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MUNICIPAL EMPLOYEES’ RETIREMENT SYSTEM© 2019 CobaltCommunityResearch2018015
December 2019
City of Ridgefield Engagement and Priority Assessment
Supporting Decisions | Inspiring Ideas
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Background on Cobalt Community Research
501c3 not for profit research coalition Mission to provide research and education Developed to meet the research needs of
schools, local governments and nonprofit organizations
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Measuring Where You Are: Why Research Matters
Understanding community values and priorities helps you plan and communicate more effectively about City decisions
Perception impacts behaviors you care about
Understanding community perception helps you improve and promote the City
Community engagement improves support for difficult decisions
Reliable data on community priorities aids in balancing demands of vocal groups with the reality of limited resources
Bottom line outcome measurement of service and trust: Good administration requires quality measurement and reporting
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Study Goals
Support budget and strategic planning decisions Explore service assumptions to ensure baseline service
measures are understood Identify which aspects of community provide the greatest
leverage on citizens’ overall satisfaction – and how satisfaction, in turn, influences the community’s image and citizen behaviors such as volunteering, remaining in the community, recommending it to others and encouraging businesses to start up in the community
Benchmark performance against a standardized performance index regionally and nationally
Compare performance to 2015 Citizen survey
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Bottom Line City is outperforming benchmarks in most areas, but scores softened from 2015 2019 ACSI Score = 65 (70 in 2015)
Washington (5,001-10,000 residents) = 65 Washington Overall = 59 West = 57 National (5,001-10,000 residents) = 58 National Overall = 61
2019 Local Government Management Score = 68 (69 in 2015) Washington (5,001-10,000 residents) = 53 Washington Overall = 51 West = 50 National (5,001-10,000 residents) = 55 National Overall = 56
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Bottom Line There are several areas where improvement can have the most significant impact
on engagement (in green):
2019 Drivers 2015 Drivers
City Government Management City Government Management
Economic Health Economic Health
Community Events Community Events
Police Parks and Recreation
Ridgefield 2015
Ridgefield 2019
WA 5,001-10,000
WA Overall West Overall US 5,001-10,000
US Overall Change
Transportation Overall 63 56 60 55 53 52 56 -7Utility Services Overall 74 73 82 79 71 68 73 -1Police Department Overall 83 84 80 74 72 74 75 1Property Taxes Overall 64 60 62 54 52 53 58 -4Shopping Opportunities Overall 29 27 65 70 70 64 70 -2Local Government Overall 69 68 53 51 50 55 56 -1Community Events Overall 71 74 67 61 60 52 59 3Economic Health Overall 60 57 51 52 49 53 55 -3Parks and Recreation Overall 74 74 72 72 67 61 68 0Community Satisfaction Overall 70 65 65 59 57 58 61 -5
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Bottom Line Walking and biking trails thread through many sections of the
survey and in the comments. Residents want more walking and biking trails, and they would like them integrated with downtown
Parks remain very important, but role as a driver of outcomes has diminished Themes include more walking, biking trails; more river access
Downtown is a major element in the quality of life for residents Would like more restaurants, such as quality casual, Chinese, and seafood Would like more stores/shops, including grocery, a bakery, deli, and coffee
shops Parking and curb appeal are significant concerns
Residents interested in more communication on future development, new amenities, and the City’s plan to manage growth and infrastructure (especially traffic) Email, US post, social media (Facebook), and newsletters are the most
preferred mechanisms
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Schools
Transportation
Fire/Emergency
Utility
Police
Citizen Engagement Model
Citizen Experiences CitizenSatisfaction=Value
Outcome Behaviors
Where to improveWhere to invest next
Remain
Recommend
CSI
Taxes
Shopping
Local Government
Events
Overall SatisfactionCompared to expectationsCompared to ideal
Economy
Parks/Rec
Library
Volunteer
Encourage Businesses
Support Admin
Community Image
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American Customer Satisfaction Index: Sample of Private Sector Companies Measured
Allstate
Albertsons
Apple, Inc.
Bank of America
Bell South (U.S.)
Best Buy (U.S.)
Blue Cross and Blue Shield
Charter Communications
Citibank
Coca-Cola (U.S.)
Comcast
Dell
DIRECTV
FedEx
Ford Motor Company
General Electric
General Motors
Hilton
Home Depot
Kellogg
McDonald’s
Microsoft
MillerCoors
Netflix
Nike
Sears Roebuck and Co.
Southwest Airlines
Sprint
Starbucks
Target
Verizon
Wal-Mart
Yahoo!
View more: www.theacsi.org
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American Customer Satisfaction Index: Sample of Public Sector Agencies Measured
Department of Education, Federal Student Aid
Department of Energy
Federal Emergency Management Administration
Federal Trade Commission
General Services Administration
Health Resources and Services Administration
Internal Revenue Service
Municipal-owned Utilities
National Aeronautics and Space Administration
National Weather Service
National Recreation Reservation Service
Pension Benefit Guarantee Corporation
Small Business Administration
Veterans Affairs
View more: www.theacsi.org
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Available Tools
Detailed questions and responses broken by demographic group and “thermal mapped” so lower scores are red and higher scores are blue
Comparison scores with local governments in Washington, the West and across the nation
Comparison scores with non-local government comparables (industries, companies, federal agencies)
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Preserving Voice: Looking Into Detail
Consistent Scores Regardless of Demographics
Checkered Scores that Vary by Demographics
Tran
spor
tatio
n O
vera
ll
Stre
et m
aint
enan
ce/r
epai
r
Road
sign
age
Traf
fic fr
ee o
f con
gest
ion
Publ
ic tr
ansp
orta
tion
optio
ns
Acco
mm
odat
ion
for b
icyc
le tr
affic
Ease
of f
indi
ng p
arki
ng
Acco
mm
odat
ion
for f
oot t
raffi
c
Stre
et lig
htin
g
Polic
e Dep
artm
ent O
vera
ll
Resp
ectf
ul tr
eatm
ent o
f citi
zens
Fair/
equi
tabl
e enf
orce
men
t
Com
mun
ity in
volv
emen
t/ed
ucat
ion
Resp
onse
tim
e to
emer
genc
ies
Nei
ghbo
rhoo
d pa
trol
s
Com
mun
ity se
rvic
es (f
inge
rprin
ting,
vaca
tion
chec
ks)
Traf
fic en
forc
emen
t
63 64 73 69 39 40 62 50 69 83 85 83 79 85 72 79 7856 61 71 54 27 33 64 63 70 84 86 85 85 83 71 81 71
1 year or less 63 66 75 66 29 30 73 72 76 90 91 91 88 84 73 83 771-5 years 57 64 72 56 25 32 65 66 70 84 86 87 85 85 70 82 73
6-10 years 53 57 65 51 30 32 63 62 68 87 89 84 89 85 76 84 7110+ years 53 57 70 48 29 34 58 59 69 81 82 82 82 80 69 79 69
Own 56 61 71 55 28 32 64 63 70 84 86 85 85 84 70 80 72Rent/Lease 57 63 72 51 20 29 65 64 66 88 90 85 93 72 73 92 64
Yes 53 61 66 51 29 35 57 57 67 87 89 87 88 78 72 83 71No, a different community 58 64 74 56 29 32 65 64 69 85 86 85 87 84 71 80 72
I am not currently employed 64 62 76 72 9 32 77 77 69 74 73 67 78 64 78 100 87I am retired 53 57 67 51 26 32 63 63 72 83 85 87 82 86 69 82 69
City of Ridgefield Core ACSI Scores
Scale = 0 to 100
Overall Satisfaction - 2015Overall Satisfaction - 2019
Years of resience
Own/Lease
Employment
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Methodology Random sample of 1500 residents drawn from utility billing
records Utilized www.random.org, a well-respected utility used
internationally by many universities and researchers to generate true random numbers
Conducted using two mailings in October-November 2019 Valid response from 393 residents (396 in 2015), providing a
solid response rate of 26 percent, and a conventional margin of error of +/- 5 percent in the raw data and an ACSI margin of error of +/- 2 percent. In addition, 106 residents participated who were not part of the sample (and who were analyzed separately). Total response 499. Note: National surveys with a margin of error +/- 5% require a sample
of 384 responses to reflect a population of 330,000,000 Respondent pattern consistent with 2015.
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Results
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Outcome Behaviors to Benchmarks(High score = 100)
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Community Image to Benchmarks(High score = 100)
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Understanding the Charts: Community Questions – Long-term Drivers
High scoring areas that do not currently have a large impact
on engagement relative to the other areas. Action: May show
over investment or under communication.
High impact areas where the City received high scores from
citizens. They have a high impact on engagement if
improved. Action: Continue investment
Low scoring areas relative to the other areas with low
impact on engagement. Action: Limit investment unless pressing
safety or regulatory consideration.
High impact on engagement and a relatively low score.
Action: Prioritize investment to drive positive changes in
outcomes. Perc
eive
d Pe
rfor
man
ce
Impact
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Drivers of Satisfaction and Behavior:
Strategic PrioritiesHigher Impact,Higher Satisfaction
Lower Impact,Lower Satisfaction
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Drivers of Satisfaction and Behavior:
Strategic Priorities Compared to 2015Higher Impact,Higher Satisfaction
Lower Impact,Lower Satisfaction
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Drivers of Satisfaction and Behavior:
Government Management
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Drivers of Satisfaction and Behavior:
Customer Service
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Recent Contact with City Employees/ Officials
Never Fewer than 6 times a
year
6-12 times a year
More than 12 times a
year
Overall 7.8 7.6 7.8 9.1Helping you to feel valued as a citizen - 7.6 7.2 8.8
Level of knowledge - 7.8 7.4 9.8Level of professionalism - 7.9 8.0 9.7
Effectiveness in meeting your needs - 7.5 6.7 9.2Overall impression - 7.7 7.7 9.8
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Drivers of Satisfaction and Behavior:
Economic Health
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Drivers of Satisfaction and Behavior:
Police Department
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Drivers of Satisfaction and Behavior:
Community Events
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City Services and Programs
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City Services and Programs Satisfaction Public Safety (Scale = 1 to 10)
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City Services and Programs Satisfaction Other City Services (Scale = 1 to 10)
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Community Planning
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Community Planning
Most Important Characteristics for Growth
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Community Planning
What is Liked Best
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Community Planning
What to Change
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Parks Planning
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Parks
Importance of Parks for Quality of Life
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Parks
Use of Parks
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Parks
Main Reasons for Visiting
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Parks
Playgrounds, lawn areas, restrooms
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Parks
Walking/hiking trails
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Parks
Sport fields and sport courts
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Parks
Picnic areas and shelters
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Parks
Children’s activities
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Parks
Community events
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Parks
Youth activities
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Parks
Potential future park amenities
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Parks
Condition of park facilities (10=excellent)
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Parks
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Downtown Planning
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Downtown
Frequency of visits
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Downtown
Why visiting
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Downtown
What would encourage more visits?
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Downtown
Most likely time to visit
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Downtown
Most likely day to visit
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Downtown
Shopping compared to benchmarks
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Word Cloud:What new businesses, stores or restaurants you would like to see open downtown?Top Themes:Restaurants – Quality restaurant, Chinese, seafoodStore – Grocery store, boutiques, variety of storesBakery – Bakery/deli, coffee shop, bistro
Note: See full list of comments for context
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Word Cloud:What improvements you would like to see in downtown?
Top Themes:Parking – More parking, parking for people with disabilities, traffic flowBusinesses – More local businesses, businesses that attract families, improve storefrontsWalking – More integrated walking access, more walking trails
Note: See full list of comments for context
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DowntownTransportation infrastructure compared to benchmarks
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Communications
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How do you prefer to receive information from the City?
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Preference Varies by Age
New
spap
er
Util
ity b
ill in
sert
Emai
l
City
web
site
New
slett
er
Snap
chat
Soci
al m
edia
Text
mes
sage
Mai
l to
my h
ome
Mob
ile ap
p/te
xt
Radi
o
Publ
ic m
eetin
g
25 to 34 14% 19% 46% 22% 27% 3% 54% 11% 59% 5% - -35 to 44 6% 18% 57% 37% 27% - 45% 11% 49% 17% 1% -45 to 54 13% 24% 47% 35% 39% - 35% 8% 50% 8% - 10%55 to 64 17% 17% 51% 37% 42% 1% 32% 7% 44% 4% 1% 10%
65 or over 20% 30% 40% 34% 41% - 13% 10% 46% 4% 2% 11%
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Social Media Used
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Local News Source Preference
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TV Station Preference
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Radio Station Preference
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Newspaper Preference
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Word Cloud:What are you most interested in hearing more about?
Top Themes:Growth – Major growth, plans for managing growth, ensuring responsible growth, adapting infrastructureDevelopment – Future development, development of port/waterfront, proposed developmentCommunity – Community activities, events, new openings, opportunities
Note: See full list of comments for context
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Questions