Operational plan report - Quarter 3, 2021 / 2022

• Major internal sponsor/stakeholder meetings were held in regard to the internal services survey to determine and align to branch needs for 2022.
• The agreed process will include a meeting with Taverna and participating managers to workshop improvements.
• Major internal stakeholders will be consulted in early April to determine any additional requirements for the Residents’ Survey process prior to schedule finalisation.

• Delivery of phase 2 of the Proud City campaign.
• All 9 libraries have been rebranded.
• Logan Art Gallery painting and signage installation is underway.
• Plant Fleet Services (PFS), Parks and Roads buildings have been rebranded.
• Waste Transfer Station and Recycle Market rebrand assessment has commenced.
• Continued roll out of brand identity across the city.

• Ourlogan.com.au is live - engagement rates and community feedback have been positive.
• In the 3-month period from 1 Jan to 31 March 2022 website visit stats include:
  • 33,071 users (i.e. visitors to website) - Those users viewed 73, 562 pages of content, visitors stayed on the site for an average of over 2 minutes.
• Website includes a media portal and divisional pages.
• The corresponding Our Logan Facebook and Instagram accounts are growing steadily and proving to be a powerful marketing tool.
• Results include:
  • Facebook700followers,Instagram 287 followers,#CityofLogan used 11.8K+, #OurLoganOurCity used 100+

Project complete.

1. City positioning campaign.
2. Aligning all Council services to strategic brand pillars.

• Phase 2 of the Proud City campaign has been completed.
• Reporting figures are very positive with high engagement rates and positive community sentiment.
• Phase 2 campaign results include:
  • 3.93 million google impressions
  • 14, 300 google ad clicks
  • 790, 647 Facebook impressions
  • 15, 254 Campaign landing page views
• The City Positioning and Marketing Roadmap will now be adapted into a Strategic Marketing Framework.

• Home security.
• Vehicle security.
• Reporting information.
• Being an active bystander.
• Reporting of Hooning.
• Crimestoppers.

• build an engaged and inclusive community
• promote increased participation in community life
• support the community to make positive changes in their local area
• increase skills, knowledge and leadership capability within the community sector.

• All outdoor areas now trading and operational including outdoor stage, cottage, markets and heritage centre.
• Markets and events have been highly impacted by extreme weather resulting in postponement and cancellations.
• Building including the theatre and Living Museum has delayed opening until July 2022 due to storm damage and delays to practical completion.
• Aruga PR engaged to deliver precinct media opportunities, with a the Sunrise weather team completing a live broadcast promoting the new precinct in early April.
• At the end of the third quarter, 6 events have already been held with further markets and stage events booked in the future.
• The official opening is scheduled to be held in the fourth quarter

• increase community safety throughout the City of Logan
• detect and reduce anti-social and unlawful behaviour
• support the Queensland Police Service to identify and effectively prosecute offenders.

• Council's camera network captured 1029 incidents and received 164 footage requests from QPS.
• The number of incidents captured has decreased since the last quarter from 1092.
• The number of footage requests has increased since last quarter from 93.

About

First Five Forever aims to support the learning outcomes for all Logan children aged 0-5 years old by providing programs that offer talking, reading, singing, playing, dancing, and moving.

Quarter 3 update

Over the third quarter First Five Forever completed the following actions in support of the Libraries and Creative Industries 2021/22 Business Plan:

• Delivery of 216 COVID-safe, face-to-face children's literacy sessions with a total of 1782 participants.
• Delivery of 44 COVID-safe community outreach sessions through network partnerships across the city.
• Participation at 28 key stakeholder meetings across Logan City.
• Collaboration with the Parks Branch, ensuring delivery of high-quality sessions that promote family connection, early literacy, Logan Libraries and parks across the City of Logan.
• Distribution of over 800 children's library books to various community partners.

Outcomes

The learning outcomes of Logan children aged 0-5 years old were supported.

• access and inclusion
• economic opportunity
• nurturing learning and well-being
• sustainability
• connected community
• embracing life-long curiosity and discovery.

About

The Libraries Learning and Discovery Strategy informs the programming deliverables of the Libraries and Creative Industries Business Plan. This strategy provides the framework to allow library staff to be guided in the development, implementation and evaluation of purposeful and engaging library programming and community engagement.

Quarter 3 update

In the third quarter of the 2021/2022 financial year, Libraries have taken the following actions in support of the objectives of the Libraries Learning and Discovery Strategy.

• Delivery of activities in Libraries including Page Turners, Baby Time, Wriggle and Rhyme and the Be Connected service.
• Delivery of take home packs to families.
• Delivery of face-to-face and live-streamed library programming and events for adults and children.
• Delivery of hybrid events (live-streamed events with an in-library audience).

Outcomes

Library staff developed, implemented and evaluated purposeful and engaging library programming and community engagement in support of the Libraries and Creative Industries Business Plan.

• The outdoor precinct has been activated and is being used
• The KBF building is due for handover late April early May 2022

• Conduct practical completion in the fourth quarter to officially complete the project. Actions the project will take to facilitate practical completion are:
  • Organise for consultants to do a walk-through of the construction to conduct a defects inspection.
  • Work with the builders to rectify any defects where appropriate.
  • Attain design certificates from the relevant governing bodies, to issue practical completion certificate.
  • Issue practical completion certificate.
• It is recommended that the target date of this project be extended to June 2022 to allow for practical completion to be delivered. The project is confident this date will be achieved.

As at the end of the third quarter:

There has been a significant amount of engagement that has been undertaken with internal and external stakeholders to discuss the development of Council's third Reconciliation Action Plan (RAP). With the recent commencement of our First Nations Community Development Officer strong relationships have been built to understand the community needs, internal capacities and communication gaps to help inform the future RAP.

The Internal RAP Working Group have concluded that Council's 3rd RAP will likely take longer than June 2022 as there are a number of requirements to prepare us as an organisation.

The work delivered during this quarter to build capacity and work towards our next RAP are as follows:

• Continued engagement with Council's Native Title and Cultural Heritage Officer and Community Engagement Team to discuss the strategy to refresh Council's Reference Manual and Cultural Awareness Guide.
• Internal events for 2022 NAIDOC and National Reconciliation Week are in concept stage with the Logan Elders and internal stakeholders.
• Developed Council's first RAP Ambassador t-shirt, collaborating with internal stakeholders and the Artist Jessica Skeen-McKinnon (Muralappi).

Recovery actions

• The project's timeline and scope are currently being reviewed to determine expected outcomes by the end of the fourth quarter, factoring in both work that has been completed and what is currently progressing. Specific actions include:

• Business Transformation Branch have been engaged to provide assistance to conduct a series of workshops for:
  • Current-state analysis
  • Internal stakeholder identification and analysis
  • Maturity assessment
  • Options analysis
  • Development of an 'accord RAP'
• It is recommended that the project's description be amended to:
  • PC2.3.1 - Deliver actions to progress the development of Council's third Reconciliation Action Plan.

• The Second Progress Report 2020-2021 was endorsed at ELT on 10 February 2022 and was presented at the City Lifestyle Committee on 16 March. This was adopted at the Ordinary Council Meeting on 23 March.
• Council's Access and Inclusion Internal Working Group met on 10 February where 13 branches reported on their actions in the plan.
• On 1 February a workshop on Disaster Preparedness for People with Disability was provided in partnership with Disaster Management and Community Services. Collaboration also included Queensland Disability Network, Brisbane City Council, Redland Bay Council, Queensland Fire and Emergency Services and 121 Care.

• share the stories of our culturally diverse communities and of Logan’s Aboriginal and Torres Strait Islander communities
• share themes of importance to Logan's people
• enhance visitor experience to the City of Logan.

About

The Living Museum of Logan will tell the stories of the people of Logan. It will be a non-collecting, family-friendly space where residents and visitors to Logan can be inspired and learn about the City of Logan.

Quarter 3 update

In the third quarter of the 2021/2022 financial year the following actions were undertaken:

• Louis Lim's 'Snapshot, capturing street styles of Logan' display was installed in the Living Museum of Logan, along with the welcome wall and flags, and Nicola Hooper's interpretive timeline public artwork.
• Filming and editing of stories for the Nourish display focussing on the connection between food, people, communities, and culture were completed and installed.
• Exhibition brochures and promotional material were designed in preparation for opening to the public in mid-2022.
• Planning is on track for a stimulating opening program of artist and curatorial talks, museum tours and workshops.
• Involved artists, community and cultural groups were kept informed about the Living Museum of Logan opening delay due to the impact of construction delays.

Outcomes

Development of the Living Museum of Logan spaces, displays and programs continues.

• The January KRANK School Holiday Program ran from 8 January to 23 January 2022, with a total of 70 different activities resulting in 222 sessions being delivered to young people across the city. This includes an additional 13 activity sessions added to the program due to community demand.
• A total of 1,443 young people attended the January KRANK School Holiday Program.
• Additionally, 5 activities were cancelled and/or rescheduled in the January 2022 school holidays due to the impact of COVID-19.
• Bookings for the April 2022 school holiday program opened on Monday 21 March 2022.

• First Nations people
• newly arrived migrants and refugees.

• application for continuation funding under Round 2a of the Illegal Dumping Partnerships Grant was approved. $139,843.20 (being 80% of program funding) was receipted February 2022.
• A service enhancement was drafted for inclusion and consideration in the 2022/2023 budget deliberations to fund continuation of the Illegal Dumping Team for a period of 3 years to align with the Illegal Dumping and Litter Enforcement Strategy (2022-2025).
• The Illegal Dumping Team continued to identify, investigate and enforce illegal dumping activity across the city.

• become more sustainable
• conserve and restore private land.

• protect and improve environmental values
• enhance environmental awareness across the community.

• 722 members in total participating in the program
• 28 new Habitat Connections members joined the program (299 properties in total)
• 9 new Land for Wildlife properties were registered making 423 properties in total
• Formal agreements (Voluntary Restoration Agreement, Voluntary Conservation Agreement and Voluntary Conservation Covenant) remain at 28 properties in total
• 3 Formal agreement grants were provided
• 21 Land for Wildlife property revisits were conducted
• 2 new properties registered for Oxley Creek Landholder Engagement project, brings total property area 977 hectares with 30 kilometres of mapped waterway.
• 634 individual community engagement interactions were provided to community members.
• the following annual conservation incentives were provided to 79 program members:
  • 24 nest boxes (62 nest boxes in total 21/22 financial year)
  • 3,659 native plants (6,675 native plants provided in total 21/22 financial year)
  • $5,950 worth of land management vouchers ($13100 worth of vouchers in total 21/22 financial year
• in the 21/22 financial year to date 298 program members have ordered annual conservation incentive packages to help with improving conservation values on private property.

• Wellness in the Wilderness held at Holmview on 27 March with 3 attendees
• Stories under the Stars held Eagleby Wetlands on 27 March with 7 attendees
• Teak Park open day held at Teak Park on 26 March with 20 participants
• Glossy Black-Cockatoo and Feed Tree Identification Workshop held at Daisy hill on 20 March with 14 participants
• Can you canoe? Intro to canoeing skills held at Waterford on 13 February with 18 participants
• Candlelit Canoe event held at Waterford on 13 February with 12 participants
• Platypus Education and Induction Session held at Browns Pains on 22 February with 11 participants
• Cane Toad Tadpole Trapping information Session held at Park Ridge on 17 February with 34 participants
• Cane Toad Busting on 20 January at Eagleby with 40 participants
• Watergum Waterbugs Survey on 29 January at Slacks Creek with 15 participants.

• The Waste Management and Resource Recovery Strategy 2022-2032 was endorsed by Council at its meeting in March 2022 for public consultation.
• Project complete

• safe working conditions
• innovative and safe work practices
• efficiencies
• compliance
• one-team culture.

• Hire office now relocated and fully operational in new area.
• Old Hire office has been removed and area is ready for fabrication move .
• Roof Structure between buildings is now complete.
• New overhead crane has been installed and is now operational.
• Fabrication area is scheduled to be operational by early May 2022.
• Electronic oil management system hardware is expected early May, with IT expected to grant approval in late May 2022.

• capable
• dependable
• safe
• innovative
• economically and environmentally friendly.

• integrate new technology to improve the customer experience
• enhance the functions of the Library Management System.

About

The current Library Management System is at end of life and will be renewed during 2022 to meet customer needs.

Quarter 3 update

As at the third quarter, the evaluation phase of the Library Management System (LMS) Renewal Project continued. Library staff were invited to online presentations of systems demonstrations of LMS modules which allowed the opportunity to seek clarification on functionality of the various modules. Reference site checks were carried out by the Evaluation Panel. A Tender Evaluation and Recommendation report was prepared for the integrated Library System and was signed by the evaluation committee, sponsors and the Director of Community Services.

Outcomes

The contract has been executed for the provision of an Integrated Library Management System.

• Construction is on track, despite weather delays during the weather event in March.
• Preparation of the Operator's Agreement is in advanced stage.
• Draft lease agreements developed.
• Planning for the fit-out is in progress.
• Working closely with the procurement team on the tender preparation.

• 62% of the Parks Capital works program has been delivered.
• This is in line with the planned program delivery target of 61%.

• 68% of the Parks Asset renewal program has been delivered.
• This is above the planned program delivery target of 57% for the third quarter

• Development
• Engagement
• Places and spaces
• Partnerships
• Communication

About

The strategy is a whole-of-Council document that states Council's commitment to arts, culture and heritage. It defines the key areas, strategies and actions to guide the management, sites and provision, and plan for its future growth and development. The strategy outlines areas where Council will work to develop more opportunities for the community and its arts, culture and heritage professionals to watch, enjoy and participate in creative activities, with the aim of enhancing quality lifestyle, creative industries and business across the region. It is an integral part of developing the city as an emerging tourist destination.

The five key actions of Creative City: Logan City Council's Arts, Culture and Heritage Strategy 2018-2022 are development, engagement, places and spaces, partnerships and communication.

Quarter 3 update

In the third quarter of the 2021/2022 financial year the following actions were undertaken:

• Logan Live Factory Originals events were held, including to an audience of 1200 from the Milky Way markets. Installation of displays for the Living Museum of Logan were completed and installed.
• Electronic direct mail e-bulletins were distributed to Creative Industries database of public and volunteers promoting exhibitions, activities, events, and grant funding opportunities.
• Logan Art Gallery Instagram account now has 1,326 followers.
• The five key actions of the Arts, Culture and Heritage Strategy 2018-2022 continued to be delivered through Council's programs, services and venues including at Mayes Cottage.
• Public artwork for John Lane, Beenleigh, was completed and launched.
• A total of 2,548 people participated in online gallery public programs whilst Logan Art Gallery was closed for essential maintenance.
• Community engagement planning continues for the Arts, Culture and Heritage Strategy 2023-2027, including planning for an upcoming LEAF event and an inaugural Kingston Butter Factory Artists' Summit in July 2022.

Outcomes

As restrictions have eased, people are returning to face-to-face activities. Social media remains the key platform for promoting Creative Industries exhibitions, events and activities.

• Design works have progressed for civil, electrical works and the clubhouse while waiting for the environmental approval.
• This project is awaiting a federal environmental approval. No clear date when this will be received has been communicated by the department.
• Council is aware of this and is being kept up to date by the Sport and Recreation Program.

• A Local Roads and Community Infrastructure Program extension was sought in March 2022.
• The Department was not supportive of the extension.
• Mayor Darren Power sent a subsequent letter to Minister Barnaby Joyce seeking his support for the funding extension.
• Council is awaiting a response.
• In relation to the Environment Protection and Biodiversity Conservation (EPBC) Act referral, Council's appointed consultants are currently drafting the preliminary documentation in response to the received Request for Information from Department of Agriculture, Water and the Environment (DAWE).
• A key component in Council's preliminary documentation response will be a proposed Offset Management Plan.
• It is expected that the documentation will be sent to DAWE first week of May 2022.
• Once the environmental approval has been received, project timelines to commence works will be reviewed and adjusted accordingly.

As at the end of the third quarter, construction of the pool shell is complete and tiling is underway. Construction of the apron and plant room is commencing.

This project continues to be delayed by wet weather and lack of availability of materials and staff within the building industry. Recovery actions continue to be put in place however these are also being impacted by staff (sub-contractors) not being available due to COVID-19.

Recovery actions

The project schedule is being monitored, with appropriate adjustments to tasks being made as a result of wet weather with the possibility of adding:

• additional workdays
• longer working times
• additional sub-contractors (where available) on site to complete works although this is a problem across many sites with a lack of available staff across the industry.

• grow the visitor economy
• attract investment
• grow economic benefits
• encourage longer visitor stays
• increase visitor spend.

• The Beenleigh Streetscape upgrade project defects and close out is underway and should be completed by the end of the last quarter. The Beenleigh Smart Parking Stage 2 will be installed over the next quarter and completed by the end of June 2022.
• The Loganlea Healthy Street Project Stage 2 detailed design is underway and should be completed in the next quarter. The draft Meadowbrook Transport Strategy will be submitted to the May committee round for approval.
• The detailed design for the Jimboomba Streetscape works is underway with construction of the project anticipated after the Jimboomba signature event in September 2022.
• The Croydon Road Master plan has been finalised and engagement on the detailed design for the Croydon Road Streetscape upgrade project will commence in May 2022.
• The scoping and design of the Logan Gardens Ring Pathway can no commence now that detailed survey works have been completed.
• Place Branding for Jimboomba, Meadowbrook and Logan Central has been finalised.
• All the City Centre Implementation Plans are currently being reviewed with internal consultation to commence and updated plans to be finalised by the end of June 2022.

• Urban art
• Creative lighting
• Other centre activation and amenity improvements.

• The Urban Art Strategy will be submitted to Council for endorsement in the April Committee round. The key actions will inform the Place Making Strategy.
• The community consultation for the Night Time Economy Strategy is underway and will inform the Place Making Strategy.
• The Place Making Strategy (Place Plan for Logan's Activity Centres) is currently being drafted and will capture key policy, projects, and programs for the short, medium and long term.

• targeted engagement
• broad community consultation
• technical reviews and modelling.

• Industry Reference Groups meetings booked in and some feedback has been sought from this group.
• Internal engagement activities have commenced. For example the draft Logan Urban Design Framework has been provided to DA for comment.
• Consultant reports are starting to flow in.

• The annual renewal registration process was deferred from late 2021 to July 2022 due to technical issues identified with the online payment portal.
• This issue is now resolved, the project is on track to go live from 1 July 2022.

• In January 2022 the City Planning, Economic Development and Environment Committee endorsed the Residential Building Strategy Report.
• A service enhancement has now been submitted to consider the creation of “Operation – Improve Residential Building Services” extending the current services of the councils Construction Taskforce.

• Working to provide IT with a consolidated coverage service view to\ use as the basis for identifying blackspots
• Discussing options with another provider
• 5G Federal Government Innovation Initiative Grant Discussion – Funding applications to be submitted by 11th April and project needs to be completed within 24 months

• Discussions progressing/finalising for Broadband options with various providers.

• Business Case to be developed.

• Progressing with decision on approach to this and timing.

• Development of Policy/Framework draft spec for market approach.
• Follow up IoT internal workshop early May and KJR IoT Platform workshop including Branch Managers on 26 April.
• Distribute updated IoT Survey to CLT and provide briefing at CLT Meeting at later date.

• Draft revision of project briefs
• Risk Register – Project manager is progressing
• Policy Framework action with IT

• the inaugural Catapult grants program
• submission of an application to Advance Queensland as part of the Collaborative Project Grants funding initiative
• the development of the Catapult program roadmap report together with Griffith University.

• Assessment on a permanent coLab community engagement platform has been completed and internal approval processes are progressing.
• Portfolio Companies continued to work with their mentor in relation to maturing and growing their businesses against their agreed action plans leading into quarter 4 reporting.
• With current Portfolio Companies soon due to finish their 12 month residency, an open market process is currently occurring to select the new cohort of companies.
• The coLab brand refresh has progressed to the initiation stage.
• The US Market Access Program is currently in the planning phase with the intention to go to market for potential participants in June.

As at the end of the third quarter work is currently underway against the priority actions identified in the City Futures

Strategy includes:

Future Innovation and prosperity

• Both the Logan coLab Growth Hub, the Catapult and City Studio programs as well as initiatives such as the Digital Infrastructure and Connectivity program all continue to scale and deliver capability and economic benefits to the City.

• The Digital Infrastructure and Connectivity program is currently exploring projects which include smart community initiatives and the platforms required for data interoperability.

• Through the City Studio and Catapult initiatives Council continues to build community capability and awareness and involvement in projects which create a collaborative, future focused City

• education partners
• students
• Council branches.

• Loganlea High Urban Farm and Food Forest – ongoing meetings with key stakeholders – Loganlea State High School, Griffith University and The Mini Farm Project - this project will be an important enabler to identify the community's and business's understanding and resilience to disruptions such as weather extremes, pandemics, and other disaster-related activities in accessing locally grown food.
• 'Arvo on the Deck' event scheduled for Thursday 21 April to increase awareness and to further develop additional support for the project.

• Park Ridge State High School –2 classes of Year 7 Humanities students (50), with a focus on "Liveability in Logan" (linkages to Logan Plan 2025) completed this CityStudio project in Term 1, 2022. This project partners with the Economic Development and Strategy branch and in particular, Strategic Land Use Planning. Students focused on five different pillars of planning – managing growth, managing natural hazards, protecting our green spaces, improving design and creating jobs.
  • Partner branch staff members, Brent Adams (Senior Planner) and Luke Snelling (Planner) provided feedback midway through the project to students.
  • Cr Tim Frazer attended the final pitch and presentation session, in conjunction with Planning staff, CityStudio staff and Park Ridge State High School staff.
  • Students gained capability uplift in 21st Century Skills - communication, collaboration, critical thinking, problem solving and citizenship

• Interest expressed from Mabel Park State High School regarding an environmentally focused CityStudio project on Slacks Creek – confirmed for term 3 and potential for term 2.
• Interest expressed from Kingston College and Flagstone College.

• Increased understanding of why JEDDI and anti-racism are important in relation to CityStudio's mission and the greater civic and higher education system
• Development of possible pathways to implement learnings into the CityStudio Network's collective work and individual CityStudios' work
• CityStudio Network members are equipped with learning resources and tools about JEDDI and anti-racism

• Increased understanding of why climate action is important in relation to CityStudio's mission and the greater civic and higher education system
• Development of possible pathways to implement learnings into the CityStudio Network's collective work and individual CityStudios' work

IN6.1.1 - Road Safety Strategy

Review the SafeRoads4Logan Road Safety Action Plan 2017-2021.

Develop the SafeRoads4Logan Road Safety Action Plan 2022-2026.

Purpose: To reduce incidents and improve safety on roads in the City of Logan.

• Stages 2 and 9 of Woodlands Drive Catchment Master Drainage Project, Rochedale South ($15.8 million)
• Stage 1 of Jimboomba Local Road Kerbing and Stormwater Drainage Upgrade ($8.6 million)
• Gilmore Road, Berrinba - Road Upgrade ($8.1 million)
• Scott Lane, North MacLean - Road and Bridge Upgrade ($6.2 million)
• Early works associated with Chambers Flat Road Upgrade, Chambers Flat ($25 million)
• Stormwater culvert rehabilitation works beneath Grand Plaza Drive, Browns Plains ($9.8 million)
• Browns Plains Road & Scrubby Creek Road Intersection Signalisation, Browns Plains ($2.8 million)
• Albert Street, Station Road & Logan River Road Off Ramp Intersection Upgrade, Bethania ($2.6 million)
• Woodbeck Street Catchment Master Drainage Project, Beenleigh ($1.7 million)
• Asphalt resurfacing, spray sealing works and pavement rehabilitation at numerous locations across the city (totalling $9.6 million)

• This project has been impacted by the recent flooding.
• Most of the cost will be recoverable through the Logan Water Partnership insurance.
• However, there is no impact on the critical path, as project completion is through the transfer pump station at Beenleigh WWTP.
• Full project approval in quarter 3 2021/2022
• The majority of the project will be constructed in 2022/2023.

• The project will be completed with the local Community Reference Group (CRG)
• Membership of the CRG has been agreed.
• Inaugural meeting to be held in quarter 4 2021/2022.

• Construction is continuing.
• Bulk earthworks complete
• Major structures are now under construction.
• There has been an impact to this project through the recent floods and rework is required to a portion of the Membrane Bioreactor floor.
• The project was ahead of schedule, so time impacts are recoverable.

• Commissioning is well advanced.
• The gasification facility is expected to be operational in April 2022.

• Delivery of required projects is tracking to schedule.
• A report was submitted to the February Infrastructure Committee to lower the Logan Water Capital budget.

• consultants are working on project and design documents
• community consultation was held regarding the water park
• the water park brief was issued on vender panel.

Analyse and report on Asset Management Plan Outputs to:

• Asset Managers (AMs)
• Service Delivery Coordination Team (SDCT)
• Executive Leadership Team (ELT)
• Council.

• confident investment decisions
• the delivery of Council's Corporate Plan and meet legislative requirements.

• confident investment decisions
• the delivery of Council's Corporate Plan and meet legislative requirements.

• Pod 1 is the most advanced with all external walls and the roof completed
• Pods 2 and 3 are following Pod 1 as the trades move from one pod to the other.
• Once Pod 1 is completed in late June 2022 the carpark works will commence.

• additional workdays
• longer working times
• additional sub-contractors (where available) on site to complete works although this is a problem across many sites with a lack of available staff across the industry.

• Delivery of the land has not occurred due to developer delay.
• Previous quarter the project put in place recovery actions to have discussions with Economic Development Queensland (EDQ) and the developer to communicate the potential impacts to the community from delaying handover of land.
• The outcome of these discussions was that:
  • the transfer of title would take place in April 2022
  • Council would get the land to develop at the end of June 2022
  • This still means Council cannot develop or progress the project until we have the land to build on.

• It is recommended that the project's description be changed to:
  • IN6.5.2 – Secure land to commence detailed design work for the Flagstone Community Hub.
• It is also recommended that this project be included in next year's Operational Plan with the deliverable being the detailed design of the Flagstone Community Hub.
• Actions the project will undertake moving forward are:
  • Negotiate with the developer and EDQ to finalise the transfer of title to the land.
  • Organise with the developer for when the transfer of land is made ready for delivery by June 2022.

• Scheduled camera replacements completed in the suburbs of Beenleigh, Edens Landing, Kingston, Boronia Heights and Browns Plains.
• Installation of 19 new cameras at 8 new camera locations across the city. These cameras were funded through LIP and the Hooning Taskforce.

• Logan Early Warning campaign delivered through the following channels:
  • Google Display Prospecting
  • LCC Facebook and ads
  • LCC Website Super Banner
  • Customer Service and Libraries – TV slide
  • Shopping centres
  • CASSie Screens (Targeting Males)
  • Chalk Stencils

As at the end of last quarter, the following was achieved:
Local Disaster Management arrangements were activated during February and March of this quarter.

February – Severe Weather Events (2 x mini tornado)

LDMG Activation status remained at Stand Down, however numerous Council branches responded to a surge of customer requests for vegetation removal. Energex outages were experienced for isolated areas within Logan. Rapid damage assessment teams from Queensland Fire and Emergency Services were conducted:

February/March – SEQ Floods

• LDMG Activation Status at STAND UP 26/02/22 – 08/03/22
• LDCC Activation Status at STAND UP 25/02/22 – 04/03/22
• Evacuation Centres Open - 1. 28/02/22 – 04/03/22
• Places of Refuge Open – 5. 28/02/22 – 04/03/22
• LRG Activation Status at STAND UP
• LRCC Activation Status at STAND UP 07/03/22 – 01/04/22

• Readiness Presentation to the Disaster Preparedness Workshop for People with Disability
• Storm preparedness campaign delivered through the following channels:
• Customer Service and Libraries – TV slide
• LCC Facebook and Super banner

• LCC Facebook and ads
• Shopping centres

Rebel FM Radio ads

• Translated ads on 4EB radio
• CASSie Screens (Targeting Males)

• Our Logan Magazine
• If It's Flooded Forget It:Campaign
• LCC Facebook

• Flood Boat Operations
• Chainsaw Operations
• Working at Heights
• Temporary Roof Repairs
• General skills group training (knots, storm damage etc)
• SES Recruit Induction
• Land/Forensic Search

• Flood Boat Resupply
• Flood Boat Evacuation
• Working at Heights
• Chainsaw Operations
• Sandbagging
• Land Search

• 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.

• 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.

• 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.

• Corporate Innovation Service: Across Quarter 3, the Corporate Innovation Program supported 10 diverse organisational projects and initiatives. Services included workshop facilitation and coaching and supporting teams to facilitate customer interviews and engagement.
• Innovation Culture and Capability. In Quarter 3, two Lunch and Learns were delivered. February's Lunch and Learn was a panel discussion to showcase achievements and lessons learnt on Council's Smart Lighting project. March's Lunch and Learn was focused on capability uplift and the session was designed around how to collaborate with teams in a digitally remote workplace. A total of 83 staff attended Lunch and Learns in Quarter 3 and staff satisfaction is tracking at 92% favourability. The online Introduction to Problem Solving self-paced training program was launched in November 2021 (Quarter 2) and at the end of Quarter 3, we now have 70 staff who have enrolled in the program.
• Innovation Communication and Engagement: Two editions of Innovation Unearthed were distributed across the organisation. Current subscriptions are tracking at 317 staff subscribers which has grown from 295 in Quarter 1. Open rate at the end of Quarter 3 is tracking at 65.38% (industry benchmark 28.77%) and the click rate for the quarter is tracking at 11.54% (benchmark 3.3%).

• the project has successfully achieved a Technical GO LIVE of the CIA Payroll module, improving the performance, security and stability the Council's payroll system.
• Due to Easter, annual leave and other commitments, a business decision has been agreed to target early May for the first actual pay-run in CIA.
• Quarter 3 activities focused on solution design and analysis of the remaining modules transitioning to CIA, whilst accommodating business resource demands.
• As agreed at the January and February Steering Committee, the resulting timeline change of the project saw a quarter 3 milestone alteration, with a target to focus on finalising required module solution design and analysis.
• Completion of this milestone allows the project to move to the Build (configuration) Phase in quarter 4.Quarter 4 will focus on ensuring the vendor delivers appropriate configuration for modules.

• 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.

• The Implementation Planning Stage (IPS) is ongoing with a plan to complete by end June 2022 to feed Business Case design.
• The business case is being drafted ta
• Benefits workshops with targeted groups across the organisation has been conducted. These will continue into the fourth quarter.

• project prioritisation model
• project management delivery model.

• Workshops held with all branches in the organisation who indicated Change Impact outside of their branch as a result of their nominated Branch Business Plan projects. This data is now presented through the Branch Business Planning Heat Maps.
• Presentation of Branch Business Planning Heat Maps to Branch Management Teams across the organisation who accepted the invite from their BT representative.
• Progress on the Corporate Project Management Guidelines review was impacted due to new project change request regarding developing a project prioritisation model. As this is a single resource project the resource was diverted to development of feasibility and options for project prioritisation.
• Ongoing work with the ICT Transformation Management Office (TMO) to identify and plan for cross dependencies between this project and the TMO.

• encourage accountability and transparency
• maintain stakeholder confidence in performance (internal and external)
• encourage a continuous improvement environment.

• The proposed agreement voted on and endorsed on the 8 March 2022.
• The Certified Agreement (CA) has been lodged in the Commission with a hearing date of 21 April 2022.
• CA summary sessions have been offered to people leaders.

• ELT has endorsed the transition to go live plan
• Work continues to prepare the technical solution for use
• Work has commenced on the required Council reporting to be delivered by June 2022

• The project is currently running on track
• Stage 1 will be complete by the end of the financial year (end June 2022).

• improve the liveability of the city
• improve public health and safety
• action complaints received about grey water systems and increase customer satisfaction.

• Due to material and installation costs significantly increasing, this has resulted in costs to convert existing properties more than doubling. Therefore, this has resulted in the program seeking to convert three properties within the 2021/2022 financial year.
• The program has successfully converted one property, and an additional two properties are currently in the quotation stage It is estimated conversion works will be completed by end of May 2022.

• The Advocacy Program completed preparation of the Advocacy Action Plan for the 2022 Federal Election.
• This was presented to a Councillor briefing on 17 March 2022.
• Communication material is being prepared for the election that will be held no later than 22 May 2022.