HomeMy WebLinkAbout1998-1103 Study Session PACKET t
CITY COUNCIL STUDY SESSION
�J Tuesday, November 3, 1998, 6:00 p.m.
Council Chambers �;-ze 1 1 " 54
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1. Strategic Planning. (, :OS pa-ry,,
2. 1998 Citizen Survey.
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"Strategic Planning" Materials
for the Study Session
on Tuesday, November 3, 1998
at 6:00 p.m.
will be distributed at the Study Session
Council Communication
Administrative Services Department
November 3, 1998 (STUDY SESSION)
Submitted by: Dick Wanderscheid-9
Approved by: Mike Freeman IN�
Title:
Citizen Attitude Survey
Synopsis:
The City has hired Scudder& Associates from Eugene to complete a Community Attitude
Survey of Ashland citizens. We hope to have the survey completed for presentation to the
Council on December 18'. Staff discussed some changes and fine turning of the survey
instrument we used in 1995 and 1996. We have enclosed a draft instrument based on Council
and staff input and the instrument used in 1996 for comparison.
Recommendation:
In order to get the survey completed on time, the final survey design must soon be finalized.
With the discussion of this with the Council, we hope to come to consensus and finalize the
document at this study session.
Background Information:
In discussing this issue with the Council, staff had concerns about the length of the original
survey and also some organizational issues. We also felt we needed some more general
attitudinal questions and suggested some new ones for consideration. Some Council members
returned input about questions they felt could be deleted. We met with Scudder& Associates on
October 22nd and based on these previous discussions and input, developed the draft that is
attached to this memo.
Another issue that needs to be discussed is the type of sampling list we should use. In the past
surveys, we have used a list of Ashland's residents, not registered voters. This seems to deviate
from most city surveys which utilize lists of registered voters. The Council needs to decide if we
should switch to a list of voters or continue to poll Ashland citizens as in the past. Staff
recommends we switch to polling only registered voters.
2s
Phone# Date Interviewer Qua N
1. "Hello, I'm_with Advanced Marketing Research,conducting a public opinion survey regarding the City of Ashland. (Are you 18
or over?)
2. What do you like MOST about living in Ashland? (Probe and clarify)
3. Size of city(23%)
Scenery/terrain(15%)
Friendly people(12%)
Cultural activities(12%)
4. What one thing would you change about Ashland to make it a better place to live?
5. Growth issues(14%)
Traffic issues(13%)
City government(12%)
Cost of living(10%)
Tax issues(101/6)
6. Generally speaking,are you satisfied or dissatisfied with the overall level of services provided by the City of Ashland government?
(Then ask.) Is that VERY or SOMEWHAT(satisfied or dissatisfied)?
1( )Very dissatisfied 2( ) Somewhat dissatisfied 3( )Somewhat satisfied 4( ) Very satisfied 5( )Don't Know/Refused
5% 6% 48% 36% 6%
Please rate the quality of each of the following city services on a scale of I to 5 where 1 is poor and 5 is excellent:
Don't
Poor Excellent Know Mean
7.Providing leadership for the city 1 2 3 4 5 6 3.1
8.Managing your city tax dollars 1 2 3 4 5 6 2.6
9.Preventing crime 1 2 3 4 5 6 3.8
10.Planning and managing growth of 1 2 3 4 5 6 2.8
Ashland
11.Encouraging business development 1 2 3 4 5 6 2.7
and job creation in Ashland
12.Maintaining city park grounds& 1 2 3 4 5 6 4.5
equipment
13.Providing an adequate bikeway system 1 2 3 4 5 6 3.1
14.Encouraging the use of mass transit 1 2 3 4 5 6 2.7
system
15.Maintaining city streets 1 2 3 4 5 6 3.3
16.Providing recreation programs for 1 2 3 4 5 6 3.6
young people
17. Quality of electric service 1 2 3 4 5 6 3.9
18.Efforts at electric&water conservation 1 2 3 4 5 6 3.6
19.Fire response time 1 2 3 4 5 6 4.5
20. Ambulance response time 1 2 3 4 5 6 4.4
21.Fire-Med insurance program 1 2 3 4 5 6 3.5
22.Providing adequate open space 1 2 3 4 5 6 3.9
23.Providing senior programs 1 2 3 4 5 6 3.8
24.Quality of water service 1 2 3 4 5 6 3.8
25.Do you believe POPULATION growth in Ashland during the past 10 years has been too fast, too slow,or just about right?
1( )Too fast 2( )Too slow 3( )Just about right 4( )Don't know/Refused
47% 2% 45% 6%
Advanced Marketing Research,Inc.
29
26.Do you feel that the City of Ashland should accommodate population growth through: additional housing within existing city limits,
annexing more land,or a combination of both?
19% 1( )Additional housing within existing city limits
6% 2( )Annexing more land
52% 3( )Combination of both
19% 4( )Neither(Against growth) (DO NOT READ)
3% 5( )Don't know
27.Do you believe ECONOMIC growth and development in Ashland during the past 10 years has been too fast, too slow,or just
about right?
1( )Too fast 2( )Too slow 3( )Just about right 4( )Don't know/Refused
15% 30% 45% 11%
Please tell me whether you believe the following aspects of life in Ashland have gotten better,worse, or stayed the same over the past year
or two: (If better or worse, ask) And is that MUCH or SOMEWHAT(better/worse)?
Much Somewhat Somewhat Much Don't
Worse Worse Same Better Better Know Mean
28. Recreational opportunities for young people 1 2 3 4 5 6 3.4
29. Availability of affordable housing 1 2 3 4 5 6 2.1
30. Employment opportunities 1 2 3 4 5 6 2.6
31.Traffic congestion in Ashland 1 2 3 4 5 6 1.8
32. Overall quality of life in the city 1 2 3 4 5 6 3.1
33.Recreational opportunities for adults 1 2 3 4 5 6 3.3
34. Social services for the financially disadvantaged 1 2 3 4 5 6 2.9
35.Recycling opportunities 1 2 3 4 5 6 3.9
36. Availability of senior services 1 2 3 4 5 6 3.3
How would you rate the following aspects of life in Ashland,on a scale of 1 to 5,where 1 is poor and 5 is excellent:
Poor Excellent DK Mean
37.Physical attractiveness of Ashland 1 2 3 4 5 6 4.6
38. Cultural opportunities 1 2 3 4 5 6 4,5
39. A sense of community 1 2 3 4 5 6 4.0
40.The character of downtown 1 . 2 3 4 5 6 4.2
41. Citizen involvement 1 2 3 4 5 6 3.8
On a scale of 1 to 5 where 1 is hardly any and 5 is a lot,how much(INSERT) is there in Ashland?
Hardly Any A Lot DK Mean
42.Ethnic&cultural diversity 1 2 3 4 5 6 3.0
43.Trust in local government 1 2 3 4 5 6 2.7
On a scale of 1 to 5,where 1 is a negative attitude and 5 is a positive attitude, how would you rate your attitude toward tourists?
Negative Positive DK Mean
44. Attitude toward tourists 1 2 3 4 5 6 4.0
45. Compared to a year or two ago,do you feel your neighborhood is more safe, less safe,or about the same? (Then ask.) Is that MUCH
or SOMEWHAT(saferAess safe)?
1( )Much less safe 2( ) Somewhat less safe 3( )About the same 4( ) Somewhat safer 5( )Much safer 6( )Don't know
3% 9% 83% 3% 1% 1%
46. Compared to other U.S. cities you have lived or visited,does Ashland's crime rate seem higher, lower, or about the same? (Then ask:)
Is that MUCH or SOMEWHAT(higher/lower)?
1( )Much higher 2( ) Somewhat higher 3( )About the same 4( ) Somewhat lower 5( )Much lower 6( )Don't know
0% 2% 17% 32% 46% 3%
Advanced Marketing Research, Ina
30
47. Generally speaking,are you satisfied or dissatisfied with the opportunities provided to the citizens of Ashland to give input on city
decisions? (Then ask.) Is that VERY or SOMEWHAT(satisfied/dissatisfied)?
1( )Very dissatisfied 2( )Somewhat dissatisfied 3( ) Somewhat satisfied 4( ) Very satisfied 5( )Don't know/Refused
13% 13% 45% 24% 6%
48.Are you very willing, somewhat willing,or not willing to participate in city government, such as attending forums?
I( )Very willing 2( ) Somewhat willing 3( )Not willing 4( )Don't know/Refused
18% 39% 40% 3%
49. Are you very willing, somewhat willing, or not willing to participate in city government, such as volunteering on a short-term
advisory committee?
I( )Very willing 2( )Somewhat willing 3( )Not willing 4( )Don't know/Refused
18% 30% 50% 3%
50.Are you very willing, somewhat willing,or not willing to participate in city government,such as volunteering for a four-year term on
a citizen advisory committee?
1( )Very willing 2( )Somewhat willing 3( )Not willing 4( )Don't know/Refused
10% 19% 67% 4%
51.Have you attended a city council meeting in person in the last:
4% 1( )3 months(IF"NO",READ THE NEXT CHOICE)
6% 2( )6 months(IF "NO", READ THE NEXT CHOICE)
5% 3( )9 months(IF"NO",READ THE NEXT CHOICE)
8% 4( )Year
76% 5( )None of the above
0% 6( )Don't know/Refused
52.Have you watched a city council meeting on Cable Access TV in the last:
36% 1( )3 months(IF"NO", READ THE NEXT CHOICE)
13% 2( )6 months(IF"NO",READ THE NEXT CHOICE)
6% 3( )9 months(IF"NO",READ THE NEXT CHOICE)
5% 4( )Year
40% 5( )None of the above
1% 6( )Don't know/Refused
In the past year,have you or your family used the following facilities in Ashland:
Yes No Don't Know
53. A school playground after school hours 1 (45%) 2 3
54.Baseball or softball fields 1 (35%) 2 3
55. Soccer fields 1 (29%) 2 3
56. Volleyball courts 1 (15%) 2 3
57. City tennis courts 1 (27%) 2 3
58.Hunter Park Swimming Pool l (37%) 2 3
59.Hunter Park grounds 1 (45%) 2 3
60. Garfield Park Water Play Facility 1 (38%) 2 3
61. Garfield Park grounds 1 (46%) 2 3
62. Oak Knoll Golf Course 1 (240/,) 2 3
63. Lithia Park 1 (920/,) 2 3
64.YMCA City Park 1 (300/,) 2 3
65. A neighborhood park l (66%) 2 3
66. Local natural or scenic areas 1 (87%) 2 3
Advanced Marketing Research,Ina
it
67. In what city did you last purchase a major appliance from a retail store'!(stove, refrigerator, etc.)
24% 1( )Ashland
58% 2( )Medford
4% 3( )Other Oregon city
7% 4( )Other city outside Oregon
6% 5(. )Never purchased
1% 6(. )Don't know/Refused
68. In what city did you last stock up on groceries?(a major purchase)
89% 1( )Ashland
10% 2( )Medford
0% 3( )Other Oregon city
1% 4( )Other city outside Oregon
1% 5( )Never purchased large amounts
0% 6( )Don't know/Refused
69. In what city did you last shop for multiple clothing items?(a major shopping spree)
21% 1( )Ashland
66% 2( )Medford
6% 3( )Other Oregon city
6% 4( )Other city outside Oregon
1% 5( )Never purchased large amounts
1% 6( )Don't know/Refused
70.From which of the following sources do you get information about city issues? Please answer yes or no. (READ CHOICES;
CODE ALL THAT APPLY)
48% 01( )Ashland cable access TV
73% 02( )TV news programs
18% 03( ) Community or neighborhood meetings
61% 04( )Free newspapers
87% 05( )Informal discussions with friends/co-workers
63% 06( )Information mailed from the City
74% 07( )The Ashland Daily Tidings
41% 08( )The Medford Mail Tribune
62% 09( )Radio
3% 71. Other:
72. If you read a local newspaper,which section do you usually read for information about city issues? (DO NOT READ CHOICES;
RECORD UP TO THREE)
6% 01( )Do not read a local paper
42% 02( )Front section
28% 03( )Editorial
22% 04( )Letters to editor
1% 05( )News Articles
1% 06( ) Guest Opinion
0% 07( )Paid advertisements
73. Other:
4% 99( )Don't know
74.Have you contacted the City of Ashland by phone in the last year or two?
51% 1( )Yes
49% 2( )No-SKIP TO Q78
0% 3( )Don't know-SKIP TO Q78
Advanced Markdlrrg Research,Ina
32
75. Were your questions handled in a satisfactory manner?
84% 1( )Yes
16% 2( )No--76. What was the problem you experienced?77. Poor responsiveness 44%
0% 3( )Don't know Arrogant people 15%
Situation unresolved 15%
Call not returned 12%
78. Are you retired?
29% 1( )Yes-SKIP TO Q80
71% 2( )No
0% 3( )Refused
79.If employed,is your place of work located in Ashland?
9% 1( )Not employed
32% 2( )Employed,work outside of Ashland
59% 3( )Employed,work in Ashland
0% 4( )Don't know/Refused
80.Please tell me when I read the category that contains your age:
1( ) 18-30 2( )31-49 3( )50-64 4( )65 and over 5( )Refused
12% 40% 29% 19% 0%
81.Do you own or rent your home?
I( )Own 2( )Rent 3( )Don't know/Refused
73% 26% 1%
82.Do you have children under the age of 18 living in your home?
1( )Yes 2( )No 3( )Refused
37% 63% 0%
83.Please tell me when I read the category that best represents your total household income before taxes:
1( )Under$15,000 11% 4( )$35,000-$49,999 23% 7( )Don't know/Refused 14%
2( )$15,000-$24,99914% 5( )$50,000-$74,999 12%
3( )$25,000-$34,99918% 6( )$75,000 or more 9%
'IMANK YOU FOR YOUR TIMEI RECORD THE FOLLOWING:
84. Gender: 1( )Male 2( )Female
48% 52%
• Advanced Marketing Research, Inc
OCT-29-98 THU 23 :26 SCUDDER&ASSOC. 5034840150 P. 02
110 West 6th Avenue, Suite #4
Eugene, Oregon 97401-2678
541.484.0149
Fax 541.484.0150
To: Ann, Dick, Mike
From: Tammy Scudder
Re: Ashland Community Attitude&Opinion Survey
Date: October 29, 1998
I enjoyed our meeting last Thursday,October 22,and my visit to Lythia Park. I have not
purchased a list for the sample yet,as I am waiting to hear what the City Council decides.
As I reflected on the following objectives for the research project I came to the conclusion
that the universe from which the sample should be pulled is all Ashland residents, and
not limited to voters only. There are no questions on the survey that relate to ballot
measures or issues that will go to a vote,so I don't see why non-voters could not be
included in the sample. Non-voters have equal access to the use of City services and
opportunities as voters do. I have included a screening question to determine if the
respondent is a registered voter, and the analysis can examine any differences in attitude
and opinion between the voter population and non-voters.
After discussing the project with you I identified the following research objectives. Please
review them and let me know if any changes are needed.
Objectives:
1. To track and monitor changes in the Community's perception of the City and services
when compared to previous Benchmark and Tracking surveys;
2. To provide actionable data for use in the City Council's upcoming Strategic Plan;
3. To measure the Community's level of satisfaction with the quality of life in Ashland;
4. To measure the Community's satisfaction with the current level of key City services;
5. To identify how the Community views the City Council,
6. To identify methods the Community uses to gather information about the City,
7. To measure the incidence of RVTD transit use as well as barriers to use, and;
8. To explore the Community's awareness of Ashland Fiber Network as well as the desire
to have the City explore 'Green Power and willingness to pay for such resources.
OCT-29-98 THU 23 :27 SCUDDER&ASSOC. 5034840150 P. 03
Our practice of approaching questionnaire design is to review each question and see if it
matches one or more research objectives_ As we discussed in our meeting,a well-
designed survey instrument has a logical flow to it. Typically the first couple of questions
are simple and used to 'hook' the respondent into wanting to know more about the
questions being asked, and to continue on. The order of the questions is examined to
make sure that like questions are grouped together for consistency and to keep the
respondent focused on one topic at a time. Typically the more difficult questions appear
in the main body of the survey,and the easier demographic, and more personal data, is
collected at the end of the survey—when the respondent is starting to experience fatigue,
and after trust is established.
As was noted in the objectives,one purpose of the research is to compare the results to
previous surveys to measure change in perceptions. For this reason you will see many of
the questions as they were originally written. The order in which it appears in the survey,
however,may have been changed. In some instances the response categories have been
changed to provide a more consistent rating sequence for the respondent,which in turn
will facilitate the administration of the survey.
If you have any questions that you would like to have addressed prior to the City Council
meeting don't hesitate to phone. Keep in mind,the draft provided will still be pre-tested
after the City Council's input and further changes may be necessary.
Regards,
i ill x
�xp
Tammy Scudder
President
CITY OF ASHLAND COMMUNITY ATTITUDE SURVEY—DRAFT#1
Hello, my name is and I'm calling from Scudder & Associates
Research and today we are gathering the opinions of Ashland residents regarding the
City of Ashland. May I have 5 — 10 minutes of your time.
1. Are you 18 years of age or older? (if YES, continue — if No, ask to speak with
someone in the household who is 18 or older. If none, discontinue politely).
2. Are you registered to vote in Ashland? Yes No
3. How long have you lived in Ashland? Years Months
First I would like to get your opinions about the quality of life in Ashland.
4. Looking back, would you say that life in Ashland, during the last few years, has
generally improved, stayed pretty much the same, or has gotten worse than a few
years ago?
Improved
Stayed the same
Gotten worse
Don't know/Can't rate
5. Generally speaking, do you think that things in Ashland are going in the right
direction or do you feel things are off on the wrong track?
Right direction
Wrong track
Don't know/Can't rate
6. In your opinion, how responsive is the City of Ashland in addressing and working on
the problems and needs of the community? Using a rating scale where 1 = not at all
responsive and 5 = very responsive, how responsive would you say the City is?
a. Not at all responsive
b. Somewhat unresponsive
c. Neutral
d. Somewhat responsive
e. Very responsive
f. Don't know/Can't rate
7. Do you believe growth and development in Ashland during the past several years
has been too fast, too slow, or just about right?
Too fast
Too slow
Just about right
Don't know/Can't rate
8. How important do you believe it is for the City of Ashland to invest in and encourage
tourism? Please use a rating scale where 1 = not at all important and 5 = very
important
9. What do you like MOST about living in Ashland? (probe and clarify)
10.What one thing would you change about Ashland to make it a better place to live?
(probe and clarify)
11.Now I am going to ask about various (aspects) of life in Ashland and would like to know
in your opinion if each aspect has gotten better, worse, or stayed the same over the
past year or two. Using a rating scale of 1 — 5 with 1 = MUCH WORSE and 5 = MUCH
BETTER and 3 = STAYED the SAME
a. Recreational opportunities for young people
b. Availability of affordable housing
c. Employment opportunities
d. Traffic congestion in Ashland
e. Recreational opportunities for adults
f. Social services for the financially disadvantaged
g. Recycling opportunities
h. Availability of senior services
i. The character of downtown
j. Citizen involvement
Now I would like to ask your opinions regarding services provided by the City of
Ashland.
12.Generally speaking, how satisfied are you with the overall level of services provided
by the City of Ashland? Again, using a rating scale where 1 = not at all satisfied and
5 = very satisfied, how satisfied are you?
1 Very dissatisfied
2 Somewhat dissatisfied
3. Neutral
4. Somewhat satisfied
5. Very satisfied
6. Don't know/Refused
I am going to read you a list of specific services that the City provides and for each one I
would like you to rate the City's performance using a scale from 1 to 5, with 1 = Poor and
5 = Excellent.
13.What kind of job do you think the City is doing with: (the order of this list will be
rotated)
1. Maintaining city streets
2. Water services
3. Electric services
4. Sewer services
5. Police protection
6. Fire protection
7. Planning for growth and development
8. Providing information to local residents
14.Compared to a year or two ago, how safe do you feel your neighborhood is? Please
use a rating scale where 1 = A lot LESS safe and 5 = Much MORE safe?
1 A lot less safe
2 Somewhat less safe
3 About the same
4 Somewhat safer
5 Much more safe
6 Don't know/Can't rate
My next questions are about City government.
15.Generally speaking, how satisfied are you with the opportunities provided to the
citizens of Ashland to give input on City decisions? Please use a rating scale where
1 = Very dissatisfied and 5 = Very satisfied?
1 Very dissatisfied
2 Somewhat dissatisfied
3 Neutral
4 Somewhat satisfied
5 Very satisfied _
6 Don't know/Refused
16.Thinking of the community as a whole, how much trust is there in local government?
Use a rating scale where 1 = No trust at all and 5 = A lot of trust?
1 No trust at all
2 Hardly any
3 Neutral
4 Some trust
e. A lot of trust
f. Don't know/Refused
17. Have you attended a city council meeting in person in the last year? Yes No
18. Have you watched a city council meeting on Cable Access TV in the last year?
Yes No
19. Are you willing to participate in city government? Yes No
- If yes: In what way? (probe and clarify)
20. During the past 12 months, have you had contact with anyone at the City?
Yes No Don't recall
20a. If yes: How would you rate the courteousness of the staff?
Please use a scale from 1 to 5, with 1 = Poor and 5 = Excellent.
21. How would you rate the overall quality of the work performed by City employees?
Use the same 1 to 5 scale, with 1 = Poor and 5 = Excellent?
22. How would you rate how effectively City money is being used? Use the same 1 to 5
scale, with 1 = Poor and 5 = Excellent?
23. Generally speaking, when you visit downtown Ashland do you find locating a parking space
to be: a) very easy b) relatively easy c) relatively difficult d) very difficult
We are going to switch briefly to future services that may, or will be offered by the City.
24. The City of Ashland is exploring Green Power, which is a broad term used to
designate electricity from sources which are more environmentally friendly, such as
solar or wind power. Typically Green Power comes at a higher cost to consumers.
Do you think Ashland should offer Green Power as an option to its customers?
Yes No It depends (ask: on what?) Not sure
25. Do you think the City of Ashland should be doing more to develop solar power locally?
Yes No It depends (ask: on what?) Not sure
26.Would you be willing to pay more for electricity provided by a Green Power source?
Yes No It depends (ask: on what?) Not sure
27. Are you aware of Ashland's Fiber Network? Yes No Not sure
28. Can you describe any of the services that this fiber network will offer? (probe and
clarify)
Cable TV
High speed data transfer
Cable modem (connected to the internet without going through the phone line, uses
a cable instead)
Other
29.Switching to transportation In the course of an average month, how many times, if
any, do you ride an RVTD bus?
None
Occasionally, but less than once a month
Once a month
2 times
3 — 5 times
6— 10 times
More than11 times
30.What is your biggest barrier to using (or using more often) RVTD bus service for
commuting to work, school or elsewhere? (Skip if Q.28 is 3 times or more)
Bus routes don't go close enough to home
Bus routes don't go close enough to work
Bus routes don't go close enough to school
Timing and frequency of bus schedules
Current car pool arrangements
Driving other family members
Safety concerns
Other
Wouldn't use bus under any circumstances
Need car for work
Need car for errands/stops on way to/from work, school
The last topic to cover is about information sources
31.1 am going to read a list of information sources. For each one tell me how often you
use or refer to it as a source for obtaining information about Ashland. Would you
say you always, sometimes, rarely or never refer to (insert list item) as a source for
obtaining information about Ashland.
Cable access TV
TV news programs
Community or neighborhood meetings
Free newspapers such as Sneak Preview
The Ashland Daily Tidings
The Medford Mail Tribune
Radio
Utility bill inserts
Ashland City Source —the quarterly newsletter
Ashland City's web page
32.Does your household have a personal computer— meaning an IBM compatible or
Macintosh computer, or any other computer on which you can do more than simply
play games?
Yes No Not sure
33.And do you or someone else in your household use that computer to connect to the
Internet?
Yes No Not sure
My last questions are for demographic purposes only
34.If employed, is your place of work located in Ashland?
Not employed, looking for work
Not employed, retired
Volunteer work
Employed, work outside Ashland
Employed, work in Ashland
Don't know/Refused
35.Do you own or rent your home?
Own
Rent
36.Do you have children under the age of 18 living in your home?
Yes No Part-time/Occasionally
37.1 am going to read some age ranges and I would like you to stop me when I read the
range that includes your age.
18-24
25-34
35-44
45-54
55-64
65 and older
Refused
38.1 am going to read some broad income ranges and I would like you to stop me when
I read the range that includes your combined household income before taxes.
Under $15,000
$15,000 - $24,999
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $74,999
• $75,000 or more
Don't know/Refused
39.We've covered a lot of topics in our survey and in closing I would just like to get your
opinion on what you feel are the three biggest issues facing Ashland over the next 5
years? (probe and clarify)
Thank you very much for your time. Have a nice day/evening
40.Record respondents gender. Male Female
All
City Council Communication
November 3, 1998
Submitted by: Mike Freeman
TITLE:
Discussion of strategic planning process for 1998 — 1999.
SYNOPSIS:
The City Council adopted a goal in 1998 to begin a comprehensive strategic planning
process for the City. Staff believes this is an important goal and are very interested in
working with the City Council in this effort. In fact, the staff have identified the development
of a Citywide strategic plan as an important step in maintaining a progressive, innovative,
successful organization that meets the needs of the community (see attached staff
workshop document).
In one form or another, strategic planning has been used by organizations public and
private for many years. In doing research regarding strategic planning, it is apparent that
there are probably as many different approaches to strategic planning as there are
organizations who are using it. Given the City's relative inexperience in organization-wide
strategic planning, the staff are recommending that the City incrementally implement a
strategic planning process.
The reason the staff recommend an incremental approach, is that many local governments
and private organizations initiate strategic planning processes that cannot be sustained or
actually implemented because they have tried to do too much and the organizational
structure cannot effectively assimilate the new way of thinking and doing business. Studies
have shown that strategic planning processes that are successful, begin slowly and build
toward the ultimate ideal.
BACKGROUND INFORMATION:
For many years, the City Council has conducted a goal setting process that identifies short-
term goals for the City which are subsequently tied to the budgeting process. The goal
setting process has been a valuable tool for the City as it has created measurable,
definable and implementable goals that have driven the finances and organization in a
clearly defined way.
However, goal setting and strategic planning are different. "Strategic planning" is a
movement toward considering the long-term direction of the organization, community, etc.
Strategic planning is a process that seeks to stimulate progress around values and vision
to enable a more positive future. Good strategic plans are much like a pyramid, values
form the base, followed by vision, goals and objectives. Successful strategic planning
processes include integration of the values and vision into the organization, an
implementation plan and a annual refinement/improvement process to ensure that with the
passage of time, the strategic plan is constantly updated and refined to stay current.
Organizations that effectively use strategic planning processes do so in an evolutionary
manner. After an organization becomes accustomed to a fairly focused and narrow
planning process, it is common to expand the process and begin thinking more broadly
about the future, incorporating more "inputs" and creating more process and dialogue
around the values and vision.
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WHAT IS STRATEGIC PLANNING?
Strategic planning is a systematic way to manage change and create the best possible
future. It is a creative process for identifying and accomplishing the most important actions
in view of strengths, weaknesses, threats and opportunities. Generally, strategic planning
has some of the following elements:
• It is forward looking.
• It is a focused process that concentrates on selected issues.
• It explicitly considers resource availability.
• It assesses strengths and weaknesses.
• It considers major events and changes occurring outside the organizations or
jurisdiction.
• It is action-oriented with a strong emphasis on practical results.
Some basic steps may include:
1. Identification of the key factors and trends important for the future.
2. Selection of a few key issues to focus on in the plan.
3. Establish the direction for the strategy development by setting some general goals.
4. Look in depth at outside forces affecting achievement of the goals.
5. Based on the external and internal analysis, decide what can be achieved with respect
to each issue and how it will be achieved.
6. Be specific about timetables, resources and responsibilities for carrying out the strategic
action.
7. Ensure that strategies are carried out by monitoring, updating and reporting back the
results.
WHAT IS A VISION?
There is not a more powerful engine driving an organization toward excellence and long-
term success than an attractive, worthwhile and achievable vision of the future, widely
shared. Quite simply, a vision is a realistic, credible, attractive future for the organization.
It is the articulation of a destination toward which your organization should aim, a future
that in important ways is better, more successful, or more desirable for your organization
than is the present. The Constitution, for example is a written description of the founding
fathers vision for the United States, setting a clear direction and defining values but not
specifying how to get there. (Nanus, Visionary Leadership)
WHAT ARE VALUES?
Values define who we are, what we stand for, they are guiding principles and should stand
the test of time. Values are "core" attributes that should be maintained over a long period
of time.
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LOCAL GOVERNMENT VISIONNALUES/MISSION STATEMENTS
VANCOUVER, WASHINGTON
COMMUNITY VISION
Vancouver envisions itself as a robust, cohesive community where all share in the
responsibility of participating in civic life. A strong sense of identity is enhanced by the
City's location on the Columbia River as the gateway to the state of Washington with its
surrounding natural beauty. Vancouver has a vibrant downtown where people throughout
the community gather to live, work, shop and enjoy many entertainment options. The City
has a strong commitment to providing lifelong educational, recreational, cultural and other
opportunities for its diverse population. Special emphasis is given to our community's
youth. Safe neighborhoods with distinct qualities and proud identities are linked by parks
and greenspaces as well as a transportation system that provides mobility options for all.
A vital economic base creates plentiful family-wage jobs. Vancouver citizens are proud
of the community they continue to share in building.
CORE VALUES
• Active and Livable Neighborhoods
• Economic Vitality and Diversity
• Responsive Government
• Quality Urban Services
• Natural Resources
• Cultural Diversity
• Heritage
ORGANIZATIONAL MISSION
To foster leadership, stewardship, responsive services and community partnerships.
ORGANIZATIONAL VISION STATEMENT
Vancouver is recognized for its civic excellence. Employees are proud to work in an open,
supportive environment where we are empowered to create solutions and outcomes which
exceed the expectations of the citizens we serve.
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THORNTON, COLORADO
VISION STATEMENT
Our vision for Thornton in 2020 is ...
• a well planned, environmentally sensitive community
comprised of diverse, identifiable neighborhoods which provide
a safe, secure environment and access to services and
amenities
• a community with a transportation system that gets you safely
and efficiently around neighborhoods, work, schools, shopping,
and other places
• a community that provides an integrated system of open space
and recreational and cultural opportunities
• a continuously developing partnership of citizens, the business
community, and City government that creates strong
community leadership, active involvement, and an exchange
of ideas to enhance the community's image, services and
activities
• a government responsive to the needs of its citizens,
committed to citizen and business involvement
• a community with a stable but varied economic base that
provides dependable revenue sources, as well s offering
residents ample employment opportunities
• a community that capitalizes on its strategic location, preserves
its business vitality by adapting to a changing environment,
working both with existing and new businesses
MISSION STATEMENT
Our Mission as a community is to ensure the availability of a broad range of services using all available
public and private resources. Thornton will provide for a high quality of life by being responsive to
the physical and human requirements of its citizens through innovative leadership and planning.
PHILOSOPHY STATEMENT
We are committed to quality leadership for the benefit of out citizens. We will:
• be professional in our attitude and proficient in our tasks,
• encourage a spirit of cooperation in dealing with the mutual
problems and challenges facing our community,
• expect and demonstrate courtesy and respect in all
interactions,
• commit to excellence in all services provided to our community,
• be accountable and effective stewards of the public trust and
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resources,
• display innovation and initiative in responding to the current
and future needs of the community,
• participate in and promote the exchange of ideas through open
communication,
• recognize that all individuals living and working in the
community are essential resources for achieving the City's
mission and goals.
CORPUS CHRISTI, TEXAS
MISSION STATEMENT
Our Mission is to provide the citizens of Corpus Christi, collectively, excellent quality
products and highly responsive services in the areas of.•
Infrastructure Needs - including water, wastewater, gas distribution, solid waste, aviation,
and streets.
Protective Services - including law enforcement, fire, and health.
Quality of Life Enrichment - including housing and community development, libraries,
cultural and leisure activities.
Economic Development - including support of existing economic bases and
encouragement of growth.
Development Services - including engineering, planning, and inspection.
In order to ensure that we are successful in fulfilling this Mission, we will conduct our affairs
in a way that:
• We maintain the highest level of ethics and professional integrity.
• We demonstrate pride and commitment in providing public services.
• We instill in our organization a culture that integrates the principles of quality in all areas
and activities.
• We develop a relationship of trust with our citizens by providing products and services
that satisfy their needs and expectations.
• Our operations will maintain the safety and health of our people and the community.
Safety remains our foremost objective.
• We are viewed as good citizens in our community and are in full compliance with
applicable environmental standards.
• We enable all employees to reach their highest potential in an atmosphere of mutual
trust and teamwork through effective leadership.
• We anticipate and plan for our future needs through the process of continuous
assessment and evaluation.
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• We provide fair and efficient services to our citizens through efficient and effective use
of the assets and resources entrusted to us.
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PRIVATE SECTOR VISION STATEMENTS
3M (founded in 1902)
• Innovation; `Thou shalt not kill a new product idea"
• Absolute integrity
• Respect for individual initiative and personal growth
• Tolerance for honest mistakes
• Product quality and reliability
• Our real business is solving problems
Mechanisms to Stimulate Progress Around the Vision at 3M
15 percent rule"-a long-standing tradition that encourages To stimulate unplanned experimentation and
technical people to spend up to 15 percent of their time on variation that might turn into successful, albeit
projects of their own choosing and initiative. unexpected,innovations.
"25 percent rule" - each division is expected to generate 25 To stimulate continuous new product
percent of annual sales from new products and services. development.
"Golden Step" award, granted to those responsible for To stimulate internal entrepreneurship and risk
successful new business originated within 3M. taking.
"Genesis Grants" -- internal venture capital fund that To support internal entrepreneurship and testing
distributes parcels of up to$50,000 for researchers to develop of new ideas.
prototypes and market tests.
Technology sharing awards, granted to those who develop a To stimulate internal dissemination of
new technology. technology and ideas.
"Carlton Society"--a technical honor society. To stimulate the development of new
technologies and innovation.
"Own business" opportunities -- 3Mers who successfully To stimulate internal entrepreneurship.
champion a new product then get the opportunity to run it as
his or her own project,department,or division.
"Dual ladder" career track that allows technical and To stimulate innovation by allowing top
professional people to move up without sacrificing their professional and technical people to"advance".
research or professional interests.
New product forums, where all divisions share their latest To stimulate new ideas across divisions.
products.
Technical forums,where 3M people present technical papers To stimulate cross-fertilization of ideas,
and exchange new ideas. technology,and innovation.
"Problem-solving missions" -- small hit teams sent out to To stimulate innovation via customer problems.
customer sites in response to specific problems.
"High Impact Programs"--each division selects one to three To speed product development and market
priority products to get to market within a short,specified time introduction cycles.
frame.
Small,autonomous divisions and units—42 products divisions To stimulate individual initiative by promoting
in 1990,each with average annual sales of about$200 million; a"small company within a big company"feel.
]ants--spread across 40 states,mostly in small towns.
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BOEING (founded in 1915)
• Being on the leading edge of aeronautics; being pioneers
• Tackling huge challenges and risks
• Product safety and quality
• Integrity and ethical business
• To "eat, breathe, and sleep the world of aeronautics"
GENERAL ELECTRIC (founded in 1892)
• Improving the quality of life through technology and innovation
• Interdependent balance between responsibility to customers, employees,
society, and shareholders (no clear hierarchy)
• Individual responsibility and opportunity
• Honesty and integrity
HEWLETT-PACKARD (founded in 1937)
• Technical contribution to fields in which we participate ("We exist as a
corporation to make a contribution")
• Respect and opportunity for HP people, including the opportunity to share in the
success of the enterprise
• Contribution and responsibility to the communities in which we operate
• Affordable quality for HP customers
• Profit and growth as a means to make all of the other values and objectives
possible
IBM (founded in 1911)
• Give full consideration to the individual employee
• Spend a lot of time making customers happy
• Go the last mile to do things right; seek superiority in all we undertake
"If an organization is to meet the challenges of a changing world, it must be
prepared to change everything about itself except its basic beliefs as it moves
through corporate life... The only sacred cow in an organization should be its basic
philosophy of doing business."
JOHNSON & JOHNSON (founded in 1886)
• The company exists "to alleviate pain and disease'
• "We have a hierarchy of responsibilities: customers first, employees second,
society at large third; and shareholders fourth"
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NORDSTROM (founded in 1901)
• Service to the customer above all else
• Hard work and productivity
• Continuous improvement, never being satisfied
• Excellence in reputation, being part of something special
Welcome to Nordstrom
We're glad to have you with our Company. Our number one goal is to provide
outstanding customer service. Set both your personal and professional goals
high. We have great confidence in your ability to achieve them.
Nordstrom Rules"
Rule#1: Use your good judgment in all situations.
There will be no additional rules.
PROCTER & GAMBLE (founded in 1837)
• Product excellence
• Continuous self-improvement
• Honesty and fairness
• Respect and concern for the individual
SONY (founded in 1945)
• To experience the sheer joy that comes from the advancement, application, and
innovation of technology that benefits the general public
• To elevate the Japanese culture and national status
• Being a pioneer-- not following others, but doing the impossible
• Respecting and encouraging each individual's ability and creativity
The Sony Pioneer Spirit: Sony is a pioneer and never intends to follow others.
Through progress, Sony wants to serve the whole world. It shall be always a seeker
of the unknown... Sony has a principle of respecting and encouraging one's ability...
and always tries to bring out the best in a person. This is the vital force of Sony.
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WALT DISNEY (founded in 1923)
• No cynicism allowed
• Fanatical attention to consistency and detail
• Continuous progress via creativity, dreams, and imagination
• Fanatical control and preservation of Disney's "magic" image
• 'To bring happiness to millions" and to celebrate, nurture, and promulgate
"wholesome American values."
Disney Language:
Employees are cast members
Customers are guests
•crowd is an audience
•work shift is a performance
•job is a part
A job description is a script
A uniform is a costume
The personnel department is casting
Being on duty is on-stage
Being off-duty is backstage
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THOUGHTS ON STRATEGIC PLANNING & VISIONING
"In short, we did not find any specific ideological content essential to being a visionary
company. Our research indicates that the authenticity of the ideology and the extent to
which a company attains consistent alignment with the ideology counts more than the
content of the ideology. The very act of stating a core ideology (values, vision) influences
behavior toward consistency with that ideology. The visionary companies don't merely
declare an ideology; they also take steps to make the ideology pervasive throughout the
organization and transcend any individual leader. The visionary companies more
thoroughly indoctrinate employees into a core ideology than the comparison companies,
creating cultures so strong they are almost cult-like around the ideology. The visionary
companies more carefully nurture and select senior management based on fit with core
ideology than the comparison companies. The visionary companies attain more consistent
alignment with a core ideology -- in such aspects as goals, strategies, tactics and
organizational design -- than the comparison companies." (Built to Last)
RECOMMENDED STEPS
Beginning in January, the Council and staff should work through the process of beginning
a different kind of strategic planning program, one based on community vision. It is
important to commit enough time to this effort so that steps 1-3 can be completed by April
1998 so the results can be incorporated into the 1999 — 2000 Budget process.
The steps:
1. Define Community Values (by January)
• Use "Inputs"
• Staff Workshop Results
• City Council & Staff Viewpoints
• Boards and Commissions
• Public Forums
• Values define who we are, what we stand for, they are guiding principles and should
stand the test of time
• Values should be the "core" essentials of who we are (generally a short list!)
2. Define Organizational Vision (January Council/Staff workshop)
• Where are we headed?
• Where do we want to be?
• What is our purpose?
• What is the organization's fundamental reason for being?
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3. Short and Long Term Goal Setting (January Council/Staff workshop)
• Determine the short-term goals that stimulate progress around the Values and
Vision
• Determine the long-term goals that stimulate progress around the Values and Vision
• Determine the progress the organization needs to make to achieve the Values and
Vision (alignment)
4. Implementation
• Budget process for 1999 — 2000
• Organizational initiatives
5. Reporting Progress
"Balanced Scorecard"
6. Annual Refinement and Updating
From: "Built to Last, Successful Habits of Visionary Companies", James C. Collins
and Jerry I Porras
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STAFF WORKSHOP RESULTS
The staff held a workshop in October and discussed several issues. Two of the questions
that we discussed have some relation to strategic planning. Following are the results of
that discussion.
Discussion of what has made Ashland a successful organization in the recent past.
1. The City has had the resources to respond to many community priorities and
challenges
2. Grasp of community and City Council values by department heads
3. Understand local political structure (i.e. SOU, OSF, Chamber)
4. Managed public assets effectively
5. Ability to progress, having a can-do attitude, progressive organization
6. Strongly defined positive sense of community
7. Strong personal commitment to the community
8. History of success, building on past success, history of innovation
9. Uniquely positioned to provide a high quality of life (i.e. weather, mountains,
downtown, parks, culture)
10.Strong political will from the Mayor and Council
11.Positively channeling regional influence and impacts
How should the organization maintain high success levels in the future?
1. Be astute regarding changes in community and political direction
2. Develop a strategic plan based on core community values
3. Continue to be pro-active and innovative
4. Engage employees as well as management in strategic planning
5. Promote and protect Ashland's heritage and history
6. Council adoption of a strategic plan and sticking with it
7. Provide training and education regarding decision making and sticking with the
strategic plan
8. Engage a broader community in the City on decision making and seeking input
(consequence could be slower decision making)
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Proposed 1999 Stategic
Planning Process
Proposed K
Strategic Planning
Process
Inputs:
Citizen Survey .
Boards and
Commissions
Public Forum
*Statement
Product:
Community Values
Statement
Product:
Organizational Mission Vision Statement
Statement
Product:
Short and Long Term Long&Short
Goals(drive Budget Term Goals
Process) Established
Organizational
Alignment&
Implementation
Implementation
Through the
Budget Process
Annual
Reporting Refinement&
(Scorecard) 15 Planning
Process