1
Community Values Survey
In an effort to delve deeper and fully understand citizenry opinions, the City, at the direction of the City Manager’s Office, developed and implemented an online survey seeking input from our Citizens on City services and programs. The survey was focused on what is valued by the community. Additionally, participants had the opportunity to register for one of five workshops to discuss their values and opinions in an open forum moderated by a neutral facilitator not affiliated with the City. Response data was then pulled and analyzed in statistical software and will be presented to City Commissioners as a means to drive the Strategic Operating Plan, budgeting process and actionable items to be incorporated and funded in the upcoming budget cycle. This campaign will become an annual part of the Strategic Planning process and will be used to understand and incorporate community values in to our City processes.
Intended Outcome
Intended goals of this inaugural survey were to gain online participation and interactive Workshop involvement to increase understanding of what City of Lakeland Citizens value. This focus allowed participants the opportunity to provide positive feedback to City Commission, the Mayor and City personnel.
Methodology
The Community Values Survey was offered online (and given in paper format when requested) January 23 – February 24, 2013. The survey’s purpose was to engage Citizens, receive quality feedback, understand Citizen’s Values; collect Strategic Planning data and provide input on the future direction of the City. Additionally, participants were asked
within the Survey if they wanted to participate in one of five workshops to discuss their individual values and opinions in an open forum moderated by Dr. Lawrence Ross of Florida Southern College. Participants utilized remote response devices to anonymously cast their response to key survey questions. They then participated in discussions regarding their position(s) which helped to gain understanding of differing perspectives on issues. Valued response data was then be pulled and analyzed in statistical software and to be presented to City Commissioners as a means to drive the SOP, budgeting process and actionable items to be incorporated and funded in the upcoming budget cycle. This inaugural campaign will be
conducted annually to incorporate community values in to the City’s Strategic Operating Process.
Several methods were utilized to communicate, inform and engage the community to participate in the Values Survey. Major retailers in north, south and downtown Lakeland were
2 approached and agreed to partner with the City
to advertise the Survey by posting provided Posters, business cards, bookmarks and stickers to be adhered to coffee sleeves at two separate coffee houses. Additionally, all Pizza Hut stores located within the Lakeland city limits agreed and participated by applying provided stickers to all boxes advertising the online survey. This promotion began the Friday before Super Bowl Sunday; the highest revenue day for pizza sales. Other communication means were provided via social media (Facebook, YouTube and Twitter), television (LGN), City websites, Lakeland Electric bill inserts and The Lakeland Center’s digital marquee. Additionally two email blasts were sent consisting of 47,000 emails initially then roughly 45,000 emails during the second email blast (eliminated those who took the survey or requested to not be included in emails). Staff participated in marketing efforts by handing out informational cards and personally interacting with Citizens to relay the Survey’s mission. This marketing tool was performed at PigFest’s two-‐ day festival; the Kiwanis Pancake Festival; First
Friday in downtown Lakeland and Saturday’s Curbside Market. Participants of the Survey had direct access to Staff for clarification or information on the Survey by calling the hotline phone number -‐ 834-‐SWAN.
The central hub of the campaign was the Community Values web page, LAKELANDVALUES.COM, which allowed respondents to take the survey and sign up to attend a workshop.
• 400 Posters distributed throughout the City
• 30,000 Invitation Cards distributed throughout the community and at several festival events • 6,000 Bookmarks
• Lakeland Square Shopping Center and Lakeside Village Shops • 5,641 "Likes" on City of Lakeland's Facebook Page
• 11,492 "Likes" on The Lakeland Center's Facebook Page • 47,000 email blasts from Lakeland Electric's contacts • Approximately 100,000 Utility Bill Inserts
• Several Lakeland Ledger Newspaper articles
• Local media coverage including Bay news 9, Channel 8 and LGN Television • Downtown Lakeland Partnership Email
• Community Meetings
• 1,500 Coffee Sleeves with Mitchell’s and Black & Brew
Budget / Use of Resources
Continuing to apply the City of Lakeland’s history of responsible economical decisions, the
Community Values Survey utilized internal resources for design and produced most
3 elements of the Survey in-‐house. This included
the survey design and online application, email blasts, the workshops and most of the marketing design and planning. All prizes were donated and included passes to Kelly Recreation or Gandy Pool; dinner at Cleveland Heights Golf Course; a round of golf for two at Cleveland Heights Golf Course; VIP ticket package to a Spring Training Detroit Tigers game; and tickets to a Lakeland Center event.
The total survey cost, including marketing and the workshops, totaled $5,309.
If we were to provide a famous quote to describe this endeavor, it would read:
“The way to get started is to quit talking and begin doing.”
-‐ Walt Disney
Results of Survey and Workshops A total of 2,019 respondents completed the online survey.
Two important limitations of the study were: (1) respondents were not a random sample of the population; and (2) respondents do not
represent a probability sample and may not be representative of the population. Respondents opted-‐in to participate and are likely to be concerned about local issues.
Analytical tests were performed looking for significant relationships. All questions were run in cross-‐tabulation against age, zip code, residency status and length of residency. Additional cross-‐tabulation tests were performed looking for other significantly
statistical relationships. Correlations were used to identify significant and strong relationships.
Of the total respondents, 61 percent are permanent residents; six percent are seasonal residents; and 33 percent are not residents of the City of Lakeland. Ten percent of respondents own a business and 52% own property in the City of Lakeland. When asked which best defines “Community”, respondents said Polk County – 21%; The City of Lakeland – 54%; and Your Neighborhood/Subdivision – 25%.
Respondents were asked to rank each of the City’s Goals in order of their personal value. Each of the five Goals represented below represent respondent’s choices:
4 Example: Looking at what Goal was ranked 1st (see left most column), 38% of respondents selected Quality of Life but only 5% selected Growth Management as the 1st ranked Goal.
In reviewing the Mean Scores, respondents ranked Quality of Life their first priority; while Communication was ranked fifth.
1st Ranked
Goal 2nd Ranked Goal 3rd Ranked Goal 4th Ranked Goal 5th Ranked Goal 13% 13%
18%
22%
34%
21.7%
27%
21.2%
18%
12% 22% 20%
21% 19% 18%
5%
19%
23%
28%
25% 38%
21%
17%
13% 12%
Goal Rankings in order of Importance
Communica)on
Economic Opportunity
Fiscal Management
Growth Management
Quality of Life
5 Respondents ranked Programs and Services as to their Significant Personal Value as follows:
Program
Number of Services under the Program
Range Rating the service “Significant
Personal Value” Variance
Utility Services 5 50 – 78% 28
Community Safety 6 46 – 75% 29
Cultural & Community Services 3 27 – 38% 11
Transportation Services 4 18 – 47% 29
Economic & Community Development 8 15 – 47% 32
Parks & Recreation 5 12 – 57% 45
Based on respondent’s answers, the following represents strong relationships, or correlations, between the following Services. A value of 1.00 represents a perfect positive correlation and at .05 a correlation is deemed significant; therefore the following represent very strong relationships between the following paired services:
Program Correlated Services Correlation
Transportation Services Construction with Maintenance .824
Economic & Community
Development Services Development Review with CRA .725 Economic & Community
Development Services
Code Enforcement with Building
Inspection .712 Utility Services Water Treatment with Waste Water .712
Community Safety
Services Rescue with Firefighting .680
Parks & Recreation
6 Respondents were asked to rate their Level of Agreement with 14 Statements regarding different facets of life in the City of Lakeland. With ranking choices from 1-‐Completely Agree to 5-‐Do Not Agree, Level of Agreement outcomes were as follows:
Respondent’s opinions were also found to have significant correlations as follows:
Citizen Opinion Correlated Opinions Correlation
COL is accountable and accessible
to its Citizens COL government welcomes Citizen involvement .785
COL is accountable and accessible
to its Citizens COL operates in a transparent manner .689
COL welcomes Citizen
involvement COL operates in a transparent manner .672
COL is an attractive community COL provides superior services that enhance the quality of
life and community pride .717 COL is an affordable community COL provides superior services that enhance the quality of
life and community pride .642 I receive good value for the COL
taxes I pay COL is accountable and accessible to its citizens .545
7 Citizen input regarding Emerging Policy Issues was asked of respondents regarding The Lakeland Center, and they reported the following:
The Lakeland Center
Priority Emerging Policy Issues
Mean Score
1 Satisfied with Current Events 2.44
2 Would attend more events if updated 3.14
1=Completely Agree; 2=Mostly Agree; 3=Somewhat Agree; 4=Slightly Agree; 5=Do Not Agree
Respondents were asked to comment openly regarding anything they wanted to comment on, positive or negative, as it pertains to the City and what they value. The top five themes were Homelessness, Red Light Cameras, Communication, Public Safety/Police and Trash/Recycling Pick-‐Up.
