • 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

40
Problems/Solutions Regarding 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

41
Problems/Solutions Regarding 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

42
Problems/Solutions Regarding 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

43
Business Survey Results
44
Top of Mind Issues
 
(Excluding responses of Dont Know)  
45
EconomicConfidence
46
Budget Issues
 
 
47
Satisfaction withContact 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

48
Top 5 Issues in Terms of Importance
  • Fire Protection
  • Maintenance of Main Roads
  • Winter Road Maintenance
  • Planning for the Citys Future
  • Ambulance Services

49
Bottom 5 Issues in Terms of Satisfaction
  • Maintenance of Main Roads
  • Developing Job Creation Initiatives
  • Child Care Funding
  • Economic Diversification
  • Winter Road Maintenance

50
Gap Analysis
51
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

52
Satisfaction Importance
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Gaps
55
Area-Related Differences
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57
Type of Business-Related Differences
  • 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

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Conclusions Recommendations Business
  • 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

62
General Conclusions Recommendations
  • 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.

63
General Conclusions Recommendations
  • Communication
  • Consultation
  • Inclusion
  • Visible Action

64
Benchmarking
  • Quality of Life, Satisfaction with the Range of
    City Services, and Confidence in the Communitys
    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

65
Benchmarking
66
Benchmarking
  • 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

67
Benchmarking
68
Benchmarking
  • Sudbury Residents Rate Satisfaction with
    the Range of City Services as Significantly
    Lower than do the of Residents of All Other
    Areas

69
Benchmarking
70
Benchmarking
  • 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

71
Benchmarking
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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