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2017-08-08 S&O - Attachment 1 to Item 6 - Noosa Community Satisfaction Benchmarking Research Report
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Services & Organisation Committee
8 August 2017
Item 6 - ATTACHMENT 1
COMMUNITY SATISFACTION BENCHMARKING
RESEARCH REPORT
FOR
NOOSA SHIRE COUNCIL
June 2017
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 1
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Section 2
TABLE OF CONTENTS
INTRODUCTION 3
Objectives of Survey 3
Themes of Council Responsibility 4
Structured Sample Survey 9
Briefing Material Supplied to Participants 9
Data Processing and Analysis 9
Reliability of the Findings 10
RESPONDENT PROFILE 11
OVERALL PERFORMANCE RATINGS 14
The Unweighted Overall Performance Rating 14
The Sample as a Whole – Direct Questioning 15
‘Non-participants’ in the Survey 16
The Weighted Aggregated Total Performance Rating 16
COMPARISON OF PERFORMANCE INDICES 17
ANALYSIS OF KEY POINTS 18
Areas of Lowest Performance Relative to Importance 18
Areas of Highest Performance Relative to Importance 19
Areas of Average Performance 20
Areas of Least Importance 21
EVALUATIONS OF TOTAL PERFORMANCE 22
Weighted Performance Indicators 22
Basic Services & Infrastructure 23
Community Lifestyle Services 24
Managing the Shire 25
Customer Service and Communications 26
Qualities of Council 27
COMMUNITY RATINGS OF COUNCIL RESPONSIBILITY AREAS (THEMES) 28
IMPORTANCE 29
Theme 1: Basic Services & Infrastructure IMPORTANCE 29
Theme 2: Community Lifestyle Services IMPORTANCE 35
Theme 3: Managing the Shire IMPORTANCE 42
Theme 4: Customer Service and Communication IMPORTANCE 47
Theme 5: Quality of Council IMPORTANCE 51
PERFORMANCE 55
Theme 1: Basic Services & Infrastructure PERFORMANCE 55
Theme 2: Community Lifestyle Services PERFORMANCE 61
Theme 3: Managing the Shire PERFORMANCE 68
Theme 4: Customer Service and Communication PERFORMANCE 74
Theme 5: Quality of Council PERFORMANCE 78
PUBLIC OPINION QUESTIONS – KEY FINDINGS 82
SUMMARY 90
APPENDIX 97
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 2
Section 3
INTRODUCTION
Market Facts, was commissioned by the Noosa Shire Council in May 2017 to conduct
a benchmark survey of community attitudes measuring levels of satisfaction with the
services provided by Council.
This survey also included ‘supplementary questions’ - public opinion measures of a
number of other current issues that the Council requires community feedback on.
Objectives of Survey
The objectives are to:
(a) Survey relevant categories of the members of the Noosa Shire Council
community, in order to:
(i) provide measurements of residents’ attitudes and opinions, and
(ii) provide diagnostic information and analyses,
regarding the extent to which the Council’s provision of works, facilities and
relevant administrative services meets the community’s perceived priorities.
(b) Compare the results against the most recent (July 2015) Provincial LGA
‘norms’ established by the LGAQ’s biennial surveys.
(c) Provide number-based detail which can be used to calculate relative priorities
between the 41* primary policy areas for which Council is responsible
according to the “weighted averages” of community perceptions, after taking
into account both existing Council Performance as well as basic community
priorities (i.e. ratings for Importance).
*For LGAQ biennial surveys include 42 responsibility/primary policy areas. Noosa CSS
deleted responsibility areas: ‘water supply’ and ‘sewerage’ (activities not undertaken by
Noosa Shire Council) and included additional responsibility area – ‘disaster management’.
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Section 4
Themes of Council Responsibility
At the core of the benchmarking process is the evaluation by residents in the
community of the broad array of council responsibilities (services and activities),
divided into five Themes.
These Themes are:
Areas of Council Responsibility
THEME (1) Basic Services and Infrastructure
Function/Responsibility Examples/Clarification
Road Construction Constructing new or upgrading existing roads
Road Maintenance Repairing potholes and damaged road shoulders;
street sweeping and verge mowing
Footpaths, Kerbing & Construction and maintenance of safe footpaths,
Guttering kerbs and gutters
Street Lighting Funding the provision and upkeep of lights on
Council streets/roads
Traffic Management Traffic planning, traffic lights, roundabouts, traffic
`calming' and directional signage
Parking Facilities Establishing parking policies, parking control,
provision of or assessment of requirement for on
and off-street parking
Public Transport Either providing or ensuring the provision of an
adequate system of public transport
Drainage & Flood Mitigation Construction and maintenance of open and
underground stormwater drains, levee banks,
division channels etc
Waste Management Garbage collection and disposal, waste
minimisation (recycling and composting), street
bins
Community Health Inspection of restaurants/cafés/shops,
mosquito/midge spraying, cemeteries
Noosa Customer Satisfaction Survey 2017
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Section 5
THEME (2) Community Lifestyle Services
Function/Responsibility Examples/Clarification
Parks, Playgrounds & Public Development and maintenance of open space
Amenities areas, parks, children's play-grounds and public
toilets
Environmental Controls Enforcement of regulations on air, water and
noise pollution
Environmental Protection & Tree planting, bushland acquisition, noxious
Conservation weeds eradication, foreshore protection,
preservation of natural areas.
Heritage Protection Preservation of historic buildings, monuments,
facilities, artefacts, and indigenous & other
records
Sporting & Recreational Public swimming pools, sports-fields, land
Facilities and/or support for clubs & their facilities
Cultural & Entertainment Civic centre, public halls, art gallery/museum,
Facilities community arts programs, community festivals
Libraries & Other Information Public library, Internet access, CD ROM's
Access
Community Safety Safety action plans, safety audits, signage,
security patrols & cameras, beach & pool
lifeguards, community education & awareness
programs
Community Services Programs and facilities that meet the needs of
a range of stakeholder groups (such as senior
citizens, young people, families, indigenous,
disabled, non-English speaking background)
Pet / Animal Control Registration, impounding of strays, control of
feral animals
Shopping Centres Ensuring the provision of adequate shopping
facilities to meet the needs and convenience of
local residents
Community Development Working with (& supporting) community
organisations and special-interest groups to
develop strong, sustainable & self-reliant
communities
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Section 6
THEME (3) Managing the Shire
Function/Responsibility Examples/Clarification
Town Planning Planning and zoning for the purposes of residential,
rural, commercial, industrial, recreational, open
space & public infrastructure development including
urban renewal & CBD redevelopment, rules
regarding land usage
Building Control Development and building approvals & controls,
building & plumbing inspections, swimming pool
fencing
Economic Development & Promoting/supporting increased economic activity
Local Employment and increased local employment opportunities,
attracting investment
Development of Tourism Area promotion, tourist information facilities, visitor
care programs, caravan parks,
promoting/supporting additional tourism activities
Financial Management Responsible, open and accountable management of
the Council's finances
Revenue Raising Establishing fair and equitable rating for residential,
rural, commercial and other sectors; applying a fair
and reasonable balance between income from rates
and from user-pays fees and charges
Staff Management Selection of skilled and qualified staff and ongoing
training and personal development for Council
employees
How Council will undertake recovery operations
Disaster Management during and following a disaster - planning for the
management and coordination of recovery.
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Section 7
THEME (4) Customer Services and Communication
Function/Responsibility Examples/Clarification
Customer Service Accessible & adequate facilities for dealing with and
responding to contacts from stakeholders and the
general public, handling enquiries / requests /
complaints
Information Services Maintaining and updating databases on Council
facilities & services including rates & property
information, water/sewerage/drainage networks,
community services, etc
Informing the Community Keeping the community informed of Council policies,
plans, programs & activities through newsletters &
other means, advising of community issues to be
debated
Consulting the Community Ensuring community input into Council policies,
plans & programs by regularly canvassing residents’
opinions & priorities and by maintaining effective
relationships with the broad range of community
groups
Responding to the Providing feedback on community input, taking
Community action where appropriate to implement community
priorities, being accessible to all members of the
community including minority groups
Providing Leadership & Representing local community needs & interests to
Advocacy other spheres of government (including government
authorities) and to other outside organisations
whenever relevant, supporting civic pride & local
identity, promoting accountability & best practice
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Section 8
THEME (5) Qualities of Council
Function/Responsibility Examples/Clarification
Elected Council (as a Provides leadership & direction for the community, even-
whole) handed, responsive, open & honest
Councillor(s) you deal with Reliable, dedicated, knowledgeable, helpful, readily
accessible
Managerial & Supervisory Skilled & capable leaders and managers in control of their
Officers responsibilities and their staff
Outdoor Workers Competent, effective, efficient, get things done
Indoor Staff Accessible, courteous, helpful, believe in achieving
solutions, effective, efficient, knowledgeable
OVERALL COUNCIL Delivering a level of services and displaying a quality of
PERFORMANCE performance in fulfilling all responsibilities, regarded as
‘value for money’ for the rates and charges you pay
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Section 9
Structured Sample Survey
Random telephone calls were made to resident households throughout the Shire,
using the Electronic White Pages. These calls identified 400 residents aged 18 years
and over who indicated that they were ‘interested in discussing local government
issues and expressing an opinion about them’ and who were prepared to participate in
the survey.
In order to enrol the sample of 400 respondents a total of 4202 attempted and 1592
connected telephone calls were made.
Of the people we initially actually spoke to 46 were insufficiently interested in local
government or were prevented by other constraints from participating but did answer
the ratings question.
Briefing Material Supplied to Participants
After despatching preliminary prompt material to those people who had agreed to
participate, follow-up telephone interviews were conducted by appointment. The
material sent included the explanation of the ‘Themes of Council Responsibility’ set out
on the previous pages, the method of rating for Importance and Performance, and also
described the methods of rating. A copy of this questionnaire is included in the
Appendix of this report.
Data Processing and Analysis
The data has not been weighted. As a matter of course the data, after input, was
cleaned and logic-checked to ensure error-free detailed tables. All percentages in the
tabular output have been rounded to one decimal point. Significance tests have been
applied to identify those differences in response among the various subgroups which
were highly unlikely to have occurred due to chance.
All responses were coded and computer-analysed by the standard breaks of:
Gender
Age Group
Household Situation
Neighbourhood
Home Ownership
Present Work Status
These breaks were established to enable the identification of significant differences in
response patterns among the various community sectors represented by the sub-
samples. For all analysis of these standard demographic breaks, and for the local
issues tables, we have applied significance tests to the differences between the sub-
samples and the total sample. These appear in the tables as:
+++ significantly greater than the sample result at the 99% level of confidence
++ significantly greater than the sample result at the 95% level of confidence
+ significantly greater than the sample result at the 90% level of confidence
--- significantly lower than the sample result at the 99% level of confidence
-- significantly lower than the sample result at the 95% level of confidence
- significantly lower than the sample result at the 90% level of confidence
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Section 10
Tables included in this Report only show results for the Total Sample. However, a comprehensive printout of all analyses has been closely examined in compiling the commentary. Average ratings for Importance and Performance were calculated - from which Weighted Performance Indicators were derived for each parameter being rated. These were then combined to provide a Weighted Performance Index for each of the five Themes of Council Responsibility and for Overall Performance on all 41 Areas as a whole. Reliability of the Findings The findings of the survey are obviously subject to Sampling Error. The maximum Probable Error of our total sample is ±3.1% at the 90% level of confidence. Comparisons between categories and subgroups are subject to varying error depending on respondent frequencies and the relative percentages of respondents falling in different response codes. This survey is not designed to deliver definitive findings for individual Council areas. By continuing to use the basic survey instrument and reporting methodology over an extended period of time, data accumulated in the form of ‘norms’ permit ever more accurate and reliable benchmarks to be established. Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 10
Section 11
RESPONDENT PROFILE
The following section of the report provides a graphical summary of the demographic
profile of the respondents who participated in the survey. The sample averages for the
following demographic characteristics are reported, as follows by:
Gender
Age Group
Household Situation
Neighbourhood
Home Ownership
Present Work Status
The following profile of the survey respondents in Noosa Shire Council is important as
it provides an overview of the community members who have provided their opinion
and perceptions about Council in the following sections of this report.
In terms of gender, the screened sample of ‘interested’ respondents comprised
(49.3%) males and (50.7%) females.
Due to the low incidence of the youngest age group (18-24 age group), it has been
added to the 25-34 years age group for the analysis in this report. This low response
is typical and indicates a much lower interest in local government matters.
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Section 12
The majority (47%) of respondents were ‘living as a couple’ households.
Neighbourhood
Rural
Residential
17%
Acreage built up area,
12% living close to
neighbours
54%
Truly Rural (Like
living on a farm)
17%
Just over half (54%) of the respondents live in built up areas, close to
neighbours.
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Section 13
refused/other
1% Home Ownership
rent
11%
own home
88%
Renters account for 11% of respondents.
88% of respondents were home-owners.
Present Work Status
other
8%
working
working full time
part time 20%
19%
home duties
7% retired
46%
39% of the sample are either working in full or part time employment.
46% of respondents were retired.
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Section 14
OVERALL PERFORMANCE RATINGS
This Survey Method uses two different measurements of community perceptions of
their level of satisfaction with current Council performance – ‘direct’ and ‘calculated’.
The Unweighted Overall Performance Rating
This is obtained from a direct question to all survey participants. This question is the
final one in the rating procedure, and comes after having obtained respondents’ ratings
for both the Importance of each of the 41 Responsibility Areas the survey is about, and
for Council Performance in delivering each one of these Areas
In this final question, we ask our survey sample to give a rating of Overall Council
Performance, using as a basis for judgement the criterion of whether Council is:
‘delivering a level of services and displaying a quality of performance in fulfilling all
responsibilities, regarded as ‘value for money’ for the rates and charges you pay’.
During the initial enrolment process for the survey, we contact a number of residents
who - for one reason or another - are not prepared to undertake the main survey. We
also ask all these contacts - if we can start a conversation with them, and if they qualify
as respondents - to give a similar overall judgement before the contact is terminated.
There were 46 of these contacts in the process of enrolling our sample of 400.
The ratings of the two groups are presented together in the table below and then
graphically (overleaf) for this benchmark survey. A comparison with LGAQ 2015 survey
results is also be provided in the table below and will be updated when results are
available for LGAQ 2017 (approximately August 2017).
TOTAL Very Good Fair Poor Very Don't Not Mean
Good Only Poor Know App.
Total Queensland 700 3.6% 47.9% 43.3% 3.7% 1.6% 0.0% 0.0% 3.48
(LGAQ 2015)
FIRST CONTACT 46 26.1% 41.3% 13.0% 6.5% 4.3% 8.7% 0.0% 3.86
Noosa 2017
Overall Rating 400 16.5% 54.5% 24.0% 3.5% 1.0% 0.5% 0.0% 3.82
Noosa 2017
Provincial 280 2.9% 50.4% 41.4% 3.9% 1.4% 0.0% 0.0% 3.49
(LGAQ 2015)
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Section 15
Overall Performance - Direct Questioning
Very Poor
Poor 1% Very Good
3%
17%
Fair Only
24%
Good
55%
The Sample as a Whole – Direct Questioning
The result for this survey is 3.82 , which is higher than that for Queensland - 3.48
and Provincial Councils – 3.49, as measured in the LGAQ 2015 State-wide
Survey.
A mean score of 3.82, translates to almost three quarters of respondents viewing
Council’s performance as ‘good’ (55%) and ‘very good’ (17%). It is also 76.4% of the
‘Optimum’ score of 5 which means that Council is generally viewed as being
effective in delivering services to the community.
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Section 16
Ratings - Non-participants in survey
Don't Know
9%
Very Poor Very Good
4% 26%
Poor
7%
Fair Only
13%
Good
41%
‘Non-participants’ in the Survey
Those not prepared / unable to do the survey, but prepared to give a rating, have given
a higher rating of 3.86.
The Weighted Aggregated Total Performance Rating
This second measurement of overall satisfaction is calculated by summarising all
Performance ratings of each of the 41 Responsibility Areas into one (1) number,
weighted by the relative Importance of each Area. It is computed by using all
Importance scores, all Performance scores and all weighted Performance Indicators
for all 41 Responsibility Areas and then calculating the weighted Total Performance
Index from the resultant totals, using the standard formula. It is close to, but not the
same as, the average of all Performance means expressed as a share of the Optimum
performance score.
This ‘summary number’ is called the ‘Average Total Performance Index’ or the
Aggregated Overall Performance (Weighted).
Despite being calculated from 84 different mean ratings, the resultant Average TPI has
a value that is quite close to that obtained from the Direct Question given above.
Average Total Performance Index (TPI) for the survey was calculated at 73.24%
By comparison, with LGAQ State-wide survey Provincial averages in 2015, TPIs of
70.96% and 70.89% were achieved, so Noosa’s TPI of 73.24% for 2017 is tracking
above both Queensland wide and Provincial TPIs. (A further comparison with LGAQ
2017 State-wide survey will be provided in an updated report, when these results are
released in August 2017).
Such a high degree of correspondence between the two measurements (Direct
Questioning and Average TPI) suggests that both methods are successfully measuring
the same thing.
Total Performance Indexes can be examined from two general perspectives - the
composition (i.e. the average scores for the individual Importance and Performance
scores for each of the Responsibility Areas in each of the Themes) and a comparison
of the overall index scores over time (for future ongoing tracking surveys).
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Section 17
COMPARISON OF PERFORMANCE INDICES
The following charts show comparison of the Total Performance Index (TPI) for Noosa
2017 with LGAQ 2015. (This chart will be updated with Queensland wide and
Provincial TPI’s from the LGAQ 2017 State-wide survey when available).
The chart above, shows the Noosa TPI (73.2%) for 2017 compared to TPI for the 5
key themes. As can be seen from the chart above, Noosa is well exceeding overall
average TPI in 4 out of the 5 areas namely:
Qualities of Council (76.03%)
Customer Service and Communication (72.94%)
Managing the Shire (72.31%)
Community Lifestyle Services (75.17%)
For Noosa’s Basic Services and Infrastructure TPI (69.91%), it is only just below
Provincial TPI (69.95)% and LGAQ State-wide (71.82%).
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Section 18
ANALYSIS OF KEY POINTS
Areas of Lowest Performance Relative to Importance
The Table shows the 7 Responsibility Areas where there are the greatest gaps
between Performance and Importance - ranked inversely by the level of rated
Performance.
Responsibility Area Importance Performance Share of
Mean Rank Mean Rank Optimum
Providing Leadership 4.25 18 3.54 22 70.7%
& Advocacy
Road Construction 4.32 14= 3.49 23= 69.8%
Responding to the 4.42 6= 3.49 23= 69.7%
Community
Consulting the 4.39 8= 3.48 24 69.6%
community
Road Maintenance 4.53 3 3.43 26 68.7%
Economic 4.36 10 3.20 27 63.9%
Development/Local
Employment
Parking Facilities 4.22 21 2.99 29 59.7%
*Responsibility Areas shown in shading were rated in ‘top ten’ in overall importance
These 7 Responsibility Areas have been selected on the basis that
their Importance rating is at least 3.96 (on the border-line of ‘4’= ‘Important’),
and
their Performance is more than 1.5% below Average (where Average Total
Performance Index is 73.2%).
The size of the job to be done can be defined in two ways:
Move the Performance Mean from the current rating up to the Optimum level
(‘a score of ‘5’). Current Performance as a share of Optimum is shown in the
Share of Optimum column. The difference between ‘Share of Optimum’ and
100.0% shows how actual performance has to improve to achieve a score of
‘5’.
Achieve Equilibrium between Performance and Importance by closing the ‘gap’
between their respective Mean scores. If the gap between the average ratings
for Importance and Performance were to close, there would be a significant
improvement in community perceptions of Overall Performance.
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Section 19
Areas of Highest Performance Relative to Importance
There are 15 Responsibility Areas (out of the total of 41) on which Council performed
best in relation to their judged importance. In this case, ‘best’ is defined as having:
an Importance rating of at least 3.96 (on the border-line of ‘4’= ‘Important’), and
Performance more than 1.5% above Average (where Average Performance is
73.2% - the (calculated) Average Total Performance Index).
Responsibility Area Importance Performance Share of
Mean Rank Mean Rank Optimum
Libraries & Other 4.20 22 4.15 1 83.0%
Information Access
Waste Management 4.49 4 4.06 2 81.2%
Sporting & 3.98 28 3.94 3 78.8%
Recreational Facilities
Customer Service 4.37 9= 3.93 4= 78.6%
Quality & Performance 4.32 14= 3.93 4= 78.5%
of Outdoor Workers
Quality & Performance 4.32 14= 3.92 5= 78.4%
of Indoor Staff
Parks, Playgrounds & 4.23 20 3.92 5= 78.3%
Public Amenities
Disaster Management 4.45 5 3.91 6 78.3%
Development of 4.01 27 3.83 7 76.6%
Tourism
Community Safety 4.37 9= 3.81 8 76.1%
Managerial & 4.41 7 3.80 9 76.0%
Supervisory Officers
Information services 4.24 19 3.78 10 75.7%
Quality of Elected 4.60 1 3.75 11= 75.1%
Council
Environment 4.35 11 3.75 11= 74.9%
Protection &
Conservation
Financial Management 4.56 2 3.74 12 74.8%
*Responsibility Areas shown in shading were rated in ‘top ten’ in overall importance
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Section 20
Areas of Average Performance
There are only 12 Responsibility Areas (out of the total of 41) on which Council has
received an average score which is defined as having;
an Importance rating of at least 3.96 (on the border-line of ‘4’= ‘Important’), and
Performance not more than 1.5% below or above Average (where Average
Performance 73.2% - the (calculated) Average Total Performance Index).
Responsibility Area Importance Performance Share of
Mean Rank Mean Rank Optimum
Environmental 4.33 13 3.71 13 74.3%
Controls
Building Control 4.39 8= 3.68 14= 73.7%
Community Services 4.29 17 3.68 14= 73.6%
Informing the 4.34 12 3.67 15 73.4%
Community
Revenue-raising 4.13 24 3.65 16 73.0%
Town Planning 4.39 8= 3.62 19= 72.5%
Community Health 4.31 15 3.62 19= 72.4%
Pet/Animal Control 4.07 26 3.62 19= 72.3%
Quality of Councillor(s) 4.42 6= 3.62 19= 72.3%
Dealt with
Human Resources 4.14 23 3.60 20= 71.9%
Management
Traffic Management 4.09 25 3.60 20= 71.9%
Drainage & Flood 4.30 16 3.59 21= 71.7%
Mitigation
*Responsibility Areas shown in shading were rated in ‘top ten’ in overall importance
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Section 21
Areas of Least Importance
Only 7 of the 41 Responsibility Areas have not been considered in formulating the
previous three lists (Highest Performers, Lowest Performers and Average Performers)
because they did not have an Importance rating greater than 3.96, or 4 when rounded
(i.e.= ‘Important’).
Nevertheless, they do exist, and are listed below - ranked by their Performance score,
as used in the previous three tables.
Despite their Importance rating being regarded as fairly low, by the Community at
large, Councils cannot avoid expending resources upon them, as they are very
Important to some members of the community (e.g. Community Development is rated
as ‘important’ by 43.3% of respondents). Hence, the detailed data on these particular
areas has to be examined, to formulate priorities - as these show the proportions of
the community who have varying priorities.
Responsibility Area Importance Performance Share of
Mean Rank Mean Rank Optimum
Heritage Protection 3.93 30 3.64 17= 72.7%
Cultural & 3.82 33 3.64 17= 72.7%
Entertainment
Facilities
Shopping Facilities 3.79 34 3.63 18 72.7%
Community 3.92 31 3.59 21= 71.8%
Development
Street Lighting 3.76 35 3.59 21= 71.8%
Footpaths, Kerbing, 3.87 32 3.46 25 69.2%
Guttering
Public Transport 3.94 29 3.07 28 61.5%
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Section 22
EVALUATIONS OF TOTAL PERFORMANCE The following pages present tables showing performance indices (used to benchmark successive measures of performance). These can be used to guide plans and policies in order to improve the levels of satisfaction of the residents of Noosa Shire Council. Weighted Performance Indicators The tabular calculations give the results for each Responsibility Area within each Theme as a Weighted Performance Indicator (WPI). The table then combines these individual Weighted Performance Indicators to produce an overall Total Performance Index (TPI) for each Theme. Individual Weighted Performance Indicators are produced by multiplying the average Performance Rating awarded to a council for each Responsibility Area within a particular Theme by the average Importance Rating given to it. This ‘weights’ each individual Performance score by the level of community priority for that specific Area. To obtain the Total Performance Index (TPI) for each Theme, the individual Weighted Performance Indicators are summed, as an Achieved Score, and percentaged against a Possible Score - which could be achieved only if all respondents gave their council a ‘5’ rating (‘Very Good’) for Performance on all the Responsibility Areas in that Theme. These TPI’s become a benchmark against which Council can track, over individual and successive surveys, the effectiveness with which they have addressed community expectations. They also provide objective numerical data which can be used to crystallise - from the viewpoint of residents - Objectives set out in council Strategic or Corporate Plans. They describe ‘what is’ - actual performance, adjusted for relative importance priorities. Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 22
Section 23
Basic Services & Infrastructure Weighted Performance Index (in order of Importance) Theme 1 2017 Survey Basic Importance Performance Performance Services/Infrastructure Means Means Indexes Road Maintenance 4.53 3.43 68.7% Waste Management 4.49 4.06 81.2% Road Construction 4.32 3.49 69.8% Community Health 4.31 3.62 72.4% Drainage & Flood 4.30 3.59 71.7% Mitigation Parking Facilities 4.22 2.99 59.7% Traffic Management 4.09 3.60 71.9% Public Transport 3.94 3.07 61.5% Footpaths, Kerbing, 3.87 3.46 69.2% Guttering Street Lighting 3.76 3.59 71.8% Means 4.18 3.49 Total Performance Index 69.91% The weighted Total Performance Index (TPI) for Basic Services & Infrastructure is one number, which sums up the whole interaction between Performance and Priorities for this particular Theme. In 2017, the actuality of the interaction between these two forces gives a result of 69.91% of what might have been achieved if Noosa were to achieve perfect performance for every Responsibility Area. The table shows a comparison of how the community actually judges Council performance, as it makes allowance for the relative Importance of each of the Activity Areas judged. This ‘reality’ is shown in the Weighted Performance Indicator numbers. However, the rank order of these WPIs is clearly at variance with the priorities with which the community wants matters to be handled (the table is formatted in the rank order of Importance scores). Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 23
Section 24
Community Lifestyle Services Weighted Performance Index (in order of Importance) Theme 2 2017 Survey Community Importance Performance Performance Lifestyle Services Means Means Indexes Community Safety 4.37 3.81 76.1% Environment 4.35 3.75 74.9% Protection & Conservation Environmental 4.33 3.71 74.3% Controls Community Services 4.29 3.68 73.6% Parks, Playgrounds & 4.23 3.92 78.3% Public Amenities Libraries & other 4.20 4.15 83.0% Information Access Pet/Animal Control 4.07 3.62 72.3% Sporting & 3.98 3.94 78.8% Recreational Facilities Heritage Protection 3.93 3.64 72.7% Community 3.92 3.59 71.8% Development Cultural & 3.82 3.64 72.7% Entertainment Facilities Shopping Facilities 3.79 3.63 76.1% Means 4.11 3.76 Total Performance 75.2% Index The weighted Total Performance Index (TPI) for Community Lifestyle Services in 2017 is 75.2% of the Optimum. Weighted Performance Indicator scores vary from survey to survey, as they are affected by changes to Importance scores as well as Performance scores. Therefore, they can be used as a way of ensuring that planning targets for both Importance and Performance are kept within realistic achievable ranges. They also clearly show where the community’s resources should be allocated to achieve planning objectives Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 24
Section 25
Managing the Shire
Weighted Performance Index (in order of Importance)
Theme 3 2017 Survey
Managing the Shire Importance Performance Performance
Means Means Indexes
Financial Management 4.6 3.7 74.8%
Disaster Management 4.5 3.9 78.3%
Building Control 4.4 3.7 73.7%
Town Planning 4.4 3.6 72.5%
Economic 4.4 3.2 63.9%
Development/Local
Employment
Human Resources 4.1 3.6 71.9%
Management
Revenue-raising 4.1 3.7 73.0%
Development of Tourism 4.0 3.8 76.6%
Means 4.34 3.63
Total Performance Index 72.62%
The weighted Total Performance Index (TPI) for Managing the Shire in 2017 is 72.62%
of the Optimum.
The table shows a comparison of how the community actually judges the performance
of council as it makes allowance for the relative Importance of each of the Activity
Areas judged. This ‘reality’ is shown in the Weighted Performance Indicator numbers.
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Section 26
Customer Service and Communications Weighted Performance Index (in order of Importance) Theme 4 2017 Survey Customer Service Importance Performance Performance and Communication Means Means Indexes Responding to the 4.42 3.49 69.7% Community Consulting the 4.39 3.48 69.6% community Customer Service 4.37 3.93 78.6% Informing the 4.34 3.67 73.4% Community Providing Leadership 4.25 3.54 70.7% & Advocacy Information services 4.24 3.78 75.7% Means 4.33 3.65 Total Performance 72.94% Index The weighted Total Performance Index (TPI) for Customer Service & Communications for 2017 is 72.94%. The table shows a comparison of how the community actually judges Council performance for this theme, as it makes allowance for the relative Importance of each of the Activity Areas judged. This ‘reality’ is shown in the Weighted Performance Indicator numbers. However, the rank order of these WPIs is clearly at variance with the priorities with which the community wants matters to be handled (shown by the rank order of Importance scores). Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 26
Section 27
Qualities of Council
Weighted Performance Index (in order of Importance)
Theme 5 2017 Survey
Qualities of Council Importance Performance Performance
Means Means Indexes
Quality of Elected Council 4.60 3.75 75.1%
Quality of Councillor(s) Dealt 4.42 3.62 72.3%
with
Managerial & Supervisory 4.41 3.80 76.0%
Officers
Quality & Performance of 4.32 3.93 78.5%
Outdoor Workers
Quality & Performance of 4.32 3.92 78.4%
Indoor Staff
Means 4.42 3.80 75.1%
Total Performance Index 76.03%
The 2017 weighted Total Performance Index (TPI) for Qualities of Council is 76.03%.
The table shows how the community actually judges Council performance, as it makes
allowance for the relative Importance of each of the Activity Areas judged. This ‘reality’
is shown in the Weighted Performance Indicator numbers. However, the rank order of
these WPIs is again at variance with Importance priorities (shown by the rank order of
Importance scores).
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Section 28
COMMUNITY RATINGS OF COUNCIL RESPONSIBILITY AREAS (THEMES)
This section comprises two sets of tables and commentary:
the first set of tables deals with the community’s priorities - the IMPORTANCE
of each Area of Responsibility/Service;
the second set of tables deals with the community’s perceptions of what is
actually the case - the ratings for COUNCIL PERFORMANCE in each Area of
Responsibility / Service.
N.B. In the following tables, the Responsibility Areas being rated are presented in
the order of consideration by respondents, not in rank order of Importance or
Performance.
Explanation of Importance & Performance Ratings
In the tables, the MEAN column or row is an average of the IMPORTANCE or
PERFORMANCE ratings given by all respondents, using 5-point scales with clarifying
semantic differentials as follows:
IMPORTANCE PERFORMANCE
Crucial (5) Very Good (5)
Important (4) Good (4)
Nice to Have (3) Fair Only (3)
Unimportant (2) Poor (2)
Quite Unimportant (1) Very Poor (1)
In both measurements, provision was also made for unprompted ‘Don't
Know’ or ‘Not Applicable’ responses. These were factored out of the
calculations by giving them a value = 0.
While the words used in the Performance Scales each have an obvious meaning,
those used in the Importance Scales were explained in detail to all respondents by
the interviewers:
‘Crucial’ means that it is a service or activity that the community must have and
that it is vital for the council either to do or to get involved in to make sure that
it is done by someone.
‘Important’ is for something that you certainly expect your council to do, provide
or make sure that somebody else provides it.
‘Nice To Have’ means just that, as does ‘Not Very Important’.
‘Quite Unimportant’ means unnecessary - something that in any council
cutbacks would be the first to go.
Achieved MEAN scores should thus be considered in relation to the scale being
applied. For example:
a MEAN of 4.5 on Importance indicates that the particular responsibility/quality
is adjudged mid-way between Important and Crucial.
a MEAN of 3.5 for Performance means that the Council is seen as mid-way
between Fair Only and Good in being effective/delivering service on that
particular criterion.
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Section 29
IMPORTANCE
Theme 1: Basic Services & Infrastructure IMPORTANCE
Sample Rank Crucial Import Nice Un- Quite Un- Don't Not Mean LGAQ
Size -ant to important important Know App. 2017 2015
have
Road 400 48.0% 37.5% 12.3% 1.0% 0.8% 0.5% 0.0% 4.32 4.01
Construction 3
Road 400 59.3% 35.3% 4.5% 0.8% 0.0% 0.3% 0.0% 4.53 4.05
Maintenance 1
Footpaths, 400 32.8% 36.0% 15.5% 6.8% 5.5% 3.5% 0.0% 3.87 3.85
Kerbing &
Guttering 9
Street Lighting 400 10 33.0% 31.3% 15.3% 7.8% 8.3% 4.5% 0.0% 3.76 3.92
Traffic 400 39.0% 37.8% 15.0% 1.8% 4.0% 2.5% 0.0% 4.09 3.87
Management 7
Parking 400 41.8% 40.0% 11.0% 2.5% 1.5% 3.3% 0.0% 4.22 3.87
Facilities 6
Public Transport 400 8 38.3% 27.0% 13.3% 3.3% 8.0% 10.3% 0.0% 3.94 3.88
Drainage & 400 52.0% 33.3% 8.0% 2.3% 3.3% 1.3% 0.0% 4.30 4.01
Flood Mitigation 5
Waste 400 58.5% 33.0% 6.3% 1.5% 0.3% 0.5% 0.0% 4.49 4.05
Management 2
Community 400 47.5% 36.3% 12.5% 1.8% 0.3% 1.8% 0.0% 4.31 4.00
Health 4
AVERAGE FOR THEME AS A WHOLE 4.18 3.97
The average level of Importance for the responsibilities in this Theme is 4.18. 7 out of
the 10 responsibility areas judged as ‘important’ (a mean rating of 4.00 or better).
The top 2 priorities are:
Road Maintenance (4.53)
Waste Management (4.49)
Those regarded as least important, were Street Lighting (3.76) and Footpaths, Kerb &
Guttering (3.87).
Significant variances (by age, gender, home ownership) from the sample averages are
also shown, below each graph, for each responsibility area.
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Section 30
Road Construction
Quite
Unimportant Don't Know
Nice to have 1% 1%
12%
Unimportant
1%
Crucial
48%
Important
37%
Significant variances were by:
Gender
2% of females – Unimportant
Unimportant
Road Maintenance
1%
Nice to have
5%
Important
35%
Crucial
59%
Significant variances were by:
Gender
7% of males – Nice to have
Age
2% aged 65 years and over – Unimportant
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Section 31
Footpaths, Kerbing & Guttering
Quite Don't Know
Unimportant 4%
Unimportant
5%
7%
Nice to have Crucial
15% 33%
Important
36%
Significant variances were by:
Gender
22% of males – Nice to have
8% of males – Quite unimportant
45% of females - important
Age
13% of 45-54 years – Unimportant
Street Lighting Don't Know
5%
Quite
Unimportant
8%
Unimportant
8% Crucial
33%
Nice to have
15%
Important
31%
Significant variances were by:
Gender
20% of males – Nice to have
11% of females – Quite unimportant
Age
46% aged 35-44 years - Important
15% aged 45-54 years - Unimportant
22% aged 55-64 years – Nice to have
39% aged 65 years and over - Crucial
Home Ownership
48% renting - Crucial
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Section 32
Don't Know Traffic Management
2%
Quite
Unimportant
4% Unimportant
2%
Nice to have Crucial
15% 39%
Important
38%
There were no significant variances
Quite Parking Facilities Don't Know
Unimportant 3%
2% Unimportant
2%
Nice to have
11%
Crucial
42%
Important
40%
Significant variances were by:
Gender
4% of males – Unimportant
46% of females - Important
Age
4% aged 55-64 years – Quite unimportant
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Section 33
Public Transport
Don't Know
Quite 10%
Unimportant
8%
Crucial
Unimportant
39%
3%
Nice to have
13%
Important
27%
Significant variances were by:
Age
8% aged 45-54 years – Unimportant
15% aged 45-54 years – Quite unimportant
Quite Don't
Drainage & Flood Mitigation
Unimportant Know
3% 1%
Unimportant
2% Nice to have
8%
Important Crucial
34% 52%
Age
8% aged 45-54 years – Unimportant
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Section 34
Waste Management
Don't Know
1%
Unimportant
2%
Nice to have
6%
Important
33% Crucial
58%
Age
71% aged 55-64 years – Crucial
Community Health Don't Know
Unimportant
2% 2%
Nice to have
12%
Crucial
48%
Important
36%
Home Ownership
67% of renters – Crucial
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Section 35
Theme 2: Community Lifestyle Services IMPORTANCE
TOTAL RANK Crucial Import Nice to Un- Quite Don't Not Mean LGAQ
have important Un- Know App 2017 2015
important
Parks, 400 42.0% 40.0% 14.3% 1.8% 0.5% 1.5% 0.0% 4.23 3.85
Playgrounds
& Public
Amenities 5
Environment 400 50.8% 34.0% 11.0% 2.8% 0.5% 1.0% 0.0% 4.33 3.91
al Controls 3
Environment 400 52.5% 34.0% 9.0% 3.8% 0.5% 0.3% 0.0% 4.35 3.88
al Protection
&
Conservation 2
Heritage 400 32.8% 36.5% 21.3% 6.8% 1.5% 1.3% 0.0% 3.93 3.82
Protection 9
Sporting & 400 34.0% 37.0% 21.5% 2.5% 3.0% 2.0% 0.0% 3.98 3.89
Recreational
Facilities 8
Cultural & 400 25.8% 38.5% 26.3% 6.5% 1.3% 1.8% 0.0% 3.82 3.88
Entertainmen
t Facilities 11
Libraries & 400 44.3% 36.3% 13.3% 4.3% 1.0% 1.0% 0.0% 4.20 3.95
Other
Information
Access 6
Community 400 54.8% 31.5% 9.5% 2.8% 1.0% 0.5% 0.0% 4.37 3.96
Safety 1
Community 400 44.5% 41.0% 12.8% 0.5% 0.5% 0.8% 0.0% 4.29 3.88
Service 4
Pet/Animal 400 33.3% 45.0% 16.8% 2.8% 1.5% 0.8% 0.0% 4.07 3.80
Control 7
Shopping 400 24.3% 44.0% 21.8% 5.5% 4.0% 0.5% 0.0% 3.79 3.84
Facilities 12
Community 400 27.8% 43.3% 20.8% 6.5% 0.5% 1.3% 0.0% 3.92 3.84
Development 10
AVERAGE FOR THEME AS A WHOLE 4.11 3.88
The average level of Importance for the responsibilities in this Theme is 4.11.
The following three responsibility areas were rated most important:
Community Safety (4.37)
Environmental Protection & Conservation (4.35)
Environmental Controls (4.33)
Shopping Facilities (3.79) was awarded the lowest priority.
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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Section 36
Parks, Playgrounds & Public Amenities
Quite
Unimportant Don't Know
1% 2%
Unimportant
2%
Nice to
have
14%
Crucial
42%
Important
40%
Significant variances were by:
Gender
18% of males – Nice to have
48% of females - Crucial
Age
7% aged 35-44 years - Unimportant
22% aged 45-54 years – Nice to have
54% aged 55-64 years - Crucial
Quite
Unimportant Environmental Controls
Unimportant
3%
Nice to have Don't Know 1%
11% 1%
Crucial
Important 51%
34%
Age
66% aged 55-64 years - Crucial
5% aged 65 years and over - Unimportant
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Section 37
Environmental Protection & Conservation
Quite
Unimportant Unimportant
4% 1%
Nice to have
9%
Important Crucial
34% 53%
Significant variances were by:
Gender
13% of males – Nice to have
Age
10% aged 35-44 years - Unimportant
71% aged 55-64 years - Crucial
44% aged 65 years and over – Important
Quite
Heritage Protection
Unimportant
2% Unimportant
7%
Don't Know
Crucial 1%
33%
Nice to have
21%
Important
36%
Significant variances were by:
Gender
11% of males – Unimportant
38% of females - Crucial
Home Ownership
54% of renters – Crucial
23% of home owners – Nice to have
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Section 38
Don't
Quite Sporting & Recreational Facilities
Know
Unimportant
2%
3% Unimportant
3%
Crucial
34%
Nice to have
21%
Important
37%
Significant variances were by:
Age
10% aged 35-44 years - Unimportant
9% aged 45-54 years – Quite unimportant
45% aged 55-64 years -Crucial
Cultural & Entertainment Facilities
Quite Don't Know
Unimportant 2%
Unimportant
1%
6%
Crucial
26%
Nice to have
26%
Important
39%
Significant variances were by:
Gender
46% of females – Important
38% of males – Nice to have
Age
34% aged 55-64 years - Crucial
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Section 39
Libraries & Other Information Access
Quite
Unimportant Don't Know
Unimportant
1% 1%
4%
Nice to have
13%
Crucial
45%
Important
36%
Significant variances were by:
Gender
2% of males – Quite unimportant
Age
12% aged 35-44 years –Unimportant
51% aged 45-54 years - Important
Community Safety
Unimportant Don't Know
3% 1% Quite
Unimportant
Nice to have 1%
9%
Important Crucial
31% 55%
Significant variances were by:
Gender
2% of males – Quite unimportant
Age
5% aged 65 years and over - Unimportant
Home Ownership
70% of renters – Crucial
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Section 40
Community Service
Unimportant
1%
Don't Know
Nice to have Quite
1%
13% Unimportant
1%
Crucial
45%
Important
41%
Significant variances were by:
Age
50% aged 65 years and over - Important
Home Ownership
59% of renters – Crucial
Pet/Animal Control
Quite Don't Know
Unimportant 1%
Unimportant 1%
3%
Nice to
have Crucial
17% 33%
Important
45%
Significant variances were by:
Age
29% aged 35-44 years – Nice to have
51% aged 65 years and over - Important
3% aged 65 years and over – Quite unimportant
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Section 41
Shopping Facilities Don't Know
Quite 1%
Unimportant
Unimportant 4%
5%
Crucial
24%
Nice to have
22%
Important
44%
Significant variances were by:
Gender
7% of males – Quite Unimportant
Age
9% aged 65 years and over - Unimportant
Community Development Quite
Don't Know Unimportant
1% 1%
Unimportant
7%
Crucial
Nice to have 28%
21%
Important
43%
There were no significant variances.
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Section 42
Theme 3: Managing the Shire IMPORTANCE
TOTAL RANK Crucial Import. Nice Un- Quite Un- Don't Not Mean LGAQ
to important important Know App. 2017 2017
have
Town Planning 400 3= 55.0% 30.0% 11.8% 2.5% 0.0% 0.8% 0.0% 4.39 3.98
Building Control 400 3= 54.3% 32.8% 10.5% 2.0% 0.3% 0.3% 0.0% 4.39 3.94
Economic 400 51.8% 32.3% 12.0% 2.0% 0.3% 1.8% 0.0% 4.36 4.01
Development &
Local
Employment 4
Development of 400 34.3% 42.0% 15.3% 6.5% 1.8% 0.3% 0.0% 4.01 4.05
Tourism 7
Financial 400 63.0% 28.5% 5.5% 1.3% 0.0% 1.8% 0.0% 4.56 4.05
Management 1
Revenue-raising 400 6 37.5% 42.3% 12.5% 3.8% 1.8% 2.3% 0.0% 4.13 4.01
Staff Management 400 5 33.5% 45.3% 13.5% 2.8% 0.3% 4.8% 0.0% 4.14 3.93
Disaster 400 55.3% 34.5% 8.3% 0.8% 0.3% 1.0% 0.0% 4.45 3.93
Management 2
AVERAGE FOR THEME AS A WHOLE 4.30 4.00
The average level of Importance for the responsibilities in this Theme is 4.30.
Financial Management (4.56) was accorded the highest priority and Disaster
Management second highest (4.45). Town Planning and Building Control, equal third
highest priority (4.39).
Development of Tourism was the lowest priority (4.01).
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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Section 43
Town Planning
Unimportant Don't Know
Nice to have 2% 1%
12%
Important Crucial
30% 55%
Significant variances were by:
Age
21% aged 45-54 years – Nice to have
5% aged 55-64 years - Unimportant
Home Ownership
72% of renters – Crucial
Building Control
Nice to have Unimportant
11% 2%
Important Crucial
33% 54%
Significant variances were by:
Gender
37% of females - Important
Age
20% aged 35-44 years – Nice to have
18% aged 45-54 years - Nice to have
Home Ownership
76% of renters – Crucial
35% of home owners – Important
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Section 44
Economic Development & Local Employment
Unimportant Don't Know
2% 2%
Nice to have
12%
Important Crucial
32% 52%
Significant variances were by:
Age
64% aged 45-54 years - Crucial
61% aged 55-64 years - Crucial
39% aged 65 years and over - Important
Home Ownership
22% of renters – Nice to have
Development of Tourism
Unimportant Quite
7% Unimportant
2%
Nice to have
15%
Crucial
34%
Important
42%
Significant variances were by:
Gender
48% of females – Important
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Section 45
Financial Management
Unimportant
1% Don't Know
Nice to have 2%
6%
Important
29%
Crucial
63%
Significant variances were by:
Age
12% aged 35-44 years – Nice to have
5% aged 35-44 years - Unimportant
12% aged 45-54 years – Nice to have
Revenue-raising
Quite Don't Know
Unimportant Unimportant 2%
4% 2%
Nice to have
12% Crucial
38%
Important
42%
Significant variances were by:
Age
10% aged 35-44 years - Unimportant
24% aged 45-54 years – Nice to have
8% aged 45-54 years – Quite Unimportant
44% aged 65 years and over - Crucial
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Section 46
Staff Management
Unimportant
3% Don't Know
Nice to have 5%
14%
Crucial
33%
Important
45%
Significant variances were by:
Age
10% aged 35-44 years - Unimportant
Significant variances were by:
Age
71% aged 35-44 years - Crucial
40% aged 65 years and over - Important
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Section 47
Theme 4: Customer Service and Communication IMPORTANCE
TOTAL RANK Crucial Import Nice Un- Quite Un- Don't Not Mean LGAQ
-ant to important important Know App. 2017 2015
have
Customer 400 49.0% 39.0% 11.0% 0.8% 0.0% 0.3% 0.0% 4.37 4.03
Service 3
Information 400 39.8% 46.3% 12.3% 1.3% 0.3% 0.3% 0.0% 4.24 3.96
Services 6
Informing the 400 45.8% 43.5% 9.3% 1.5% 0.0% 0.0% 0.0% 4.34 3.98
Community 4
Consulting the 400 50.5% 39.0% 8.0% 1.8% 0.0% 0.8% 0.0% 4.39 4.03
Community 2
Responding to 400 50.3% 40.0% 8.3% 0.3% 0.0% 1.3% 0.0% 4.42 3.99
the Community 1
Providing 400 41.3% 41.5% 13.8% 0.8% 0.5% 2.3% 0.0% 4.25 3.96
Leadership &
Advocacy 5
AVERAGE FOR THEME AS A WHOLE 4.33 3.99
The average level of Importance for the responsibilities in this Theme is 4.33.
The top scores were:
Responding to the Community (4.42)
Consulting the Community (4.39)
Information Services (4.24) was given lowest priority. However, all responsibility areas
were judged as high, with a mean of 4 or more.
Significant variances from the sample averages are also shown, below each graph,
for each responsibility area.
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Section 48
Don't Know
Very Poor 3% Customer Service
1%
Poor
4%
Very Good
Fair Only 23%
19%
Good
50%
Significant variances were by:
Age
18% aged 45-54 years – Nice to have
Don't Know
Information Services
Very Poor 6%
2%
Poor
5% Very Good
16%
Fair Only
22%
Good
49%
Significant variances were by:
Gender
45% of females – Crucial
Age
29% aged 35-44 years –Nice to have
60% aged 45-54 years - Important
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Section 49
Don't
Informing the Community
Know
3%
Very Good
Very Poor
13%
2%
Poor
7%
Fair Only
24%
Good
51%
Significant variances were by:
Age
7% aged 35-44 years - Unimportant
55% aged 55-64 years – Crucial
Consulting the Community
Unimportant
Don't Know
2%
1%
Nice to have
8%
Crucial
Important
50%
39%
Significant variances were by:
Age
7% aged 35-44 years - Unimportant
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Section 50
Responding to the Community
Don't Know
Very Good
7%
Very Poor 10%
4%
Poor
9%
Fair Only Good
29% 41%
Significant variances were by:
Age
2% aged 35-44 years - Unimportant
62% aged 55-64 years - Crucial
Providing Leadership & Advocacy
Very Good
Very Poor 9%
3%
Don't Know
15%
Poor
7%
Good
Fair Only 41%
26%
Significant variances were by:
Gender
18% of males – Nice to have
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Section 51
Theme 5: Quality of Council IMPORTANCE
TOTAL RANK Crucial Import. Nice Un- Quite Un- Don't Not Mean LGAQ
to important important Know App. 2017 2015
have
Quality of Elected 400 66.3% 27.8% 4.8% 0.5% 0.3% 0.5% 0.0% 4.60 4.05
Council 1
Quality of 400 38.8% 28.0% 5.8% 1.0% 0.3% 26.3% 0.0% 4.41 4.01
Councillor(s) Dealt
with 3
Managerial & 400 49.3% 37.8% 7.0% 0.8% 0.3% 5.0% 0.0% 4.42 3.96
Supervisory
Officers 2
Quality/Performance 400 41.8% 47.3% 8.3% 0.5% 0.3% 2.0% 0.0% 4.32 3.94
of Outdoor Workers 4=
Quality/Performance 400 41.3% 44.8% 9.8% 0.0% 0.3% 4.0% 0.0% 4.32 3.93
of Indoor Staff 4=
AVERAGE FOR THEME AS A WHOLE 4.42 3.98
The average level of Importance for the responsibilities in this Theme is 4.42.
Quality of Elected Council (4.60) was accorded the highest priority.
The Quality and Performance of Indoor Staff and Quality and Performance of Outdoor
Staff was given equal lowest priority, with a mean score of 4.32. However, all
responsibility areas rated between important and crucial for this theme.
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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MARKET FACTS (QLD) PTY LTD 51
Section 52
Don't Know
Quality of Elected Council
5%
Poor
6% Very Good
15%
Fair Only
26%
Good
48%
Significant variances were by:
Age
2% aged 45-54 years – Quite Unimportant
Quality of Councillor(s) Dealt with
Very
Good
14%
Don't Know
39% Good
27%
Fair Only
Very Poor 16%
1%
Poor
3%
Significant variances were by:
Gender
33% of males – Important
2% of males - Unimportant
44% of females – Crucial
Age
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MARKET FACTS (QLD) PTY LTD 52
Section 53
5% aged 35-44 years – Unimportant
2% aged 45-54 years – Quite unimportant
Managerial & Supervisory Officers
Very Good
7%
Don't Know
27%
Good
Very Poor 38%
2%
Poor
3% Fair Only
23%
Significant variances were by:
Age
5% aged 35-44 years – Unimportant
2% aged 45-54 years – Quite Unimportant
Quality/Performance of Outdoor Workers
Don't Know
Very Poor
5%
1%
Poor
3% Very Good
21%
Fair Only
20%
Good
50%
There were no significant variances
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MARKET FACTS (QLD) PTY LTD 53
Section 54
Quality/Performance of Indoor Staff
Poor Don't Know Very Good
3% 17% 17%
Fair Only
17%
Good
46%
Significant variances were by:
Age
57% aged 45-54 Years – Important
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MARKET FACTS (QLD) PTY LTD 54
Section 55
PERFORMANCE
Theme 1: Basic Services & Infrastructure PERFORMANCE
Sample RANK Very Good Fair Poor Very Don't Not Mean LGAQ
Size Good Only Poor Know App. 2017 2015
Road Construction 400 5 11.5% 43.8% 28.5% 8.8% 5.0% 2.5% 0.0% 3.49 3.54
Road Maintenance 400 7 11.0% 40.0% 32.0% 12.3% 3.5% 1.3% 0.0% 3.43 3.52
Footpaths, Kerbing & 400 11.3% 38.0% 31.5% 6.3% 5.8% 7.3% 0.0% 3.46 3.49
Guttering 6
Street Lighting 400 4= 14.3% 36.5% 30.0% 4.0% 4.3% 11.0% 0.0% 3.59 3.57
Traffic Management 400 3 18.0% 39.3% 25.3% 9.0% 4.5% 4.0% 0.0% 3.60 3.71
Parking Facilities 400 9 6.3% 25.3% 33.8% 22.0% 8.5% 4.3% 0.0% 2.99 3.72
Public Transport 400 8 6.8% 25.3% 22.8% 15.0% 9.0% 21.3% 0.0% 3.07 3.79
Drainage & Flood 400 12.8% 47.8% 22.8% 6.0% 5.8% 5.0% 0.0% 3.59 3.54
Mitigation 4=
Waste Management 400 1 31.8% 46.8% 16.8% 2.3% 1.5% 1.0% 0.0% 4.06 3.60
Community Health 400 2 9.3% 42.5% 25.3% 4.5% 2.3% 16.3% 0.0% 3.62 3.61
AVERAGE FOR THEME AS A 3.49 3.63
WHOLE
The average performance rating for this Theme is 3.49.
The top performers were:
Waste Management (4.06)
Community Health (3.62)
The poorest performing area was Parking Facilities (2.99).
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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MARKET FACTS (QLD) PTY LTD 55
Section 56
Road Construction
Quite
Unimportant Don't Know
Nice to have 1% 1%
12%
Unimportant
1%
Crucial
48%
Important
37%
There were no significant variances
Don't Know Road Maintenance
1% Very Good
11%
Very Poor
5%
Poor
12%
Fair Only Good
32% 40%
There were no significant variances
Noosa Customer Satisfaction Survey 2017
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Section 57
Footpaths, Kerbing & Guttering
Quite Don't Know
Unimportant 4%
Unimportant 5%
7%
Crucial
Nice to have
33%
15%
Important
36%
Significant variances were by:
Gender
9% of males – Poor
44% of females - Good
Street Lighting Don't Know
Quite
5%
Unimportant
8%
Unimportant
8%
Crucial
33%
Nice to have
15%
Important
31%
Significant variances were by:
Age
42% aged 45-54 years – Fair only
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Section 58
Significant variances were by:
Age
10% aged 45-54 years – Very poor
Home Ownership
39% of renters – Fair only
Quite Parking Facilities
Unimportant Don't Know
2% Unimportant 3%
2%
Nice to have
11%
Crucial
42%
Important
40%
Significant variances were by:
Age
48% aged 45-54 years – Fair only
Home Ownership
48% of renters – Fair only
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Section 59
Public Transport Very Good
6%
Don't Know
16%
Good
Very Poor 27%
7%
Poor
8% Fair Only
36%
Significant variances were by:
Age
17% aged 35-44 years – Very good
25% aged 55-64 - Poor
30% aged 45-54 years - Fair only
Home Ownership
15% of renters – Very good
Quite Don't
Drainage & Flood Mitigation
Unimportant Know
3% 1%
Unimportant
2% Nice to have
8%
Crucial
Important
52%
34%
Significant variances were by:
Gender
8% of males – Very poor
54% of females - Good
Age
15% aged 35-44 years - Poor
13% aged 45-54 years - Poor
11% aged 55-64 years – Very poor
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Section 60
Waste Management
Don't Know
1%
Unimportant
2%
Nice to have
6%
Important
33% Crucial
58%
Significant variances were by:
Age
27% aged 45-54 years – Fair only
8% aged 45-54 years - Poor
Community Health Don't Know
Unimportant
2% 2%
Nice to have
12%
Crucial
48%
Important
36%
Significant variances were by:
Age
6% aged 55-64 years – Very poor
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Section 61
Theme 2: Community Lifestyle Services PERFORMANCE
TOTAL RANK Very Good Fair Poor Very Don't Not Mean LGAQ
Good Only Poor Know App. 2017 Mean
2015
Parks, Playgrounds & 400 20.5% 52.0% 20.0% 2.8% 1.0% 3.8% 0.0% 3.92 3.72
Public Amenities 3
Environmental Controls 400 6 17.0% 42.5% 24.5% 5.8% 2.5% 7.8% 0.0% 3.71 3.23
Environmental 400 19.5% 42.8% 24.8% 5.3% 2.8% 5.0% 0.0% 3.75 3.24
Protection &
Conservation 5
Heritage Protection 400 8= 10.5% 40.0% 28.8% 5.3% 0.8% 14.8% 0.0% 3.64 3.28
Sporting & Recreational 400 16.8% 54.3% 18.3% 1.5% 0.3% 9.0% 0.0% 3.94 3.78
Facilities 2
Cultural & 400 11.3% 45.8% 28.5% 7.3% 0.8% 6.5% 0.0% 3.64 3.66
Entertainment Facilities 8=
Libraries & Other 400 34.0% 45.0% 13.8% 2.3% 0.5% 4.5% 0.0% 4.15 4.04
Information Access 1
Community Safety 400 4 13.3% 50.8% 24.5% 3.3% 0.0% 8.3% 0.0% 3.81 3.37
Community Service 400 7 11.8% 43.3% 31.5% 2.8% 1.3% 9.5% 0.0% 3.68 3.39
Pet/Animal Control 400 10 10.8% 50.5% 25.8% 6.5% 3.0% 3.5% 0.0% 3.62 3.07
Shopping Facilities 400 9 13.8% 47.8% 25.3% 6.8% 3.5% 3.0% 0.0% 3.63 3.21
Community 400 9.0% 42.5% 34.5% 4.5% 1.0% 8.5% 0.0% 3.59 3.31
Development 11
AVERAGE FOR THEME AS A 3.76 3.44
WHOLE
The average performance rating for this Theme is 3.76.
The top performers were:
Libraries & Other Information Access (4.15)
Parks, Playgrounds & Public Amenities (3.92)
The poorest performing area was Pet and Animal Control (3.62).
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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Section 62
Parks, Playgrounds & Public Amenities
Very Poor Don't Know
1% 4%
Poor
3% Very Good
20%
Fair Only
20%
Good
52%
Significant variances were by:
Gender
25% of females – Very good
Environmental Controls
Very Poor
Don't Know
3%
8%
Poor
6%
Very Good
17%
Fair Only
24%
Good
42%
Significant variances were by:
Gender
29% of males – Fair only
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Section 63
Environmental Protection & Conservation
Don't Know
Very Poor
5%
3% Very Good
Poor
5% 19%
Fair Only
25%
Good
43%
There were no significant variances
Heritage Protection
Very Poor
Very Good
1%
10%
Poor Don't Know
5% 15%
Good
Fair Only
40%
29%
Significant variances were by:
Age
46% aged 35-44 years - Fair only
22% aged 35-44 years – Very good
15% aged 45-54 years - Poor
Home Ownership
22% of renters – Very good
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Section 64
Sporting & Recreational Facilities
Don't Know
Very Good
9%
17%
Poor
2%
Fair Only
18%
Good
54%
Significant variances were by:
Age
37% aged 35-44 years – Fair only
2% aged 35-44 years – Very poor
Cultural & Entertainment Facilities
Very Good
Don't Know
11%
7%
Very Poor
1%
Poor
7%
Fair Only
29%
Good
46%
There were no significant variances
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MARKET FACTS (QLD) PTY LTD 64
Section 65
Libraries & Other Information Access
Very Poor
1% Don't Know
Poor 5%
2%
Fair Only
14%
Very Good
34%
Good
45%
Significant variances were by:
Home Ownership
26% of renters – Fair only
Community Safety
Don't Know
Poor 8%
3%
Very Good
13%
Fair Only
25%
Good
51%
Significant variances were by:
Gender
17% of males – Very good
Age
37% aged 45-54 years – Fair only
10% aged 55-64 years - Poor
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Section 66
Very Poor Community Service
1% Don't Know
9%
Poor
3% Very Good
12%
Fair Only
32% Good
43%
Significant variances were by:
Age
49% aged 35-44 years – Fair only
5% aged 45-54 years – Very poor
6% aged 55-64 years - Poor
Don't
Pet/Animal Control
Know
Very Poor 4%
3%
Poor Very
6% Good
11%
Fair Only
26%
Good
50%
Significant variances were by:
Age
8% aged 45-54 years – Very poor
Home Ownership
39% of renters – Fair only
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Section 67
Shopping Facilities
Very Poor
3% Don't Know
Poor 3%
7%
Very Good
14%
Fair Only
25%
Good
48%
Significant variances were by:
Age
7% aged 55-64 years – Very poor
Community Development
Very Poor Don't Know
1% 9% Very Good
Poor 9%
5%
Fair Only Good
34% 42%
Significant variances were by:
Gender
2% of males – Very poor
Age
49% aged 35-44 years – Fair only
10% aged 45-54 years - Poor
4% aged 55-64 years – Very Poor
Home Ownership
54% of renters – Fair only
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Section 68
Theme 3: Managing the Shire PERFORMANCE
TOTAL RANK Very Good Fair Poor Very Don't Not Mean LGAQ
Good Only Poor Know Appli 2017 2015
cable
Town Planning 400 6 15.3% 41.3% 24.5% 11.5% 1.0% 6.5% 0.0% 3.62 3.54
Building Control 400 4 16.3% 42.8% 23.0% 9.8% 1.0% 7.3% 0.0% 3.68 3.57
Economic 400 4.3% 28.3% 40.0% 13.3% 3.0% 11.3% 0.0% 3.20 3.46
Development &
Local Employment 8
Development of 400 18.8% 49.5% 22.3% 3.5% 2.0% 4.0% 0.0% 3.83 3.46
Tourism 2
Financial 401 16.3% 35.5% 28.0% 2.5% 1.8% 16.0% 0.3% 3.74 3.56
Management 3
Revenue-raising 400 5 11.0% 43.0% 27.3% 4.5% 1.8% 12.5% 0.0% 3.65 3.57
Staff Management 400 7 7.0% 37.3% 21.5% 4.3% 2.0% 28.0% 0.0% 3.60 3.57
Disaster 400 18.8% 48.3% 18.5% 1.8% 1.5% 11.3% 0.0% 3.91 3.57
Management 1
AVERAGE FOR THEME AS A 3.65 3.53
WHOLE
The average performance rating for this Theme is 3.65.
The top performers were:
Disaster Management (3.91)
Development of Tourism (3.83)
Financial Management (3.74)
The poorest performing areas were Economic Development & Local Employment
(3.20).
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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MARKET FACTS (QLD) PTY LTD 68
Section 69
Don't Know Town Planning
5% Very Good
Very Poor 7%
4%
Poor
7%
Fair Only
29% Good
48%
Significant variances were by:
Gender
15% of males – Poor
Age
22% aged 45-54 years - Poor
Home Ownership
13% of home owners – Poor
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Section 70
Building Control
Don't Know
Very Good
Very Poor 7%
7%
3%
Poor
5%
Fair Only Good
31% 47%
Significant variances were by:
Gender
13% of males – Poor
2% of males – Very poor
48% of females – Good
Economic Development & Local Employment
Don't Know
Very Poor 4%
7% Very Good
3%
Good
Poor 24%
18%
Fair Only
46%
Significant variances were by:
Gender
18% of males – Poor
6% of females – Very good
Age
24% aged 45-54 years - Poor
Home Ownership
57% of renters – Fair only
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Section 71
Don't Know
Development of Tourism
5%
Very Poor
3% Poor Very Good
9% 8%
Good
35%
Fair Only
40%
Significant variances were by:
Age
9% aged 45-54 years - Poor
Financial Management Very Good
6%
Very Poor
4% Don't
Know
11%
Poor
Good
10%
34%
Fair Only
35%
Significant variances were by:
Age
42% aged 35-44 years – Fair only
9% aged 45-54 years - Poor
4% aged 55-64 years – Very Poor
42% aged 65 years and over – Good
23% aged 65 years and over – Very good
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Section 72
Don't Know Revenue-raising
5% Very Good
Very Poor 8%
3%
Poor
11%
Good
Fair Only 38%
35%
There were no significant variances
Very
Staff Management Good
5%
Very Poor
3% Don't Know
14%
Poor
5% Good
35%
Fair Only
38%
Significant variances were by:
Age
9% aged 45-54 years - Poor
7% aged 55-64 years – Very poor
Home Ownership
35% of renters – Fair only
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MARKET FACTS (QLD) PTY LTD 72
Section 73
Significant variances were by:
Gender
3% of males – Very poor
Age
4% aged 55-64 years - Poor
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 73
Section 74
Theme 4: Customer Service and Communication PERFORMANCE
TOTAL RANK Very Good Fair Poor Very Don't Not Mean LGAQ
Good Only Poor Know App. 2017 2015
Customer Service 400 1 23.5% 49.8% 19.0% 3.8% 1.3% 2.8% 0.0% 3.93 3.55
Information Services 400 2 16.0% 49.5% 21.8% 5.0% 1.5% 6.3% 0.0% 3.78 3.50
Informing the Community 400 3 12.8% 51.3% 23.3% 7.3% 2.3% 3.3% 0.0% 3.67 3.47
Consulting the Community 400 6 9.3% 43.3% 29.3% 10.8% 2.8% 4.8% 0.0% 3.48 3.32
Responding to the 400 10.5% 40.5% 29.3% 9.3% 3.5% 7.0% 0.0% 3.49 3.36
Community 5
Providing Leadership & 400 9.0% 40.8% 26.0% 6.5% 3.3% 14.5% 0.0% 3.54 3.38
Advocacy 4
AVERAGE FOR THEME AS A WHOLE 3.65 3.43
The average performance rating for this Theme is 3.65.
The top performers were:
Customer Service (3.93)
Information Services (3.78)
The poorest performing areas were Consulting the Community (3.48) and Responding
to the Community (3.49).
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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Section 75
Don't Know
Very Poor 3% Customer Service
1%
Poor
4%
Very Good
Fair Only 23%
19%
Good
50%
Significant variances were by:
Age
4% aged 55-64 years – Very poor
Home Ownership
35% of renters – Fair only
Information Services
Don't Know
Very Poor 6%
2%
Poor
5% Very Good
16%
Fair Only
22%
Good
49%
Significant variances were by:
Age
17% aged 35-44 years - Poor
6% aged 55-64 years – Very poor
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Section 76
Don't
Informing the Community
Know
3%
Very Good
Very Poor
13%
2%
Poor
7%
Fair Only
24%
Good
51%
Significant variances were by:
Age
16% aged 45-54 years - Poor
7% aged 55-64 years – Very Poor
Don't Know
5% Consulting the Community
Very Good
Very Poor 9%
3%
Poor
11%
Fair Only Good
29% 43%
Significant variances were by:
Gender
12% of males – Very good
Age
21% aged 45-54 years - Poor
8% aged 55-64 years – Very poor
Home Ownership
12% of home owners – Poor
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Section 77
Responding to the Community
Don't Know
Very Good
7%
Very Poor 10%
4%
Poor
9%
Fair Only Good
29% 41%
Significant variances were by:
Age
22% aged 45-54 years - Poor
8% aged 55-64 years – Very Poor
Providing Leadership & Advocacy
Very Good
Very Poor 9%
3%
Don't Know
15%
Poor
7%
Good
Fair Only 41%
26%
Significant variances were by:
Age
13% aged 45-54 years - Poor
8% aged 55-64 years – Very poor
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Section 78
Theme 5: Quality of Council PERFORMANCE
TOTAL RANK Very Good Fair Poor Very Don't Not Mean LGAQ
Good Only Poor Know App. 2017 2015
Quality of Elected Council 400 4 15.0% 47.8% 26.0% 6.3% 0.0% 5.0% 0.0% 3.75 3.40
Quality of Councillor(s) 400 13.5% 27.3% 16.3% 3.3% 1.0% 38.8% 0.0% 3.80 3.42
Dealt with 3
Managerial & Supervisory 400 6.5% 38.3% 23.3% 3.0% 1.8% 27.3% 0.0% 3.62 3.44
Officers 5
Quality/Performance of 400 21.3% 50.5% 19.5% 3.3% 0.8% 4.8% 0.0% 3.93 3.49
Outdoor Workers 1
Quality/Performance of 400 17.3% 45.5% 17.5% 2.8% 0.3% 16.8% 0.0% 3.92 3.49
Indoor Staff 2
AVERAGE FOR THEME AS A WHOLE 3.80 3.45
The average performance rating for this Theme is 3.80.
The top performers were Quality/Performance of Outdoor Staff and Indoor Staff with
3.93 and 3.92 respectively.
The poorest performing area for this theme was the Managerial & Supervisory Officers
(3.62).
Significant variances from the sample averages are also shown, below each graph, for
each responsibility area.
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Section 79
Don't Know
Quality of Elected Council
5%
Poor
6% Very Good
15%
Fair Only
26%
Good
48%
Significant variances were by:
Age
39% aged 35-44 years – Fair only
15% aged 45-54 years - Poor
11% aged 55-64 years - Poor
19% aged 65 years and over – Very good
Home Ownership
41% of renters – Fair only
50% of home owners – Good
Quality of Councillor(s) Dealt with
Very
Good
14%
Don't Know
39% Good
27%
Fair Only
Very Poor 16%
1%
Poor
3%
Significant variances were by:
Age
15% aged 35-44 years - Poor
34% aged 65 years and over - Good
Home Ownership
9% of renters – Poor
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Section 80
Managerial & Supervisory Officers
Very Good
7%
Don't Know
27%
Good
Very Poor 38%
2%
Poor
3% Fair Only
23%
Significant variances were by:
Gender
44% of males – Good
Age
32% aged 55-64 years – Fair only
6% aged 55-64 years – Very poor
Quality/Performance of Outdoor Workers
Don't Know
Very Poor 5%
1%
Poor
3% Very Good
21%
Fair Only
20%
Good
50%
There were no significant variances
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 80
Section 81
Significant variances were by: Age 8% aged 45-54 years – Poor Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 81
Section 82
PUBLIC OPINION QUESTIONS – KEY FINDINGS
This section of the report presents the key findings of the two public opinion questions.
They were asked as ‘open ended questions’ in the survey. However, in order to give a
snapshot summary, they are also graphically presented.
In this survey, all questions were included in the briefing mail-out sent to each respondent
prior to the main telephone interview. Consequently, respondents had time to think about
the question, and give a ‘considered’ opinion. They were requested to do just this – even
discuss the question with friends and relations – in the briefing letter.
1. Do you or your family have a disaster management plan for a flood or a
fire?
Almost a third (60%), as shown graphically below, of respondents have
disaster management plan for a flood or fire.
There were no significant variances.
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Section 83
2. During a disaster event, how will you access information?
By far, accessing information from the radio, was the most common response with
60% of respondents mentioning this medium.
The other most common ways respondents access information during a disaster
event were:
TV (35.4%)
Friends/neighbours (27.4%)
Phone / SMS (21.6%)
Significant variances were by:
Gender
11% of females – Facebook
Age
49% aged 35-44 years – web/online
68% aged 65 years and over - Radio
37% aged 65 years and over – Friends/Neighbours
12%% aged 65 years and over – Local Newspaper
Home Ownership
24% of renters – Facebook
15% of renters – Local newspaper
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MARKET FACTS (QLD) PTY LTD 83
Section 84
3. Council consistently strives to strike the right balance between providing
the best possible services and operating within its financial means. Would
you prefer that Council…
The majority (86%) of respondents preferred to ‘leave as is ‘, when trying to
strike a balance between providing the best possible service and operating
within its financial means.
There were no significant variances
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 84
Section 85
4. Council is constantly striving to communicate well with residents. What
would be the method you would choose to seek information from council
about a project or an issue?
The most common ways respondents seek information is through:
Council’s Customer service staff (50%),
Council’s web (30%),
Local Newspaper (21.5%)
All other responses are graphically summarised below.
Significant variances were by:
Gender
10% of Males – Newsletter from mayor/councillors
16% of Females – Letterbox drops
Age
15% aged 35-44 years – Newsletter from Mayor/Councillors
40% aged 55-64 years – Council’s website
Home Ownership
13% of renters – Newsletter from Mayor/Councillors
7% of renters – Word of mouth
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 85
Section 86
5. Would you like to register to receive important Council updates using any
of the following methods?
a) Online community engagement portal on Council’s website
29% of respondents advised they would like to receive important council
updates via the online community engagement portal, as shown
graphically below.
Significant variances were by:
Gender
35% of males - Yes
77% of females – No
Age
45% aged 45-54 years - yes
81% aged 65 years and over - no
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 86
Section 87
b) Email
33% of respondents advised they would like to receive important council
updates via email communication, as shown graphically below.
Significant variances were by:
Age
43% aged 45-54 years - yes
42% aged 55-64 years - yes
74% aged 65 years and over - no
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 87
Section 88
c) E-Newsletter
35% of respondents advised they would like to receive important council
updates via E- Newsletter, as shown graphically below.
Significant variances were by:
Age
48% of 55-64 years - yes
73% of 65 years and over - no
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 88
Section 89
d) Rate notice via email
31% of respondents advised they wished to receive important council
updates through Rate notice via email, as shown graphically below.
Significant variances were by:
Age
43% aged 55-64 years – yes
77% aged 65 years and over - no
Home Ownership
89% of renters – no
33% of home owners - yes
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 89
Section 90
SUMMARY This 2017 benchmark study for Noosa Shire Council clearly shows the extent to which Council is currently performing and is perceived to be meeting expectations of the community it serves. While this study can be used as a stand-alone report on the situation in Noosa Shire Council, as the community sees it, it can also be compared against an external standard - the 2015 LGAQ State-wide Report of results for Queensland, and Provincial Councils. An update report will provide a comparison to Noosa 2017 results, when the results of the LGAQ 2017 survey results, are released (due August 2017). Obviously, for reviewing performance, up-dating the Corporate Plan, and determining priorities, the most important information is the actual detail in Noosa’s own study. However, taking account of an external measurement criterion is important, as it provides Council with a relative comparison measure of its performance. Overall Performance An assessment of the overall performance of Council, is obtained at the end of the survey, after all the ratings for Importance and Performance for the 41 individual Areas of Council Responsibility have been obtained – a process which gives respondents plenty of time to review and assess just how well its Council has actually performed, on the ‘things that matter’. In this final question, respondents are asked to provide ratings for ‘Overall Council Performance’. The average of these ratings provides a single number which sums up their attitudes on the whole subject. The result for this survey is 3.82, which translates to almost three quarters of respondents viewing Council’s performance as ‘good’ (55%) and ‘very good’ (17%). It is also 76.4% of the ‘Optimum’ score of 5 which means that Council is generally viewed as being effective in delivering services to the community. A second way of measuring “Overall Performance” is to take the individual Performance ratings for each of the 41 Council Responsibility Areas, add them up after allowing for the relative “perceived Importance” of each of the Areas, and then calculate the result as a percentage of the possible optimum. On this basis (called the Average Total Performance Index), Noosa Shire Council is rated as achieving 73.2%. Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 90
Section 91
COMPARISON OF PERFORMANCE INDICES
Total Performance Index (TPI) for Noosa is 73.2%, and is compared graphically with
LGAQ State-wide and Provincial TPIs.
(This chart will updated with Queensland wide and Provincial TPI’s from the LGAQ
2017 State-wide survey when available).
The chart above, shows the Noosa TPI (73.2%) for 2017 compared to TPI for the 5
key themes. As can be seen from the chart above, Noosa is well exceeding overall
average TPI in 4 out of the 5 areas namely:
Qualities of Council (76.03%)
Customer Service and Communication (72.94%)
Community Lifestyle Services (75.17%)
Managing the Shire (72.31%)
For Noosa’s Basic Services and Infrastructure TPI (69.91%), it is only just below
Provincial TPI (69.95%) and LGAQ State-wide (71.82%).
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 91
Section 92
Areas Rated as Being ‘Poor’ on Performance
Market Facts believes that Corporate Planning and Continuous Improvement initiatives
in Noosa Shire Council should focus on and prioritise those areas of responsibility,
which are more important to residents and where Council is seen as being further away
from fulfilling expectations (performance ratings). The objective should be to ‘close
those gaps’.
This can be done by closing the gap between actual Performance and what it would
be if it achieved the Optimum Score of ‘5’ (which is not the same as the Importance
score)
These 7 Responsibility Areas have been selected on the basis that
their Importance rating is at least 3.96 (on the border-line of ‘4’= ‘Important’),
and
their Performance is more than 1.5% below Average (where Average Total
Performance Index is 73.2%).
These are shown graphically below.
Lowest Performers
Parking Facilities 59.7%
Economic Development/Local Employment 63.9%
Road Maintenance 68.7%
Consulting the community 69.6%
Responding to the Community 69.7%
Road Construction 69.8%
Providing Leadership & Advocacy 70.7%
50.0% 55.0% 60.0% 65.0% 70.0% 75.0%
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 92
Section 93
Areas Rated as Being ‘High’ on Performance There are 15 Responsibility Areas (out of the total of 41) on which Council performed best in relation to their judged importance. In this case, ‘best’ is defined as having an Importance rating of at least 3.96, and Performance more than 1.5% above Average (73.2%). This list does not include all the Areas where the “gaps are smallest”, as most of these do not have an Importance score above ‘4’ (the border-line between ‘Important’ and ‘Nice to Have’). Noosa Customer Satisfaction Survey 2017 MARKET FACTS (QLD) PTY LTD 93
Section 94
Areas of Average Performance
There are only 12 Responsibility Areas (out of the total of 41) on which Council has
received an average score which is defined as having:
an Importance rating of at least 3.96 (on the border-line of ‘4’= ‘Important’), and
Performance not more than 1.5% below or above Average (where Average
Performance 73.2% - the (calculated) Average Total Performance Index).
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 94
Section 95
Areas of Least Importance
Only 7 of the 41 Responsibility Areas have not been considered in formulating the
previous three lists (Highest Performers, Lowest Performers and Average Performers)
because they did not have an Importance rating greater than 3.96, or 4 when rounded
(i.e.= ‘Important’).
Nevertheless they do exist, and are listed below - ranked by their Performance score,
as used in the previous three tables.
Despite their Importance rating being regarded as fairly low by the Community at large,
Councils cannot avoid expending resources upon them, as they are very Important to
some members of the community (e.g. Sporting & Recreational Facilities is rated as
‘important’ by 55.5% of respondents). Hence, the detailed data on these particular
areas has to be examined to formulate priorities - as these show the proportions of the
community who have varying priorities.
Least Important (Mean <3.96)
Street Lighting 3.76
Shopping Facilities 3.79
Cultural & Entertainment Facilities 3.82
Footpaths, Kerbing, Guttering 3.87
Community Development 3.92
Heritage Protection 3.93
Public Transport 3.94
3.65 3.70 3.75 3.80 3.85 3.90 3.95 4.00
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 95
Section 96
The High Priority Areas
The Responsibility Areas, that have the largest ‘gaps’ between their scores for
Performance and their scores for Importance, also appear near the top of the
Importance ranking and at the bottom of the Performance ranking.
These are the Areas where residents are expressing high levels of dissatisfaction with
Performance levels and are awarding strong ‘should try harder’ scores.
Performance Improvement Targets
The chart overleaf shows a list of targets for improvement where elements have
performance ratings 1.5% or more below the average performance assessment of
73.2%, but which also have relatively high (=/>4) levels of importance. There are
others close to the cut-off not shown in this figure, although these are noted in the
detailed findings.
Performance Improvement Targets
OVERALL WEIGHTED PERFORMANCE INDEX 73.20%
Parking Facilities 59.7%
Economic Development/Local Employment 63.9%
Road Maintenance 68.7%
Consulting the community 69.6%
Responding to the Community 69.7%
Road Construction 69.8%
Providing Leadership & Advocacy 70.7%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
These elements can be considered as priorities for enhancement of overall
performance. Attention to these elements will lead to the greatest overall increase in
the weighted performance indices.
This 2017 benchmark customer satisfaction survey provides a solid foundation for
Noosa Shire Council to review its targets for improving its performance ratings. The
results show that Noosa Shire Council is tracking well above it Provincial counterparts,
and also for Queensland, in term of overall performance when compared with LGAQ
2015 survey results. This will be further compared later in 2017, when LGAQ State-
wide 2017 is available.
However, this research will enable future ongoing tracking studies to be undertaken by
Noosa Shire Council, to monitor the degree of success it is having in reaching their
performance improvement targets.
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 96
Section 97
APPENDIX
Survey Questionnaire
Noosa Customer Satisfaction Survey 2017
MARKET FACTS (QLD) PTY LTD 97
Section 98
NOOSA SHIRE COUNCIL
COMMUNITY SATISFACTION & ATTITUDES SURVEY
2017
Interviewers' Instructions
&
Respondent Contact
Market Facts Ref: J2402
Total Sample n=400
J2402 Noosa Shire Council 2017 Market Facts (Qld) Pty Ltd Page 98 of 115
Section 99
Stage I FIRST CONTACT
Good morning/ afternoon/ evening, my name is ............ from Market Facts, the Queensland Market Research
Company, and I'm ringing on behalf of the NOOSA SHIRE COUNCIL. We're conducting a survey about the sorts of
services people expect from their local council and how well they feel the council is doing its job... Are you a
permanent resident of your local area, aged 18 years or over? (IF NO, ASK FOR SOMEONE ELSE WHO IS)
1(a) Are you normally fairly interested in discussing local government issues and expressing an opinion about
them?
Yes 1 [GO TO 2]
No 2 [GO TO 1(b)]
Maybe / Don’t Know/ Not Sure 3 [GO TO 1(b)]
Refuses interview (TERMINATE, TALLY BELOW AND RECORD ON CALL SHEET):
(b) Would you be prepared to express an opinion about the sorts of services you expect from your local council?
Yes 1 [GO TO 2] No 2 [GO TO 4]
2(a) Are you an employee of your local council?
Yes 1 No 2 [GO TO 4]
(b) Do you feel able to judge how well the local council is doing its job?
Yes 1 No 2 [GO TO 4]
(c) Have you been living in this area for at least a year?
Yes 1 No 2 [GO TO 5]
Well, we'd be grateful if you would take part in our survey... It involves our posting to you some information on the
different types of Council services and then ringing you again to get your opinions of your Council's performance...
3 Are you prepared to take part?
Yes 1 [GO TO Page 2 of this Questionnaire]
No 2 [GO TO 5]
4 Have you been living in this area for at least a year?
Yes 1 No 2
5 Well if you were asked to give your local council a rating on how well they are carrying out their responsibilities
and delivering the services they are supposed to, would you give them a 5 for ‘very good’, a 4 for ‘good’, a 3 for
‘fair only’, a 2 for ‘poor’ or a 1 for ‘very poor’? (TALLY STROKE THE RATING IN THE RELEVANT BOX) THANK
AND TERMINATE CONTACT
5
4
3
2
1
Cannot Judge
THANK, AND TERMINATE CONTACT
J2402 Noosa Shire Council 2017 Market Facts (Qld) Pty Ltd Page 99 of 115
Section 100
SCREENING QUESTIONNAIRE - Page 2
And just to make sure we are covering a cross-section of people in our survey ......
6. Thinking about your neighbourhood, could it be described as....
A built-up area, living close to your neighbours? 1
Park residential (½-1 hectare / 1-2½ acres) 2
Rural residential (more than 1-2 hectare/ 2½-5 acres) 3
A truly rural area, like living on a farm? 4
7. RECORD GENDER Male 1
Female 2
8. What age group are you in? Would you be .........
18 - 24 ? 1 45 - 54 ? 4
25 - 34 ? 2 55 - 64 ? 5
35 - 44 ? 3 65 yrs and over 6
9. What is your present work status? Are you...
Working full-time? 1 Home duties? 4
Working part-time? 2 Retired? 5
Unemployed? 3 Incapacitated? 6
10. Are you renting, or living in your own home?
Renting 1
Own home 2
ENROL RESPONDENTS FOR MAIN SURVEY
■ Write name, address, phone or fax number and preferred re-contact arrangements on “contact sheet’
for use in re-contacting
■ Organise posting / faxing / emailing of letter and attachments.
Thank you for your help.
I will be sending your information packet shortly. Please read it through very carefully as our second interview will
be all about the conclusions you reach after reading this material. The material we are sending you is not confidential
- you can discuss it with any one you like - family, neighbours, friends . . . .
The opinions that you give us are confidential, and only I and Market Facts will know what you have said.
Goodbye. I’ll talk to you again on the ...............................................[INSERT DATE]
Section 101
April 2017
Dear .........
Thank you for taking part in our survey on behalf of the NOOSA SHIRE COUNCIL. It is expected to
provide valuable input to Council’s review of their Corporate Plans, and their long term Corporate Goals.
The primary aim of the survey is to provide information to assist in improving their delivery of services to
your local community.
The first two attached sheets list the various Areas of Council Responsibility for you to read and consider - even
discuss with family or friends - in preparation for a further phone contact, in which our interviewer will ask you to
rate Council's performance on all areas where you feel able to form a judgement. Don't worry if there are some areas
you are not familiar with - the interviewer will clarify things further if necessary.
In the interview, we will cover:
1 How important you consider each of those services or responsibilities to be - using a five-point scale, with the
ratings being:
Crucial (5), Important (4), Nice to Have (3), Not Very Important (2), Quite Unimportant (1)
[For some of the Areas or Services, Council shares responsibility with State and/or Federal Governments (e.g. Roads) or
private operators (e.g. Public Transport). You need to decide how important it is for your Council to get involved to some
extent to ensure the service is provided, whether it does the job itself, or organises and/or pressures other levels of
government or private enterprise to do it.]
2 How well you believe your Council is performing in those aspects - the five-point scale being:
Very Good (5), Good (4), Fair Only (3), Poor (2), Very Poor (1)
If you were to put your own ratings for each area in the margins before we phone you, it might save some time.
3 The third page of the attachment provides details of most of the final questions we will ask you, right at the end
of the interview. It would be helpful if you would have a think about them, so that you can give us your opinions
and feelings about them.
Thank you for your interest and we look forward to receiving your input at the forthcoming telephone interview,
which I understand has been tentatively arranged for...
...................day, the .............. of ……… at .......... am/pm.
Interviewer’s Name & Phone Number
If you have any queries, please feel free to contact me personally.
Yours sincerely
LESLEY GIBBS
General Manager
Section 102
AREAS OF COUNCIL RESPONSIBILITY
THEME (1) Basic Services and Infrastructure
Performa
nce Function/Responsibility Examples/Clarification
Importance
Road Construction Constructing new OR upgrading existing roads
Repairing potholes and damaged road shoulders; street sweeping and
Road Maintenance
verge mowing
Footpaths, Kerbing & Guttering Construction and maintenance of safe footpaths, kerbs and gutters
Street Lighting Funding the provision and upkeep of lights on Council streets/roads
Traffic planning, traffic lights, roundabouts, traffic `calming' and
Traffic Management
directional signage
Establishing parking policies, parking control, provision of or
Parking Facilities
assessment of requirement for on and off-street parking
Public Transport Ensuring the provision of an adequate system of public transport
Construction and maintenance of open and underground stormwater
Drainage & Flood Mitigation
drains, levee banks, division channels etc
Garbage collection and disposal, waste minimisation (recycling and
Waste Management
composting), street bins
Inspection of restaurants/cafés/shops, mosquito/midge spraying,
Community Health
cemeteries
THEME (2) Community Lifestyle Services
Perform
ance Function/Responsibility Examples/Clarification e
Importanc
Parks, Playgrounds & Public Development and maintenance of open space areas, parks, children's play-
Amenities grounds and public toilets
Environmental Controls Enforcement of regulations on air, water and noise pollution
Environmental Protection & Tree planting, bushland acquisition, noxious weeds eradication, foreshore
Conservation protection, preservation of natural areas
Preservation of historic buildings, monuments, facilities, artefacts, and
Heritage Protection
indigenous & other records
Public swimming pools, sports-fields, land and/or support for clubs & their
Sporting & Recreational Facilities
facilities
Cultural & Entertainment Civic centre, public halls, art gallery/museum, sound shell, community arts
Facilities programs, community festivals
Libraries & Other Information
Public libraries (incl. mobiles), Internet access, CD ROM's
Access
Safety action plans, safety audits, signage, security patrols & cameras,
Community Safety
beach & pool lifeguards, community education & awareness programs
Programs and facilities which meet the needs of a range of stakeholder
Community Services groups (such as senior citizens, young people, families, indigenous,
disabled, non-English speaking background)
Pet / Animal Control Registration, impounding of strays, control of feral animals
Ensuring the provision of adequate shopping facilities to meet the needs and
Shopping Centres
convenience of local residents
Working with (& supporting) community organisations and special-interest
Community Development
groups to develop strong, sustainable & self-reliant communities
J2402 Noosa Shire Council 2017 Market Facts (Qld) Pty Ltd Page 102 of 115
Section 103
THEME (3) Managing the Shire
Performance Importance
Function/Responsibility Examples/Clarification
Planning and zoning for the purposes of residential, rural, commercial,
Town Planning industrial, recreational, open space & public infrastructure development,
rules regarding land usage
Development and building approvals & controls, building & plumbing
Building Control
inspections, swimming pool fencing
Economic Development & Promoting/supporting increased economic activity and increased local
Local Employment employment opportunities, attracting investment
Area promotion, tourist information facilities, visitor care programs,
Development of Tourism
caravan parks, promoting/supporting additional tourism activities
Financial Management Responsible, open and accountable management of the Council's finances
Establishing fair and equitable rating for residential, rural, commercial and
Revenue Raising other sectors; applying a fair and reasonable balance between income from
rates and from user-pays fees and charges
Selection of skilled and qualified staff and ongoing training and personal
Staff Management
development for Council employees
Disaster Management
THEME (4) Customer Services and Communication
Performance Function/Responsibility Examples/Clarification Importance
Accessible & adequate facilities for dealing with and responding to
Customer Service contacts from stakeholders and the general public, handling enquiries /
requests / complaints
Maintaining and updating databases on Council facilities & services
Information Services including rates & property information, drainage networks, community
services, etc
Keeping the community informed of Council policies, plans, programs &
Informing the Community activities thru newsletters & other means, advising of community issues
to be debated
Ensuring community input into Council policies, plans & programs by
Consulting the Community regularly canvassing residents’ opinions & priorities and by maintaining
effective relationships with the broad range of community groups
Providing feedback on community input, taking action where appropriate
Responding to the Community to implement community priorities, being accessible to all members of the
community including minority groups
Representing local community needs & interests to other spheres of
Providing Leadership & government (including government authorities) and to other outside
Advocacy organisations whenever relevant, supporting civic pride & local identity,
promoting accountability & best practice
THEME (5) Qualities of Council
Performan Importan
ce Function/Responsibility Examples/Clarification ce
Provides leadership & direction for the community, even-handed,
Elected Council (as a whole)
responsive, open & honest
Councillor(s) you deal with Reliable, dedicated, knowledgeable, helpful, readily accessible
Managerial & Supervisory Skilled & capable leaders and managers in control of their
Officers responsibilities and their staff
Outdoor Workers Competent, effective, efficient, get things done
Accessible, courteous, helpful, believe in achieving solutions, effective,
Indoor Staff
efficient, knowledgeable
Delivering a level of services and displaying a quality of performance in
OVERALL COUNCIL
fulfilling all responsibilities, regarded as ‘value for money’ for the rates and
PERFORMANCE charges you pay
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 103 of 115
Section 104
SUPPLEMENTARY QUESTIONS
1. Do you or your family have a disaster management plan for a flood or a fire?
Yes 1 No 2
2. During a disaster event, how will you access information?
Local newspaper 1 Facebook
Radio 4
2 Friends/neighbours 5
TV Other (Specify) *
3 ____________________
6. Council consistently strives to strike the right balance between providing the best possible services and
operating within its financial means. Would you prefer that Council…
Provided improved or increased services, at a higher cost to ratepayers 1
(that is, funded through an increase in rates).
Reduced services and lowered the cost to ratepayers. 2
Neither a) nor b) - leave things as they are. 3
7. Council is constantly striving to communicate well with residents. What would be the method you would choose
to seek information from council about a project or an issue?
Local newspaper 01
Council’s website 02
Social media (Facebook, Twitter etc) 03
Council’s customer service staff 04
E-Newsletters 05
Letterbox drops 06
Email 07
Other (specify) *
5. Would you like to register to receive important Council updates using any of the following methods?
Yes No
On line community engagement portal on Council’s website (Your Say Noosa) 1 2
Email 1 2
E newsletter 1 2
Rate notice via email 1 2
If Yes to Email or E Newsletter, you can go to Noosa Council’s website [email protected] to leave your
information.
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 104 of 115
Section 105
(NOTE: EACH SUCCESSIVE QUESTIONNAIRE IS TO START THE INTERVIEW SEQUENCE WITH
A
DIFFERENT THEME. THEN
■ ROTATE THROUGH ALL THEMES IN SEQUENCE.
■ MARK THEME START POINT ON CONTACT SHEET.
■ USE SAME PRESENTATION, BUT ADAPT THE FUNCTION NAMES AND DESCRIPTIONS
ACCORDINGLY.)
Stage III - INTERVIEW
INTRODUCTION AND PRESENTATION DOCUMENT FOR USE WITH QUESTIONNAIRE
Good morning/ afternoon/ evening, my name is ............ , of Market Facts, the Queensland market research company,
ringing on behalf of the NOOSA SHIRE COUNCIL. Could I please speak to ..............? [RE-INTRODUCE] I want
to ask you some questions now, based on the material we sent you... Have you got it handy? [WAIT OR RING BACK
AS APPROPRIATE. IF MATERIAL NOT READ, STILL PROCEED. IF NOT RECEIVED, CONFIRM CORRECT
ADDRESS/FAX, MAKE NOTATION IN CALL SHEET AND SAY] Alright, my Supervisor will no doubt be in touch
with you about that. [THANK AND TERMINATE]
Importance Rankings
The first task is to decide how important are the various responsibilities we listed in the material we posted or faxed
to you. Would you mind looking at the sheet headed AREAS OF COUNCIL RESPONSIBILITY?
Now, in some cases, the Council will have a shared responsibility with State and/or Federal Governments - like for
Roads; or you may think something should be left to Private Enterprise - for example, Public Transport. What you
have to decide, however, is how important it is for your council to get involved to some extent to ensure the service
is provided, whether it does the job itself or arranges that some other level of government or private enterprise does
it. Should the council at least be taking the initiative in that area, if necessary, to see that the service is provided?
To explain the levels of Importance which we've shown in the letter we sent you, ‘crucial’ means that it is a service
or activity that the community must have and that it is vital for the council either to do or to get involved in to make
sure that it is done by someone. ‘Important’ is for something that you certainly expect your council to do or provide,
or else make sure that somebody else provides it. ‘Nice to have’ means just that, as does ‘not very important’. ‘Quite
unimportant’ means unnecessary - something that in any council cut-backs would be the first to go.
Why we say that is because, as you would appreciate, a council, like other forms of government, doesn't have enough
money to do everything that everybody would like it to do. It has to set priorities; so please spread your importance
rankings across the range, having regard to resource limitations.
[START THEME HERE]
Now let's take the first group of responsibilities on your list – BASIC SERVICES AND INFRASTRUCTURE. How
important is it for the Council to be involved here? First of all, ‘Road Construction’... Just looking again at the
explanation alongside that on your sheet - ‘Constructing new or upgrading existing roads’ - just give me its level of
importance in your view... Is it ‘crucial’, ‘important’, ‘nice to have’, ‘not very important’ or ‘quite unimportant’?
[WORK THROUGH ALL ITEMS UNDER ‘Basic Services and Infrastructure’, READING OUT THE
‘Examples/Clarification’ TO THE RIGHT OF EACH RESPONSIBILITY, THEN CIRCLING THE LEVEL OF
IMPORTANCE FROM 5 TO 1 FOR EACH ON THE QUESTIONNAIRE.]
Now let's move on to COMMUNITY LIFESTYLE SERVICES... first of all, ‘Parks, Playgrounds and Public
Amenities’ - how important is it for your Council to accept responsibility for that area? Would it be ‘crucial’,
‘important’, ‘nice to have’, ‘not very important’ or ‘quite unimportant’?
[WORK THROUGH ALL ITEMS UNDER ‘Community Lifestyle Services’, READING OUT THE
‘Examples/Clarification’ TO THE RIGHT OF EACH RESPONSIBILITY, THEN CIRCLING THE LEVEL OF
IMPORTANCE FROM 5 TO 1 FOR EACH ON THE QUESTIONNAIRE.]
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 105 of 115
Section 106
Now, moving on to MANAGING THE SHIRE... first of all, ‘Town Planning’ - how important is it for your Council to accept responsibility for that area? Would it be ‘crucial’, ‘important’, ‘nice to have’, ‘not very important’ or ‘quite unimportant’? [WORK THROUGH ALL ITEMS UNDER ‘Managing the Shire’, READING OUT THE ‘Examples/ Clarification’ TO THE RIGHT OF EACH RESPONSIBILITY, THEN CIRCLING THE LEVEL OF IMPORTANCE FROM 5 TO 1 FOR EACH ON THE QUESTIONNAIRE.] The next aspect of Council Responsibilities relates to its CUSTOMER SERVICES and its COMMUNICATION with the community... first of all, the responsibility area of ‘Customer Service’ itself - how important is it for your Council to have accessible & adequate facilities for dealing with and responding to contacts from stakeholders and the general public, for handling enquiries, requests or complaints? Would it be ‘crucial’, ‘important’, ‘nice to have’, ‘not very important’ or ‘quite unimportant’? [WORK THROUGH ALL ITEMS UNDER ‘Customer Services and Communication’, READING OUT THE ‘Examples/Clarification’ TO THE RIGHT OF EACH RESPONSIBILITY, THEN CIRCLING THE LEVEL OF IMPORTANCE FROM 5 TO 1 ON THE QUESTIONNAIRE.] Now when it comes to the QUALITIES OF COUNCIL, you should decide how important it is that the Council has those qualities or adopts that approach... first of all, the ‘Quality of the Elected Council (as a whole)’ - how important is it that they provide leadership & direction for the community, be even-handed, responsive, open and honest? Would it be ‘crucial’, ‘important’, ‘nice to have’, ‘not very important’ or ‘quite unimportant’? [WORK THROUGH ALL ITEMS UNDER ‘Qualities of Council’, READING OUT THE ‘Examples/Clarification’ TO THE RIGHT OF EACH RESPONSIBILITY, THEN CIRCLING THE LEVEL OF IMPORTANCE FROM 5 TO 1 FOR EACH ON THE QUESTIONNAIRE.] Performance Ratings Now we come to the important task of rating your council on its Performance of the responsibilities, which you've just considered from the point of view of their Importance. To explain the Rating Points that we've shown in the letter we sent you, please rate the Council on each area of performance by giving them a ‘very good’ or a ‘good’ or a ‘fair only’ or a ‘poor’ or a ‘very poor’. If you have no idea of how they are performing in a particular area - either from your own experience or from what you've heard about them - just say ‘don't know’. It doesn't matter how important you felt each responsibility was. Now we're thinking about how good a job you think they're doing in that area. [NOTE TO INTERVIEWER: ■ START WITH SAME THEME AS YOU USED FOR ‘Importance’ AND THEN ROTATE THROUGH ALL THEMES IN SEQUENCE. ■ USE SAME PRESENTATION, BUT ADAPT THE FUNCTION NAMES AND DESCRIPTIONS ACCORDINGLY.] Now let's start with the BASIC SERVICES AND INFRASTRUCTURE, taking first of all, ‘Road Construction’. Just looking again at the sheet we sent you headed ‘AREAS OF COUNCIL RESPONSIBILITY’, how good a job do you think the Council is doing in constructing new roads and streets or upgrading existing ones - say, by sealing them? Just give them a rating from ‘very good’ to ‘very poor’. [WORK THROUGH ALL ITEMS UNDER ‘Basic Services and Infrastructure’, ONLY READING OUT THE ‘Examples/Clarification’ FOR EACH IF NECESSARY, GETTING RATINGS AND CIRCLING FROM 5 TO 1 FOR EACH ON THE QUESTIONNAIRE. FOR A ‘Don't Know’ RATING CIRCLE A ‘nought / zero’. [THEN DO THE SAME FOR EACH OF THE RESPONSIBILITY AREAS IN EACH ONE OF THE OTHER THEMES.] OVERALL PERFORMANCE Now we need to make an ‘OVERALL PERFORMANCE’ rating... Just looking at the bottom of the second sheet we sent you and considering the Council as a whole - both the elected councillors and the employed staff - how would you rate them for delivering a level of services and displaying a quality of performance in fulfilling all responsibilities, which you would regard as ‘value for money’ - would you give them a ‘Very Good’, ‘Good’, ‘Fair only’, ‘Poor’ or ‘Very Poor’ for their Overall Performance? [CIRCLE THE QUESTIONNAIRE FROM 5 TO 1.] J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 106 of 115
Section 107
DEMOGRAPHICS & SUPPLEMENTARY QUESTIONS [FINALLY, MOVE TO PAGE #16 OF THE QUESTIONNAIRE AND ASK THE REMAINING QUESTIONS DIRECTLY FROM THAT DOCUMENT. CIRCLE / WRITE IN THE RELEVANT ANSWERS.] J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 107 of 115
Section 108
NOOSA SHIRE COUNCIL COMMUNITY SATISFACTION & ATTITUDES SURVEY
J2402 April 2017
CONTACT SHEET - RESPONDENT IDENTIFICATION PAGE
NAME: .....................................................................................................................
NUMBER, STREET: .....................................................................
SUBURB: .....................................................................
POST CODE:.........................................................................................
PHONE NO: .....................................................................
FAX NO: .....................................................................
EMAIL ADDRESS: ………………………………………………….
LOCALITY………………………………………………………….
DATE FIRST CONTACTED: .....................................................................
RE-CONTACT ARRANGEMENTS: .............................................................
DATE INTERVIEWED: .....................................................................
THEME START [circle] 1 2 3 4 5
Field Manager (checked):
(validated):
Data Manager (checked):
(entered):
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 108 of 115
Section 109
NOOSA SHIRE COUNCIL COMMUNITY SATISFACTION & ATTITUDES SURVEY QUESTIONNAIRE
RATING SHEET- IMPORTANCE OF SERVICES
RANKING
Crucial Important Nice Un- Quite Un- Don’t Not
to important important Know App.
Have
1. Basic Services & Infrastructure
Road Construction 5 4 3 2 1 9 7
Road Maintenance 5 4 3 2 1 9 7
Footpaths, Kerbing and Guttering 5 4 3 2 1 9 7
Street Lighting 5 4 3 2 1 9 7
Traffic Management 5 4 3 2 1 9 7
Parking Facilities 5 4 3 2 1 9 7
Public Transport 5 4 3 2 1 9 7
Drainage and Flood Mitigation 5 4 3 2 1 9 7
Waste Management 5 4 3 2 1 9 7
Community Health 5 4 3 2 1 9 7
2. Community Lifestyle Services
Parks, Playgrounds and Public Amenities 5 4 3 2 1 9 7
Environmental Controls 5 4 3 2 1 9 7
Environmental Protection and Conservation 5 4 3 2 1 9 7
Heritage Protection 5 4 3 2 1 9 7
Sporting and Recreational Facilities 5 4 3 2 1 9 7
Cultural and Entertainment Facilities 5 4 3 2 1 9 7
Libraries and other Information Access 5 4 3 2 1 9 7
Community Safety 5 4 3 2 1 9 7
Community Service 5 4 3 2 1 9 7
Pet/Animal Control 5 4 3 2 1 9 7
Shopping Facilities 5 4 3 2 1 9 7
Community Development 5 4 3 2 1 9 7
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 109 of 115
Section 110
RATING SHEET- IMPORTANCE OF SERVICES
RANKING
Crucial Important Nice Un- Quite Un- Don’t Not
to important important Know App.
Have
3. Managing the Region
Town Planning 5 4 3 2 1 9 7
Building Control 5 4 3 2 1 9 7
Economic Development/Local Employment 5 4 3 2 1 9 7
Development of Tourism 5 4 3 2 1 9 7
Financial Management 5 4 3 2 1 9 7
Revenue Raising 5 4 3 2 1 9 7
Staff Management 5 4 3 2 1 9 7
Disaster Management 5 4 3 2 1 9 7
4. Customer Services and Communication
Customer Service 5 4 3 2 1 9 7
Information Services 5 4 3 2 1 9 7
Informing the Community 5 4 3 2 1 9 7
Consulting the Community 5 4 3 2 1 9 7
Responding to the Community 5 4 3 2 1 9 7
Providing Leadership & Advocacy 5 4 3 2 1 9 7
5. Qualities of Council
Quality of Elected Council (as a whole) 5 4 3 2 1 9 7
Quality of Councillor(s) Dealt with 5 4 3 2 1 9 7
Managerial and Supervisory Efficiency 5 4 3 2 1 9 7
Quality and Performance of Outdoor Workers 5 4 3 2 1 9 7
Quality and Performance of Indoor Staff 5 4 3 2 1 9 7
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 110 of 115
Section 111
RATING SHEET - COUNCIL PERFORMANCE
RATING
Very Fair Very Don’t Not
1. Basic Services & Infrastructure Good Good Only Poor Poor Know Applic.
Road Construction 5 4 3 2 1 9 7
Road Maintenance 5 4 3 2 1 9 7
Footpaths, Kerbing and Guttering 5 4 3 2 1 9 7
Street Lighting 5 4 3 2 1 9 7
Traffic Management 5 4 3 2 1 9 7
Parking Facilities 5 4 3 2 1 9 7
Public Transport 5 4 3 2 1 9 7
Drainage and Flood Mitigation 5 4 3 2 1 9 7
Waste Management 5 4 3 2 1 9 7
Community Health 5 4 3 2 1 9 7
2. Community Lifestyle Services
Parks, Playgrounds and Public Amenities 5 4 3 2 1 9 7
Environmental Controls 5 4 3 2 1 9 7
Environmental Protection and Conservation 5 4 3 2 1 9 7
Heritage Protection 5 4 3 2 1 9 7
Sporting and Recreational Facilities 5 4 3 2 1 9 7
Cultural and Entertainment Facilities 5 4 3 2 1 9 7
Libraries and other Information Access 5 4 3 2 1 9 7
Community Safety 5 4 3 2 1 9 7
Community Service 5 4 3 2 1 9 7
Pet/Animal Control 5 4 3 2 1 9 7
Shopping Facilities 5 4 3 2 1 9 7
Community Development 5 4 3 2 1 9 7
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 111 of 115
Section 112
RATING SHEET - COUNCIL PERFORMANCE
RATING
Very Fair Very Don’t Not
Good Good Only Poor Poor Know Applic.
3. Managing the Shire
Town Planning 5 4 3 2 1 9 7
Building Control 5 4 3 2 1 9 7
Economic Development/Local Employment 5 4 3 2 1 9 7
Development of Tourism 5 4 3 2 1 9 7
Financial Management 5 4 3 2 1 9 7
Revenue Raising 5 4 3 2 1 9 7
Staff Management 5 4 3 2 1 9 7
Disaster Management 5 4 3 2 1 9 7
4. Customer Services and Communication
Customer Service 5 4 3 2 1 9 7
Information Services 5 4 3 2 1 9 7
Informing the Community 5 4 3 2 1 9 7
Consulting the Community 5 4 3 2 1 9 7
Responding to the Community 5 4 3 2 1 9 7
Providing Leadership & Advocacy 5 4 3 2 1 9 7
5. Qualities of Council
Quality of Elected Council (as a whole) 5 4 3 2 1 9 7
Quality of Councillor(s) Dealt with 5 4 3 2 1 9 7
Managerial and Supervisory Efficiency 5 4 3 2 1 9 7
Quality and Performance of Outdoor Workers 5 4 3 2 1 9 7
Quality and Performance of Indoor Staff 5 4 3 2 1 9 7
OVERALL PERFORMANCE RATING 5 4 3 2 1 9 7
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 112 of 115
Section 113
SUPPLEMENTARY QUESTIONS
1. Do you or your family have a disaster management plan for a flood or a fire?
Yes 1 No 2
2. During a disaster event, how will you access information?
Local newspaper 1
Radio
2
TV
3
Facebook
4
Friends/neighbours 5
Other (Specify) *
____________________
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 113 of 115
Section 114
3. Council consistently strives to strike the right balance between providing the best possible services and
operating within its financial means. Would you prefer that Council…
Provided improved or increased services, at a higher cost to ratepayers 1
(that is, funded through an increase in rates).
Reduced services and lowered the cost to ratepayers. 2
Neither a) nor b) - leave things as they are. 3
4. Council is constantly striving to communicate well with residents. What would be the method you would choose
to seek information from council about a project or an issue?
Local newspaper 01
Council’s website 02
Social media (Facebook, Twitter etc) 03
Council’s customer service staff 04
Newsletters from Mayor / Councillors 05
Letterbox drops 06
Email 07
Other (specify) *
5. Would you like to register to receive important Council updates using any of the following methods?
Yes No
On line community engagement portal on Council’s website (Your Say Noosa) 1 2
Email 1 2
E newsletter 1 2
Rate notice via email 1 2
If Yes to Email or E Newsletter, explain they can go to Noosa Council’s website [email protected] to
leave their information. Or if they prefer write details below.
Name: _________________ Address: _______________________________________________
Email address: ________________________________ (Read back carefully to confirm)
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 114 of 115
Section 115
And just to double check that we are covering a cross-section of people in our survey ......
a) What is the present occupation of the main income-earner of your household?
(PROBE, WRITE ON THE LINE AND THEN CODE BELOW)
………………………………………………………………………………
Manager/Administrator/Professional 1
Para-professional/Trades person 2
Clerical worker/ Sales or Personal Service worker 3
Plant or machine operator/ Driver/ Labourer/ Farm worker 4
Main income-earner not working / No breadwinner 5
b) What is your household situation? Are you...
Living alone 1
A single person, sharing accommodation 2
Living as a couple 3
Living as a family (2 parent) 4
Living as a family (1 parent) 5
Thank you very much for assistance.
J2402 Noosa Shire Council © 2017, Market Facts (Qld) Pty Ltd Page 115 of 115