Annual Community Survey

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Our desired outcome of the City of Burnside Strategic Community Plan Be the Future of Burnside 2026 is that, "our community is actively engaged and involved in shaping the City's future."

The Annual Community Survey is one of the many tools that Council uses to enhance community input into the planning of council business and future years' annual budgets.

The November 2016 Annual Community Survey commenced 11 October and concluded on 28 October. 

The Survey is a statistically valid random telephone survey of 800 City of Burnside residents. It provides the community with an opportunity to have a say and contribute to the development of the draft 2017/18 Business Plan and Budget. 

Residents could also have input into the draft Business Plan and Budget, even if they didn't receive a phone call. They had the opportunity to complete the online survey.

Background

The Annual Community Survey was also undertaken in 2013, 2014, and February and November 2015. The Survey provides a measure of the level of community satisfaction and perceived performance of services provided by the Council to its residents.

The City of Burnside is committed to providing services to the community in the most cost effective manner possible, while at the same time constructing and properly maintaining vital infrastructure for the benefit of existing and future generations.

The results from October/November 2016 show that the City of Burnside recorded an average (mean) satisfaction score of 7.1 out of 10. Resident perceptions have been positive in 2016 indicating that Council is generally meeting residents’ needs.

Community satisfaction with the City of Burnside has seen a trend of gradual but positive improvement that has been witnessed with each successive survey in this series. The November 2016 results show that the City of Burnside recorded an average (mean) satisfaction score of 7.1 out of 10, 0.1 below the result of 2015. The marginal variation from November 2015 is considered a random anomaly, as the change over time is within the margin of error.

The top performing attributes for each strategic objective and the trends over time for each:

Integrated Urban Form and Living Spaces

  • Providing and maintaining parks and reserves - 90 per cent 
  • Providing and maintaining playgrounds - 90 per cent 
  • Providing passive recreation opportunities - 90 per cent 

Protected and Valued Environment

  • Garbage and green waste management - 88 per cent 
  • Preparation for bushfire management - 73 per cent 
  • Restoring and protecting the City's biodiversity - 72 per cent 

Diverse, Supportive, Happy and Healthy People

  • Providing library services - 95 per cent
  • Presentation and cleanliness of the city - 92 per cent 
  • Providing services for older residents - 86 per cent

Leading, Inclusive and Connected Council

  • Interactions with staff - 74 per cent 
  • Consultation with and informing the community - 70 per cent 
  • Providing leadership in the community - 62 per cent 

Each of the strategic objectives of Council has shown significant improvement over the life of the research project, with consistent year-on-year improvement. Although the lowest performing strategic objective in regard to community satisfaction, the 'Leading, Inclusive and Connected Council' strategic objective is also the strongest performing in regard to significant (10 per cent) improvement over five surveys.

The Annual Community Survey is one of the many tools that Council uses to enhance community input into the planning of council business and development of future years’ annual budgets.