Client-Centred Service Delivery

John A. Macintyre Director, Parks and Recreation

Presentation Overview

• • • • •

Toronto Parks and Recreation at a glance Research Data Relevant Findings for Municipal Services Challenges and Experiences Lessons and Strategies

Parks & Recreation Division Vision Toronto will be known by the world as the “City within a Park” - a rich fabric of parks, open space, rivers and streams that will connect our neighbourhoods and join us with our clean, vibrant lakefront. The world will envy and seek to emulate the healthy, productive and balanced lives that the people of Toronto have achieved. Our Parks and Recreation Services will signal to the world Toronto’s commitment to the best of all possible futures.

Parks & Recreation Division Mission The people in the diverse communities of Toronto will have full and equitable access to high calibre, locally responsive recreational programs, efficiently operated facilities, and safe, clean and beautiful parks, open spaces, ravines and forests.

Parks & Recreation Division Three Key Priorities

•

Child and Youth Development

•

Lifelong Health and Wellness for All

•

Environmental Stewardship

Operate and Maintain for City of Toronto Residents:

• • • • • •

1,460 named parks 839 sports fields 7,344 hectares of green space (12% of City land base) 3 million public trees 140 community recreation centres 670 other facilities - pools, golf courses, ski centres, greenhouses, ferries, zoos and a farm

Parks & Recreation Staff

•

The Division has approximately 3,375 full time and part time staff that make these services happen

Sample Program Delivery 2002

• • • • • • •

Recreation programs - 2,805,903 drop-in participants 517,757 registered participants 2,510,274 permit users 8,300 tree plantings 227,300 rounds of golf 1,125,000 plants produced 1,250,000 ferry riders

Benefits of Toronto Parks & Recreation Services

• • •

91% of residents - parks and recreation services are important to quality of life 92% of users - satisfied with visits to parks 93% of users - satisfied with visits to recreation centres

(telephone survey - Environics Research 2001)

Responding to Citizens’ Needs - the Research

• •

Citizens know that government’s task is more difficult

–

balance - public interest with progressive policy

–

be entrepreneurial with a high level of accountability Still, they expect as good or better service

(Results from Citizens First 2000)

Responding to Citizens’ Needs - the Research

• •

Nationally, citizens rated parks and recreation services at 71 out of 100 - the 5th easiest to access - out of 12 services they used within the past year in Toronto, service quality of parks and recreation was rated at 68 out of 100

(Results from Citizens First 2000)

What are the Drivers of Citizen Satisfaction?

• • • • •

timely service staff knowledge and competence an approach to service that is not only courteous and friendly but “goes the extra mile”, extra smile fairness outcome

(Results from Citizens First 2000)

Challenges Facing Toronto Parks & Recreation

•

Coming from 7 different municipalities - 7 entrenched cultures

–

harmonizing 7 sets of expectations/perspectives

Challenges Facing Toronto Parks & Recreation

Out of Chaos Comes Opportunity

•

Service Delivery from a multi diversified organization

–

co-ordinating and mobilizing a diverse organization

Sample of Further Challenges

• • • • • •

Council/committee schedule and political agenda Access and equity Volume of requests/information Establishing priorities Customer service training Internal communications

Our Experiences Registration - what happened,

– – – –

what we learned, how we improved

–

various methods of registering are available

–

many issues involved in getting the customer registered knowledge of programs and systems ease of access or access period choice staff training and customer service

Our Experiences Welcome Policy/Priority Centres

– –

outreach and enhancement accommodations on CLASS

Our Experiences Permits

– – – –

2,510,274 permit users - 2002 harmonization use of CLASS allocation based on 3 key priorities of Division

Our Experiences Mail Tracking System

–

to accommodate the large volume of correspondence and action requirements coming through the General Manager’s Office

–

efficient system to ensure expedient response to public, councillors and internal departments

–

average of 600 action slips per month

Our Experiences Staff Communication and Recognition - Building Internal Links and Morale

– – – –

communications protocol P&R intranet development Divisional meetings on a regular basis “Say Thanks”

Our Experiences YOW - Youth Outreach Workers

– –

work in high needs areas of the City to reach a population that wouldn’t otherwise access recreation programs

– –

bring youth into community centres or bring recreation to youth

–

create links with young people, regardless of issues help develop relevant programming throughout the Division

Our Experiences Re-organization of Advisory Councils

–

work over the past 2 years to develop a common Terms of Reference for Advisory Councils

–

introduction of Advisory Councils to all community centres

–

a way to engage the community residents in a continual process of program development and facility management

Lessons and Strategies

• • • •

Managing Information - size, scope, complexity Media Staff and Human Impact - stress, uncertainty, morale, workloads, commuting, health issues the “Sprint” and the “Marathon”