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High performing organisation - Quarter 2, 2024 / 2025

Project name	Priority area	Target	Staus	Commentary
HP7.3.3 - Review and update Council’s Water Netserv Plan	IN6.2	June 2025	Completed	During the second quarter of 2024/25, Logan Water provided notice to the Planning Minister (in accordance with section 99BRAB (5) of the South-East Queensland Water (Distribution and Retail Restructuring) Act 2009 (SEQ Water Act), that Council adopted the Water Netserv Plan Part A and its Connections Policy in December 2024. The project to undertake a formal review of the Water Netserv Plan Part A and its Connections Policy is now completed and the Water Netserv Plan (Part A): 2022–2026 and Connections Policy are now published on Logan City Council's website. This project is now complete.
IN6.2.1 - Water and Wastewater Capital Works Program	IN6.2	June 2025	Monitor	At the end of the second quarter of 2024/25, the Water and Wastewater Capital Works Program expenditure was $64.70 million against a phased budget of $81.28 million. Expenditure will continue to ramp up as more projects enter the construction phase. The commencement of the various green energy projects was delayed pending the signing of the agreement with Council's preferred energy partner. With the signing of the agreement, the green energy projects have commenced and are in various stages of development. In addition to various water and wastewater asset renewal projects, good progress has also been made on a number of other significant wastewater projects. This includes the commissioning of the Loganholme Wastewater Treatment Plant Stage 8 Upgrade and pump station upgrades to enable diversion of flows from the Beenleigh Wastewater Treatment Plant to the Loganholme Wastewater Treatment Plant.
IN6.3.1 - 2024/2025 Parks Capital Works Program delivery	IN6.3	June 2025	On Track	Parks have achieved a capital spend of $6.7 million against a year to date budget of $12.4 million. Key variances to the spend are projects completed ahead of schedule and projects delayed which will now be delivered in the second half of the financial year. The variations between expenditure and spend will be corrected through the budget amendment process.
HP7.1.1 - Rates Reform	HP7.1	April 2025	On Track	During the second quarter of 2024/25, a high-level report detailing rates reform for the 2025/26 budget was presented to Council's Executive Leadership Team (ELT). This occured on 3 October 2024. The report was then presented to Council's 'Setting the Scene' meeting on 14 October, with feedback informing additional aspects for investigation. The team continued to investigate these options to provide a more detailed outcome for the 2025/26 budget process. The project continues to progress in line with the project management plan.
HP7.1.2 - Payment Channels	HP7.1	June 2025	On Track	During the second quarter of 2024/25, the following actions were undertaken towards the delivery of the review of current payment channels: consultation conducted with stakeholders recommendations were drafted Rates team made a decision regarding payments limits with BPay This is being put forward to stakeholders for review and confirmation meetings held with Rates to discuss alternative payment platform changes eg: 3D secure (2 factor authentication) the next branch to be engaged is Customer Service and Information to gain feedback regarding payment platform changes The next step for this project includes preparation of a report for presentation to the Executive Leadership Team (ELT).
HP7.2.1 - Disaster Management Capability and Capacity	HP7.2	June 2025	On Track	In the second quarter of 2024/25, the following activities aligned with the Disaster Management Capability and Capacity Framework were undertaken: Voluntary Home Buy Back Scheme demolition / removal of properties - finalised the removal / demolition of remaining property liaised with various stakeholders - Logan City Council Properties, Abyss Demolitions, Buildable Approvals, Parks, Energex property inspection reporting to key stakeholders commenced contract closeout Challenges encountered: wet weather delaying home removals. Guardian Incident Management System (IMS) support tickets – communication with vendor re: new tickets, follow up, testing and closeout maintenance and updates – Users, Configurations, reference docs update Flood Intelligence System – Intel Card configuration and data entry Disaster Dashboard Support – administration, configuration and testing. Lessons Management (LM) progressed Flood Information Pack – liaised with Council's River and Catchment Engineering Program, data entry to Guardian IMS Flood Intelligence System followed up existing LM actions / tasks outstanding Lessons Implemented Working Group (LIWG) meeting 3/12 commenced stakeholder report. Training Flood Intelligence System delivered Guardian IMS training – Community and Corporate Resilience Program Pre-Season Check.
HP7.2.2 - Disaster Management Recovery and Resilience	HP7.2	June 2025	On Track	During the second quarter of 2024/25, the following activities were delivered to build upon organisational and community resilience: Creative Recovery Workshops Tamborine 1-12-24 Person Centred Emergency Preparedness (PCEP) Forum in partnership with Qld Health Recovery Team 2-12-24 30 representatives from 9 Disability organisations attended an extended version of 'Whose Responsibility Is It' session was provided as a 'Train-the-Trainer' session in Logan Central Youth and Family Services (YFS) provided with 126 Emergency Wallets for newly established social housing location 3-12-24 'Whose Responsibility Is It' workshop at Flagstone 9-12-24 Psychological First Aid workshop in partnership with Qld Health at Eagleby 10-12-24 First Nations Disaster resilience workshop [internal] 12-12-24 'Whose Responsibility Is It' workshops for Logan City Library staff were delivered at the following locations: Logan Central Library 23-12-24 Logan Hyperdome 24-12-24 Logan North Library 27-12-24 Marsden Library 30-12-24 Beenleigh Library 03-12-24.
HP7.2.3 - Value for Money (VfM) Program	HP7.2	June 2025	On Track	The Value for Money (VfM) Program was introduced to Council in March 2022 and continues to deliver value to the organisation. As at the end of the second quarter of 2024/25, the following actions were undertaken: The benefits framework associated with VfM for each initiative or project is currently in its final stages of development. This framework will be implemented in the "Litter and Illegal Dumping Services" project, which is successfully progressing (Gate 2 achieved) through Council's Initiative Lifecycle in December 2024. This approach ensures that all benefits are identified according to the agreed categories, whether financial or non-financial. Financial benefits include cost savings or avoidance, while non-financial benefits encompass improved efficiency through streamlined processes. The "Litter and Illegal Dumping Services" project is anticipated to yield both financial and non-financial benefits.
HP7.2.4 - School Immunisation Program Review - Round 2	HP7.2	June 2025	Completed	The School Immunisation Program Review - Round 2 project was successfully completed in December 2024 with the final report written and delivered to Queensland Health. The report to Queensland Health provided an extensive review and analysis of the project, including lessons learned and recommendations for the future. This body of work will now transition to business as usual. This project is now complete.
HP7.2.5 - South-West Depot	HP7.2	June 2025	Completed	The Certificate of Occupancy was issued on 30 October 2024 with final handover of the building to Council occurring on 11 November 2024. The building has been completed and will be monitored for defects during the Defects Liability Period (DLP). The Procurement Program has established operations for Council's management of the facility. Council is currently in discussions with a community organisation for the balance of the space. This project is now complete.
HP7.2.6 - 2022-2026 People Plan	HP7.2	June 2025	On Track	Organisational people development for quarter 2 of 2024/25 focused on delivery of: Culture and Engagement Organisational initiatives report complete and ready to share. Gaps identified to support prioritisation of people initiatives in 2025 (e.g. Reward and Recognition). Workforce Planning Management Directive review with ELT scheduled for January 2025. Summary Organisational (Strategic) Workforce Plan finalised for review. Ongoing workforce planning support for branches where workforce issues are arising. Excellence in Performance Project closed out as intended with a high rate of the organisation trained and governance in place for measurement next quarter. Succession Management 13 Branches with critical roles identified in Business Continuity plans have been engaged in succession planning process. Remaining Branches across Council will be booked in and engaged for Q3. Leadership Development PL LAB finalised for 2024. Next cohort scheduled for Feb 2025 kick-off. Ongoing review and design of leadership offerings, aligned with strategic framework.
HP7.3.1 - Digital Transformation Program delivery	HP7.3	June 2025	On Track	December Update By the end of December 2024, the Digital Transformation Program focus was on finalising configuration, integration, and data migration to enable System Integration Testing (SIT) of a representative data set. SIT preparation activities are either complete or on track for completion prior to commencing the SIT testing due on 3 February 2025. SIT aims to ensure the interoperability of applications designed to co-exist and exchange data, which is pivotal for meeting the program's intended outcomes on schedule. The testing will focus on the interfaces between applications, functions, programs, or sub-systems. Tests have been written to verify successful positive screen-flow, error handling, and correct downstream reporting. SIT is scheduled to conclude on 28 March, in preparation for User Acceptance Testing (UAT), which is set to commence in April 2025. Data Stream The first trial data migration was completed successfully including all objects required for SIT. Integration Stream Integrations required for SIT are either completed, or on track for completion prior to SIT. Tech Stream completed eDocs Server software version upgrade for core Records Management and Document Management system completed eDocs Desktop software version upgrade to 322 Records Management Admin Users established DTP Environments Release Management delivery process achieved technical platform readiness for SIT Entry. EAMS Stream Works Management configuration completed for several key branches, including Transport Branch, Parks and a significant proportion of Logan Water Asset Management related configuration specification complete, with remaining configuration effort with TechnologyOne for completion and on track for SIT entry Project Management module engagements with branch stakeholders and configuration requirements complete, with remaining configuration effort with TechnologyOne for completion. Architecture Stream EAM (Enterprise Asset Management) design internal review completed ECM (Enterprise Content Management) design internal review completed development of R1 architecture documents complete. All are in final review/approval stages. GIS Stream completed FME and Python Project workload discovery completed ArcGIS Pro 3.1.18 roll out with ITS for Win 11 compliance.
HP7.3.2 - Cemetery study	HP7.3	June 2025	On Track	As at the end of the second quarter for 2024/25, the cemetery study remains on track with data integration planned in March 2025 as scheduled.
HP7.5.1 - Financial Policy Review	HP7.5	April 2025	On Track	During the second quarter of 2024/25, workshops were held with the Recoveries team to help inform the development of the revised Financial Policies. Amended proposed policies are to be drafted in preparation for the hold to be lifted on policy reviews.
HP7.5.2 - Safety in Design Processes	HP7.5	June 2025	On Track	During the second quarter of 2024/25, the following actions were undertaken: improvements to Parks Safety in Design processes continued next milestone is completion of training in February 2025.
HP7.6.1 - Delivery of new Red Imported Fire Ant (RIFA)^ Suppression Taskforce	HP7.6	December 2024	Completed	During the October 2024 period, the Red Imported Fire Ant (RIFA) Taskforce undertook responsiveness and broadscale suppression throughout the City of Logan, working alongside the National Fire Ant Suppression Team. The implementation of the new business unit to support the RIFA suppression in Logan has now been finalised and the Taskforce will continue to operate through provision of general service delivery. The collation of project data has shown the Taskforce successfully delivered 623 treatments between July to October 2024. This project is now complete.
HP7.6.2 - Direct Hire Model - Process Creation and Implementation	HP7.6	June 2025	On Track	During the second quarter of 2024/25, collaboration was undertaken with the Talent Acquisition Partner (TAP) team to progress the recruitment actions (selection panel reports, voting) for preferred candidates to ensure they complete relevant forms, and that we remain in constant communication to stay on schedule. Quarter 2 for this program met improved timelines to the previous 2 years as intended, and is on track for the commencement of the 2025 cohort.
HP7.6.3 - Talent Pathways	HP7.6	June 2025	Monitor	By the end of the second quarter of 2024/25, all 3 streams in this project were approximately 4 weeks behind schedule for different reasons. This will continue to be addressed and monitored with a view to rectification. Employment pathways: new officer commenced and is reviewing status of project the intent is to value-add subject matter expertise during January 2025 Remedial actions include: comprehensive review of the discovery report identify and implement 'quick wins' outline strategic medium and long term actions to address underlying challenges project delivery to commence by end February 2025 in alignment with key milestones. Tertiary pathways and placements: business case drafted for review project plan to be prepared remedial actions include: expedite recruitment for subject matter expertise comprehensive review of the discovery report project delivery to commence by end February 2025 in alignment with key milestones. Engineering pathways: additional meetings held with key stakeholders in the business updates to be brought in to the Discovery report for this phase Remedial actions include: expedite recruitment for subject matter expertise comprehensive review of the discovery report continuous engagement with Director Transport Services to ensure project continuity Project delivery to commence by end February 2025 in alignment with key milestones.

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