Listen:

High performing organisation - Quarter 2, 2021 / 2022

Project name	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	The review of Council's property rating strategy and framework may result in a number of complex changes that are proposed to occur together. The areas impacted may include the following: Rates discount Rating categories Separate charges Minimum general rate Rate in the Dollar Given the complexity of the exercise there is a need to carefully consider the impacts on all Logan City rate payers. Due to this complexity, it has been decided to extend the timeline for completing this project. As such, permission will be sought to remove this project from the operational plan. The underlying work will continue with input from all stakeholders with an implementation date that is still to be determined. It is recommended that this project be removed from the 2021/2022 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	On Track	During the second quarter earthworks and construction of Stage 1 of the Queens Road Depot commenced, including: Staff car park Impounded vehicle lot Long term kennels Native fish ponds Road infrastructure. These works are scheduled for completion February 2022. No risks or issues specific to the project or development site were identified during quarter two.
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	On Track	As at the end of the second quarter, the 2021/22 Get Ready Queensland Plan of Activities has been developed in line with the Guidelines and submitted to the Queensland Reconstruction Authority. Activities that have been undertaken in December 2021 include: Presentation "Resources to assist in building a Disaster Resilient Community" to District Disaster Management Group Disaster Dashboard and Additional Cameras: LCC Facebook If It's Flooded Forget It: LCC Facebook Storm preparedness campaign delivered through the following channels: Customer Service and Libraries/ TV slide/ LCC Facebook Logan Early Warning campaign delivered through the following channels: LCC Facebook and ads/ Shopping centres/ Rebel FM Radio ads/ Translated ads on 4EB radio Logan Early Warning campaign delivered through the following channels: Our Logan Magazine SES Recruitment Campaign delivered through the following channels: My City Logan Newspaper
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	On Track	As at the end of last quarter, the following was achieved: The 2021/22 Get Ready Queensland Plan of Activities has been developed in line with the Guidelines and submitted to the Queensland Reconstruction Authority. Activities that have been undertaken in the quarter include: Disaster Preparedness Session for CALD Community, Kingston East Neighbourhood Group Disaster Preparedness Session for African community, Logan Central Library Presentation "Resources to assist in building a Disaster Resilient Community" to District Disaster Management Group Get Ready QLD Week campaign delivered through the following channels: LCC Website Super Banner LCC Facebook Post Preparedness for Business campaign delivered through the following channels: Jimboomba Times newspaper LCC Facebook LCC Website Customer Service and Libraries – TV slide Storm preparedness campaign delivered through the following channels: Google Display ads Shopping centres Mobile Truck Billboard LCC Facebook Beenleigh Town Square Our Logan Magazine Customer Service and Libraries – TV slide Logan Early Warning campaign delivered through the following channels: Jimboomba Times Google Display LCC Facebook and ads Rebel FM Radio ads Translated ads on 4EB radio Our Logan Magazine Shopping centres Coffee Cups Beat the Heat Campaign delivered through the following channels: Our Logan Magazine SES Recruitment Campaign delivered through the following channels: My City Logan Newspaper Disaster Dashboard and Additional Cameras: LCC Facebook If It's Flooded Forget It: LCC Facebook SES Capability and Capacity Framework Throughout the quarter the following training courses have been delivered to SES Members in preparedness for the season 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 Air Observer Training There have been a total of 6 operational activations during the quarter
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	On Track	During the second quarter, following the approval of the Service Enhancement last year to expand the recruitment team to meet the demands of the organisation all but one recruitment position has been filled to date. In the last quarter we have had 21 process reviews improvements implemented that have resulted in some cost savings for Council, some of which include: Removal of outsourcing recruitment activities for volume recruitment, thorough work ready checks for candidates Streamlining process documentation for our customers Reviewing advertising contracts and mediums used End to end recruitment procedural changes Sourcing technology and upskilling the team to assist with proactive talent searching and market data.
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	On Track	During the second 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. To ensure the manual is suitable for Council's needs, a Technical Working Group was established to gain feedback on its development and distributed to Council's Collective Leadership Team for feedback. Introductions of Business Engagement Leads across Council's Branch Management Teams. Agenda items included: introduce Business Engagement Lead; outline how the new strategic operating model will work, its impact on the customer, and how the customer experience will be improved; provide an update on the Procurement Transformation Project; and discuss Branch upcoming tenders. What was achieved? Milestone: Operational Readiness for Council Branches to 'go live' under new strategic contracting framework by end of October 21. Formal consultation of proposed Program Structure. Recruitment and onboarding for new budgeted positions. Challenges/ Issues The advertising and recruitment process has attracted suitably skilled applicants, however, Council was not being able to meet their salary expectations nor provide comparable salaries to what they are currently receiving in their roles. 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	On Track	As at the end of the second quarter: Innovation Consultancy Services: The program provided coaching and facilitation services to a range of branches across the organisation, working in collaboration across 10 diverse initiatives. These initiatives focused on problem framing and discovery, business process improvement, better understanding the needs of customers, designing business models, operating models and service catalogues. The favourability rating from our internal customers is tracking at 84% favourability rating. Innovation Culture and Capability: The delivery of monthly lunch and learns continued in Quarter two and were attended by 70 staff. The Corporate Innovation Team also finalised the design and build of Councils first online Innovation Training Product (Introduction to Problem Solving). This self-paced online training program has been designed across 4 modules of competency and incorporates a range of activities including readings, videos and quizzes to cater to a range of learning styles. Promotional rollout to the organisation was initiated in November and at the end of Quarter 2, 47 staff had enrolled in the training program. The other key initiative commenced in Quarter 2, is the design of a 'Do it Yourself' suite of training tools for the organisation. This suite is a bespoke product to support the Corporate Innovation Toolkit that is available for all staff. Innovation Communications and Engagement: The Innovation Unearthed e-magazine was distributed in November and included a range of diverse stories promoting innovation both internally and externally, with a showcase of some specific innovation projects happening within Council. The e-magazine also included a diverse range of podcasts and articles highlight innovation in Local Government and other sectors both nationally and globally. At the end of Quarter 2, there were 295 staff who had subscribed to the e-magazine. The e-magazine for the quarter had a click rate of 15.7% (industry benchmark is 3.33%) and the open rate was tracking at 48.49% (industry benchmark is 28.77%), therefore the range of stories and articles appear to be resonating well with the readers. As part of our Reward and Recognition initiative, a submission to the Global Intrapreneurs Award resulted in one of Council's staff being one of only two Local Government employees to win the Global Intrapreneur Award. This global award recognises employees who innovate to improve services provided by the organisation. This was a significant achievement and represents as an excellent example of our staff applying innovation in the workplace.
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	On Track	As at the end of the second quarter, the project has successfully transitioned the TechOne system from the on premise version to the Cloud version. This is a major milestone, and in addition to this we have also recently transitioned the Enterprise Budgeting module from CI to CIA (part of the CIA workstream). Work is underway to understand and develop the solution in detail for the remaining modules that need to be transitioned to CiA in 2022. However, a re-baseline of the project scope and timeline is currently underway to ensure we can effectively deliver a quality output. One of the key learnings from 2021 was that project demands on business resource capacity was more than expected for the cloud transition based on the initial advice from the vendor. Given project demands on business resource capacity will be greater for the CiA transition, and key business teams have indicated they'll have limited capacity due to COVID and other business demands. To maximise value for Council additions to scope have been requested. The adjusted project scope and timeline will be finalised by mid-February 2021.
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	On Track	As at the end of the second quarter: The procurement process for the implementation partner has been completed. Contract negotitations will commence in January 2022. As Is process reviews for Roads and Parks ongoing.
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	On Track	As at the end of the second quarter the project progressed with the following: Project prioritisation model - Design of Project Heat Maps commenced. These Heat Maps are intended to present the projects from Branch Business Planning to support comparison and discussion regarding priorities. Project Management Delivery Model - Audit reports and Audit committee reports were reviewed to inform the High Priority areas for refresh in the Project Management Guideline. Review and update of Project Management Guidelines continued.
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	On Track	As at the end of the second quarter, significant progress has been made on this initiative with the rollout of improved change processes and tools through Council's Change Community of Practice. These new approaches are being successfully adopted across a number of significant change projects Council-wide, delivering increasingly effective and timely project outcomes for our community, enhanced investment decisions for Council, and higher levels of wellbeing for our staff within a rapidly changing operating environment.
HP7.5.1 - Corporate performance reporting Commence a review of corporate reporting practices. Purpose: To improve data collection and reporting capabilities.	June 2022	On Track	During the second quarter the Corporate Plan 2021-2026 Performance Dashboard was successfully developed and launched in November. The dashboard, along with other prototype (digital) performance reports were presented to Councillors and the Executive Leadership Team. The Corporate Plan 2021-2026 Performance Dashboard includes: high level information and statistics about the overall health of the delivery of Council's Corporate Plan 2021-2026 information about the delivery of Council projects, with the ability to drill down into the Program Level information about the delivery of Council projects against the Corporate Plan's seven Focus Areas, with the ability to drill down into Key Priorities the health of the delivery of the Major Projects and Strategies listed within the Corporate Plan 2021-2026. Next steps are to: further progress high-level digital reporting prototypes based off Councillor and ELT feedback progress the development of the performance management framework.
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	On Track	As at the end of the second quarter, negotiations with ten Unions have progressed to replace the Logan City Council Certified Agreement 2018. In-principle agreement has been reached and the proposed agreement will be taken to a vote of eligible staff in the third quarter for endorsement.
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	On Track	During the second quarter the project progressed the following: The Delegations Register was sent out to branches on 14 December 2021 and any further amendments will need to be returned to Corporate Governance by 28 January 2022. The Project Team will meet with ELT to take them through the new delegations framework . The adoption of the delegations framework is scheduled for April 2022.
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	Monitor	As at the end of the second quarter: the Branch were unable to progress this activity due to conflicting priorities. With the requirement to allocate resources to the development of the new South-West Depot at the same time as working with other areas to develop safe workplaces under a range of Covid Tier levels, the Strategic Accommodation Plan has taken a lower priority than originally planned. Recovery actions With the majority of those factors under control, the acting Program Lead and appropriate staff will be able to devote time to progress this project in the third and fourth quarter.
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	On Track	During the second quarter quotes were obtained, however onsite works were delayed until weather conditions allow for on-site works to commence. It is hopped that once there is fine weather (no rain) that works can occur in mid to late January 2022.
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	On Track	As at the end of the second quarter, a major focus of the Advocacy Action Plan is the preparation for the Federal Election expected in May 2022. Pre-budget submissions have also been sent to relevant Australian and Queensland Governments ministers and local members . Major submissions prepared/facilitated include: Innovation places Rural and regional telecommunications review and health services.

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