• The bushfire preparedness campaign has been completed. This campaign has been running since mid-July and concluded on 30 Sep 22. Task complete.
• Concurrent to the bushfire preparedness media campaign the DMP commenced the storm preparedness campaign. This campaign will be occurring over a number of mediums, including shopping centre digital screens, print media and radio advertising. The majority of this advertising will conclude on 10 Oct 22, with advertising only continuing in the "Our Logan Magazine' and on LCC screens until the end of October. Task is 85% complete. 
• As we move into the high risk weather season, the DMP is switching it's advertising focus from bushfires and storms, to general community education and preparedness. The DMPs advertising focus will be on preparedness and the Logan Early Warning APP through the second half of October and the first half of November 22. Advertising scripts and images have been approved and will commence in mid-October. Task 50% complete.
• The DMP has also commenced preparation for 'Get Ready QLD Week' (10-14 Oct 22). Task 50% complete.

• ELT have approved the Business Cases for the EAMS, Information Management Modernisation and Pathway Modernisation and projects.  The former two, have also been approved by Council, with the Pathway Modernisation project Business Case scheduled for consideration by Committee and Council in October.
• The Cyber Uplift Phase 2 project has rollout out mandatory training and achieved over 82% compliance in the first month. The Tech One Modernisation project has successfully transitioned the Finance module to CiA.

• Information Technology Services Branch (IT) have been engaged to review potential QR code providers to ensure they meet Councils IT security requirements.
• The IT Integration and Delivery Team Leader has advised the QR code provider evaluation is now at the top of IT list to review.
• A decision by IT on a QR code provider is due by the end of October 2022.This will  provide guidance on our preferred supplier moving forward.
• All data that will be applied to the QR codes have been reviewed.

• Corporate Innovation Strategy
• Business Process Excellence (BPX) road map.

Purpose:

• alignment
• implementation
• management
• measurement.

• Delivery of 3 Lunch and Learns. The July session was an innovation showcase on the Logan Biosolid Gasification project, while August and September were focused on Process Thinking and the 4 stages of Problem solving.  Staff attendance for Quarter 1 was 109 staff and the customer retention rate is tracking at 85% at the end of Quarter 1.
• Community of Practice concept design drafted for Manager review. This initiative is placed on hold, pending the establishment of the new Portfolio Management Office.
• The Community of Practice glossary was completed, with terms and definitions finalised and aligned to definitions recorded in the ISO Standards
• Two editions of the Innovation Unearthed were distributed in Quarter 1 and subscription numbers totalled 358 with an average open rate of 27.6% (Industry benchmark 19.4%) and an average click through rate of 13.5% (Industry benchmark: 2.8%). The story introducing the Portfolio Management Office was the most read article and the accompanying video explainer was viewed 175 times.
• The Innovation and Improvement Customer Service has primarily been focused on support the two new initiatives for the PMO including service reviews and value for money.

• To ensure alignment with EAMS and to avoid loss of business functionality, a direction by Management to implement all contacts as standard contracts have been agreed which is a base foundation with all contracts captured as a standard contract with associated purchase order/s enabling a link to some financial transactions (purchase orders and invoices).
• Information Technology Project team have scheduled showcases with Procurement to progress the project deliverables. The project milestone is 'on track' for go the Contracts Module to transition to CiA by December 2022.

• The final draft plan was out for review and the project received stakeholder comments and feedback.
• The feedback was reviewed and collated to inform required changes.
• Preparations continued for the presentation of the draft at the AM SDCT for early October 2022.

• are supported by integrated technologies and best practices
• enable efficient and effective management of assets with ability to retain quality asset information
• support operational and future strategic infrastructure decision making

• Individual Councillor briefings have occurred with Chairs.
• Briefings have been booked with the remaining Councillors.
• All DMT briefings have occurred.
• Invitations to attend BMT's have been offered to Managers.

• Status update emails sent to the Branch
• Ways of working together workshop in the planning phase.
• PMO SharePoint site on The Buzz is under construction.

• Draft charter in progress for presentation to ELT on 13/10/2022.
• Foundational governance documents are being prepared.
• Template and process documentation and development is in progress.
• Reporting framework development is in progress.
• Flight plan is consistently being refined with roles and responsibilities assigned.

• App development now complete.
• The project team are now working with Information Technology Services Branch on transition and setting up Telstra Purple managed services.

• culture
• performance management framework
• employee value proposition.