• 1.5 - Streamline the Penalty Infringement Notice (PIN) review process and simplify the webpage for improved customer experience
• 1.6 - Enhance and simplify information and educational parking resources provided on Council's website
• 2.4 - Streamline processes and procedures with the aim to increase administration efficiencies within the Parking Enforcement team
• 3.3 - Optimise usage of 3 dedicated Automatic Number Plate Recognition (ANPR) cars through improved operations scheduling
• 4.7 - Create educational materials with information specific to individual school parking on Council's webpage.

• 1.4 - Increase levels of public awareness about parking obligations through proactive marketing and education of warning outcomes to residents in hotspot locations.

• ability to maintain or support the community project without funding
• benefits of the program
• risk assessment
• possible duplication of service by other agencies.

• Person Centred Emergency Planning workshop held at Logan East Community Centre
• Final session CALD education session at Loganlea Tafe with 20 students. The four-part education program sought to build their understanding of hazards and risk, provide knowledge, and provide information on how they can reduce vulnerability to disasters.
• Meeting First Nations; 'Creative Recovery' project and possible First Nations Emergency Services event at Eagleby
• During March, Meals on Wheels Driver Engagement; delivery of Emergency Document Wallets to seniors along with their meal city-wide
• Keep Your Neighbour Safe event at Tudor Park
• Keep Your Neighbour Safer event at Meakin Park
• Jimboomba Community Hall, Gardening Group Disaster Education session
• Southern Cross Care, Management Team discussion on facility disaster plan.

• commenced scoping a possible forum for Aged Care Providers, with a focus on personal responsibility for disaster preparedness and recovery
• scoping a possible resident disaster ready ambassador program, a co-design project maintained and managed by the Aged Care facilities.

• scoping City of Logan Get Ready Week engagement, with Queensland Reconstruction Authority (QRA)
• preparation for Neighbour Day on 31 March 2024, a digital engagement 'Importance of Knowing your Neighbour': the social media campaign where two people SMS each other about the onset of a storm and neighbour looking after neighbour conversation
• preparation of Emergency Document Wallets for Engagement: the document wallets hold safety information and tips, and provide an education take home pack.

• working in partnership with Council's Creative team, Logan Art Gallery and the National Creative Recovery Network in the delivery of a City of Logan Creative Recovery Project. The National Creative Recovery Network is a national agency working to develop and embed the vital role of culture, creativity, and the arts in Australia's disaster management in both the resilience and recovery phases.
• offers a unique opportunity for 15 Creatives participants to become Recovery Resource Facilitators. The project seeks to build capacity training, where participants will gain an understanding of the post disaster environment, how disaster affects communities and the role of a 'Creative Recovery Facilitator' in supporting community recovery.
• training will be delivered as an introduction level engagement, with a focus on establishing and gaining an understanding of the disaster context and trauma informed best practice when working with communities impacted by disasters. Delivery of project: 31 May 2024 to 2 June 2024.

• a schools engagement project at the pilot site of Flagstone Community College, leveraging the Student participation in school bushfire planning and the development of an emergent framework for action in Victoria Secondary Schools
• commencement of scoping of the project in April 2024 alongside Flagstone Community College; the pilot project will enable a framework for project methodology and resources that could be portable across education school settings
• integrating the priority for action framework
  • Priority 1 – Build knowledge and understanding.
  • Priority 2 Promote Voice, Agency, and Leadership
  •  Priority 3 – Support innovation and change.

• stakeholder inputs informed preferred use and design for Stage 1
• design and shop drawings finalised within the approved budget amendment two, including provision for:
• security aspects
• fit-outs for community and operational use

Co-location:

• progressing identification of suitable tenant/s for the building's community component
• analysis of Council's 8 stakeholder branches with a view to possible consolidation of use requirements

Environmental:

• identified permits were obtained and associated clearing of trees conducted
• extreme weather access considered

Future expansion:

• stakeholder inputs for development of future stages of the Super Depot.

• rolled out new version of My Property (Water Disruptions and Road Works)
• draft Customer Centric Communications and Engagement Plan completed and distributed for consultation
• completed Discovery Phase for the Channel Management Strategy
• planning underway for the Customer Service Operating Model project following Executive Leadership Team (ELT) approval of the Leadership Development Program (LDP) project
• ongoing contribution to the organisation service reviews
• commenced work on the change management plan for the customer centric roadmap.

• workforce planning
• optimising information management
• leadership development
• diversity, equity and inclusion
• culture and engagement.

• operationalisation of performance management.

• 50 percent organisation-wide engagement on the Organisational Culture Survey
• completion of pilot training sessions for performance management 
• close out of TechOne recruitment module implementation.

• 1.1: Reviewed and evolved complaint triaging practices
• 1.2: Developed a database of identified and repeat offenders
• 1.4: Delivered the dog safety framework in collaboration with the Workplace Health and Safety Branch to all Council staff
• 1.7: Continued proactive patrols of public space for wandering animals
• 1.9: Represented Council at the State Animal Management Taskforce
• 1.10: Shared the current list of Regulated Dogs (dangerous and menacing) living in Logan with the Queensland Police Service
• 2.1: Deployed noise monitoring technology to support animal noise nuisance investigations
• 2.5: Incorporated QR codes into all written customer communications for ease of reference/access to additional information
• 2.6: Rolled out body-worn cameras to all field staff being a key branch safety initiative
• 3.2: Introduced requirements for annual animal keeping licenses and approvals
• 4.4: Completed a review of web content specific to animal management
• 4.7: Continued to deliver Be Pet Smart education sessions at schools and early learning education facilities across the city
• 4.8: Continued to develop and grow collaborative intra-branch relationships
• 4.9: Distributed SMS alerts to known pet owners.

• 2.3: Development of a bold marketing campaign to promote city pride - Our City, Our Home
• 3.3: Deployment of covert surveillance to hot spot areas
• 4.2: Developed strategic partnerships with community housing providers to reduce dumping behaviours
• 4.3: Streamlined waste collection process with the Roads Construction Maintenance Branch
• 4.4: Partnered with Community Safety camera network to detect illegal dumping offences
• 4.6: Enhanced the management of dumping on construction sites in collaboration with the Construction Taskforce
• 4.9: Installed concrete deterrents and bollards at key hot spot locations to block vehicle access
• 5.1: Continued to install illegal dumping deterrent signage
• 5.5: Developed social/economic incentives for tenants to dispose of unwanted waste and household goods
• 6.1: Undertook a quarterly targeted illegal dumping blitz with subsequent enforcement outcomes
• 7.2: Commenced preparation of annual report card.

• Analysed the Lifecycle program budget to ensure it aligns with our goals and operates efficiently
• Overall Program actual expenditure continues to track below overall budget
• Procurement scoping commenced for Data Warehouse
• Recruitment activities ongoing
• Multiple GIS governance meetings with Digital Transformation Program (DTP), Records Team, and Information Technology Service Branch.

• Business readiness and learning and development plan is currently being updated
• Learning and Development strategy is being finalised
• Learning and Development survey has been distributed to branches and results are now being analysed
• Role Mapping assessment validation against consolidated positions and access architecture is in progress.

• Fit-gap workshops with exception of EB are completed - EB tentatively scheduled for June subject to business availability
• Business signed off for core components of business ledger received
• Conversations continue Treasury Ledger functionality and Asset Account configuration
• To Be process mapping continues
• Reporting discovery nearing completion
• Technology One base configuration completed. To be processes pending approval – in readiness for Technology One to estimate and configure
• Solution Architecture Design in review – expected Development Assessment Branch (DA) endorsement by end April 2024.

• TechOne base configuration completed. To Be processes pending approval – in readiness for Technology One to estimate and configure
• Data mapping spec activity has been completed with the Business Analysts; branches engaged where necessary. Data partner is now able to commence their process.
• Project Lifecycle Management (PLM) workshops have been completed and Business Analysts are working with the branches to compile configuration data
• Major Event Management and DM to be scheduled
• Water workshops in progress
• Business Analysts will be working with branches soon to discuss the processes that were out of scope previously and processes that have changed
• Solution Architecture Design in review – expected DA endorsement by end April 2024

• Organisation Management Business Process workshops have been completed
• DTP will commence documentation of business processes for business sign- off
• Payroll discovery continuing with Technical Partner and business process workshops booked
• Techone Human Resources and Payroll (HRP) - aligned with One Council - migrating configuration from existing database to project databases. HRP – lift and shift in progress
• Solution Architecture Design in review – expected DA endorsement by end April 2024.

• Data migration Strategy completed
• Data mapping per Business object for migration commenced
• Data migration infrastructure stood up.

• GIS removed from Tranche 1 – now a dependency from Tranche 2.

• Enterprise Asset Management Solution
• Finance and Supply Chain
• Human Resource and Payroll
• Enterprise Content Management (Phase 1)
• Cloud Analytics (Phase 1)
• Graphical Information System (Phase 1).