Meeting the needs of local people Ashley Ames Associate Director - - PowerPoint PPT Presentation

Ashley Ames Associate Director MORI Social Research Institute

Meeting the needs of local people

ashley.ames@mori.com

38% 38% 36% 31% 28% 31% 30% 62% 57% 57% 36% 46% 45% 54% 35% 59% 50% 52% 52% 50% 54% 32%42% 40%

Will the Government deliver on Public Services?

June 2001 Oct 2001 Mar 2002

Q Do you agree or disagree… “In the long term, this government’s policies will improve the state of Britain’s Public Services”

Disagree Agree

Nov 2001 May 2002 Sept 2002 Dec 2002 Mar 2003 Jun 2003 Sept 2003 Jul 2003

Base: 970 British adults, 12-14 December 2003 Source: MORI Social Research Institute Delivery Index

Dec 2003

• 30
• 20
• 10

10 20 30

The Big Five: Expectations Trends

Base: c.1,000 British Adults

%net better

• Q. Thinking about…over the next few years do you expect it to…?

May 2002 Mar 2002 Sep 2002 Dec 2002 Mar 2003 Jun 2003 Sept 2003 Dec 2003

Education NHS

Way area policed

Environment

Public transport

Falling perceptions since 1997...

27 27 16 16 29 29 21 21 21 21 16 16 11 11 19 19 32 32 10 20 30 40

1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Year surveyed

National MORI Omnibus

Q How satisfied or dissatisfied are you with the way your local council is running the area?

Base: c 1000 per wave.

Net satisfaction with Council (+)

Local public realm and liveability - versus national priorities

Trends on Road Maintenance - worse than a few years ago

71 71 64 64 63 63

• 3
• 30
• 1
• 10

10 10 30 30 50 50 70 70 1995 1995 1996 1996 1997 1997 1998 1998 1999 1999 2000 2000 2001 2001 2002 2002 2003 2003

Net satisfied MORI average

% saying traffic congestion is a bad problem where they live

Essex Dorset Bucks Telford

Street Cleaning - Satisfaction Trends

20 20 25 25 30 30 35 35 40 40 45 45 50 50 55 55 60 60 65 65 70 70

1993 1993 1994 1994 1995 1995 1996 1996 1997 1997 1998 1998 1999 1999 2000 000 2001 2001

Net satisfied

Leicester

Should the Head of Environment Resign?

Falling satisfaction with street scene - nearly everywhere

10 10 20 20 30 30 40 40 50 50 60 60 70 70 80 80

1988 1988 1989 1989 1990 1990 1991 1991 1992 1992 1993 1993 1994 1994 1995 1995 1996 1996 1997 1997 1998 1998 1999 1999 2000 2000 2001 2001 2002 2002

Net satisfied with street cleaning National MORI average Leicester BV Pilots People’s Panel Southwark Camden Portsmouth Chelmsford Brent

Priorities for Barking and Dagenham residents in 2004

10 20 30 40 50 60 70 10 20 30 40 50 60 70 80

Most need improving locally Important generally

Base: All valid BVPI responses

Priorities for Barking and Dagenham residents in 2004

10 20 30 40 50 60 70 10 20 30 40 50 60 70 80

Most need improving locally Important generally

Base: All valid BVPI responses Low level crime Health services Housing Activities for teenagers Public transport Road/pavement repairs Shopping Wages/cost of living Low traffic Job prospects Facilities for young children Sports/leisure Clean streets Education Culture Community activities Open spaces Low pollution Race relations Access to nature

Better service may imply carefully segmenting your users - completely different from the way public services have developed in the past

How B&D residents view council services How B&D residents view council services

Base: All Barking and Dagenham panel members aged 16+, postal survey 10th March to 9th April 2003 (302)

% Agree Q5 To what extent do you agree or disagree with the following statements about the Council? % Disagree

64 51 49 44 42 40 13 19 20 16 18 7

I expect better Council services for the amount of Council Tax I pay Other people are more in need of Council services than I am The way the Council provides its services makes it easy for me to use them Barking and Dagenham Council makes sure that everybody has equal access to its services I have no need to use most of the services that the Council provides I am keen to use most Council services

How residents view council services (2) How residents view council services (2)

Base: All Barking and Dagenham panel members aged 16+, postal survey 10th March to 9th April 2003 (302)

% Agree Q5 To what extent do you agree or disagree with the following statements about the Council? % Disagree

34 24 24 20 19 19 38 32 28 25

There are some Council services that I can’t afford to use The Council is not interested in providing services for people like me The Council gives residents good value for money The Council is too remote and impersonal It is easier to get in touch with the Council than it is to contact other

• rganisations

Obtaining information Obtaining information

Base: All Barking and Dagenham panel members aged 16+, postal survey 10th March to 9th April 2003 (302)

% Interested Q7 How interested, if at all, are you in using the following methods to

• btain information and services provided by the Council or other public
• rganisations?

% Uninterested

70 64 53 38 29 12 57 48 36 28 19 14

One Stop-Shop Telephone Mobile phone connected to the Internet Computer connected to the Internet Digital TV with interactive services Information Points

Paying for a Council service Paying for a Council service

Base: All Barking and Dagenham panel members aged 16+, postal survey 10th March to 9th April 2003 (302)

% Willing Q22 Looking at the options below, how willing would you be to use each method to pay for a Barking and Dagenham Council service % Unwilling

66 66 48 23 17 17 13 64 61 60 54 38 22 22

Through a touchscreen kiosk in a public place By telephone Through the Council’s website By text message Face-to-face By email By letter/post

Base: All residents (MORI Benchmarking Network)

Contacting the public sector in the Future - a Possible Scenario

Written Face-to-face

Internet/E-mail

1990 1995 2000 2005 2010 2015 2020 20 40 60 80 %

Telephone

Projected Observed

Segmenting different types of residents

Low level, out of hours users (30%)

• Internet/phone
• Home owners
• In work

Frequent communicators (24%)

• With children
• Heavy service users

Housing dependants (24%)

• Views steered by housing

services

• Older, less-likely to work
• More reliant on face-to-

face

Flexible service users (22%)

• Higher social classes
• Want to be kept

informed by council

Big implications for leaders of

• rganisations

10 20 30 40

1984 1986 1988 1990 1992 1994 1996 1998 2000 2002

The growing importance of “Honesty” The growing importance of “Honesty”

Q What are the most important factors you take into account when making a judgement about a company? (Spontaneous)

Base: General Public

Honesty Quality of Product/Service Customer care

31% 4%

The rise of ethics....

1985

%

2002

Proportion who report boycotting products for ethical reasons

Source:ESRC

18% 18% 20% 28% 29% 33% 91% 87% 74% 72% 71% 66% 65% 64% 53% 46% 46% 35% 35%

Trust who? Trust who?

Q Now I will read out a list of different people. For each, would you tell me whether you generally trust them to tell the truth or not?

% Trust

Doctors Teachers Judges Clergymen TV/newsreaders Professors Scientists Ordinary man/woman in street Pollsters Civil servants TU officials Business leaders Local Councillors Managers in the NHS Managers in local government Government Ministers Journalists Politicians generally The Police

Base: 2,141 British adults aged 15+, Feb 2003

What are What are the public the public looking looking for? for?

Do you have these qualities? Do you have these qualities?

Honest Q Which three of these qualities, if any, do you feel are most important in a public leader? Trustworthy Good communicator Competent Experience of public life

Base: People’s Panel Wave 5 - All (1,086)

15% 16% 16% 18% 18% 19% 24% 26% 37% 38%

Accessible Efficient Professional High moral standards Integrity

Communications Communications help help

10 10 20 20 30 30 40 40 50 50 60 60 70 70

• 40
• 30

30

• 20
• 10

10 10 20 30 40

Net satisfaction with Council (+%) How well informed the public are kept (+%)

Satisfaction with Council vs Satisfaction with Council vs Level of Level of Information Information

Familiar?

“Nobody could explain clearly what the authority claimed to stand for. Even within primary documents such as the Best Value Plan there is limited information”

Familiar?

This is an authority that tends to see public relations as an overhead

Staff Advocacy

44% 44% 63% 63% 44% 44% 42% 42% 39% 39% 25% 25%

Advocacy - self fulfilling prophecy?

Overall Excellent Good Fair Weak Poor

% who strongly agree that they would speak highly of the authority to others outside the organisation

Base: All respondents (500), interviewed 24 July - 15 August 2003

52% 52% 42% 42% 35% 35% 35% 35% 32% 32%

People in Excellent Councils have higher job satisfaction...

Base: All respondents (500)

% very satisfied with job

Excellent Good Weak Poor Fair

72% 72% 80% 80% 71% 71% 68% 68% 69% 69%

Satisfaction with Pay doesn’t vary much........it isn’t a critical factor in success, more a hygiene issue

Base: All respondents (500)

% satisfied with pay

Excellent Good Weak Poor Fair

62% 62% 47% 47% 42% 42% 44% 44% 22% 22% 45% 45% 42% 42% 25% 25% 32% 32% 39% 39% 27% 27% 61% 61% 46% 46% 34% 34% 59% 59%

What seems to distinguish excellent performers is performance management and listening to staff

Input into job plans Opportunity to show initiative Feedback on your performance

Base: All respondents (500)

% very satisfied with job factors

Excellent Good Weak Poor Fair

What channels do people prefer? Who do they believe?

Trustworthy?

Base: All working who expressed a view (net score)

+66

Team meetings

+58

Managers

+44

Internet

+22

Company publication

+22

Trade Union

+12

Video

• 4

Senior management

10 10 20 20 30 30 40 40 50 50 60 60 70 70 80 80 10 2 20 3 30 40 5 50 6 60 7 70

How do people want to hear it?

% Actual Sources of Information % Preferred Sources of Information

Base: All respondents (4,104) 13th January - 7th April 2003 E-mail Grapevine/rumour Team briefings and Personal contact from immediate manager/supervisor Departmental Newsletters Press/ media Noticeboards Senior management Trade Unions Memos Paper newsletter Intranet Electronic newsletter Intranet

Stopping to think

“As chief executive you have to be aware that you’re communicating all the time, whether you mean to or not. Everything you do and don’t do will be interpreted and you need to be aware of that”

Summary

Deliver

– ensure services and channels of delivery meet different residents’ needs – show how well managed you are

Keep your promises

– have to have meaningful ones, but not too many

Say sorry when you don’t

– honesty, consistency, clarity – show why it won’t happen again

But be aware

– impact of media coverage

Questions? Comments?

ashley.ames@mori.com