HP7.2.1 - Community engagement framework

Deliver initiatives within Council's Disaster Management's Community Engagement Framework.

Purpose: To promote and enhance community education, resilience and recovery.

What was achieved

• All milestones have been met for the preparation tasks.
• During the rollout to the public of the Logan Early Warning App campaign, it was discovered that phones that utilise the new Android system were unable to download or use the App. The campaign could be spilt to target iPhone and Android users, so the campaign to the Android users was immediately ceased.  Unfortunately the general campaign (billboard, shop-a-live) was already active and could not be stopped.
• Get Ready Queensland Logan Early Warning Campaign was public facing, Campaign completed 31/03/2023. Campaign consisted of Google Display prospecting, Shop-a-Live, Billboard, Facebook posts and LCC Website Super Banner and LCC screens.  100% Complete
• Get Ready Queensland Know Your Neighbour Campaign was public facing. Campaign completed 31/03/2023. Campaign included My City Logan Newspaper, Facebbook posts, radio adverts, and LCC Website Super Banner.  100% Complete
• Final approval for Correspondence to Flood Affected Residents ( Letter and Booklet) to be mailed out in May.
• Disaster Resilience in Aged Care Workshop. 11 age care facilities were represented. A total of 46 participants including internal and external stakeholders
• Flood Recovery and Readiness Community Engagement Activity at KENG 50+ community members attended
• Flood Recovery and Readiness Community Engagement Activity at Tudor Park 50+ community members attended
• Community Disaster Preparedness Presentation at Elements Springwood ( Retirement Village)  24 residents attended
• Community Disaster Preparedness Activity at Ingenia Bethania 100+ community members attended
• Community Disaster Preparedness Presentation at Opal Gems Logan Village 42 residents attended
• Community Disaster Preparedness Presentation at Greenbank Gardens Retirement Village 18 residents attended,

• Blue Card Portal does not have automatic notifications and the application for candidates takes numerous steps through different platforms. 
• Due to CHDE funding challenges, merchandise and collateral supply has been exhausted
• Ongoing Communication with DCHDE regarding conflicting and confusing contract guidelines and eligible expenditure.
• Team shortages/leave and workload in marketing and design delaying marketing materials.

HP7.3.1 - Digital Transformation Program

Deliver year 1 of the Digital Transformation Program. This includes upgrades to modernise the processes and technology to digitise Council systems.

Purpose: To ensure Council's IT systems are able to support the evolving needs of the organisation and community.

• A number of project resources have been exited from the Program.
• A new Program Manager and Program Comms and Change agent has been appointed to oversee the DT Program.
• A new Project Manager has been appointed to manage both the IMM and Pathway projects.
• A Program Architect is under recruitment.
• A case for change is currently being developed as this hadn't been prepared to support the business cases.
• A procurement activity will be undertaken to engage a training provider for the DT program.

• A preferred vendor has been identified through the tender process.
• Conversations have occurred with the records team around record and data standards.

• A business case for ledgers is currently being prepared and is due end of May.
• As-is processes and to-be processes are currently being prepared.
• The contract management module will be rescoped and moved from the TechOne Modernisation project to the EAMS project to deliver.

• This project has been closed.
• Outstanding matters regarding procure to pay will be transferred to business as usual (BAU) tickets within Information Technology Services Branch.
• A close out report will be prepared, contract management module will be rescoped and moved from the TechOne Moderniisation project to the EAMS project to deliver.

HP7.3.2 - Implementation of QR Codes

Deliver a new data delivery system in fleet assets.

Purpose: To provide current driver information on the operation of fleet assets

RT Marketing has finalised the design production of the QR stickers.

Plant Fleeet Services Branch has now received the stickers and will commence installation in all Fleet assets during scheduled servicing intervals.
The expected completion of Fleet fit-out is June 2023.

Branch: Plant Fleet Services

HP7.4.1 - Contract management software

Deliver enhanced contract management functionality through the implementation of TechOne Contracts module.

Purpose: To ensure Council’s contract management systems are up to date and meet the needs of the organisation

• The Corporate Procurement team have worked in collaboration with the Technology One project team to enhance the contract management functionality through the implementation of the TechOne contracts module.
• Key deliverables for enhancing contract management functionality from Corporate Procurement were achieved in November 2022.
• With a fully integrated and compliant contract-to-pay process, contract managers will have a single interface to ensure that relevant employees and contract parties are informed every step of the way.

• Provision of flexible contract types, smart date alerts and access to real-time reporting on contracts.
• Streamlining of contract risk and activities with automated contract reviews including options for contract KPI, contractor performance and internal risk.
• Automation and processing of progress claims with payment certificates and retentions.
• Self-serve capabilities to maintain contact with contract parties across the whole contract-to-pay process.
• Mitigation of risks with rich security options including limiting access to authorised users.
• Enable compliance with Council's Contract Manual.

HP7.4.2 - Infrastructure Asset Information Management Plan

Implement an asset information management plan and governance framework for asset managers.

Purpose: To support asset management planning and enable informed decision-making for Council's long-term sustainability and service delivery.

HP7.5.1 - Enterprise portfolio and transformation delivery

Establish an enterprise portfolio, program and project management capability.

Purpose: To support transformation project planning, management, and delivery in the organisation

• 2 of the 3 Program Leader (PL) roles have been filled. One PL will start 28 April and the other 5 June.
• Other vacant roles will be continue to be filled.
• The Enterprise Portfolio Management Office (EPMO) is currently being audited by O'Connor, Marsden and Associates Pty Ltd (OCM).
• The end-to-end project management practices are being used across the organisation.
• The development of project management training is currently under investigation with Creative HQ.

HP7.5.2 - Risk management framework improvements

Deliver identified improvements to the risk management framework.

Purpose: To support improved risk management practices in the organisation

A draft Framework presented to the March Audit and Risk Committee, was supported by the committee, with a few minor amendments.

This confirms achievement of the quarter 3 milestone.

Branch: Corporate Governance

HP7.6.1 - Safety Innovation

Develop an innovative new safety tool for our staff. The project will be delivered in partnership with Apple and Telstra.

Purpose: To be an industry leader in safe work practices for our people.

• The app has been developed and tested.
• Telstra Purple are engaged to support the app.
• The process for Corporate adoption of the app is underway.

HP7.6.2 - People Plan 2022-2026

Deliver the People Plan 2022-2026 projects scheduled for the current financial year.

Purpose: To enhance our people's capability to achieve our Corporate Plan 2021-2026.

• The Employee Value Proposition was presented to the Directors and requires further engagement with the business which is scheduled in May.
• The Health, Safety and Wellbeing Target Zero project is paused for a quarter whilst the team fills vacancies.
• These projects are on track:
• Our Culture and Engagement focus is on ensuring leaders are communicating organisational change effectively.
• Optimising Information Management of People Data project is underway with data cleansing.
• Strategic Workforce Planning and Leadership Development commenced.

HP7.7.1 - Advocacy Action Plan

Deliver on priorities identified in the Advocacy Strategy 2021-24, as well as other emerging advocacy priorities.

Purpose: To influence federal and state government decisions that support Logan's identified advocacy priorities.