HomeMy WebLinkAbout04 176 agree community cons
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THE CORPORATION OF THE MUNICIPALITY OF KINC INE
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AMEN~EDIREPE.1J::.r:D BY
BYlAW ~.;;roo4--18 .:2...---
DATE~~ r¿. ;àJD4-
BY-LAW
NO. 2004 -176
BEING A BY-LAW TO AUTHORIZE THE SIGNI G OF
AN AGREEMENT WITH THE STRATEGIC COUNSE FOR THE
PROVISION OF PROFESSIONAL SERVICES TO C NDUCT A
COMMUNITY CONSULTATION ON THE PROPOSED TORAGE OF
LOW AND INTERMEDIATE LEVEL NUCLEAR WAST WITHIN THE
MUNICIPALITY OF KINCARDINE I
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WHEREAS Section 130 of the Municipal Act, 2001, S.O. 001, c. 25, as
amended, provides that a municipality may regulate matters for urposes related
to the health, safety and well being of the inhabitants of the muni ipality;
AND WHEREAS the Municipality of Kincardine has been the h st community of
the Bruce Nuclear Power Development which includes on ts grounds the
Western Waste Management Facility; I
AND WHEREAS Ontario Power Generation Inc. has operated~a facility at the
Western Waste Management Facility for the interim centralize storage of low
and intermediate level waste from the Pickering, Darlington an Bruce nuclear
generating stations; , .
AND WHEREAS The council for the Corporation of the Municipa ity of Kincardine
adopted By-law No. 2004 - 157, authorizing the signing of an agreement with
Ontario Power Generation Inc. for the management of low and i termediate level
nuclear waste within the Municipality of Kincardine;
AND WHEREAS the agreement with Ontario Power Generatio Inc. documents
the provision of an independent community consultation by th Municipality to
ascertain the public's support of the project;
AND WHEREAS pursuant to the said Municipal Act, Sectio s 8 and 9 (1),
municipalities are provided with powers of a natural person to enable them to
govern their affairs as they consider appropriate and to enhan e their ability to
respond to municipal issues;
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AND WHEREAS the Corporation of the Municipality of Kinc~rdine deems it
expedient to accept a proposal from The Strategic Counsel i the amount of
$26,000.00, including all applicable taxes, to conduct an indepe dent community
consultation;
NOW THEREFORE the Council for The Corporation of th Municipality of
Kincardine ENACTS as follows:
1. That The Corporation of the Municipality of Kincardin enter into an
agreement with The Strategic Counsel to conduct an indepe dent community
consultation in the amount of $26,000.00, including all applic ble taxes.
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Nuclear Waste Community Consultation Agreeme t
By-law No. 2004 - 176 I
2. That the Mayor and CAO be authorized to sign, on behalf of the Corporation
of the Municipality of Kincardine, the Agreement with The St~tegiC Counsel.,
attached to this by-law as Schedule "A". .
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2. This By-law may be cited as the "Nuclear Waste Commu~ity Consultation
(The Strategic Counsel) Agreement By-law". ¡
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READ a FIRST, SECOND and THIRD time and FINALLY PAS~ED this 17th day
of November, 2004. ì
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Mayor.....
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Clerk
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THIS AGREEMENT made this /7 day of ;1/,'..-. /¿¡r 2004
BETWEEN:
THE CORPORATION OF THE MUNICIPALITY OF KINCARDINE
This is Schedule" II "to B.l-Law
No.:Jrdl::J1', passed the æ!. day
of !/gjp,ÚGt.. 2004/~
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Mayor Clerk
(the "Municipality")
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THE STRATEGIC COUNSEL
(the "Company")
For the provision of professional services to conduct a community consultation in
regards to the management of low and intermediate level waste.
The Strategic Counsel shall in accordance with the attached Schedule A, being the
accepted proposal, conduct professional services for the independent community
consultation in the Municipality of Kincardine.
The scope of the work outlined in the attached proposal (Schedule A) shall not exceed
the total cost of $26,000.00
IN WITNESS WHEREOF the Municipality has hereto affixed its corporate seal attested
by the hand of its Mayor and Chief Administrative Officer this /1 day
of iJlJ./4wbt' 2004. T~ parties have hereunto set their hands and seals this
"/7 day of ¿w.."" )u,.- , 2004.
SIGNED, SEALED AND DELIVERED )
in the presence of )
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THE CORPORATION OF THE
MUNICIPALITY OF KINCARDINE
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Mayor - Glenn Sutton
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Chief Administrative Officer-
John deRosenroll
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THE STRATEGIC COUNSEL
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Witness
I HAVE AUTHORITY TO BIND THE
CORPORATION
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Thl! StrategiC Counsel
Schedule A to the Agreement
A Proposal to
The Municipality Of Kincardine For
Independent Community
Consultation
October 2004
GreBi. Kelly. Sullivan & Woolstencroft:
The Strategic Counsel
www.thestrategictounsel.com
21 St Clair Avenue East
$ufte 1100
T<irønto, Ontario
M4T lL9
Te:l 416 975-4465
fax 416 97$-1883
440 Laurier Avenue West
Suite 200
Ottawa, Ontario
KIR7X6
TeIG13 751-2855
Fax 613 751-2,852
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The Strategic Counsel
. Table of Contents
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I. Introduction ........................................................................................................................1
II. Methodology ..............................................................................................................,........3
A. Setting up the Data Base................................................................................................................4
B. Making the Call............................................................................ ....... ....................................... ..... 5
C. Mail Consultation ............................................................................................................................ 7
D. Tabulating and Presenting the Results ..........................................................................................8
III. Project Team and Experience ...........................................................................................9
A. Team........................................ ............................................................................................ ......... 10
B. Experience .................................................................................................................................... 12
IV. Timetable and Costs ........................................................................................................13
A. Timetable .............. ....................... ,.......................... ...... .................. ....... ................................... .... 14
B. Costs........................................ ............................ ...... .... ...................... ....... .......... ........................ 14
V. Appendix - The Strategic Counsel Profile .....................................................................15
A. Introduction...................................................................................................................... ............. 16
B. The Strategic Counsel....... .... ....... .................................................................. ...... .................... .... 16
C. Staff Members - Fundamental Attributes...................................................................................... 17
D. Equipment and Facilities ........ ................................................................................................. ..... 18
E. Data Management, Quality Control and Security Features.......................................................... 19
F. Ability to Meet Tight Turnaround Times........................................................................................ 20
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The Strategic Cou nsel
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Introduction
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The StrategiC Counsel
. Introduction
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The Strategic Counsel is pleased to present this proposal for research to the Municipality of Kincardine,
dealing with a household community consultation. This proposal outlines our understanding of the issues,
our proposed methodology, the research team and their experience and the proposed timeframe and costs.
At the present time, Ontario Power Generation (OPG) has been storing low and medium level nuclear waste
above ground adjacent to the Bruce Nuclear site. OPG has been in consultation with the Municipality for
some time now regarding the establishment of a permanent site for the storage of this waste and for future
waste generated by Ontario's nuclear power stations. OPG proposes to construct a long term storage facility
in the rock beneath the present site, in Deep Rock Vaults. Before proceeding, the Municipality of Kincardine
must approve this plan and the Municipality wishes to consult with its residents regarding the plan.
The council, after considerable discussion, has decided to consult residents through a telephone and mail
polling process. One of the reasons for this is that this approach will yield input ITom a far larger number of
households than though either town hall meetings or through having residents vote in person at a polling
station. Both these approaches are likely to yield input from only the most engaged residents.
The objective of this consultation is to give each household the opportunity to have their say regarding the
waste storage site. The question to be asked is very direct and is: "Do you support the establishment of a
facility for the long-term management of low and intermediate waste at the Western Waste Management
facility?"
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II.
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Methodology
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. Methodology
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In order to maximize response from households the Municipality has opted for a telephone consultation of
all households and a mail follow up with those households where a response was not obtained. In the case
of those households where householders have a permanent residence outside of the Municipality (seasonal
households), these households will be sent the question by mail.
We have identified a four stage process for undertaking the consultation. The first stage will be setting up
the household address and phone number data base. The second stage will be making the phone calls. The
third stage will be the mail out part of the consultation. The fourth stage will be tabulating and presenting
the results. Each of these stages will be discussed in turn.
A. Setting up the Data Base
In order to maximize the responses received it will be important to ensure that all available information is
obtained and is easily accessible in a combined data base. The electronic version ofthe phone book will
obviously be the source for the phone numbers of households. However it will be important to ensure that
the electronic version of the phone book is as up-to-date as possible. Every year a certain proportion of the
population move within a municipality, a proportion leave a municipality or move into a municipality.
Ensuring that the data for households is as up-to-data as possible will ensure that the highest possible
response rate is obtained and will also allow for the identification of phone numbers no longer operational
and ones that should be removed from the calculation of the response rate.
We assume that the Assessment Rolls will also contain the most up-to-date information on householders and
their addresses, but will not have phone numbers. We also assume that the Assessment Rolls are in an
electronic format. In order to ensure that we are working with the most up-to-date and accurate information
we will cross reference the CD version of the Kincardine Telephone Book with the electronic version of the
Assessment Rolls. Where there is no match between the two databases, then these households must be set
aside for further investigation. We will need to do this well in advance of the consultation starting in order
to resolve why there is no match up between the two data sets. In some cases, where a household is on the
Assessment Roll but not in the phone book it may be that they have chosen not to be listed in the phone
book (ex directory) or have moved, or have a summer home and have no phone or disconnect their service
after the summer is over, or for some other reason. In cases like this, we will work with the municipality to
detennine what the case is. In most situations like this, where there is no phone number and it is detennined
that the household still resides in the Municipality and is not a summer only resident, then they will be sent
the question by mail.
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Where in matching up households a name and address in the phone book does not appear in the assessment
roll list, again this address will be identified and bought to the municipalities attention for some resolution.
It will be vitally important prior to starting the consultation that all active phone numbers have been
identified and inactive ones eliminated from the list. This may also involve working with the municipal
phone company to ensure that the most up-to-date information is supplied. Further, it will be important to
ensure that all eligible household names and addresses have been identified so that where a mail follow up is
required this can be done.
Once again, the reason for requiring such accuracy is to maximize the response rate for the consultation by
eliminating from the data bases those phone numbers and addresses that are incorrect.
B. Making the Call
. In calling each household there are a number of issues to be resolved. The first is that of who is eligible to
answer the question. Presumably, only those in the household who are adults (18 years of age or over)
qualify. At the same time, presumably only those residing at the address qualify and not someone who is
visiting. Further, does a son or daughter of the heads of the household qualify, if they are over 18 years of
age or only the male or female head of the household? This is a further issue we will need to resolve prior
to the start of the consultation.
A further issue related to this is how to identify who to interview in the household. Typically, when a
telephone survey is undertaken whoever answers the phone, providing they live in the household and are 18
years of age or over, qualify. Using this approach is the simplest way of undertaking the consultation and
will provide the highest response rate. However, one option that is used where there is concern to ensure
complete randomness of response, is to identify who in the household has the next birthday and speak with
this person. The problem here is that this person may not be at home at the time of the call and a further call
is required to identify this person. This again hurts response rates. However, we offer it for consideration if
methodological rigour is required.
. The greatest challenge for the consultation will be to maximize the number of households responding. The
idea of up to ten call backs will certainly assist in this process. At the same time, it will be important to
ensure that these call backs are spaced over the entire time period that the consultation is to take place
within a two week period (January 3 to January 17). We propose to undertake five of the calls in the first
week and five in the second week and call no more than once a day to any number. If aliI 0 calls were made
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in the first week of consultation, in cases where a household is out of town, for example, then if the
household returned the second week they would not be contacted. It is therefore important to spread the
calls, to households not contacted, over a two week period.
The other major aspect of this consultation is to accurately record the status of every number called in order
to determine which households have responded. The Strategic Coun.sel has access to excellent technology
that will track the status of every number in the data base and identify quickly and easily who has responded
and who has not. It will also be important at the end of the telephone consultation to identify which
households have not responded in order to mail them the question. This means that a system will need to be
in place that has both the ability to track who has responded but also to identify the name and address of
who has not. By merging the Assessment Rolls and the Phone Book and tracking the status of each
household, this should be a relatively straightforward process.
As noted in the RFP, a preamble to the question will be read to householders prior to asking the question.
However, it will also be important for the interviewer to quickly identify the purpose of the can and to
clearly distinguish this call as being from the Municipality. Presumably, there will be a good deal of
publicity prior to the consultation and that many will be aware of the consultation and will be expecting the
call.
A further issue that will arise will be that of refusals. It is not unusual when calling into a home for the
person on the other end of the line to refuse to participate. However, in the case of the consultation, where
we are trying to maximize responses, it may well be that further calls should be made to identify someone
else in the household who win answer the question. Alternatively, the interviewer could be instructed to ask
if there is anyone else in the household who can come to the phone and who is qualified. Both these
approaches could be adopted and should be discussed with the Municipality.
Finany, once a household has been contacted and has answered the question they will then be retired from
the active list. All still active number will be identified in terms of their status, this will identify those that
have refused and if further calling is required, and the number of attempts made and also where a number
appears to be out of service.
The other issue that will occur is that of interviewers calling into a home and being greeted by voice mail.
Where this happens it will be important to identify when this has occurred. However, the interviewer will
leave a message to call a dedicated number. This number win be available for households to can in and the
consultation will take place when they call in. The only issue here is to ensure that only legitimate callers be
allowed to answer the question. This can be done through call identification and ensuring that the call is
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The Strategic COunsel
I Methodology
coming ftom a legitimate number that has been called and a voice mail message left and also by having the
caller give their name and number and have this be checked against the master list of calls where a voice
mail message has been left. This will be necessary to reduce the potential for fraud or mistakes; where calls
are made to the dedicated line ftom those ineligible to vote or where a household has already voted.
C. Mail Consultation
There will be two sources for the mail consultation. One will be from the Assessment Rolls that identify the
household's permanent address as being outside the municipality. The other is ftom those who could not be
contacted in the telephone consultation.
As noted in the RFP, all seasonal residents will receive a mail out prior to the mail out of non contacts.
While the RFP suggests that this mail out should take place prior to January 3, we recommend mailing them
I' out after I Jdanuary 3, in orderb tothavoid the Holiday rush I' It hadS beenbe0lur experience that when I quesdtionnaireds
".y are mai e during Decem er e response rate genera ly ten s to ower, smce many peop e are istracte
by the Holiday season. While it is unclear how many seasonal residents exist we are estimating that it
approximately 5% of households are seasonal or 250 households. Each will be mailed a package. We
believe that mailing out to seasonal residents shortly after January 3 will still ensure that they have time to
respond by February 4.
The second mail out will occur after the telephone consultation is ended and shortly after January 17. Given
that results will need to be back by February 4, then the mail out must go out the day after the end of the
telephone consultation (February 18). This will be done by assembling the packages before hand and e
mailing to the printer the final list for printing directly onto the envelope.
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We anticipate that the mail out package will consist of a single page which explains that the Municipality
had tried to contact the household by phone and that this is a mail follow up. The preamble will also be
contained and the question. Householders will be required to mark their response on a yes or no space by
the question and to mail the sheet back in a postage paid Business Reply envelope that will be included with
the package. In order for the package to be noticed, we recommend that the envelope going to the household
be distinct and state that it contains the words "Municipality of Kincardine Public Consultation" in bold
lettering. The date that the reply needs to be received by must also be included on the single page. We will
work with the Municipality to design the page and the envelope.
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D. Tabulating and Presenting the Results
Based on an assumption of 55% responding to the telephone consultation, then approximately 2,800
responses will be received through the phone contact.
Calculating the mail response is made more difficult, because we are basing our assumptions on the
assumption made about the telephone response rate. If we take the assumption that the response rate for the
consultation will be 55%, then approximately 2,300 packages will be mailed out to non contacts as well as
the 250 to seasonal households. If we assume a 40% response rate from seasonal households and a 10%
response rate from non contact households, then approximately 330 mail consultations will be returned.
(JIe are assuming a lower response from non contact households, because we have already been
unsuccessful in contacting them.)
Both the telephone and mail consultation will yield a total of 3,130 responses or a 59% response rate. The
response rate may well be higher, but we prefer to err on the side of caution in such situations.
In tabulating of the telephone results, this will be handled in a fully automated manner. The telephone
responses will be automatically entered into a data base as each interview takes place since the interviewing
will be undertaken using a Computer Assisted system which records responses electronically as the
interviewer records them with a key stroke.
The mail responses must be manually handled at first, since they will be on paper. These responses, though,
will also be entered into the electronic data base and a final tally made.
Once the tally is made they will be sent to the Municipality for review. As noted, a presentation of the
results will be made to the Council on February 16.
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Project Team and Experience
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The Strategic Counsel
, Project Team and Experience
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A. Team
The team for this project will be led by founding Strategic Counsel partner, Michael Sullivan. Michael has
over 20 years experience in the market research and polling field. Prior to starting Strategic Counsel in
1995, Michael was a Senior Vice President at Decimal Research for 10 years. Prior to that time he worked
for a major corporation undertaking market and issues management research for this organization.
Michael will be the prime contact for the project and will be responsible for all stages of the consultation.
He wi1\, though, be assisted by Strategic Counsel, Senior Associate, Micheline Ross. Micheline has worked
with the company for three years and before that time worked in the market research department of a major
Canadian corporation. Micheline will mange the intema1 coordination of the project.
Michael Sullivan, Partner
Michael Sullivan is a founding partner of The Strategic Counsel. His career has encompassed a wide range
of responsibilities, including academic research and university teaching, work on the client side for a major
Canadian corporation, and prior to Strategic Counsel ten years as a senior executive with another major
market research organisation. ln all of these functions Mr. SuJlivan has brought his enthusiasm for research,
and his skills and insight as a researcher, to bear in assisting organisations to fmd research based solutions to
their problems.
Over the course of his career Mr. SuJlivan has undertaken a wide variety of research projects. These have
included: a major study dealing with high school drop-outs and the ways in which they might be encouraged
to stay in school; the largest study to date of the cuJtural industries in Canada, which involved surveys of the
public and audiences and was designed to provide better tools for arts marketers; major studies for the
philanthropic sector designed to better understand how the sector might be more efficiently positioned; a
substantial study for a major telecommunications manufacturer designed to assess the communications'
needs of consumers, and the ways in which these needs couJd best be met; and a wide variety of corporate
image studies designed to better position corporations in the marketplace.
ln the last five years Mr. SuJlivan has undertaken a substantial number of projects for arts organizations.
These include: the Stratford Festival, Lincoln Center for the Performing Arts, the Humming Centre, the
Performing Arts Center of Los Angeles County and the New Jersey Performing Arts Center.
Mr. SuJlivan's areas of research expertise include: concept development, advertising tracking, creative
development and testing, social issues research, issues management, and corporate image. His areas of
substantive expertise include: education, health care, the pharmaceutical and forestry industries,
philanthropy, arts and culture, housing, technology and media.
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MICHELINE ROSS, Associate
Micheline Ross is an Associate with The Strategic CourI$el. Her responsibilities include all facets of project
design, management, analysis and reporting. Micheline has undertaken projects for numerous public sector
clients including Health Canada, Human Resources Development Canada, the Department of Canadian
Heritage, Ontario's Minis1ry of Health and Long-Term Care, The Treasury Board of Canada, and The Public
Service Commission. Other clients include the Interac Association, the National Aboriginal Health
Association, the Logistics Institute, Brooklyn Museum of Art, the Ontario Division of the Canadian Cancer
Society, the Canadian Medical Protective Association, and Ontario Power Generation, among others.
Micheline is a professionally RNA-trained focus group moderator, and has over 8 years experience in
quantitative research. Prior to joining The Strategic Courl$el, Micheline was responsible for designing,
managing and reporting on the research for numerous familiar household brands such as Folgers, Sunny
Delight, Mr. Clean and Ivory Soap at Procter and Gamble. She also spent four years as a Research
Coordinator at SPR Associates where she worked extensively on program evaluations for the federal
government.
Prior to The Súategic Counsel:
1999-2001
1995-1999
Research Associate, Procter and Gamble
Research Coordinator, SPR Associates
EducaüonalBackground:
Bachelor of Arts (Honours) International Studies, Glendon College, York University, 1991-1995
Business courses, Atkinson College, York University, 1997-99
Professional AffIliations:
Member of the Professional Marketing Research Society.
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The Strategic Coun$el
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B. Experience
The Strategic Counsel has managed many sensitive and important projects and below is a sampling of these.
Education Referendnm for Newfoundland and Labrador
The Government of Newfoundland and Labrador wished to hold a referendum dealing with the reform of
the provincial education system. Our client was opposed to the changes recommend by the government and
wanted to better understand how to appeal to voters on the issue. The Strategìc Counsel undertook a
number of surveys designed to measure public attitudes toward education reform.
Ministry of Healtb and Long Term Care, Ontario
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The Ministry wanted to undertake a major consultation of the province over the issue of health care and
health care reform. The Ministry mailed out questionnaires to most households in the province. The
Strategic Counsel was asked to tabulate and evaluate the responses and to produce a report that was to be
publicly released. We received back over 400,00 response and undertook an analysis that was released to
great public interest.
Public CODSultation Regarding Noise
Our client owned a plant that had over the years been incorporated into a residential neighbourhood. As the
community developed, a number oflocal community groups began to complain about the noise and wanted
the company to shut operations at night to reduce the noise from the plant. The company asked The
Strategic Counsel to undertake a telephone consultation of the homes within a half mile radius of the plant,
regarding their concern with noise. This we undertook and found that, in fact, noise from the plant was not
a significant local concern.
Ontario Power Generation - Kincardine Project
This research was designed to assess the potential impact of proposed low and medium nuclear waste
facility on tourism in the Kincardine area. To this end, six focus groups were held in London, Kitchener-
Waterloo, and Guelph regarding perceptions of the area as a tourist destination. The groups were followed
by a large telephone survey of residents in these three communities. Results indicated that there was
limited awareness of the existing nuclear related facilities and that the new facility would have limited
impact on tourism from these three communities.
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Timetable and Costs
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A. Timetable
We propose the following timetable for the consultation:
Setection of polling finn
Exploration of data bases to be merged
Discussion with Municipality re problem address/phone numbers
Presentation to Steering Committee re details of plan for consultation
Final amendments to the data base and plan
Printing of mail package
Electronic data base of active phone numbers approved
Telephone consultation starts
Mail out to seasonal households
Telephone consultation ends
Mall out to non contact households
Cut off for mail returns
Final tabulation of resulls and sent to client
Presentation to Council
Nov. 3
Weeks of Nov. 8 and 15
Week of Nov. 22
Nov 30
Weeks Nov 29 and Dee 6
Week of Dee 13
Week of Dec 13
Jan 3
Jan4
Jan 17
Jan 18
Feb4
Feb8
Feb 16
B. Costs
The cost for the mail and telephone parts of the consultation are as follows:
Telephone contact with approximately 5, I 00 Kincardine households
and 10 attempts made at contact ..............................................................................................$18,500
Mail out to seasonal households and non contact households ...................................................$7,500
The cost for preparation of the data bases and tabulation of results is included in the telephone and mail
contact prices.
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Appendix - The Strategic Counsel
Profile
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The Strategic Counsel
. Firm Information And Experience
.
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A. Introduction
The foUowing section outlines the general corporate profile and research philosophy of The Strategic
Counsel.
B. The Strategic Counsel
The Strategic Counsel was established in 1995 on the conviction that market research, no matter how weU
executed, is blind without any insight into how clients can put the results to work. No matter what the
assignment, a truly valuable research program identifies a client's challenges and opportunities-and
develops effective solutions to address them.
Since its inception, The Strategic Counsel has built up a roster of major North American companies and
organisations that have benefited from its commitment to research + insight. With more than 100 years'
experience between them, the partners bring their coUective experience to bear on the design and execution
of each client's research project. As The Strategic Counsel, they work with a highly skiUed professional
team dedicated to providing quantitative and qualitative research that's focused on giving clients expert
direction to results with a built-in action plan.
With headquarters in Toronto, and offices in Ottawa and New York, The Strategic Counsel and its team of
professionals offers its brand of research + insight to public- and private-sector organisations across Canada
and the U.S.
Our History
The Strategic Counsel is one of the fastest-growing research firms in North America. Established in 1995, it
grew out of Decima Research, a company that The Strategic Counsel chairman Allan Gregg established in
1979. He and his coUeagues built Decima into one of the most prominent public-opinion market-research
companies in the 1980s. Its broad range of clients included virtuaUy every provincial government in Canada,
the federal government, blue-chip companies and international clients in Australia, the U.S. and Asia.
AU The Strategic Counsel partners, along with the firm's professional staff members, bring their experience,
insight and perspective to a wide variety of business chaUenges. Today, The Strategic Counsel works with a
broad range of clients, and has gained a reputation for research that is innovative, client-focused and results-
driven.
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The Strategic Counsel
. Firm Information And Experience
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Our Philosophy
At The Strategic Counsel, we believe in research+insight. Information is never an end in itself. To be
valuable, it has to be useful. And to be useful, infonnation must help you solve a problem or grasp an
opportunity.
Throughout the process of discussing your goals, designing and executing research, and analysing the
results, The Strategic Counsel focuses on your individual needs. Our extensive range of professional
services gives us the ability to draw out the information most relevant to your circumstances, and help you
use it to your advantage. In other words, we interpret the information we gather to make it work for you and
your organisation.
Pure research alone is meaningless without intelligent interpretation. That's why research + insight forms
the cornerstone of our company and our services.
Our Approach
Our name, The Strategic Counsel, perfectly captures the way we approach our work for clients.
While one of the firm's principals manages every project, we bring to each research problem a "council" of
highly skilled research professionals and leverage their unique perspectives to craft a program of research
that will deliver well-considered findings and actionable recommendations.
We are highly experienced in all facets of qualitative and quantitative research including methodological
design, proj ect management, data analysis and reporting.
C. Staff Members - Fundamental AttrIbutes
The success of The Strategic Counsel is based on the combined experience of its members. The firm has
attracted the best minds in the business Indeed, the senior personnel at The Strategic Counsel are some of
the most experienced and respected professionals in today's market-research field. All of our staff members
share several attributes which are essential to providing quality research.
The first attribute is a high level of formal training. Public attitude research involves the application of
formal educational training in political science, public policy, sociology, psychology, statistics, and related
disciplines. In fact, lacking an understanding of the logic behind sampling, study design, questionnaire
design, interviewing and data analysis, there are some people who are conducting research by rote, or at best
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The Strategic Counsel
. Firm Information And Experience
by conventional wisdom. The firm grasp of research concepts maintained by the members of The Strategic
Counsel ensures that every client project will be conducted with the rigour and innovation that lead to
actionable results.
The second attribute is experience. Cumulatively, The Strategic Counsel's consultants have over ten decades
of experience conducting research in a diverse array of substantive areas. We consider experience to be the
time spent in evaluating and Wlderstanding why some research techniques work better than others and in
learning how best to meet the unique needs of each client. Our "coWlcil" approach to research allows each
client access to the expertise of not only one or two researchers, but to the experience and expertise of all the
senior researchers in the firm.
.
The third attribute is research standards. Quality research requires constant appraisal of our work relative to
the standards that we believe define the best way to research an issue or problem. We look to the academic
commWlity, survey research organisations world-wide, and the market research community in defining our
standards. We constantly measure what we are doing against both our own standards of performance and our
clients' expectations because this is the best way to keep improving upon what we offer.
Finally, the provision of thoughtful, focused market research requires commitment. We are committed to the
type of effort that exceeds what our clients are demanding. We are committed to maintaining an
environment that stresses quality of research over the quantity of work that is Wldertaken. Furthennore, our
level of commitment is matched by our research expertise and facilities. We are we1\-suited to undertake any
research challenge.
D. Equipment and Facilities
.
The Strategic Counsel has formed a business a1\iance with the Bureau of Broadcast Measurement (BBM) for
a1\ our field work. BBM has a large state of the art facility, and regularly tracks audience sizes for radio and
television broadcasters. This means that BBM's field capabilities have to be large and of a very high quality.
BBM was selected as our data collection partner for a number of reasons, including its state of the art
technology, quality control and methodological rigor (particularly in the area of audience measurement),
ability to handle over-capacity, and the strength of its commitment to The Strategic Counsel's clients. All
fieldwork is Wldertaken by The Strategic Counsel project staff physically located at the Bureau of Broadcast
Measurement.
An organisation built to meet "the highest common denominator" ofits members' needs, The Strategic
Counsel's relationship with BBM allows us unpara1\eled sampling, interviewing and data processing
resources in terms of number of interviewing stations, computing facilities, software capabilities, and
sampling capabilities.
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The Strat~gi( Counsel
. Firm Information And Experience
E. Data Management, Quality Control and Security Features
AI; indicated above, The Strategic Counsel directs and controls its own data collection. In this manner, we
maintain strict quality control over every piece of research we conduct. Our senior supervisors also have
completed the PMRS Fundamentals of Marketing Research course.
All phases of data collection are conducted in full accordance with industry standards for accuracy and
quality set by the Canadian AI;sociation of Market Research Organizations (CAMRO) and the Professional
Marketing Research Society (PMRS). All of our studies are registered with the Canadian Survey Research
Council (CSRC) so that potential respondents, if they wish, can establish the legitimacy of the project.
Much of The Strategic Counsel's work is of a highly sensitive and confidential nature. Both The Strategic
Counsel and BBM fully comprehend the exceptionally sensitive information generated by government and
corporate research. In recognition of this, we maintain constant high-level security within our facilities with
. respect to access to all systems and survey data:
· All client documents, questionnaires and analyses are kept under lock and key;
· Only researchers with direct responsibility to the client have access to the project files;
· All draft materials, questionnaires and tables are shredded before disposal;
· Computer data files from the B8M CArl system are kept on a secure microcomputer. Employees of
BBM have limited access to the computer. Combination locks on all doors into the machine room where
the computer is located restrict entry. The machine room itself is protected against accidental fire by a
halon gas system;
· Any person who wishes to access any data must have a valid account and password. Compared with
office microcomputer systems, access to the BBM CArl system is much more difficult and severely
restricted;
· Data from each day of interviewing is backed up on a reliable system. The back-up tapes are kept for a
minimum of 2 years; and
· 8BM has a full scale, electronic "Control Access" system at each entry point to the Toronto office using
card keys. Access to each of the four operation areas can be controlled individually.
.
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The Strategic Cou nsel
. Firm Information And Experience
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F. Ability to Meet Tight Turnaround Times
The Strategic Counsel has considerable experience in meeting tight research deadlines. In the last few years,
we have conducted a number of studies for a major Canadian bank on the issue of bank mergers which
required fast turnarOlmd. One study encompassed 8 focus groups (4 with business executives, such as
Presidents, CEOs, partners or owners of medium to large-sized corporations) across the country, and was
completed in 8 days. Another study encompassed 12 one-on-one interviews with small business employees
of the Bank in Edmonton, Toronto and Kitchener. This study was completed over a 2-day period.
A third study conducted for a major broadcast network encompassed 44 executive interviews conducted
nationally over a 9-day period. Markets involved included: Calgary, Vancouver, Toronto, Thunder Bay and
Halifax. This timeframe includes all recruiting, facilitation of interviews, report writing and a ftnal
presentation to the client.
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October 7, 2004
Schedule "A'
TERMS OF REFERENCE
Community consultation in regards to the low and intermediate level
nuclear waste management project.
All qualified consultants, in the polling industry, must review and submit, both
their firms experience and cost quotations for providing all services required to
conduct an independent community consultation.
Terms of Community Consultation
,
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o A hybrid public consultation to be conducted.
o ·Public Consultation" question: Do you support the establishment of a
facility for the long-term management of low and intermediate waste
at the Western Waste Management facility?
o Stage 1 - Telephone contact of households (10 attempts to each
household). Statistics: Population 12,000 Households: 5,329
o Stage 2 - If households can not be reached after 10 attempts a mail-out
questionnaire will be sent to that specific household.
o The question shall be a matter within the jurisdiction of the Municipality.
o A preamble to describe the project will be supplied to all households at the
time ofthe question.
o The preamble prior to the ·Public Consultation" question: 'The Kincardine
Council has expressed Its support for a plan for the long term
management of low and Intermediate level nuclear waste. It has
expressed its preference for the storage of the waste In Deep Rock
Vaults. This long-term facility would be constructed where the
interim site Is currently located, at the Western waste Management
Facility, adjacent to the Bruce Power Generating Station, and would
be operated by Ontario Power Generation.'
o The question will be clear, concise, neutral and capable of being
answered with a yes or no.
o The "family consultation" concept shall mean any adult 18 years of age
and older living at the municipal address noted in the Property
Assessment Roll.
o The "family consultation" shall be entitled to one vote per household.
o Households who require additional information will be referred to the
OPG/Kincardine storefront outlet and subsequently referred to the mail out
listing.
o The independent polling company shall tabulate the results and present to
an open session of Council the findings.
o Detailed documentation of all telephone calls and mail-outs is a
requirement.
o All seasonal residents to receive a mail-out survey, prior to January 3,
2005.
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Supportina documentation
The successful consultant will be provided with the following information for
which to carryout the project.
1. Kincardine Telephone Book and a BMTS file/CD with the most updated
telephone listing.
2, Kincardine Assessment Roll
3. A copy of CAO Report 2004-24
Final Comment
The Municipality of Kincardine wishes to stress that the selected consultant will
be rated on the following criteria:
a. Quality of Proposal
b. Experience of Firm
c. Availability of Resources
d. Pricing Structure
Date of Deliverables (Both Parties)
1. October 25/04 - 4:00 p.m. Proposal submission close.
2. November 3/04 Council reviews and selects polling firm.
3. By November 30/04 selected polling firm to present final preparation
details to the Kincardine Nuclear Waste Steering Committee.
4. Telephone polling to take place between January 3,2005 and January 17,
2005 (Stage 1).
5. Community mail-outs to take place starting January 17, 2005 (Stage 2)
*Must be completed within a 4 day window. Community mail-outs must be
received back by February 4, 2005. Final tabulation to be completed by
February 9, 2005.
6. All seasonal residents will receive a mail-out prior to January 3, 2005.
The selected consultant Is responsible for all labour, material and
other resources required to complete this undertaking.
7. The independent consultant will present project findings to Council
February 16, 2005.
*50 Bond copies of the final report will be required in addition to electronic
format.
Priclna Structure
All consultants must submit a lump sum fee for this project inclusive of all
applicable taxes and disbursements.
For further infonnation pertaining to this project, please contact CAO
John deRosenroll at (519) 396-3018 or email cao@klncardine.net
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