| HP7.2.1 - City Parking Enforcement Strategy 2023 - 2026 |
June 2024 |
Completed |
As at the end of the 2023/2024 financial year, all first-year scheduled actions of the City Parking Enforcement Strategy 2023 - 2026 have been delivered.
The first year actions delivered include:
- streamline the Penalty Infringement Notice (PIN) review process and simplify the webpage for improved customer experience
- enhance and simplify information and educational parking resources provided on Council's website
- streamline processes and procedures with the aim to increase administration efficiencies within the Parking Enforcement team
- optimise usage of 3 dedicated Automatic Number Plate Recognition (ANPR) cars through improved operations scheduling
- create educational materials with information specific to individual school parking on Council's webpage.
This project is now complete. |
| HP7.2.2 - Community champions project |
June 2024 |
Completed |
The Community Champions project was delivered during the 2023/2024 financial year, through funding provided by the Queensland Reconstruction Authority (QRA). The project aims to improve community resilience during disaster events. Following notification from QRA of cessation of funding, effective 30 June 2024, a review of the project was undertaken to inform future activity. Findings from the review include:
Project successes:
- The Community Champions project has produced a cohort of trained disaster response volunteers
- A number of Volunteer Management Training events were successfully delivered
- training produced a total of 19 active Community Champions (11 completed mandatory Queensland Disaster Management training, 8 yet to complete), with a further 11 awaiting blue card
- trained volunteers may successfully improve capability and capacity of identified community organisation disaster management activities.
- Funded organisations which deliver emergency volunteer programs, and which would benefit from the transfer of trained Community Champions, were identified. These include:
- Volunteering Queensland
- Red Cross
- Beyond Blue
- Salvation Army Australia.
Project challenges:
- Training
- a number of participants lost interest in, and/or dropped out of the program
- outstanding onboarding was experienced due to lack of training attendance and completion of blue cards/police checks
- it was necessary to reschedule some key training sessions due to schedule clashes
- Cessation of funding
- the project has been fully funded this year by the QRA
- funding is being discontinued effective 30 June 2024
- alternate funding has not been identified
- Ability to maintain the project without continued funding
- Council resources will need to be allocated to manage the program and the volunteers, including cost of training / police checks, volunteer uniforms / cost and impact of program activation / assignation of staff resources to manage the program in times of non-disaster periods and in times of response and recovery will negatively impact team workload.
The review identified the following two options for the future of the Community Champions project:
- Option 1 – Continuation of the Community Champions program
- funding source ceases 30 June 2024, no alternate funding source has been identified
- the program has evidenced a heavy impact on Council resources (people and budget) throughout its delivery
- issues associated with managing volunteers were evidenced throughout program delivery
- maintaining an unfunded program is considered unviable due to lack of resources (people and budget)
- Option 2 – Support existing organisations by the transfer of trained volunteers
- suitable existing organisations have been identified to utilise trained volunteers
- training provided is in line with organisation's requirements
- transfer of the trained volunteer network will improve capacity to respond to community recovery requirements
- close the project with the transfer of trained Community Champions to identified organisations which deliver emergency volunteer program.
Option 2 was determined as the more appropriate action. The Community Champions project will therefore be closed in accordance with Option 2, acknowledging the successful outcome of improved community resilience during disaster events. This will be achieved through the transfer of the trained volunteer network to identified organisations to improve capacity to respond to the recovery needs of the community.
The project work for the 2023/2024 financial year is complete. |
| HP7.2.3 - Disaster Management Community engagement framework |
June 2024 |
Completed |
During the 2023/2024 financial year, Council's Disaster Management Community Engagement Framework was delivered in accordance with the annual work plan.
Delivery focused on engagement with aged care facilities, council's service levels to the community, and Logan's early warning network service.
Community Engagement highlights for June 2024 include:
- 20 participants attended our Creative Resilience and Recovery training workshops on 1 and 2 June 2024 at Logan Art Gallery. The workshops were facilitated by the National Creative Recovery Network.
- Staff attended the Metro South Disaster Mental Health Recovery Network meeting, held at Jimboomba Community Centre on 11 June.
- A meeting was held with an Elder from Jinni Mibunn on 20 June, based on Identified emergency services Jarjums day for term 3.
- A staff member attended the Inspector General Emergency Management, Severe Weather Season, Community Consultation at Jimboomba on 24 June.
- A Resilient Business Artificial Intelligence Powered Strategies for Post Disaster Recovery Workshop was held for small business on 27 June.
- Delivery of the Birdie Disaster Education Resource Kits to Primary Schools within City of Logan occurred throughout the month of June.
- 150 Disaster Information Wallets were provided to Blackbutterfly Group, which is a Disaster Organisation.
- Student Voice in Disaster Resilience project meetings were held at the Flagstone State Community College.
Highlights for the year include:
- 60 community engagement and education activities to build disaster resilience in the community were held, reaching an estimated total of 6,154 people.
- Engagement around disaster education was conducted with residents in their homes via Meals on Wheels. Meals-on-Wheels drivers delivered 390 'Emergency Document Wallets' to homes along with their meals.
- The 'Creative Recovery' project was developed based on a co-design approach with the disaster resilience, creatives, Logan art gallery teams, along with the National Creative Recovery Network. Logan creatives expressed interest in participating in 3-day recovery workshops at the Logan Art Gallery. The goal was to form a local collective of diverse artists, integrating arts-based practices into disaster resilience and recovery efforts.
The project work for the 2023/2024 financial year is complete. |
| HP7.2.4 - South-West Depot |
June 2024 |
Not Complete |
At the end of the 2023/2024 financial year, implementation of the South-West Master Plan is continuing through delivery of Stage 1 of the South-West Depot, which is nearing completion.
Following the completion of a strategic analysis which was undertaken in previous years and which determined how Council would deliver against the South-West Master Plan, the construction of a new depot in this region of Logan has progressed. The depot aims to improve operational efficiencies and enhance service delivery for critical branch services.
Highlights for the year include:
- Stage 1 construction commenced in late 2023 and progressed throughout the financial year in line with the approved design.
- The internal fit-out was completed in June 2024 and external works are progressing.
- Further investigations and consultation were carried out with Council stakeholders with a view to consolidate use requirements.
- In principle discussions have progressed for the use of the building's community component.
While the project is largely complete as at the end of the financial year, the project is anticipated to reach practical completion in its entirety in August 2024.
This project is not complete. |
| HP7.2.5 - Community Engagement Strategy for the City of Logan 2020-2024 |
June 2024 |
Completed |
During the 2023/2024 financial year, the Community Engagement team delivered against the Community Engagement Strategy through working closely with Parks and several key Councillors to develop a streamlined approach to engagement relating to park upgrades and master plans.
Highlights for community engagement support in June include:
- Yugambeh language signage at Alexander Clark Park
- Murray's Reserve Park
- Mabel Park Waterway Naturalisation Project
- Wilbur Street Youth Centre
- Logan Water Customer Commitment Statement for Water and Wastewater Services
- planning for a confidential community service relocation
- attended the annual LEAF event
- provided in-person engagement support for the Mabel Park Waterway Naturalisation project.
Highlights against the Strategy deliverables include:
- review of the online engagement portal
- negotiated a new contract with Granicus
- refreshed the look and feel of the engagement portal
- incorporated a new hub function on the engagement portal
- implementation of the internal engagement network and training plan
- improved communication between engagement practitioners within Council through internal newsletter and dedicated Teams chat
- coordinated International Association for Public Participation (IAP2) accreditation training in-house for 19 staff across 9 branches
- delivering the Aboriginal and Torres Strait Islander Engagement Guidelines
- guidelines were delivered on Council's internal website,The Buzz
- following further consideration, Council is investigating broader First Nations engagement matters.
The project work for the 2023/2024 financial year is complete. |
| HP7.2.6 - Customer Experience Strategy 2020 - 2024 |
June 2024 |
Completed |
During the financial year 2023/2024, the following actions were completed to support the outcomes of the Customer Experience Strategy 2020-2024:
- Change Management and Communication plan completed for customer centricity roadmap
- final stages of testing for of MyLogan (replacing My Property)
- Leadership development program - Cohort 14 (LDP14) have completed their discovery and research phase for the customer service operating model
- LDP14 group coaching sessions kicked off to provide ongoing coaching support
- Channel Management Strategy initiatives underway (enterprise-wide SMS solution and sending as Council@ to reduce the number of customer facing emails)
- Electoral Commission of Queensland (ECQ) Data and reporting handed over to CorporateCX with rollout to all Councillors completed
- ongoing contribution to Service reviews, EMPO new initiative process, IT design authority and waste and illegal dumping working group
- Customer Experience Strategy superseded by Customer Centricity Plan which was adopted in March 2024.
The project work for the 2023/2024 financial year is complete. |
| HP7.2.7 - Value for Money Program |
June 2024 |
Completed |
As at the end of the 2023/2024 financial year, several Branches implemented initiatives that were suitable for the Value for Money (VfM) Program.
Value for Money is a multi-year program whose planned activities for this financial year were achieved.
Branches contributing to the value returned to the organisation amongst others are:
- IT Services Branch
- Parks Branch
- City Safety and Liveability Branch.
The initiatives they delivered both created hard savings for the organisation, as well as ongoing cost avoidance. This includes:
- IT Services Branch: Implementation of Microsoft Teams calling, instead of hardware-based phones delivered significant savings to the organisation
- Parks Branch: Insourcing their reactive maintenance through the introduction of the "Flying Gang" also resulted in sizeable hard savings
- City Safety and Liveability Branch: Enhancing security at the new Queens Road facility and introducing a weed sensor for focused weed treatment both contribute to ongoing cost avoidance.
The next financial year will focus on more initiatives including:
- continuation of investigating achieving value in Council's insurance arrangements
- service reviews
- service-based budget reviews.
The project work for the 2023/2024 financial year is complete. |
| HP7.2.8 - 2022-2026 People Plan |
June 2024 |
Not Complete |
During the 2023/2024 financial year, initiatives under of the 2022-2026 People Plan progressed to support Council employees in delivering the city vision.
7 projects were identified to address the People Plan strategy initiatives. 6 of the initiatives were initiated earlier in the 2023/2024 financial year and 1 further project was commenced toward the end of the year as it was dependent on the completion of earlier projects.
4 of the 7 projects met their target objectives for the year. These are:
- Strategic Workforce Planning framework
- Diversity, Equity & Inclusion summary
- Culture and Engagement survey and action plan
- Leadership and Talent Succession Planning.
The 3 projects not completed in full are:
- Leadership development framework
- the objective was to draft the framework however we were requested to develop and deliver a program for the Program Leaders. The program was developed first and then attention turned to the framework.
- the framework was delivered by 30 June instead of 30 April and will be progressed further in the 2024/2025 financial year.
- Performance Management
- the project was required to complete additional research and business engagement before pilot. The design, development and trial has occurred, implementation did not fit in the year.
- implementation will continue to be progressed and delivered in the 2024/2025 financial year.
- Developing Critical Skills
- the project is dependent on the Performance Management and Workforce Planning projects. The project plan was unable to be drafted due to insufficient data from the other projects.
- the project is paused until the larger projects preceding it are much further progressed. It will be continued and delivered in a future financial year.
The incomplete projects will continue to be progressed and delivered in the 2024/2025 financial year.
The project work for the 2023/2024 financial year is not complete. |
| HP7.3.1 - Animal Management Plan |
June 2024 |
Completed |
At the end of the 2023/2024 financial year, all Year 1 deliverables of the Animal Management Plan have been completed.
Achievements for the year include:
- deployed noise monitoring technology to support investigation of animal noise complaints and ceased reliance on residents completing barking logs
- introduced requirements for animal keeping licence applications, such as foster carers or greyhound keeping, to include written support from neighbours.
- implemented QR Codes in broader applications such as written correspondence and Council infrastructure for immediate access to information and reporting options
- deployed body-worn cameras to drive improved evidence gathering and officer safety
- conducted a review of complaint triaging practices to ensure public safety concerns are allocated the greatest resources quickly
- developed a database of identified and repeat offenders
- completed a review of web content specific to animal management
- continued to deliver Be Pet Smart education sessions at schools and early learning education facilities
- represented Council at the State Animal Management Taskforce
- reviewed dog park signage.
The project work for the 2023/2024 financial year is complete. |
| HP7.3.2 - Illegal Dumping and Litter Enforcement Strategy (2022-2025) |
June 2024 |
Completed |
As at the end of the 2023/2024 financial year, all second-year deliverables of the Illegal Dumping and Litter Enforcement Strategy 2022 - 2025 have been actioned or delivered.
Year 2 actions delivered include:
- implement financial or social rewards or incentives for people to report dumping offences
- investigate and trial AI detection and surveillance technology for offence detection
- use drone surveillance to detect dumping in regional and rural locations
- develop enforcement partnership with other local governments to share information about cross-jurisdictional offenders
- explore partnership with Council's community safety camera network to detect illegal dumping and litter offences
- support vulnerable members of the community to properly dispose of waste through establishing networks with community support agencies
- enhance management of litter and dumping on construction sites with Council's Construction Taskforce
- explore social or economic incentives for tenants to lawfully dispose of waste including the reallocation of tip vouchers from property owners via subscription (opt in)
- explore economic incentives for businesses to prevent littering through design or operational initiatives
- advertised on radio and spotify to encourage the responsible disposal of waste in Logan City.
The project work for the 2023/2024 financial year is complete. |
| HP7.3.3 - Digital Transformation Program delivery |
June 2024 |
Completed |
The Digital Transformation Program (DTP) was successfully delivered during the 2024/2025 financial year, with the current status highlights:
Program Management
- 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
- program level schedule is on track
- governance meetings and working on risk and issues review
- Tranche 1 and 2 Architecture Documents deep dive with Tranche 2 and 3 project management
- continued build of Tranche 2 Architecture
- deep dive with Data/Environment Specialist.
Business Readiness
- Program Control Group (PCG) pack
- Collective Leadership Team (CLT) engagement
- published Quick Reference Guide (QRG) Human Resource Payroll (HRP)
- published QRG Financial Supply Chain (FSC)
- published QRG Enterprise Asset Management System (EAMS)
- branch engagement – DTP is more than EAMS (remaining branches)
- developed SharePoint content
- GIS requirements survey distributed
- One Council Functional Showcase and Fit Gap Workshops delivered to Roads and Logan Water.
Tranche 1
- design effort tracked as burn down for each project ensuring visibility to meet Design timebox
- base OneCouncil EAMS solution has been completed, configuration has been migrated from EAMSTEST to the CONFIG environment
- base FSC OneCouncil solution has been completed
- base HRP solution is 90% completed.
Tranche 2
- progressing the implementation of interim treatment for Tranche 2 resource capacity escalation
- ESRI Solution Architecture Design technical sign-off / acceptance progress towards IT Change Approval Board (CAB) submission, estimated time for platform build completion is between 4 and 11 July
- DTP Solution Architect progressed assessment of impact on eDocs Upgrade scope including effort and cost by SeeUnity Upgrade dependency
- DTP Architecture Governance establishment in progress, offering access to, and visible availability of, DTP Architect resources prioritisation and assignment to Tranche 2 deliverables
- documented Role Responsibilities for Delivery Business Analyst role.
The project work for the 2023/2024 financial year is complete. |