Community Vitality Initiative (CVI) Phase One Assessment Report

Transcription

Community Vitality Initiative (CVI)
Phase One Assessment Report
Brockville, Ontario
June 2007
Local Sponsor: City of Brockville
Financially supported by:
Ontario Ministry of Agriculture,
Food & Rural Affairs
Community Vitality Initiative (CVI) for Brockville, Ontario
Phase One Assessment Report
TABLE OF CONTENTS
Executive Summary………………………………………………………
Introduction………………………………………………………………..
Focus Group Results……………………………………………………..
Respondent Profile……………………………………………………….
Community Profile………………………………………………………..
Brockville Section Scores………………………………………………..
Personal and Economic Security……………………………….
Life-Long Learning……………………………………………….
Wellness…………………………………………………………...
Leadership, Teamwork, and Networking………………………
Environment……………………………………………………….
Arts, Culture, and Heritage……………………………………….
Sense of Community………………………………………………
Community Entrepreneurship and Innovation………………… .
Physical Space…………………………………………………….
City of Brockville Statistical Profile….………………………………
Conclusions…………………………………………………………………
Appendices
A. Highest Scoring Questions……………………………………
B. Lowest Scoring Questions…………………………………….
C. Largest Positive Deviation from the Average……………….
D. Largest Negative Deviation from the Average………………
E. The "Gut-Check Twelve"………………………………………
F. The Ontario CVI Project………………………………………
G. About CIEL…………………………………………………….
Brockville, Ont. Phase 1 Report
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© June 2007 CIEL www.theCIEL.com
EXECUTIVE SUMMARY
The Community Vitality Initiative (CVI) measures a community's quality of life.
Citizens and community leaders are asked about everything from employment to
environmental health, from support for the arts to safety on the streets, from
public transit to pre-natal care. Using a system of online surveys, questionnaires,
live meetings, focus groups, and statistics, CIEL helps the community build a
plan and concrete actions to attract new citizens, retain its existing ones, and
inspire them all.
The CVI project in Brockville, Ontario, was conducted by the Nelson, B.C.-based
Centre for Innovative and Entrepreneurial Leadership (CIEL –
www.theCIEL.com) in a partnership with the Ontario Ministry of Agriculture,
Food, and Rural Affairs (OMAFRA) [see Appendix F for more information on the
pilot project and process]. The Community Sponsor in Brockville was the City of
Brockville Economic Development Office, led by Dave Paul.
The CVI team met with a group of 23 Brockville citizens on May 16, 2007, and 9
other Brockville citizens answered the CVI questionnaire on-line in the following
few weeks. This report summarizes the results.
Community Profile
Brockville participants were asked to describe their community. The majority of
the responses were positive. According to the respondents, the community of
Brockville is friendly, welcoming, beautiful, and safe. The respondents said the
community is proud of its heritage and history, and the town is full of active,
involved people.
When participants were asked to identify key strengths, geography and location
were most often named. Respondents were very proud of the St. Lawrence River
and the Thousand Islands, and they appreciate being so close to several large
cities.
When participants were asked why they live in Brockville, they again expressed
their love of the river and the islands. The proximity of family and friends was
also very important to them.
Brockville Assessment Scores
The participants were asked to respond to 100 questions, all of which are
indicators of community vitality. The questions were divided into nine sections.
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Three sections scored as areas of special strength for Brockville: Arts, Heritage,
and Culture (with a score of 79.5 out of 100), Life-Long Learning (79.3), and
Physical Space (77.3).
Brockville's average score over the nine sections was 71.3 out of 100.
Brockville scores compared to other communities
All scores for Brockville are compared in this report with the average of Brockville
and three other communities which recently undertook the CVI. In eight of the
nine sections, Brockville's score was higher than the four-community average,
and in the ninth (Sense of Community) it was equal to the average. Brockville's
overall score of 71.3 is 12% higher than the overall average score of 63.5 for the
four communities1.
Qualitative Comments
In addition to answering the 100 questions, the participants were asked to write
their perceptions of Brockville’s greatest strengths and the areas most needing
improvement, for each of the nine sections. Recurring themes included:
o Natural beauty—the outdoor environment, especially the location on the
St. Lawrence River, was often mentioned as an asset and a source of
pride and enjoyment.
o Physical safety- participants appreciate the low crime rate.
o Employment—participants were concerned about scarcity of job
opportunities for young people.
o Attractive heritage community—the built environment was indicated as
one of Brockville's best assets, and yet there is also a strong desire to
develop or revitalize it.
o Planning and action—Some respondents noted difficulty in “getting things
done” in the community after consultations, assessments, and studies are
completed.
o The arts—the strong artistic community is seen to be a unique strength of
Brockville.
o Young adult culture—there is a need for an entrepreneurial culture that will
appeal to young adults age 24-35, to attract them to Brockville to start
businesses and families.
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Three Quebec communities were part of a pilot study in 2006/07. They include Wakefield,
Mansonville & the Haut St. Laurent region. While smaller, the qualitative nature of the questions
allows for some useful comparisons. Over time it is hoped more similar-sized Ontario
communities will take part in the CVI pilot so that comparisons can be more robust.
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o Business — respondents see Brockville as an entrepreneurial place with a
lot of business experience and knowledge. There is a desire to improve
business training and opportunities for young people.
Community Statistics
To add to the perceptions of the Brockville CVI participants, this report also
includes a statistical profile of Brockville (Page 60), provided by OMAFRA. It
provides information on demographics, income, employment, and education
levels.
Possible Courses of Action
The following are some possible courses or action that Brockville could
undertake to improve its vitality. CIEL offers these ideas based on an analysis
of the responses received during the May 16th focus groups and survey and
the subsequent on-line CVI survey. These are suggestions to get the
discussion started in the community. On Wednesday, June 27, there will be a
community meeting at which community members will respond to this report
by identifying actions that will enhance community vitality in Brockville.
Possible Short Term Actions (actions completed in less than 12 months)
Capacity
Youth and young adult recruitment and retention strategy
Building
(begin with research)
Welcoming strategy for newcomers to invite/engage
Youth entrepreneurship initiative (e.g. youth business
incubator)
Youth opportunity identification session (e.g. entrepreneurial,
educational, recreational, and entertainment opportunities)
Youth leadership and/or other volunteer building strategy for
young adults
Youth mentorship
Marketing
Buy/shop local strategy
Engage local media to highlight positive happenings in local
media (e.g. organization of the month) to build pride
Cooperative/joint marketing initiatives
Cultural festival (e.g. a celebration of the river)
Waterfront Park -- strategy to revitalize using free cultural
and other events
More profiling in the media (local & beyond) of the dynamic
newcomers
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Networking
Other
Advertizing on radio along the corridor promoting events and
attractions
Visuals along 401 to invite people to Brockville (e.g. a statue
of a diver).
Quarterly town hall meetings
Downtown vibrancy initiative (e.g. street vendors, etc.)
Busking festival/Farmer's market
Strategy to make citizens better aware of online and other
learning opportunities
Possible Long Term Actions (actions taking more than 12 months to complete)
Capacity
Medical recruitment strategy, possibly focused on
Building
aging/gerontology
More promotion of lifelong learning
Marketing
Alliance between local businesses/industry and educational
institutions within two hours distance (e.g. engage their
business schools in strategic/business efforts)
Strategy to link strengths in affordable, diverse housing and
indoor and outdoor recreational/fitness resources
Research,
Waterfront/downtown core redevelopment strategy focusing
Administration,
on downtown vibrancy
and Planning
Strategy for linking uptown to downtown
Parking strategy
Strategy to populate downtown with residents and
businesses
Youth facilities downtown
Other
Secondary treatment of waste
Waterfront restaurant as part of waterfront development
strategy
Build on success of recycling program by analyzing what
the next step might be, using an environmental consultant
from The Natural Step or similar organization.
Waterpark
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INTRODUCTION
Phase 1 of the Community Vitality Initiative (CVI) was conducted in Brockville,
Ontario, in May, 2007.
On May 16, 23 Brockville residents took part in focus groups and filled out the
CVI questionnaires. Nine other Brockville residents filled out the questionnaire
online.
The first section of the CVI questionnaire asked the participants to briefly
describe their community in terms of its strengths, needed improvements, and
the respondents' reason for living in Brockville.
The second section, which forms the bulk of the questionnaire, asked
participants to rate their community by agreeing or disagreeing with a series of
statements about qualities contributing to community vitality. Each statement is
framed in a positive context (e.g. Newcomers are welcome in the community).
Participants were asked to rate each statement with one of the following: strongly
agree, somewhat agree, neither agree nor disagree, somewhat disagree,
strongly disagree, or don't know.
The 100 statements, each indicating an important factor in building community
vitality, are grouped into 9 sections, as follows:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Personal and Economic Security
Life-Long Learning
Wellness
Leadership Teamwork, and Networking
Environment
Arts, Heritage, and Culture
Sense of Community
Community Entrepreneurship and Innovation
Physical Space
If all respondents strongly agreed to a positively worded statement, the question
score would be 100. If all respondents strongly disagreed, the question score
would be 0. A response of neither agree nor disagree would be scored as 50. A
score over 50 indicates that there is a perceived good quality of life related to that
particular statement, while a score under 50 indicates a perceived poor quality.
In the charts and graphs generated from the questionnaire, Brockville's results
are compared with the average scores from Brockville and four other
communities where the CVI was recently conducted.
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The third part of the survey collected qualitative information about each of the
nine sections by asking participants to write about the main strengths and
weaknesses of the community in that section. In addition, OMAFRA provided
statistics about the community: demographics, employment, business activity,
education, and income.
At the meeting on May 16, the participants were broken into small focus groups
to make an initial assessment of the community's strengths and areas for
improvement.
FOCUS GROUP RESULTS
In the Brockville focus, the 23 people in attendance were asked two questions.
Why is Brockville a great place to live?
•
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Safe community (4)
Natural beauty, the river, access to waterfront (4)
Location (2)
Proximity to larger centres (2)
Small enough to know most people (2)
Heritage (2)
Educational opportunities (2)
Diversity of economic base (2)
Recreation – organized sports for kids, yacht club, scuba, sailing, golf etc. (2)
Quality of health care (2)
People are friendly
Good local leadership (participatory)
Community support for local business
Successful campaigns (e.g. TISS tracks)
Good track record for raising $$
First class Police Department
A lot of cultural events – diversity of offerings
Great place to retire
Unique architecture
Small enough but big enough
Lots of countryside
Affordability and purchasing power
Clean
No traffic jams or congestion
Within minutes to everything
Increased quality of living
Excellent communication facilities
Proximity to Stanley Cup champions
Accessible
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•
•
Generosity and volunteerism
Huge potential
What Needs to be Improved in Brockville?
•
•
•
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•
•
•
•
•
•
•
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Problems are fixable
Anchor tourism
Advertising on radio along the corridor promoting events and attractions
Incorporate green planning
Promote transportation (from college students – will use the service)
Allow street vendors
More doctors
Create a destination to attract visitors to our city
Visuals from 401 to invite people to our city.
Develop waterfront
Restaurant on waterfront
Access to funds for entrepreneurs
Develop a strategy for linking uptown to downtown
Dedicated (municipal resource?) to facilitate and promote commercial
infrastructure to encourage people to do business downtown
Increase parking in downtown core
Downtown revitalization
Populate downtown through residents and businesses
Parking issues
Support programs to attract medical professionals
Recreation facilities downtown (youth)
Water-park
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RESPONDENT PROFILE
The participant group of Brockville residents is described below. Of the 32
participants:
o 30% were female, and 70% male.
o 39% were self-employed, 44% were employed full time, 14% were retired,
and 3% were employed part-time.
o 78% said they are usually or somewhat influential in the community.
o 34% said they were very committed to Brockville and would go to great
lengths to stay there.
o 100% reported at least one formal community affiliation.
o 93% reported at least 1-4 hours of volunteer work per week.
o The highest proportion of the respondents were in the 55-65 age range:
Age
0-24
0%
25-34
14%
35-44
22%
45-54
26%
55-65
32%
65+
6%
o The largest income group earned more than $100 per year, with the
distribution as follows:
Income
0-20K
0%
20-40K
3%
40-60K
19%
60-80K
14%
80-100K
12%
100+
47%
o Most participants have lived in the community more than 20 years:
Years in community
0-2
6%
2-5
9%
6-10
7%
11-20
7%
20+
71%
o 56% of the participants have a university or professional degree:
Education
level
Some
high
school
High
school
graduation
6%
Some
college or
university
19%
Trade or
college
certificate
19%
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Professional
School
University
degree
22%
34%
o 71% of the participants reported they were very happy in their personal
lives:
Personal
quality of
life
Very
happy
Somewhat
happy
A little
happy
71%
16%
3%
An
even
mix
6%
A little
unhappy
Somewhat
unhappy
Very
unhappy
0%
0%
0%
o 84% said they were either very satisfied or somewhat satisfied with the
quality of life in the community:
Community
quality of
life
Very
satisfied
Somewhat
satisfied
A little
satisfied
An
even
mix
A little
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
39%
45%
10%
3%
3%
0%
0%
o 38% said the quality of life in the community has improved.
Community quality of life in
past 5 years
Improved
Stayed the same
Worsened
Not sure
38%
38%
16%
8%
COMMUNITY PROFILE
Describing the Community
As revealed below, when participants were asked to provide 3 words or phrases
to describe their community, all but four of the responses were positive. The
number of similar responses is indicated in brackets after the response.
According to residents, Brockville is a friendly and attractive place. Residents
also value the heritage and historical aspects of the community, and they feel
safe there.
friendly, welcoming (10)
beautiful, scenic, attractive (9)
safe (9)
historic, heritage (7)
bustling, busy , active, involved (5)
pride, sense of community (4)
generous, caring (4)
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conservative (4)
charming (3)
resilient (2)
resistant to change(2)
resourceful, creative (2)
huge potential
strong character
great summer recreation
strategically located
high quality of life
diverse
economically building
clean
embraces change
leverages waterfront location
old community riches
industrially challenged
connected
resort setting
fun
stagnant - limited manufacturing
jobs
stable
small
diamond in the rough
divisive
primarily mono culture
sedate
comfortable
non congested
competitive
many shopping facilities
in flux
traditional
social services
poverty
camaraderie
peaceful
Community Strengths/Assets
When respondents were asked to name three strengths of their community, the
river and the location close to larger centres were the most common responses.
Economic diversity and the quality of the people themselves got a number of
votes, as did cultural activities and the civic leadership.
St. Lawrence River and the Thousand Islands (13)
Close to Montreal, Ottawa, Toronto etc. (13)
location on the water (5)
diversified economically (4)
volunteers and community leaders (4)
people (4)
cultural activities (3)
good civic leadership (3)
safety (3)
small size (2)
ability to adapt, resilience (2)
generous, helpful (2)
well maintained clean community (2)
beautiful scenery, environment (2)
location for manufacturing and tourism
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strong manufacturing base
nicest downtown in the region
education
people welcoming and accommodating
cost of living
history of community and business
well balanced economy and institutions
access to services - health and education
quality of life
excellent place to raise a young family
comfortable size
St. Lawrence College
heritage buildings
commitment of many to community improvement ideas/initiatives
improvements being made
Directions for improvement
When the respondents were asked for suggestions to improve the community,
downtown revitalization and development were the most common responses.
Respondents called for mixed use in the downtown including residential, and
they wanted it made more vibrant and tourist-friendly. More jobs, and economic
development in general, were also called for by many people.
downtown revitalization and development (10)
economic development, business attraction including opportunities for youth (7)
more jobs and diversification of jobs (7)
waterfront development (6)
strategic planning, priority setting (5)
tourism development (5)
more industry (4)
more doctors, more medical services (3)
strong leadership, visionary leadership (3)
youth facilities, retention of youth (2)
more cooperative, collaborative approach (2)
more residents (2)
development of institutions that are resistant to economic cycles or regional
trends
five-star restaurant
willingness to take on the nay-sayers and push the strategic agenda to develop
the historic theme.
a more active and efficient Downtown Business Association
better transportation services for youth and lower income families
entertainment services for youth
larger government/institutional base to balance manufacturing base.
open public areas to more vibrant uses, vendor stands, music in open spaces
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community is polarized (some positive, some negative) on growth that happens
health care - limited availability
people more receptive to change and be flexible
new people in community with influence and capital
cooperation of the service groups
cooperation with other municipalities
attitude towards progress
more support from community for local business, initiatives
sports
community involvement
larger tax base
emphasize to greater extent positives such as heritage
welfare
greater provincial awareness
more cultural experiences
poverty (Perth Street area) young mothers- perhaps education and knowledge
better parking
less conservative; appealing to younger generation.
Reasons for Residence
The proximity of family and friends play a large part in the respondents’ reasons
for living in Brockville, followed by the river and the small-town atmosphere.
family (9)
the St. Lawrence River and the 1000 Islands (6)
small town atmosphere with many amenities (5)
friends (5)
safe (3)
job and job opportunities (3)
quality of life (3)
recreation facilities (2)
no pollution, clean (2)
comfortable place to live and raise children (3)
good, caring people (2)
strong manufacturing base
good schools
business/location
community pride/spirit.
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BROCKVILLE SECTION SCORES
The questionnaire filled out by the 32 Brockville participants was divided into the
nine sections shown on the graph below. Brockville’s highest scoring sections
were Arts, Heritage, and Culture (score: 79.5 out of 100), and Life-long Learning
(79.3). All other sections scored above mid-range, with the lowest being Sense of
Community (64.1).
Brockville Scores and Four-Community Averages
100.0
90.0
79.5
79.3
80.0
77.3
74.9
71.3
70.0 67.4
67.0
67.0
69.3
68.8
67.0
64.1
65.6
65.8
64.1
Score
60.0
63.5
62.6
60.1
59.8
Brockville
53.9
50.0
4-Community
Average
40.0
30.0
20.0
10.0
0.0
Personal and
Economic
Security
Lifelong
Learning
Wellness
Leadership,
Teamwork,
Networking
Environment
Brockville
67.4
79.3
67.0
67.0
74.9
79.5
64.1
4-Community Average
62.6
68.8
60.1
59.8
67.0
69.3
64.1
Community
Arts Heritage,
Sense of
Entrepreneurs
Culture
Community
hip
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Physical
Space
All Sections
Average
65.6
77.3
71.3
53.9
65.8
63.5
A radial graph, shown below, is another visual tool to contrast Brockville section
scores with the 4-community average. The closer the scoring line is to the
outside ring, the higher the score, and the greater the perception of community
vitality.
Brockville Scores Compared to Average of Four Communities
Personal and Economic Security
100.0
All Sections Average
Lifelong Learning
Physical Space
Wellness
Brockville
4-Community
Average
0.0
Community Entrepreneurship
Leadership, Teamwork, Networking
Sense of Community
Environment
Arts Heritage, Culture
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Section 1: Personal and Economic Security
Important components of community vitality are adequate and
diversified employment, a range of types of affordable housing, and
personal safety.
For Brockville, the questions in the Personal and Economic Security section
resulted in a score of 67.4 out of 100. As can been seen in the graph below, the
questions on employment brought the overall score for this section down
considerably, for Brockville and all other communities.
Personal and Economic Security-- Brockville Scores and AllCommunity Averages
100.0
Brockville
90.0
80.0
All-Community Average
76.9
76.6
73.9
72.8
70.0
Scores
60.0
48.7
50.0
40.0
33.6
30.0
20.0
10.0
0.0
Housing
Employment
- 16 -
Safety
PERSONAL AND ECONOMIC SECURITY
Indicator area
I
Indicator question
82.0
73.0
12.4
Housing
1a. Local middle-income earners can
afford to buy a house in this
community.
1b. Homelessness is not a problem
here.
71.8
72.7
-1.3
1c. Those with skills and education can
find a well-paying job in the
community.
53.1
33.5
58.4
1d. There are adequate job
opportunities for young people age 1524 in the community.
43.0
31.0
38.6
1e. The community is not dependent
on a small number of employers.
50.0
36.5
37.0
1f. The community is a safe place to
live.
89.8
87.0
3.3
1g. Car, home, and business break-ins
are not a big problem in the
community.
81.3
74.3
9.3
1h. Women consider it safe to walk
alone downtown at night.
67.5
79.1
-14.7
1i. There are effective & successful
crisis intervention programs such as
crisis lines and affordable counselling
services.
67.9
55.2
22.9
Employment
Safety
Score
out of 100
67.4
Section Score
4Community
Average
%
Difference
60.3
11.7
In Personal and Economic Security, Brockville scored 11.7% higher than the
average of the four communities.
Highest scoring questions:
- 17 -
o 1f. The community is a safe place to live (89.8)
o 1a. Local middle-income earners can afford to buy a house in this community (82).
Lowest scoring questions:
o 1e. The community is not dependent on a small number of employers (50).
o
1d. There are adequate job opportunities for young people age 15-24 in the community
(43).
The distribution of levels of agreement or disagreement for each question further
helps us understand the responses. In the graph below, the percentage of people
in agreement or disagreement with each question is shown by the length of
colours and patterns in the bar.
Note that the black section in each bar indicates neither agree nor disagree, and
all of the positive responses are to the left of that section, and the negative
responses and don't know responses appear to the right. Central placement of
the dark neither agree nor disagree segment (discounting the don't know
segment) indicates a question on which there is a polarized response. For
example, in Personal and Economic Security, two questions show a degree of
polarization in Brockville:
o
1c. Those with skills and education can find a well-paying job in the community.
o 1e. The community is not dependent on a small number of employers.
Also important are the number of don't know responses. A large number of them
may signal a "blind spot" in the community's awareness of a particular
component of community vitality. For example, in Personal and Economic
Security, the only notable percentage of don't know responses was for one for
one question:
o 1i. There are effective & successful crisis intervention programs such as crisis lines and
affordable counselling services.
The graph on the next page shows the distribution of answers for each question.
- 18 -
Personal and Economic Security-- Distribution of Responses
Pe rce nt of Re s pons e s
0%
20%
40%
60%
80%
100%
1a
1b
1c
Completely Agree
Somew hat agree
Question Number
1d
Neither Agree Nor
Disagree
Somew hat Disagree
1e
Completely Disagree
Don't know
1f
1g
1h
1i
Written Comments
For each of the nine sections of the questionnaire, respondents were asked to
give written answers to two questions: what are the greatest strengths of your
community, and what areas are in greatest need of improvement?
In the following lists, the most common responses are listed first, with the number
of responses in parentheses after each item.
Personal and Economic Security--Strengths
o
o
o
o
o
Low crime rate, community policing, citizens watch out for each other, respect for
property, bike cops, progressive police (9)
Business oriented, entrepreneurial, adaptable (8)
Location attracts industry and retirees (6)
Employers who remain, and recovery after closures (3)
Attractiveness of high quality of life
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o
o
o
o
o
o
o
o
o
o
o
o
o
o
There are a lot of cases where people who are "simple" are protected and taken
care of by everyone and not taken advantage of
Youth Centre in downtown core
Available education through high school and St. Lawrence College.
Good medical facilities
Size of community
Affordability
Designated by World Health Organization as "safe community""
Generosity
Volunteerism
Open competitive market
Small enough that people know one another
Health care
Shared "decency" values of the vast majority of residents
I feel that although we do not meet the definition of "small" community, it feels
small, and that breeds a certain feeling of safety and security.
Personal and Economic Security—Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Economic development, solicit new companies, business innovation, new
business strategies (10)
More well-paying jobs, especially for younger people (5)
Education and skills training (2)
Higher density and increased tax base without increased sprawl and expenses
so that taxes are better able to provide needed services
Improve local tourism
Keep commercial and industrial taxes below Ontario average to be competitive
Provide education/business coop to keep youth in community.
Lobby to see EODP continue to provide support and investment to new initiatives
in the private and public sector.
Place of Excellence in another area other than manufacturing due to volatility
Try to develop St. Lawrence River potential
Government investment in new business - business growth, exporting and
training of the workforce
Affordability of housing for marginal folk
For young women, women of any age, courses in personal safety. YMCAs in
other cities have offered these.
Sports and social skills for youth
Maintain status quo
Implement plan for downtown restoration and development
Put more money and emphasis on the smaller stores, and employers as opposed
to the larger ones. With more viable options for employment for young people the
threat of violence and crime do go down
- 20 -
Section 2: Life-Long Learning
A spirit of life-long learning and a hunger for knowledge and wisdom
pervade a vital community. There is a variety of modes of learning
for all age groups.
Life-long Learning-- Brockville Scores and All-Community Averages
100.0
Brockville
86.3
90.0
79.4
80.0
70.0
68.7
65.2
63.3
61.1
60.0
50.0
40.0
30.0
20.0
10.0
0.0
Attitudes
Access
- 21 -
Collaboration
LIFE-LONG LEARNING
Indicator area
Attitudes
toward
learning
Indicator question
2a. Citizens are motivated to
learn new skills and develop
existing ones.
2f. Citizens are interested in
national and international news
and public affairs.
2d. There are good schools for
our children in the community.
2g. There is adequate access to
high speed internet for business,
educational and other purposes.
Community
collaboration
for learning
4Community
Average
Difference
60.9
53.5
13.9
76.6
73.1
4.7
85.5
58.9
45.2
86.3
68.8
25.4
87.1
68.3
27.6
75.8
49.7
52.6
83.1
72.5
14.5
out of 100
2b. Citizens have access to a
variety of learning modes: online, college, distance, etc.
Access to
learning
Score
2c. Businesses and educational
institutions collaborate to train
for the employment skills
needed by the community.
2e. Parents are welcome in the
schools and the schools are
involved in the community.
79.3
Section Score
63.5
24.8
For Life-Long Learning, Brockville's score was 24.8% higher than the 4community average.
o 2g. There is adequate access to high speed internet for business, educational and other
purposes (87.1)
o 2b. Citizens have access to a variety of learning modes: on-line, college, distance, etc
(85.5)
- 22 -
Lowest scoring questions:
o 2c. Businesses and educational institutions collaborate to train for the employment
skills needed by the community (75.8).
o 2a. Citizens are motivated to learn new skills and develop existing ones (60.9).
Life-long Learning-- Disribution of Responses
Percent of Responses
0%
20%
40%
60%
80%
100%
2a
2b
Question Number
2c
Completely Agree
Somewhat agree
Neither Agree Nor
Disagree
Somewhat Disagree
2d
Completely Disagree
2e
Don't know
2f
2g
Written Comments
Life Long Learning-- Strengths
o
o
o
o
o
St Lawrence College (21)
Library (4)
Fine, committed teachers
One hour from Queens in Kingston, Carleton and Ottawa U in Ottawa and St.
Lawrence University in Potsdam, NY
I don't think St. Lawrence College is doing a very good job in Business and
Technical areas. We are not strong in life long learning
- 23 -
o
o
o
o
o
o
o
o
o
o
o
o
o
Although there is a college in the city, too few citizens and businesses pursue
lifelong learning. There needs to be affordable, accessible and adaptive teaching
developed, perhaps incentives as well ($)
School system offers good choices and programs (e.g. TISS, BCI, Catholic,
French) and quality is good
Canada's first senior portal in Brockville to encourage seniors' access to internet.
Local organizations
The availability of community college and University (Ottawa, Kingston)
Other institutions that are specific - ie Yacht club for sailing, Museum, Fulford
Place, YMCA
Good school system
Good schools (variety)
High speed internet and central location to many Colleges and Universities (both
US and Canada)
Range of formal education facilities and interconnection with business
Access to internet services
We have many outlets for learning, many educational programs for children as
well, many groups and activities to be involved in.
Learning centres
Life- long Learning-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
More promotion and awareness of life long learning (8)
Increase financial support of St. Lawrence College (2)
Make learning opportunities more affordable, more accessible (2)
Develop a university here either via St Lawrence College or finding an alternative
route
Increase budget for library for outreach programs
Strategic alliances between local business and industries and regional
universities
Connectivity to educational institutions through partnerships with the local college
Get universities and Algonquin College to start outreach programs
Increase learning opportunities.
Decrease prices or provide $ incentives
Communication to all citizens the availability both locally and provincially of
learning opportunities available now on line
Development of more arts and cultural exchanges
International linkages with key centres of learning
Increased collaboration between private and public sector to deliver life-long
learning opportunities (ie BrockTel model)
Development of major recreation - learning centre. ie health-wellness, fitnesseducation
Mini-U campus
Maintain status quo
Continue with program
Take courses
Economic Development Office can post trends and future needs (skills and
education) for local and potential new businesses
- 24 -
Section 3: Wellness
Community vitality is characterized by citizens taking responsibility
for their own health, supported by adequate health facilities. The
leadership of the community actively encourages fitness, wellness,
and prevention.
Wellness-- Brockville Scores and All-Community Averages
100.0
Brockville
90.0
80.0
70.0
67.6
66.1
65.4
62.5
60.0
51.8
53.6
50.0
40.0
30.0
20.0
10.0
0.0
Attitudes
Services
- 25 -
Collaboration
WELLNESS
Indicator area
4Community
Average
%
Difference
64.8
60.5
7.2
3c. You see many active, healthylooking seniors in this community.
78.9
67.0
17.8
3k. The community is supportive of
its least fortunate citizens.
62.9
58.5
7.6
3l. Most people in my community
are happy.
63.7
65.4
-2.6
83.6
32.1
160.0
75.8
71.4
6.1
32.0
44.0
-27.2
3g. There is a diversity of
alternative health care available (eg
chiropractors, naturopaths,
acupuncturists, massage therapists,
etc)
68.8
57.7
19.2
3i. The community deals with drug
and alcohol issues with effective
and accessible education,
counselling and intervention
programs.
60.0
44.3
35.6
72.6
62.4
16.4
Score
Indicator question
out of 100
3a. Citizens are committed to
wellness, fitness and healthy
lifestyles.
Attitudes
3b. A good recreation facility with a
gym, fitness centre, and a
swimming pool is accessible and
affordable
3e. A high-quality health care facility
is accessible.
3f. There are enough doctors,
nurses, and other health
professionals.
Facilities and
services
3m. There is effective, accessible
pre-natal and post-natal education
and counselling.
- 26 -
Community
collaboration
3d. Healthy food is available in school
cafeterias and vending machines.
64.3
49.8
29.0
3h. There are opportunities for
inclusion and support for the mentally
and physically disabled.
71.0
57.5
23.4
3j. For newcomers to the community
and those who wish to, there are
meaningful opportunities to get
involved and make a difference in the
community.
Section Score
72.7
65.4
11.1
67
56.6
19.2
For the Wellness indicators, Brockville scored 19.2% higher than the 4community average.
Highest scores:
o
3b. A good recreation facility with a gym, fitness centre, and a swimming pool is
accessible and affordable (83.6).
o
3c. You see many active, healthy-looking seniors in this community (78.9).
Lowest scores:
o
o
3f. There are enough doctors, nurses, and other health professionals (32).
3i. The community deals with drug and alcohol issues with effective and accessible
education, counselling and intervention programs (60).
Significant numbers of don’t know responses:
o
o
3d. Healthy food is available in school cafeterias and vending machines (34%)
3m. There is effective, accessible pre-natal and post-natal education and counselling
(34%).
- 27 -
Wellness-- Distribution of Responses
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
3a
3b
3c
Question Number
3d
Completely Agree
3e
3f
Somewhat agree
3g
3h
Neither Agree Nor
Disagree
Somewhat Disagree
3i
Completely Disagree
3j
Don't know
3k
3l
3m
Written Comments
Wellness-- Strengths
o
o
o
o
o
o
o
o
o
o
Diversity of care including hospitals, seniors homes and long term facilities (17)
Availability of a diversity of recreational and fitness resources, indoor and outdoor
(11)
The people with the money and with the means are very much into wellness and
health, but the ones that do not, are very unhealthy and seem to not have
knowledge of a healthy existence
Private Retirement Homes
Links with all agencies in the community provide services to all in need.
It is a "small town" in so far as it is a tight knit community and this results in a
higher degree of 'caring' and compassion not only in health care settings but
throughout the city.
Access to Ottawa and Kingston to get Health Care that Brockville doesn't offer
Generally health and well being is strongly valued.
While the majority of seniors may have migrated here, this is seen as a great
place to live (and end your life!)
High rate per capita of green belt, parkland and access to waterfront trails
- 28 -
o
o
o
YMCA
Nutrition programs
There are some recreation facilities but high cost
Wellness-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
More doctors (12)
More medical equipment (4)
Educate children and adults on the importance of fitness and how it affects health
(3)
We already exceed most community standards for wellness
Develop a physician recruitment program to entice new physicians and retain
them.
Better promotion of fitness to increase participation at all levels in the community
More procedures offered locally
Higher degree of coordination or providing access to transportation to medical
services not located here
A better run hospital
More nurses
Weekend clinic beyond ER
Further bans on cigarette smoking
Better emergency room coverage at hospital
Strong development of alternative medicine and self-care
Educating citizens as to the benefits of a healthy lifestyle
Collaboration
Put all under one roof - one stop shopping
Eliminate duplication
Cooperative effort (among municipalities and local groups) for physician
recruitment
Maintain status quo
More physicians committed to primary health care reform
Get more people to become active in sport and recreational programs. This is
especially the case for our seniors.
Our community tries to ignore the ones that need the help, no one wants to see
the drugs, the alcohol and the mental issues that are a very big issue here
- 29 -
Section 4: Leadership, Teamwork, and Networking
In a vital community, the formal and informal leadership encourages
discussion, participation, and new ideas in public affairs and in
business. There is an energetic flow of ideas and opinions, and there
are many active groups.
Leadership, Teamwork, and Networking-- Brockville Scores and All-Community
Averages
100
Brockville
90
80
70.3
70
66.6
59.3
62.5
56.5
60
52.3
50
40
30
20
10
0
Attitudes
Communication
- 30 -
Opportunities
4. LEADERSHIP, TEAMWORK, AND NETWORKING
Indicator area
Attitudes
Score
4Community
Average
%
Difference
4a. This town believes in itself.
We think that with enough
support, we can do anything
70.3
61.8
13.7
4f. There is a good balance
between new ideas and a
respect for tradition and history.
62.1
57.5
7.9
74.2
62.0
19.6
59.7
56.2
6.2
68.8
47.9
43.4
64.1
49.0
30.7
54.8
49.7
10.3
62.5
62.9
-0.6
Indicator question
4k. Cooperative and joint
community initiatives are
encouraged and respected.
4m. This community cooperates
with its neighbouring
communities.
4b. On divisive community
issues, there is civilized debate,
a good flow of information, and
inclusive, respectful consultation.
Communication
4d. Citizens and local
government have an active
dialogue. Citizens feel welcome
to participate in local government
processes and decisions.
4h. Youth & seniors are heard
and truly count in community
decision- making.
4i. Groups with similar interests
form alliances and co-operate to
achieve goals.
- 31 -
out of
100
4c. Council represents a diversity of
the community’s citizens.
Opportunities
for Leadership
Development
62.1
52.3
18.8
4e. There is a development plan for
the community. The community
follows it, and it is updated
periodically.
63.3
42.1
50.5
4g. There are opportunities to develop
volunteers and emerging leaders.
71.0
63.5
11.8
78.9
70.0
12.8
70.3
53.6
31.2
76.6
57.4
4j. There is a pool of talented leaders
with diverse skills, cultural
experiences and backgrounds who
are available for leading community
initiatives.
4l. Community values and unique
qualities are articulated and given
consideration in community planning.
4n. It is easy to find volunteers for
community projects.
Section score
67
56.1
33.4
19.4
For the Leadership, Teamwork, and Networking indicators, Brockville scored
19.4% higher than the 4-community average.
Highest scores:
o
4j. There is a pool of talented leaders with diverse skills, cultural experiences and
backgrounds who are available for leading community initiatives (78.9).
o
4n. It is easy to find volunteers for community projects. (76.6).
Lowest scores:
o
4h. Youth & seniors are heard and truly count in community decision- making (54.8).
o 4m. This community cooperates with its neighbouring communities (59.7).
- 32 -
Leadership, Teamwork, and Networking-- Distribution of Responses
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
4a
4b
4c
4d
Question Number
4e
Completely Agree
4f
Somewhat agree
4g
Neither Agree Nor
Disagree
Somewhat Disagree
4h
4i
Completely Disagree
4j
4k
4l
4m
4n
Written Questions
Leadership, Teamwork, and Networking-- Strengths
o
o
o
o
o
o
o
Quality and quantity of volunteers (9)
Competent, committed leaders (7)
Community small enough for people to create effective networks (3)
Strong community networks, small community where people often interact on
many levels (3)
Previously, Council maintained and supported advisory committees of citizens,
and this was a great strength. It is currently uncertain whether the new Council
will take a similarly open approach.
Community has many professionals involved in numerous service clubs-- There
is continual cross networking
Excellent networks but not always best at teamwork. Organizations often want
the "glory".
- 33 -
Strong economic development office
High degree of success and opportunities for networking
Easily mobilizes
High ratio per capita of fund raising capacity used often by province as model
Good people with Brockville's best interests in mind in council right now
Chamber of Commerce
Generosity
Leadership etc always seems to rely on the same people. What happens after
them is a question
o Diversified public knowledge base and talents
o Strong Chamber, UNI and Ad & Sales
o Strong Job Connect programs for youth
o
o
o
o
o
o
o
o
Leadership, Teamwork, and Networking-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Action needed after many studies, consultations, and assessments (4)
To ensure the public is well aware of the needs and how they can be of service
We have to bring some older and some well established people to thinking of the
future and accepting change that will impact their comfortable routines
Develop specific and tangible projects that bring diverse partners together to
work on a common goal and provide them with enough $ to get the job done!
How to help the broader community embrace change, they may want economic
development, but don't want anything to change, there are give and takes
More balance demographically on leadership
Increase turnover of leaders for new ideas
Encourage our youth to get involved in leadership
Take a world view look at the big picture
More open to strangers
Most important step: Commit to something and do it!
Need to get more people involved
The "squeaky wheels" never try to help
Sports and youth activities
Maintain status quo
Venues for debate
Workshops for leadership skills
Encourage volunteer building in young adults
Mentorship programs needed to place leaders of tomorrow within the small pool
of leaders in positions
Our community is run by people that have the money to influence people. Seeing
as a large portion of our community comes from people with a low income, we
need that voice to be recognized.
- 34 -
Section 5: Environment
A healthy environment is an essential underpinning of community
vitality.
Environment-- Brockville Scores and All-Community Averages
100
90
Brockville
84.3
81.1
80
72.8
71.6
72.3
70
62.8
60
50
40
30
20
10
0
Attitudes
Air and Water Quality
- 35 -
Initiatives
ENVIRONMENT
Indicator
Area
Indicator question
Score
4Community
Average
%
Difference
68.8
68.9
-0.3
63.3
57.8
9.5
82.7
61.9
33.5
83.6
86.9
-3.8
85.0
75.3
13.0
79.7
74.7
6.7
67.2
28.0
139.6
69.4
54.9
26.6
75.0
59.3
26.6
73.9
n/a
n/a
out of
100
5a. For people in this community, the
integrity of the environment is a
priority.
Attitudes
5b. There are opportunities for people
with differing opinions to have
constructive discussions about the
environment.
5c. There is at least one person on the
municipal council who regularly
advocates on behalf of local
environmental integrity.
Air and
Water
Quality
5e. The air is clean.
5f. The drinking water is clean and it
tastes good.
5d. Local government actively supports
the reduction of domestic and industrial
waste through recycling and other
means.
Initiatives
5g. There is good public transit within
the community, with bus shelters and
convenient schedules and routes.
5h. The community considers
environmental sustainability in its
community planning.
5i. Wetlands and other sensitive areas
are protected from residential and
industrial development.
5j. Citizens have access to nutritious
and safe food that is produced in ways
that are environmentally and socially
responsible.
74.9
- 36 -
63.1
18.7
Section score
For the Environment indicators, Brockville scored 18.7% higher than the 4community average.
Highest scores:
o
5f. The drinking water is clean and it tastes good (85.0).
o
5e. The air is clean (83.6).
Lowest scores:
o
o
5b.There are opportunities for people with differing opinions to have constructive
discussions about the environment (63.3).
5g. There is good public transit within the community, with bus shelters and convenient
schedules and routes (67.2).
Significant numbers of don’t know responses:
o 5c. There is at least one person on the municipal council who regularly advocates on
behalf of local environmental integrity.
- 37 -
Environment-- Distribution of Responses
0%
20%
40%
60%
80%
100%
5a
5b
5c
Question Number
5d
Completely Agree
Somewhat agree
5e
Neither Agree Nor
Disagree
Somewhat Disagree
5f
Completely Disagree
5g
5h
5i
5j
Written Comments
Environment—Strengths
o
o
o
o
o
o
o
o
o
o
o
Beauty and cleanliness of natural landscape, parks, river, green space (10)
Recycling (7)
Clean up days in spring and fall (2)
Quality of air (2)
Proximity to the Biosphere Reserve
Opportunity to correct past mistakes
Size lends itself to less reliance on car
Clean and concerned
Willingness to try to meet environmental objectives
We have areas that are considered environmentally friendly, we have programs
that teach others about this
Stop littering
- 38 -
o
o
Has been responsible environmentally for some time, river location has made the
environment a topic of discussion for....ever
We care about the environment
Environment-- Improvement
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Secondary treatment of waste (3)
Alternative waste disposal to energy system to stop landfill
Dump plastic bags.
Better enforcement of landowner and property owner standards and by-laws
Develop and encourage products that are bio-diversified
Promote in a positive and upbeat manner that the Biosphere Reserve and
environmentalists are positive forces and good for Brockville.
Brockville needs to be more proactive in this area to do more than offset end
impact of economic development.
Protect the St. Lawrence River via up to date pollution plant
Put strict guidelines and penalties on polluters
Meet with the neighboring municipalities to develop long term plan
Make downtown pedestrian-friendly
Educate citizens re: smoking and littering
Education with local initiatives that the citizens could participate in
Monitor industrial pollution/waste
Maintain status quo
Educate and encourage alternatives to oil consumption of all types
Improved transit
Rewards for recycling programs
Continue on with the recycling programs
- 39 -
Section 6: Arts, Heritage, and Culture
In a vital community there are galleries, concerts, and celebrations. The
built environment is beautiful and pedestrian-friendly, with an unhurried,
neighbourly feeling. There are many people working in cultural and
creative occupations.
Arts, Heritage, and Culture was Brockville's highest scoring section, with an overall score of 79.5, making this a significant area of strength.
Arts, Culture, and Heritage
100
Brockville
90
80.9
80.5
80
76
70
66.8
64.6
61.2
60
50
40
30
20
10
0
Attitudes
Venues
- 40 -
Environment
ARTS, HERITAGE, AND CULTURE
Indicator area
Indicator question
6e.There are numerous
opportunities, in and out of school,
for children to learn the arts (dance
classes, etc.)
6h.We are aware of and celebrate
local history.
6c.There are numerous
opportunities to see local live
theatre, and live music in a variety
of genres: (classical, folk, hip-hop,
choral, jazz, etc.)
Venues
6d.There is a pleasant and inviting
venue for theatre and other special
events that is open to people of all
ages.
6f.There are adequate opportunities
and venues for local artists and
craftspeople to display and sell their
work.
6i.The library is valued by the
community.
Cultural
environment
%
Difference
83.6
72.6
15.1
84.4
55.6
51.8
79.0
65.5
20.5
78.9
59.5
32.7
93.0
53.2
74.6
73.4
59.6
23.2
78.2
72.8
7.4
71.9
51.7
39.0
79.0
77.5
2.0
out of 100
6a. We celebrate the arts and
support local artists.
Attitudes
4Community
Average
Score
6b.The community has adequate
displays of public art: sculptures,
murals, etc.
6g.We have at least one public
festival that generates a feeling of
magic and excitement.
- 41 -
6j.The community has a distinct culture
and heritage that is appreciated by the
community.
73.4
67.9
8.2
6k.The community has a distinct culture
and heritage that is appreciated by
visitors to the community.
79.7
70.2
13.6
Section score
79.5
70.2
13.2
Brockville's overall score in Arts, Culture, and Heritage was 13.2% above the
three-community average.
o
o
6d.There is a pleasant and inviting venue for theatre and other special events that is
open to people of all ages (93).
6e.There are numerous opportunities, in and out of school, for children to learn the arts
(dance classes, etc.) (84.4).
Lowest Scoring Questions:
o
o
6b.The community has adequate displays of public art: sculptures, murals, etc (71.9).
6f.There are adequate opportunities and venues for local artists and craftspeople to
display and sell their work (73.4).
- 42 -
Arts, Heritage, and Culture-- Distribution of Responses
0%
20%
40%
60%
80%
100%
6a
6b
6c
Question Number
6d
Completely Agree
6e
Somewhat agree
6f
Neither Agree Nor
Disagree
Somewhat Disagree
6g
Completely Disagree
Don't know
6h
6i
6j
6k
Written Comments
Arts, Heritage, and Culture—Strengths
o
o
o
o
o
o
o
o
o
The Brockville Arts Centre (13)
Heritage values (9)
Strong arts community and traditions, opportunities and support (8)
Music and performing arts at St. Lawrence College (2)
We are the oldest community in Upper Canada...est 1832
Nicest downtown in the 1000 Islands
We should market our city to other areas more
Good local instruction
Opportunity for participation in theatre
- 43 -
o
o
Music festival
Good balance of past and present
o Volunteers that are committed
Arts, Heritage, and Culture-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Funding for more external marketing of arts and heritage (5)
Restore the Brockville Arts Centre (3)
Structure affordable additional events for youth and young adults
Promote our local Forts and Cultural Festivals more
Greater awareness in primary schools
More field trips to heritage and cultural attractions
Organize more festivals-- the arts feeds on success
Fund more cultural activities, provide more public locations to display art, to hold
artistic or cultural events, marketing of the arts and cultural activities
We don't support local arts, we let the St. Lawrence Stage Co. fold. We stopped
supporting local festivals and events. Need a change in attitude toward culture!
More learning opportunities for children, youth (library, community programs).
How do we grow them!
Put this back in school curriculum
Increase, if possible, the use of the Museum
More venues to view arts
Increased funding
Keep it up and renew with some new ideas
Maintain status quo
Focus and promote heritage to a greater extent
More space for rehearsing as it is so expensive to use Arts Centre
Ensure a long term strategy is in place for our cultural facilities maintenance
A true celebration of the River!
People are only able to participate if they have the money!
- 44 -
Section 7: Sense of Community
A vital community has a diversity of types of people: ages,
occupations, races, and languages. They talk to each other, and
there is a strong sense of belonging.
This was Brockville’s lowest scoring section, with an overall score of 64.1.
Sense of Community-- Brockville Scores and All-Community
Averages
100
Brockville
90
80
70
70.1
69.8
68.8
60
55.3
52.6
52
50
40
30
20
10
0
Attitudes
Trust
- 45 -
Attractiveness to Outsiders
SENSE OF COMMUNITY
Indicator area
Score
4Community
Average
%
Difference
82.0
79.0
3.8
74.2
67.3
10.3
62.5
56.1
11.4
62.1
58.3
6.5
63.3
71.3
-11.3
83.9
89.2
-6.0
7j. Citizens greet people on the
street, regardless of whether
they know them.
66.4
63.1
5.2
7k. This community has an
optimistic spirit.
64.8
63.5
2.2
7m. In general, there is a high level
of trust between groups in the
community.
64.1
64.8
-1.1
Indicator question
out of 100
7a. Citizens are committed to this
community—they have a strong
sense that they belong here.
7f. Residents are proud of this
community. They are always
promoting it to outsiders.
Attitudes
7g. We have identified something
positive that is unique to this
community, and we promote it well.
7h.Local newspapers, newsletters,
community websites, etc. are
hungrily devoured and discussed.
7l. In general, there is a high level of
trust between individuals in the
community.
7b. Most people know the
individuals in at least three
neighbouring households by name.
Neighbourliness
and trust
- 46 -
7d. Highly educated people want to
move here from other places.
7e. Young adults age 25-34 consider
the community to be a desirable
place to live.
Attractiveness
to outsiders
7i. There is a variety of positive,
challenging, and active things
for young people to do in the
community (recreation, sports,
culture, entertainment)
7c. Newcomers are welcome in the
community.
Section Score
55.2
64.8
-14.8
36.2
45.8
-20.9
50.0
41.8
19.8
68.8
68.9
-0.3
64.1
64.1
0%
Brockville's overall score in Sense of Community was the same as the fourcommunity average.
o
o
7b. Most people know the individuals in at least three neighbouring households by name
(83.9).
7a. Citizens are committed to this community—they have a strong sense that they belong
here (82).
o
o
7e. Young adults age 25-34 consider the community to be a desirable place to live (36.2).
7i. There is a variety of positive, challenging, and active things for young people to do in
the community (recreation, sports, culture, entertainment) (50).
Polarized Responses:
o
o
o
7d. Highly educated people want to move here from other places.
7g. We have identified something positive that is unique to this community, and we
promote it well.
7h.Local newspapers, newsletters, community websites, etc. are hungrily devoured and
discussed.
- 47 -
Sense of Community-- Distribution of Responses
0%
20%
40%
60%
80%
100%
7a
7b
7c
7d
Question Number
7e
Completely Agree
7f
Somewhat agree
Neither Agree Nor
Disagree
Somewhat Disagree
7g
7h
Completely Disagree
7i
Don't know
7j
7k
7l
7m
Written Comments
Sense of Community—Strengths
o
o
o
o
o
o
o
o
o
Strong community organizations, leaders, and volunteers (6)
Pride in living in Brockville (5)
Friendly (3)
Small, so people know each other (2)
Sports teams and venues (2)
There is general agreement that the community has a wealth of untapped
potential for residential development, tourism, and the growth of business,
industry and governmental services.
Our willingness to adapt and support change
People care about each other
Community fund raising projects have always been successful
- 48 -
People who live here are either from the area or found the area as a retirement
and finds there to be lots to be offered
o Too often citizens do not want to share their city with visitors, outsiders, etc.
o Sense of place and connection
o History, many residents are life long or several generations of Brockville citizens
o The inherent desire for the citizens to make Brockville a good place to live
o Generosity as a group
o Small size or population with room to grow
o
Sense of Community-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Quarterly town hall meetings.
Motivated citizens are often frustrated by the lack of leadership and "waffling" on
issues.
More cultural festivals supporting our heritage
More free community events in our waterfront parks
Organization of the month - promotion with local media sponsors
To improve the community for young adults to want to remain-- many find it
difficult to meet people and find something to do
Communicate events to ensure people think it is dynamic and attracts outsiders
and visitors
Have a community newspaper that evokes a positive attitude - right now it does
not
Diversity is a big opportunity but difficult-- better connect the people that live here
to drive trust and help retain/attract youth.
An improved ice rink
Sports venues
Major activities/new festivals
More people need to get involved in our community
Small successes on a new initiative to build community confidence
Become racially tolerant and inclusive
Get more people to take pride
Promote more positive attitudes
Older population is resistant to change and innovation
Keep it up
Maintain status quo
Focus strengths such as heritage and promote involving all residents
Development of a new strategic plan utilizing a well understood, inclusive
process
Promote region to those 25-34 years of age
Brockvillians do not welcome outsiders well warmly... especially those from other
countries
- 49 -
Section 8: Community Entrepreneurship and Innovation
A vital community supports entrepreneurs and is looking
strategically for opportunities. New ideas are encouraged.
Community Entrepreneurship-- Brockville Scores and All-Community
Averages
100
Brockville
90
80
69.7
70
65.8
60
56.9
54.1
53.2
50
44.3
40
30
20
10
0
Attitudes
Opportunities
- 50 -
Marketing
COMMUNITY ENTREPRENEURSHIP AND INNOVATION
Indicator area
4Community
Average
%
Difference
69.4
57.8
19.9
59.4
48.6
22.2
72.5
52.6
37.8
62.1
53.8
15.5
64.7
41.7
55.2
66.1
49.5
33.5
74.1
45.5
62.8
69.2
51.0
35.5
8l. A pool of skilled employees is
available to meet business needs.
64.2
43.0
49.1
8m. There are adequate
opportunities (informal & formal)
80.2
48.5
65.2
Score
Indicator question
out of 100
8a.Innovation is valued and
recognized in the community
8b.The community is capable of
identifying and acting upon new,
unconventional or changing
business opportunities.
Attitudes
8i. Entrepreneurial ventures and
business creation are encouraged
and supported by citizens and
local governments.
8j. People prefer to purchase
local products & services before
those from out of the area.
8c. There are formal and informal
forums (conferences, workshops,
meetings) on business innovation,
technology and technology
applications.
8d. Business capital is available
to anyone committed to a venture
with market support and a good
business plan.
Opportunities
8h. There are a variety of
business training opportunities
and information resources
available locally for those wishing
to start a business.
8k. A pool of motivated
employees is available to meet
business needs.
- 51 -
where business people and
entrepreneurs can network with
each other.
8e. People travel away from the
community and bring new ideas
back.
Marketing to
the outside
world
8f. Businesses in the
community/region market their
products and services as a group.
8g. The community has a distinctive
or unique brand or marketing
image.
65.8
54.7
20.3
50.9
40.5
25.7
54.0
37.5
44.1
65.6
48.1
36.3
Section Score
Brockville's overall score in Community Entrepreneurship and Innovation was
36.3% above the four-community average.
o
o
8m. There are adequate opportunities (informal & formal) where business people and
entrepreneurs can network with each other (80.2).
8h. There are a variety of business training opportunities and information resources
available locally for those wishing to start a business (74.1).
o
o
8f. Businesses in the community/region market their products and services as a group
(50.9).
8g. The community has a distinctive or unique brand or marketing image (54.0).
o
8f. Businesses in the community/region market their products and services as a group
o 8g. The community has a distinctive or unique brand or marketing image.
- 52 -
Community Entrepreneurship-- Distribution of Responses
0%
20%
40%
60%
80%
100%
8a
8b
8c
8d
Question Number
8e
Completely Agree
8f
Somewhat agree
Neither Agree Nor
Disagree
Somewhat Disagree
8g
8h
Completely Disagree
8i
Don't know
8j
8k
8l
8m
Written Responses
Community Entrepreneurship-- Strengths
o
o
o
o
o
o
o
o
o
o
o
Successful, established entrepreneurs, access to mentors and role models (6)
Strong Chamber of Commerce (3)
Economic Development Dept (3)
Opportunities to network (2)
Community Development Corporation (2)
Enterprise Centre (2)
Self employment program which educates and supports small business growth
Availability of local resources to assist
Funded and active small business enterprise centre
It hasn't got one
Substantial national and international business expertise resides in the
community
- 53 -
o
o
o
o
o
Underlying strength and capital of larger companies / plants / institutions in the
community and the spin-offs supported by them
We have access, as this time, to EODP (Eastern Ontario Development Program)
that can provide financial investment in Training, Infrastructure improvements,
Access to Capital and Business Plans/Marketing Plans
Community leaders are open to innovation, maybe not broadly accepted
Access to Gov't at federal level
TICD - Tom Russell's office
Community Entrepreneurship-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Increase community entrepreneur support and training (3)
Support youth entrepreneurship (3)
Improve the overall business and growth climate
Civil servants, who have never "done it" have too much influence over how funds
are administered and how, when, and to whom assistance is provided
Increase the level of tourism and therefore open up new and exciting avenues for
entrepreneurship and expansion
Have all vested groups and organizations work TOGETHER so there is no
duplication or competition for services
More promotion of the city as a great place to be
Increase private sector programs with investment in business - EODP
More opportunity to encourage local business and entrepreneurial activities
Money for more programming and communications
Green up!
More funding for business start up
Encourage and facilitate the retention/return of young adults
Promote locally
Need people more willing to support small business instead of saving a couple
bucks at box stores
Keep it up and improve
Not too much in a city this size
Pursuit of successful incubator strategy
Very large gap between the more money business people and the lesser
employees in attitude
- 54 -
Section 9: Physical Space
Community vitality includes a built environment that is beautiful
and pedestrian-friendly, with an unhurried, neighbourly feeling.
Physical Space-- Brockville Scores and All-Community Averages
100
Brockville
90
86.7
80
76.9
72
72.8
70
66.1
60
47.8
50
40
30
20
10
0
Attitudes
Infrastructure
- 55 -
Appearance
Section Score
77.3
60
28.8
Score
4Community
Average
%
Difference
87.5
70.6
23.9
9j. Citizens take pride in their
homes and yards.
85.9
74.0
16.2
9a. There is good public transit to
neighbouring communities.
41.4
22.4
85.2
9d. It’s easy and safe to get
around by bicycle.
89.8
72.0
24.9
79.0
49.0
61.3
81.3
48.1
69.1
87.5
72.1
21.3
71.1
66.5
6.9
89.8
74.2
21.1
59.4
51.6
15.1
PHYSICAL SPACE
Indicator
area
Indicator question
out of
100
9i. The community takes pride in
its heritage buildings.
Attitudes
Infrastructure
9g. A variety of real estate is
available to accommodate
business expansion, attraction or
creation (eg. light industry, office,
downtown core)
9h. Infrastructure
(telecommunications, roads,
transportation) is reliable, well
maintained, and modern.
9b. The community is physically
beautiful and distinctive: It does
not look like any other town in the
area.
Appearance
and design
9c. The downtown is laid out in
such a way that most goods and
services are accessible on foot.
9e. There are friendly public
spaces where a variety of kinds of
people feel welcome: parks,
squares, fountains, outdoor cafes,
benches, playgrounds.
9f. There is a vibrant town centre
or community core.
- 56 -
Brockville's overall score in Physical Space was 28.8% above the fourcommunity average.
o
o
o
9e. There are friendly public spaces where a variety of kinds of people feel welcome:
parks, squares, fountains, outdoor cafes, benches, playgrounds (89.8).
9b. The community is physically beautiful and distinctive: It does not look like any other
town in the area (87.5).
9i. The community takes pride in its heritage buildings (87.5).
o 9a. There is good public transit to neighbouring communities (41).
o
9f. There is a vibrant town centre or community core (59.4).
o 9f. There is a vibrant town centre or community core.
- 57 -
Physical Space-- Distribution of Responses
0%
20%
40%
60%
80%
100%
9a
9b
9c
Question Number
9d
Completely Agree
Somewhat agree
9e
Neither Agree Nor
Disagree
Somewhat Disagree
9f
Completely Disagree
9g
Don't know
9h
9i
9j
Written Comments
Physical Space-- Strengths
o
o
o
o
o
o
o
o
o
o
o
Parks, trails, green spaces, bike paths, waterfront access (15)
Abundant land ready for industrial or residential development (6)
Heritage downtown core (3)
Courthouse square (2)
A downtown core ripe for redevelopment
The harbour
Pride in historical aspects/buildings and the waterfront!
The river
City owned islands
Access to fishing and hunting
A variety of spaces available to the working people and private citizens
- 58 -
o
o
Natural and newly created
Close to larger cities, train access
Physical Space-- Improvements
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Re-develop downtown/waterfront area core (8)
Cleaner streets (2)
More public washrooms (2)
Prepare a new and updated City Building Plan
Connect the north end with the waterfront better. Many students and youth do not
have economical means of transportation to move them across town whether for
business or pleasure
Need more clean office space or light manufacturing space
Allow and encourage outdoor activities in parks - cafes, concerts, increase the
types of vendors at the market so it is not just a farmers market, allow busking,
music in cafes, etc.
More parks in the North End
More trees in new home sub-divisions
More gathering spots!
Endowments for parks and green space enhancement
Prevent further development on the city's waterfront
Finish the walking/bike path
Provide more downtown public parking
City planning be open to all projects
Keep the heritage and bring in new ones as well
Maintain status quo
More infrastructure for sport and recreation
- 59 -
City of Brockville –Profile
Census Population
Demographics
22000
• In 2006, the population of Brockville was
21,957.
21750
21500
• Brockville’s population grew by 2.7%,
between 2001 and 2006, which is a
reversal of a -1.7% decline that occurred
between 1996 and 2001.
21250
21000
1991
1996
2001
2006
Brockville
Leeds and
Grenville
Ontario
Population
Change 20012006
2.7%
2.7%
6.6%
Foreign born
population
9%
8%
27%
• In 2001, Brockville has a lower
percentage of foreign born population
(9%) compared to the province (27%).
Total families
6,120
28,945
Total loneparent families
17.5%
(1,075)
15.2%
8.2%
• In 2001, there were 6,120 families in
Brockville, of these 17.5% were loneparent families, compared to 8.2%
provincially.
Average
number of
persons in a
census family
2.8
2.9
3
Source: 2001 and 2006 Census
Source: 2006 Census
Population by Age Cohort
35%
30%
25%
• Brockville has a lower percentage of
youth (17%) compared to the province
(20%).
• 20% of Brockville’s population was 65
years old or older, compared to 13%
provincially.
20%
15%
10%
5%
0%
Age 0-14
Age 15-24
Brockville
Age 25-44
Age 45-64
Leeds and Grenville
Ontario
Age 65 +
Source: 2001 Census
OMAFRA – Rural Community Development Branch
- 60 -
1
Labour Force
Brockville
Leeds and
Grenville
Labour Force
10,225
48,910
Unemployed
970
3,115
Unemployment Rate
9.5%
6.4%
Employed Labour Force
9,255
45,795
Participation Rate
58.2%
63.4%
67.3%
Employment Growth 1996 to
2001
-7.7%
-2.9%
12.5%
Jobs located within the
Municipality
13,970
34,730
Net export (-) or import of
labour
4,535
-11,065
Ontario
6.1%
Source: 2001 Census
Top 5 Industries by Jobs in Brockville (2001)
Sectors (Standard Industrial
Classification)
• The labour force participation
rate in 2001 was significantly
lower in Brockville (58.2%),
compared to the provincial
average (67.3%).
• Between 1996 and 2001,
Employment in Brockville
declined by -7.7%, which was
slower than provincial rate of
12.5%.
• In 2001, the resident labour
force was 10,225, while there
were 13,970 jobs in Brockville,
meaning that 4,535 people
commute into the municipality for
work.
Location
Quotient
2001
Sector
Classification
1996 - 2001
-19.50%
1.45
High
Challenging
15.88
-13.44%
1.27
High
Challenging
1,685
12.22
-7.67%
1.23
Med.
Vulnerable
1,115
1,185
8.59
6.28%
1.29
High
Promising
885
925
6.71
4.52%
0.98
Med.
Vulnerable
# jobs
'96
# jobs
'01
Manufacturing industries
4,435
3,570
25.89
Retail trade industries
2,530
2,190
Health and social service industries
1,825
Accommodation, food and beverage
service industries
Educational service industries
• In 2001, Brockville’s
unemployment rate at 9.5% was
higher than the provincial
average of 6.1% in May 2001.
%
Employ
Employ
Growth
Source: www.reddi.gov.on.ca ; Census 1996 & 2001.
• Employment in Manufacturing represented 26% of jobs in the community. The manufacturing
sector declined by 19.5% between 1996 to 2001, while the sector provincially grew by 9.6%
provincially during the same period.
- 61 -
2
Business Profile
Top 5 Industries by business counts
• In 2006, there were 1,410 registered
businesses in Brockville, which was a
23% increase from the number of
businesses in 2001 (1,091).
• 27 businesses in Brockville employed
more than 100 people each.
Businesses by Size
50%
#
%
Retail Trade
192
18%
Professional, Scientific
and Technical Services
114
10%
Real Estate and Rental
and Leasing
104
10%
Other Services (except
Public Administration)
97
9%
Accommodation and Food
Services
89
8%
40%
30%
• 49% of businesses in Brockville employ
between 1-4 people.
20%
10%
0%
1-4
5-9
10-19
20-49
50-99
100+
Source: 2006 Canadian Business Patterns Data
Highest Level of Education Achieved
Education
40.0
• 7% of residents 20 years of
age and older have less
than a grade 9 education
compared to 9% of
residents provincially.
35.0
30.0
25.0
20.0
• Brockville has a higher rate
of residents that have
competed College (30%)
compared to the
province(24%). However,
there is a lower rate that
have competed University
(18%) compared to 26%
provincially.
15.0
10.0
5.0
0.0
Less than Grades 9 to 13
Trades
grade 9
certificate or
diploma
Brockville
College
Leeds and Grenville
Ontario
- 62 -
University
3
Income
Brockville
Leeds and
Grenville
Ontario
Average Family Income
$60,543
$63,473
$73,849
Median Family Income
$49,933
$56,197
$61,024
Incidences of Low Income families
10.1%
(615)
7.8%
(2,755)
14.4%
Families spending 30% or
more on housing
26.1%
20.1%
20%
Home Ownership / Rental
58% / 42%
77% / 23%
68% / 32%
Average Dwelling Value in
2001
$129,550
$137,259
$199,884
Source: 2001 Census
• Brockville’s average family
income at $60,543, is lower
than the provincial average
of $73,849.
• 10.1% of the population was
considered low income,
compared to 14.4% for the
entire province.
Composition of Income
Brockville
Ontario
Leeds and Grenville
other
14%
other
18%
gov't
transfer
13%
gov't
transfer
16%
gov't
transfer
16%
other
11%
employment
66%
employment
70%
Source: 2001 Census
employment
76%
• The level of government transfers as a source of income was 16%
which was higher than the provincial average of 9.8%.
Definitions:
Employment Growth - the change in employment between 1996 and 2001
Employed Labour Force - employment data, which reflects the jobs held by local residents regardless of where they work.
Government Transfer - Refers to total income from all transfer payments received from federal, provincial or municipal governments
during calendar year 2000.
Incidence of Low Income - the percentage of economic families or unattached individuals who spend 20% more than the national
average on food, shelter and clothing.
Location Quotient - a ratio that indicates the level of specialization of the selected geographic area (i.e. municipality), in
the selected sector. The formula used here compares local % employment to provincial % employment, because it
assumes that the province is a complete economy, with every sector represented.
Prepared by the Community Economic Development Unit, May 2007
- 63 -
4
Conclusions
All nine sections of the CVI questionnaire scored above mid-range, with the
lowest score being 64.1 for Sense of Community. There are three areas of
special strength for Brockville: Arts, Heritage, and Culture (with a score of 79.5
out of 100), Life-Long Learning (79.3), and Physical Space (77.3).
Brockville participants in the CVI process are genuinely proud of the natural
setting of the St. Lawrence River and the Thousand Islands, and they are
optimistic about the benefits of that environment in terms of personal quality of
life, tourism, recreation, and business opportunities. They have good access to
health care, a strong arts and culture scene, and considerable faith in their civic
and business leaders. They appreciate the location of Brockville in a web of
larger cities and transportation routes. All of these perceptions have led to a
relatively high overall score of 79.1 in the CVI.
At the same time, Brockville participants think their downtown area needs
revitalization and an injection of vibrancy. The city has suffered manufacturing
plant closures and there is hope that it can remain as economically viable as in
the past. There is a strong desire to attract new businesses and industries. And
the participants are worried about their young people, mostly in terms of there
being enough employment to keep young people from moving away.
Looking at the City of Brockville Profile contained in this report and provided by
OMAFRA, we note that by some traditional economic indicators, Brockville has
some other issues that must be considered in any community planning. These
include a negative employment growth rate and low average family income
relative to other communities in Ontario. Brockville also exceeds the provincial
average in terms of the unemployment rate, the number of people who spend
more than 30% of their income on housing, the number of individuals and
families receiving government transfers, and the number of lone parent families.
Brockville also has a higher percentage of elderly people and a smaller
percentage of youth than does the province as a whole. The CVI questionnaire
statement Young adults age 25-34 consider the community to be a desirable
place to live received the second-lowest score (36.6) in the entire questionnaire.
Young adults in this age range are the ones who are starting families and
businesses. In the past, people looking for jobs in rural areas or small cities
tended to gravitate toward places with a major industry—a pulp mill, a mine, a
smelter, a manufacturing plant. There are fewer of those communities now, and
many of them are having trouble redefining themselves after the loss of major
industries. With more manufacturing moving “off-shore” it is more important than
ever for communities to refine, establish and market their amenities.
- 64 -
With the advent of the “knowledge economy” and the global internet economy,
more and more jobs can be done anywhere. As this trend continues, people
looking for a place to settle down and raise a family are less likely to look for a
place where there are plentiful jobs. Instead, they will move to a place they like,
and they will do their job from there, or create one there. Younger people tend to
want to move to a place with a youthful and entrepreneurial culture with a
diversity of lifestyles. We recommend that Brockville look at whether or not this
is the case in the community.
Two other statements received the fourth- and sixth-lowest scores respectively:
o There are adequate job opportunities for young people age 15-24 in the
community (score: 43 out of 100)
o There is a variety of positive, challenging, and active things for young
people to do in the community (recreation, sports, culture, entertainment)
(score: 50)
This is the reason we have focussed on youth leadership and youth
entrepreneurship in our suggested short- and long-term actions. This becomes
increasingly important when coupled with demographic projections. According to
2007 Statistics Canada and Ontario Ministry of Finance population estimates to
2031 that show Leeds and Grenville growing by almost 15%, youth and young
adult populations are projected to fall
(http://www.fin.gov.on.ca/english/economy/demographics/projections/2007/).
According to the statistical profile, Brockville has benefited from significant
business creation in recent years and boasts 27 businesses with more than 100
employees each. This is a strength that can be built upon.
In the written comments by participants in the Brockville CVI, there was very little
mention of low-income people or of a sector of the community which may be
undergoing social or financial hardship, even though the statistics in the City of
Brockville profile suggest that there are many such people in the city.
The CVI participant profile also suggests that this group was underreported in the
survey sample.2
We recommend that Brockville find ways to consider the perceptions of less
affluent, younger, and more recently-arrived residents3 and strive to include the
2
About 50% of the participants in the Brockville CVI reported an income of over $100,000 per
year, and more than a third are over 55. About 75% of the respondents have lived in Brockville
more than 20 years.
3
As an example of where this might make a difference, there were two comments in the CVI
responses about cultural events not being affordable. Would the Arts, Heritage, and Culture
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views and needs of younger and less affluent people when deciding on and
taking actions related to the CVI.
The purpose of the CVI is not to present a final report card. Rather, it is a starting
point for discussion. Brockville is in a position to take advantage of its strengths,
such as its location and its strong leadership, to make needed improvements in
some critical areas, such as employment development and downtown
revitalization.
section of the Brockville CVI have had a different score if the questionnaire had been filled out by
college students or single parents of young children?
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Appendix A
Highest Scoring Questions
#
6c
1f
9d
9e
9b
9i
2g
2d
9j
2b
5f
Question
Score
There is a pleasant and inviting venue for theatre
and other special events that is open to people of
all ages.
The community is a safe place to live.
It’s easy and safe to get around by bicycle.
There are friendly public spaces where a variety
of kinds of people feel welcome: parks, squares,
fountains, outdoor cafes, benches, playgrounds.
The downtown is physically beautiful and
distinctive: It does not look like any other town in
the area.
The community takes pride in its heritage
buildings.
There is adequate access to high speed internet
for business, educational and other purposes.
There are good schools for our children in the
community.
Citizens take pride in their homes and yards.
Citizens have access to a variety of learning
modes: on-line, college, distance, etc.
The drinking water is clean and it tastes good.
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4-Community
Average
%
Difference
93.0
53
75
89.8
89.8
87
72
3.3
25
89.8
74
21
87.5
72
21
87.5
71
24
87.1
68
28
86.3
69
25
85.9
74
16
85.5
59
45
85.0
75
13
APPENDIX B
Lowest Scoring Questions
#
Score 4-Community
Question
Average
3f
7e
9a
1d
1e
7i
8f
1c
8g
4h
7d
There are enough doctors, nurses, and other health
professionals.
Young adults age 25-34 consider the community to
be a desirable place to live.
There is good public transit to neighbouring
communities.
There are adequate job opportunities for young
people age 15-24 in the community.
The community is not dependent on a small number
of employers.
There is a variety of positive, challenging, and active
things for young people to do in the community
(recreation, sports, culture, entertainment).
Businesses in the community/region market their
products and services as a group.
Those with skills and education can find a wellpaying job in the community.
The community has a distinctive or unique brand or
marketing image.
Youth & seniors are heard and truly count in
community decision- making.
Highly educated people want to move here from
other places.
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%
Difference
32
44
-27
36
46
-21
41
22
85
43
31
39
50
37
37
50
42
20
51
40
26
53
34
58
54
38
44
55
50
10
55
65
-15
Appendix C
Highest Positive Deviation from the Average
#
3b
5g
9a
6c
9h
8m
8h
9g
1c
8c
2c
Question
Score
A good recreation facility with a gym, fitness
centre, and a swimming pool is accessible and
affordable.
There is good public transit within the community,
with bus shelters and convenient schedules and
routes.
There is good public transit to neighbouring
communities.
There is a pleasant and inviting venue for theatre
and other special events that is open to people of
all ages.
Infrastructure (telecommunications, roads,
transportation) is reliable, well maintained, and
modern.
There are adequate opportunities (informal &
formal) where business people and entrepreneurs
can network with each other.
There are a variety of business training
opportunities and information resources available
locally for those wishing to start a business.
A variety of real estate is available to
accommodate business expansion, attraction or
creation (eg. light industry, office, downtown
core).
Those with skills and education can find a wellpaying job in the community.
There are formal and informal forums
(conferences, workshops, meetings) on business
innovation, technology and technology
applications.
Businesses and educational institutions
collaborate to train for the employment skills
needed by the community.
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4-Community
Average
%
Difference
83.6
32
160
67.2
28
140
41.4
22
85
93
53
75
81.3
48
69
80.2
49
65
74.1
46
63
79
49
61
53.1
34
58
64.7
42
55
75.8
50
53
Appendix D
Highest Negative Deviation from the Average
#
3f
7e
7d
1h
7k
7b
5e
3l
1b
7m
4i
5a
Question
Score
There are enough doctors, nurses, and other
health professionals.
Young adults age 25-34 consider the community
to be a desirable place to live.
Highly educated people want to move here from
other places.
Women consider it safe to walk alone downtown
at night.
This community has an optimistic spirit.
Most people know the individuals in at least three
neighbouring households by name.
The air is clean.
Most people in my community are happy.
Homelessness is not a problem here.
In general, there is a high level of trust between
groups in the community.
Groups with similar interests form alliances and
co-operate to achieve goals.
For people in this community, the integrity of the
environment is a priority.
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4-Community
Average
%
Difference
32
44
-27
36.2
45.8
-21
55.2
64.8
-15
67.5
63.3
79.1
71.3
-15
-11
83.9
83.6
63.7
71.8
89.2
86.9
65.4
72.7
-6
-3.8
-2.6
-1.3
64.1
64.8
-1.1
62.5
62.9
-0.6
68.8
68.9
-0.3
Appendix E
The “Gut-Check 12”
#
1a
3c
3j
4b
4d
5h
6f
7f
7e
8c
9e
9f
Question
Score
Local middle-income earners can afford to buy
a house in this community.
You see many active, healthy-looking seniors
in this community.
For newcomers to the community and those
who wish to, there are meaningful
opportunities to get involved and make a
difference in the community.
On divisive community issues, there is civilized
debate, a good flow of information, and
inclusive, respectful consultation.
Citizens and local government have an active
dialogue. Citizens feel welcome to participate
in local government processes and decisions.
The community considers environmental
sustainability in its community planning.
We have at least one public festival that
generates a feeling of magic and excitement.
Residents are proud of this community. They
are always promoting it to outsiders.
Young adults age 25-34 consider the
community to be a desirable place to live.
There are formal and informal forums
(conferences, workshops, meetings) on
business innovation, technology and
technology applications.
There are friendly public spaces where a
variety of kinds of people feel welcome: parks,
squares, fountains, outdoor cafes, benches,
playgrounds.
There is a vibrant town centre or community
core.
Average
- 71 -
Difference
82
73
12
78.9
67
18
72.7
65
11
68.8
48
43
64.1
49
31
69.4
55
27
79
78
2
74.2
67
10
36.2
46
-21
64.7
42
55
89.8
74
21
59.4
52
15
69.9
4-Community
Average
59.6
17.2
APPENDIX F
Community Vitality Initiative (CVI) - Ontario Pilot Project
The three ‘pillars of prosperity’ for future communities, whether they be urban, regional or
rural, are ways of living that are economically profitable, ecologically sustainable and
socially desirable.
Centre for Rural & Regional Innovation (Australia)
Summary
The Community Vitality Initiative (CVI) measures a community's quality of life. Citizens
and community leaders are asked about everything from employment to environmental
health, from support for the arts to safety on the streets, from public transit to pre-natal
care. Using a system of online surveys, questionnaires4, live meetings, focus groups,
and statistics, CIEL helps the community build a plan and concrete actions to attract new
citizens, retain its existing ones, and inspire them all.
Summary of the CVI Process
Using a combination of community meetings, focus groups, questionnaires, statistics,
and written reports, the CVI guides the community through three stages:
1. Assessment --a 3 hour community meeting featuring a
95-question survey and focus groups will be
accompanied by an on-line survey for those who wish to
participate but cannot make the meeting.
2. Focus-- a 3 hour community meeting where survey
results are reviewed, analysis is provided, possible
community actions are considered, actions are selected
by the community, and a reality check is performed.
3. Action-- the action stage features the community working
on 3-4 top priorities or actions selected in the focus stage.
“We live in an increasingly
global world and we also
live in tiny individual
worlds. The in-between
layer, the community, gets
lost. The CVI helps us to
fill that gap and instill a
sense of community” –CVI
participant
The CVI will allow communities to benchmark themselves and compare themselves to
other communities using Centre for Innovative and Entrepreneurial Leadership’s unique
4
The CVI questionnaire process attempts to quickly and efficiently gauge the prevailing attitudes
in a community by engaging a small representative sample from the community. It recognizes
that in many communities, decisions get made based on the perceptions and decisions of a
single person or very small group. It all also recognizes that a much larger community sampling –
more than 380 randomly selected individuals in a community of 10,000 – is needed to ensure
confidence in results 19 times out of 20 with a margin of error of + or – 5%. Recognizing that such
sampling is beyond the means of most communities and that this surveying does not delve very
deeply into community perceptions, the CVI relies on a smaller but deeper sampling that is
enhanced by detailed qualitative (via the questionnaire and focus groups) and statistical
analyses.
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graphs and scoring. Additional statistics will allow a community to assess whether its
perceptions are indeed realistic.
The CVI in Ontario
The CVI was developed by the Centre for Innovative and Entrepreneurial Leadership
(CIEL – www.theCIEL.com) located in British Columbia. It was piloted in Québec in 2006
and has garnered interest through Canada, the United States and Australia as a tool to
comprehensively measure community vitality in rural communities where statistics are
often unavailable, and critically, to link the assessment with an action plan. Over the next
year, the CVI will be piloted in three rural Ontario communities by the Ontario Ministry of
Agriculture and Rural Affairs (OMAFRA). While the CVI would normally cost a
community in excess of $20,000, the pilot will require only a minimal financial
commitment from participating pilot communities. The financial costs and organizational
requirements for host community are spelled out below.
Selection of Communities
Suitable pilot communities for the CVI will have these characteristics:
“The questionnaire
Rural or small community (population under 20,000)
and the meetings
and the people
Easily definable as a discrete municipality—the CVI is not
running them were
designed to work with large regions or partial municipalities
very professional
Reasonably advanced in their development—dysfunctional or
and at the same time
seriously conflicted communities will probably not benefit from the
accessible.”—CVI
CVI (the CVI works best in communities that are at a strategic or
participant
vision stage on the Communities Matrix or at a stage above this
(see www.theCIEL.com for more information)
There must be one or more (preferable to one) local organization(s) ready to
champion the CVI and guide the process (Community Sponsor Organizations)
Costs of the CVI for the sponsor organization(s) or host community
The financial costs for hosting the CVI are low. Primarily, the host is responsible for the
costs of:
booking meeting rooms for two community meetings large enough to host up to 50
people (possibly larger for the second meaning)
providing snacks and drinks for those two meetings
possibly providing audiovisual support (e.g. screen, LCD projector, etc.)
providing support after the CVI for CVI projects/initiatives (this may involve having
seed money available for possible actions identified through the CVI process)
Responsibilities of the Sponsor Organization(s)
1. Assessment Session
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Select and invite 40 to 70 participants who represent the community to the first
community meeting (Assessment Session). The target participation for the session
is between 25 and 50 participants.
Book a meeting room
“The tool itself is very good. I
like the fact that it talks about
Arrange for snacks and audio-visual needs
strengths, not just about
Invite participants 2-3 weeks prior to session
weaknesses.”—CVI participant
Invite participation from the municipal council
Invite the larger community to participate online, and
provide support
Coordinate media coverage
Distribute CVI background information and/or community manual
Assist the community members in completing the online version of the CVI (perhaps
offering computers and instruction at an accessible community site)
Take attendance at session
Introduce CIEL / OMAFRA facilitators at session
Arrange for distribution of results
2. Community Focus Session

Book a meeting room and invite participants from Assessment Session
Invite key leaders and broader community
Distribute assessment findings to participants from Assessment Session
Coordinate media coverage
Arrange for snacks and audio-visual needs
Take attendance at session
“The CVI has acted as a
Introduce CIEL / OMAFRA facilitators at session
real catalyst.”—CVI
Assist in co-facilitating session where possible
participant
3. Follow-up
Assist in disseminating results from Community Focus Session to the
community
Ensure communication across working groups and to larger community
Remain in contact with CVI team reporting progress
Distribute information updates to participants
Assist in providing organizational support for initiatives chosen by the community
About CIEL
CIEL is a non-profit Canadian centre of excellence in community, entrepreneurial and
economic leadership. We provide tools, training and innovative solutions, allowing
communities and organizations to realize their potential. The strength of these tools and
of the CIEL team is that we link research to action. Our tools and services are applicable
to a wide range of communities: rural and urban, First Nations, communities of interest,
and organizations. Throughout Canada, CIEL has provided expert advice, guidance and
assistance on community, entrepreneurial and economic development as well as a
leadership training, conceptual design and tool development. For more information
please visit our website, www.theCIEL.com.
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INNOVATION, ENTREPRENEURSHIP, AND LEADERSHIP
CIEL is a Canadian Centre of Excellence in community, entrepreneurial and
economic leadership. We provide tools, training and innovative solutions,
allowing communities and organizations to realize their potential. The strength
of these tools and of the CIEL team is that we link research to action. Our tools
and services are applicable to a wide range of communities: rural and urban,
First Nations, communities of interest, and organizations. Throughout Canada,
CIEL has provided expert advice, guidance and assistance on community,
entrepreneurial and economic development as well as a leadership training,
conceptual design and tool development.
OUR TOOLS AND SERVICES
The Business Vitality Initiative (BVI)
The Business Vitality Initiative (BVI) is a unique assessment and action process
that measures the business friendliness of a community. The BVI gauges the
perceptions of citizens and community leaders on 100 key indicators that are
known to affect business. The findings are presented in an easy-to-understand
graphic report. Then CIEL helps the community focus and take action to build
economic vitality and develop true community entrepreneurship , necessary for
21st Century survival. The BVI has attracted attention from across Canada, the
U.S., the U.K., Australia and the Caribbean.
1
The Community Vitality Initiative (CVI)
The Community Vitality Initiative (CVI) measures a community's quality of life.
Citizens and community leaders are asked about everything from employment
to environmental health, from support for the arts to safety on the streets, from
public transit to pre-natal care. Using a system of online surveys, questionnaires,
live meetings, focus groups, and statistics, CIEL helps the community build a plan
and concrete actions to attract new citizens, retain its existing ones, and inspire
them all.
The Communities Matrix
The Communities Matrix is a quick ‘first-step’ assessment for communities. It
allows for an ‘eye-opening’ realistic measure of a community’s leadership,
strategic capacity, entrepreneurship, sustainability, and community connections
(social glue) through ten stages of development. From the most challenged
(Conflict Stage) to the most advanced (Learning Culture Stage) community, the
Matrix assists in linking the community to the best resources and tools. Whether
your community is considering a comprehensive community plan or struggling
with entrenched conflict, the Matrix can help find a solution.
Training, Custom Tools, Innovative Solutions and Other Services
CIEL is currently building a comprehensive training program for rural leaders
through the Canadian Rural Secretariat’s models’ program. CIEL also
co-ordinates the British Columbia Rural Leadership Network.
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"CIEL's insights into
what make communities tick, and their
ability to translate those insights into real
world tools, strategies and actions,
are worth a look.”
Michael Buda
SENIOR POLICY ANALYST, FEDERATION OF
CANADIAN MUNICIPALITIES (FCM)
CIEL
inspiring vitality & entrepreneurship in communities
CIEL offers customized workshops, training and consulting on a variety of issues
related to community capacity, including revitalizing volunteers, attracting youth,
leveraging assets, business incubation, developing learning communities, and
creating school entrepreneurial programs. We lead dynamic workshops and
seminars on a host of topics including Entrepreneurial Leadership, Buying Local
– Keeping Money in Your Economy, and The Seven Habits of Highly
Successful Communities.
CIEL also sponsors an award to recognize dynamic community entrepreneurs, the
driving force of change in Canadian communities. Community entrepreneurs see
opportunities where others do not, create positive networks, and persevere
against all odds in building positive sustainable communities.
About CIEL
CIEL assists in creating vibrant, vital communities and organizations through its
tools, training and innovative processes. It fosters dynamic, entrepreneurial and
responsive leadership.
CIEL has been called upon to make national presentations to the Federation of
Canadian Municipalities (FCM), the National Rural Conference (Government of
Canada), and the Canadian Community Economic Development Network
(CCEDNET) as well as to many provincial, regional and local gatherings.
While working at a national level, CIEL has its roots in building practical, costeffective solutions for organizations and communities. CIEL began as part of
Community Futures Development Corporation of Central Kootenay, a
community-based organization. Because of the success of its programs at a
community and regional level, CIEL became an independent non-profit
organization in 2005 dedicated to building entrepreneurship, innovation and
strong, responsive leadership in communities and organizations across Canada.
“We need to have
more people working with CIEL’s tools to
further community and economic
development in Canada.”
Hélène Deslauriers
DIRECTOR GENERAL, COMMUNITY FUTURES
NETWORK OF QUEBEC/ RÉSEAU DE SADC IN QUEBEC
MEMBER, OECD FORUM ON PARTNERSHIPS
For more information please contact :
Centre for Innovative & Entrepreneurial Leadership (CIEL)
201-514 Vernon Street, Nelson, BC, CANADA V1L 4E7
E-mail: [email protected]
Phone: 1.250.352.1933 x105
1.800.661.1395 x105
[within Canada between 8:30-4:30 PST]
CIEL
Community entrepreneurship - the ability to act collectively to identify and take advantage of opportunities, & a
stimulating environment where entrepreneurs can flourish.
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