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High performing organisation - Quarter 4, 2021 / 2022

Project	Target	Status	Commentary
HP7.1.1 - Property rating strategies and framework Deliver a review of Council's rating strategies and framework. Purpose: To ensure equity to our ratepayers. To provide a foundation for long-term financial sustainability.	March 2022	Not Proceeding	A decision was made by Council in the second quarter to remove this project from the Operational Plan (minute# 16/2022). Due to the size and complexity of this initiative it was decided to extend the timeline for completion. As such it was decided to remove the project from this year's Operational Plan.
HP7.2.1 - 213 Queens Road redevelopment Deliver the redevelopment project construction plan for the depot at 213 Queens Road. Purpose: To provide a fit-for-purpose workplace environment for branch services. To provide a better customer experience for the community.	June 2022	Completed	During the fourth quarter Stage 1 of the Queens Road Redevelopment project was completed and comprises a new staff entry and crossover, car impound yard, staff car park, road and underground infrastructure (fire, water and power), and long-term stay impound kennels. Commencement of Stage 2 was delayed due to extensive heavy rain and weather events impacting construction. These delays are within the scope of the contract. A revised construction program will see elements of Stage 3 incorporated into Stage 2. Stage 2 is scheduled to commence 21 July 2022. No risks or issues specific to the project or development site were identified during quarter four. There has been negligible impact to depot operations during quarter four.
HP7.2.2 - Community Engagement Strategy Action Plan Deliver a Strategy Implementation and Action Plan outlining practical actions. Purpose: To guide how we deliver the Community Engagement Strategy 2020-2024. To advance and enhance community engagement practices internally and externally.	December 2021	Completed	The Community Engagement Strategy Implementation and Action Plan (document) is complete. (DM# 15250475) The Plan will assist the Community Engagement Program to prioritise, monitor and adapt initiatives under the three priority areas of the Strategy. The Community Engagement Strategy for the City of Logan must be implemented by the end of 2024. Timeframes for all initiatives included in the Community Engagement Strategy will be detailed in the Plan in order of priority. This will be done in collaboration with the Community Engagement Program. The final Plan will be version controlled and adapted where necessary to meet changing community needs. The Community Engagement Strategy Implementation and Action Plan includes initiatives, priorities, timelines and responsibilities. The monitoring, reporting and evaluation processes will be determined on a project-by-project basis and approved by the Customer Experience and Community Engagement Manager. Delivery of the Plan's actions will be ongoing until 2024.
HP7.2.3 - Community Engagement Framework Deliver initiatives within Council’s Disaster Management’s Community Engagement Framework. Purpose: To promote and enhance community education, resilience and recovery.	June 2022	Completed	As at the end of the fourth quarter, the following was achieved: Attended a Get Ready Queensland Local Government Community of Practise in April. The 2021/22 Get Ready Queensland Plan of Activities has been developed in line with the Guideline and submitted to the Queensland Reconstruction Authority. Under the Get Ready Funding: Advertisements were placed in My City newspaper for Logan Early Warning, Disaster Preparedness for Business, House Fire Safety and Bush Fire Preparedness Shopalive advertisements at Beenleigh Market Place, Logan Central, Logan Hyperdome and Springwood Shopping Centre for Logan Early Warning, House Fire Safety and Bush Fire Preparedness. Shopalive advertisements at Grand Plaza were utilised for Logan Early Warning messaging Mobile Truck Billboards were used to advertise Logan Early Warning Radio Advertising on Rebel l and 4EB was utilised to advertise Bushfire Preparedness and House Fire Safety. Advertising on 4EB was conducted in 6 different languages (including English) Logan City Council Facebook posts and ads were used to send messaging for Logan Early Warning, Disaster Preparedness for Business, House Fire Safety and Bush Fire Preparedness CASSIE screens were utilised to target males for advertising for House Fire Safety and Logan Early Warning Logan City Council Website Super Banner advertised House Fire Safety, Logan Early Warning and Disaster Preparedness for Business House Fire Safety, Logan Early Warning and Disaster Preparedness for Business was advertised on the Logan City Council Customer TV slide. House Fire Safety, Logan Early Warning and Disaster Preparedness for Business was advertised on the Logan City Council Libraries TV slide. House Fire Safety was advertised on the Beenleigh Town Square Screen Google Display Prospecting was used for House Fire Safety and Logan Early Warning
HP7.2.4 - Disaster Management Capability and Capacity Framework Deliver activities that support the Disaster Management Capability and Capacity Framework. Purpose: To ensure that we have an appropriately staffed, sustainable and trained workforce.	June 2022	Completed	As at the end of the fourth quarter, the following was achieved: During April, the Local Recovery Group remained stood up until it stood down on 21 April. Ongoing flood clean up requests have been attended to throughout the whole quarter. A request for quote was placed on Vendor Panel for the flood debris clean-up of the more complex jobs. Liaison with the successful organisation has begun. Attended multiple meetings throughout the quarter with QRA in regard to Flood Recovery Funding. Recovery After Action Review was held on 17 May The request for quote for the management of Spontaneous Volunteers that was placed on Vendor Panel in February and extended to April did not receive any submissions. Working with Strategic Sourcing and Contracts, the scope was review and changed slightly. A brain-storming session was conducted to identity organisations that may not work in the disaster space but who may have the capacity to provide the requirements needed for the management of spontaneous volunteers. The RFQ closed on the 17th of June and one submission was received and currently under review. Attended a Get Ready Queensland Local Government Community of Practise in April. Attended the Access and Inclusion Working Group Meeting and submitted the disaster management actions and feedback for the Access and Inclusion Plan 2023. Will be attending the Access and Inclusion Plan Sector Workshop in June. Participated in the Possibility Lab Community of Practise for Cumulative Community led Recovery and Recovery Assessment Tools Presented a disaster preparedness workshop in May for the Kingston East Neighbourhood Group. Update the Supplementary Plan for Health Outbreaks Sub Plan with Rapid Antigen Testing for Covid guidelines.
HP7.2.5 - Recruitment Increase the Talent Acquisition Team's capacity to meet Council's increased workforce planning requirements. Purpose: To enable effective change management and leadership practices.	June 2022	Completed	The Talent Acquisition Partner team is now funded appropriately and the team structure and role requirements have been confirmed. There has been some turnover in the team with replacements currently being sought, however this is indicative of current turnover trends across Council and other external organisations. Further workflow and process improvements, including benefit realisation will continue as business as usual with portfolio management tracking and inserted into ongoing Branch Business plans
HP7.2.6 - Procurement Model Review Stage 3 Deliver updates to Council's procurement framework, delivery models and services. Purpose: To increase efficiencies in Council's procurement processes and procedures.	June 2022	Completed	This project was completed in the third quarter. As at the end of the third quarter: In preparation for the transition to a strategic procurement framework, a key action was to develop a new Contracting Manual. The purpose of the manual is to document the new procedures and financial thresholds that facilitate a strategic approach to procurement and contracting activities. The Contracting Manual was endorsed by Council's Executive Leadership Team at its meeting held 6 December 2021 with the endorsing the recommendation "that the Administration Manager progress the necessary actions for Council to apply the SCP to its contracting as per Chapter 6 – Contracting, Part 2 Strategic Contracting Procedures of the Local Government Regulation 2012, including seeking Council adoption of the Contract Manual'. Council adopted the Contract Manual and Contracting Plan at its meeting held 28 January 2022. Corporate Procurement engaged with Branch Management Teams across Council to bring awareness to the key changes. Council applied the Strategic Contracting Procedures to its contracts from 1 March 2022. Council hosted a Supplier Engagement and Networking event, targeted at local businesses to understand the opportunities to supply to Council. This particular event focussed on the new strategic procurement framework. What was achieved? Milestone: ELT endorsed new Procurement thresholds prior at its meeting held 6 December 2021. Milestone: Council adopted a new Contracting Manual and Contracting Plan at its meeting held 28 January 2022. Milestone: Council applied the strategic contracting procedures to its contracts from 1 March 2022. Project 'HP7.2.6 - Procurement Model Review Stage 3' completed within target date of June 2022. Challenges A Change Management Plan was developed for this project. All issues and risks, or potential issues, are reported to the Procurement Transformation Change Manager or the Project Manager who would then work with the appropriate people to assess the issue, determine the potential impact and assign appropriate mitigation measures. All issues that constitute a risk to the project will be documented and managed in the Procurement Transformation Project Risk Register. This risk register is updated weekly at Project Team meetings to ensure risks and issues are captured, addressed, and managed.
HP7.3.1 - Corporate Innovation Strategy Deliver Year 2 of the Corporate Innovation Strategy. Purpose: To build organisational capability in using innovation models. To enable services to be delivered in new and better ways.	June 2022	Completed	2022 marked the third year of the implementation roadmap for Council's endorsed Corporate Innovation Strategy (Minute No: 157/2019). The following summary highlights the performance of the Corporate Innovation Program's 3 core functional areas at financial year end: Corporate Innovation Service: The Corporate Innovation Team designed and facilitated problem solving services to support 35 project teams and engaged 475 staff across every directorate in Council. Project teams were supported to better frame problems, understand the lived experience and impact of problems for customers/users and ideate and prototype potential solutions. Project teams were coached in the application of tools and techniques across problem framing, problem discovery, ideation and prototyping. At the end of 21/22, customer value survey results for this service is tracking at 90% favourability, resulting in improved performance of 2% compared with the previous financial year (88%). Innovation Culture and Capability. Some of the key highlights for this service include the monthly (excluding Dec/Jan) Lunch and Learns. Attended by 325 staff (averaging 32 staff per month), 26 Lunch and Learn sessions, covering 10 topics were delivered., Lunch and Learn customer value is tracking at 90% favourability rating, an improved performance of 6% compared with 20/21 (84%). 94% of staff surveyed also agreed they are likely to attend future Lunch and Learns. The online Introduction to Problem Solving training program was also delivered this year. Launched in November 2021 and built in Council's Logan Learning Hub, there are currently 78 staff enrolments. The LDP Hackathon was another initiative delivered in partnership with the People and Culture Branch this year. Involving 22 staff from the 2022 Leadership Development Program, the hackathon provided capability development across innovation tools and methodologies underpinned by Lean, Agile and Human Centred Design. The Hackathon uses an experiential learning model, exposing emerging leaders in the application of leadership skills of the future including critical analysis, systems thinking, agility and adaptive thinking, collaboration, storytelling and human centred design thinking. Participant survey results were 95% favourability rating (an improved performance of 1% from 2021 and 9% from 2020). 100% of those surveyed also agreed they would apply the tools and techniques learnt back in the workplace (up 5% from 2021). The 2021 Hackathon initiative was recognised with a 2021 Employee Excellence Award (runner up). A facilitator resource kit (Energiser/icebreaker manual and session plan run sheets) and a Do-It-Yourself suite of problem-solving tools (templates and 'How to' videos) was launched in this financial year as additional products for the organisation. Innovation Communication and Engagement: This service continued to drive a culture of innovation across the organisation in the 21/22 financial year. Some of the key highlights include the launch of the bi-monthly Innovation Unearthed (IU) e-magazine in July 2021. In 20/21, 6 editions were published and distributed and has amassed 368 staff subscribers. The IU e-magazine consistently outperformed industry benchmarks across open rates and click through rates, representing high staff engagement. At the end of 20/21, IU open rates were 34.76% (industry benchmark 20.5%) and click through rates were 14.61% (industry benchmark 1.8%), which demonstrates that the IU content resonates well with our staff. IU published more than 80 stories and further promotion occurred through the Daily Buzz and were viewed 2,597 times by staff. More than 200 artefacts were created over the financial year to promote and drive innovation across the organisation.
HP7.3.2 - TechOne to the Cloud Upgrade the TechOne solution to be cloud-based. Purpose: To replace current solutions which have reached end-of-life.	June 2022	Completed	As at the end of the fourth quarter the TechOne to the Cloud project has successfully delivered the key goals of the project set out for this financial year. This includes: Transition from on-premise solution to cloud version (achieved in Q2), in record time and faster than any other council in Australia Transition to CIA the following modules: Enterprise Budgeting, Payroll & Asset Management for Plant Fleet Services Design sign-off for the remaining modules in scope, allowing them to move into the Build phase (currently on track) for deployment later in 2022 as part of Phase 2 of this project. Phase 2 of the Project will begin 01 July 2022 with a target for completion by the end of December 2022.
HP7.3.3 - Enterprise Asset Management System Complete Stage 1 of the work order and maintenance solution. Scope phase 2 strategic asset management options. Purpose: To ensure the right business system and solutions are selected that: are in line with today's technologies and best practice enable efficient and effective management of assets and quality asset information support operational and strategic infrastructure decision making.	June 2022	Completed	As at the end of the fourth quarter, planned activities for the initial stages of this project were completed per the project schedule. The EAMS Detailed Business Case has been finalised and endorsed by ELT to progress to Governance Committee on 20 July. This ultimately completes the scope of work for the 2021/22 financial year. The EAMS Program will proceed into the implementation of the solution as per the business case. The implementation will focus on the foundational components needed for a successful EAMS delivery and will be tracked under HP7.4.3 for the 2022/23 financial year.
HP7.3.4 - Corporate project management practices Review Council's current corporate project management guidelines. Purpose: To establish a well-structured: project prioritisation model project management delivery model.	June 2022	Completed	As at the end of the fourth quarter: Updated Project Management Guidelines (to create alignment with PMBOK7) were delivered (15625309) and presented to Sponsor (Corporate Strategy & Performance Reporting Program Leader). The Guidelines were also presented to Business Transformation Manager for feedback which has been captured in the reviewed Guidelines. Project Closure report (15792005) including recommendations completed and submitted to Sponsor. With the recent Council decision to establish an ePMO and consequential structural and management changes taking effect from 4 July 2022, the suitability of the reviewed Project Management Guidelines is currently unknown. Determination of the value offering of the revised guidelines will need to be factored in as the role of ePMO is established and refined.
HP7.4.1 - Change Framework Develop and implement an enterprise-wide change framework and supporting tools. Purpose: To support effective change management and leadership practices.	June 2022	Completed	As at the end of the fourth quarter, the last year has seen considerable progress in Council's commitment to strengthen change capability across the organisation, designed to enhance project outcomes for our community. Our change capable internal resource pool is both deeper and wider across leaders and staff. In addition, our change methodology has been further embedded, supported by effective tools, resources and sustainable ways of working. The current tranche of change capability uplift has therefore been successfully completed.
HP7.5.1 - Corporate performance reporting Commence a review of corporate reporting practices. Purpose: To improve data collection and reporting capabilities.	June 2022	Completed	As at the end of the fourth quarter a Corporate Plan performance dashboard has successfully been delivered. This allows Council to track the delivery of the Corporate Plan in terms of delivering projects against its: Key Priorities Major Projects Strategies. A first for Council, the dashboard provides a centralised location for project performance information that automatically aggregates with each new financial year. When the Corporate Plan reaches its end-of-life (2026), we will be able to see what has been delivered over its 5-year lifespan. The project has also delivered a Performance Management dashboard prototype. Building off the work presented to Council and ELT in November 2021, and their feedback, the prototype takes a balanced view of performance across the organisation across key areas including: Corporate Plan performance Finances People and safety Customer service The intention of the prototype is to demonstrate the capabilities and possibilities of consolidating organisational-level KPIs into one place. Lastly a Corporate Performance Reporting Framework (CPRF) has been drafted with two rounds of internal review completed. The objective of the CPRF is to provide comprehensive performance information that meets the needs of Management and Executives to support good decision-making in the areas of planning and operational management. In meeting this objective, the CPRF will: encourage accountability and transparency maintain stakeholder confidence in performance (internal and external) encourage a continuous improvement environment.
HP7.5.2 - Certified Agreement negotiations Develop and embed the next Certified Agreement. Purpose: To provide a framework to ensure a healthy and safe workforce.	June 2022	Completed	As at the end of the fourth quarter the Logan City Council Certified Agreement 2022 has now been certified by the Queensland Industrial Relations Commission. This agreement will remain in operation to 22 April 2025. The parties (Unions and Council) to the agreement will seek to open negotiations for a replacement agreement no more than 6 months prior to the expiry date.
HP7.5.3 - Delegations review Deliver a review of Council’s delegations framework. Purpose: To ensure Council’s delegations framework complies with legislation. To meet Council’s legislative requirement to conduct an annual review of delegations.	April 2022	Completed	On 22 June 2022 the new framework for Council to CEO delegations was adopted by Council. This has been completed in advance for the deadline for annual review. The framework is therefore complete, with more work now to be done to implement the supporting technology solution and the CEO to officer delegations.
HP7.6.1 - Strategic Accommodation Plan Deliver a strategic and operational accommodation plan. Deliver the plan based on a short, medium and long-term forecast horizon. Purpose: To support forward planning of accommodation needs over the next 15 years.	June 2022	Completed	The project status is completed in line with deliverables. The Stage 1 draft report was presented to Council officers for feedback. Council officers provided feedback and a completed report has been presented to Council officers. The report details a proposed strategic accommodation model for Council consideration. Next steps - the report will be presented to Council's Executive Leadership Team for their support and Stage 2 (detailed implementation) will be commenced in the new financial year.
HP7.6.2 - Strategy addressing greywater services causing amenity issues Replace problematic grey water systems with a suitable solution. Purpose: To: improve the liveability of the city improve public health and safety action complaints received about grey water systems and increase customer satisfaction.	June 2022	Completed	As at the end of the fourth quarter: 3 installations were completed in the 2021-2022 FY where 5 had originally been planned. Our allocated budget of $50k was exhausted before delivery of the remaining 2 conversions due to associated materials and services costs significantly increasing.
HP7.7.1 - Advocacy Action Plan Develop and execute advocacy strategies. Purpose: To influence federal and state government decisions that support Logan's identified advocacy priorities.	June 2022	Completed	At the end of the fourth quarter the Advocacy Program had completed implementation of its 2022 Federal Election Advocacy Action Plan. The Advocacy Program is compilng an evaluation report and will report to Committee/Council on the outcomes of this campaign in July 2022.

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