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WS Item 42013 Citizen Satisfaction Survey Results City Council February 18, 2014 Why Survey? City of Southlake Strategy Map Critical Business Outcomes CBO1 - Continue to implement Southlake 2030 Plan by focusing on short-term initiatives. CBO2 - Become an employer of choice by developing a plan to recruit, develop and retain employees committed to excellence. CBO3 - Develop long-term strategies to address future financial uncertainties and challenges. CBO4 - Improve mobility by proactively completing traffic analysis of key areas. CBO5 -Optimize resources through collaboration and partnerships to reduce costs and add service value. The City of Southlake provides municipal services that support the highest quality of life for our residents, businesses, and visitors. We do this by being an exemplary model of balancing efficiency, fiscal responsibility, transparency, and sustainability. Deliver on Our Focus Areas Performance Management & Service Delivery C1 Achieve the highest standards of safety & security C2 Provide travel convenience within City & region C3 Provide attractive & unique spaces for enjoyment of personal interests C4 Attract & keep top-tier businesses to drive a dynamic & sustainable economic environment C5 Promote opportunities for partnerships & volunteer involvement Serve our Customers Manage the Business B1 Achieve best-in-class status in all City disciplines B2 Collaborate with select partners to implement service solutions B3 Enhance resident quality of life & business vitality through tourism B4 Provide high quality services through sustainable business practices B5 Enhance service delivery through continual process improvement B6 Optimize use of technology Provide Financial Stewardship Promote Learning and Growth F1 Adhere to financial management principles & budget F2 Invest to provide & maintain high quality public assets F3 Achieve fiscal wellness standards F4 Establish & maintain effective internal controls L1 Ensure our people understand the strategy & how they contribute to it L2 Enhance leadership capabilities to deliver results L3 Attract, develop & retain a skilled workforce L4 Recognize & reward high performers L5 Empower informed decision-making at all levels in the organization C6 Enhance the sense of community by providing excellent customer service and citizen engagement opportunities L6 Foster positive employee engagement Strategic Development / Budget Cycle Research Structure Research Structure Research Structure Statistical Significance 95% confidence level SPIN B N = 276 % = 34 Research Structure How well is the City performing in meeting the needs of Southlake residents? How well is the City performing in meeting the needs of Southlake Residents? About Nine out of Ten Report Being Satisfied with City Services Service Satisfaction Decreases How well is the City performing in meeting the needs of Southlake Residents? X X X Top-Two Box: Excellent or Very Good Base: Total Respondents 2013 (803) – 2011 (812) X Indicates significant difference between 2011 and 2013 at 95% confidence level How well is the City performing in meeting the needs of Southlake Residents? Top Ten Services -Importance Patrol Neighborhoods, Buildings, and Businesses to Ward Off Criminals How well is the City performing in meeting the needs of Southlake Residents? Top Ten Services -Satisfaction Maintain Appearance Of Parks, Landscapes, And Facilities How well is the City performing in meeting the needs of Southlake Residents? Statistically Significant Satisfaction Increases, 2013 vs. 2011 Services with Most Dissatisfaction How well is the City performing in meeting the needs of Southlake Residents? Manage Traffic Congestion How well is the City performing in meeting the needs of Southlake Residents? X More Participants Agree Traffic circulation has improved in residential areas Traffic circulation has improved on the way into and out of town Traffic circulation has improved in town overall The City is doing a better job at providing travel convenience within the City The City is doing a better job at managing traffic congestion 2013 Provide Pedestrian Pathways Very Satisfied Neither Satisfied Nor Dissatisfied Somewhat Dissatisfied Very Dissatisfied Somewhat Satisfied How well is the City performing in meeting the needs of Southlake Residents? X X X Sidewalk Satisfaction Since 2005 X Indicates significant difference between 2013 and other years at 95% confidence level Provide Pedestrian Pathways How well is the City performing in meeting the needs of Southlake Residents? Solid Waste and Recycling Services Base: Total Respondents 2013 (803) 92% 88% “I am really happy with the large recycling bins--thank you!” How well is the City performing in meeting the needs of Southlake Residents? Base: Total Respondents 2013 (803) Customer Service How well is the City performing in meeting the needs of Southlake Residents? 92% 88% 88% 86% 86% 86% 82% 78% 71% # of 2013 Gap Issues 3 How well is the City performing in meeting the needs of Southlake Residents? # of 2011 Gap Issues 11 How well is the City performing in meeting the needs of Southlake Residents? How well is the City performing in meeting the needs of Southlake Residents? 2013 Gap Issue Where should the City focus its efforts in the future? Where should the City focus its efforts in the future? Maintain high quality of services Where should the City focus its efforts in the future? Provide Bicycle-Friendly Streets and Trails (32% Gap) Manage Growth and Development (26%) Gap Top Candidates for Improvement Continue focusing on pathways Where should the City focus its efforts in the future? How will the City use this data going forward? Department Business Plans Department Work Plans Scorecards Budget Development Summary Questions?