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.

The House Fire Safety Campaign is 100% complete and is live. The House Fire Safety Campaign has been delivered throught social media, LCC screens, My City Logan, CAASie Screens and shopalive.

This project is now closed.

Program: Community and Corporate Resilience

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.

As at the end of June 2023, the following was achieved by the Digital Transformation (DT) Program:
The DT Program commenced the reshaping of the Program including:

• closing the Information Management Modernisation Project and Pathway Modernisation Project
• finalising the Program Integrated Master Schedule
• completing the programs risk and issues re-evaluation
• drafting the Information Management Framework, and circulated it for internal peer review
• continuing with engagement activities with Corporate Procurement.

The DT Program commenced vendor engagement to complete the Benefits Realisation Plan, Program Management Plan, Business Case, Finance and Supply Chain Project Management Plan. The high-level Change Impact Assessment for the business case has commenced.

The Business Case will be due for completion by mid-September with subsequent Council approval process to be completed by mid-November 2023.

The Pathway Functional Analysis has commenced to understand the current business processes performed within the Pathway Application. This is due for completion by the end of July 2023.

Year 1 of the Digital Transformation Program has been delivered to ensure Council's Information Technology (IT) systems are able to support the evolving needs of the organisation and community by:

• completing a program review by the EPMO in conjunction with an external consultant
• reviewing the Program Governance and structure
• identifying Program roles and recruiting resources to set up the DT Program
• commencing Business Case activities to reshape the program and investigate opportunities to generate better business and customer benefits
• outlining a detailed program schedule, reviewing program risks, issues and dependencies and management in governance forums.

Planned actions for the year have been completed. 

Branch: Enterprise Portfolio Management Office

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 installation of QR codes is now complete, with 98% of the fleet complete. 

There are a few assets on long-term leave yet to be fitted, however these will be actioned as they return for service requirements.

Planned actions for the year have been completed. 

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

As at the end of June 2023:

• roles have been filled within the EPMO however not all permanent roles have been filled permanently
• Project Management training has been developed and trialled. This is foundational training and will be rolled out across the organisation
• Project Management practices and processes are being used including the gateway moderation team and the project pipeline
• the Enterprise Portfolio Management Office (EPMO) is currently fulfilling its hybrid function of project delivery, governance, training and education. 

Planned actions for the year have been completed. 

Branch: Enterprise Portfolio Management Office

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

The revised Risk Management and Compliance Framework was adopted by Council in June 2023.

This project is now closed.

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.

As at the end of quarter 4, the project has:

• been completed with the final report submitted to Development Assessment Branch Management Team
• been accepted for a full Corporate rollout with other Branches adopting the solution for their staff and support from the Information Technology Services Branch.

Planned actions for the year have been completed. 

Branch: Development Assessment

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.

At the end of quarter 4, the following key projects have delivered for the year:

• Leadership Capabilities Framework, rolled out in October 2022
• Employee Value Proposition pack, rolled out to the Program Leadership Team (PLT) in May 2023
• Culture and Engagement focus remains on leaders communicating and interpreting benefits of transformation projects
• Performance Management Framework draft has been prepared for feedback and pilot
• Strategic Workforce Planning phase 1 has been completed and recommendations prepared ready for discussion with Directors
• Optimising information management is on track with data cleansing completed.

Planned activities for the year have been completed.

Branch: People & Culture

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.

Major achievements for the past year include coordinating and advising on grant applications and reporting, particularly in relation to the Local Roads and Community Infrastructure Program, the SEQ Community Stimulus Program, the SEQ Liveability Fund and Federal election commitments. 

The Advocacy Program also provided advocacy advice and a range of issues, including dangerous dogs, homelessness, infrastructure charges, the roll-out of new digital infrastructure and motions for the Australian Local Government Association (ALGA) and Local Government Association of Queensland (LGAQ) conferences. 

A key output for this year was developing the Transform Logan framework that will support the long-term planning and collaborative relationships necessary to achieve transformational change in the city.

Planned actions for the year have been completed. 

Branch: Advocacy Program