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High performing organisation - Quarter 3, 2023 / 2024

Project	Target	Status	Commentary
HP7.2.1 - City Parking Enforcement Strategy 2023 - 2026	June 2024	Completed	The City Wide Parking Enforcement Plan 2023 - 2026 (Strategy) was adopted by Council in December 2023 and recognises the critical regulatory role Council plays in ensuring safe and accessible parking across the City. The first year actions outlined in the Strategy have been delivered. These are: 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. The following first year action is being delivered in an ongoing capacity: 1.4 - Increase levels of public awareness about parking obligations through proactive marketing and education of warning outcomes to residents in hotspot locations. This project is now complete.
HP7.2.2 - Community champions project	June 2024	Monitor	The Community Champions project is currently fully funded by the Queensland Reconstruction Authority, with a funding completion date of 30 June 2024. In preparation for the project cease of funding, the 'Community Champions' project is currently under review to ascertain its viability/sustainability without funding. The review is looking into critical areas of functionality based on: ability to maintain or support the community project without funding benefits of the program risk assessment possible duplication of service by other agencies.
HP7.2.3 - Disaster Management Community engagement framework	June 2024	On Track	Community Engagement 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. Aged Care 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. Get Ready 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. Creative Recovery Project - Flagstone 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. Flagstone Community College Project 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.
HP7.2.4 - South-West Depot	June 2024	On Track	By the third quarter of 2023/2024, strategic analysis for the delivery of the South-West Master Plan has delivered the following actions aligned to identified objectives: Optimise service: 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. The new depot/administrative accommodation in the south west region of Logan aims to respond to increasing demand, improve operational efficiencies and enhance service delivery for identified critical branch services. Construction of Stage 1 commenced in early 2024, is progressing in line with Stage 1 design and is currently on track for completion by the target date of June 2024.
HP7.2.5 - Community Engagement Strategy for the City of Logan 2020-2024	June 2024	On Track	In March 2024, the team hosted the Internal Engagement Network at the new Animal Management Centre, which was attended by 20 staff from 5 Council branches. The network is a community of practice, where news, updates, challenges and solutions are shared, helping to strengthen how Council delivers community engagement.
HP7.2.6 - Customer Experience Strategy 2020 - 2024	June 2024	On Track	The following actions were completed during the third quarter of 2023/2024, to support the outcomes of the Customer Experience Strategy 2020-2024: 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.
HP7.2.7 - Value for Money Program	June 2024	On Track	The Value for Money (VfM) Program ensures project or program benefits are appropriately identified, realised and returned to the organisation. The Enterprise Portfolio Management Office (EPMO) continues to review ongoing and future initiatives to ensure all eligible initiatives are added to the VfM reporting. The Branch Business Planning process identifies ongoing and future projects and programs Council will undertake. The initial review of those projects and programs resulted in 32 initiatives that could potentially be added to the VfM Program. Further analysis will be conducted to confirm eligibility for inclusion in the VfM Program.
HP7.2.8 - 2022-2026 People Plan	June 2024	On Track	In addition to the ongoing Safety program, the following 6 focus areas of the People Plan are on track for the third quarter of 2023/2024: workforce planning optimising information management leadership development diversity, equity and inclusion culture and engagement. The following project is in monitor as the forms (TechOne) are not yet live to pilot. The project is expected to be back on track next month. operationalisation of performance management. Particular achievements for March are: 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.
HP7.3.1 - Animal Management Plan	June 2024	On Track	At the end of the third quarter 2023/2024, the following key actions/commitments of the Animal Management Plan 2023 were delivered/completed: 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.
HP7.3.2 - Illegal Dumping and Litter Enforcement Strategy (2022-2025)	June 2024	On Track	In addition to business as usual activities, by the end of the third quarter of 2023/2024, the following key year 2 actions of the Illegal Dumping and Litter Enforcement Strategy were delivered: 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.
HP7.3.3 - Digital Transformation Program delivery	June 2024	On Track	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 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 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. Finance and Supply Chain 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. EAMS 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 HR Services 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 Data migration Strategy completed Data mapping per Business object for migration commenced Data migration infrastructure stood up. GIS GIS removed from Tranche 1 – now a dependency from Tranche 2. Request to amend project description At its meeting of 6 December 2023 (Minute Number 117/2023), Council endorsed the implementation of the full TechnologyOne 'One Council' product suite as the single strategic Enterprise Resource Planning Solution outlined as Option 1 in the report titled Digital Transformation Program Business Case of December 2023. It is therefore recommended that Council endorse an amendment to the project description, to enable project delivery aligned to Council's decision. The amendment requested is as follows: Progress delivery of projects under the Digital Transformation Program, including: 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).