Listen:

High performing organisation - Quarter 3, 2024 / 2025

Branch	Project name	Priority area	Target	Status	Commenary
Finance	HP7.1.1 - Rates Reform	HP7.1	April 2025	Monitor	During the third quarter of 2024/25, the investigation of the options was completed, the summary and detailed supplementary reports were written and the presentation was prepared. The reports and presentation were reviewed by the Finance Manager, the Organisational Services Director, the Chief Executive Officer and the Mayor. Following this review, the information was presented at the Executive Leadership Team (ELT) budget meeting. The rates reform strategy will help inform the budget for adoption. To permit sufficient time for the budget process to occur, it is proposed to request an extension to the project target date from April 2025 to June 2025.
Finance	HP7.1.2 - Payment Channels	HP7.1	June 2025	On Track	During the third quarter of 2024/25, further progress was made towards the delivery of the review of current payment channels. Consultation was conducted with stakeholders and recommendations were drafted. A decision regarding payment limits was also put forward to stakeholders for review and confirmation. The team will engage the Customer Service and Information Branch to discuss alternate payment platform changes, including additional software, and an impact assessment for customers. A report detailing the outcomes of the review of current payment channels is being finalised for presentation to the Executive Leadership Team (ELT) in quarter 4.
Community and Corporate Resilience	HP7.2.1 - Disaster Management Capability and Capacity	HP7.2	June 2025	On Track	As at the end of the third quarter of 2024/25, the following actions were achieved by teh DIsaster Management Capability and Capacity team: Lessons Management Progressed Flood Information Pack – liaised with Council's River and Catchment Engineering Program and GIS Working Group; conducted data research Reviewed and progressed existing Lessons Management / Observations Followed up existing Lessons Management actions / tasks outstanding Lessons Implemented Working Group (LIWG) meeting Completed and disseminated stakeholder report Local Recovery Group (LRG) Situation Report workshop Doorknocking – developed Doorknocking Team Briefing document Updated Quarterly Lessons Management Report. Guardian IMS Support Tickets – communication with vendor regarding new tickets, follow up, testing and closeout Maintenance and updates – users maintenance, configurations, reference documents update, template update Disaster Dashboard Support – liaison with stakeholders regarding proposed updates, testing of proposed updates (in Development Dashboard). General Business / Other Northern Queensland C2C Deployment to Ingham – to assist Hinchinbrook Shire Council in Local Disaster Coordination Centre operations – for Northern Queensland Flood Event State DIsaster Coordination Centre (SDDD) Deployment – to provide support to Queensland Police Service (QPS) within their Event Management System Queensland Emergency Risk Management Framework (QERMF) review planning initiated l Local Disaster Management Sub-Plans Review.
Community and Corporate Resilience	HP7.2.2 - Disaster Management Recovery and Resilience	HP7.2	June 2025	On Track	During the third quarter of 2024/25, in excess of 110 community members and Council staff attended the 'Whose Responsibility Is it' community engagement sessions. During this quarter, we implemented a 'train the trainer' approach. The Community and Corporate Resilience Program trained Council staff, mainly from the Libraries and Cultural Industries branch, to equip them with the skills to assist community members. The training sessions covered how to register for the free Logan Early Warning service and how to effectively use the Logan Disaster Dashboard.
Enterprise Portfolio Management Office	HP7.2.3 - Value for Money (VfM) Program	HP7.2	June 2025	On Track	During the third quarter of 2024/25, the Value for Money (VfM) Program, which was introduced in March 2022, continued to deliver value to the organisation. Benefits are identified for all initiatives in the organisation's Initiative Lifecycle. This information helps select suitable projects and programs for the VfM Program. Ongoing efforts ensure that significant value-adding projects and programmes are duly recognised. Alll identified benefits were reviewed to ensure they are measurable and fall into agreed categories. These benefits include financial gains such as cost savings and improved efficiency, as well as non-financial gains such as risk mitigation, customer satisfaction, and quality improvement. Initiatives across the organisation consistently deliver value for money, contributing to cost avoidance and efficiency gains, easing budget pressures. Details of these initiatives will be included in the annual report to Council. The VfM Program continues to deliver both financial and non-financial benefits, enhancing the overall efficiency and effectiveness of Council's operations.
Health Climate and Conservation	HP7.2.4 - School Immunisation Program Review - Round 2	HP7.2	June 2025	Completed	Duting the third quarter of 2024/25, the School Immunisation Program Review continued. The Round 2 project was successfully completed in December 2024 with the final report written and delivered to Queensland Health. The report to Queensland Health provided an extensive review and analysis of the project, including lessons learned and recommendations for the future. This body of work will now transition to business as usual. This project is now complete.
Corporate Property	HP7.2.5 - South-West Depot	HP7.2	June 2025	Completed	The Certificate of Occupancy was issued on 30 October 2024 with final handover of the building to Council occurring on 11 November 2024. The building has been completed and will be monitored for defects during the Defects Liability Period (DLP). The Procurement Program has established operations for Council's management of the facility. Council is currently in discussions with a community organisation for the balance of the space. This project is now complete.
People and Culture	HP7.2.6 - 2022-2026 People Plan	HP7.2	June 2025	On Track	During the third quarter of 2024/25, delivery of the 2022-2026 People Plan continued. Organisational people development included: Culture and Engagement: Prepared and ready for a June 2025 launch. Workforce Planning: Increased branch engagement underway for operational workforce planning Where service reviews are not complete, current state plans will be created. Succession Management: Branch engagement completed with branches Leaders need time to consider their succession plans to manage people risks Succession documents and tools are being integrated with other people processes. Leadership Development: Team resources have been redistributed to the leadership project to progress analysis on all 3 streams Building from the strategic leadership framework, each will define the key gaps from a learning perspective by understanding stakeholder views, benchmarking against other Councils and including bakcground research.
Information Technology Services	HP7.3.1 - Digital Transformation Program delivery	HP7.3	June 2025	Monitor	During the third quarter of 2024/25, the following activities were progressed: System Integration Testing (SIT) Cycle 1 is nearing completion. Additional cycles are planned to ensure thorough testing and a successful entry into User Acceptance Testing (UAT). For this reason, the project is reported as Monitor. ArcGIS v10.9.1 go live: The Geographic Information System (GIS) Modernisation project is progressing well. The project is working closely with the vendor, aiming to go live with ArcGIS in early May. Reporting to the Project Control Group continues on a monthly basis.
Parks	HP7.3.2 - Cemetery study	HP7.3	June 2025	On Track	During the third quarter of 2024/25, the overall Cemetery Study continued to progress. Data integration for Beenliegh Cemetery was delayed, and will be completed in April while the reconcilliation of preplot purchases is ongoing. Pre-reserved plots are being contacted via phonecalls and letters and where no contact details are available, through requests to contact council on plot markers. This has resulted in a further 9 plots released/refunded for resale to date. Further plot markers will be installed in April for a further section of the cemetery.
Finance	HP7.5.1 - Financial Policy Review	HP7.5	April 2025	Monitor	During the third quarter of 2024/25, input from workshops was reviewed and incorporated into the proposed changes for the associated financial policies. The discussion paper prepared for presentation to the Policy Advisory Group (PAG) was deferred to May 2025. This was due to changes required to the PAG agenda to accommodate competing organisational needs. As the presentation to the PAG is now scheduled for May 2025, it is proposed to request an extension of the project target date from April 2025 to June 2025. This will allow time for the PAG to consider and finalise the proposed policy changes. A report detailing the updated policies may then be presented to the Executive Leadership Team (ELT) and to Council.
Parks	HP7.5.2 - Safety in Design Processes	HP7.5	June 2025	Completed	During the third quarter of 2024/25, the Safety in Design Processes project was finalised. Electrical safety and integration between drawings, specifications and safety in design have been addressed. Staff training has been delivered, and although the project is now complete, ongoing efforts to improve saety in design process will continue. This project is now complete.
City Safety and Liveability	HP7.6.1 - Delivery of new Red Imported Fire Ant (RIFA)^ Suppression Taskforce	HP7.6	Dec 2024	Completed	During the October 2024 period, the Red Imported Fire Ant (RIFA) Taskforce undertook responsiveness and broadscale suppression throughout the City of Logan, working alongside the National Fire Ant Suppression Team. The implementation of the new business unit to support the RIFA suppression in Logan has now been finalised and the Taskforce will continue to operate through provision of general service delivery. The collation of project data has shown the Taskforce successfully delivered 623 treatments between July to October 2024. This project is now complete.
People and Culture	HP7.6.2 - Direct Hire Model - Process Creation and Implementation	HP7.6	June 2025	On Track	During the third quarter of 2024/25, the Direct Hire Model achieved the following outcomes: Onboarded trainees and school-based trainees. Collaborated with the Internal Communications team to launch T&A Marketing on Viva Engage, aimed at raising the profile and awareness of the T&A program internally. Finalised sign ups of trainees with registered training organisations (RTOs), which was completed faster than previous years. Onboarded school-based trainees in Plant Fleet Services. Supported 2024 business trainees to off-board from the traineeship program and into Council positions.
People and Culture	HP7.6.3 - Talent Pathways	HP7.6	June 2025	Monitor	During the third quarter of 2024/25, the Talent Pathways project team made good progress and aim to launch pilot programs in quarter 4. The graduate pathway process is being mapped and all remedial action is being taken, however the launch date for this unit is likely to be beyond quarter 4. The 3 month pre-employment pathways plan includes: Leveraging funding for the Work for the Dole scheme and piloting that with an agreed branch (branch discussions underway). This program was assessed as low risk and is funded. Improving the talent pipeline for traineeships. This involves working with candidates who were unsuccessful for this year's traineeship program, identifying their skill gaps and offering job readiness activities to prepare them for the next round. The pilot activities concurrently build the process of activities. This pathway is back on track. Tertiary pathways include student placements and graduates, as well as internal engineering pathway options. A review of the research and discovery to date has been undertaken. Value has been added by the new incumbent having considered human resource system information and additional external knowledge. A survey has been developed to obtain input from supervising team leaders across Council to ensure design meets end-user needs. A recommended way forward is expected in April 2025.

Top