2019 Logan City Council Annual Report 2020
Welcome to our 2019/2020 Annual Report
Acknowledgement of Country Logan City Council acknowledges the Traditional Custodians of the land. We pay respect to Elders past, present and emerging and extend that respect to all Aboriginal and Torres Strait Islander peoples.
On the cover and inside cover The theme for this year’s annual report is showcasing Logan as a city of vast investment opportunities, with land that is affordable and abundant. This supports Council’s vision to build 4 city centres that: • support families and businesses • manage our environment, infrastructure and economic productivity • provide work-life balances and quality lifestyles for the community.
The vision embodies our expectations and hopes for our city as an Innovative, Dynamic, City of the Future. One that offers social, environmental and economic health, now and for future generations.
Front cover Image: An artist’s impression of the vision for Pebble Creek.
The essence of the City of Logan is its people, places, heart and spirit. The city is home to more than 327,000 people from 217 different nationalities and cultures. This creates a diverse, culturally-rich and multi-faceted community.
Located between Brisbane, Ipswich and the Gold Coast, Logan has a strong and growing economy. Our economy creates jobs and provides quality lifestyles. This contributes to making Logan an innovative, dynamic, city of the future.
Logan City Council Annual Report This report is produced by Logan City Council. None of the material in this publication may be reproduced without the permission of the Chief Executive Officer, Logan City Council.
Where possible, the 2019/2020 Annual Report is written in plain English. Overall, it meets a grade 9 reading level. It is also provided as a plain-text document. This is to support accessibility and inclusion.
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Contents
Contents Acknowledgement of Country ...... 2 On the cover and inside cover ...... 2 Logan City Council Annual Report ...... 2 Section 1 - Introduction ...... 5 Introduction...... 5 Our Vision, Purpose, Goal and Values ...... 6 Mayor's message ...... 7 Acting CEO's message ...... 8 Performance overview ...... 10 Key challenges in 2019/2020 ...... 15 Looking forward ...... 23 Our city ...... 26 City of Logan in profile ...... 28 Section 2 - Our Council ...... 29 Elected Members ...... 29 Elected members' responsibilities ...... 34 How we engage our community ...... 41 Organisational structure ...... 45 Corporate Governance...... 46 Organisational Leadership Team ...... 47 Internal audit, risk management and business continuity planning ...... 51 Working at Logan City Council ...... 55 Section 3 - Performance reporting...... 63 Our framework...... 63 Community financial report ...... 67 Taking a holistic approach to sustainability ...... 95 Road and Water Infrastructure Directorate summary ...... 105 Community Services Directorate summary ...... 112 Organisational Services Directorate summary ...... 119 Innovation and City Transformation Directorate summary ...... 124 Strategy and Sustainability Directorate summary ...... 127 Our priorities summary and performance scorecard ...... 132 Priority: Quality Lifestyles (QL) ...... 134 Priority: Conveniently Connected (CC) ...... 137 Priority: Economic Transformation (ET) ...... 138 Priority: Image and Identity (II) ...... 139 Priority: Green and Renewable (GR) ...... 141 Priority: Next Generation Governance (NG) ...... 143 Operational Plan highlights ...... 146 Section 4 - Commercial business units ...... 154 Logan Water ...... 154 Health, Environment and Waste Branch - Waste and Recycling Program ...... 158 Section 5 - Additional statutory information ...... 168 Service charges ...... 168
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Contents
Tenders and expressions of interest ...... 169 Community service obligations ...... 170 Registers open for inspection ...... 170 Financial sustainability ...... 171 Code of competitive conduct for business activities ...... 172 National competition policy reforms ...... 172 Quality assurance ...... 172 Human Rights Act ...... 172 Administrative action complaint disclosures 2019/2020 ...... 173 Local Government Finance Standard disclosures ...... 174 Beneficial enterprises ...... 175 Councillor expenses and entitlements policy ...... 176 Section 6 - Financial reporting ...... 178 2020 Logan City Council Financial Statements ...... 178 2020 Logan City Council statement of financial sustainability ...... 178 Section 7 - Appendices ...... 179 Glossary of terms ...... 179 Contact information ...... 183 Councillor contact details ...... 184 Legislative index ...... 186 Index ...... 192
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Section 1 - Introduction
Section 1 - Introduction This introductory section of the Logan City Council 2019/2020 Annual Report: • outlines information about our organisation and the city • summarises our operational and financial performance for the 2019/2020 financial year • introduces our Mayor and Chief Executive Officer • highlights the awards won by our staff.
Introduction This annual report details our performance during the 2019/2020 financial year. It shows what we have done to meet the strategic priorities outlined in our Corporate Plan 2017—2022. It also details our long-term financial planning.
Council provides more than 90 programs and services to the community. This report details the challenges faced and achievements over the past year. It is an open and honest account of our performance and financial position.
This information is relevant to: • Logan residents and ratepayers • local business owners • potential investors • community groups • government agencies • funding bodies • current and potential staff.
The objectives of the annual report are to: • communicate our vision and commitments to the community • report on our performance in delivering the Corporate Plan’s priorities and other key achievements • show our ability to lead with confidence and deliver on our promises • show our commitment to accountable and transparent governance • promote the City of Logan and Logan City Council to potential investors to encourage economic development • build confidence and satisfaction in our partnerships with community groups, local authorities and industry leaders through key projects • recognise the significant achievements of our staff • promote our Council as an employer of choice to job candidates • comply with the statutory requirements of the Local Government Act 2009 and Local Government Regulation 2012.
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Section 1 - Introduction
Our Vision, Purpose, Goal and Values
OUR CITY VISION Innovative, Dynamic, City of the Future.
OUR ORGANISATION VISION Enabling next generation government.
OUR PURPOSE To make a positive difference in people’s lives through the quality of services we provide.
OUR GOAL To be an organisation where our staff pursue excellence in all that they do, with high levels of job satisfaction.
OUR VALUES At Logan City Council we value: Community First We work together to know our customers’ needs so we deliver what matters and what makes a difference. We make decisions with empathy and recognise that our community’s needs are at the core of every decision we make now and into the future. Our people We respect, care about, support and develop our people. We promote a safe workplace where people can explore opportunities, enjoy themselves and achieve high levels of personal job satisfaction. Excellence We create an environment where people are clear about expectations and accountable for achieving excellent outcomes. We foster enquiry, innovation and creativity with a focus on continuous improvement. Leadership We encourage leadership aligned to our values at all levels of the organisation. We work together to best use our skills and knowledge to pursue challenges and to deliver excellent services to our customers and our community. Integrity We are honest and open by saying what we believe, doing what we say and giving permission for others to do the same. We take responsibility, individually and as a team, for all that we do.
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Section 1 - Introduction
Mayor's message A new era for our city With a new Council sworn in just weeks from the end of the financial year, we’re taking a fresh approach to improving this wonderful city.
Our Council team has already established a sense of unity and purpose as we lead our city through challenging times.
We have hit the ground running, listening to the needs of the community and engaging with residents. We are focused on addressing matters raised by residents about the Planning Scheme and how it impacts the liveability of our City.
Meeting the immediate challenges posed by the COVID-19 pandemic remains top of mind and our first budget as a newly elected Council included a comprehensive support package for our residents, businesses and community groups.
We worked hard as a Councillor team to find sensible savings while continuing to maintain our high standard of programs and services. As a Council we have been prudent, careful and responsible.
We are also positioning the city for recovery and turning our focus to shaping long term goals that will make Logan an even better place to live.
Logan is a city of vast investment opportunities with land that is affordable and abundant. Logan has proved it is open for business and we are seeing significant growth in the commercial and industrial sector.
We’re also working with non-government partners to strengthen social services providing support for vulnerable people in our community.
Working in partnership with state and federal governments we're bringing forward a host of infrastructure projects. This additional funding will go a long way in tough times to create jobs and give the local economy a much needed boost. Funding will be shared across the City and will deliver projects that contribute to our City’s great lifestyle.
I couldn’t be prouder of the way the community has come together during this time to support and look out for each other. The people of Logan have been patient, resilient and optimistic as we emerged from a period of administration and a pandemic, towards recovery and a brighter future.
With our new Council team, I look forward to serving our community over this term.
I would like to thank the people of Logan for their support and for putting their trust in me to lead Council on their behalf.
Darren Power Mayor
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Section 1 - Introduction
Acting CEO's message Over the last year we have worked on many projects to restore the community’s confidence in Council. At the same time, we have continued to provide all the normal services our community needs.
Reviewing our governance arrangements was at the top of the list.
We strengthened the checks and balances underlying our integrity frameworks.
In April we provided a comprehensive induction for the elected Councillors.
Responding to the social and economic challenges posed by the pandemic we developed a strategy to inform, support and assist businesses and residents.
Businesses and ratepayers were provided with immediate help with reduced or refunded fees for some licences and Council charges.
Purchasing and payments were prioritised with procurement through local businesses and quick payments of all invoices.
An Emergency Relief Fund was created and care packages provided to support people in hardship.
Our libraries introduced a web-based Home Learning Hub for school students.
Staff were redeployed to assist with increased enquiries and online service delivery.
While maintaining all non-contact core services many of our staff transitioned to working from home arrangements.
The progress and delivery of most major projects were achieved on time and within budget.
Environmental projects such as the Carbon Reduction Strategy remained on schedule and we planted more than 22,000 trees this year.
New solar arrays generated 453,000 kilowatt hours of renewable energy.
Our business development and promotion initiatives attracted $95 million in investment. They also created more than 450 jobs, while our Investment Attraction Incentive Fund brought in $64 million in capital investment.
The Think Local, Buy Logan campaign increased local spending. Our Buy Local policy resulted in a 69 per cent increase in Council’s registered local suppliers.
Working with businesses, innovators and entrepreneurs we helped to capitalise on emerging opportunities
A centre of excellence helped us to build and strengthen connections at local, regional and national levels.
Collaborating with industry sectors we helped to boost innovation capabilities.
Embracing innovation in road pavement designs we extensively used recycled materials.
We built a state-of the art wastewater treatment plant and constructed wetlands as part of the project.
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Section 1 - Introduction
Two new water play parks opened last summer at Flagstone and Logan Central. The Logan Central play area features Indigenous art designs by local artist Jessica Skeen-McKinnon.
I’m proud to say that Logan is continuing to deliver some of the best services, projects and outcomes by local governments in Australia.
Last year was a challenging and difficult year. We will continue to support and assist our community whatever the circumstances.
We will get our people and businesses through these challenging times.
Silvio Trinca Acting CEO
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Section 1 - Introduction
Performance overview Delivering on our Corporate Plan priorities Council’s 2019/2020 Operational Plan has 90 projects and key performance indicators. These help us deliver outcomes on the 6 priorities outlined in our Corporate Plan 2017—2022. The priorities and their definitions are:
• Quality Lifestyles (QL) o As a welcoming city with a vibrant community spirit, residents of the City of Logan have a strong sense of belonging and our people feel safe. We have the social infrastructure to meet the needs of our diverse community and diversity in lifestyles. We support residents to engage in community life and lead healthy and active lifestyles. • Conveniently Connected (CC) o We manage growth using smart urban design, with the City of Logan interconnected by reliable and convenient transport network infrastructure across the city, and across regional boundaries. We have designed our urban form to ensure places, spaces and facilities within our neighbourhoods are accessible, conveniently located and meet the pace of the growing city. • Economic Transformation (ET) o As home to South East Queensland’s next future CBD and with dynamic business districts and niche suburban economies, the City of Logan offers unlimited potential, with diverse economic hubs for innovation, agribusiness, investment and emerging industry that attract a highly-skilled local workforce. • Image and Identity (II) o As an innovative, dynamic, city of the future, we have a tapestry of cultures and events immersed within urban and rural landscapes. The City of Logan thrives on food precincts, creative arts, heritage trails, manufacturing and logistics, and retail and commercial districts. We are well known for the diverse cultures and lifestyles on offer to our residents, visitors and business. Our people have access to recreational and artistic pursuits and vast open green spaces. Our image and identity attracts families, visitors and city-shaping investment. • Green and Renewable (GR) o We use responsible urban planning in the City of Logan to protect rural living, our natural environment and green spaces. Our hectares of parkland are surrounded by waterbodies and waterways that meander through the city. We enable investment and delivery of renewable technologies and prepare our city transition to a carbon conscious community. We value our environment, safeguarding our biodiversity, local wildlife, threatened species and green corridors. • Next Generation Governance (NG) o We embrace innovation and digital transformation to meet the needs of our customers and community. We embed continuous improvement to provide quality services and assets that add value to our community. Our strong civic leadership forges strategic national and global partnerships to promote and deliver responsible governance of the City of Logan.
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Section 1 - Introduction
Our 2019/2020 Operational Plan The 90 projects and key performance indicators (KPIs) in our 2019/2020 Operational Plan deliver against the following 6 priorities outlined in our Corporate Plan 2017—2022: Corporate Plan Priority Projects KPIs Quality Lifestyles (QL) 21 5 Conveniently Connected (CC) 6 2 Economic Transformation (ET) 6 3 Image and Identity (II) 8 2 Green and Renewable (GR) 13 0 Next Generation Governance (NG) 19 5 Total 73 17
2019/2020 Operational Plan performance highlights This annual report focuses on the 6 priorities outlined in our Corporate Plan 2017—2022. These reflect the vision for our city and how Council plans to deliver it for the community.
How we did: our performance scorecard:
Projects Amount Completed 61 Undeliverable 8 Not proceeding 4
KPIs Amount On track 9 Monitor 4 Below target 4
Performance scorecard definitions
Projects Definition Completed The project has met planned targets or all planned milestones have been achieved (project closure). Undeliverable The project will not be delivered this financial year. Not proceeding A decision has been made to cancel the project.
KPIs Definition On track Performance for this indicator is meeting or exceeding the target level. Monitor Performance is below the target level but is still within the acceptable performance variance. Below target Performance is outside the acceptable performance variance.
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Section 1 - Introduction
Delivery of Council's Operational Plan — 5-year trend
Financial year Percentage complete 2015/2016 89% 2016/2017 86% 2017/20181 88% 2018/2019 81% 2019/2020 82%
1 2017/2018 was the first financial year of reporting against our new Corporate Plan 2017—2022.
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Section 1 - Introduction
Financial performance highlights Where did Council earn its income from?
Category Amount (% per cent) Utility charges 32% General rates 19% Asset donations 18% Developer contributions and donations 11% Environment and community infrastructure charges 8% Grants and subsidies 5% Fees and charges 4% Interest and other revenue 2% Recoverable works and sales 2% Subsidiary company revenue 0%
Council is in a sound financial position at 30 June 20201 • Council has a 3.4:1 (last year 3.5:1) working capital ratio (ratio of current assets to current liabilities) meaning that Council has more than 3 times the amount of current assets available to meet current liability obligations. • Our low debt levels resulted in a favourable debt to equity (i.e. debt as a percentage of community equity) percentage of 3.8 per cent (last year 2.9 per cent). • The negative net financial liabilities ratio (total liabilities less current assets as a percentage of operating revenue) is -18.8 per cent. Last year it was -31.7 per cent. The change is due to the 2017 early repayment of loans and no new loans in 2018 or 2019. The negative ratio indicates that Council has a large capacity to borrow if and as required. • Council’s total assets have grown by $274 million over the past 12 months to $6,585 million at 30 June 2020 (last year $6,275 million). • We have an operating surplus of $0.3 million (last year $11.2 million) and an operating surplus ratio of 0.05 per cent (last year 2.1 per cent) against an industry standard of between zero and 10 per cent for the 2019/2020 financial year. • Council remains in a sound financial position at 30 June 2020 in terms of both short-term liquidity and long- term sustainability. • Most information presented in this report is over a 5-year period to allow readers to judge trends in Council’s performance. Our interest-bearing debt has decreased by $26.9 million over the past 5 years. Capital expenditure over the same period amounted to $961.1 million.
1 All financial information presented in this report relates to Logan City Council only, not the consolidated group.
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Section 1 - Introduction
City performance highlights • We generated more than $95 million in investment by promoting the city. • The Logan SES was activated to assist the community 23 times. • We completed maintenance in 150 priority bushland parks. • We generated more than 2,260 media news items featuring Council. This coverage reached more than 65 million people. • More than 2,950 wildlife rescues were made the by Logan RSPCA Wildlife Ambulance. • We awarded 39 new EnviroGrants. • We kept more than 47,000 tonnes of waste out of landfill. • We provided more than 25,000 mega litres of drinking water. That’s approximately 10,000 Olympic swimming pools. • We safely returned more than 22,600 mega litres of wastewater to the environment • We recycled 30 per cent more treated wastewater than last year.
Community and customer performance highlights Overall satisfaction with Council customer services (on a 1 to 5 scale) 5-year trend.
Financial year Score (out of 5) 2015/2016 4.5 2016/2017 4.6 2017/2018 4.6 2018/2019 4.7 2019/2020 4.6
• We managed more than 8,330 development assessment related requests. • We managed more than 14,000 parks customer requests. • We managed more than 6,000 requests for road maintenance. • We swept more than 12,000 kilometres of roads. • We fixed more than 16,000 potholes across the city. • We created or retained more than 450 jobs. • We planted more than 22,000 trees along our waterways. • More than 2,195 students participated in our Be Pet Smart program. • We gave more than 30,000 vaccinations to clients across the city. • We managed more than 20,000 customer requests relating to: o community parking o pest plant and animal management o residential and public place amenity and public safety matters o animal incident and nuisances o graffiti management. • We conducted 16 proactive Crime Prevention Through Environmental Design (CPTED) audits.
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Section 1 - Introduction
Key challenges in 2019/2020 COVID-19 The World Health Organization (WHO) declared the outbreak of coronavirus disease (COVID-19) a Public Health Emergency of International Concern on 30 January 2020. On 11 March 2020, the WHO Director General declared COVID-19 as a pandemic.
Our Local Recovery Action Plan outlines the response to the needs of the Logan community in relation to COVID- 19. It is a city plan that relies on the contribution of many stakeholders across the city.
The Local Recovery Action Plan outlines short, medium and long-term recovery strategies for: • economic • human and social • environment • infrastructure.
The action plan includes the unique needs of Logan’s diverse residents. Disaster management activities To manage the COVID-19 Public Health Emergency we: • engaged with Queensland Health to provide information to the Local Disaster Management Group • coordinated briefings for Council’s Crisis Management Team and Local Disaster Management Group from Queensland Health • stood up our Local Recovery Group • developed a Recovery Action Plan • developed a Recovery Implementation Plan • published the City of Logan COVID-19 Local Recovery Plan • chaired and facilitated meetings with internal and external stakeholders • produced 2 interim reports on progress • conducted an independent review of actions 6 months into the event to: o explore strengths and challenges o identify improvement opportunities o evaluate the effectiveness of actions. • took part in local and district disaster management groups. Managing communications In March 2020, we developed a communications strategy in response to the COVID-19 pandemic. It was tailored to support Council’s: • Business Continuity Team • Disaster Recovery Team.
The strategy outlined how Council would inform and support residents, businesses and customers through the social and economic disruption, and in the recovery phase. It provided guidelines to ensure all communications were structured and that messaging was consistent and effective. The Media Branch worked closely with lead agency Queensland Health and Council’s Disaster Management Team to help prepare the city for the impact of COVID-19. All communication was underpinned by the message that ‘our top priority is the health and safety of our community, customers and staff’.
We produced 25 media releases during the height of the pandemic. These included announcements on the impact on services and facilities. They also promoted community support initiatives for businesses and residents.
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Section 1 - Introduction
Digital content included a series of videos under a #CaringForLogan banner. This was created to highlight the collaboration between Council and community support agencies.
COVID-19 landing page We establish a dedicated COVID-19 online portal. This was located on Council’s corporate website home page. It provided the latest health information and kept the community updated on business and community support measures. The pages were created in March 2020 and included: • up-to-date information on the pandemic • latest Council announcements and media releases • information resources • contact details for support services available locally.
We also had a dedicated officer managing the content for this portal.
Supporting the health and safety of our community City of Logan’s COVID-19 relief package to assist community and business We announced a financial support package to support the community and business owners affected by the COVID- 19 pandemic.
The Logan Economic Response Package provided immediate help for ratepayers, suspended debt recovery measures and prioritised procurement to local businesses.
We also redirected funds from the Community Project Grants budget into an Emergency Relief Fund as part of a broader Community Relief Package.
The fund helped to cover costs of providing goods and resources to people in hardship and affected by the pandemic.
Key components of the support plan • An extra interest-free period is in place for the April to June quarter rates and charges notice (to September 30). • We extended Council's existing hardship arrangements for residential property owners to all ratepayers. • We halved our invoice payment time to contractors to 14-day payments. • We provided a 50 per cent refund to 1,300 businesses in operational (licence) fees paid since July last year. These included hospitality and food operators, hotels and motels, and manufacturers. • We waived fees for any new applications received up until August 31 2020. • We waived lease fees for external operators engaged to manage Council-owned venues for 3 months. • We waived annual lease fees for not-for-profit organisations in Council-owned community facilities for 2020. • Organisations operating from a Council community leased facility with less than 15 gaming machines had their Council remissions increased to 100 per cent for the January to March 2020 quarter. • We provided lease fee waivers to more than 180 sport, recreation and community organisations with less than 40,000 members.
Further assistance initiatives were investigated and considered in Council’s 2020/2021 Budget processes.
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Section 1 - Introduction
Care packages Care packages were delivered to those doing it tough in Logan as a result of the COVID-19 pandemic. We combined efforts with the following organisations: • Community groups • YFS and Lighthouse Care • The State Emergency Service • Food charity OzHarvest • Givit • Share the Dignity • Businesses and Logan residents
Hundreds of packages with essential items were sent to people who were isolating or unable to access food and medicine during challenging times. YFS and Lighthouse Care, with the financial assistance of Logan City Council, assembled the packs which contained healthy food staples and vital supplies such as: • bread • cereal • medicines • cleaning products.
The contents of the packs were sourced from: • OzHarvest • local supermarkets • donations from the public.
The packs were delivered by the SES.
The majority of requests came from residents who were: • self-isolating • unemployed • single parents • families with small children.
Parcels went to a number of suburbs including: • Logan Central • Crestmead • Kingston • Woodridge.
Supporting the health and safety of our staff To support our staff during the COVID-19 Public Health Emergency, regular communications were provided. Communications included information about: • key Public Health Emergency updates • working arrangements • supporting mental health • supporting physical health and wellbeing.
Working from home arrangements were implemented for staff where possible.
Council conducted 2 pulse surveys to gain feedback from staff on Council’s pandemic response. The first survey was very positive and the second survey indicated an even higher level of confidence (94 per cent favourable).
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Section 1 - Introduction
Supporting questions and responses included:
Question Pulse 1: Pulse 2: Favourable score Favourable score We are receiving timely communications about COVID-19 87% 91% I believe leaders are making effective decisions regarding COVID- 82% 87% 19 We are staying connected as a team during COVID-19 85% 88% Logan City Council is supporting its employees during COVID-19 86% 90% I know what I need to do to keep safe and healthy in relation to 96% 97% COVID-19 I know where to find our organisation’s most up-to-date COVID-19 84% 87% response information
Our people showed high levels of agility and resilience in quickly moving to work from home. • 90 per cent of pulse respondents agreed or strongly agreed that our organisation would benefit from some degree of remote working in the future. • 89 per cent said they felt productive during the transition.
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Section 1 - Introduction
Preparing and on-boarding a new Council On 28 March 2020, the City of Logan elected a new Council. The new Council consists of 13 Councillors including the Mayor and Deputy Mayor. The restoration of Council comes after being in Administration for part of the year. Administration On 2 May 2019, the Queensland Parliament ratified the Local Government (Dissolution of Logan City Council) Amendment Regulation 2019, meaning the elected Council was dissolved, effective immediately. On that date and in accordance with s124 of the Act, the Minister for Local Government, Racing and Multicultural Affairs appointed Ms Tamara O'Shea as the Interim Administrator (IA) for Logan City Council. As Interim Administrator, Ms O'Shea had all the responsibilities and powers of the Mayor and Councillors. She performed this role until the conclusion of the local government election in March 2020. Interim Management Committee On 14 June 2019, the Minister for Local Government established Logan’s Interim Management Committee (IMC) to support the IA with advice on a range of Council matters. Interim Management Committee Vision To restore the community's confidence in their local government by giving the next elected Council the best possible foundations from which to successfully lead the City of Logan.
Interim Management Committee Members: • Tamara O'Shea (Chair) • Gary Kellar (Deputy Chair) • Brent Lillywhite • Lisa Bradley • Laurie Koranski • Darren Power • Jon Raven Interim Management Committee priorities The structure and systems within Council largely functioned well. However several areas were identified where opportunities for improvement existed. Opportunities were identified to improve the preparedness of a newly elected Council to lead with: • transparency • confidence in decision-making • the best interests of the City of Logan.
In the lead up to the Local Government Elections, the Interim Management Committee's work focused on one key priority area with additional work being undertaken in 2 supplementary areas. These areas and their outcomes were:
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Section 1 - Introduction
1. Good governance
Interim Management Committee key priority Outcome area 1.1 Review priority policies, management An extensive review of existing policies and procedures directives, procedures and local laws to identify took place. The aim was to strengthen Council’s improvements for transparency and governance and integrity frameworks. Council adopted a accountability. suite of new policies. These were aimed at improving how Councillors and Council staff engaged with the community and organisations in a transparent and accountable way. The review also promoted the efficient use of Council resources.
1.2 Develop a Councillor Capability Framework To give the next elected Council the best possible to better prepare Councillors to meet their foundation from which to successfully lead the city a responsibilities to the community, and the Councillor Capability Framework was developed. This organisation under relevant legislation. promotes good governance, transparency and accountability. The Councillor Capability Framework sets clear expectations about the performance and behaviour of elected members at Council. It will strengthen the alignment between elected members and the Council workforce to deliver outcomes to the community.
1.3 Examine the forthcoming Belcarra legislation The Interim Management Committee was kept informed of and identify actions to ensure organisational and proposed legislative amendments and their implementation. Councillor compliance.
1.4 Review the current committee structure and A new committee structure was endorsed to simplify and processes to identify improvements that assist streamline the work of these important decision-making decision-making, that foster transparency and to forums. Council developed new terms of reference for each find efficiencies. committee as well as a new Meetings Code. This streamlined a complicated and disparate collection of policies and procedures. 1.5 Develop a Decision-Making Framework to A decision-making framework was created to equip equip Councillors with best-practice techniques Councillors with good practice techniques and systems to and systems. enable greater transparency, confidence and decisions in the best interests of the whole of the city. 1.6 Assess and review current delegations to This work was carried over into the 2020/2021 financial ensure appropriate governance and year. accountability structures are in place.
1.7 Review all Councillor discretionary funds Councillor discretionary funding policies were reviewed and and programs in line with community revised to align them with amendments to legislation and to expectations, good governance and legislative streamline processes. changes.
1.8 Develop a best-practice framework for the A new framework was developed to ensure high standards establishment and management of controlled of governance in the establishing and managing beneficial entities of Logan City Council. enterprises.
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Section 1 - Introduction
Interim Management Committee key priority Outcome area 1.9 Review of Audit and Risk Systems. A new Audit and Risk Committee Charter and Policy was developed and implemented. This ensures Council meets its legislative obligations as well as promotes good governance practices. The Audit and Risk Committee’s obligations were expanded to oversee and provide assurance on matters relating to the integrity of: • financial documents • risk management • internal controls • internal and external audit • coronial reports • efficient management of Council • legislative compliance.
2. Integrated planning and performance
Interim Management Committee key priority Outcome area 2.1 Develop a Corporate Planning Framework to A new Strategic Planning and Performance Management better engage Councillors and the organisation Framework was endorsed. It was created to help elected in setting priorities, planning activities, members and Council staff effectively make decisions on processes and outcomes. behalf of the community. It also helps Council manage the complex business of a local government organisation by providing processes for strategic planning and performance management. 2.2 Review the organisational performance Processes and systems were updated to enable reporting reporting process and system to ensure it against Council’s Corporate and Operational Plan. The new focuses on reporting outcomes against system includes digital reporting tools and processes to Council’s Corporate and Operational Plan. support accessibility considerations. 2.3 Establish the systems and processes for The executive recruitment and performance management best-practice executive recruitment and systems and processes have been strengthened. This is to performance management. ensure Council’s transparent merit-based recruitment is supported by appropriate documentation and risk assessment.
3. Broader community engagement
Interim Management Committee key priority Outcome area 3.1 Review the Community Engagement A review of the Community Engagement Strategy 2017- Strategy to identify opportunities to further 2021 was conducted. A revised draft version has been engage with all sectors of the Logan community. endorsed by Council. A draft Community Engagement Framework for community consultation was also endorsed.
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Section 1 - Introduction
Actions completed to prepare and on-board a new Council With the Interim Administrator, we developed and rolled out a new Councillor induction program. This helped introduce 9 first-time Councillors and 4 returning Councillors. With a large number of first-time Councillors, significant emphasis was placed on providing detailed information. The induction program prepared Councillors for their upcoming role and responsibilities.
Key areas covered in the induction included: • managing conflicts of interest and other disclosures • the Local Government Act 2009 and its interaction with other tiers of government • Council policies and procedures • how to think strategically and the role of a Councillor • presentations from external bodies • legal, ethical and integrity obligations.
The induction was impacted by the COVID-19 pandemic. Significant time-sensitive changes to the program and its delivery were required. Presentations took place at the Logan Entertainment Centre with a mix of internal and external presenters. Presentations adhered to social distancing requirements and included the use of electronic meeting platforms. This maintained compliance with restrictions set out by health authorities and provided a safe environment for all participants. The quick introduction of these changes allowed an extensive induction program to be delivered regardless of the circumstances. Branch-specific actions conducted • We inducted the Mayor as the Local Disaster Management Group Chair. • We inducted Councillor Teresa Lane as the Deputy Local Disaster Management Group Chair. • We co-facilitated Queensland Disaster Management Arrangements Training with Queensland Fire Emergency Services. • We upskilled staff on: o the administrative actions and complaints process o the acceptable request guidelines process o key performance indicators on Councillor communication. • We conducted site tours for Councillors at Council administration buildings and depots.
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Section 1 - Introduction
Looking forward In the next financial year, we will continue to deliver on the Corporate Plan 2017—2022 and its priorities. Projects include: Quality Lifesyles (QL) In 2020/2021 we will: • develop the Community Infrastructure Strategy Annual Action Plan for 2021/2022 • deliver construction works of a new PCYC at Cronulla Park • construct an outdoor events space and redevelop the Kingston Butter Factory • deliver the outcomes of the Libraries Learning and Discovery Strategy 2019-2023 • deliver the libraries early years services and 'First Five Forever' initiative • deliver a health and wellbeing program for all ages and abilities • deliver an Illegal Dumping Team project, funded by the State Government • deliver actions from the City of Logan Animal Care Strategy 2018-2022 • deliver the Arts, Culture and Heritage Strategy 2018-2022 Action Plan • develop and curate content for the Living Museum of Logan at the Kingston Butter Factory Cultural Precinct • deliver community services grants that fund community organisations • deliver a school holiday program for 5 to 17-year olds • coordinate the implementation of the Access and Inclusion Plan 2019-2022 • coordinate the implementation of the Reconciliation Action Plan • deliver the Community Development Action Plan • implement and evaluate the SafeRoads4Logan, Road Safety Strategy 2017-2021 • deliver a crime profile that provides a detailed analysis of key crimes in the City of Logan • deliver an awards event • deliver a community survey • deliver expo-style 'building social capital' community hubs that bring together social support networks • install and replace closed circuit television (CCTV) safety cameras as scheduled • deliver a new Safe City Strategy and Action Plan to replace the current 2016-2020 Strategy and Action Plan • deliver at least 48 targeted crime prevention and community safety activities (4 will be delivered per division each year, responding to crime and safety concerns of each local community) • deliver expo-style 'Youth Street Hubz' focused on young people to bring together social support networks for young people across the Logan community. Conveniently Connected (CC) In 2020/2021 we will: • deliver a report on the medium-term needs for Logan's public transport system • complete a condition survey of the sealed road network • deliver the annual Road Maintenance Program • deliver the annual road and drainage capital program • deliver construction works for the Compton Road cycle way project • commission the Cedar Grove Wastewater Treatment Plant (WWTP) in the Cedar Grove Environment Centre • deliver master planning works for the Chambers Flat Wastewater Treatment Plant (WWTP) and associated trunk infrastructure • deliver a review of the planning scheme • deliver a review of the Local Government Infrastructure Plan.
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Economic Transformation (ET) In 2020/2021 we will: • deliver actions to generate $70 million of investment and 500 local jobs by promoting the City of Logan • deliver 15 business-relevant workshops for businesses in the City of Logan • deliver 2 investment attraction events in the City of Logan • prepare for Council Endorsement of a new Economic Development Vision and Strategy for the City of Logan • plan and deliver the city's first innovation hub (coLab) • develop a combined 'Think Local, Buy Logan' social and local marketing campaign. Image and Identity (II) In 2020/2021 we will: • deliver key marketing objectives from the City Positioning and Marketing Roadmap • implement amendments to the City of Choice initiative • deliver the Catapult Program in collaboration with: o young people o industry o community o educators • deliver the Parks Asset Renewal Program • deliver park infrastructure through the Parks Capital Works Program • implement a Logan City Council Events Strategy 2020-2025 • deliver detailed design work for a new general community space at Greater Flagstone • deliver detailed design for a new district-level community centre at Yarrabilba. Green and Renewable (GR) In 2020/2021 we will: • deliver Council's 2020 Emissions Profile Report • deliver a range of environmental events and activities across the City of Logan • deliver a Logan Environment Strategy that aligns with the Federal Strategy for Nature and Queensland Biodiversity Strategy • deliver priority on-ground wildlife movement solutions based on hot spot prioritisation mapping • deliver riparian rehabilitation along priority areas of the Albert River • deliver a feasibility study to establish a Riverine Discovery Centre • deliver riparian rehabilitation along priority areas of the Logan River • deliver a report on service options available under the 2021 Waste Collection Contract. Next Generation Governance (NG) In 2020/2021 we will: • deliver enhancements and new features to the corporate website • develop a proposal for proactive and targeted educational or compliance programs (these will link to systemic risks or priority city-wide issues of public importance) • deliver a news and community website • develop a revised Community Engagement Strategy, with input from the community • develop and implement a compliance management system • develop and implement a governance framework • deliver actions to secure Quality Management System ISO9001:2015 certification • engage all stakeholder groups across the city to develop a long-term plan and city vision • deliver the Asset Management Strategy • deliver the Corporate Innovation Strategy
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• deliver an advocacy campaign leading into the State Government election in October 2020 • deliver the Advocacy Strategy 2020-2024 and implement a program of priorities • deliver actions from the City of Logan Biosecurity Plan 2017-2022 • deliver a Safety Culture Action Plan and an organisational wellness strategy • deliver 14 strategic people projects • deliver an updated hazard and risk profile for the city • deliver the annual review of the Local Disaster Management Plan, sub-plans and Standard Operating Procedures • finalise the Logan and Albert River floodplain study and plan.
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Section 1 - Introduction
Our city The City of Logan is one of Queensland’s largest and fastest growing cities. It is located in the heart of South East Queensland, between Brisbane and the Gold Coast. It covers 957 square kilometres and has more than 327,000 residents – 6.44 per cent of Queensland’s population.
The key economic drivers and employment sectors are: • construction • healthcare and social assistance • retail trade • manufacturing • transport and logistics • business and community services • property development • education • professional and technical services.
With quality land and community infrastructure available, the city is growing in a planned and sustainable way. Demographic forecasts indicate our population will increase to 500,000 people within 20 years.
Given our location, young population and skilled, educated workforce, Logan is ideally placed to continue emerging as a major economy in South East Queensland.
Our city is proud to be home to a culturally diverse community. We have residents from 217 different nationalities living in 70 suburbs. Our suburbs offer lifestyle options from apartment living and leafy suburbs to rural-residential homesteads in natural bushland.
Our city has a strong and vibrant community spirit. We are renowned for our diverse events, cultural celebrations, natural features and café/restaurant scene. We also host a wide variety of sports and outdoor activities. Our history The Logan region was originally inhabited by Aboriginal people who led self-sufficient and harmonious lives. Their first contact with Europeans occurred when the Commandant of the Moreton Bay Penal Settlement, Captain Patrick Logan, explored the Logan River in 1826. He named it the Darling River. It was renamed by Governor Darling in honour of Captain Logan.
The river was an important transport route in the early days. River boats brought in provisions and took out produce. There is little remaining evidence of this river trade as wharves and bridges were washed away in successive floods.
After the penal settlement in Brisbane was closed in 1841, land in Logan was quickly acquired by squatters. The first leases of land in the Logan area were issued from 1849.
The declaration of the Logan and Eight Mile Plains Agricultural Reserves in 1862 led to extensive settlement of the area. This was initially by Irish and English settlers and then German immigrants. Cotton, dairy farming and sugar were among the city’s early industries. Today, a small regional sugar industry remains centred on the Rocky Point Sugar Mill (today in Gold Coast City Council).
The post-war need for housing attracted enthusiastic young families to the area. Urban development boomed in the Rochedale South and Springwood areas from the late 1960s and in Browns Plains from the early 1970s.
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The Logan of today is a bustling modern city looking to the future, but there are still many reminders of the early settlers. Historic cemeteries remain at Kingston, Carbrook, Waterford West, Logan Reserve and Slacks Creek. The oldest remaining buildings in the district include the slab hut in the grounds of Mayes Cottage and the Kruger house at Carbrook.
The most accessible sites of cultural heritage significance in Logan are: • Mayes Cottage • the old Carbrook School • St Mark’s Church at Daisy Hill • Kingston Butter Factory (currently being redeveloped into a cultural and arts hub).
The Logan local government area was created in 1979. The City of Logan was declared in 1981.
In 2008, as part of local government amalgamations, the City of Logan expanded to include areas previously part of Gold Coast City Council and Beaudesert Shire Council.
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City of Logan in profile • Assets worth $6.585 billion • An economy worth $22.603 billion • Gross regional product of $12.58 billion • 18 Council owned community centres • 2 key cultural venues • 22,573 businesses • 116 sporting facilities • 3 indoor sports centres • 4 major venues and events centres • 6 aquatic centres • 94 kilometres of unsealed roads • 2,272 kilometres of sealed roads • 2,633 hectares of wetlands • 942 parks • 9 libraries • 6 cemeteries • 70 suburbs covering: o 959 square kilometres • 3.48 persons per hectare • $972.9 million budget • 2,362 kilometres of waterways • 1,261 kilometres of road reserve shared paths (includes footpaths and bikeways) • 12 Council divisions • More than 213,000 tonnes of waste handled o 49,714 tonnes of that waste is recycled • 1,236 kilometres of storm water pipes • 334,358 residents • 27.3 per cent of residents were born overseas • 121,301 rateable assessments • 217 nationalities and cultures • 34 median age
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Section 2 - Our Council
Section 2 - Our Council This section highlights how Council works for its community. It includes: • key statistics on our elected members, executive management and our staff • information about our: o internal audit function o standing committees o workplace safety o risk management.
Elected Members Mayor Darren Power Mayor Darren Power was first elected as a Councillor in 1997, serving the city in this capacity for 22 years before he was elected Mayor in 2020.
Mayor Power recognises the many opportunities that come with Logan being a young, vibrant and fast growing city.
With more than 20 years’ experience in local government, he leads a strong and united team that is focused on making decisions that will stand the test of time.
He is a long term resident and lives with his wife in Shailer Park, where his 4 adult children were raised.
Mayor Power’s careers include service with 1 Commando Regiment – where he earned his Green Beret and Parachute Wings – and as a federal officer working in the Close Protection and Consulate Patrol Group.
His guiding philosophy is ‘the harder you work the luckier you get’ and his goal as City of Logan Mayor is to ‘make it happen’.
Councillor Lisa Bradley Division 1 Councillor Lisa Bradley was elected to Logan City Council in 2008 and served as a Councillor until she was appointed to serve on the Interim Management Committee by the Minister for Local Government in 2019, when Council was in Administration.
She was re-elected in March 2020.
Prior to her election in 2008 Cr Bradley was a registered nurse for 19 years, including 14 years as an intensive care nurse.
She has a Bachelor of Applied Science (Nursing) and post-graduate qualifications in Business, Intensive Care and Psychiatric Nursing, and has been involved in quality improvement, education and research.
Cr Bradley is a patron of a number of organisations and from a young age has passionately volunteered in a number of clubs, charities and organisations.
She has been a Chairperson of a number of committees, she is currently the Chairperson City Governance Committee.
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Cr Bradley is a member of the Australian Institute of Company Directors and has a number of coaching qualifications.
Councillor Teresa Lane Division 2 Councillor Teresa Lane was elected as a Councillor in 2020.
She was raised in the suburb of Kingston and enlisted in the Royal Australian Army Ordnance Corps RAAOC.
Completing her enlistment Teresa worked in Federal and State Government departments helping local families.
Teresa raised her family in Logan and lives in Woodridge with her partner John. Councillor Lane believes Division 2 is the heart of Logan and praises the many local community members who give selflessly though volunteering or caring for their neighbours.
She supports programs and events that raise the standard of living and quality of lifestyle for local residents and encourages increased participation in community activities.
Councillor Mindy Russell Division 3 Councillor Mindy Russell was elected to Council in 2020.
Prior to this she managed The Family Place, a community-led family support program in Logan which provided strategic partnering across disciplines to solve complex issues while working with families to provide their children with every advantage.
Cr Russell is qualified as a Child and Family Practitioner and a school teacher and has degrees in Education and Child and Family Studies.
She and her partner Glenn have 3 children between them– Michael, Cooper and Elyse.
Working in Logan’s community sector for a decade, Cr Russell has worked closely with community organisations on programs, coordinated strategies and events to help local families connect with their community and stay healthy.
Her goal is to make Logan famous as the best city in Australia to raise children.
Councillor Laurie Koranski Division 4 Councillor Laurie Koranski was elected to Logan City Council in 2016 and in 2020 became the Chairperson of the City Lifestyle Committee.
The long-term Logan resident lives in Buccan with her husband and 2 children and loves the sense of community found in the City of Logan.
Cr Koranski previously owned a successful dental surgery with her husband.
She strongly supports local businesses and aims to help local youth and encourage community organisations to prosper while fostering the city’s community spirit.
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Cr Koranski also enjoys discovering new places, dining out and creative writing.
Councillor Jon Raven Division 5 Councillor Jon Raven was first elected to Logan City Council in 2016 and served on the Interim Management Committee during Administration.
In 2020 he was elected Deputy Mayor and as the Chair of the Planning, Economic Development and Environment Committee.
He lives in Waterford West with his young family.
Prior to being elected he owned and operated his own asbestos removal and demolition business. Cr Raven is passionate about creating local jobs and working closely with the community to be their voice in Council.
He views his role as a Councillor as one that helps people and local businesses to prosper.
In his spare time, Cr Raven enjoys roller blading and spending time with his children.
Councillor Tony Hall Division 6 Elected to Logan City Council in 2020, Cr Hall is a local independent representing the people of Division 6 (Meadowbrook, Loganlea, Bethania, Edens Landing, Holmview and Bahrs Scrub).
Tony decided to run for Council to help his community and to respect the wishes of his late father Warren Hall who passed away in 2019.
Formerly an award winning real estate agent, manager and advocate for the Logan area, Tony spent most of his youth travelling Australia as a trapeze artist and truck driver working in his family’s circus (The Great Australian Circus).
Despite not completing primary or secondary education he graduated with a First Class Honours in Communications and Marketing at Edith Cowan University in 2007.
Leading by example, Tony hopes to be a role model for disadvantaged youth and young people struggling with their education. Tony believes that success and opportunity come from hard work and continued learning and has had a broad range of professions ranging from circus performer, truck driver, cleaner, labourer, outback field assistant and a communications consultant for a State Government office.
3 generations of his family live in Logan and no matter where he has travelled, Tony has always proudly called Logan his home.
He is an active member and sometimes volunteer of the Meadowbrook parkrun and enjoys gymnastics and rock climbing.
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Councillor Tim Frazer Division 7 Elected as a Councillor in 2020, Tim Frazer previously worked for the State Government, delivering community services in Logan.
Councillor Frazer has a wife and young child and is actively involved in the community as a church volunteer.
He has a degree in Psychological Science and holds certificates in Engineering (Fitting and Turning) and Training and Assessment.
He has lived in Logan for the past 10 years and his interests include politics and cars.
Cr Frazer enjoys the gym, walking the family dog and spending time with his family.
A quiet achiever by nature, Cr Frazer is passionate about getting even the smallest things done for the community.
Councillor Jacob Heremaia Division 8 Cr Jacob Heremaia serves as the Chairman of the Procurement and Appropriations Special Committee.
Cr Heremaia was elected to Logan City Council in 2020.
He is the youngest councillor in Logan’s history and Queensland.
Before being elected to council, Cr Heremaia worked as a project manager.
His experience includes the delivery of logistics for the Gold Coast Commonwealth Games, telecommunications projects and software development.
With close ties to local organisations and his community, Cr Heremaia looks forward to council delivering infrastructure projects in our city.
Councillor Scott Bannan Division 9 Cr Bannan was elected to Logan City Council in 2020.
A long-term Logan resident, Cr Bannan and his wife Linda have 3 children Kirra, Keanu and Levi.
Prior to his election Cr Bannan owned a construction business and promoted local events.
His interests are rugby league, combat sports, motorbikes and surfing.
He is vice president and coaching co-ordinator of a rugby league club, a volunteer member of the Woodhill Rural Fire Brigade and is an active supporter and promoter of Jimboomba Rugby League Clubs, Jimboomba Cricket Club’s Pink Stumps Day and Jimboomba X Stadium events.
Cr Bannan’s focus is on planning, roads, balancing growth and the environment and supporting community groups.
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Councillor Miriam Stemp Division 10 Cr Miriam Stemp was elected as a Councillor in 2020. A long-term resident of Logan, Cr Stemp grew up in Logan Village and attended Loganlea State High School.
Cr Stemp has a Bachelor of Business Accountancy and worked as a senior accountant for a Beenleigh-based firm.
Cr Stemp then went on to operate small business ventures from home for 12 years to work around her family.
Married with 3 sons, Cr Stemp lives in Shailer Park and is a member of the Cornubia Forest BushCare Group, a volunteer with Lighthouse Care and has been actively involved as a member and office holder of various Parents and Friends groups at her sons’ schools over many years.
She is an advocate for reducing waste, protecting nature reserves and parklands, giving youth a greater voice in the community and supporting and promoting small business.
Cr Stemp’s hobbies include bushwalking, upcycling and home renovation projects.
Councillor Natalie Willcocks Division 11 Councillor Natalie Willcocks was elected to Logan City Council in 2020.
She is married to husband Mark and has 2 daughters, Zoe and Ruby.
As a tertiary qualified high school teacher, Cr Willcocks taught Health and Physical Education, Legal Studies and Home Economics for 10 years in mainstream educational settings.
For the next 5 years, she worked with disengaged and disadvantaged young people in a transitional educational setting.
As the mother of 2 active girls, Cr Willcocks enjoys watching her kids play netball and swimming, is President of the Greenbank Gators Swimming Club and is a keen Collingwood AFL supporter.
As well as sport, Cr Willcocks’ interests include cooking, reading, travelling and spending time with the family and their Alaskan Malamute ‘Nanuk’.
Councillor Karen Murphy Division 12 Cr Murphy was elected in 2020 after a 15 year career in the real estate industry as a Fully Licensed Real Estate Agent.
Married to husband Cameron and with 2 adult children, Sheridan and Jarrod, Cr Murphy has lived and worked in Logan since 1989.
Awarded Volunteer of the Year by Quota Beenleigh 2016, Cr Murphy was named Volunteer of the Year by Quota International in 2017 in Washington DC, for her work with the youth of Logan.
A Past President of the Beenleigh Yatala Chamber of Commerce, Cr Murphy was also the Founding Member of STAAR inc. (Standing Tall Against Abusive Relationships).
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A keen world traveller, Cr Murphy enjoys time with the family, immersing herself in other cultures, as well as swimming and painting.
In her first term, Cr Murphy’s focus is to encourage Council to work as a unified team to achieve the best possible outcomes for the city.
Elected members' responsibilities The Mayor and 12 Councillors are the elected body of Logan City Council. They are responsible for governing the City of Logan. The elected body has a legal obligation to represent the current and future interests of the residents of Logan.
The Mayor and Councillors are democratically elected. They are accountable to their communities for the decisions they make and the services they provide.
Their role also includes other responsibilities, including: • providing high-quality leadership to the community • participating in Council meetings • developing policy • making decisions that are in the interests of the whole community.
Elected members are bound by a code of conduct. This is their public commitment to open, accountable and ethical standards of behaviour.
The community also plays a role in good democratic governance by: • participating in elections • being actively involved in engagement programs • providing feedback on current issues and the services provided.
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Division Councillor Suburbs represented Mayor Cr Darren Power Division 1 Cr Lisa Bradley Priestdale, Rochedale South, Springwood and Daisy Hill (part of) Division 2 Cr Teresa Lane Logan Central, Woodridge and Underwood (part of) Division 3 Cr Mindy Russell Daisy Hill, Slacks Creek, Shailer Park (part of), and Underwood (part of) Division 4 Cr Laurie Koranski Bannockburn, Belivah, Buccan, Cedar Creek, Kairabah, Waterford, Windaroo, Wolffdene, Yarrabilba, Bethania (part of), Logan Village (part of) and Tamborine (part of) Division 5 Cr Jon Raven – Berrinba, Marsden, Waterford West and Crestmead (part of) Deputy Mayor Division 6 Cr Tony Hall Bahrs Scrub, Edens Landing, Holmview, Loganlea, Meadowbrook and Bethania (part of) Division 7 Cr Tim Frazer Boronia Heights, Browns Plains, Forestdale, Hillcrest, Park Ridge (part of) and Regents Park (part of) Division 8 Cr Jacob Heremaia Heritage Park, Logan Reserve, Chambers Flat (part of), Crestmead (part of), Park Ridge (part of), Park Ridge South (part of) and Regents Park (part of) Division 9 Cr Scott Bannan Cedar Grove, Cedar Vale, Glenlogan, Jimboomba, Mundoolun, River Bend, Stockleigh, Veresdale, Veresdale Scrub, Woodhill, Chambers Flat (part of), Logan Village (part of), Munruben (part of), North Maclean (part of), South Maclean (part of) and Tamborine (part of) Division 10 Cr Miriam Stemp Carbrook, Cornubia, Loganholme, Tanah Merah and Shailer Park (part of) Division 11 Cr Natalie Willcocks Flagstone, Flinders Lakes, Greenbank, Kagaru, Lyons, Monarch Glen, New Beith, Silverbark Ridge, Undullah, Park Ridge South (part of), Munruben (part of), North Maclean (part of) and South Maclean (part of) Division 12 Cr Karen Murphy Beenleigh, Eagleby and Mount Warren Park
Code of Conduct for Councillors and staff Council is committed to the ethical principles and obligations contained in the Local Government Act 2009 and Public Sector Ethics Act 1994. The following information details the actions undertaken during the year relating to the various codes.
Public Sector Ethics Act implementation statement During the year, we undertook the following actions to fulfil our obligations under the Public Sector Ethics Act 1994: • The code was made available on request to all staff and the public. This was done online and internally via our electronic document management system. • We provided online training and access to a copy of the Code of Conduct to: o all new permanent staff o consultants o contractors o agency staff o volunteers o work experience students. • No external inspections of the code were requested during 2019/2020.
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Councillor code of conduct disclosures 2019/2020 We are required to disclose figures relating to Councillor conduct complaints received and actioned in accordance with the Local Government Act 2009:
Code of conduct description Amount The number of orders made under s150I(2) of the Act 0 The number of orders made under s150AH(1) of the Act 1 The number of decisions, orders and recommendations made under 0 s150AR(1) of the Act For each decision, order or recommendation made under s150I(2), 150AH(1) Former Cr Jon Raven; and 150AR(1) of the Act: It was alleged that Mr Raven • the name of each Councillor engaged in inappropriate • a description of the unsuitable meeting conduct, inappropriate conduct conduct on 2 separate or misconduct engaged in by the Councillor occasions being 18 October and 4 December 2018 (while • a summary of the decision, order or recommendation made a Councillor). The inappropriate conduct was alleged to include verbally threatening behaviour and providing misleading information. The Interim Administrator resolved to take no further action noting that Council is currently under Administration (at date of decision) with no elected representatives. These were the first breaches by former Councillor Raven, and Mr Raven has offered to provide an apology to the relevant complainant. The number of complaints referred to the assessor under section 150P(2) (a) 0 of the Act by local government entities for the local government The number of matters, mentioned in section 150P(3) of the Act, notified to the 0 Crime and Corruption Commission The number of notices given under section 150R(2) of the Act 0 The number of notices given under section 150S(2)(a) of the Act 0 The number of decisions made under section 150W(1)(a), (b) and (d) of the Act The number of decisions made under section 150W(1)(a), (b) and (e) of the 0 Act The number of referral notices accompanied by a recommendation mentioned 0 in section 150AC(3)(a) of the Act
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Code of conduct description Amount The number of occasions information was given under section 150AF(4) (a) of 0 the Act The number of occasions the local government asked another entity to 0 investigate, under chapter 5A, part 3, division 5 of the Act for the local government, the suspected inappropriate conduct of a Councillor The number of applications heard by the conduct tribunal about the alleged 0 misconduct of a Councillor The number of applications heard by the conduct tribunal under chapter 5A, 0 part 3, division 6 of the Act about whether a councillor engaged in misconduct or inappropriate conduct
Councillor remuneration The Local Government Remuneration and Discipline Tribunal is responsible for determining the maximum remuneration payable to the Mayor, Deputy Mayor and Councillors. This is in accordance with the Local Government Regulation 2012. Remuneration paid to Councillors between 1 July 2019 and 30 June 20201 is detailed below.
Surname Given names Division Period covered Total Logan City Council superannuation Power Darren Mayor 1/7/19 to 30/6/20 $38,672.79 $4,659.67 Bradley Lisa Division 1 1/7/19 to 30/6/20 $23,479.94 $3,196.62 Lane Teresa Division 2 1/7/19 to 30/6/20 $23,479.94 $2,579.50 Russell Mindy Division 3 1/7/19 to 30/6/20 $23,479.94 $2.579.50 Koranski Laurie Division 4 1/7/19 to 30/6/20 $23,479.94 $2,595.56 Raven Jon Division 5 1/7/19 to 30/6/20 $26,342.63 $3,370.79 Hall Tony Division 6 1/7/19 to 30/6/20 $23,479.94 $2,579.50 Frazer Tim Division 7 1/7/19 to 30/6/20 $23,479.94 $3,196.62 Heremaia Jacob Division 8 1/7/19 to 30/6/20 $23,479.94 $2,579.50 Bannan Scott Division 9 1/7/19 to 30/6/20 $23,479.94 $2,603.61 Stemp Miriam Division 10 1/7/19 to 30/6/20 $23,479.94 $2,579.50 Willcocks Natalie Division 11 1/7/19 to 30/6/20 $23,479.94 $3,226.49 Murphy Karen Division 12 1/7/19 to 30/6/20 $23,479.94 $3,196.62
Interim Administrator remuneration The Interim Administrator was employed by the Department of Local Government, Racing and Multicultural Affairs. Council reimburses the department for the costs of the Interim Administrator. The costs reimbursed for the 2019/2020 financial year were $329,821.32.
1 As determined in the 2018 Local Government Remuneration and Discipline Tribunal Report
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Expenses and entitlements for Councillors Council has adopted the Councillor Expenses and Entitlements Policy and Procedure for Councillors in accordance with section 250 of the Local Government Regulation 2012. Our policy and procedure allows Councillors to be reimbursed certain expenses incurred in the course of carrying out their duties and responsibilities as elected representatives. The procedure makes arrangements for reimbursing expenses for Councillors': • conferences, including travel, meals and accommodation • professional development • business expenses • provision of administrative support and resources • communication and technology resources • car parking • corporate wear, personal protective equipment and name badges • stationery • general promotional items • printing, postage and mail outs • vehicle allowance
See page 176 for more information about Council's expenses and entitlements policy.
Councillors are also provided with: • office accommodation at Council Administration • executive and administrative support • reasonable call and data costs associated with Council smart phones (Council business only).
Facilities provided by Council Councillor Stationery Car expenses Mobile device, IT Incidental1 Total and printing equipment Darren Power $57.23 $5,136.02 $3,754.97 $0.00 $8,948.22 Lisa Bradley $298.00 $3,672.71 $5,231.38 $156.53 $9,358.62 Teresa Lane $92.23 $3,672.71 $3,689.97 $124.63 $7,579.54 Mindy Russell $0.00 $3,672.71 $5,816.59 $115.75 $9,605.05 Laurie Koranski $301.23 $3,841.94 $4,342.53 $191.04 $8,676.74 Jon Raven $0.00 $3,672.71 $2,793.81 $0.00 $6,466.52 Tony Hall $301.23 $3,672.71 $3,754.97 $521.14 $8,250.05 Tim Frazer $301.23 $3,672.71 $3,755.93 $145.48 $7,875.35 Jacob Heremaia $580.51 $3,672.71 $4,340.07 $2,837.27 $11,430.56 Scott Bannan $244.00 $3,926.55 $4,340.07 $0.00 $8,510.62 Miriam Stemp $68.00 $3,672.71 $3,754.97 $0.00 $7,495.68 Natalie Willcocks $310.63 $3,926.55 $3,542.33 $0.00 $7,779.51 Karen Murphy $301.23 $3,672.71 $3,754.97 $115.75 $7,844.66 Total $2,855.52 $49,885.45 $52,872.56 $4,207.59 $109,821.12
1 Incidental costs include meal, travel costs, professional development, Council-branded uniforms and personal protective equipment (PPE).
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Expenses not available by Councillor/division The following expenses are not available by divisional breakdown:
Expenses Total Insurance $3,571.74 Postage $861.95 Training and development $1,067.27 Office equipment $22,595.55 Meals $0.00 Travel $0.00 Promotional items $668.18 Printing and stationery $88.13 Reference material $373.14 Uniforms $0.00
Notes: • Travel includes local and interstate travel • Training and development includes conferences • Office equipment includes furniture and fixtures, computers, printers and minor equipment.
Civic allowance Council provides a civic allowance to Councillors. This acknowledges they incur expenses in their day-to-day civic duties.
Councillor Amount Darren Power $0.00 Lisa Bradley $0.00 Teresa Lane $0.00 Mindy Russell $0.00 Laurie Koranski $0.00 Jon Raven $0.00 Tony Hall $0.00 Tim Frazer $0.00 Jacob Heremaia $0.00 Scott Bannan $0.00 Miriam Stemp $0.00 Natalie Willcocks $0.00 Karen Murphy $0.00 Total $0.00
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Attendance at committee and Council meetings 2019/2020 Councillors must attend at least 75 per cent of the duration of each meeting to have their attendance recorded. Abbreviation Meeting name RO City Roads and Water CE City Centres Special PL City Planning, Economic Development and Environment Committee (Formerly) City Planning and Economic Development IM City Image and Innovation PA City Parks, Animals, Environment and Waste LI City Lifestyle (Formerly) City Lifestyle and Community TR City Treasury CN Ordinary Council SCN Special Council GO City Governance IN City Infrastructure
Councillor Committee and Council meetings RO1 CE2 PL3 IM1 PA1 LI3 TR1 CN SCN GO IN Post- election Number of meetings 0 0 2 0 0 2 0 2 0 3 3 1 Mayor Darren Power 0 0 2 0 0 2 0 2 0 3 3 1 Cr Lisa Bradley 0 0 1 0 0 2 0 2 0 3 2 1 Cr Teresa Lane 0 0 2 0 0 2 0 2 0 3 3 1 Cr Mindy Russell 0 0 2 0 0 2 0 2 0 3 3 1 Cr Laurie Koranski 0 0 2 0 0 2 0 2 0 3 3 1 Cr Jon Raven 0 0 2 0 0 2 0 2 0 3 3 1 Cr Tony Hall 0 0 2 0 0 2 0 2 0 3 3 1 Cr Tim Frazer 0 0 2 0 0 2 0 2 0 3 3 1 Cr Jacob Heremaia 0 0 2 0 0 2 0 2 0 3 3 1 Cr Scott Bannan 0 0 2 0 0 2 0 2 0 3 3 1 Cr Miriam Stemp 0 0 2 0 0 2 0 2 0 3 3 1 Cr Natalie Willcocks 0 0 2 0 0 2 0 2 0 3 3 1 Cr Karen Murphy 0 0 2 0 0 2 0 2 0 3 3 1 Number of meetings 4 4 9 4 4 9 4 9 2 5 6 0 Interim Administrator - 4 4 9 4 4 9 4 9 2 5 6 0 Tamara O'Shea
1 These Committees were replaced by the current standing Committee Structure on 29 October 2019. 2 The CE Committee was abolished by Council on 29 October 2019. 3 The PL and LI CommitteesCommittees wwereere replaced by the currecurrentnt Standing Committee sstructuretructure on 29 October 2019. NewNew PL and LI CommitteesCommittees werewere adopted at the same meeting.
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How we engage our community Have Your Say About ‘Have Your Say’ is Council's online hub for community and stakeholder engagement. Council wants to hear the community’s ideas, consider feedback and find out what really matters to locals. On 'Have Your Say', community members can: • complete surveys • discuss and comment on projects in a public forum • share ideas • identify solutions to city-wide challenges, and much more. Actions During 2019/2020, the 'Have Your Say' page was visited 28,500 times by the community. Outcome Each year, we provide many opportunities for the community to participate in decision-making. Digital engagement is one part of this and the number of online engagement projects is steadily increasing, as indicated below.
Year Total number of Online components engagement projects 2014/2015 78 31 2015/2016 60 37 2016/2017 76 50 2017/2018 85 66 2018/2019 98 71 2019/2020 85 84
Designing a Place to play on the Logan Village Green About In wanting to design a functional and attractive playground for the Logan Village Green, Council brought in the experts: the children who would use it. Actions Instead of designing a place to play and asking people/children if they liked it, the process was flipped. A call-out was made for ‘play experts’ (children) to help design the place to play. Council hosted a day of imagination, creativity and design. Children of all ages were asked to come and use loose parts and other random objects to create their own place to play. While this was happening, Council staff identified the trends and themes. Children took calculated risks like jumping over things and creating their own worlds to hide in. The objects used were interchangeable or had more than one purpose.
Children from the local school participated in creative design sessions and hundreds of design activity sheets showed Council what children were looking for in a new place to play. Outcome Children’s creative ideas and interactions with the activities informed the design of their new place to play. The insights from these play experts allowed Council to design a place to play on the Logan Village Green that would meet the needs of children in the city.
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Section 2 - Our Council
Our words our stories About In February 2020, Logan City Council Libraries celebrated with community the launch of Our words our stories. The project marked the 2019 United Nations International Year of Indigenous Languages. Our words our stories tells the language stories of Aboriginal and Torres Strait Islander people who live, work or perform in the City of Logan. Actions Ten of the stories are short podcasts. These are podcasts with visual overlays to tell viewers a little bit more about the narrator. Language words are explained in the stories. Some stories have maps to show where the language is spoken. All podcasts are accessible with captions and transcripts. Our words our stories also includes Wajin: The Guardian of Scrubby Creek, a digitisation project with a special local focus. This project involved the creation of an ePublication of the 2004 picture book. Uncle Reginald Knox illustrated the original picture book and Beverly Knox wrote the story. Outcome The Our words our stories project was very important as it provided the opportunity to recognise the diverse Aboriginal and Torres Strait Islander population in Logan. It also celebrates the rich language and culture of descendants from the original peoples of Logan and from across Australia.
The stories can be accessed via logan.qld.gov.au/libraries/aboriginal-torres-strait-islander-services. Council, the State Library of Queensland and Telstra provided Deadly Digital Communities funding. The Queensland Narrating Service provided the digital recording equipment and sound production services. The Nyeumba-Meta Advisory Group supported this project.
Greenlink connection with natural beauty in Slacks Creek About A significant environmental and recreation corridor along Slacks Creek was completed in 2020. Actions The Slacks Creek Greenlink project was co-funded by the State Government with a Cycle Network Local Government Grant. The initiative resulted from the Springwood Summit Implementation plan following the Springwood Summit.
Business owners and residents contributed ideas to the planning, design and construction processes. The project included landscaping which balances protecting the environment and community access. It is a place the community can appreciate birds, wildlife and native plants. Outcome The corridor features almost a kilometre of 3 to 4-metre-wide pathway connecting Moss St with Compton Rd. It also includes a bridge crossing and boardwalk along the creek. Art work, bench seating, bike shelters and dog-waste bins are along the pathway. The corridor is lit at night, has way-finding and interpretive signage and 24/7 CCTV security camera monitoring.
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Engaging the community about water About Logan Water engages with the community to provide education on water and wastewater. It does this by attending and holding events, and via campaigns. In 2019, the main campaigns were: • Waterwise • Choose Tap • Smart Meters • Don’t Rush to Flush. Actions The Water Wagon was out and about in the community visiting events including: • NAIDOC Week • Eats and Beats • Logan Village Festival • Colour Run • Christmas Carols. Outcome The Water Wagon was a huge hit at Eats and Beats in Jimboomba. There were more than 7,000 people at the event, who were quick to use the free chilled water on offer. Community members labelled it a fantastic asset. The initiative also enabled Logan Water team members to have meaningful discussions with attendees about water services and other critical water topics.
The Water Wagon was one of the main attractions at the City of Logan Christmas Carols. To help promote the Choose Tap campaign, organisers advised vendors that bottled water couldn’t be sold at the event. The Water Wagon supplied drinking water instead, preventing 561 plastic bottles from being sold. At $3.50 per 600 ml single use water bottle, that saved the attendees just under $2,000 in water purchases. It was a great outcome for the customers' hip pockets and the environment.
Other engagements during the year included: • The launch of the Logan Water Tap Café at Mayes Cottage to support the ‘Under the Trees’ event for parents and toddlers • tap Café visits to libraries throughout the city • ‘set and forget’ stands at libraries throughout the city to promote Don’t Rush to Flush, Waterwise, Choose Tap and Smart Meters campaigns • letters to all schools in Logan reminding them to flush their drinking water fountains and taps after the school holidays, as part of the Healthy Water program • educational mail out to trickle feed customers advising of the importance of tank maintenance, which included boiling tank water before consumption • creative social media, with our Don’t Rush to Flush, Choose Tap and Waterwise campaigns. We also: • consulted with the community to select a site in Chambers Flat for a future wastewater treatment plant. We engaged more than 10,000 people across the city to have their say. The feedback we received was helpful in making a final decision. • worked closely with Seqwater to develop the new regional ‘Everyone and Every Drop Counts’ campaign (https://www.seqwater.com.au/water-wise) • developed our first draft Drought Response Plan with input from all areas of Council • developed 3 new characters for our Don't Rush to Flush campaign to appeal to a younger audience. We engaged the community to name the 3 new characters.
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Section 2 - Our Council
Community-based crime prevention About The vision of Council's Community Safety Program is to: • Create a safer City of Logan for all through addressing both real and perceived crime and safety concerns at a local level.
This is achieved through the City of Logan Safe City Strategy and Action Plan 2016-2020,
Council’s Community Safety Program uses an evidence-based approach to develop community safety initiatives. Information is gathered from: • Queensland Police Service • local Councillors • residents • other key stakeholders.
Using that evidence, the Community Safety Program delivers a number of targeted divisional activities each year. The aim is to engage with Logan community members and share crime prevention information. Actions During the year, the Community Safety Program conducted 48 divisional community-based crime prevention activities. These included: • community presentations on topics such as personal safety, elder abuse and Crime Prevention Through Environmental Design (CPTED) • community CPTED audits • Coffee with Council and a Cop • Safe PL8 and 'lock it or lose it' audit initiatives • the Eyes and Ears Out and About - Active Bystander Initiative.
COVID-19 pandemic interrupted targeted divisional activities involving face-to-face contact. In response, the program switched to alternative methods of communication. Outcome More than 3,000 community members were engaged through 48 targeted activities delivered. The delivery of these activities has successfully contributed to: • increasing community safety • preventing crime.
This was achieved particularly through a victim-focused approach throughout the City of Logan.
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Organisational structure Council has law-making and executive statutory roles under the Local Government Act 2009. It is responsible for making and enforcing laws and adopting and implementing policy and regulation to ensure the effective management of the city. Councillors do not have the authority to make Council decisions in an individual capacity. The below chart shows our organisational structure as at 30 June 2020.
Council
Mayor Audit Committee Councillors Organisational Structure - Outline Description: 1. Level 1 – Council. Standing Committees a. Audit Committee flows onto 'Internal Audit' located under 'Level 2'. b. Mayor Councillors Standing Committees. 2. Level 2 - Chief Executive Officer. a. Internal Audit. Chief Executive b. Executive Leadership Team flows onto 'Level 3'. c. Office of the CEO. Officer 3. Level 3, is divided into five different directorates, each directorate flow separately into 'Level 4'. a. Road and Water Infrastructure Directorate (see page 105) Director or Road and Water Infrastructure: i. Disaster Management 1 Executive Leadership ii. Road anInternald Infrastructure Audit Planning Office of the CEO iii. Road Construction and Maintenance Team iv. Road Infrastructure Delivery v. Water Operations vi. Water Business vii. Water Infrastructure viii. Water Operations Innovation and City Road and Waterb. Community ServicesCommunity Directorate (See Services page 112) Director of CommunityOrganisational Services: Strategy and i. City Standards and Animal Care Transformation Infrastructure ii. CommunityDirectorate Services Services Directorate Sustainability Directorate iii. Customer Experience and Community Engagement Directorate iv. Libraries(See and Creativepage Industries112) (See page 119) Directorate (See page 105) v. Marketing and Events (See page 124) (See page 127) vi. Media Director of Director of Director of Road and vii. ParksCommunity Services Organisational Director of Director of Strategy viii. Sport, Leisure and Facilities. Innovation and City Water Infrastructurec. Organisational Services Directorate (See page 119) Director of OrganisationalServices Services: and Sustainability i. Administration Transformation ii. Corporate Governance 1 • Disaster iii. •Finance City Standards and • Administration • 2Advocacy Economic iv. Information Services • Management Animal Care v. People and Culture • Corporate • Business Development and vi. Plant Fleet Services. Strategy • Road and d. Innovation and City• TransformationCommunity Directorate (See page 124) DirectorGovernance of Innovation and City Transformation: Transformation Infrastructure i. AdvocacyServices2 ii. Business Transformation • Finance • City Transformation • Health, Planning iii. City Transformation • Customer 3 Environment and iv. Office of the ICT Director • Information 3 • Office of the ICT Waste • Road Constructione. Strategy and SustainExperienceability Directorate (Seeand page 127) Director of ServicesStrategy and Sustainability: i. EconomicCommunity Develop and Strategy Director and Maintenance ii. Health, Environment and Waste • Development iii. DevelopmentEngagement Assessment. • People and Culture 4. Level 4 – Community Outcomes, flows into 'Level 5'. Assessment • Road Infrastructurea. Quality Lifestyles• (QL)Libraries and • Plant Fleet Delivery b. Conveniently ConnectedCreative (CC) Industries Services c. Economic Transformation (ET) d. Image and Identity (II) • Water Businesse. Green and Renewable• Marketing (GR). and 5. Level 5 - Organisational Outcomes. Events • Water Infrastructurea. Next Generation Governance (NG). • Media • Water Operations • Parks • Sport, Leisure and Facilities
Community Quality Lifestyles (QL) Conveniently Connected (CC) Economic Transformation (ET) Outcomes Image and Identity (II) Green and Renewable (GR)
Organisational Outcomes Next Generation Governance (NG)
1 Disaster Management is a program that reports directly to the Road and Water Infrastructure Directorate. 2 The Advocacy Program is a special function that sits within the Office of the Innovation and City Transformation Directorate. 3 Office of the ICT Director is a program that reports directly to the Innovation and City Transformation Directorate.
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Corporate Governance Governance is the framework of: • rules • relationships • systems • processes. It is these areas within which Council is operated and controlled.
It includes open and transparent adherence to: • legislation • policies • processes and practices.
This is to ensure that organisational objectives are achieved through effective: • direction setting • decision-making • management and control.
Our governance principles Principle 1: Culture and vision Objective A positive culture exists to promote innovation, openness and honesty, while enquiry is encouraged and accountability is clear. There is also a clear city vision and strategic plan (Corporate Plan 2017—2022) produced through a comprehensive and inclusive process, which is owned by all parts of the organisation, including elected members. Principle 2: Roles and relationships Objective Clarity exists about roles and responsibilities in the organisation. Each staff member has a position description, which is reviewed annually as part of our annual achievement planning and review process. Effective working relationships are promoted and supported within and between the Mayor, Councillors, CEO and staff. Principle 3: Decision-making and management Objective Effective decision-making processes are in place to reflect transparency and accountability. These are publicly accessible via Council’s website. Robust and transparent financial management processes have been established and are maintained to meet accountability requirements now and into the future. Risks are effectively identified, assessed, managed and monitored. Principle 4: Accountability Objective Active performance management systems are in place. Elected members and staff are openly accountable for their performance. Independent reviews of processes and decision-making and appropriate public consultation are undertaken on key projects and initiatives.
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Organisational Leadership Team Logan City Council's executive team is known as the Executive Leadership Team (ELT). It is made up of the CEO and 5 Directors. The ELT is responsible for overseeing the performance of the organisation and for delivering the outcomes expected by Council (as expressed in our Corporate Plan and annual Operational Plan). The ELT meets weekly and on other occasions as required.
Silvio Trinca CEO - Logan City Council (Acting) Joined Council in 2008
Silvio Trinca brings a wealth of experience in local government to the role. He has wide-ranging capability across a breadth of performance-driven leadership roles. Silvio was appointed Acting Chief Executive Officer in February 2018. He had served as the Director of Road and Water Infrastructure since 2008. His qualifications include: • Bachelor of Engineering • Graduate Diploma in Business • Diploma of Company Directors.
He is a Member of the Institution of Engineers Australia and is a Fellow of the Institute of Public Works Engineering Australia.
Silvio's goals are to provide Council's infrastructure, assets and services in a sustainable way.
Katie Barton-Harvey Director - Community Services Joined Council in 2018
Katie joined Logan City Council in July 2018. Prior to this she worked for the Gold Coast 2018 Commonwealth Games Corporation (GOLDOC). Her responsibilities included the Games' branding, sustainability and inclusion initiatives. Katie has more than 20 years' experience working in public and private sectors. She has held senior positions with Goldman Sachs in London and Investa Property Group in Sydney. Katie is passionate about leading with empathy, encouraging sustainable practices and inspiring inclusion. A prime focus is establishing strong partnerships with government, industry and community stakeholders. Katie's qualifications include: • Bachelor of Business (Marketing) • Bachelor of International Finance (from Griffith University) • Certificate of Investment Management from the UK.
Dr Scott Bourke Director - Innovation and City Transformation Joined Council in 2019
Scott is the Director of Innovation and City Transformation at Logan City Council. He leads the business and city transformation functions. Scott has more than 25 years' experience in: • corporate law • investment banking • government • corporate innovation.
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He is also the co-founder of start-ups in the mobile telematics, edutainment and media fields.
Scott holds a Doctorate of Business Administration. He earned this from Swinburne University’s Australian Graduate School of Entrepreneurship. He also holds qualifications in law, finance and project governance and management. Scott is a graduate and member of the Australian Institute of Company Directors.
David Hansen Director - Strategy and Sustainability Joined Council in 2015
David's directorate handles the delivery of: • development assessment and regulatory services • planning and infrastructure policy • economic development and investment attraction • waste and recycling services • natural environment and environmental health services.
David joined Council as Development Assessment Manager. This was after working for 18 years as a town planner in the private sector, where David consulted throughout Queensland for a range of private and public sector clients on a diverse portfolio of projects. David holds a Bachelor of Regional and Town Planning and is a Registered Planner and Fellow of the Planning Institute of Australia.
Daryl Ross Director - Road and Water Infrastructure (Acting) Joined Council in 2007
Daryl joined Council as the Executive Manager of Logan Water, following extensive experience in public and private sector roles. These focused on: • water and wastewater services • urban development • associated infrastructure provision. Daryl also has 12 years' experience as the Manager of Ipswich Water at Ipswich City Council.
Daryl's Road and Water Infrastructure Directorate handles: • planning, designing and constructing the following infrastructure: o roads o stormwater o water supply o wastewater • ongoing operation and maintenance of road and water assets • disaster management.
Daryl holds the following qualifications: • Degree in Civil Engineering • Graduate Diploma in Municipal Engineering • Master of Engineering Studies.
Daryl is a member of the Institution of Engineers, Australia and the Australian Water Association. He has acted in the role of Director of Road and Water Infrastructure since 2019.
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Section 2 - Our Council
Robert Strachan Director - Organisational Services Joined Council in 2013
Robert joined Council as Finance Manager after a 20-year career in the Queensland Government. The last 6 of those were as the Director for Finance and Performance at the Metropolitan South Institute of TAFE. In this role he managed a range of diverse teams. Robert's directorate delivers the services necessary to support Council business units. It also provides: • property management • finance • fleet services • legislative requirements • procurement • human resourcing • records management.
Robert's main focus is on financial management, corporate governance and providing quality support services. Robert holds a Bachelor of Commerce and a Master of Business Administration. He is a member and fellow of CPA Australia and a graduate member of the Australian Institute of Company Directors. He has been the Director of Organisational Services since 2017.
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Senior contract positions remuneration Remuneration levels for Council executives take many factors into account, including: • work value • complexity of jobs • external independent and market-related benchmarks.
This ensures remuneration levels for executives are appropriate. It also ensures Council is well placed to retain and attract executives with the skills necessary to help deliver value-for-money services to the community.
Executive staff members (the CEO and Directors) are engaged under fixed-term, performance-based contracts.
From time to time, Council engages appropriately qualified external expertise to provide benchmarking data on the remuneration of management. This provides an objective process for aligning remuneration with established market data.
Remuneration packages for Council's executive staff include short-term incentives subject to achieving agreed performance targets.
The following remuneration was payable for senior contract positions during the year:
Employee Remuneration One senior contract position with a total remuneration package in the range of $500,000 - $600,000 5 senior contract positions, each with a total remuneration package in the range of $300,000 - $400,000
The remuneration levels shown include a cash-base salary. They do not include allowances, minor non-monetary benefits (e.g. professional memberships) or superannuation.
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Internal audit, risk management and business continuity planning Internal Audit Council’s Audit Committee is a committee established in accordance with the Local Government Act 2009. The committee: • compliments the relationship between Internal Audit and the wider organisation • safeguards the independence of Internal Audit • further increases the effectiveness and value to Council of the internal audit function.
It provides a review and monitoring function over activities and arrangements relating to: • finance management • internal and external audit • coronial reports • risk management • corporate governance • legislative compliance.
The committee reports to Council through the City Governance Committee. Committee structure Council’s Audit and Risk Committee has 6 members. This comprises of 4 external representatives and 2 internal representatives. The internal representatives are current Councillors. There is also an alternate internal representative.
As of 30 June 2020 members of the Audit Committee are: • Mr Len Scanlan (Chair) – external • Mr Dan Hunt (Deputy) – external • Ms Denise Dawson – external • Mr John Halliday – external • Cr Lisa Bradley – internal • Cr Natalie Willcocks – internal • Cr Jon Raven – internal (alternate)
All members of the Committee have voting rights. Attendees are also present at Committee meetings. Attendees do not have voting rights. They consist of Council employees and external representatives. These include: • Chief Executive Officer • Director of Organisational Services • Corporate Governance Manager • Finance Manager • Administration Manager • Internal Audit Coordinator • representatives from Internal and External audit providers • representative of the Queensland Audit Office.
Other employees of Council may be invited to Committee meetings as required. Internal Audit function Council utilises a co-sourced model to deliver its Internal Audit Plan. This model combines a chartered accounting firm to conduct specific audit work with an internal staff member to oversee and coordinate these works and communicate with internal stakeholders.
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Internal audit achievements In the past 12 months, Internal Audit has reviewed, provided assurances and recommended control and efficiency improvements across our diverse operations in areas, including but not limited to: • public records management • Councillor allowances and expenses • internal control frameworks • Councillor discretionary funding • administrative action complaints process • rates and annual charges.
Overall, the reviews noted sound control procedures. Any risk areas of concern were addressed by management. Recommendations were made to further develop and improve respective governance, risk management and control processes. These recommendations were accepted by management and endorsed by the Audit and Risk Committee for implementation.
The audit issues monitoring process ensures audit recommendations are implemented. This involves Internal Audit validating all issues prior to closure. The outcome of this process is reported to the Audit and Risk Committee on an ongoing basis. Responsibility for corrective action Responsibility for implementing the audit recommendations ultimately rests with the branch management responsible for the area where the recommendation has been determined. Risk management We recognise that risks are an integral part of any organisation. We also understand the importance of managing risks at the appropriate level.
Our Risk Management Policy and Council-wide Risk Management Framework promote a standard approach to risk management across the organisation.
These documents ensure risks are identified, assessed and treated at an acceptable level. The framework specifically details how risk management should be implemented across Council. It includes tools and templates to guide staff through the risk assessment process.
We apply the international standard ISO31000:2018 (or any subsequent successors) as our best practice risk management methodology.
Staff actively apply Council’s Risk Matrix during the risk assessment process. A summary of the process is provided below. Staff across the organisation are offered ongoing training and support by the Corporate Risk Management and Insurance Program.
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Our RiskScope Management, Context Framework, Criteria - Outline description 1. Level 1 - Risk management steps a. Establish the risk's scope, context and criteria b. Identify risk Identify c.risk Analyse risk d. Evaluate risk e. Treat risk Analysef. Record risk and report the risk 2. Level 2 - Communicate and consult a. Communication and consultation tasks are conducted throughout the risk management steps
3. EvaluateLevel 3 - Monitorrisk and review Risk assessment
a. Monitoring and reviewing tasks are conducted throughout Monitor and review
the risk management steps Communicate and Consult Treat risk
Record and report
Business continuity planning The Business Continuity Management Directive guides how we plan for and manages business continuity. The aim is for Council to resume normal business operations as soon as possible after a crisis, or after business disruption is declared by the appointed Crisis Management Team Leader. Risks threatening the continuity of service delivery are identified and effective preventive and responsive recovery strategies are developed, implemented and maintained.
Business continuity planning involves developing a practical plan for how we prepare for and continue to operate after an incident or crisis disrupts our daily business operations. Council’s 7 plans (the Master Plan, Office of the CEO Recovery Plan and 5 Directorate Recovery Plans) help staff to: • prepare for a disruption/crisis • manage a disruption/crisis • recover critical business functions • resume normal business operations.
As part of the process, Managers review their sections of the plans and the Corporate Risk Management and Insurance Program updates and distributes the documents. The master document is divided into 3 main sections, which correspond to the key phases of a crisis or business disruption.
Phase Description Phase 1 This section provides a protocol for stabilising the situation. It includes a list of Manage the crisis immediate crisis actions, impact assessment tools, contact lists and key roles and responsibilities. Phase 2 This section includes a series of strategies designed to enable the recovery of Recover critical critical business functions for each organisational stream immediately following a business functions business disruption. Phase 3 This section contains a series of actions and steps designed to return the Resume normal organisation to its pre-disruption status. It includes restoration or relocation of business operations facilities and resumption of operations. Business resumption protocols will begin as soon as possible after activation of the business recovery protocols. This should be achieved without interfering with critical tasks, or diverting key personnel from the initial recovery process.
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The review and updating of our business continuity plans are an integrated part of our annual strategic planning and review process.
We independently test the reliability of our plans and prepare our crisis management team for a potential business disruption annually through a business continuity scenario test exercise. We also build business resilience across the organisation by offering ongoing business continuity training and awareness sessions to staff at all levels. Business continuity activities conducted in 2019/2020 The annual scenario exercise involving the Crisis Management Team took place in November 2019.The exercise was undertaken, and recommendations made and reported on by an external specialist consultant to members of the Crisis Management Team.
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Section 2 - Our Council
Working at Logan City Council Leadership and staff development Leadership Development Program Great leaders develop an understanding about who they are and how they lead within an organisation.
For 13 years, our highly successful Leadership Development Program has challenged our employees to strengthen their personal insight and leadership skills. Positions on the program are highly sought after, with participants commonly describing their developmental experience as life-changing. Program participants are selected from all areas of our diverse business. This ensures a wide range of learning experiences from the program content and one another. The number of participants over a 5-year trend are provided below.
Year Number of staff 2013 20 2014 19 2016 22 2018 20 2019 22
Note: In 2015, the Strategic Leadership and Performance Team (now Executive Leadership Team), decided that from 2014 the program would be offered biennially. However, given the program’s success, the Executive Leadership Team decided in 2018 to again offer the initiative annually, with a minimum of 3 places allocated to outdoor staff members.
Leadership Exploration and Acceleration Program (LEAP) The Leadership Exploration and Acceleration Program (LEAP) provided a foundational developmental opportunity for 110 of Council’s most senior leaders. This included the Executive Leadership Team and Acting CEO. The program focused on understanding and strengthening leadership practices in highly changeable and ambiguous environments.
The 7-month program: • established a shared understanding of effective leadership at Council • strengthened a sense of leadership community • provided valuable input into upcoming strategic people initiatives including: o revising our leadership and capability framework o assessing our organisational architecture o assessing the design of future leadership development programs.
At the end of the program, participants reported a significant increase in their: • understanding of the changing world of work and how this relates to Logan City Council • ability to identify capabilities required in a future Logan City Council leader • ability to identify future developmental needs • understanding of how their thinking style shapes their behaviour, which in turn shapes their leadership effectiveness • understanding of the importance of collaborating to deliver successful outcomes.
The knowledge, common language and skills developed throughout LEAP have proved invaluable in our leaders’ ability to effectively navigate the COVID-19 pandemic.
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Youth careers expo About The City of Logan IGNITE Youth Careers Expo is a highlight in Council’s annual event calendar. It provides the opportunity for students and job seekers of all ages to connect with: • career guidance • further education • training opportunities. Actions Almost 4,000 students from 27 schools in Logan and Brisbane attended the 2019 event.
This year we extended the opening hours for the first time. This allowed students to attend the event with their parents after school.
We actively engage with interactive exhibitors, mentors, presenters and entertainers to ensure high quality expo content. These people offer their time and resources to help students and job seekers navigate employment pathways and define career aspirations. Outcome The expo is expanding and improving every year. It is now recognised across Australia, with interstate exhibitors attending. Feedback from students, exhibitors and schools ensures we continue to provide an event that is useful and appeals to all attendees.
Staff health, safety and wellbeing Council manages workplace health and safety risks through our Work Health and Safety Management System (WHSMS). The system follows: • principles and framework of ISO45001 Occupational Health and Safety Management Systems • the requirements of the national self-insurer OHS management system audit tool.
The WHSMS is reliant on and supported by Council’s senior management team. This leadership ensures the system is effectively implemented throughout the organisation. It also ensures we eliminate health and safety risks or control them as much as possible.
Communication and consultation are essential to achieving a positive safety culture. Various committees and forums help develop Council’s health and safety initiatives. These initiatives help with decision-making and increase health and safety awareness among staff.
We continually improve our Work Health and Safety Management System. We also measure and evaluate its effectiveness. In March 2020, we undertook a full Internal National Self-Insurance Audit. The findings are being applied to address areas of improvement across the organisation.
As we focus on improving our safety performance, we recognise the challenge is to maintain momentum. We will continue to focus on delivering the safety initiatives identified in our 2020-23 Health and Safety Strategic Plan. We will involve every employee in the organisation to achieve the objectives.
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Section 2 - Our Council
Results are in from innovative construction safety research About New safety research has paved the way for Council to reduce construction costs while maintaining a high level of workplace health and safety. The major research project, ‘Decluttering Safety’, began in 2018. Actions Through this research, Logan Water, Downer and Griffith University’s Science Innovation Lab asked the big question: ‘Do our multiple levels of safety policies, documents, forms, procedures and processes help to keep our people safe, or hinder our efforts?’
This swag of rules, materials and practices is known as ‘safety clutter’. Logan Water, Downer and Griffith University designed and implemented a 2-phase safety decluttering research project. It aimed to test its value in delivering water infrastructure projects by Logan Water’s long-term public/private sector alliance. Stage 1 of the research was completed in mid-2018. Stage 2 was completed in late 2019.
Studies of the crews and their work sites showed that safety documents and procedures had little to do with maintaining worker safety. Rather, safety management was in-built into each team’s culture and processes.
Clutter created extra work for supervisors. Removing it enhanced productivity and team communication about safety. The research indicated there were significant, long-term benefits associated with decluttering safety.
Using the findings, Logan Water has moved beyond the experiment to develop a strategic tool to identify construction projects best suited for delivery in ‘decluttered mode’. This approach is reducing supervision requirements and construction costs, while maintaining safety. Outcome The research showed there are cost savings (5 per cent construction cost savings on linear, repetitive projects and 2 per cent on complex projects). There are also quality and site communication improvements associated with decluttering safety.
About a third of Logan Water’s linear infrastructure projects now operate in ‘decluttered mode’.
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Section 2 - Our Council
Snapshot of our people in 2019/2020 Years of service Years of service Number of staff Percentage of staff Less than a year 175 9.6% One to 4 years 572 31.6% 5 to 9 years 494 27.3% 10 to 14 years 315 17.4% 15 to 19 years 110 6.1% 20 to 24 years 67 3.7% 25 to 29 years 35 1.9% 30 years or more 43 2.4% Total 1811 100%
Employee types in 2019/2020 Employee type Number of staff Percentage of staff Full-time 1392 76.8% Part-time 141 7.8% Temporary 43 2.4% Casual 235 13% Total 1811 100%
Other employee types in 2019/2020
Employee type Number of people Percentage of staff Agency staff 167 46.4% Water partnership 145 40.3% Trainees 35 9.7% Councillors 13 3.6% Total 360 100%
Gender comparison in 2019/2020 Gender Number of staff Percentage of staff Female 880 48.6% Male 931 51.4% Total 1811 100%
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Section 2 - Our Council
Staff age profiles in 2019/2020
Age range Number of staff Percentage of staff 15 to 19 21 1.2% 20 to 24 113 6.2% 25 to 29 154 8.5% 30 to 34 179 9.9% 35 to 39 224 12.4% 40 to 44 236 13% 45 to 49 231 12.8% 50 to 54 245 13.5% 55 to 59 203 11.2% 60 to 64 154 8.5% Over 65 51 2.8% Total 1811 100%
Our volunteers Residents wanting to make a voluntary contribution to the community are invited to participate in a range of Council-organised programs.
These include: • Home Library Service • Logan City Council Libraries • Logan Art Gallery • Mayes Cottage House Museum • Logan Entertainment Centre • Bushcare, Trailcare and Parkcare programs • Animal Management Centre (as foster carers and in-house volunteers) • State Emergency Service
All of our volunteers receive a briefing on Council’s expectations of them and of their rights and responsibilities as volunteers. This includes health and safety requirements and Code of Conduct training.
Each year we host the Logan Loves Volunteers breakfast to recognise the efforts of volunteers. It’s our way to thank them for the tireless contributions they make to our community.
Free trees program About Each year, we conduct a free trees program. The trees are provided to participants at organised events to encourage active conservation for the environment. Actions In 2019/20, 2,665 residents participated in the free trees program. This was across 10 free events held throughout the year until March 2020. The remaining events were postponed due to the COVID-19 pandemic.
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Section 2 - Our Council
Outcome The program gave away 9,807 plants to the community from September 2019 to March 2020.
Of these, 7,877 went to residents and 1,930 to 25 qualifying community groups, organisations and schools.
Phone buddies keeping Logan connected About A group of Logan volunteers stood at the ready to help those who might have felt isolated, disconnected or alone because of the COVID-19 pandemic. Actions St Vincent de Paul Society Queensland ran the Logan Phone Buddy Program so the community could access a friendly voice and have a chat. The new week-day telephone service was designed to assist anyone who needed support. The service was run by volunteers who wanted to support those needing connection in their community. The service was not a crisis line and the volunteers were not trained counsellors but often dealt with those who regularly access Vinnies’ services. Outcome Phone buddies were available to answer questions or provide contact details for services although this is not the purpose of the program. It is simply about providing someone to chat with. The service was open to everyone.
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Section 2 - Our Council
Awards Received in 2019/2020
Name Presented by Award won Comments IPWEA Awards for Institute of Public Works Excellence in Road For the Flooded Roads Smart Excellence Engineering Australasia Safety Warning System (National) Award Gallery and Queensland GAMAA Engagement for For the community art Museums (Gallery and Museums Organisations with Paid exhibition and cultural program Achievement Achievement Awards) Staff Award titled He kākano āhau (I am a Awards seed) Queensland Water Australian Water Association Queensland Water Awarded to Daryl Ross, Awards QLD Branch Professional of the Director for Roads and Water Year Award Infrastructure
National Landscape Australian Institute of Planning Award For the Logan River Award Landscape Architects Accessibility and Connectivity (AILA); Plan Award for Queensland Stormwater Strategic or Master For the Scrubby Creek Excellence Association Planning Recovery Plan
Australasian Australasian Reporting Gold Award The fourth consecutive Gold Reporting Awards Awards Award for Council Annual Report Awards 2019
Customer Contact IQPC Customer Experience Presented to Kylie Green in Week Australia and Leader of the Year recognition for leading the NZ National Award Corporate Website Conference Transformation Project
Customer Contact IQPC Best in Customer For the Corporate Website Week Australia and Service Transformation Transformation Project NZ National Award Conference
GOV Design Awards DrivenxDesign Award Gold Award Design of the Community 2019 Programs Development Action Plan
Australian Crime Australian Institute of Silver Award Building Social Capital Hubs and Violence Criminology project Prevention Awards 2019
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Section 2 - Our Council
Name Presented by Award won Comments
Core Values Awards International Association for Winner Community City Futures Strategy Public Participation Development Award Ultimate Air Task Institute of Public Works Winner Asset For Greenbank Reservoir Engineering Australasia Management complex renewal (Queensland) Excellence Awards
Australian Water Australian Water Association Australian Water Awarded to Daryl Ross Awards OzWater20 Professional of the Year 2020
Australasian Australasian Reporting 2020 ARA Report of the Best Report in Australasia and Reporting Awards Awards Year and Gold Award Fifth Consecutive Gold Award 2020
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Section 3 - Performance reporting
Section 3 - Performance reporting This section explains how we manage our reporting within the organisation. It also introduces the 5 directorates of services we provide for the community. It outlines our performance in delivering key projects for the city and meeting our key performance indicators (KPIs). These are outlined in our 2019/2020 Operational Plan. It highlights our financial performance for the year in a community financial report. It also highlights how we performed in being a sustainable organisation.
Our framework Our strategic planning and performance management framework sets the context for our reporting requirements.
It comprises: • a set of linked planning and performance documents • a process detailing document creation and review • an explanation of the focus for each document • an explanation of how each document influences others in the set.
It integrates the performance management process, so progress against our plans is measured. tracked and reported to the right audiences and at the right times.
The framework is how we deliver corporate governance through open and transparent practices. This ensures we exceed the governance standards in the national frameworks for: • financial sustainability • asset management • financial planning • reporting.
These are as adopted by the Local Government and Planning Ministers’ Council in 2007.
Implementation of the framework Strategic planning provides clear direction and effective planning. It ensures our city remains sustainable for current and future generations. Its development enables key stakeholders to have a say on elements that impact them.
The Corporate Plan 2017—2022 is the city's key strategic plan. It came into effect on 1 July 2017. It translates the needs, expectations and priorities of our communities into a long-term city vision.
The diagram below represents Council's strategic planning and performance management framework. It also shows where the Corporate Plan fits within that framework. It demonstrates the strategic alignment between: • branch business plans • operational priorities • Corporate Plan priorities • the long-term vision for the city.
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Strategic planning and performance management framework
Respond to vision when Community carrying out long term Visioning: activities 10 to 20 years Understanding (establish strategic community needs objective) Long-term planning and wishes and strategy Balanced with development mandatory legislation (e.g. Develop strategies to achieve the objectives of State Government 5 to 10 years planning) long-term plans (establish outcomes)
Develop Corporate Plan 5 years Corporate Plan (sets the strategic (performance development and direction and priority reporting: Annual priority setting areas to focus on Report)
Determine focus for the Annual Organisational year ahead (performance planning and (endorse key projects and reporting: budgeting service delivery Dashboard improvments) report)
1. Level 1 - Community Visioning: Understanding community needs and wishes a. Balanced with mandatory legislation (E.g. State Government planning) 2. Level 2 Long-term planning and strategy development a. Respond to vision when carrying out long-term activities (establish strategic objective) i. 10 to 20 years b. Develop strategies to achieve the objectives of long-term plans (establish outcomes) i. 5 to 10 years 3. Level 3 - Corporate Plan development and priority setting a. Develop Corporate Plan (sets the strategic direction and priority areas to focus on) i. 5 years (performance reporting: Annual Report) 4. Level Organisational planning and budgeting a. Determine focus for the year ahead (endorse key projects and service delivery improvements) Annual (performance reporting: Dashboard report)
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Section 3 - Performance reporting
The Operational Plan and Budget We identify our significant work commitments every year. Our Operational Plan includes key projects and KPIs that relate to Corporate Plan priorities. The annual Budget is then developed, based on the agreed priority areas.
Once adopted, the Operational Plan becomes an accountability document. Council branches report against it throughout the financial year—on a quarterly basis—to Council and the community.
Our planning and reporting cycle Monthly reports: • Branch reports • Corporate financial reports
Month Activity July • Quarter 4 Operational Plan report (April - June of previous financial year) October • Quarter 1 Operational Plan report (July - September) • Budget review 1 • Annual report • Commence annual branch business plan review January • Quarter 2 Operational Plan report (October - December) March • Budget review 2 • Finalise annual branch business plan review April • Quarter 3 Operational report (January - March) June • Operational Plan adoption (for next financial year) • Budget adoption (for next financial year)
Branch Business Plans Each branch in Council is required to have approved business plans. This has a positive impact on our organisation. We review all branch business plans annually to ensure they align with emerging priorities. Business plans must have meaningful project KPIs. This leads to ongoing improvement to the quality of planning and accountability.
Business plans are closely aligned with our higher-level Corporate Plan. In turn they provide clear direction to the annual Operational Plan and budget.
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Section 3 - Performance reporting
Assets and services management planning Council manages a wide variety of assets including: • roads • footpaths • stormwater pipes • water pipes • buildings • parks.
Council has a strategy that guides improvements to assets throughout their lifecycle.
The asset management lifecycle requires: 1. planning 2. design 3. construction 4. operations and maintenance, renewals/replacements 5. new assets or upgrades.
Council also prepares asset and service management plans. These are updated each year and include details on: • the number and types of assets managed • levels of service provided • how assets are currently managed throughout their lifecycle • budgets to manage the assets.
Summarised information is used to inform Council’s Total Asset and Service Management Plan, a key document forming part of Council’s annual budgeting process.
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Section 3 - Performance reporting
Community financial report Why does Council produce an annual report and general-purpose financial statements? The Local Government Act 2009 requires local governments to prepare financial accountability documents. These include ‘general-purpose’ financial statements and an annual report. The annual report must contain: • general-purpose financial statements, current-year financial sustainability statement • long-term financial sustainability statement, • Auditor-General's audit reports about the general-purpose financial statements • current-year financial sustainability statement.
The Auditor-General reports are independent reports completed after the audit of the Council statements.
What are general-purpose financial statements? They provide financial information in a way that is easy to read and understand. They must comply with Australian Accounting Standards and be audited by the Auditor-General.
What is financial sustainability? In local government terms, it means a council is in a strong financial position. In other words, it’s able to maintain its financial and infrastructure capital over the long-term1.
Under the Local Government Regulation 2012 (the Regulation) councils must prepare current year and long-term financial sustainability statements. These must be published in an annual report.
The current year financial sustainability statement and explanations are also included in the community financial report (part of the annual report – see below). This statement provides evidence of our ability to continue operating. It shows we can provide an acceptable standard of service to the community now and in the longer term.
The Regulation2 also requires local governments to report on 3 financial sustainability measures: • asset sustainability ratio • net financial liabilities ratio • operating surplus ratio.
These ratios are also designed to show our financial sustainability.
What is a community financial report? It can be difficult to interpret financial statements prepared in line with accounting standards. The community financial report provides a plain English explanation. It makes the information easier to understand by readers with no financial background.
The community financial report highlights key areas of performance and financial sustainability. It focuses on the 6 key elements to the financial statements. The links between, and brief explanations, of each key element are provided below.
1 Local Government Act 2009 s104 (2) 2 Local Government Regulation 2012 s169 (5) and s178
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Section 3 - Performance reporting
What is in the financial statements? Financial statements are formal records of our financial performance and financial standing. They consist of 6 key elements:
Income statement Revenue - expenses = net result We must collect sufficient revenue to fund current and future expenditure
Statement of cash flows Statement of Opening cash balance + comprehensive income cash received - cash spent Net result +- other equity = closing cash balance changes = comprehensive We must maintain sufficient income cash funds to meet short- We disclose other changes term obligations to the value of our business Notes to the financial statements
Additional information to support key financial statements
Statement of changes in equity Statement of financial position Opening equity + comprehensive income = Assets - liabilities = equity closing equity We ensure that our Our corporate governance business is financially is crucial to sustainable sustainable funds management
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Financial performance highlights Here is a summary of our 2019/2020 financial results. It reflects Council's annual financial statements and sustainability report: • Operating surplus/ (loss) o Council's operating performance resulted in an operating surplus of $264 thousand. There was a positive operating surplus ratio of 0.05 per cent against a target of between 0 per cent and 10 per cent. • Rates utilities o Rates and utility revenue of $465 million. • Grants and subsidies o Grants and subsidies worth $42 million were received from State and Federal Government. • Community wealth o Council's community wealth increased by $207.7 million over the financial year. • Assets o Council managed $6,582 million of assets, including infrastructure. • Capital investment o Capital investment increased by $274 million. • Debt o Council debt increased by $58 million. The increase was to fund infrastructure for new developments. o Debt at year end is $698 per capita, up from $537 last year. • Asset sustainability o Council's asset sustainability ratio was 78 per cent at year-end against a target ratio of more than 90 per cent. The 3 year average ratio is 84 per cent based on long-lived assets. • Net financial liabilities o Council's net financial liabilities/ (assets) ratio was -19 per cent at year-end against a target ratio of less than 60 per cent.
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Key statements (1) Income Statement The Income Statement shows our net result for the financial year. It was calculated using the formula: • Total revenue - total expenses = net result
This figure is then separated between net recurrent revenue (operating surplus) and net capital revenue. Net recurrent revenue shows the results of ongoing operations, while net capital revenue is the differential between funds received to finance capital expenditure and capital-related expenses during the year. Most capital revenue received during the year is set aside in reserves and used to build the infrastructure assets needed by the city.
Net recurrent revenue is the difference between recurring revenues and expenses (net recurrent revenue = recurrent revenue less recurrent expenses). Council tries to keep net recurrent revenue as either zero or a marginally positive amount so as not to charge the community more than is required to run the council. Council has to guard against incurring a negative net recurrent revenue amount. A negative amount would mean that Council has not collected enough revenue to fund our day-to-day operations. This is not sustainable over a longer term. A positive amount means that Council has sufficiently covered its day-to-day expenses and can use some of its recurring revenue to fund capital projects.
Council has Financial Management Sustainability Guidelines. These recommend an operating surplus ratio (operating surplus/operating revenue) of between 0 per cent and 10 per cent.
Net capital revenue represents the excess of capital revenues over capital-related expenses (net capital revenue = capital revenue less capital-related expenses). It is almost always positive. Council receives contributions from Federal and State Governments via grants and appropriations. It also receives funds from developers as part of legislated development application processes. Australian Accounting Standards require contributions be recognised as revenue in the income statement. However, these amounts are used to fund capital projects. The costs of these projects appear in the balance sheet. Comparative trend analysis: revenue and expenses A single set of data can be misleading. Trend analysis helps makes that data easier to understand. All key measures in this report provide a 5-year trend. There are also explanations to help readers understand Council's financial performance and position.
$ million 2016 2017 2018 2019 2020 Recurrent revenue 460.7 483.2 510.9 524.4 548.0 Recurrent expenses 430.1 451.9 479.1 513.2 547.7 Net recurrent revenue 30.6 31.3 31.8 11.2 0.3 Capital revenue 147.4 208.1 240.4 315.1 248.7 Capital expenses 21.8 17.2 156.5 105.4 80.0 Net capital revenue 125.6 190.9 83.9 209.7 168.7 Total revenue 608.1 691.3 751.3 839.5 796.7 Total expenses 451.9 469.1 635.6 618.6 627.8 Net result 156.2 222.2 115.7 220.9 168.9 Note: This table is provided as a reference to the below graph.
Capital revenue funds capital expenditure. This can occur either in the current financial year or in future years. Capital funds are held in reserve until needed. Details of amounts transferred to reserve are in Key Statements (4) - Statement of changes in Equity. The chart below shows total revenue and expense trends over the past 5 years.
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Section 3 - Performance reporting
Expenses against revenue: 5-year trend
900 839.5 796.7 800 751.3 691.3 700 635.6 608.1 618.6 627.8 600
500 451.9 469.1
$m 400
300 222.2 220.9 200 156.2 168.9 115.7 100
0 2016 2017 2018 2019 2020 Total revenue Total expenses Net result
How are the figures above best interpreted? Over the past few years, Council has been able to increase services to the community while maintaining a positive net recurrent revenue amount. This ensures long-term financial sustainability.
In the current financial year, the COVID-19 epidemic has meant that Council has provided additional assistance to the community by not charging for certain services and extending the interest-free period on unpaid rates. Council's net recurrent revenue has averaged $21.0 million (4.2 per cent of recurrent revenue) over the past 5 years.
Capital revenue includes developer contributions. Each development approved by Council is required to contribute either: • completed assets (called donated assets) • cash towards infrastructure to support increased population levels (now and in the future).
Council monitors city expansion and plans for priority infrastructure needs. The City of Logan's population has increased from 304,110 in 2015 to 334,538 in the current financial year based on the latest census. This is a 10 per cent increase over 5 years.
State and Federal Government grants and subsidies help fund operational and asset (capital) projects. Council seeks this additional funding to reduce the burden on ratepayers.
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Section 3 - Performance reporting
Sourcing our revenue: where our money came from
Revenue Type $ million % Per cent Utility charges 253.0 32% General rates 151.7 19% Asset donations 139.5 18% Developer contributions 84.0 11% Grants and subsidies 41.7 5% Environment and community charges 60.4 8% Fees and charges 33.3 4% Recoverable works and sales 15.9 2% Interest and other 17.2 2% Subsidiary and other - 0% Total revenue 796.7 100%
Council's revenues fund operational and asset development expenditure. Revenues are based strictly on recovering what it costs to provide the services expected by the Logan community. Many of Council's revenues have a base charge. This is used to partly recover infrastructure costs (e.g. the water supply network). It also has a consumption component (e.g. a water usage charge based on the amount of water consumed), which is a user- pays system that ensures a fair distribution of costs across the community.
Recoverable works Interest and other, Fees and charges, and sales, 15.9 17.2 33.3 Environment and community charges, 60.4 Utility charges, 253.0 Grants and subsidies, 41.7
Developer contributions, 84.0
Asset donations, General rates, 151.7 139.5
Key revenue statistics: • Council's recurrent revenue increased by $23.5 million (4.5 per cent) over the year. This was due to increases in rates partly driven by a 2.4 per cent growth in assessments over the year. • Grants and subsidies and developer contributions represent 36 per cent of Council's total revenue. • Of the total grants and subsidies funding: o $16.5 million was used for operational purposes (last year this was $15.5 million)
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Section 3 - Performance reporting
o $25.2 million was used for capital programs, including projects to correct road black spots and other safety initiatives (last year this was $18.3m) • Developers provided $139.5 million (last year $184.5 million) in completed assets. They also provided $83.9 million (last year $111.5 million) in cash contributions, as part of approved development applications.
Last year included funding for Priority Development Areas in the city (Yarrabilba and Greater Flagstone). Total expenses: where the money was spent
Expense Type $ million % per cent Materials and services (excluding plant hire and running costs) 248.7 40% Employee costs 153.2 24% Depreciation 114.1 18% Asset reworks 23.3 4% Plant hire/ running costs 17.2 3% Borrowing costs 11.5 2% Other expenses 3.0 0% Revaluation expense 56.7 9% Total expenses 627.7 100%
Council's expenses are a mix of operational (recurrent) and capital-related expenses. Sometimes, it is difficult to differentiate between capital-related expenses and "capital-expenditures", which are accounting terms defined in the accounting standards.
Capital-expenditures are best described as those costs that are incurred to acquire or build an asset; while capital- related expenses, allocated to the Income Statement, are costs that are related to assets, but do not add to the value of the asset or result in a new asset.
The Australian Accounting Standards requires all recurrent and capital-related expenses to be charged to the Income Statement. Council separates expenses into recurrent expenses, which are as a result of normal operations, and capital-related expenses, which are as a result of changes to asset balances.
Changes to asset balances occur during asset reworks and sometimes when assets are revalued: • asset reworks relate to existing assets that must be demolished during new capital works and • revaluation expenses are where an asset carrying values are adjusted to fair value and there are insufficient funds in reserve to finance the revaluation.
The accounting standards require assets to be measured at either original costs or at fair value. Fair value is what the asset is worth at the time of reporting rather than what it was worth when initially acquired or constructed. Fair value provides a more accurate estimation of the current-day value of Council assets.
Council incurred a revaluation expense of $56.7 million this financial year (last year $91.5 million). This was due to a downward revaluation of water and sewerage assets. Asset reworks of $23.3 million were incurred in the current financial year (last year $13.9 million).
The table and graph show the type of expenditure allocated to the Income Statement in the current financial year. These amounts do not include capital-expenditure added to asset carrying values because assets are part of Council's infrastructure and are reflected in the balance sheet.
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Section 3 - Performance reporting
Item Description Income statement Recurrent revenue + capital revenue - recurrent expenses - capital-related expenses Balance sheet Capital expenditure
Other expenses, 3.0 Where was the money spent? Borrowing costs, 11.5 Materials and Plant hire/ running services, 248.7 costs, 17.2 Revaluation expense, Asset reworks, 56.7 23.3
Depreciation, 114.1
Employee costs, 153.2
Key expenditure statistics include: • Council's recurrent expenses were $547.7 million (last year $513.2 million), an increase of $34.5 million (6.7 per cent) over the year. • Council spent $265.0 million (last year $196.2 million) on expanding and replacing city assets. This expenditure is initially registered in capital projects. It is recognised as Council assets once work is commissioned. • 40 per cent of Council's recurrent expenses was invested in materials and services. This expenditure is necessary to maintain asset service levels and to deliver Council's Corporate Plan objectives. • Council administered assets worth $6,582 million (last year 6,308 million). This means Council had to set aside $114.1 million (last year $118.1 million) in depreciation for the year. These funds are used to improve and replace Council's infrastructure and other assets.
Key Statements (2) the Statement of Comprehensive Income The Statement of Comprehensive Income provides a summary of how Net Income and Other Comprehensive Income (OCI) impact community equity. Net income is the result obtained by preparing the income statement (Key Statement (1)). OCI consists of all other items that impact equity, but are excluded from the income statement.
• Net income + OCI = Income impacts on community equity
Most OCI items are not relevant to Council due to the nature of Council's business. For Council, the major OCI item occurs where adjustments to asset values, through revaluation or impairment, are allocated directly to equity.
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Section 3 - Performance reporting
During the current financial year, Council reduced the carrying value of its assets by $7 million due to revaluation (last year asset values increased by $140 million due to valuation). As a result of increases in roads and drainage assets, net off against reductions in water and sewerage assets.
Council regularly reviews the condition and carrying values of assets. Deterioration in asset condition is managed through planned maintenance programs used to ensure that assets continue to provide the level of service required by the community. Revaluation allows for changes in asset replacement costs and helps Council plan for the eventual replacement of assets. Key Statements (3) the Statement of Financial Position The Statement of Financial Position (the balance sheet) measures what Council owns (assets) and owes (liabilities) to relevant stakeholders at the end of the financial year. The result of these 2 components determines Community Equity: • Assets - liabilities = Community Equity
Council's assets have increased by $274.3 million (last year they increased by $428.1 million) over the year. The main change is in property, plant and equipment assets. This is due to: • $256.8 million in new and replacement assets • ($7.0 million) decrease in revaluations • $139.5 million in donated assets received from developers (last year $185.5 million) • ($130.4 million) reduction in asset values due to depreciation, asset reworks and other minor adjustments (last year was a $130.5 million reduction)
Council's cash balance has increased by $40.1 million (last year $29.3 million) due to an excess in cash from operations over capital expenditure and loan repayments. Council has also drawn down an additional $71.8 million in loans to finance infrastructure expenditure. 2019/2020 net worth
Classification $ million Assets 6,582.2 Less liabilities 368.2 Community equity 6,214.0
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What do our assets consist of? The bulk of Council's assets are infrastructure assets, such as roads and drainage, and water and sewerage. They collectively represent 74 per cent of Council's total asset base. Other property, plant and equipment assets represent a further 18 per cent. Total assets
Asset Type $ million % per cent Roads network 2471.5 38% Property, Plant and Equipment (PPE) 1182.3 18% Drainage network 1010.5 15% Sewerage network 790.6 12% Water network 412.1 6% Cash 389.1 6% Water and sewerage facilities 222.0 3% Other assets 104.2 2% Total 6582.3 100%
A significant part of Council's activities focus on maintaining and upgrading infrastructure assets to ensure that these assets are able to provide the level of service required by the community.
Council undertakes ongoing preventative maintenance processes so that assets remain in good condition for community use. What do our assets consist of?
Water & Cash, 6% sewerage facilities, 3% Other Assets, 2% Roads network, Water network, 38% 6%
Sewerage network, 12%
Drainage network, 15% PPE, 18%
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Section 3 - Performance reporting
What do our liabilities consist of? The bulk of Council's liabilities are in the form of loans. These represent 63 per cent (last year 58 per cent) of Council's total liabilities. Council repaid high-cost borrowings early, in 2017, and did not undertake any new borrowings over the 2018 and 2019 financial years. This meant a $72.7 million reduction in borrowings between June 2016 and June 2019. In the current financial year, Council has undertaken new borrowings of $71.8 million to fund the infrastructure required to support new developments. Council uses loans to fund certain projects to ensure the cost is shared across several generations of ratepayers.
Part of Council's liabilities are "provisions". These are amounts that Council must estimate and allow for. Provisions include funds to rehabilitate Council landfill and quarry sites. They also fund employee leave entitlements. During the current financial year due to changes in accounting standards, Council has had to recognise lease assets of $4.3 million for rented buildings and equipment assets for the first time. Council's liabilities
Liability Type $ million % per cent Borrowings 233.5 63% Leases 4.3 1% Provisions 37.4 10% Creditors 81.8 22% Other 11.2 4% Total liabilities 368.2 100%
What do our liabilities consist of?
Other, 4% Creditors, 22%
Provisions, 10% Borrowings, 63% Leases, 1%
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Section 3 - Performance reporting
Comparative trend analysis: Assets and liabilities
$ million 2016 2017 2018 2019 2020 Assets 5550.7 5924.0 5846.8 6308.0 6582.2 Liabilities 346.3 293.0 293.5 301.7 368.2 Equity 5204.4 5631.0 5553.3 6006.3 6214.0
Council's net assets increased by 4.0 per cent (last year 7.6 per cent). This is largely due to the changes in asset carrying values described above.
Assets v liabilities: five year trend
7000 6582.2 6308.0 6214.0 5924.0 6006.3 6000 5846.8 5550.7 5631.0 5553.3 5204.4 5000
4000 $m 3000
2000
1000 346.3 293.0 293.5 301.7 368.2 0 2016 2017 2018 2019 2020 Total assets Equity Total liabilities
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What is Council's debt strategy? Logan City Council, like other councils, funds major new community facilities partly by borrowing money. Council strives to keep borrowings as low as possible in order to reduce costs, but also acknowledges intergenerational equity requirements. Intergenerational equity is designed to ensure that the costs of long-lived assets are shared between all who benefit from the assets. Debt and capital expenditure trends The graph below shows Council's total outstanding debt and capital works expenditure program over the past 5 years.
From 2016 to 2020 Council's debt decreased from $248.1 million to $233.5 million, a decrease of $26.9 million. During the same period Council spent $961.1 million on: • building new community facilities • increasing infrastructure services such as roads, water, sewerage and reticulation.
Outstanding debt and capital expenditure 300 265.0 248.1 250 233.5 200.7 188.4 190.4 196.3 200 175.4 152.4 157.0 150 $m 100
50
0 2016 2017 2018 2019 2020
Outstanding debt Capital expenditure
The following are debt and equity measures that help illustrate Council's debt management success, which is part of ensuring financial sustainability.
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Debt per capita The debt per capita graph shows the value of Council debt per resident over the past 5 years. Council's debt per capita has reduced from $804 to $698 over that time.
Council manages financial assets and liabilities using a strategy that optimises cash and debt levels. The aim is to keep debt at a reasonable level. This then provides opportunity to borrow funds in the future to upgrade and replace our community assets.
Percentage of assets funded by debt Sound financial management requires Council to fund debt while increasing our asset base to meet community needs.
The percentage of assets funded by debt increased to 3.5 per cent (last year 2.8 per cent) due to additional borrowings in the year. The large reduction in 2017 was due to the early repayment of more expensive loans in the year.
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Debt cover The debt cover ratio indicates the number of times that recurrent revenue covers debt repayments. The higher the number, the more capable the Council is of covering its debt repayments.
Council's recurrent revenue before interest and depreciation for the year (debt service cover ratio) was 5.3 times the amount of borrowings capital and interest payments for the year (last year 6.0 times). The debt service cover ratio temporarily fell to 2.4 times in 2017 due to the early repayment of high-interest loans.
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How healthy is Council's liquidity? Another important indication of an organisation's financial sustainability, is its ability to meet commitments when they fall due. This is called the working capital ratio. It measures the ratio of short-term assets and liabilities values. A result of better than a one-to-one ratio reflects a strong ability by an organisation to have enough funds to continue to maintain its cash flows and meet its commitments. Working capital ratio Council, on average over the past 5 years had 3.5 times the amount required in current assets to pay its short-term liabilities. In the current financial year, the ratio is 3.4:1 (last year 3:5:1).
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Key Statements (4) the Statement of Changes in Equity The Statement of Changes in Equity measures the change in community wealth. This consists of retained earnings, revaluations of our asset base and reserves held for future capital works.
This year, Council’s capital expenditure and capital loan repayments were $278.8 million (last year $209.3 million). These payments were partially funded from: • amounts set aside in reserves • developer contributions • planned loan funding and • provisions included in Council's rates charges.
This year, Council set aside capital and operational reserves worth $193.5 million (last year $196.3 million).
Funds collected in previous years may be used to fund operational projects or capital projects. The table below shows the amounts set aside in reserves and to fund operations over the past 5 years: Revenues transferred to reserve to fund asset expenditure $ million 2016 2017 2018 2019 2020 Net result 156.2 222.2 115.7 221.0 168.9 Transfers 144.2 208.7 108.7 179.8 128.1 Surplus 12.0 13.5 7.0 41.2 40.8
Community wealth Community wealth or community equity is measured as the net of Council assets less liabilities. Comparative trends show that Council has a healthy community equity position. This has grown steadily over the past 5 years.
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A portion of community wealth is cash-backed by an appropriate level of reserves. These reserves are held to plan for future projects. This can place less reliance on loan borrowing to meet community needs. The funds placed in reserve often come from Federal and State contributions plus amounts charged to developers as part of development agreements.
Council's equity has increased by $207.7 million over the past year mainly due to increases in asset values (last year it increased by $420.0 million).
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Key Statements (5) the Statement of Cash Flows The Statement of Cash Flows identifies how Council received and spent its money during the year. It shows what cash is available at the end of the year. Council needs to ensure that there is sufficient cash on hand to meet current and future obligations. Council invests surplus funds to earn as best a return as possible until the funds are required for operational or capital purposes.
Investment returns have fallen over the past financial year due to external economic conditions and the impact of the corona virus.
Item 2020 Opening balance $349.0 million Plus cash received $762.7 million Less cash spent ($722.6 million) Cash available at year end $389.1 million
What were the major sources of cash received and spent? Item 2020 Net cash received from trading $150.8 million New loans $71.8 million Purchase of assets (net) ($157.8 million) Repayment of debts and interest ($24.8 million) Net cash received/ (spent) $40 million
Cash received from trading has increased significantly from last year. This is due to repayments of amounts owed to the Council last year. The accounts receivable balance reduced from $112.5 million to $73.3 million over the year. Cash available Council's current cash balance is $389.1 million (last year $349.0 million). However, this amount is restricted for specific purposes such as future capital works.
The increase in the cash balance over the year is due increased debt collection and new loans, partially offset by increased expenditure on assets.
Council's short and long-term cash flows indicate sufficient cash to meet recurring activities and capital expenditure going forward.
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Sustainability measures Council's Corporate Plan identifies 6 priority focus areas: 1. Quality lifestyles As a welcoming city with a vibrant community spirit, residents of the City of Logan have a strong sense of belonging and our people feel safe. We have the social infrastructure to meet the needs of our diverse community and diversity in lifestyles. We support residents to engage in community life and lead healthy and active lifestyles.
2. Conveniently connected We manage growth using smart urban design, with the City of Logan interconnected by reliable and convenient transport network infrastructure across the city, and across regional boundaries. We have designed our urban form to ensure places, spaces and facilities within our neighbourhoods are accessible, conveniently located and meet the pace of the growing city.
3. Economic transformation As home to South East Queensland’s next future CBD and with dynamic business districts and niche suburban economies, the City of Logan offers unlimited potential, with diverse economic hubs for innovation, agribusiness, investment and emerging industry that attract a highly-skilled local workforce.
4. Image and identity As an innovative, dynamic, city of the future, we have a tapestry of cultures and events immersed within urban and rural landscapes. The City of Logan thrives on food precincts, creative arts, heritage trails, manufacturing and logistics, and retail and commercial districts. We are well known for the diverse cultures and lifestyles on offer to our residents, visitors and business. Our people have access to recreational and
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artistic pursuits and vast open green spaces. Our image and identity attracts families, visitors and city- shaping investment.
5. Green and renewable We use responsible urban planning in the City of Logan to protect rural living, our natural environment and green spaces. Our hectares of parkland are surrounded by waterbodies and waterways that meander through the city. We enable investment and delivery of renewable technologies and prepare our city transition to a carbon conscious community. We value our environment, safeguarding our biodiversity, local wildlife, threatened species and green corridors.
6. Next generation governance We embrace innovation and digital transformation to meet the needs of our customers and community. We embed continuous improvement to provide quality services and assets that add value to our community. Our strong civic leadership forges strategic national and global partnerships to promote and deliver responsible governance of the City of Logan.
To deliver on these priorities, Council must have financial and infrastructure capital available now and in the future.
The Local Government Act 2009 s102 (2) states that "a local government is financially sustainable if the local government is able to maintain its financial capital and infrastructure capital over the long-term."
There are 3 legislated financial sustainability measures: • asset sustainability ratio • net financial liabilities ratio • operating surplus ratio.
Council believes that additional measures and trend analyses provide a better indication of Council's financial sustainability. To this end, Council also provides: • interest cover ratio • working capital ratio • asset consumption ratio • 5-year trends for each of the measures.
An explanation is provided below of each of the ratios.
What is financial capital and infrastructure capital? Financial capital is the money used by Council to finance its operations. Without continued access to financial capital, Council would not be able to provide services to the community.
Council needs to maintain sufficient long-term financial capital to continue operating. It does this by extensively planning its operations taking account of: • current and future asset maintenance, renewals, upgrades and expansions • related operational costs required to service a growing city.
Council's long-term financial plan includes an assessment of its ability to: • borrow funds • access grants and subsidies • access future development contributions.
These funds finance the infrastructure required to meet community needs.
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Infrastructure capital refers to the physical assets Council builds and maintains. All need to be in a condition that provides a level of service acceptable to the community. Council's extensive maintenance, renewals and upgrade programs include: • roads • stormwater drainage • landfill • water and sewerage assets. What are the measures and what do they mean? Sustainability measures focus on both the present and the future. Council presents long-term financial sustainability measures. These are based on Council's budget and long-term planning processes and are disclosed in the Council's annual report. Council also presents short term financial sustainability measures in its annual report. It also repeats these measures, including trend analyses and explanations, in this Community Financial Report.
The key financial sustainability measures used by Council are described below: Sustainability measures required by legislation The 3 financial sustainability measures required by The Local Government Regulation (2012) are: 1. Asset sustainability ratio 2. Net financial liabilities ratio 3. Operating surplus ratio
(1) Asset sustainability ratio The asset sustainability ratio estimates how often Council needs to replace its property, plant and equipment (PPE). This is necessary when it reaches the end of its useful life.
The ratio is the value of PPE renewals capital expenditure, divided by PPE depreciation expense. The theory is that depreciation expense represents how much an asset has ‘worn out’ over the financial year. Renewals capital expenditure represents the extent to which the ‘worn out’ portion has been replaced.
The ratio should be read in conjunction with Council's long-term forecasts and financial planning. The following information should also be considered: 1. The majority of Council PPE comprises infrastructure assets. 2. Council infrastructure assets have very long useful lives, often in excess of 100 years.
Infrastructure assets do not wear out uniformly. Nor are they replaced uniformly. The ratio does not take account of Council's long-term asset management and financial plans, which include estimates of: • how infrastructure assets will be replaced • the future costs of these replacements • how they will be funded.
3. Council's depreciation is mainly based on a straight-line methodology.
Council road pavement depreciation is based on asset condition assessments. These measure other factors affecting asset consumption (e.g. road traffic and weather), over the course of the asset life. Measuring the impacts of asset consumption factors on assets provides a more accurate measure of depreciation. For other infrastructure, asset depreciation is mainly based on a straight-line methodology.
4. Council's assets are also "relatively new" and are well maintained.
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Newer and well-maintained assets tend to depreciate at a slower rate. Inclusion of Council's extensive maintenance expenditures would provide a more accurate determination of asset sustainability. For example, if a road surface deteriorates, other components (such as road base and earthworks) will deteriorate as well. This will occur faster than if the road surface was well maintained. . The asset sustainability ratio was introduced in 2012. Below is a 5-year trend analysis:
Item 2016 2017 2018 2019 2020 Asset renewals $71.8 million $76.3 million $84.7 million $73.1 million $71.9 million Depreciation $83.1 million $88.3 million $91.6 million $98.0 million $92.0 million Ratio 86.4 per cent 86.4 per cent 92.5 per cent 74.6 per cent 78.2 per cent
The ratio is based on buildings, infrastructure and facilities assets. Plant and equipment and intangible assets are excluded, as these are short-term assets not classified as "infrastructure".
A long-term acceptable target is a ratio greater than 90 per cent. Council's average asset sustainability ratio over the past 4 years is 83.6 per cent. The ratio is expected to increase as infrastructure assets begin to age. The ratio should also be read in conjunction with the factors mentioned above. This will provide a clearer measure of asset sustainability.
(2) Net financial liabilities ratio The net financial liabilities ratio measures the extent to which net financial liabilities can be serviced by operating revenues. It is a short term liquidity measure.
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The ratio determines how well placed Council is to pay its liabilities out of recurrent revenue. It is calculated as the value of net financial liabilities/ (assets) divided by recurrent revenue. Net financial liabilities/ (assets) are calculated as total liabilities minus current assets, A negative ratio means that Council's current assets exceed total liabilities and that Council is well placed to pay its liabilities.
This ratio does not take account of liability repayment periods. These include longer term borrowings. A more accurate measure of short term liquidity is provided through the working capital ratio. It compares current assets to current liabilities rather than all liabilities. This measure is provided in the community financial report.
Below is a net financial liability trend over the past 5 years.
Net financial liabilities\ recurrent revenue and net financial liabilities (assets) ratio
Item 2016 2017 2018 2019 2020
Current assets $351.5 million $356.9 million $393.5 million $467.7 million $471.0 million
Total liabilities $346.3 million $292.9 million $293.5 million $301.7 million $368.2 million
Net financial ($5.1 million) ($64.0 million) ($100.0 million) ($166.0 million) ($102.8 million) liabilities (assets)
Operating $460.7 million $483.2 million $510.9 million $524.4 million $548.0 million revenues
Ratio (1.1 per cent) (13.2 per cent) (19.6 per cent) (31.7 per cent) (18.8 per cent)
The ratio indicates Council is well placed to meet its financial obligations. In the past 5 years, the reduction in borrowings has resulted in current assets exceeding total liabilities. This has led to a (desirable) negative ratio. Council has a long-term financial plan in place that caters for short and long-term cash commitments.
The Department of Local Government and Planning's Financial Management (Sustainability) Guideline 2013 states “a ratio of less than zero (negative) indicates that "a local government has current assets that exceed total liabilities and therefore the local government appears to have capacity to increase its loan borrowings if required". The target for the net financial liabilities ratio is less than 60 per cent."
This underpins Council's strategy to reduce high-interest rate borrowings and maintain low levels of borrowings. It enables Council to manage future infrastructure assets replacement expenditures.
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(3) Operating surplus ratio The operating surplus ratio measures the extent to which revenues raised to cover operational expenses only are available for capital funding and other purposes. It is calculated as net operating result (presented in the income statement) divided by operating revenue.
A positive ratio indicates that surplus revenue is available. A negative ratio indicates a net recurrent deficit, which is considered not sustainable in the long-term.
The Department of Local Government and Planning's Financial Management (Sustainability) Guideline 2013 provides a target range of between 0 per cent and 10 per cent for this ratio.
Below is the net recurrent revenue (deficit) trend over the past 5 years.
Operating surplus (deficit) ratio
Item 2016 2017 2018 2019 2020 Recurrent revenues $460.7 million $483.2 million $510.9 million $524.4 million $548.0 million Net result $30.6 million $31.3 million $31.8 million $11.2 million $0.3 million Ratio 6.6 per cent 6.5 per cent 6.2 per cent 2.1 per cent 0.1 per cent
Council had an operating surplus this year maintaining a positive trend that started in 2014.
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Additional sustainability measures presented by Council Interest cover ratio The interest cover ratio is an important short term liquidity measure. It measures the extent to which recurrent revenues are committed (locked in) to funding the interest expense on current loan borrowings and leases.
A low interest coverage ratio indicates a large portion of recurrent revenues is being used to fund finance charges associated with borrowings. Potentially, this could mean a council may not be able to meet its interest commitments.
A low interest cover ratio may also mean a restriction on future borrowings. This makes it an important sustainability measure. The ratio is calculated as recurrent revenue divided by net interest expense (revenue). Net interest expense (revenue) is interest expense minus interest revenue.
Below is an interest cover trend over the past 5 years. Interest cover trend
Item 2016 2017 2018 2019 2020 Interest expense $13.2 million $12.9 million $10.9 million $10.2 million $9.4 million Interest revenue $10.7 million $10.6 million $10.2 million $10.8 million $7.7 million Net interest expense $2.5 million $2.3 million $0.7 million ($0.6 million) $1.7 million (revenue) Recurrent revenues $460.7 million $483.2 million $510.9 million $524.4 million $548.0 million Ratio 180 215 729 (795) 319
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Over the past few years, Council has improved its interest cover ratio. This indicates that Council has extensive facility for future borrowing to fund capital replacement and renewal. During the 2019 financial year, Council earned more in interest revenue than it has incurred in interest expense. This meant that other recurrent revenue was not required to meet interest expense payments.
During the current financial year, Council recurrent revenues were 319 times the net interest expense.
Working capital ratio The working capital ratio, is 3.4:1 (last year 3.5:1). It can be found under Council's liquidity measures and commentary above and is not repeated here. The measure indicates the excess of Council's current assets over current liabilities. A ratio in excess of 1:1 is a strong indicator of short term financial sustainability.
Asset consumption ratio The asset consumption ratio is a measure of the written-down value of depreciable assets to their "as new" value. This is done at up-to-date prices and highlights the average aged condition of non-current assets.
The ratio is dependent on the depreciation methodologies used (see asset sustainability ratio comments). It is calculated as the written-down value of property, plant and equipment (PPE) assets divided by the gross current replacement cost. The ratio indicates the average extent of asset service potential remaining in PPE assets at the reporting date. A high ratio indicates assets are still new.
Below is an asset consumption trend over the past 5 years. PPE assets are depreciable assets only and so exclude land, and earthworks. Plant and equipment assets have also been excluded.
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Asset consumption ratio
Item 2016 2017 2018 2019 2020 PPE WDV $3,677 million $4,223 million $3,844 million $4,342 million $4,413 million PPE gross $5,370 million $6,074 million $5,769 million $6,183 million $6,384 million Ratio 68.5 per cent 69.5 per cent 66.6 per cent 70.2 per cent 69.1 per cent
Council's asset consumption ratio has been consistent at an average of 68.8 per cent over the past 5 years. This indicates it is adequately replacing assets as they run out. It also shows Council has undertaken sufficient maintenance works to maintain service delivery.
Summary Council ended the 2020 financial year in a sound financial position. Our current position provides the building blocks for stability that our long-term financial strategy provides for. It allows Council to meet its future obligations and our community’s needs in the foreseeable future.
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Taking a holistic approach to sustainability Logan City Council aims to be a sustainable organisation. To promote quality of life and wellbeing for the community we are managing our growth and operations responsibly to deliver long-term value for the city.
These are key links to nurturing: • cohesive communities • ecological health • economic vitality • intergenerational equity • access to resources • the fair distribution of wealth.
For our residents, sustainability is about changing behaviours, attitudes and values.
We're leading the way to maintaining and improving social, economic and environmental resources. At the business level, sustainability is about producing and delivering services to enhance economic viability, while promoting positive impacts on the environment and community.
At the local government level, sustainability is about setting policy directions to promote sustainable management practices.
At Council, we have developed a range of initiatives to embed sustainability in our strategic direction.
These are grouped in 4 pillars of sustainability: • environmental • economic • social • financial.*
*Financial sustainability is covered in our Community Financial Report on page 67.
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Environmental sustainability Environmental sustainability recognises the importance of the environment on the long-term sustainability of all communities. The connection between the health of the environment and the economic and social health of communities is profound. It is in this context that Council has delivered and promoted a range of environmental initiatives.
Highlights In 2019/2020 we: • conducted spotted-tail quoll surveys on 8 properties, using trained odour detection dogs (the dogs detected a positive quoll odour presence at 3 of the 8 properties) • delivered 20 environmental events and activities across the city to more than 400 community members • created 2 online education videos, ensuring community environmental education continued through COVID-19 restrictions • completed the Wildlife of Logan book as a resource for the community • delivered the Logan Eco-Forum to 65 community members • collected more than 100,000 litres of paint at our waste facilities and returned it for recovery to the Paintback scheme.
Engaging with our community To support environmental sustainability in 2019/2020 we commissioned not-for-profit organisation, Watergum, to run the Platypus Watch program.
The program engaged: • around 50 residents via community workshops • more than 300 community members via event attendances for Conservation Initiatives Program day • provided information and workshops to the community on how to help our local platypus population.
Locals participated in 2 platypus surveys, where there were 3 live sightings in the Albert River.
We were particularly interested in how things have changed since the introduction of the Koala Conservation Strategic Plan in 2013. We undertook an online koala survey to better understand community knowledge of koalas in Logan. The survey received 186 responses.
We provided conservation and land management work experience for disadvantaged people, through Reclink Australia. Ten people participated as part of their Certificate I in Conservation and Land Management. The training was funded by the Queensland Government’s Skilling Queenslanders for Work initiative. Activities included: • caring for birdwing butterfly vines • weed removal along Belivah Creek • litter removal and audits • planting 1,000 koala habitat trees • delivering actions for renewable energy, offsets and litter clean-up.
Renewable energy, offsets and litter clean-up We installed solar PV systems at 5 priority Council locations: • Logan North Aquatic Centre, Underwood. • Logan North Library, Underwood: The 80 kilowatt system installed in June 2020 will generate an estimated 114,000 kilowatt hours of renewable electricity per year. • Logan West Community Centre, Hillcrest: The 20 kilowatt system installed in May 2020 will generate an estimated 30,000 kilowatt hours of renewable electricity per year.
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• Mount Warren Park Sports Centre, Mount Warren Park: The 70 kilowatt system installed in May 2020 will generate an estimated 101,000 kilowatt hours of renewable electricity per year.
Marsden Library, Marsden: The 55 kilowatt system installed in February 2020 will generate an estimated 66,000 kilowatt hours of renewable electricity per year.
We planted more than 22,000 trees along our waterways. This included: • 6,000 trees along Belivah Creek • 10,100 trees at 7 riverside parks • 2,000 trees along the creek at Timothy Park and 9,000 trees at Garoona Park • 1,244 trees at Homestead Park • 3,000 trees at Eagelby Wetlands.
We established 5 new environmental offset sites. More than 46,000 trees were planted over a 42 hectare area.
We completed 2 extensive Slacks Creek litter clean-ups along a 4 kilometre stretch of the creek
Fishing tackle bin trial Fishing tackle bins were placed in 4 locations across the city. This was to encourage responsible disposal of fishing line and tackle. The bins were made by Kingston-based social enterprise Substation33 using recycled plastic. The bins are emptied and audited monthly at: • Skinners Park, Carbrook • Tygum Lagoon, Waterford • Albert River Park, Eagleby.
The fourth bin was placed at Larry Story Bridge but has since been removed due to vandalism. So far, the bins have been used to dispose of: • more than 4,700 metre of fishing line • 65 pieces of tackle • 76 plastic bags • 1 lure.
Logan and Albert Rivers We delivered initiatives to the Logan and Albert Rivers. These included expanding Stage 1 of the Logan River Trail to include the Albert River and the addition of 5 parks. Trail signage has been installed at: • Federation Drive Reserve, Bethania • Samuel and Agnes Smith Park, Buccan • Tansey Park, Tanah Merah • Albert River Park, Eagleby.
Signage for Riedel Park, Carbrook has also been designed. Installation is planned in 2020/2021, once the Department of Transport and Main Roads completes the installation of the boat ramp and pontoon.
We installed pontoon canoe launch steps at: • Albert River Park • Skinners Park • Logan River Parklands • Alexander Clark Park • Riverdale Park.
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We engaged with Paddle Queensland and Greater Logan Canoe Club seeking advice and input into the pontoon modifications. This ensured the steps were fit-for-purpose. The aim is to encourage more Logan residents to be active on the Logan and Albert rivers. Increased recreational activity will help deliver the Logan and Albert River Vision objectives.
We expanded our stream water quality monitoring systems to 4 sites, with a new site added along the Logan River at Woodhill. This system records water quality data every 10 minutes on a range of parameters. This data is sent directly to an online management server in real time. It helps influence management strategies and helps with characterisation of the Logan River. This site also has a live camera feed.
Maintenance was undertaken at our other in situ water quality stations: • on the Logan River at North Maclean • along the Teviot Brook, Riverbend • along Slacks Creek, Slacks Creek.
Conservation Initiatives Program – 2019/2020 key statistics • 432 properties registered in our Land for Wildlife and Habitat Connections programs. • 5,890 hectares of private land managed for conservation. • 44 new Land for Wildlife properties signed up (347 Land for Wildlife properties in total). • 6 new Voluntary Restoration Agreements and Voluntary Conservation Agreements registered (25 Voluntary Restoration Agreements and Voluntary Conservation Agreements in total). • 49 new Habitat Connections properties signed up (85 Habitat Connections properties in total). • 2,910 plants provided to the community through river trees which have been planted across 2 hectares of land beside waterways.
Vehicles and plant During the year, we: • installed electric vehicle charge stations for internal use • constructed a dedicated vehicle wash bay and surface water treatment area at our Marsden Depot • set strict emission targets for all contractor-supplied vehicles and plant • monitored fuel consumption to identify poorly performing assets that may require attention or are carrying excessive loads • adopted a vehicle selection guide to replace vehicles with more efficient models.
Environmental Sustainability highlight State Government’s Draft South East Queensland Koala Conservation Strategy 2019-2024. About This Queensland Government strategy aims to help protect koalas in South East Queensland.
It includes proposed planning reforms to enhance and strength conservation mechanisms. This would be achieved through development assessment and town planning processes. Actions Council’s 40 point submission included: • a request for further detail on core koala habitat • the need for collaboration with local governments to identify where the restoration of habitat is likely to occur • assurances landholders will be included to ensure conservation areas are accurately mapped.
We also requested:
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• a discussion on invasive pest plant species, which pose a risk to sensitive habitat • a target for wild dog attacks • disease-related koala deaths.
The strategy is an important step in delivering a coordinated approach to koala conservation in the region. However, we believe more work is needed. After reviewing the strategy, we identified some areas for improvement.
We also sought clarity on: • targets around habitat restoration • the selection process for conservation sites • koala monitoring.
Since June last year, we have liaised with the following on koala reforms: • Department of Environment and Science • Department of State Development, Manufacturing, Infrastructure and Planning.
The proposed reforms include: • new Koala Habitat Area (KHA) mapping • introduction of Koala Priority Areas (KPA) • introduction of Koala Priority Areas - Restoration Areas (KPA-R) • introduction of State Development Assessment Provisions for areas inside and outside mapped KPA • introduction of a State referral trigger, under the Planning Regulations 2017, for development • amendment of Environmental Offset Policy to facilitate KPA-R.
We have worked with the State Government on the proposed reforms to achieve the best outcomes for the city and our koala population.
These proposed amendments aim to ensure that the South East Queensland Koala Conservation Strategy better aligns to: • the strategic intent of the land use zoning • biodiversity outcomes of the Logan Planning Scheme 2015.
The draft strategy and koala reforms would impact policy and legislation changes in the Logan Planning Scheme and Council’s current development assessment and planning process.
Key proposed changes include: • the ability to clear a development footprint up to 500 square metres • the State Government as the responsible assessment agency for the clearing of koala habitat outside a KPA • new assessment benchmarks for local government for clearing of koala habitat inside a KPA • a new code in the State Development Assessment provisions.
Our conservation plan identifies largely undisturbed and significant areas of koala habitat in Logan and a diverse range of natural vegetation. Outcome Logan is well placed to ensure a proactive, innovative and sustainable approach to koala conservation. More than 75 per cent of the city retaining wooded vegetation cover (approximately 75,000 hecares).
Extensive vegetated koala habitat areas in the city include: • the northern suburbs which form part of the Koala Coast
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• Carbrook Wetlands in the east • Greenbank Australian Defence Force areas • Spring Mountain Reserve in the west and Plunkett Conservation Park in the south-east.
Economic sustainability Economic sustainability is the ability to support a level of economic production indefinitely. It is the ability of a local economy to drive local jobs growth and increase job containment, while enabling people to maintain a standard of living and quality of life and wellbeing. Economic transformation is a new priority outlined in our Corporate Plan 2017—2022.
Highlights In 2019/2020, we delivered priority actions from the Destination Management Plan, including: • approving the Riverine Discovery Centre to proceed to a full feasibility study • submitting the Whitewater Park Business Case to Queensland Treasury for consideration • completing a Tourism Business Development Program to help people with existing businesses or potential business opportunities to establish or improve a tourism experience • completing a Food Tourism Strategy following extensive internal consultation.
We delivered our annual review of the Logan Planning Scheme 2015. This was to promote best practice in urban design. Key highlights include: • Version 7 of the planning scheme amendment went live in February 2020. • Version 8 of the planning scheme successfully moved through all regulation requirements. This included 2 reviews by the State Government and public consultation. • The next amendment package, known as version 9, started. Initial issues from the Councillors and community have been recorded. These are in the process of being considered for appropriate action.
We also: • updated the current Local Government Infrastructure Plan to reflect residential settlement patterns • delivered a review of the existing retail hierarchy in the City of Logan (The study provided an analysis of key retail trends. It also provided an analysis of existing policy, particularly within the Logan Planning Scheme 2015 that could be reviewed. This was to ensure that Logan is considering all existing retail issues and future retail trends.) • generated more than $95 million in investment through promoting the City of Logan • created or retained more than 450 jobs as a result of investment generated • successfully attracted an international drone delivery service company to establish its first (Australian) commercial operation • continued the successful allocation of the Investment Attraction Incentive Fund (This contributed to creating 123 jobs and $64 million in capital investment. It returned $256 for each $1 spent on Capex and one job per $2,032 invested.) • promoted the Business Case for Health and Medical Investment to: o local markets o national markets o international markets (The promotion focused on attracting specific investment, development and health services into the city.) • enabled the introduction and signing of Memorandum of Understandings between MiTAC Information Technology Corp and Council • developed a digital International Education Capability Guide (available in 4 languages) – shared with international markets and partners • delivered more than 30 business relevant workshops for businesses. Topics covered include:
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o financial wellbeing o Griffith University entrepreneurship seminar on digital marketing o mentoring for growth o digital marketing o record keeping o employer essentials o basic safety management systems o building your brand o support for new businesses in Flagstone o Griffith University entrepreneurship seminar on moving from concept to commercialisation o tendering for government o using data to grow your business o create your problem-solving culture (in partnership with the Australasian Interim Executive Association) o starting and registering a small business o financial commitments o business tax essentials.
• We also delivered alternative support options for businesses during COVID-19. Officers were actively involved in the activities of the Economic Recovery Sub-Group. These included: o direct phone calls to check-in with business owners and provide guidance on the range of local, state and federal support initiatives o developing a dedicated web page providing links to key sites and information o listing and promoting a range of business support webinars o undertaking a business survey to: understand the impact to businesses assist in identifying future training and workshop needs for businesses.
Economic sustainability highlight New business spurs jobs for the City of Logan About A business attraction incentive lured 4 companies from the following sectors: • technology • training • home improvement • social enterprise. Actions Council’s Investment Attraction Incentive Fund began in 2018 to attract projects that would provide significant economic benefits and job creation for Logan.
4 companies now calling Logan home as a result of the incentive are: • HELP Enterprises: a social enterprise with a mission to enhance the lifestyle, independence and employment of people with a disability. It provides meaningful employment at its warehousing and distribution centre in Crestmead. • Pinnacle Hardware: a home improvement product supplier to the DIY market. It specialises in storage solutions, garden sheds and pet enclosures. It distributes products through Bunnings retail chains. Pinnacle Hardware established its Queensland distribution centre in Berrinba.
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• GO1: a global, online education and training aggregator. It provides a one-stop shop for corporate and individual training needs. GO1 offers more than 45,000 different online training courses from training and education content providers. GO1 has established its global headquarters in Underwood. • Plumbing Industry Climate Action Centre (PICAC) – an industry-led training facility. It provides trainees with education and tools. PICAC's new training facility is in Beenleigh.
Outcome The 4 businesses will create the equivalent of 236 new jobs and inject millions into the local economy.
Social sustainability Social sustainability is focused on ensuring our community has access to the services and resources it needs for an adequate level of quality of life and personal wellbeing. Council facilitates access to a range of initiatives and resources to work towards achieving long-term social sustainability.
Highlights In the 2019/2020 financial year we: • delivered a tender process to start detailed design for the staged construction of the Animal Management Centre redevelopment • delivered a second Automated Number Plate Recognition Vehicle to enhance pedestrian and traffic safety in the city, in particular at school zones • delivered actions from the City of Logan Animal Care Strategy 2018-2022 including: o expanding animal rehoming and sales programs o providing new services to help reunite animals with their owners o introducing a responsible cat ownership education program • finalised our new animal keeping laws for the general keeping of cats and dogs (The proposed laws were shaped after an 8 month review of a final stage of community engagement.) • completed the final stage of the Community Engagement Program • delivered a local law amendment process • delivered our Be Pet Smart Program to more than 2,195 students • delivered the 2018-2022 City of Logan Biosecurity Plan • managed more than 310 animal and plant customer requests • delivered our KRANK school holiday program, providing opportunities for school-age young people to participate in affordable, healthy activities and connect with each other and their community • delivered the Live Well Logan program of free and low-cost active and healthy activities to improve the health and wellbeing of Logan residents across 6 categories: o children's activities o cooking and nutrition classes o fitness and sports o gardening o gentle movement classes o wellbeing classes • delivered the Logan Safety Camera program to increase community safety • delivered actions for implementing the City of Logan Safe City Strategy and Action Plan 2016-2020 including: o annual City of Logan crime and safety profile o knife possession crime prevention campaign o 2019 Safe City Logan community survey o 48 targeted divisional community safety and crime prevention initiatives o 2019 City of Logan Safe City Awards
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o engagement and capacity building with community safety volunteer groups o delivery of Logan Community Safety Advisory Group meetings o building social capital hubs o Youth Street Hubz o Not Now, Not Ever in Logan domestic violence campaign o quarterly Safe City Logan e-Newsletter • delivered an annual action plan to prioritise and resource the new Community Infrastructure Strategy (CIS) • delivered a 10-year capital program for community facilities. • delivered actions from the Community Engagement Strategy 2017-2021to set the framework for how Council engages meaningfully with the community • delivered the annual action plan from Council's Arts, Culture and Heritage Strategy 2018-2022 to improve community capacity and the image of the city • delivered early years services and the 'First Five Forever' initiative to support early years and literacy- based development for Logan families with children under 5 • delivered improvements to library facilities, equipment and technology to support access and inclusion for the community • finalised the Logan City Council Events Strategy 2020-2025, which will guide the strategic direction of city-wide events over 5 years • designed a program for attracting small, medium and large scale events to the City of Logan to showcase the city as a thriving destination. • delivered a new city brand and marketing strategy to: o instil community pride o strategy position the city o contribute to economic growth through tourism and business investment • generated more than 2,260 media items featuring Council, reaching a collective audience of more than 65 million people • delivered construction works of the new PCYC at Cronulla Park to increase participation in physical activity • commenced construction of the Usher Park Rugby League Facility to increase participation in physical activity • implemented the Active Logan Strategy 2016-2028. This was to increase participation in physical activity.
Social sustainability highlight Community Infrastructure Strategy About In June 2019, Council adopted the Community Infrastructure Strategy 2019-2041 (CIS). The CIS guides community infrastructure provision in the City of Logan over the next 20 years. Based on a comprehensive, evidence-based needs analysis, the CIS includes a detailed network plan. This plan outlines 77 community infrastructure recommendations. They range from preliminary investigations and planning studies, to upgrades of existing facilities or development of new community infrastructure. The annual action plan for the 2020/2021 financial year identifies 14 priority projects.
The CIS Annual Action Plan identifies the priority actions Council will focus on next financial year. It has been prepared as a practical, short-term plan, aligned to Council's annual budget and operational plans. The action plan will guide Council's work in community infrastructure planning and delivery and monitor and evaluate progress against the actions. It is intended to be a working document and updated regularly as actions are progressed. At the end of each financial year, we will report our progress.
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Actions The annual action plan was a collaboration between a range of Council branches: • Community Services • Sport, Leisure and Facilities • Libraries and Creative Industries • Finance • Development Assessment • Economic Development and Strategy.
The working group developed project prioritisation through a matrix evaluation.
In prioritising infrastructure items for the action plan, there were competing interests among branches and all projects had to be treated equally. The prioritisation matrix was created as a means to provide fair, objective analysis of each project based on weighted scoring. At least 3 people from the working group were required to work collaboratively and agree on the scoring based on criteria around: • community need and benefit • economic sustainability efficiency and value for money • strategic alignment • community commitment. Outcome The CIS Action Plan will be implemented for financial year 2020/2021 with a focus on 14 priority projects. These will directly serve the community. These projects relate to: • investigating and delivering community hubs and community spaces • upgrading existing facilities • consolidating the infrastructure network.
Community Infrastructure Strategy 10-year capital program About A draft 10-year capital program for community facilities will help Council's financial modelling and forecasting. It will also guide advocacy and infrastructure implementation planning.
The aim of this project was to: • develop a 10-year capital works program • inform future priorities and the schedule of works for the land for community facilities.
This project involved developing a clear understanding of timing for: • land acquisition • delivery of community facilities.
The delivery of facilities is affected by: • population growth rates • existing or projected development pressures or demand • timing of all processes required for delivery of infrastructure. Actions The key challenge of the 10-year capital works plan was balancing community need versus financial affordability. With some projects, alternative revenue streams or grant funding are required. In other instances, unexpected community infrastructure needs could emerge.
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The 10-year capital works plan can therefore only be used as an informative tool to help plan or unlock other means of funding. To overcome this challenge, the Community Infrastructure Working Group agreed to take a different approach to capital funding allocations.
Instead of the plan being project-specific, it should consider a nominal annual budget. This can then be amortised, allowing flexible infrastructure delivery based on identified needs. This will be a new project to consider in 2020/2021. Outcome A draft 10-year capital works plan for community infrastructure now informs financial modelling for planning and construction.
It allows Council to be realistic and transparent on the cost and priorities of community infrastructure. It also enables Council to plan for the delivery of needed facilities.
Road and Water Infrastructure Directorate summary The Road and Water Infrastructure Directorate combines planning, design, construction and ongoing maintenance of roads, drainage, bridges, footpaths, cycle paths, water and wastewater infrastructure. Disaster management planning and response also sits under this directorate.
Branches • Disaster Management* • Road Construction and Maintenance • Road Infrastructure Delivery • Road Infrastructure Planning • Water Business • Water Infrastructure • Water Operations
* The Disaster Management Program does not sit within a branch. It reports directly to the Director of Road and Water Infrastructure.
Core services • Building organisation and community capability to prepare for, respond to and recover from disaster events that impact the city • Collecting, treating and disposing of wastewater • Flood and stormwater planning • Future planning, design and construction of new water and wastewater infrastructure • Specialist engineering advice • Infrastructure planning, design, construction and maintenance of roads, drainage, bridges, footpaths and cyclepaths • Land surveying, mapping and aerial photography • Management and maintenance of all water and wastewater network assets • Provision of a potable water supply • Road and drainage contract management • Road asset management • Road safety coordination
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• Traffic operations • Transport planning
Looking back Australian bushfires About Last year Australia experienced one of the worst bushfire emergencies in its history. The fires burnt more than 18 million hectares across Australia and devastated homes and wildlife. Actions Council supported Queensland Fire and Emergency Services and neighbouring Councils by providing heavy machinery to help create fire breaks. We also supported firefighters on the ground by activating Council’s Fire Management Team. Trained staff were provided to neighbouring Councils to help with incident management response. We partnered with Queensland Fire and Emergency Services to share key safety messages to the community. Outcome Logan SES provided operation support to 2 major fire incidents within the South East region. Roles included: • transportation of firefighters to and from staging areas • movement of fire appliances between sites • logistic support with meals and welfare of firefighters on the ground • coordination of staging areas • ensuring vehicle movements were recorded accurately.
Way2Go – Connecting Logan About There are 132 actions listed in the implementation plan of Way2Go – Connecting Logan. Actions in Way2Go have been assigned at least one time frame category including: • ongoing • immediate • short • medium • long.
The detailed actions provide a clear path for the implementation of Way2Go.
A variety of transport activities will be developed over the life of Way2Go. This is to address one or more actions in the plan. This will ensure Council improves connectivity across the city and achieves its transport vision. Actions Key investigations, studies and projects were conducted throughout the year, including: • scoping investigations to widen Teviot Road (Middle Road to Crowson Lane extension) to 4 lanes • scoping investigations to upgrade Wuraga Road (Prangley Road to Beaudesert-Beenleigh Road) • scoping investigations to widen Anzac Avenue/Kirk Road/Kenny Road to 4 lanes • scoping investigations to widen Chambers Flat Road (Kenny Road to Logan Reserve Road) to 4 lanes • options study to upgrade the Middle Road/Stoney Camp Road/Teviot Road interchange • options study to widen Goodna Road/Springfield-Greenbank Arterial to 4 lanes
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• developing the 2020/2021 Passenger Transport Accessible Infrastructure Program (PTAIP) Schedule of bus stop upgrades for DDA compliance • bus network review for short term improvements – in progress • medium term passenger transport network plan – project planning stage • development of a new Statement of Intent for gap footpath links – in progress • new service provider was appointed for Council Cabs service. Outcome Completed activities will be progressed to the detail design phase. They will then need to be adopted in future capital delivery programs.
TransLink and Council will consider investment in additional bus services and infrastructure upgrades once public transport studies are completed,
Improved services and routes will provide a more efficient network and better public transport experience for users.
We continued to support Logan’s seniors by appointing TransitCare to deliver the Council Cabs service.
The appointment of TransitCare for the Council Cabs service ensures our continued service to Logan's seniors.
Innovation in pavement design About Council trialled new pavement designs and the use of recycled materials on roadworks conducted in 2019/2020.
The opportunity arose at a roadworks project in Eagleby. The construction team was working on Logan Street between the intersection of Oliver St and Oliver’s Sports Complex. The ground was highly reactive, prompting the team to look at a new approach. This included using manufactured 2.3 recycled concrete pavement material.
The scope of works delivered were: • kerb and channel replacement • installation of new road pavement using different construction materials • laying 648 tonnes of asphalt replacement works • line marking.
The project was part of the annual Capital Roadworks and Drainage Program. Actions Council is a member of the Smart Pavements Australia Research Collaboration (SPARC) program. SPARC comprises: • Queensland University of Technology (QUT) • Australian Road Research Board (ARRB) • University of New South Wales (UNSW).
We worked collaboratively to design new pavements and construction methods. This included developing a range of different pavement types and depths for trialling at Logan Street.
The program installed sensors in the pavement. The sensors monitor the movement in the ground from seasonal moisture. This provides information to help understand how the pavement materials and construction methods perform over time on reactive soils.
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The aim was to help Council’s engineers develop pavement designs that best fit the ground conditions and provide value for money in road construction. This project also saw the new technology, ‘intelligence compaction’, used on a Council project for the first time. We worked in collaboration with the Department of Transport and Main Roads (DTMR) and Australian Roads and Research Board (ARRB) to: • procure an intelligence compaction roller • train staff on how the technology works and its benefits to construction projects. Outcome The new approach improved construction efficiency and reduced compaction time. It is helping contribute to Council’s aim to be more environmentally and economically sustainable. The project will potentially now be nominated for an Australian Asphalt Pavement Association (AAPA) award New Beith Road Upgrade in Greenbank About The largest road project delivered by Council during the year was an upgrade of a vital link road in the south- western area of Logan. Actions New Beith Road is a busy road. It links the fast-growing Logan south region to employment hotspots in neighbouring Ipswich and Greater Brisbane regions. It also provides a critical commuter connection for a growing number of residents and businesses in the Logan south area and beyond.
Sections of the road corridor pass through low-lying areas. This has led to flooding and pavement damage, resulting in temporary road closures during heavy rain and flooding events. This, in turn, has created ongoing motorist frustration.
Council started the upgrade of New Beith Road between Pub Lane and Citrine Street at Greenbank in July 2019. The works are the third stage of a progressive upgrade of this important road corridor. They were funded from Council’s 2019/20 Capital Roadworks and Drainage Program and a Transport Infrastructure Development Scheme grant.
A key challenge was constructing large concrete box culverts in a local waterway impacted heavily by wet weather events. Regular dewatering was essential to keep the project on track. Another challenge was constructing a culvert near a Seqwater trunk main with a 5 metre no-dig zone (exclusion zone). This required a redesign to ensure the water main was not compromised during construction. The solution included: • modifications to the apron slab design of the culvert • using rock protection (rip rap/rock dump on geofabric) to reduce erosion and ingress of water under the apron • maintaining 2-way traffic to reduce commuter impacts.
This latter was achieved by constructing offline traffic lanes at the start of works. Once complete, traffic was progressively switched onto the new lanes clearing the way for other works in the road corridor. A temporary side road was also constructed around the new box culverts, diverting traffic and negating the need for lane closures. Outcome The upgrade has: • improved flood immunity along the road corridor • enhanced the overall condition, safety and capacity of the road.
Work involved: • improving geometry and sight lines at intersections
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• raising, widening and reconstructing traffic lanes and road shoulders • replacing existing culverts with larger, more efficient structures • providing shared access paths for pedestrians and cyclists • raising the roundabout at the Pub Lane intersection to improve flood immunity.
Updating our hazard and risk profile for the city About A new Queensland Emergency Risk Management Framework was released. Council’s existing All Hazards Risk Assessment had to be reviewed and updated into the new framework. Actions A workshop was held with key stakeholders, including: • Logan City Council staff • Local Disaster Management Group members • GHD representatives • Utilities representatives (Logan Water, Energex and APA Group) • Queensland Ambulance Service • Queensland Fire and Emergency Services • Queensland Police Service • Queensland Health • Queensland Department of Transport and Main Roads • Queensland Department of Agriculture and Biosecurity Queensland • Red Cross Outcome An updated All Hazards Risk Assessment was produced. The new report aligns with Queensland State Disaster Management Plan. It provides a detailed breakdown of: • each identified hazard, including: o description o likelihood o consequence o overall residual risk rating • seasonally identified hazards where time of year is a factor in analysis and decision-making • summary of results for each risk
The revised All Hazards Risk Assessment was submitted in January 2020 to Queensland Fire and Emergency Services and the Logan District Disaster Management Group.
Fire hydrant maintenance program About Logan Water again conducted its fire hydrant maintenance program during the year. This included flow testing, replacement and general maintenance of fire hydrants across the city. This is to ensure that the city's water supply network is ready to support our firefighters and the community, in the unfortunate event of a fire. Actions Logan Water has about 21,750 active but ageing fire hydrants in the city’s water supply network. Some are up to 53 years old. Of those, 23 per cent (4,526 hydrants) were installed before 1980 and are not likely to be operating
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as efficiently as possible. This can result in low fire hydrant pressures and failure to achieve the required 15 litres per second flow.
Our ongoing maintenance program ensures that fire hydrants are able to meet desired service requirements for the community. While no significant issues have occurred, Council must ensure it has a good understanding of its hydrants’ performance and condition, and maintenance or replacement requirements. Outcome 8,142 fire hydrants were included in this year’s fire hydrant maintenance program: • 4,129 flow tested • 291 replaced • 3,722 maintained.
Waste to energy project an Australian first About A pioneering project at Logan’s largest wastewater treatment plant (WWTP) will turn waste into power and a beneficial product. Actions Our Australian-first process uses sewage sludge (biosolids) to create heat energy. A by-product is an environmentally friendly soil conditioner. Loganholme WWTP currently provides services to around 300,000 people and produces 34,000 tonnes of biosolids each year. Each day, up to 6 truckloads of biosolids are taken 300 kilometres to the Darling Downs for land application.
That volume will reduce dramatically once the new biosolids gasification facility comes online. The new process involves drying biosolids which are then heated to more than 600 degrees Celsius. The energy created from the heating process is reused to assist with the initial drying phase.
The innovative biosolids gasification process reduces the volume of biosolids by around 90 per cent.
With support from an onsite solar power system, the biosolids gasification facility will be energy neutral.
The end product of the process is a biochar pellet containing carbon, phosphorus and potassium. Outcome A demonstration facility began work this year with the full-scale facility expected to be operational by mid-2021.
Once fully operating the facility will set the benchmark in sustainable biosolids management. It will initially reduce carbon emissions by about 4,800 tonnes each year.
Looking forward What is coming up in the next 12-18 months? We will • conduct inspection of stormwater gully pits, including maintenance, flooding and financial reporting benefits • develop a Statement of Intent for the Gravel Road and Shoulder Seal (GRASS) Program to provide safer roads in the rural areas of the city • develop a statement of intent for footpaths
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• deliver the Paving the Way transformation project to enhance the culture and performance of the Road Construction and Maintenance Branch • review safety training for Roads staff to ensure safe work practices are in place to protect our staff • undertake master planning for the Marsden depot to ensure our facilities meet service level needs of the city • undertake master planning for a possible new depot at Jimboomba depot to ensure our facilities meet service level needs of the city • deliver the annual Road Maintenance Program • deliver the annual Road Construction Program • implement and evaluate the SafeRoads4Logan, Road Safety Strategy 2017-2021 • deliver the first stage for developing a report on the medium term needs for Logan's public transport system • complete a condition survey of the sealed road network • finalise the Logan and Albert River floodplain study and plan • deliver the annual road and drainage capital program • deliver construction works for the Compton Road cycleway project • commission the Cedar Grove Wastewater Treatment Plant (WWTP) in the Cedar Grove Environment Centre • deliver master planning works for the Chambers Flat WWTP and associated trunk infrastructure • deliver an updated hazard and risk profile for the city • deliver the annual review of the Local Disaster Management Plan, sub-plans and standard operating procedures • deliver the Chambers Flat Road upgrade from Kings Way to Mount Lindesay Highway, Chambers Flat • deliver city-wide pavement rehabilitation, asphalt and spray seal resurfacing works • upgrade our stormwater drainage system in the Woodlands Drive catchment in Rochedale South • replace Scott Lane culvert with a new concrete bridge in North Maclean • construct the first stage of Doug White Drive in Park Ridge • upgrade and signalise the intersection at: o Browns Plains Road o Campden Street o Scrubby Creek Road • deliver rehabilitation of the stormwater drainage system running through the Grand Plaza precinct in Browns Plains • deliver stormwater drainage system upgrades in the Woodbeck Street catchment in Eagleby • construct the shared footpath and cycleway on Compton Road in Slacks Creek.
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Community Services Directorate summary The Community Services Directorate develops and delivers services, facilities and programs that are designed to enhance the quality of life for Logan residents. It achieves this by collaborating with key stakeholders across other levels of government, community agency partners and the broader City of Logan community.
Branches • City Standards and Animal Care • Community Services • Customer Experience and Community Engagement • Libraries and Creative Industries • Marketing and Events • Media • Parks • Sport, Leisure and Facilities
Core services • Amenity and safety regulation on public places and residential premises • Animal Care - promoting responsible pet ownership: o reuniting pets with their owners o rehoming cats and dogs o animal public safety o nuisance response services • Biosecurity services in pest animal and weed management and vector (mosquito) control services • Community-based safety and crime-prevention initiatives including the Logan Safety Camera Program • Community development initiatives, including providing advice and support to community groups and organisations to assist in implementing a variety of programs • Community engagement including forums, workshops, surveys, market and customer research • Community parking regulation response and enforcement • Customer service delivery via Council’s service centres, contact centre and digital and online service channels (website and social media feeds) • Facilities planning, construction, maintenance and management, including community venues, aquatic centres and sports facilities • Graffiti removal services and preventive actions to deter graffiti and tagging • Library and creative industry services, including arts and public art programs, history and local heritage resources, community learning and support programs • Libraries, Logan Art Gallery and Mayes Cottage management • Logan Entertainment Centre and Beenleigh Events Centre management • Full service marketing advisory support, including: o corporate campaigns o design and digital services o city image campaign o event service delivery o sponsorship programs o an events attraction program. • Social planning including identifying community needs, examining the social impacts of development, and design strategies to enhance and benefit the community • Planning, construction, management and maintenance of parks, natural areas, cemeteries and road reserve vegetation.
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Looking back New water play parks About Our 2 new water play parks were opened during the summer and became instant hits among Logan residents and visitors. Actions The Flagstone water play area includes: • a 10-metre high rain tree with o dumping buckets o rainfall curtain o water cannons • 2 smaller rain trees with tipping buckets • 20 ground sprays.
The facility was named as a finalist in the category of Infrastructure Project of the Year category at the Australian Construction Awards 2020.
The Logan Gardens water play area showcases Indigenous art designs by Kingston-based artist and Kuku-Yalanji and Biri woman Jessica Skeen-McKinnon. Jessica painted 3 designs, titled Logan – A place of resilience and harmonious growth, on canvas using acrylic paint. They have been used on the area’s water table, shade sails and wet ground area in her first public artwork.
The waterpark at Logan Gardens also includes: • a pop jet plaza with 12 fountains that light up at night • a dumping bucket • 10 totem poles • a water table. Outcome In line with Council’s sustainability policy, water use at both facilities is minimised by recycling, filtering and sanitising. Admission to Flagstone and Logan Gardens water play areas is free.
Home learning hub About Logan City Council Libraries introduced a new Home Learning Hub to help Logan’s school students learn from home during the COVID-19 pandemic. The Home Learning Hub is a support service and web resource, available via the library website. It links services and resources to families who may need extra help. Actions The Home Learning Hub is available for students from Prep to high school. Students can access a range of free online resources, one-on-one help and reading ideas. The home learning hub provides access to library staff who offer support and advice to parents and students over the phone or online. Outcome Logan Libraries’ staff are able to help students find the things they need from the library collection. This includes resources for completing assignments and eBooks for them to use to practice their reading skills. Children needing support to read or practice speaking English are also supported with access to Reading Help. This was another a new service introduced in 2020 by Logan City Council Libraries.
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As a long-term commitment to supporting ongoing learning across the City of Logan, Council will continue to provide the Logan Libraries' Home Learning Hub to Logan’s families via loglib.org/homelearn.
Cultivating our brand About Council’s existing corporate logo, with minor variations, has served the City of Logan for more than 2 decades. The City of Logan is changing rapidly and needs a clear and contemporary identity. It needs an identity that resonates with audiences through a distinct and recognisable image. The City of Logan also needs to be promoted as an entity. We need to dispel any remaining misconception the city is a suburb of Brisbane.
In developing a new brand for the City of Logan, Council aims to: • reflect corporate priorities • instil community pride • contribute to economic growth through tourism and business investment. Actions Council partnered with Map Creative and sought input from key stakeholders to determine core components of brand and positioning. This provided direction for developing imagery and a fresh, distinctive and cost-effective logo. Outcome The result is an exciting, vibrant and practical brand. It encompasses our vision, values, place and community alike. Council endorsed the new logo on 10 June 2020 and approved a cost-effective, transition to phase in the logo over 2 years. The logo is expected to serve the city over many years.
Transforming our website About This year we launched a new corporate website. It was a full transformation with a 'community first' focus. Action Following a website review, we decided we needed more than a website facelift. Council approved funding for a new website in the 2018/2019 budget. We set out to build a modern, customer-focused and accessible website that responded to community needs and community interests. The website project involved 4 stages: 1. Initial research – to examine the current website from users’ and stakeholders’ perspectives and compare it with the websites of other councils 2. Site redesign – to review and rethink every aspect of the site’s structure, navigation, content and self- service tools 3. Implementation research – to test the new site and receive user feedback prior to the launch 4. Ongoing review, reflection and development – to continually improve and update the new site.
Council’s new website was driven by our ‘community first’ values: • ‘We work together to know our customers’ needs so we can deliver what matters and what makes a difference.’ • ‘We make decisions with empathy and recognise that our community’s needs are at the core of every decision we make now and into the future.'
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Outcome The website achieved compliance goals for website accessibility and plain English. To achieve this, we delivered a website that: • uses plain, simple language • presents content that is easy to scan and quick to read • minimises attached PDFs and other non-accessible documents • works well with assistive technologies including voice readers and an automatic translator • improves ways for the community to interact with the council, including improved self-service options • provides a website architecture that suits Council’s needs for the foreseeable future, in a way that is customer focused, dynamic and updatable.
New green machines keeping students safe About This year we urged families to focus on getting kids to and from school safely. Actions We partnered with Queensland Police to patrol school zones to ensure student safety. We also introduced 2 electric number plate recognition vehicles to enforce parking rules. The cars can travel up to 450 kilometres on a single charge, and include anti-collision and avoidance technologies. Outcome The lack of a petrol motor means the vehicles incur lower servicing costs for Council. The vehicles have a fresh new look to promote proper parking practices and safety in school zones. Our ‘Patrick Pace Car’ was also back out on the streets to set the pace around local schools. Reduced speed limits of 40 kilometres per hour apply in school zones.
Redevelopment of the Kingston Butter Factory About The iconic Kingston Butter Factory site is being transformed into the city's premier entertainment and visual arts precinct. Extensive planning and design work was undertaken in 2019/2020. Actions The Kingston Butter Factory Cultural Precinct will feature: • an outdoor stage with audience capacity for 5,000 people • an indoor theatre space • a living museum • a heritage centre • a refurbished cottage • extensive parklands including an outdoor plaza event space.
Additional major civil works include: • new access road and bridge to the site • new car parking.
The design of the site was challenging given it is flood-affected. The new bridge was designed so it would not have an adverse impact on local creek flooding.
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The new theatre and living museum will be located inside an old building (the Kingston Butter Factory), which also created challenges. The inside of the building required extensive demolition and removal of asbestos, which was carried out as part of an early works package. Outcome Project construction has commenced and is due to be completed in early 2021.
Delivering our Logan Safety Camera Program About The Logan Safety Camera Program is one component of the Community Safety Program's holistic response to reducing and preventing crime and increasing community safety.
The purpose of the Logan Safety Camera Program is to: • increase community safety throughout the City of Logan • detect and reduce anti-social and unlawful behaviour • support the Queensland Police Service to identify and effectively prosecute offenders.
To deliver intended outcomes, it’s important for the program to continue to develop and grow with the city. This includes continuing to expand the camera network, which has been the main focus for the past 2 to 3 years. Actions This year the program: • introduced the Queensland Police Service Logan District Tasking and Coordination Centre (DTACC), with operations conducted from the Logan Safety Camera Program Monitoring Room • more than doubled the number of incidents captured on the network: o Approximately 4,500 incidents were captured between July 2019 and June 2020. o This was achieved from the increased partnership with the Queensland Police Service. • installed live CCTV streaming to the Logan Central and Logan Village/Yarrabilba police stations • completed the Federal Government's Safer Communities Funding (Round 2) • replaced 13 cameras under the capital works replacement schedule • streamed 6 new sites into the Monitoring Room as a part of the corporate camera integration project • introduced a new data management system for the Logan Safety Camera Program • increasingly used analytics, including intruder detection, licence plate recognition and vehicle search technology • provided greater insight into the effectiveness of CCTV monitoring room environments through a joint project with the University of Queensland • upgraded the Logan Safety Camera Program video management system mapping integration, which allows Monitoring Officers to: o increase their ability to track moving incidents o follow incidents such as police pursuits. • worked with internal and external stakeholders to monitor situations (The police, particularly the Logan DTACC, were key stakeholders enforcing COVID-19 health directiveS.) • managed stakeholder expectations, which have been a challenge for the Logan Safety Camera Program over the past 12 months • completed significant work on CCTV projects in partnership with the following internal branches: o Economic Development and Strategy o Road Infrastructure Planning o Parks o Sport, Leisure and Facilities.
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Outcome The Logan Safety Camera Program continued to deliver a safer community. Due to the closer partnership with the Queensland Police Service, significant positive outcomes have been achieved. The program captured incidents and deterred many more. It increases community safety perceptions in monitored public places throughout the city.
Looking forward What’s coming up in the next 12-18 months? We will: • deliver actions from the annual action plan of Council’s Arts, Culture and Heritage Strategy 2018-2022 o improving community capacity and the image of the city, through 5 strategic outcomes: development engagement places and Spaces partnerships communication • develop and curate content for the Living Museum of Logan at the Kingston Butter Factory (The initiative will share the stories of our culturally diverse and first nations communities.) • deliver significant public art projects to enhance the city's image and community pride • deliver the libraries early years services and 'First Five Forever' initiative, supporting early years and literacy-based development for families with children under 5 • deliver a library awareness campaign to improve community uptake of resources and services • deliver the outcomes of the Libraries Learning and Discovery Strategy 2019-2023 o improving library programming to the community, through the 6 strategic priorities: access and inclusion economic opportunity nurturing learning and wellbeing sustainability connected community embracing life-long curiosity and discovery • deliver procurement requirements for the Library Management System (LMS) renewal to improve future services to customers • continue to deliver the City of Logan Biosecurity Plan 2017/2022 • continue to deliver the City of Logan Animal Care Strategy 2018/2022 • deliver enhancements and new features to the corporate website to enhance our digital customer experiences, including: o completing accessibility standards and certification o enabling and enacting live chat functionality o redeveloping the careers section • develop a revised Community Engagement Strategy to further enhance Council’s commitment to broader engagement practices and processes, including: • community consultation on the draft strategy • consultation process with Elected Members • council endorsement of finalised version • finalise a Customer Experience Strategy with input from the community and internal stakeholders, and seek Council endorsement • develop the Community Infrastructure Strategy Annual Action Plan for 2021/2022 • deliver a health and wellbeing program for all ages and abilities • deliver community services grants that fund community organisations • deliver a school holiday program for 5 to 17-year olds • coordinate the implementation of the Access and Inclusion Plan 2019-2022
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• coordinate the implementation of the Reconciliation Action Plan • deliver the Community Development Action Plan • deliver a crime profile that provides a detailed analysis of key crimes in the City of Logan • deliver a safe city awards event • deliver a safe city community survey • deliver expo-style ‘building social capital’ community hubs that bring together social support networks • replace CCTV safety cameras as scheduled • deliver a new Safe City Strategy and Action Plan to replace the current 2016-2020 Strategy and Action Plan • deliver targeted crime prevention and community safety activities to respond to crime and safety concerns for local communities • deliver expo-style ‘Youth Street Hubz’ focused on young people, bringing together social support networks across the Logan community • deliver detailed design work for a new general community space at Greater Flagstone • deliver detailed design for a new district-level community centre at Yarrabilba • deliver an Illegal Dumping Team project, funded by the State Government • develop a revised community engagement strategy, with input from the community • deliver a news and community website • deliver key marketing objectives from the City Positioning and Marketing Roadmap • implement a Logan City Council Events Strategy 2020-2025 • deliver the Parks Asset Renewal Program • implement alternative faith burials at Beenleigh Cemetery • implement tree inventory software • implement digital volunteer management software • deliver our Free Trees program • consolidate maintenance activities for water features in parks • deliver bridge maintenance repairs in parks • implement sanitary waste units within park toilet facilities • deliver park infrastructure through the Parks Capital Works Program • deliver construction works of a new PCYC at Cronulla Park • construct an outdoor events space and redevelop the Kingston Butter Factory.
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Organisational Services Directorate summary The Organisational Services Directorate provides services to support Council business units and city services including: • property management • plant fleet services • finance • procurement • legislative requirements • human resourcing.
Branches • Administration • Corporate Governance • Finance • Information Services • People and Culture • Plant Fleet Services
Core services • Managing and maintaining Council facilities and buildings • Purchasing, tendering and contract management • Corporate property management, property acquisition and disposal • Corporate risk management and insurance • Financial management, including corporate budgeting, estimating and reporting, financial systems, financial accounting and rates administration • Internal audit, intergovernmental advocacy and grants and subsidies administration • Records management, legal services and Right to Information (RTI) and Information Privacy (IP) • Workforce management, including recruitment, training, workplace health and safety and workforce planning • Information Technology, including: o information communication technology planning o delivery and operations • Plant and fleet management, purchasing and repairs
Looking back Social Procurement and Buy Local Strategy About The Think Local, Buy Logan campaign is designed to support businesses by increasing local spending. Council has a Buy Local policy, which benefits local suppliers tendering for Council work and responding to requests for quotes. Actions A working group within the Innovation and City Transformation directorate was formed in November 2019. It aimed to understand internal issues with local and social procurement, and to develop solutions to help increase local spend.
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A campaign was run to increase local suppliers registered on the VendorPanel portal during November. This resulted in a 69 per cent increase in local supplier registrations. Outcome Benefits to the community include supporting the recovery from the impacts of COVID-19.
The choice to buy local is an easy one because it’s not only convenient but it also creates jobs for Logan workers.
Recently, Council led the way by awarding procurement contracts to 6 local companies: • Runsmart – a Meadowbrook company that specialises in branding and high-visibility clothing • Tradey’s – a work boots and work wear suppliers whose head office is in Browns Plains • Alpha First Aid – a specialist supplier based in Underwood • CNW – an electrical wholesaler based in Slacks Creek • David Robinson Landscaping Services – a business based in Shailer Park for 35 years • 5 Star Timbers – whose head office is in Woodridge
Together, the 6 companies employ 66 people who also live in Logan.
New vehicle wash bay continues ‘green’ commitment About Our Plant Fleet Services branch received level 3 accreditation in the Green Stamp Program run by the Motor Trades Associations of Australia (MTAA). Actions A new wash bay at our Marsden Depot was installed to support the green credentials of the organisation’s fleet operations. The new wash bay builds on the branch’s commitment to the environment.
The new infrastructure increases water efficiency. The water treatment systems also ensure clean water goes back into the stormwater system.
Features of the new wash bay include: • a separate paint wash bay to ensure no paint residue goes into drains • rainwater is the primary supply of water with an option to use town water • 3 rainwater tanks (totalling 67,500 litres) now supply water for use in the wash bay • waste collection now goes through a multi-stage process, which ensures all oil and waste contaminants are treated before entering the stormwater system • bunding (a concrete edge) installed around the outside to contain contaminants for treatment. Outcome The wash bay aligns with Council's new Sustainability Policy: Green and Renewable.
Under the policy, Council aims to reduce waste, energy consumption and carbon emissions. We also strive to be water-efficient and use recycled or reusable goods where practical.
As part of Council’s solar initiative, the Marsden Depot has installed 250 solar PV panels. The panels return energy to the grid and allow the depot to run almost solely on solar-generated power.
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Council-wide digital strategy About Digital technology has impacted the business environment and our personal lives. Local governments now depend on digital technology to fulfil their purpose and service the community.
Council has been proactive in responding to these changes. Developing and executing a Digital Strategy is a priority focus of the Corporate Plan 2017—2022.
The Digital Strategy supports the priority Next Generation Governance, and is also an enabler for the: • City Futures Strategy • Corporate Innovation Strategy • Customer Experience Strategy • People Plan.
The Digital Strategy was developed in November 2019 following significant engagement with representatives from all areas of Council. Several initiatives are now being implemented to execute the strategy and transform us into a digital business.
The Digital Strategy describes how Council will survive and thrive in a digital world. The strategy provides a roadmap for us to follow so we can leverage digital services to make a sustainable difference to the community.
Executing the Digital Strategy will: • enhance customer service outcomes • improve operational efficiency • enable a culture of innovation.
Underpinning the Digital Strategy are 2 key themes, supported by our guiding principles and goals: • Key themes: o Information driving customer-centric solutions o Business efficiency • Guiding principles: o Our customer service outcomes are enabled by digital services. o Our digital services increase efficiency. o Our information is treated as a strategic asset. o Our business productivity will improve through collaboration. o Our culture of innovation is enabled by our digital services. • Goals and objectives: o Digital services are flexible, responsive and enable great customer service. o Information is accessible, managed and secured. o Digital services are integrated and managed to optimise the value of our investments. o Digital services support innovative ways of working (differently and better). o Governance enables transparency of the digital transformation process. Actions To execute the Digital Strategy, we are delivering initiatives to help us transform to a digital business. The key focus areas are: • Modern Digital Workplace Program – transforming our working environment to a Digital Workplace by providing staff with the right tools to perform their role wherever they need to. • Enterprise Information Management – establishing a strategy, and a framework to improve the quality of information, increasing its accessibility to drive customer-centric solutions • Enterprise ICT Security – managing the operational risk in a digital organisation • Information Services Review – ensuring the right capability, alignment and performance to thrive in a digital world.
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Outcome The timeline for executing the Digital Strategy aligns to the Corporate Plan 2017—2022. With 3 years to go, results are accumulating along the journey rather than a ‘big bang’ rollout at the end.
Results so far include: • enabling work from home for 1300+ staff • designing and categorising staff into digital workplace personas to help us rollout fit-for-purpose and more modern technology • installing new corporate Wi-Fi capability at 150 Wembley Road, the Logan Art Gallery, and the Marsden Depot • making it easier for staff to connect, communicate, and collaborate by rolling out collaboration tools under the Office 365 suite: o Microsoft Teams o OneDrive o Microsoft Stream • improving security by rolling out multi-factor authentication and providing IT Security compliance training for all staff • improving data quality of core systems.
Traineeship and Apprenticeship Program About Our Traineeship and Apprenticeship Program attracts hundreds of applications from Logan’s young people each year. The program was delivered in partnership with Maxima, MEGT and All Trades Queensland. Traineeships on offer in 2019 included: • business • events • hospitality • information technology • library and information services • marketing • sport and recreation • pest management.
When considering placements, our focus is on diversity and ensuring we have a cohort that represents our local community. Actions Highlights from 2019 intake include: • 3 female trainees/apprentices working in male-dominated areas • 6 trainees/apprentices who identify as Aboriginal and Torres Strait Islander • one trainee who identifies as Australian South Sea Islander. Outcome Council offers a nationally recognised qualification for trainees and apprentices. There are also a number of other opportunities that complement the qualification, including: • Council’s Learning and Development Training Suite, with topics including: o personal productivity and focus o improving productivity and time management o communication techniques
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o assertiveness o conflict resolution • job readiness training • ambassador role at the annual IGNITE Youth Careers Expo • nominee opportunity for Trainee and Apprentice Awards • Trainee and Apprentice Yearbook.
At the end of their traineeship or apprenticeship, graduates are ready and able to start immediate employment. Some graduates are offered employment locally, either with Council or a local business. Others go on to further study and some find another employment path altogether.
Looking forward What’s coming up in the next 12-18 months? We will: • obtain external quality management accreditation - QMISO9001:2015 • adopt the Sustainable Fleet Management Strategy • build a catalogue of standardised assets for plant-fleet operations to: o improve efficiencies to reduce costs and waste • deliver strategic People Plan projects to enable and support our people to deliver on Council’s Corporate Plan 2017—2022 • deliver year one of the new 3-year Health and Safety Strategy to ensure the safety of our people, contractors and community • build resilience and maximise the physical and mental health and wellbeing of our people • implement an undergraduate program for our Water Business to attract, develop and retain a valuable workforce • deliver the 2020-21 Refugee Work Experience and Traineeship Program to ensure we have a diverse workforce and that we celebrate the success of our trainees • deliver a COVID-friendly Youth Careers Hub to attract, develop and retain a valuable workforce during a pandemic • deliver enhanced Workforce Relations reporting systems to: o ensure compliance with internal policy and regulatory requirements o enable the analysis of workforce relations metrics to inform future workforce initiatives • implement improved Human Resource Information Systems to improve data capture and management as well as enhanced reporting to enable better decision-making • develop a combined ‘Think Local, Buy Logan’ social and local marketing campaign • develop and implement a compliance management system • develop and implement a governance framework
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Innovation and City Transformation Directorate summary The Innovation and City Transformation Directorate is made up of centres of excellence, working strategically alongside internal and external stakeholders to help Council transform the organisation and our city. The directorate’s aim is to help empower our people to realise the potential – within Council and across the city – by finding new ways to solve problems and do things differently and better. Its teams do this through strategic collaboration, connections and communication.
Branches • Advocacy1 • Business Transformation • City Transformation • Office of the Innovation and City Transformation Director2
Core services • Strategy development advice and support • Government relations coordination and management • Advocacy strategy and policy development and implementation • Asset information management • Asset management governance • City of Choice coordination • Corporate strategy • Business performance reporting and management • Strategic projects development and management • Grants and subsidies coordination and management • Innovation ecosystem/economy and innovation hub development and support • Internal Council innovation project consulting, coordination and delivery support • Organisational planning • Program/project management advice and support • Regional collaboration • Smart City innovation projects development, delivery and operational management support • New venture/entrepreneurship development support
Looking back Advocacy for Logan About Council works to ensure our city has the infrastructure and services our people need. However, we can’t do this on our own. The Queensland and Australian Governments have a critical role to play. Actions One way the Advocacy Program does this is through the City of Choice initiative. This is a partnership approach through the City of Choice Leadership Team. It has representatives from Council, the community, local businesses and the Queensland and Australian Governments. Members work to influence government and community sector
1 The Advocacy Program is a special function that sits within the Office of the Innovation and City Transformation Directorate. 2 The Office of the Innovation and City Transformation Director is a program that reports directly to the Director of Innovation and City Transformation.
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stakeholders beyond the normal scope of local government. In 2019/2020, the City of Choice Leadership Team focused on: • social housing and precinct renewal • employment pathways • holistic support for people with addiction issues • celebrating cultural diversity.
The Advocacy Program also helps provide a stronger voice for the community. In 2019/2020, this included making written submissions relating to: • Inland Rail Senate Enquiry • Coomera Connector community consultation • Senate Committee for the proposed drug testing of welfare recipients in the City of Logan.
The team also worked with other South East Queensland councils to push for improved infrastructure for Logan under the tripartite City Deals and Olympic Games bid negotiations.
Securing funding from other levels of government is critical for Council. The Advocacy Program collaborates across the organisation to consolidate and coordinate grant opportunities. This ensures the quality of submissions are consistently high and increases the likelihood of success. Outcome The Advocacy Program continued to help Council and our community influence decision-makers. It helped strengthen relationships between governments, partnering to address challenges and identify opportunities for the city.
Transforming our city through innovation About We worked with businesses, innovators and communities. We operated a centre of excellence focused on: • helping build and strengthen connections across local, regional and national innovation ecosystems • collaborating across industry sectors to boost innovation capabilities of our residents • coordinating entrepreneurial excellence • promoting awareness of the types of jobs that will be in demand in the future. Actions This year we delivered 4 key actions to support innovation in the city including: • innovation economy and ecosystem development • Catapult Youth Entrepreneurship Program • CityStudio Logan • Innov8 Logan Outcome Outcomes of these key actions include: • Innovation economy and ecosystem development: We are working with national and international partners to develop a framework to build a strong innovation ecosystem and economy for the City of Logan. This involves planning for Logan’s first innovation hub, the coLab. • Catapult Youth Entrepreneurship Program: This is a Council-led partnership with the education, business and community sectors. It brings together a range of programs, events and activities. It is designed to help build an entrepreneurial mindset and enterprise skills among young people in Logan. This in turn will help: o make our young people more employable
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o define their pathways to high-value jobs o unleash entrepreneurs o open doors into the City of Logan’s innovation-driven economy. Catapult will help strengthen our city’s long-term economic prosperity. It is co-funded through the Queensland Government’s Advancing Regional Innovation Program. • CityStudio Logan: Through this program, Council collaborates with students, education facilities and community members. Together, we design and co-create experimental projects that make Logan more sustainable, liveable and inclusive. A key project in 2019/2020 involved QUT Landscape Architecture helping Council identify ways to create more user-friendly spaces at Tully Memorial Park, North Maclean. • Innov8 Logan: Innov8 continued to support the city’s innovation activities and promote start-up ventures and entrepreneurs in the region. Regular events included: o meetups to showcase innovative businesses o pitch nights for entrepreneurs. Innov8Logan provides a platform for local entrepreneurs to share their ideas and make connections. The initiative has strong social media channels to share the fantastic stories of innovation and entrepreneurship flourishing in Logan.
Looking forward What’s coming up in the next 12-18 months? We will: • plan and deliver the city's first innovation hub (coLab) to support scaling ventures • deliver the Catapult Program in collaboration with: o young people o industry o community o educators • deliver the Advocacy Strategy 2020-2024 and implement a program of priorities • deliver a renewed City of Choice initiative • coordinate Council grant submissions to secure higher levels of external funding from government agencies • drive policy change that delivers a benefit to the city through engagement, submissions and public comment • coordinate Council’s engagement to influence policy and investment decisions impacting the region and the City of Logan • deliver advocacy leading into the State Government election in October 2020 • engage all stakeholder groups across the city to develop a long-term plan and city vision • deliver the Asset Management Strategy • deliver the Corporate Innovation Strategy.
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Strategy and Sustainability Directorate summary The Strategy and Sustainability Directorate delivers the following services: • development assessment • land use and building investigation • planning and infrastructure policy • economic development • public health • environment • waste services.
Branches • Economic Development and Strategy • Health, Environment and Waste • Development Assessment
Core services • Development assessment services, including: o building and plumbing o development application approvals o town planning advice • Environmental health, including: o food business licensing o public health inspections o immunisation • Investigations services including: o investigations relating to land use, building, plumbing and construction • Natural environment, including: o waterways and catchment management o vegetation and biodiversity planning o community environmental education o carbon and energy management • Economic development, including: o economic and infrastructure development planning and design o short and long-term policies and investment attraction activities to support Council’s corporate priorities and the strategic vision for the City of Logan • Waste and recycling, including: o waste collection o recycling o operation of waste and recycling facilities
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Looking back Environmental events program About Each year, we coordinate a range of environmental events and activities. They aim to raise community awareness on the environment and sustainability. Actions Environmental activities and events were delivered year-round. Outcome The following events were delivered over the year: • Walking on Country bush walk, Daisy Hill Conservation Park, Daisy Hill • Junior Wildlife Science Workshop, Crestmead PCYC, Crestmead • Resilient Rivers Initiative get together, Cochrane Bridge Park, Woodhill • Kid's Nature Journaling Workshop and Nature Journaling Workshop, Dirram Yani Park, Jimboomba • Logan Eco Forum, Beenleigh Events Centre • Platypus Watch surveys, various locations on the Albert River • Platypus Ponderings, the White House of Waterford, Waterford • Platypus Watch for kids, Beenleigh Library, Beenleigh • Wildflower Walk, Plunkett Conservation Park, Cedar Creek • Walking on Country bushwalk, Eagleby Wetlands, Eagleby • Row the River, Larry Storey Park, Waterford • Property Fire Management Planning Workshop, Cedar Creek-Wolffdene Rural Fire Brigade, Wolffdene • Drought Management Workshop, Jimboomba Community Centre, Jimboomba • Guided Wetlands walk, Berrinba Wetlands, Berrinba • Sustainable Kids Workshop at Logan Gardens • Fire Management Information Night at Greenbank Rural Fire Brigade • Property Fire Management Planning Workshop at Wolffdene Rural Fire Brigade • Drought Management Workshop at Jimboomba Community Centre • Guided Wetlands walk at Berrinba Wetlands • Night Creatures • Row the River at Larry Storey Park • Walking on Country bush walk at Eagleby Wetlands.
Due to COVID-19 impacts, all environmental events and activities were postponed during the final quarter of 2019/2020. In response, we developed and delivered online resources to ensure community education could continue, including: • backyard weeds online educational video • backyard explorer activity sheet and online educational video - an at-home activity for children • Logan River Story – an educational resource for teachers and parents • launch of Weeds of Logan online resource – an at-home resource for community members.
Beenleigh Town Square LED screen About Council invested $370,000 to install a large outdoor multifunctional LED screen and PA System at Beenleigh Town Square. The aim was to help bring the community space to life, day and night. Features of the equipment installed include: • a fully programmable content management system
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• state-of-the-art PA system • remote control access. Actions Council extensively consulted with Beenleigh business owners and residents on the planning, design and construction of the LED screen. This occurred through the Beenleigh Advisory Group. Outcome Since the installation of the screen, the Beenleigh Town Square has hosted a range of highly successful new activities, including: • free community movie nights • Retro Gaming Console • INTERACT community engagement platform.
The Beenleigh Town Square screen is also used by community groups. By increasing activity in the space, the screen is helping improve safety and create ambience. This in turn will help increase social activity in the Beenleigh Town Centre and unlock the economic potential of this important commercial hub.
This project is a key outcome from the 2017 Beenleigh Summit. It was identified as one of the Beenleigh Implementation Fund Priority Projects and is part of the Beenleigh Place Activation Strategy.
Construction Taskforce About Council successfully rolled out its Construction Taskforce. The taskforce is a specialised unit dedicated to quickly and proactively managing the impacts of new development in the community.
Housing and growth data showed there is a significant amount of development in the pipeline for Logan over the next 5 to 10 years. This will include: • 80,000 new houses • significant amounts of commercial and infill development city-wide.
Nuisances from development sites in Logan are a common source of frustration for residents. There is a community need for a dedicated unit to manage the impacts of development on the city. These impacts need to be considered for the life of the project. Actions The taskforce involved embedded a proactive model of service delivery to manage impacts including: • air quality and dust • construction noise and vibration • road and footpath closures • vehicle movements and parking • working hours • light nuisance • stormwater and sediment control • tidiness of the development site • non-compliance with the construction management plan. Outcome The benefits of the taskforce achieved for the community included: • faster outcomes and better customer responsiveness
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• better industry behaviour and construction management practices • identification of emerging issues before they become major problems • fairness and transparency, placing all construction companies on a level playing field • public confidence that Council is serious about managing the impacts of development • long-term cost savings for ratepayers achieved through early resolution of problems.
Looking forward What’s coming up in the next 12-18 months? We will deliver: • Council's 2020 Emissions Profile Report • a range of environmental events and activities across the City of Logan • a Logan Environment Strategy that aligns with the Federal Strategy for Nature and Queensland Biodiversity Strategy • priority on-ground wildlife movement solutions based on hot spot prioritisation wildlife-vehicle collision mapping • riparian rehabilitation along priority areas of the Logan and Albert Rivers • a feasibility study to establish a Riverine Discovery Centre • riparian rehabilitation along priority areas of the Logan River • a report on service options available under the 2021 Waste Collection Contract • outcomes for our natural environment, including o City of Logan Strategy for Nature o Tree Ageing project o Belivah Creek Restoration Project o Lake Dennis Restoration Project o Upper Oxley Creek Recovery Projects o Slacks Creek Recovery Projects o Scrubby Creek Recovery Projects • actions to achieve our Logan River Vision and Albert River Vision including: o river recovery projects – restoration of river banks o access and activation projects – Logan and Albert River Trail app and map o interpretative place-making signage, kayak launch points o fish habitat enhancement projects o litter clean-ups o water quality monitoring • a series of wildlife projects, including: o habitat enhancement projects o wildlife surveys o wildlife sightings database o Logan Wildlife Ambulance rescues • climate change resilience projects, including: o solar PV projects o Energy Management Dashboard reporting o lighting upgrade projects o solar energy battery installation o Climate Resilience Strategy projects • community partnership programs, including: o Land for Wildlife o Habitat Connections o environmental events and activities o EnviroGrants o World Environment Day Primary School Poster Competition o Logan Eco Action Festival
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o Citizen Science projects • actions for revegetating Logan, including: o environmental offset projects o maintenance of 70,000 square metres currently being revegetated o revegetation of identified mapped wildlife corridors to connect landscapes and habitat o community planting days • the 2021 Waste Collection Contract Commencement Plan • a report regarding service options available under the 2021 Waste Collection Contract to prepare for the start of the new contract • a marketing plan to prepare for the introduction of a green waste collection service • a marketing plan to prepare for the introduction of an on-demand kerbside collection service • the next phase of the sub-regional waste alliance procurement • actions to generate $70 million of investment and 500 local jobs by promoting the City of Logan • 15 business-relevant workshops for businesses in the City of Logan • 2 investment attraction events in the City of Logan We will also: • review the planning scheme • review the Local Government Infrastructure Plan • develop tender and evaluation materials for weighbridge software contract renewal • construct landfill Cell 2E at the Browns Plains waste recycling facility • construct stormwater management infrastructure at the Browns Plains waste recycling facility • evaluate landfill gas management infrastructure at the Browns Plains waste recycling facility • develop and deliver the 2021-2026 Waste Reduction and Recycling Plan for adoption by Council • complete the process for awarding the next recyclables processing contract • prepare a new Economic Development Vision and Strategy for the City of Logan for Council endorsement • develop targeted education and compliance programs that respond to city-wide issues of public importance.
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Our priorities summary and performance scorecard Our performance reporting This annual report focuses on the 6 priorities outlined in Logan City Council’s Corporate Plan 2017—2022.
Council’s strategy is outlined in the priorities listed in our annual Operational Plan, which details key projects and performance indicators (KPIs) that directly relate to the Corporate Plan priority areas.
Performance against our 2019/2020 Operational Plan is measured against project milestones and targets. These were set at the beginning of the financial year. This ensures meaningful and tangible quarterly operational performance reporting to Council and the community.
Priorities for the city and the organisation The city vision is an aspirational statement that communicates the hopes and dreams for our city. It is a long-term goal of what we hope to achieve over the next 25 years. The Corporate Plan priorities are the areas Council will concentrate on over the next 5 years.
The following areas highlight the Corporate Plan’s priorities, and how Council delivered on these in the 2019/2020 financial year.
Key Definition Priority The important areas that will inform Council planning for the next 5 years. Priorities will be high level and have a city-wide focus. Priority outcome Describes what we hope to see if we are able to progress and deliver on commitments relating to the priority area. Priority focus area The targeted areas that will be given attention by the Council over the next 5 years. The annual Operational Plan will capture projects and key performance indicators (KPIs) related to the priority focus areas.
Council’s priorities For the city: • Quality Lifestyles (QL) • Conveniently Connected (CC) • Economic Transformation (ET) • Image and Identity (II) • Green and Renewable (GR)
For the organisation: • Next Generation Governance (NG)
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Performance scorecard definitions
Projects Definition Completed The project has met planned targets or all planned milestones have been achieved (project closure). Undeliverable The project will not be delivered this financial year. Not proceeding A decision has been made to cancel the project.
KPIs Definition On track Performance for this indicator is meeting or exceeding the target level. Monitor Performance is below the target level but is still within the acceptable performance variance. Below target Performance is outside the acceptable performance variance.
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Priority: Quality Lifestyles (QL) As a welcoming city with a vibrant community spirit, residents of the City of Logan have a strong sense of belonging and our people feel safe. We have the social infrastructure to meet the needs of our diverse community and diversity in lifestyles. We support residents to engage in community life and lead healthy and active lifestyles. Priority outcomes • QL1 - Residents are active and healthy and have access to the services they need. • QL2 - Neighbourhoods are welcoming, inclusive and safe.
Projects from the 2019/2020 Operational Plan Completed • QL1.1.1 - Deliver an annual action plan to prioritise and resource the implementation of the new Community Infrastructure Strategy. o Target: June 2020 • QL1.1.2 - Develop a 10-year capital program for community facilities prioritising items identified in the new Community Infrastructure Strategy to meet the needs of the community. o Target: June 2020 • QL1.1.3 - Deliver construction works of the new PCYC at Cronulla Park to increase participation in physical activity. o Target: June 2020 • QL1.1.4 - Commence construction of the Usher Park Rugby League Facility to increase participation in physical activity. o Target: June 2020 • QL1.1.8 - Complete construction of the redevelopment of the Kingston Butter Factory to increase access to business and entertainment opportunities. o Target: June 2020 • QL1.3.1 - Deliver early years services and the 'First Five Forever' initiative to support early years and literacy-based development for Logan families with children under 5. o Target: June 2020 • QL1.3.2 - Implement the Libraries Learning and Discovery Strategy to provide community learning, experience, innovation and creativity. o Target: June 2020 • QL1.4.1 - Deliver the KRANK school holiday program to provide opportunities for school-aged young people to participate in affordable, healthy activities that connect them with each other and their community. o Target: June 2020 • QL1.4.2 - Deliver the Live Well Logan program to provide opportunities for residents to participate in affordable and accessible physical activities and health and wellbeing programs. o Target: June 2020 • QL1.4.3 - Implement the Active Logan Strategy 2016-2028 to increase participation in physical activity. o Target: June 2020 • QL1.5.1 - Implement a marketing campaign promoting pool safety across the City of Logan to help maintain healthy and safe places and spaces for residents, businesses and visitors. o Target: June 2020 • QL1.5.2 - Deliver actions from the City of Logan Animal Care Strategy 2018-2022 including: o expansion of the animal rehoming and sales programs o new services to assist reuniting animals with their owners o a responsible cat ownership education program. o Target: June 2020
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• QL1.5.3 - Deliver a second Automated Number Plate Recognition Vehicle to enhance pedestrian and traffic safety in the city, in particular at school zones. o Target: June 2020 • QL2.1.1 - Deliver the annual action plan from Council's Arts, Culture and Heritage Strategy 2018-2022 to improve community capacity and the image of the city. o Target: June 2020 • QL2.2.1 - Deliver the detailed design for the staged construction of the Council-endorsed City Standards and Animal Care Masterplan for 213 Queens Road, Kingston. o Target: June 2020 • QL2.2.2 - Deliver improvements to library facilities, equipment and technology to support access and inclusion for the community. o Target: June 2020 • QL2.3.1 - Implement the Road Safety Strategy 2017-2021 (via the SafeRoads4Logan Road Safety Action Plan 2017-2021) to reduce incidents and improve safety on roads in the City of Logan. o Target: June 2020 • QL2.4.1 - Deliver the Logan Safety Camera Program throughout the City of Logan to increase community safety. o Target: June 2020 • QL2.4.2 - Deliver actions for implementing the City of Logan Safe City Strategy and Action Plan 2016- 2020 to encourage safe places and spaces across the city. o Target: June 2020 • QL2.4.3 - Deliver the annual Safe City Logan community survey to gauge community perceptions on important crime and safety topics in the City of Logan. o Target: June 2020
Undeliverable • QL1.1.5 - Complete construction of the Underwood Park Multi Sport Development to increase participation in physical activity. o Target: June 2020 o Comment: Construction has progressed on this project. This includes the completion of all building modules within the factory. The timeframe for this project has been extended to August 2020 due to: changes to scope receipt of additional funding. Separable portion 1 has been handed over to Council. This includes: netball clubhouse and amenities netball courts BMX clubhouse café public toilets. This project was moved to the 2020/2021 Operational Plan by Council decision to monitor completion. Not proceeding • QL1.1.7 - Identify and acquire suitable land in south-west Logan to establish a satellite City Standards and Animal Care facility with other co-located depot facilities in the City of Logan. o Target: June 2020 o Comment: A decision was made by Council in the first quarter to remove this project from the Operational Plan. It is being managed within the scope of the Strategic Accommodation Review project.
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A decision was made by the Executive Leadership Team (ELT) to move this project into the scope of a strategic review of accommodation arrangements for Council staff. The Strategic Accommodation Review is being managed by Council. KPIs from the 2019/2020 Operational Plan On track • QL2.4.4 - Number of divisional community-based crime prevention and safety initiatives delivered per year. o Target: 48 o Result: 48 • QL2.4.5 - Number of proactive Crime Prevention Through Environmental Design (CPTED) audits conducted each year. o Target: 16 o Result: 16 • QL2.4.6 - Number of Safe City Logan e-Newsletters published per year. o Target: 4 o Result: 4 Monitor • None Below target • QL1.1.6 - Delivery of Sport, Leisure and Facilities capital works program to budget. o Target: Between 95 per cent and 105 per cent o Result: 54 per cent o Comment: This measure is lower for several reasons: The estimated expenditure was not updated for some time There were delays in 3 major projects: • Kingston Butter Factory • Underwood Park • Cronulla Park These projects have a combined construction budget of more than $30 million. This has a major impact on overall expenditure. • QL1.5.4 - Number of students participating in the Be Pet Smart Program each year. o Target: 4,500 students o Result: 1,725 o Comment: The COVID-19 health pandemic prevented the team from delivering the Be Pet Smart Program during the fourth quarter. The program has been placed on hold until January 2021. During the remainder of 2020, the team will remain connected with Logan education facilities via: activity packs videos email.
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Priority: Conveniently Connected (CC) We manage growth using smart urban design, with the City of Logan interconnected by reliable and convenient transport network infrastructure across the city, and across regional boundaries. We have designed our urban form to ensure places, spaces and facilities within our neighbourhoods are accessible, conveniently located and meet the pace of the growing city. Priority outcomes • CC1 - Integrated transport networks allow people to move around the city easily and conveniently. • CC2 - A city of smart design, with mixed density and mixed use development, co-located with hard and soft infrastructure1 that meets the pace of a growing city and the needs of residents, businesses and visitors.
Projects from the 2019/2020 Operational Plan Completed • CC1.1.1 - Implement actions from the plan for an integrated local transport network for Council-managed infrastructure to improve connectivity across the city. o Target: June 2020 • CC1.3.1 - Deliver actions for improving Council's cycle network infrastructure. o Target: June 2020 • CC2.1.1 - Deliver wastewater treatment and conveyance infrastructure works in Greater Flagstone to improve services to the Logan South region of the city. o Target: June 2020 • CC2.1.2 - Commence planning and design of the Wastewater Treatment Plant: Site B to improve services to the Logan South region of the city. o Target: June 2020 • CC2.2.1 - Deliver an annual review of the Logan Planning Scheme 2015 to promote best-practice urban design to meet the needs of residents and businesses. o Target: June 2020 • CC2.3.1 - Update the current Local Government Infrastructure Plan to reflect residential settlement patterns. o Target: June 2020 Undeliverable • None Not proceeding • None
KPIs from the 2019/2020 Operational Plan On track • CC1.2.1 - Percentage of the annual road maintenance program delivered on budget. o Target: 100 per cent o Result: 104 per cent • CC1.2.2 - Percentage of annual road and drainage capital program delivered on schedule. o Target: 90 per cent o Result: 91 per cent
1Hard and soft infrastructure refers to hard physical network (e.g. roads, public transport, bridges, capital assets, water infrastructure). Soft infrastructure refers to services and institutions to maintain economic, health, cultural and social standards within a city (e.g. education, finance, health care, law enforcement, and social services).
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Monitor • None Below target • None
Priority: Economic Transformation (ET) As home to South East Queensland’s next CBD and with dynamic business districts and niche suburban economies, the City of Logan offers unlimited potential, with diverse economic hubs for innovation, agribusiness, investment and emerging industry that attract a highly-skilled local workforce. Priority outcomes • ET1 - We enjoy jobs growth and economic prosperity with local and global reach. • ET2 - Investments, partnerships and innovation support economic growth in the city.
Projects from the 2019/2020 Operational Plan Completed • ET1.1.1 - Deliver the Youth Careers Expo to attract, develop and retain a valued and skilled workforce. o Target: July 2019 • ET1.4.1 - Deliver a review of the existing retail hierarchy in the City of Logan to identify major trends affecting the current and future retail market in Logan to support the development of city centres. o Target: June 2020 • ET2.3.1 - Deliver a marketing strategy to help establish and promote the Kingston Butter Factory Innovation Hub and Events precinct. o Target: June 2020 • ET2.4.1 - Implement actions from the Social Procurement Strategy and Buy Local Strategy, which promotes social inclusion and increases Council spend with local suppliers. o Target: June 2020 Undeliverable • None Not proceeding • ET2.3.3 - Endorse the operational model of the Kingston Butter Factory Innovation Hub for the efficient delivery of services to stakeholders. o Target: August 2019 o Comment: A decision was made by Council in the second quarter to remove this project from the 2019/2020 Operational Plan. A report was presented to Council and adopted 20 August 2019. It recommended the Kingston Butter Factory not house the innovation hub as originally intended. The hub will now be coLab in partnership with GO1. The redevelopment of the Kingston Butter Factory is proceeding without the Innovation Hub.
KPIs from the 2019/2020 Operational Plan On track • ET1.1.2 - Investment generated through promoting the City of Logan. o Target: $70 million o Result: $95.895 million • ET1.2.1 - Number of business-relevant workshops delivered for businesses
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o Target: 15 o Result: 34 Monitor • ET1.1.3 - Number of new jobs created or retained as a result of investment generated. o Target: 500 o Result: 452 Below target • None
Priority: Image and Identity (II) As an innovative, dynamic, city of the future, we have a tapestry of cultures and events immersed within urban and rural landscapes. The City of Logan thrives on food precincts, creative arts, heritage trails, manufacturing and logistics, and retail and commercial districts. We are well known for the diverse cultures and lifestyles on offer to our residents, visitors and business. Our people have access to recreational and artistic pursuits and vast open green spaces. Our image and identity attracts families, visitors and city-shaping investment. Priority outcomes • II1 - We are an innovative, dynamic, city of the future. • II2 - Acknowledged as the emerging destination in South East Queensland.
Projects from the 2019/2020 Operational Plan Completed • II1.1.1 - Deliver a 3-year City Brand Strategy 2019-2022 and priority actions for the 2019/2020 financial year to position the city as an innovative, dynamic, city of the future. o Target: June 2020 • II1.2.1 - Deliver the Advocacy and City of Choice annual report to provide transparency in the delivery of the Advocacy Strategy and City of Choice initiative. o Target: June 2020 • II1.3.1 - Implement key initiatives from the City Futures Strategy Implementation Plan to establish a direction for the city transformation agenda. o Target: June 2020 • II2.2.1 - Implement a Logan City Council Events Strategy 2019-2023 to guide the strategic direction of city-wide events across a 5-year period. o Target: June 2020 • II2.2.2 - Design a program for attracting small, medium and large-scale events to the City of Logan to showcase the city as a thriving destination. o Target: June 2020 • II2.3.1 - Develop a plan to establish the city's sporting identity by marketing and promoting the City of Logan as a nursery for sporting talent. o Target: June 2020 • II2.4.1 - Develop a 'green identity' for the city to encourage greater use by the community and greater visibility of Logan as a liveable city. o Target: June 2020 • II2.7.1 - Implement priority actions for the 2019/2020 financial year from the Destination Management Plan to inform the future management of the City of Logan as a destination. o Target: June 2020
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Undeliverable • None Not proceeding • None
KPIs from the 2019/2020 Operational Plan On track • None Monitor • II1.1.2 - Number of proactively pitched media stories per month o Target: 12 per month (144 in total) o Result: 144 Below target • II2.1.2 - Percentage of original Parks Capital Works Program delivered by 30 June 2020 o Target: 100 per cent o Result: 83.7 per cent o Comment: As at end of June 2020, 103 projects have been completed. This equates to 83.7 per cent of the original program (123 projects). The delivery of projects continued to catch up throughout the year. However, some project start dates were eased due to: changes in stakeholder engagement work notifications practices a delayed start to some projects during March due to COVID-19. This resulted in a number of projects not achieving practical completion by 30 June.
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Priority: Green and Renewable (GR) We use responsible urban planning in the City of Logan to protect rural living, our natural environment and green spaces. Our hectares of parkland are surrounded by bodies of water and waterways that meander through the city. We enable investment and delivery of renewable technologies and prepare our city’s transition to a carbon conscious community. We value our environment, safeguarding our biodiversity, local wildlife, threatened species and green corridors. Priority outcomes • GR1 - A carbon-neutral and green city. • GR2 - Our waterways and bodies of water are healthy. • GR3 - We employ sustainable waste management and recycling practices.
Projects from the 2019/2020 Operational Plan Completed • GR1.1.1 - Develop a Sustainable Fleet Management Strategy to align Council with its goal to reduce and offset carbon emissions. o Target: June 2020 • GR1.1.2 - Update Council's annual Greenstamp Audit (GSA) processes to ensure compliance with the Queensland Department of Environment and Science and support a carbon-neutral and green city. o Target: June 2020 • GR1.1.4 - Deliver an emissions profile report to measure, track and reduce Council emissions. o Target: September 2019 • GR1.1.5 - Install solar photovoltaic (PV) systems at priority Council locations to reduce carbon emissions. o Target: June 2020 • GR1.2.1 - Deliver an environmental events and activities program across the City of Logan to support the protection and enhancement of the natural environment across the city. o Target: June 2020 • GR1.3.1 - Deliver on-ground wildlife movement solutions based on road kill hot spot prioritisation mapping to enhance road safety and reduce wildlife collisions. o Target: June 2020 • GR2.1.1 - Deliver Belivah Creek Restoration Plan projects as a key tributary to the Albert River to improve water quality and waterway health. o Target: June 2020 • GR2.2.1 - Develop an Albert River Accessibility and Connectivity Plan to increase activation of the river and enhance community connection with the river. o Target: June 2020 • GR2.3.1 - Develop a Logan and Albert Rivers Fish Habitat Improvement Implementation Plan to prioritise fish health and fish population enhancement projects. o Target: June 2020 • GR3.1.1 - Deliver a contract commencement plan to the Health, Environment and Waste Manager for the Waste Collection Contract to ensure a successful transition into the commencement of Council's new waste collection service. o Target: June 2020 Undeliverable • GR1.1.6 - Develop a Climate Resilience Strategy to enhance climate resilience with Logan City Council. o Target: June 2020 o Comment: Due to COVID-19 impacts, the Climate Resilience Strategy project was not fully completed during the 2019/2020 financial year. A key element of the project involved consultation
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and engagement with Branch Managers across the organisation. This was significantly impacted due to the COVID-10 restrictions. Council adopted a decision to move this project to the 2020/2021 Operational Plan. • GR3.1.2 - Deliver a report for Council consideration on the evaluation of the regional waste disposal and resource recovery to inform future waste management planning. o Target: June 2020 o Comment: The evaluation has reached a milestone in that an interim shortlist of potential solutions was identified. The evaluation report is expected to be delivered to the CEO by 31 August 2020, after which it will be submitted for Council's consideration. A Council decision was made to deliver the evaluation report for Council's consideration by October 2020. Subject to the decisions of Council, further project staging and planning will be undertaken to progress this project. Not proceeding • GR1.1.3 - Implement and obtain Environmental Management System ISO14001:2015 certification to support Council's Greenstamp accreditation and ensure business practices are environmentally sustainable. o Target: June 2020 o Comment: In the second quarter Council removed this project from the 2019/2020 Operational Plan. Results from an analysis highlighted there were significant gaps in process requirements. The time required to map and test these process requirements in order to meet ISO14001-2015 was lengthy and costly. KPIs from the 2019/2020 Operational Plan On track • None Monitor • None Below target • None
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Priority: Next Generation Governance (NG) We embrace innovation and digital transformation to meet the needs of our customers and community. We embed continuous improvement to provide quality services and assets that add value to our community. Our strong civic leadership has forged strategic national and global partnerships to promote and deliver responsible governance of the City of Logan. Priority outcomes • NG1—Our organisation uses innovation and technology to efficiently manage assets and deliver valuable services to our community and visitors. • NG2—We engage our residents, businesses and visitors to inform decisions that affect the future of the city. • NG3—We use responsible governance and establish strategic relationships in the management of assets and the delivery of services to the city. • NG4—Our people deliver excellent service to customers and the community. • NG5—We are building our resilience and recovery capability for future disasters.
Projects from the 2019/2020 Operational Plan Completed • NG1.1.1 - Deliver the Corporate Website Transformation Project to support Council in becoming a smart city. o Target: December 2019 • NG1.1.2 - Prepare a Council-wide Digital Strategy for Council consideration to support the City of Logan becoming a smart city. o Target: June 2020 • NG2.1.1 - Complete the final stage of the Community Engagement Program and deliver a local law amendment process based on a holistic review of the cat and dog keeping provisions of Council's animal management local law. o Target: November 2019 • NG2.1.2 - Deliver actions from the Community Engagement Strategy 2017-2021 to set the framework for how Council engages meaningfully with the community. o Target: June 2020 • NG3.1.1 - Complete implementation of Phase 1 of the Strategic Asset Management and Maintenance Project for Water branches and commence rollout to all asset classes to support our transition to a next generation government. o Target: June 2020 • NG3.1.2 - Deliver an innovative tendering and contracting framework and delivery model that supports Logan City Council to be an innovative, dynamic, city of the future. o Target: June 2020 • NG3.1.6 - Implement Phase One of the Strategic Asset Management and Maintenance System for nominated asset classes and associated supporting services to support our transition to a next generation government body. o Target: September 2019 • NG3.2.1 - Deliver the Annual Action Plan 2019/2020 to guide Advocacy Program priorities and activities for the 2019/2020 financial year. o Target: June 2020 • NG3.3.1 - Deliver the 2018-2022 City of Logan Biosecurity Plan to manage invasive pests, plants and animals across the city. o Target: June 2020
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• NG4.1.1 - Deliver priority actions for the 2019/2020 financial year from the People Plan 2018-2021 to ensure Council continues to attract, develop and retain a valued and skilled workforce. o Target: June 2020 • NG5.1.1 - Deliver disaster management system and process upgrades to enhance Council's capability to respond to disaster events. o Target: June 2020 • NG5.1.2 - Deliver an updated hazard and risk profile for the City to improve Disaster Management capabilities. o Target: June 2020 • NG5.1.3 - Deliver the annual review of the Local Disaster Management Plan to ensure policies, practices and operational procedures align with agencies and identify opportunities for continuous improvement. o Target: September 2019
Undeliverable • NG2.1.3 - Create a Logan City Council media and internal news portal to facilitate stronger communication channels with the community. o Target: December 2019 o Comment: A decision was made by Council in the second quarter to move this project to the next financial year (2020/2021). The project has been parked for now as its progress will be determined by a review of Our Logan magazine. • NG3.1.3 - Develop and implement a Governance Framework to promote best practice for corporate governance. o Target: March 2020 o Comment: The development of the Governance Framework is currently being drafted. It will be completed in 2020/2021 following consultation and endorsement by Council. A Council decision was made to move this project to the 2020/2021 Operational Plan. • NG3.1.4 - Develop and implement a compliance management system to ensure effective and accountable governance. o Target: March 2020 o Comment: This project is being delivered in conjunction with NG3.1.3. The development of the Governance Framework is currently being drafted. It will be completed in 2020/2021 following consultation and endorsement by Council. A Council decision was made to move this project to the 2020/2021 Operational Plan. • NG3.1.5 - Implement and obtain Quality Management System ISO9001:2013 certification to demonstrate Council's excellence in its delivery of products and services of its plant and fleet. o Target: June 2020 o Comment: A decision was made by Council in the first quarter to defer this project to the next financial year. Significant change in business processes and new quality management procedures are being developed. These include National Heavy Vehicle Regulator Chain of Responsibility fleet acquisition and disposal procurement policy new fleet washbay Greenstamp environmental accreditation and process requirements new electronic oil management process workplace heat and fatigue management All of these will need quality management procedures applied before audit and accreditation can be conducted.
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• NG5.2.1 - Deliver the Logan and Albert Rivers flood study to prepare for a floodplain risk management study and further our resilience and recovery in the event of disasters. o Target: May 2020 o Comment: Implications in terms of potential changes to flood levels are critical matters. These needed additional peer reviews of a complex flood model. A technical expert was engaged to provide an independent review and additional peer review. This is to provide advice on how to complete the study. The budget was extended to engage the independent reviewer. This project has been partially funded by State grant funding. It is expected this project to be completed by December 2020. Council adopted a decision to move this project to the 2020/2021 Operational Plan. Not proceeding • NG4.1.2 - Implement actions to achieve Council accreditation as a White Ribbon Accredited organisation to ensure a safe and respectful workplace. o Target: June 2020 o Comment: A Council decision was made in the first quarter to remove this project from the Operational Plan. The People and Culture Manager recommended that: Rather than progress a piece of work in isolation, a more strategic and considered approach be adopted. This will include a formal diagnostic piece of work undertaken to ensure an evidence-based approach towards fostering a safe and respectful workplace. This will sit under the People Plan project aimed at diversity and inclusion.
KPIs from the 2019/2020 Operational Plan On Track • NG4.1.3 - Average monthly customer wait for telephone queues o Target: 45 seconds o Result: 36 seconds • NG4.1.4 - Average monthly customer satisfaction rating to monitor and identify opportunities to improve our customer service o Target: 4 out of 5 o Result: 4.63 out of 5 Monitor • NG3.3.2 - Percentage of animal and plant customer requests first responded to within 2 business days o Target: 95 per cent o Result: 94 per cent Below Target • NG1.2.1 - Percentage of development-related enquiries responded to within 24 hours o Target: 95 per cent o Result: 17 per cent o Comment: COVID-19 has had a significant impact on the level of customer enquiries. We saw an 85 per cent increase in requests. The increase in customer enquiries was driven by the Australian Government's domestic building stimulus package. This was implemented to support the construction industry. • NG1.2.2 - Percentage of Construction Taskforce customer enquiries responded to within 24 hours. o Target: 90 per cent o Result: 71 per cent o Comment: The KPI was tracking above its target earlier in the year. However the ability to maintain levels of service was severely impacted over the past 5 months due to COVID-19. The last 3 months of the financial year saw a continuing improvement.
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Operational Plan highlights Delivering on our Arts, Culture and Heritage Strategy 2018–2022 About Council has a vision for the City of Logan to be an innovative, dynamic, city of the future. It will have social, cultural, environmental and economic health outcomes now, and for generations to come. The Logan of the future will be flexible and agile, with an active, visible and connected community. It will be a place where creativity, culture, economics, technology, and innovation connect. To achieve this vision, the input of our creative and diverse community is essential. Creative city: Logan City Council’s Arts, Culture and Heritage Strategy 2018-2022 was developed by listening to our community. The community values creativity and innovation. Council champions different points of view, embraces fresh ideas, and takes advantage of opportunities. Actions Through the strategy, Council aims to achieve a vibrant, creative ecology. Collaborators, enablers and partnerships will thrive. Connections can be made between creators from diverse backgrounds. A plan was developed to identify items to be actioned in 2019/2020 across 5 key strategic outcomes including: 1. Development - of a robust and connected creative community. One that is vibrant, innovative and diverse, and is attractive to residents, visitors and investment. 2. Engagement - by improving quality of life and wellbeing by connecting, engaging and participating in the creative industries. 3. Place and spaces - providing high quality, up-to date and safe places and spaces for imagination, reflection and innovation. Places and spaces to tell stories and share ideas. 4. Partnerships - our established strategic partnerships contribute to the sustainability of Logan’s creative industries. 5. Communication - our distinctive stories are positioned as a key element of Logan’s city image and identity.
During the year 5 key strategic outcomes were delivered to the community through: • talks • workshops • performances and exhibitions • family fun days • outreach and public art projects. Outcome Highlights include: • He kakano ahau (I am a seed) exhibition was awarded winner at the state-wide Gallery and Museum Achievement Awards in September 2019. • Artwaves 2019: Logan and adjacent areas secondary school art exhibition attracted more than 500 people to the opening night. • Logan and Shibukawa Sister City student exchange exhibition was displayed in Japan in 2019 and at Logan Art Gallery during June 2020. • 2 Regional Arts Development Fund rounds were completed and 12 projects were approved for funding. • Creative Industries staff provided drop-in ImagiNation school holiday workshops at Logan Art Gallery in September 2019. • 5 Logan Artworkers Networking Event and 4 Music in the Gallery events were held. • 2 family fun days were held celebrating Aboriginal and Torres Strait Islander, and Syrian arts and culture at Logan Art Gallery. • 60 musicians performed at 33 venues during Logan Live music month in July 2019.
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• Community Elder Aunty Peggy Tidyman’s artwork 'Cycles of change' was selected from a public call-out. It will be painted on the Logan Art Gallery wall in July 2020. Concept designs by 4 shortlisted Aboriginal and Torres Strait Islander artists were displayed at Logan Art Gallery in an exhibition. • New online resources were developed to encourage creativity for people and families at home. • 8 local artists developed designs based on the flora and fauna of the region to enhance the Springwood pathway project. • Jessica Skeen-McKinnon developed 3 designs for the Logan Gardens water park project. The designs enhance both the project and community knowledge and experience of the waterpark. • Mayes Cottage innovative interpretation project was completed and the girls’ room reinstated. The girls’ history is now a part of the visitors’ experience.
Keeping Logan safe About The City of Logan Safe City Strategy and Action Plan 2016-2020 aims to increase community safety and prevent crime.
Its vision is a city where: • residents feel safe • enjoy strong neighbourhood connectivity • share a sense of community pride and enjoy using our abundance of open spaces • are aware, understand and practise strategies that increase their safety and prevent crime. Actions A number of projects were delivered during the year. These were in line with the 5 key areas of interest of the strategy and action plan. The projects contributed to creating a safer city.
These include: • annual City of Logan crime and safety profile • knife possession crime prevention campaign • 2019 Safe City Logan community survey • 48 targeted divisional community safety and crime prevention initiatives • 2019 City of Logan Safe City Awards • engagement and capacity building with community safety volunteer groups, such as Neighbourhood Watch groups • delivery of Logan Community Safety Advisory Group meetings • Building Social Capital Hubs • Youth Street Hubz • Not Now, Not Ever in Logan domestic violence campaign • Quarterly Safe City Logan e-Newsletter.
The COVID-19 pandemic cancelled several initiatives, including: • the 2020 Safe City Logan Symposium • targeted divisional activities • the Building Social Capital Hubs.
Despite the COVID-19 pandemic, the Community Safety Program was able to develop new and creative ways to deliver initiatives.
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Outcomes The benefits to the community are demonstrated through the number of residents engaged in each activity. Activities delivered are heightening awareness of crime prevention. These reduce the likelihood of people becoming victims of crime.
A number of the activities delivered also help offenders re-integrate into the community. This was achieved by providing them with appropriate support.
Flooded Road Smart Warning Systems About Council received $770,000 of a National Disaster Resilience Program (NDRP) grant from the Queensland Reconstruction Authority (QRA). As part of the grant conditions, Council contributed an additional $330,000 to the project. The grant was to install additional Flooded Road Smart Warning Systems (FRSWS) throughout Council’s road network at identified high risk locations. The FRSWS gives advance warning to the travelling public of roads that are flooded. This is achieved through an automatically activated warning sign. The sign flashes the words ‘Road flooded’ on each approach to a flooded crossing.
The FRSWS also reduces the risk of damage to our road network, by providing real-time advice to Council on road flooding. This advice gives Council the opportunity to assess the post-flood structural capacity of the road pavement and minimise excessive damage to our road network. The FRSWS is environmentally sustainable as it involves recycling materials that otherwise would be sent to landfill. The signs are powered by recycled laptop batteries with solar charging. We partnered with Substation33, a social enterprise initiative of YFS. Substation33 supports people facing employment barriers by providing work-ready opportunities on the FRSWS award winning project. Actions We installed 35 additional FRSWS this financial year. Outcome The additional systems bring Council’s total FRSWS to 92 sites in total across the city. The FRSWS records: • the location of flooded roads • the date and time of when the water level rises above a known trigger height • when the water falls back below road level.
This information can be used for research and future planning purposes. The real-time mapping continues to support the road user's ability to plan safe travel routes and avoid flooded roads. The system also sends SMS and email messages to Council's website. This includes our disaster dashboard. These assist Council's emergency management response. It also ensures our road network is safe for the travelling public.
Cedar Grove Environmental Centre and trunk wastewater pipelines completed About Ground-breaking wastewater management infrastructure was completed in Logan’s south west. Actions We are building Queensland’s first wastewater treatment plant that benefits the environment. It creates low nutrient levels in recycled water. The Cedar Grove Environmental Centre (CGEC) is the culmination of 2 years of construction and nearly a decade of planning. Its catchment restoration project is now operational. Unlike conventional wastewater treatment plants, the CGEC benefits the surrounding Logan River and its catchment. It
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uses membrane technology and 7 hectares of constructed wetlands to achieve record low nutrient levels. Council offsets remaining nutrients by rehabilitating an eroded bend of the Logan River at Veresdale.
The CGEC operates under the strictest environmental licence ever granted by the Queensland Department of Environment and Science. The plant services development areas in the Queensland Government’s Greater Flagstone Priority Development Area (PDA). This PDA could be home to 120,000 people by 2050. To transport wastewater from new developments in the PDA, we installed 20 kilometres of new trunk wastewater pipelines between Greenbank and Cedar Grove. 4 new pump stations were also constructed at a cost of $60 million. Cedar Grove Environmental Centre is more than a treatment plant. It is an environmental reserve for the community and a centre for research. Community and environmental uses occupy 95 per cent of the 204-hectare site. Apart from the wetlands, there are 34 hectares of planted areas for wildlife. A 2 kilometre community walking trail to the Logan River and the Cedar Grove Landcare nursery were also built. Council, the Cedar Grove Landcare Group and trainee organisation Belong planted trees and weeded the site.
The local Men’s Shed furnished the site with picnic tables created from dead gum trees taken from the site. Council and the Queensland Government's Economic Development Queensland (EDQ), worked together to deliver the project. The project was funded by EDQ (Catalyst Infrastructure Program) and developers. Outcome This project transformed cleared farmland to become an environmental and community reserve. It will be enjoyed by City of Logan residents for generations to come. The project provided more than 500 jobs. More than $500,000 was invested in the immediate project area.
Training and work experience opportunities were created for local people, including 80 trainees from Belong.
The wastewater treatment plant at Cedar Grove and the 20 kilometres of new pipelines and 4 pump stations will support the growing community of Flagstone.
New City Brand Strategy About The refreshed city brand and marketing strategy was presented to Council and endorsed on 10 June, 2020. The aim of this project was to develop a single, unified brand for the City of Logan. This is to be achieved with a strategic marketing roadmap to support it in line with key corporate priorities. Actions A request-for-quote was distributed. A creative agency was appointed to deliver this body of work. Existing Council strategies were reviewed. Workshops were conducted with key stakeholders to develop: • new city logo concepts • a draft brand and marketing strategy. Outcome The City of Logan logo concept was endorsed by Council, along with the strategic marketing framework to support its practical and cost-effective delivery. The refreshed city logo will replace the existing corporate logo over a 2-year period. This will be achieved using allocated funding in reserve and an 'end of life' replacement approach. Benefits Developing a unified brand for the city: • streamlines communications • reduces confusion caused by the existence of 2 separate and competing Council and city brands.
Strengthening reference to the 'City of Logan' also reinforces that Logan is a city and not a suburb.
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Events attraction and events grants About During the year, we designed a program for sponsoring and attracting small, medium and large-scale events. This was to showcase the city as a thriving destination. Actions Council worked with community partners to host events in the city. Outcome Of the 30 events planned for the year, the following 26 were delivered: • 2019 Amateur Golf Championships • 2019 Aust Ultimate Youth Championships • 2019 National Roller Derby Championships • Loganlea Family Fun Day • Cultures in Harmony • Kick and Spike Tournament • Eagleby Fair • Qld Cake Expo • Qld Bush Poetry Championships • Classic Car Show • Centenary Plains Pro • Khuado Cup and Festival • All Breeds Cat Show • Logan Idol • World Masters Cross Fit Championships • Light of the World • Carols in the Parklands • BMX Freestyle National Championships • The Temple Markets • Inter City Cup • Chinese New Year celebrations - Chung Tian Temple • Derby Fest • Australia Day Awards • Eats and Beats Logan Gardens • Jimboomba Triple Crown SuperX • International Women's Day.
Shifting to solar energy About We installed solar photovoltaic (PV) systems at 5 Council sites. The installation of on-site solar power generation systems: • reduces Council's carbon footprint • reduces electricity costs • provides leadership to the community in the installation of large commercial rooftop solar PV systems. The systems are all sized to generate the best financial return while accounting for the limitations of each site. Actions The installations were undertaken in close consultation with branches. The project was developed and implemented with a single contractor managing the installation of the solar equipment and roof safety equipment.
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Power generation monitoring equipment allows ongoing 30-minute monitoring of not only each system, but each pair of solar panels. All excess power generated by the system has been approved to be fed back into the grid. Outcome In total solar PV systems were installed at the following sites: • Mount Warren Sports Centre (70 kilowatts) • Logan West Community Centre (18 kilowatts) • Logan North Library (83 kilowatts) • Logan North Aquatic Centre (100 kilowatts) • Marsden Library (55 kilowatts).
The installations will generate an estimated 454 megawatt hours of electricity. They are estimated to have saved 423 tonnes of carbon dioxide (CO2) emissions in their first year of operation.
Environmental initiatives About We continued our focus on delivering environmental initiatives for the city. The purpose of the Environmental Events and Activities Program is to raise awareness and provide education about the environment and sustainability to the community. Actions The program delivered 20 environmental events and activities throughout the 2019/2020 financial year, despite challenges created by the COVID-19 pandemic. These were overcome by producing online environmental educational resources. Outcome The 20 environmental events and activities delivered helped more than 400 community members learn more about Logan's local environment.
Events included: • Walking on Country bush walk, Daisy Hill Conservation Park, Daisy Hill • Junior Wildlife Science Workshop, Crestmead PCYC, Crestmead • Resilient Rivers Initiative get together, Cochrane Bridge Park, Woodhill • Kid's Nature Journaling Workshop and Nature Journaling Workshop, Dirram Yani Park, Jimboomba • Logan Eco Forum, Beenleigh Events Centre • Platypus Watch surveys, various locations on the Albert River • Platypus Ponderings, the White House of Waterford, Waterford • Platypus Watch for kids, Beenleigh Library, Beenleigh • Wildflower Walk, Plunkett Conservation Park, Cedar Creek • Walking on Country bushwalk, Eagleby Wetlands, Eagleby • Row the River, Larry Storey Park, Waterford • Property Fire Management Planning Workshop, Cedar Creek-Wolffdene Rural Fire Brigade, Wolffdene • Drought Management Workshop, Jimboomba Community Centre, Jimboomba • Guided Wetlands walk, Berrinba Wetlands, Berrinba.
The following online resources were developed and distributed: • Backyard weeds online educational video. • Backyard explorer activity sheet and online educational video – an at-home activity for children. • Logan River Story – an educational resource for teachers and parents. • Launch of Weeds of Logan online resource – an at-home resource for community members.
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Innovating our tendering and contracting framework About During the year we delivered an innovative tendering and contracting framework and delivery model. The purpose of the project was for Council to transform procurement at an enterprise level to unlock potential. It was also to position Council as a leader of excellence in procurement. Actions A comprehensive current-state review of the procurement was undertaken. This was to provide a series of recommendations and actions for implementation. The key deliverables from this initial stage are: • a procurement model review report • the procurement model review blueprint.
The Procurement Review Report is a factual account of a deep dive into the current state of Council's procurement function.
Consultation involved numerous one-on-one and group discussion sessions. It also involved engagement with our Procurement team, as well as onsite consultation sessions with 25 branches. This was followed by an extensive process to: • analyse and benchmark quantitative data • assess qualitative information • development a proposed future state. Outcome The procurement model review blueprint sits alongside the procurement model review report. It serves as a visual single point of reference. It is intended to familiarise Council with review outcomes including: • relationships • background • recommendations • actions.
The blueprint frames next steps for transformation and capability uplift. Shifting to a strategic procurement model enables the development of a fully customised procurement function. This reflects the complexity and requirements of Council. It will deliver value for internal customers and the community through: • fit-for-purpose policies and processes that balance risk, value and governance • a resourcing and operating model that reflects the needs of the business and the redefined role of procurement • a strategic operating framework that supports a culture of commerciality and efficiency as opposed to mandating process steps • a strategic framework that enables innovation, flexibility and sustainability • ensuring that growth is achieved in a manner that benefits Council and the community.
Reviewing our local disaster management plan About The annual disaster management plan review identified duplicated information in many plans. The project consolidated several plans into an overarching Hazard Sub-Plan. Actions The following actions were taken during the project: • areas of duplication and inconsistency were identified and eliminated in plans
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• key stakeholders and the Local Disaster Management Group were consulted to ensure no information was lost in the transition • a new Hazard Sub-Plan was created to be endorsed by the Local Disaster Management Group • no data from the existing plans was lost • feedback was collated from more than15 external stakeholders • information was consolidated into one plan. Outcome The development of a Hazard Sub-Plan provides a single point of truth for information. The project also reduced the number of plans from 17 to 7. This streamlined the annual disaster management plan review.
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Section 4 - Commercial business units
Section 4 - Commercial business units This section summarises the performance of our 2 commercial business units: • Logan Water • Logan Waste It includes each unit’s Annual Performance Plan, which is a requirement under the Local Government Regulation 2012. This section also highlights the business units’ key achievements for the financial year and provides a summary of projects planned for the year ahead.
Logan Water Our services As a water service provider, Logan Water is responsible for providing safe, reliable and efficient drinking water supply and wastewater (sewerage) services to customers in the City of Logan. Highlights In 2019/2020, we served more than: • 118,000 residential properties [this equates to approximately 315,453 residents connected, based on ABS ERP 2019] • 105,000 residential wastewater properties • 4,700 commercial and industrial wastewater properties. We serviced: • more than 5,500 commercial and industry properties • customers with 2,330 kilometres of water mains • customers with 2,293 kilometres of wastewater mains. We also: • distributed more than 25,000 mega litres of clean, safe, reliably delivered drinking water (equating to approximately 10,000 Olympic pools) • performed more than 400,000 water meter reads • safely returned more than 22,600 mega litres of wastewater to the environment • managed more than 22,900 contacts with customers • engaged with more than 19,500 people across 14 different face-to-face engagement activities from July to December 2019. Python program puts ‘eyes’ inside pipes About Technology refined in Logan has dramatically reduced the time spent scanning for faults within Logan’s vast network of underground wastewater pipes. Actions Normally, Logan Water’s engineers would sift through hours of CCTV footage, scanning for any faults within Logan’s network of underground wastewater pipes. This is to find things such as: • grease build up • cracks • root intrusions.
These can become costly problems. A small team at Logan Water and partners WSP have used the technology to develop a computer program that uses automation to speed this vital assessment process. The project assessed the use of image classification with artificial neural networks and deep learning. A Visual Object Tagging Tool (VoTT) was used to ‘tag’ the defects so that they would be automatically recognised by the machine.
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Outcome What would normally take around 60 minutes to detect could be found in under 10 minutes. The trial had a 90 per cent success rate in detecting the 3 most common problems that plague wastewater pipelines.
First wave of smart water meters installed across Logan About The first wave of devices that allow real-time monitoring of water use have been rolled out at homes, businesses and schools across Logan. Actions A total of 885 smart water meters have been installed since September 2019 as part of phase one of Logan Water’s implementation of the innovative solution. This included 152 smart meters installed at Logan schools. The smart meters will: • support real-time monitoring of water usage • support water efficiency learning and literacy.
The smart meters replaced previous 20 millimetre mechanical water meters, while new data loggers were attached to existing mechanical water meters larger than 20 millimetres.
Our initial investment in smart water metering solutions allows customers and Council to understand the value of real-time access to water usage data and information. Smart water meters, along with a customer portal and app, provide Council and customers with the ability to understand water usage patterns and performance of the water supply network, including early detection and identification of water leaks.
Customers who received new smart water meters were provided with detailed information about the installation and operation of smart water meters. Outcome The installation of smart meters helped in the early identification of around 9.9 mega litres of customer-side water leaks since November 2019. The project will support the delivery of sustainable and efficient water supply services to Logan ratepayers.
Looking forward What's coming up in the next 12-18 months? We will: • commission the Cedar Grove Environmental Centre • decommission the Flagstone Wastewater Treatment Plant • deliver master planning works for the Chambers Flat Wastewater Treatment Plant and associated trunk infrastructure • design and develop a project to close the ageing Beenleigh Wastewater Treatment Plant • start planning and designing the Wastewater Treatment Plant: Site B to improve services to the Logan South region of the city • design and develop a project to upgrade the Loganholme WWTP to increase capacity and capability o Preliminary studies have commenced regarding the location of solar panels and connection to the switchboard at Loganholme WWTP. o Initial design drawings have been completed and the process of purchasing of pumps and accessories has commenced for the Old Inlet upgrade project. • continue delivery of the upgrade of fibre network for security and SCADA
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o all cameras have been installed, new fibre network has been laid for security and SCADA o Stage 8 is scheduled for design and construction commencing April 2021 • deliver the trial project of gasification technology at Loganholme WWTP • continue implementing of smart meter technologies across the City of Logan • continue to invest in new and improved ways of delivering critical water and wastewater services to our customers and community.
Logan Water annual performance plan report This is a summary of Logan Water’s performance against the 2019/2020 key performance indicators for water and wastewater service delivery.
NETSERV focus Performance area 2019/2020 2019/2020 area target actual Safety 1. Lost time injury frequency rate (LTIFR) combined ≤ 10 10 Customer 2. Number of water quality complaints per 1,000 service properties ≤ 5 2.2 excellence 3. Percentage compliance with drinking water quality aesthetic parameters (based on National Health and ≥ 95% 100% Medical Research Council (NHMRC) guidelines)
4. Percentage compliance with drinking water quality health-related guidelines (based on NHMRC guidelines) ≥ 99% 100%
5. Percentage compliance with NHMRC microbiological guidelines (rolling 12 month) ≥ 99% 100%
6. Water supply reliability (percentage of property connections that do not experience an unplanned water ≥ 92% 96.6% supply interruption annually)
7. Wastewater service reliability (percentage of property connections that do not experience an unplanned ≥ 95% 99.96% wastewater service interruption annually) 8. Restoration of water supply (percentage of interruptions Data ≥ 95% where service has been restored within 5 hours) unavailable1 9. Restoration of wastewater services (percentage of Data interruptions where service has been restored within 5 ≥ 92% hours) unavailable
10. Percentage of urgent water events that are responded Data ≥ 80% to within 2 hours unavailable 11. Percentage of urgent wastewater events that are Data ≥ 90% responded to within 2 hours unavailable 12. Percentage of non-urgent water events that are Data ≥ 80% responded to within 36 hours unavailable
13. Percentage of non-urgent wastewater events that are ≥ 90% Data responded to within 36 hours unavailable
1 Performance data unavailable due to quality testing of new works order system still in progress at time of publication
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NETSERV focus Performance area 2019/2020 2019/2020 area target actual 14. Earnings before interest and tax (EBIT) against budget Financial and ≥ -5% 4.1% business (excluding capital adjustments) efficiency 15. Total operating expenditure (OPEX) ≤ +10% 8.6% 16. Water purchase volume in Logan (variance against ≥ -5% 10.7% budgeted water purchases) 17. Real losses (system water loss – litres per service ≤ 50L 45L connection per day)
Environmentally 18. Compliance with Department of Environment and responsible Science (DES) licences (# of Infringement notices 0 0 received) 19. Notifiable wastewater overflows reported to DES per ≤ 0.5 0.2 100 kilometres main 20. Percentage notification of major incidents to DES 100% 100% (within 24 hours) 21. Number of wastewater odour complaints per 1000 ≤ 1 0.9 properties 22. Long-term effluent standards. (Calculated average long-term compliance for all Wastewater Treatment Plant 100% 100% (WWTP)) 23. Percentage of short term wastewater compliance with ≥ 95% 100% DES licence standards 24. Number of wastewater reticulation main breaks and Deliver and chokes per 100 kilometres of sewer main ≤ 15 9.7 maintain our assets 25. Water main breaks (# per 100 kilometres of main) ≤ 5 6.6 26. Number of wastewater property connection breaks and chokes (per 1,000 properties) ≤ 3 0.1
27. Number of dry weather wastewater overflows (to connected residential properties) per 1,000 properties ≤ 3 4.0
28. Percentage of capital program delivered to budget ≥ 90% 96%
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Health, Environment and Waste Branch - Waste and Recycling Program Program purpose To contribute to a clean, sustainable, prosperous and healthy city through the delivery of a reliable, connected, affordable and profitable waste and recycling service. Our services The following services and facilities were provided during 2019/2020: • Browns Plains Waste and Recycling Facility • community service obligations (household paint and chemical drop-off days, dead animal collection, coordination of Clean Up Australia Day). • household waste and recyclables collection • kerbside clean-up services • Logan Recycling Market • maintenance of closed landfills • processing of recyclables collected at the kerbside • public place bin servicing • special event bin servicing • transfer stations at Browns Plains, Carbrook, Greenbank, Logan Village and Beenleigh. Key performance indicators
Category Result Budget variation Revenue $41.253 million $1.58 million (3.7 per cent) under budget target of $42.833 million Operating $35.426 million $578,022 (1.6 per cent) under budget target of $36.004 million expenditure Net profit after tax $2.764 million $854,390 (23.6 per cent) under budget target of $3.619 million
*See page 163 for the complete Waste and Recycling Program 2019/2020 performance plan report.
Highlights Waste Contracts Renewal Project About This project reinvolved calling tenders and awarding a new municipal waste collection contract to start in July 2021. Tenders were called on 16 February 2019 and closed on 30 April 2019. Actions By the end of the 2019/2020 year: • debriefings had been held with unsuccessful tenderers • an implementation plan covering all actions necessary in the lead-up to contract commencement in July 2021 was completed • an initial contract preparation meeting with Cleanaway was held on 9 June 2020 • a preliminary meeting was held with Marketing Branch officers regarding the introduction of the optional greenwaste bin service. Outcome Council, on 29 January 2020, considered a report that recommended negotiations begin with a preferred tenderer. This resulted in a contract being executed with Cleanaway in late May 2020. In addition to the collection of waste
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and recycling bins, this contract also includes options for Council to introduce a garden waste bin service and an on-demand bulky waste pick-up service across the city. Future Waste Disposal Expression of Interest About At its meeting on 13 November 2018 (Minute No 354/2018), Council resolved to invite expressions of interest (EOI) for waste disposal services. The EOI included the use of alternative waste disposal and recycling technologies to service the needs of the City of Logan, or as part of a regional arrangement, joint government entity or joint local government with other councils in South East Queensland. Actions Following public consultation, the Australian Competition Consumer Commission (ACCC), on 29 March 2019, granted interim authorisation in response to an application lodged by: • Logan City Council • Ipswich City Council • Redland City Council • Lockyer Valley Regional Council • Somerset Regional Council.
The interim authorisation enables the councils to undertake an expression of interest process regarding possible joint procurement of waste processing services while the ACCC completes its assessment of the substantive application for authorisation. Expressions of Interest were publicly called on 25 May 2019.
Meanwhile, work on the Expressions of Interest evaluation methodology continued. This involved representatives from each participating council. Outcome Expressions of interest closed on 20 August 2019. An assessment process then commenced. A report on the Expressions of Interest assessment and potential next steps is being prepared.
Waste Disposal Levy About The Queensland Government's waste levy came into effect on 1 July 2019. Actions In the lead up to that date, the Waste and Recycling Program: • consulted and coordinated with Council's weighbridge software provider to update software • trained staff on new weighbridge software • made a Submission of Resource Recovery Area Declaration Application to the Department of Environment and Science on 10 June 2019 • negotiated with major waste disposal customers on inclusion of the levy in charge agreements • distributed levy information flyers from transfer station gatehouses to commercial customers most likely to be impacted • issued 2,300 letters explaining the implications of the waste levy to ratepayers who use a commercial waste bin service, and handled the resulting phone enquiries • managed and responded to a high number of waste levy enquiries from businesses and the local community on the implications of the waste levy.
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Outcome The introduction of the levy on 1 July 2019 generated a high level of concern among some commercial customers. Necessary changes were made to the structure and application of: • Council's schedule of waste disposal charges • customer interface recording and reporting software.
The operational changes were delivered, implemented and communicated to all stakeholders successfully. Regulatory submissions were also delivered to the Department of Environment and Science on time, each month throughout the year including: • monthly summary returns • detailed data uploads together with the waste levy payments.
Community service obligations Community service obligations satisfy our Remissions to Community Organisations and Community Service Obligations Policy.
Community service obligation Responsible branch Actual ($) Free tipping for community organisations (includes Community Services $54,577 Clean Up Australia Day and disposal of motor vehicles) Natural disasters/emergency situations Community Services $0 Pensioner discounts for rated garbage and recyclables Corporate Finance $351,158 collection services Total $405,735
Looking forward What’s coming up in the next 12-18 months? We will: • deliver a report regarding service options available under the 2021 Waste Collection Contract to prepare for the commencement of the new waste collection contract on 4 July 2021 • deliver a marketing plan in preparation for the introduction of a green waste collection service (potentially commencing 1 July 2021) • complete construction of landfill Cell 2E at the Browns Plains Waste and Recycling facility • determine the next phase of the sub-regional waste alliance project • deliver construction works and operational changes to the Browns Plains Transfer Station to increase resource recovery • complete the process for awarding the next recyclables processing contract due to commence on 1 July 2021 • deliver a high efficiency sediment basin (HESB) and install associated equipment • install new LFG (landfill gas collection) infrastructure in landfill cell 2B and 2C • deliver tender and evaluation materials for weighbridge software contract renewal.
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Household waste and recycling in Logan – 5-year trend
Year Household recyclables per wheelie Household waste per wheelie bin per week bin per week (kg) (kg) 2015/2016 2.78 12.5 2016/2017 2.44 12.24 2017/2018 2.57 12.61 2018/2019 2.28 13.91 2019/2020 2.36 14.42
Note: Based on domestic premises issued with 140 or 240 litre wheelie bins.
Total tonnes landfilled at Browns Plains landfill (tonnes) – 5-year trend
Year Total landfilled at Browns Plains landfill (tonnes) 2015/2016 165,350 2016/2017 174.607 2017/2018 196,591 2018/2019 182,121 2019/2020 163,739
Tonnes of waste material diverted from landfill at Logan waste and recycling facilities by type (tonnes) – 5- year trend
Category 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Material sold at the recycling market 1,188.95 1,414.45 1,512.96 1,752.91 1,179.81 Net quantity kerbside recyclables 14,235.59 13,205.33 14,628.56 13,011 13,390.40 Cardboard collected for recycling at 529.15 596.15 613.68 589 634.56 transfer stations E-waste collected for recycling at 96.51 148.72 126.6 116 81.60 transfer stations Waste vegetation 38,343.91 31,061.43 38,560.01 32,592 30,399 Comix (kerbside recyclables) collected 48.73 33.54 58.04 40 24.86 at transfer stations Metal collected for recycling at transfer 3,072.91 4,291.07 4,042.24 3,907 4,003.81 stations Total quantity of material collected and 58,712.21 50,750.69 59,149.12 52,008 49,714.44 removed for resource recovery, recycling or reuse
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Proportional composition of kerbside recyclables by weight (tonnes) – 5-year trend
Category 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Paper and cardboard 44.9 45.3 43.9 50.8 52.9 Glass 12.7 7 7.7 3.6 5.8 PET 3.4 3.8 4 3.3 3.7 Mixed plastic 0.8 0.9 0.9 1 1.3 HDPE 3.1 3.1 3.5 3.9 4.7 Aluminium 1.4 1.2 1.3 1.1 0.6 Steel 1.9 1.9 2 1.8 2.1 Waste 31.9 36.8 36.7 34.5 28.8
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Waste and Recycling Program annual performance plan report Programs management – KPIs KPI 2019/2020 target 2019/2020 actual Return on assets 11.85% 11.01% Earnings before income tax (EBIT) $10.69 million $10.476 million Gross margins $30.598 million $30.215 million Cost of delivering waste services – operating contribution margin Favourable variance Favourable net (operating revenue less expenses) of less than 10% variance of 14.69%
Waste and Recyclables Collection – KPIs
Program KPI 2019/2020 target 2019/2020 actual and service Waste and Percentage of missed bin Less than 0.05% Achieved recyclables services in accordance with The actual number of services carried out collection schedule 0.07 lowest acceptable in the year-to-date (YTD) 2019/2020 has been 12,154,486.
There have been 1,217 reported missed services due to contractor error during the period. This represents a missed rate of 0.01% which is within the requirement of 0.07%. Percentage of missed bin 98% Achieved services collected by close 4,069 requests have been received for of business the next 90% lowest acceptable missed bins during the 2019/2020 YTD. working day 3,981 (97.8%) requests were actioned within 1 working day. Percentage of damaged 98% Achieved wheelie bins repaired or 3,221 requests have been received for replaced within 2 working 90% lowest acceptable damaged bins during the 2019/2020 YTD. days 3,166 (98.2%) requests were actioned within 2 working days. Percentage of stolen 98% Achieved wheelie bins replaced 1,768 requests have been received in within 1 working day 90% lowest acceptable total for stolen bins during the 2019/2020 YTD. 1,705 (96.4%) requests were actioned within 1 working day.
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Program KPI 2019/2020 target 2019/2020 actual and service Waste and Percentage of kerbside 98% Not Achieved recyclables clean up services actioned Completion rate is 83%. collection in accordance with 90% lowest acceptable 15 of the 18 services scheduled to have schedule (within 12 days) been completed by the end of June 2020 were completed within the required 12 days. (Service numbers 7, 10 and 13 were completed late.) Percentage of customers 90% Achieved that report satisfaction with In the most recent (October 2018) the wheelie bin collection 80% lowest acceptable Residents Survey the 'Average service Satisfaction Rating' with 'General waste collection' was 86%. Percentage of Less than 25% Not Achieved contamination of kerbside 28.6% (November 2019 audit) recycling 35% lowest acceptable A number of initiatives are in place to endeavour to address this. Waste Number of odour No standard There were 51 complaints in the disposal complaints 2019/2020 year compared to 98 for the previous 12-month period. Transfer Number of enforcement Zero (0) formal Achieved stations actions received for non- enforcement actions No formal enforcement actions were compliance with received received Waste environmental licence recycling conditions Maintain ISO9001 and Maintain accreditation Achieved Recycling ISO14001 accreditation Accreditation maintained. market Waste and Percentage of actions 100% Achieved recyclables implemented in accordance 100% collection with the 2017-2021 Waste 90% lowest acceptable Reduction and Recycling Transfer Plan stations
Waste recycling
Recycling market
Waste disposal
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Projects – Waste and Recycling Administration and Operations Program
Project 2019/2020 target 2019/2020 actual Deliver kerbside recyclables composition May 2020 Complete audits to determine the recyclables The November 2019 and May 2020 audits processing prices for January to were conducted as required. December 2020. • Audit 1: November 2019 • Audit 2: May 2020 W&R.1920.001 Deliver a contract commencement plan to June 2020 Complete the Heath Environment and Waste Commencement plan delivered Manager for the Waste Collection Contract to ensure a successful transition to the start of Council's new waste collection service. W&R.1920.002 Deliver a report with recommendations to Sept 2019 Complete the HEW Manager on the outcomes of the Finding of the report being investigated Future Waste Infrastructure Network further. Options study to inform future waste planning. W&R.1920.003 Install additional waste segregation, March 2020 Complete storage infrastructure, facilities and Extension of metal recycling storage area services at Council transfer station at Beenleigh Waste and Recycling Facility facilities to divert recoverable waste from (WRF) completed. landfill and increase resource recovery. W&R.1920.004 Upgrade to the metal recycling pad pavement at Logan Village WRF completed.
Planning conducted for a waste segregation and resource recovery exercise. This is to be undertaken at Browns Plains WRF in 2020/2021. Deliver a report with recommendations to Dec 2019 Complete the HEW Manager on the management Report delivered to the HEW Manager in and recovery of resources from February 2020. problematic waste (e.g. mattresses, solar panels, polystyrene) to divert these wastes from landfill. W&R.1920.005 Deliver a report with recommendations to Dec 2019 Work in Progress the HEW Manager on the implementation Suitable supplier not identified during the of a point of sale system at the Logan procurement process. Recycling Market Point to increase customer service and sales option, reduce The project will be revaluated in the queues and enable the collection of sales 2020/2021 financial year. data for marketing analysis. W&R.1920.006
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Project 2019/2020 target 2019/2020 actual Integrate the Waste and Recycling Asset June 2020 Undeliverable and Services Management Plan with SAMMS Project not progressing Council’s Strategic Asset and Waste and Recycling Asset Management Maintenance Management System Plan (W&R AMP) delivered by program. (SAMMS) to ensure consistent management of assets across Council. W&R.1920.007 Integration of the W&R AMP with SAMMS is no longer attainable. Review the Browns Plains Landfill Dec 2019 Complete revaluation and rehabilitation models to Council has accepted the final report and ensure financial accuracy. the project is complete. This was after: W&R.1920.008 • the incorporation into the valuation report of the feedback from Council officers • the provision of the valuation calculation spreadsheet. Deliver the phased construction and June 2020 Work In progress operation of landfill Cell 2E to provide for Quotes were assessed and contracts the continued deposit of waste at Browns were awarded for the following services: Plains Landfill. W&R.1920.009 • excavation • construction • quality assurance . These are necessary for the delivery of landfill cell 2E, phase 1.
Engineering containment liner materials were ordered. They were shipped from Europe and arrived February 2020. Excavation of landfill cell commenced March 2020. Containment liner works and installation of drainage layer commenced in May 2020. This was following delays due to wet weather.
Cell 2E, phase 1 completion now expected mid-August 2020. Request for quotes on Cell 2E, phase 2 excavation and construction to an already approved design to be prepared late 2020.
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Project 2019/2020 target 2019/2020 actual Implement storm water management June 2020 Work in progress infrastructure and systems, to include This project must be phased to work in erosion and sediment control measures, conjunction with the landfill Cell 2E design at Browns Plains Landfill. This will: and construction project. This is to provide • reduce the risk of sediment-laden a whole-of-site surface water solution water escaping the site into the during and post landfill cell construction, creek operation and closure. • increase the stored water resource capacity available for The proposed design was delivered and future on site use. shared with the Department of Environment and Sciences. This was followed from on-site test pits and environmental sampling. These were completed in December 2019. Request for quotes are to be prepared in 2020/2021.
Access to potential funding to be investigated in 2020/2021. Elevate the Browns Plains Landfill Dec 2019 Work in progress leachate collection system risers to These works will be completed when ensure that leachate can still be collected landfilling works have been completed in and removed from the landfill cells. the surrounding area. The leachate riser W&R.1920.010 for Cell 2C is expected to be raised during the 2020/2021 financial year. Deliver a report for Council’s June 2020 Work in progress consideration on the evaluation outcomes Expressions of interest closed in August of the regional waste disposal and 2019 and are being evaluated. resource recovery expression of interest to inform future waste management planning. W&R.1920.011 Implement preparation actions to ensure July 2019 Complete Council fully complies with the legislative, The site was levy-ready and commenced operational, registration, reporting and operations in compliance with relevant payment requirements of the Waste legislation on 1 July 2019. Reduction and Recycling (Waste Levy) and other Legislation Amendment Bill Compliance with monthly reporting and 2018. waste levy payments to the State Government have been met. Compliance actions include: • training to team members • performance monitoring • auditing all operations, systems and processes. W&R.1920.012
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Section 5 - Additional statutory information
Section 5 - Additional statutory information This section contains a range of important Council information. It includes statutory information and public interest disclosures required under the Local Government Act 2009. It also has information on our key governance and financial policies and an overview of our financial sustainability.
Service charges Service charges apply in situations where Council has ongoing contact with the public as part of our responsibilities and functions in revenue collection, administration and supply. Some of the revenue raised is devoted to administration costs and overheads. Other income from service charges is used for appropriations to relevant reserves. Ordinary or trading income, grants, subsidies or contributions received in respect of the service programs and any internal financial accommodation arranged within our own financial entities are regarded as service charges. • Service: Garbage • Number of Assessments: 120,897 (2019/2020 quarter 4) • Value ($) million: 33.8 million
Separate charges In levying separate charges, like the environmental and community service charges, it is Council’s policy that certain appropriately identified groups of costs or outlays are to be recovered via a uniform charge on each rateable property in the city. This policy ensures the impact of those costs is equal across the city’s rate base, on the grounds that the function or service is available and for the benefit of all residents.
Charge Net value ($ million) Environmental Charge $9.7 million Community Infrastructure Charge $46.9 million Trade Waste Charge $3.8 million
Consumer charges There are certain other Council services where consumers are expected to meet all, or the majority of, the cost of provision. Those charges relate to property searches and processing applications and licensing registrations.
Charge Net value ($ million) Application fees $16,530,223.11 Permit, licence and registration fees $1,630,256.70 Property searches $2,172,857.96 Total $20,333,337.77
Interest on rates and charges We continued to impose the maximum rate of interest permissible by statute on outstanding rates and charges. We do this to discourage any avoidance of rates and charges debts. We continued to comply with statutory requirements and guidelines regarding the imposition of fines and penalties.
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Section 5 - Additional statutory information
Collection of outstanding rates and charges At the close of the financial year, the balance of outstanding rates and charges was $25.653m, or 4.78 per cent of the gross rates and charges levied for the year (compared to $22,791 million or 4.50 per cent in 2018/2019). While we continued our policy of assisting ratepayers to budget for payments, we also continued to pursue debtors.
This approach has been adapted in response to the COVID-19 pandemic and Council has suspended all recovery action until 30 September 2020, while still proactively engaging with ratepayers experiencing difficulties in paying their accounts. Precepts and government levies We complied with appropriate legislation in the levying, collection and remittance of precepts and charges payable to the State Government.
Discounts and concessions Council policy encourages the prompt payment of rates and charges by offering discounts for payment by a designated due date. We provide early payment incentives in line with guidelines and limits provided by statute.
• Discounts: Discounts offered included 5 per cent of current rates and charges (excluding the state government’s emergency levy, sewerage and water service charges and water consumption charges), where full payment of rates, including all outstanding arrears, was made by 30 days after the date of issue of the rates notice. • Concessions: Council’s policy in 2019/2020 was to provide assistance to property owners in receipt of a pension from the federal government and to offer concessions to achieve specific objectives such as the conservation of environmentally sensitive land. • Pensioner concessions: Remissions on general rates in 2019/2020 were $349.20 a year for maximum- rate pensioners and $174.60 a year for non-maximum rate pensioners, upon application to Council. Council also offered eligible pensioners on a maximum rate pension, a remission of up to 10 per cent per year. Non-maximum rate pensioners receive a remission of up to 5 per cent per year on waste charges.
The State Government provides a subsidy of 20 per cent on current rates and charges as levied (to a maximum of $200 a year) and a 20 per cent pensioner subsidy on the emergency levy charge. The State Government also provides an additional subsidy on water charges for approved pensioners to a maximum of $120 a year.
Pensioner concession Number of properties Value ($million) State Government 14,536 $4.902 million Council 14,536 $4.485 million
Tenders and expressions of interest There were no invitations to change tenders under section 228(7) of the Local Government Finance, Plans and Reporting Regulation 2012 during the financial year.
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Section 5 - Additional statutory information
Community service obligations Community service obligations are “top-up” or subsidy payments to business units for non-profitable activities/services required in the public interest (as per section 24 of the Local Government Regulation 2012).
The following table itemises the value of subsidies to provide services in the public interest.
Community service obligations Actual value 2019/2020 ($) Cleansing remissions to eligible pensioners $351,158 Water, sewerage and cleansing remissions to eligible community organisations $1,106,094 Free tipping for community organisations (includes Clean Up Australia Day and $54,577 disposal of motor vehicles) Natural disasters/emergencies $0.00 Total $1,511,829
Registers open for inspection To allow people to inspect decisions and disclosures made by Council and Councillors, the following registers are open for inspection: • Annual budget • Business activities • Certificate classification under the Building Act 1975 • Council minutes (on Council’s website) • Councillors register of interests (on Council’s website) • Council policies (on Council’s website) • Complaints about Councillor conduct or performance (on Council’s website) • Delegations of authority • Development assessment applications • Development approvals • Development permits • Disclosure log under the Right to Information Act 2009 (on Council’s website) • Disclosure of election gifts • Dog registry • Fees and charges—regulatory fees and schedule of commercial and other charges • Infrastructure charges • Licences, approvals and environmental reports under the Environmental Protection Act 1994 • Local laws and subordinate local laws • Monitoring program results • Notices issued under the Building Act 1975 • Register of impounded animals • Infrastructure Agreement Register • Licences under the Food Act 2006 • Licences under the Public Health (Infection Control and Personal Appearance Services) Act 2003 • Environmental (Vegetation) Offsets Register under the Environmental Offsets Act 2014
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Section 5 - Additional statutory information
Financial sustainability Financial management strategy Council measures actual revenue and expenditure trends over time to guide decisions about resource allocation. This helps ensure services are provided efficiently and effectively. Council’s financial management strategy is prudent, and its long-term financial forecasting indicates we have a sound financial position, while also being able to meet our community's current and future needs.
Measures of How the Target Actual Projected for the years ended 30 June financial measure is 30 June 2021 2022 2023 2024 2025 2026 2027 2028 2029 sustainability calculated 2020 Operating Net result Between 0.05% 0.2% 0% 0.7% 1.2% 1.2% 1.3% 1.2% 1.6% 2.8% surplus ratio (excluding 0% and capital items) 10% divided by total operating revenue (excluding capital items)
Asset Capital Greater 78.2% 81.3% 74.2% 71.9% 70.1% 64.9% 61.5% 66.1% 59.7% 61.9% sustainability expenditure on than ratio the 90% replacement of assets (renewals) divided by depreciation expense Net financial Total liabilities Not (18.8%) 7.4% 27.3% 36.7% 61.0% 76.4% 89.3% 88.9% 89.7% 85.3% liabilities ratio less current greater assets divided than by total 60% operating revenue
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Code of competitive conduct for business activities In accordance with sections 45 and 47 of the Local Government Act 2009, Council resolved that the Code of Competitive Conduct (the Code) be applied to Plant Fleet Services (workshop, fleet external, fleet internal). Council resolved not to apply the code to community venues, sport centres, aquatic centres, the Logan Entertainment Centre and development assessment building services. Council's reasons for not applying the code to the above are: • Internal support service providers work with business units to drive efficiencies and Council as a whole. • The Code should not be applied until business activities are competitive to prevent their immediate failure and consequent loss of service to the community. • Council’s intent is to increase community access to services and social benefits. • Development assessment building services ceased marketing external private certification services on 30 June 2010. It is primarily focused on providing a customer services obligation to finalise the historical backlog of building approvals from the transferred local government areas as part of boundary reforms. If any future requests are made under section 51 of the Building Act 1975 for Council to provide a mandatory certification service, Council can carry out this function. For general certification requests, we provide a register of external providers and will also refer the requester to online provider lists.
Summary of investigation notices for complaints and reference There were no complaints received regarding competitive neutrality.
National competition policy reforms In the late 1990s, the Local Government Act was amended as recommended by the The Hilmer Report. This report aimed to increase competition and efficiency of trade and commerce. These principles were applied to Council’s prescribed business activities.
Council's significant business activities during 2019/2020 were: • Logan Water (commercialised significant business activity) • Logan Waste Services (commercialised significant business activity) • Plant Fleet Services—Workshop (Code of Competitive Conduct Business—Prescribed Business Activity) • Plant Fleet Services—Fleet External (Code of Competitive Conduct Business—Prescribed Business Activity) • Plant Fleet Services—Fleet Internal (Code of Competitive Conduct Business—Prescribed Business Activity).
Quality assurance • Logan Water has a State Government-approved Drinking Water Quality Management Plan. It has an Environmental Management System based on ISO14001 principles. Logan Water’s laboratory services are accredited by National Association of Testing Authorities (NATA) for the tests it provides. This accreditation includes compliance with ISO17025.
Human Rights Act The Human Rights Act 2019 commenced on 1 January 2020. Its main objectives are: • promoting and protecting human rights • helping to build a culture in the Queensland public sector that respects and promotes human rights • helping to promote a dialogue about the nature, meaning and scope of human rights.
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Section 5 - Additional statutory information
Human rights considerations apply across the full range of actions and decisions of Council. We have incorporated these considerations into our decision-making systems and processes.
Administrative action complaint disclosures 2019/2020 We aim to deliver excellent service standards. Our policy is to investigate—and, where appropriate—take corrective action and/or revise a decision if a customer is dissatisfied. We are committed to dealing fairly with administrative action complaints. Council is committed to ensuring that information obtained via the complaints process is used to improve our overall service delivery.
To demonstrate this commitment we: • provide good decision training to relevant officers • provide advice to officers on administrative action complaints where required • maintain an administrative complaint register and send quarterly reminders to relevant areas • implement a system where administrative complaints are dealt with by the relevant manager and, where required, by the relevant director. If the complaint remains unresolved, the complainant is advised of their external review rights including the option to seek assistance from the Queensland Ombudsman.
S187 of the Local Government Regulation 2012 requires Council to: • provide information about the performance of the Administrative Action Complaints Policy • provide information about the performance of the Administrative Action Complaints Procedure in resolving complaints • provide statistics on the number of administrative action complaints: o received o resolved o not resolved.
Outcome of administrative action complaints Number Number of complaints made under the Administrative Action Complaint (AAC) process during 758 2019/2020 Number of AACs resolved under the complaints management process during 2019/2020 753 Number of unresolved complaints under the AAC process during 2019/2020 5 Number of unresolved complaints under the AAC process during 2019/2020 that were made 4 in the previous financial year (2018/2019)
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Section 5 - Additional statutory information
Local Government Finance Standard disclosures The Local Government Regulation 2012 requires certain matters to be disclosed to improve awareness about how we use money for the following: • Category: Grants to community organisations • Expenditure 2019/2020 ($): $1,816,668.71
For more information about the Mayor and Councillors’ Community Benefit Fund, including a breakdown of funding (recipients, amount and purpose) given by each Councillor, visit: logan.qld.gov.au/community-benefit-fund-2.
Overseas travel and accommodation costs are detailed below:
Name Position Destination Purpose Cost ($) Andrew Stevenson (acting) Water New Zealand Inspection of belt dryers in $1,462.91 Business Manager operation in Whanganui Benjamin Steel Customer Service New Zealand Industry engagement $1,799.18 and Business performance Program Leader Luke Kay Digital and Business New Zealand Industry engagement $1,458.72 Systems Lead Patty Leung Business Japan Japan 2019 Study Queensland $3,397.61 Development Trade Mission Executive Andrew Stevenson (acting) Water Germany To inspect the operation of Bio- $1,759.14 Business Manager solids belt fryer installations Scott Bourke Director of USA 2020 Meeting of the Minds $4,859.10 Innovation and City Summit Transformation
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Section 5 - Additional statutory information
Beneficial enterprises Under Section 41 of the Local Government Act 2009 a local government’s annual report must list all the beneficial enterprises conducted during the financial year.
Council’s beneficial enterprises include Invest Logan Pty Ltd (investLogan). investLogan is an investment company 100 percent owned by the Logan City Council as the sole shareholder. The company is led by a board of non-executive directors who are independent from Logan City Council.
It was established to invest in strategic projects in the City of Logan that will not only deliver an investment return to the city, but will also act as a catalyst for further investment. investLogan is committed to not only delivering strong financial returns for the people of Logan, but also significant social, environmental and economic benefits. investLogan’s aspirations are to: • achieve social and community benefit for the Logan community by undertaking sustainable and value- adding activities • deliver an economic return to the city and be a catalyst for further investment by others into the city. investLogan is focused on delivering a diverse portfolio of property development and investment activities that are targeted at driving economic growth and meeting social and community needs and enriching public places. investLogan undertakes property development and investment activities to: • drive and facilitate economic growth of the city, creating more local job opportunities and investment into the growth of key business centres • deliver community and social infrastructure to support the Logan community.
Shareholder While investLogan is led by a board independent of Council, the success of investLogan is dependent on and aligned to the vision, expectations and support of Council as the shareholder. Council has invested in the establishment and operations of investLogan to enable the enterprise to achieve these aspirations and deliver on this strategic plan.
The company is established under, and governed by, the following key legislation: • Local Government Act 2009 • Local Government Regulation 2012 • Corporations Act 2001 (Cth)
As a company wholly owned and ‘controlled’ by a local government, investLogan is classified as a public sector entity under the Auditor-General Act 2009. investLogan is audited annually by the Auditor-General of Queensland. investLogan’s governance framework is considered leading practice for like organisations.
For information about investLogan please see our website: investlogan.com.au.
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Section 5 - Additional statutory information
Councillor expenses and entitlements policy Policy Details Item Description
Directorate: Organisational Services
Branch: Corporate Governance
Responsible Manager: Corporate Governance Manager
Date adopted: 04/12/2019 (minute number 188/2019)
Date for review: 2 years from the date of adoption or date of last review
Legislative basis: Local Government Act 2009 Local Government Regulation 2009 Public Sector Ethics Act 1994 Code of Conduct for Councillors in Queensland Related documents - forms Councillor Expenses and Entitlements Procedure (DM: 13315213) and procedures Insurance and Indemnity for Councillor Policy (DM: 13347879) Staff Interaction Policy (DM: 13315443)
Policy purpose The purpose of this policy is to: • reimburse Councillors for legitimate business expenses incurred while carrying out their civic duties as elected representatives of the City of Logan • establish entitlements that Logan City Council will provide to help Councillors to assist them to fulfil their professional role for the community at an appropriate standard. Scope This policy applies to all Councillors. The following exclusions apply to this policy: • Spouses, partners or family members of Councillors are not entitled to reimbursement of expenses or to have access to entitlements provided to Councillors by Logan City Council ('Council'). • Council will not reimburse or provide funds, services or facilities solely or mainly for the purposes of campaigning activity by Councillors including advertising by, or self-promotion of Councillors. • Councillors are not entitled to be reimbursed or provided with funds for the purchase of alcoholic beverages without the prior approval of the Chief Executive Officer. • Councillors are not entitled to be reimbursed for expenses incurred for travel to internal meetings, informal policy discussions, party or political meetings between Councillors. Policy statement Principles Councillors are elected representatives of the community who set the strategic direction for the City of Logan. Council is committed to ensuring that its elected representatives are appropriately reimbursed for legitimate expenses incurred while carrying out Council business, and provided with suitable entitlements to enable them to discharge their duties and responsibilities as a Councillor. The payment and/or reimbursement of expenses and the provision of entitlements for Councillors will be: • open and transparent • financially responsible and accountable
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Section 5 - Additional statutory information
• based on ensuring economy and efficiency • subject to budget provisions • in accordance with statutory requirements.
This policy does not provide for salaries or any other form of remuneration to Councillors. Councillor Expenses and Entitlements Procedure The Councillor Expenses and Entitlements Procedure sets out the expenses that Council will reimburse and the entitlements which Council will provide to Councillors (DM: 13315213). Reporting Council’s annual report must contain the particulars enacted by this policy and the details of any expenses reimbursed to Councillors under this policy. Quarterly reports on Councillor expenses and reimbursements will be provided to Councillors. Definitions
Term Definition Councillors All elected representatives including the Mayor Employee Any person employed directly by Logan City Council regardless of their employment status, and contractors undertaking duties on behalf of Council
Document control • File: 888737-1 • Document Id: 13315199 Amendment history Version number Description of change Author/branch Date 1.0 Creation Corporate Governance 4 December 2019 2.0 Amended related documents list Corporate Governance 10 March 2020
Councillor expenses and entitlement procedure https://www.logan.qld.gov.au/policy-procedures-1
Resolutions • Adoption of Councillor expenses and entitlements policy: https://www.logan.qld.gov.au/downloads/file/2135/special-council-meeting-4-december-2019-minutes
There were no resolutions made during the financial year under section 206(2).
For more information about Council meetings and minutes (including adopted resolutions), please see our website: logan.qld.gov.au/committees-and-meetings.
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Section 6 - Financial reporting
Section 6 - Financial reporting This section outlines our financial performance and standing during 2019/2020, including the financial statements that have been prepared in accordance with relevant legislation and accounting standards.
2020 Logan City Council Financial Statements • https://www.logan.qld.gov.au/downloads/file/2742/2020-logan-city-council-financial-statements
2020 Logan City Council statement of financial sustainability • https://www.logan.qld.gov.au/downloads/file/2741/2020-logan-city-council-statement-of-financial- sustainability-signed
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Section 7 - Appendices This section includes background information relevant to the main report, indexes and contact information for our organisation and elected representatives.
Glossary of terms
Term Definition Advocacy Lobbying or organising public support for or recommendation of a particular cause or policy. In the context of the strategic priorities, it refers to encouraging another sphere of government or organisation to deliver a service or outcome for the city. Annual Report Our annual report is a publication that provides a detailed account of the progress made in delivering against our Corporate Plan and Operational Plan, and reports our financial performance and position in the statutory financial statements and notes. Asset An economic resource owned or controlled that enables services to be provided that has a useful life of greater than 12 months. Audit An examination of the records, statements, systems, and procedures of an organisation, together with its stated claims for performance. Best-practice A way or method of accomplishing a business function process or outcome/result that is considered to be superior to all other known methods; achievement of outcomes/results that are superior to all others known. Branch Our organisation is divided into 5 key operational departments, known as directorates. Each directorate contains a number of branches, which deliver a series of programs and services to the community. There are 25 branches led by Managers within our organisation (refer to the organisational structure on page 45). Each branch manager reports to a Director. Budget (annual) Council’s annual budget identifies the planned expenditure and revenue approved by Council for a financial year. This included any specific projects identified as a priority under the Operational Plan. Business Continuity Plan A clearly defined and documented plan for the organisation that establishes ground rules for the critical operations of Logan City Council. It contains the guidelines for the business to continue to operate within a defined timeframe using a set of predefined resources and workarounds. Business planning Planning of Council’s business direction to detail the what, why, when, who and how. It includes strengths and weaknesses, strategies and resources. Business planning is different from the Operational Plan because it is targeted at a particular functional area of Council and provides the detail of a branch’s business for a set period (usually consistent with the period set for the Operational Plan). City City refers to the City of Logan Community The people living in and visiting Logan e.g. residents, ratepayers, business investors and visitors.
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Term Definition Community engagement The process of working collaboratively with and through groups of people affiliated by geographical proximity, special interest, or similar situations, to address issues affecting the wellbeing of those people. The levels of engagement are: inform, consult, involve, collaborate and empower. Corporate Plan A strategic document with a minimum 5-year outlook, which outlines the key strategies that the organisation will undertake to achieve its desired outcomes. This is a legislative requirement. Culture This defines who we are as an organisation, our ethics, our institutions, our behaviours, and our routines. Debt servicing ratio The principal and interest on debt divided by available revenue to fund debt. Directorate Council is divided into 5 key operational departments. Each department contains a number of branches and is headed by a director. Council’s 5 directorates are: Community Services, Innovation and City Transformation, Organisational Services, Road and Water Infrastructure, and Strategy and Sustainability. Executive Leadership Team (ELT) Council’s executive management team. Its members are the Chief Executive Officer and 5 directors. Financial year The financial year we are reporting on in this report is the period from 1 July 2019 to 30 June 2020. Framework Best described as a diagram that shows the links between various processes in order to achieve a particular outcome. It usually includes an explanation of the relationships between the various elements. Global Reporting Initiative (GRI) Index The GRI framework is used by large and small organisations to report their economic, environmental, social and governance performance and impacts. Governance The process by which an organisation makes and implements decisions, is controlled and managed to achieve its objectives, is directed, reviewed and held to account. Initiatives A program of work or project to achieve a measurable benefit within a quantifiable timeframe. Interim Administrator A person appointed by the Governor in Council to exercise the responsibilities of the Mayor and Local Government for a specified period. Key performance indicators Objective evidence on the extent of, or progress towards, achievement of a desired outcome. Local Government Act 2009 The principal legislation which provides the legal framework for Queensland’s local government sector. Local Government Boundary Reform The 2008 restructure of Queensland local government authorities, including Logan City Council, which was mandated by the state Government.
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Term Definition Local Government Regulation 2012 Effective from December 2012, the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010, Local Government (Finance, Plans and Reporting) Regulation 2010 and Local Government (Operations) Regulation 2010 have been collapsed into one Regulation, the Local Government Regulation 2012. Logan: City of Choice This is an initiative helping the City of Logan to grow and prosper into a connected, sustainable city. It was the result of the Logan: City of Choice Summit in February 2013, which attracted more than 1,000 people from community, business and nongovernment sectors, as well as Council, state and federal government representatives. Operational Plan A document with a one-year outlook, which outlines the key activities to be undertaken to achieve the desired outcomes set out in the Corporate Plan. This is a legislative requirement. Outcomes The effect, impact, result on, or consequence for the community, environment or organisation, of strategies, services, policies or activities. Performance measurement Collecting the relevant data, including past and current performance, forecasts and targets. It helps to monitor services and products, and allows organisations to identify good performance, learn from others, and focus on their priorities and any areas of poor performance. It is only part of a bigger performance management framework and is an ongoing improvement process, which involves not just systems but people and the whole organisation. Performance scorecard A visual display of the most important performance information consolidated so an overall understanding of performance can be viewed at a glance. Philanthropic A word used to describe benevolent behaviour. Planning Scheme A requirement under the Integrated Planning Act 1997 that coordinates and integrates the planning and development matters for a designated local government including environmental matters and key infrastructure concerns. Policy A definitive statement issued at the highest level, which clearly states Council's intent, commitment or position to achieve an objective and which provides a decision-making framework for day-to-day application. Priority Area Areas that Council will give priority to over the life of the Corporate Plan 2017–2022. Council has 6 priority areas; Quality Lifestyles (QL), Conveniently Connected (CC), Economic Transformation (ET), Image and Identity (II), Green and Renewable (GR), and Next Generation Governance (NG). Program Council is divided into 5 key operational departments, known as directorates. Each directorate contains a number of branches, which deliver a series of programs and services to the community. There are 74 programs within our organisation, with program leaders reporting to branch managers.
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Term Definition Reconciliation Action Plan Logan City Council’s Reconciliation Action Plan 2019–2020 is a strategic document involving all areas of the organisation. It includes a range of achievable and practical measures that will influence positive reconciliation outcomes within the City of Logan. Risk management The process of identifying, evaluating and controlling risk via the method outlined in the Australian Standard AS/NZS ISO31000:2018. South East Queensland Water Reform A range of structural and regulatory reforms proposed for urban water supply arrangements in South-East Queensland. Strategic planning An overarching process used to help Council and the community plan for the future and realise their vision. It is a continuous, systematic process for identifying intended future outcomes, how outcomes are to be achieved, and how success will be measured. Strategies/strategic priorities Council’s priorities as outlined in the Corporate Plan or as approved through the annual strategic planning, resource allocation and budgeting cycle. Target A quantifiable level of performance to be attained at a specific future date. Setting the right target is just as important as setting the right measure. It is crucial that targets are realistic but at the same time challenging for those involved in the process. They are important to drive forward the improvement of services across Council. Trend Movement or change in results in a general direction. Vision A statement that embraces the desired future the organisation is working towards.
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Section 7 - Appendices
Contact information Mailing address Logan City Council PO Box 3226 Logan City DC Qld 4114
Phone 1300 1 LOGAN* (1300 156 426) *Council’s 1300 number is only for use by customers within Logan City from a landline. When contacting us from a mobile phone or from outside Logan City, please phone 07 3412 3412.
Fax 07 3412 3444
Email [email protected]
Website logan.qld.gov.au
Social media Facebook.com/logancitycouncil Twitter.com/logancc
Customer service centres Logan City Council Administration Centre 150 Wembley Rd, Logan Central Open Monday to Friday, 8 am to 5pm (except public holidays)
Beenleigh Customer Service Centre Corner George St and City Rd Open Monday to Friday, 8 am to 4.45 pm (except public holidays)
Jimboomba Customer Service Centre 18–22 Honora St, Jimboomba Open Monday to Friday, 8 am to 4.45 pm (except public holidays)
We welcome your feedback on the 2019/2020 Annual Report. Please feel free to contact us through one of the methods listed above.
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Section 7 - Appendices
Councillor contact details Mayor Cr Darren Power 07 3412 5301 [email protected]
Division 1 Cr Lisa Bradley 07 3412 5501 [email protected]
Division 2 Cr Teresa Lane 07 3412 5502 [email protected]
Division 3 Cr Mindy Russell 07 3412 5503 [email protected]
Division 4 Cr Laurie Koranski 07 3412 5504 [email protected]
Division 5 Cr Jon Raven 07 3412 5505 [email protected]
Division 6 Cr Tony Hall 07 3412 5506 [email protected]
Division 7 Cr Tim Frazer 07 3412 5507 [email protected]
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Section 7 - Appendices
Division 8 Cr Jacob Heremaia 07 3412 5508 [email protected]
Division 9 Cr Scott Bannan 07 3412 5509 [email protected]
Division 10 Cr Miriam Stemp 07 3412 5510 [email protected]
Division 11 Cr Natalie Willcocks 07 3412 5511 [email protected]
Division 12 Cr Karen Murphy 07 3412 5512 [email protected]
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Section 7 - Appendices
Legislative index Local Government Act 2009 Requirement Chapter Section Page Identifying beneficial enterprises 3 41 175 A local government’s annual report for each financial year must contain a list of all the beneficial enterprises that the local government conducted during the financial year. Identifying significant business activities 3 45 A local government’s annual report for each financial year must: (a) contain a list of all the business activities that the local 3 45 178 government conducted during the financial year; and (b) identify the business activities that are significant business 3 45 178 activities; and (c) state whether or not the competitive neutrality principle was 3 45 178 applied to the significant business activities, and if the principle was not applied, the reason why it was not applied; and (d) State whether any of the significant business activities were 3 45 178 not conducted in the preceding financial year, i.e. whether there were any new significant business activities. Annual report must detail remuneration 6 201 (1) The annual report of a local government must state— (a) the total of all remuneration packages that are payable (in 6 201 50 the year to which the annual report relates) to the senior management of the local government; and (b) the number of employees in senior management who are 6 201 50 being paid each band of remuneration. (2) The senior management, of a local government, consists of the chief 6 201 47, 48, 49, executive officer and all senior executive employees of the local 50 government. (3) Each band of remuneration is an increment of $100,000. 6 201 50 (4) To remove any doubt, it is declared that nothing in this section 6 201 50 requires the exact salary of any employee in senior management to be separately stated in the annual report.
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Local Government Regulation 2012
Requirement Chapter Section Page Financial sustainability statements 5 178 171, 178 1) A local government’s current-year financial sustainability statement must state the relevant measures of financial sustainability for the financial year to which the statement relates. 2) A local government’s long-term financial sustainability statement 5 178 must state— (a) the relevant measures of financial sustainability for the 9 5 178 171, 178 financial years following the year to which the statement relates; and (b) an explanation of the local government’s financial 5 178 171, 178 management strategy that is consistent with the long-term financial forecast. Community financial report 5 179 67-94 (1) A local government must prepare a community financial report for each financial year. (2) The community financial report for a financial year must— 5 179 67-94 (a) contain a summary and an analysis of the local government’s 5 179 67-94 financial performance and position for the financial year; and (b) be consistent with the general purpose financial statement 5 179 67-94 for the financial year; and (c) include the relevant measures of financial sustainability for 5 179 67-94 the financial year; and (d) Be written in a way that can be easily understood by the 5 179 67-94 community. Financial statements The annual report for a financial year must contain— (a) the general purpose financial statement for the financial year, 5 183 178 audited by the Auditor-General; and (b) the current-year financial sustainability statement for the 5 183 178 financial year, audited by the Auditor-General; and (c) the long-term financial sustainability statement for the 5 183 178 financial year; and (d) The Auditor-General’s audit reports about the general 5 183 178 purpose financial statement and the Current-year financial sustainability statement. Community financial report 5 184 The annual report for a financial year must contain the community 67-94 financial report for the financial year. Particular resolutions 5 185 The annual report for a financial year must contain— (a) a copy of the resolutions made during the financial year 5 185 177 under section 250(1); and
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Requirement Chapter Section Page (b) a list of any resolutions made during the financial year under 5 185 177 section 206(2). Councillors 5 186 The annual report for a financial year must contain particulars of— (a) for each councillor, the total remuneration, including 5 186 37 superannuation contributions, paid to the councillor during the financial year; and (b) the expenses incurred by, and the facilities provided to, each 5 186 37, 38, 39 councillor during the financial year under the local government’s expenses reimbursement policy; and (c) the number of local government meetings that each 5 186 40 councillor attended during the financial year; and (d) the total number of the following during the financial year— 5 186 (i) orders made under section 150I(2) of the Act; 5 186 36, 37 (ii) orders made under section 150AH(1) of the Act; 5 186 36, 37 (iii) decisions, orders and recommendations made under 5 186 36, 37 section 150AR(1) of the Act; and (e) each of the following during the financial year— 5 186 36, 37 (i) the name of each councillor for whom a decision, 5 186 36, 37 order or recommendation mentioned in paragraph (d) was made; (ii) a description of the unsuitable meeting conduct, 5 186 36, 37 inappropriate conduct or misconduct engaged in by each of the councillors; (iii) a summary of the decision, order or 5 186 36, 37 recommendation made for each councillor; and (f) the number of each of the following during the financial 5 186 year— (i) complaints referred to the assessor under section 5 186 36, 37 150P(2)(a) of the Act by local government entities for the local government; (ii) matters, mentioned in section 150P(3) of the Act, 5 186 36, 37 notified to the Crime and Corruption Commission; (iii) notices given under section 150R(2) of the Act; 5 186 36, 37 (iv) notices given under section 150S(2)(a) of the Act; 5 186 36, 37 (v) decisions made under section 150W(1)(a), (b) and 5 186 36, 37 (e) of the Act; (vi) referral notices accompanied by a recommendation 5 186 36, 37 mentioned in section 150AC(3)(a) of the Act; (vii) occasions information was given under section 5 186 36, 37 150AF(4)(a) of the Act;
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Requirement Chapter Section Page (viii) occasions the local government asked another 5 186 36, 37 entity to investigate, under chapter 5A, part 3, division 5 of the Act for the local government, the suspected inappropriate conduct of a councillor; (ix) applications heard by the conduct tribunal under 5 186 36, 37 chapter 5A, part 3, division 6 of the Act about whether a councillor engaged in misconduct or inappropriate conduct. Administrative action complaints 5 187 (1) The annual report for a financial year must contain— (a) a statement about the local government’s commitment to 5 187 173 dealing fairly with administrative action complaints; and (b) a statement about how the local government has 5 187 173 implemented its complaints management process, including an assessment of the local government’s performance in resolving complaints under the process. (2) The annual report must also contain particulars of— 5 187 (a) the number of the following during the financial year— 5 187 (i) administrative action complaints made to the local 5 187 173 government; (ii) administrative action complaints resolved by the local 5 187 173 government under the complaints management process; (iii) administrative action complaints not resolved by the 5 187 173 local government under the complaints management process; and (b) the number of administrative action complaints under 5 187 173 paragraph (a)(iii) that were made in a previous financial year. Overseas travel 5 188 (1) The annual report for a financial year must contain the following information about any overseas travel made by a councillor or local government employee in an official capacity during the financial year— (a) for a councillor—the name of the councillor; 5 188 174 (b) for a local government employee—the name of, and position 5 188 174 held by, the local government employee; (c) the destination of the overseas travel; 5 188 174 (d) the purpose of the overseas travel; 5 188 174 (e) the cost of the overseas travel. 5 188 174 (2) The annual report may also contain any other information about the 5 188 174 overseas travel the local government considers relevant. Grants to community organisations and discretionary funds 5 189 174 (1) The annual report for a financial year must contain a summary of the local government’s expenditure for the financial year on grants to community organisations
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Requirement Chapter Section Page (2) The annual report must also contain the following information about 5 189 the local government’s discretionary funds— (a) the total amount budgeted for the financial year as the local 5 189 174 government’s discretionary funds; (b) the prescribed amount for the local government for the 5 189 174 financial year; (c)the total amount of discretionary funds budgeted for the 5 189 174 financial year for councillors to allocate for each of the following purposes— (i) capital works of the local government that are for a 5 189 174 community purpose; (ii) other community purposes; 5 189 174 (d) the amount of discretionary funds budgeted for use by each 5 189 174 councillor for the financial year; (e) if a councillor allocates discretionary funds in the financial 5 189 174 year— (i) the amount allocated; and 5 189 174 (ii) the date the amount was allocated; and 5 189 174 (iii) the way mentioned in section 202(1) in which the 5 189 174 amount was allocated; and (iv) if the amount was allocated to a person or 5 189 174 organisation—the name of the person or organisation to whom the allocation was made; and (v) the purpose for which the amount was allocated, 5 189 174 including sufficient details to identify how the funds were, or are to be, spent. Other contents 5 190 (1) The annual report for a financial year must contain the following information— (a) the chief executive officer’s assessment of the local 5 190 8-9 government’s progress towards implementing its 5-year corporate plan and annual operational plan; (b) particulars of other issues relevant to making an informed 5 190 8-25 assessment of the local government’s operations and performance in the financial year; (c) an annual operations report for each commercial business 5 190 154-167 unit; (d) details of any action taken for, and expenditure on, a service, 5 190 facility or activity— (i) supplied by another local government under an 5 190 Na agreement for conducting a joint government activity; and
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Requirement Chapter Section Page (ii) for which the local government levied special rates or 5 190 Na charges for the financial year; (e) the number of invitations to change tenders under section 5 190 169 228(7) during the financial year; (f) a list of the registers kept by the local government; 5 190 170 (g) a summary of all concessions for rates and charges granted 5 190 169 by the local government; (h) the report on the internal audit for the financial year; 5 190 51-54 (i) a summary of investigation notices given in the financial year 5 190 172 under section 49 for competitive neutrality complaints; (j) the local government’s responses in the financial year on the 5 190 172 Queensland Competition Authority’s recommendations on any competitive neutrality complaints under section 52(3).
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Index
Item Page Number Administrative Action Complaints 52, 173, 189 Advocacy 25, 45, 104, 119, 124, 125, 126, 139, 143, 179 Animal/s 14, 23, 40, 45, 59, 102, 45, 59, 102, 112, 117, 134, 135, 143, 145, 158, 170 Arts and culture 23, 103, 117, 135, 146 Logan Art Gallery 59, 112, 122, 146, 147 Logan Entertainment Centre 59, 112, 172 Asset management 24, 62, 63, 66, 88, 105, 124, 126, 143, 166 Awards 5, 23, 61, 62, 102, 113, 118, 123, 146, 147, 150 Council Awards 61, 62 Beenleigh Town Square 128, 129 Budget 7, 8, 16, 28, 65, 66, 88, 103, 105, 114, 119, 136, 137, 145, 157, 158, 169, 170, 177, 179, 182, 190 Business continuity planning 3, 15, 51, 53, 54, 179 Business plans 63, 65, 179 City image 40, 112, 146 Campaign 112 Logan: City of Choice 24, 124, 125, 126, 139, 181 Code of competitive conduct 172 Community engagement 21, 24, 45, 102, 103, 112, 117, 118, 129, 143, 180 Have Your Say 41 Corporate governance 3, 45, 46, 49, 51, 63, 68, 119, 144, 176, 177 Corporate Plan 5, 10, 11, 12, 21, 23, 46, 47, 63, 65, 74, 86, 100, 121, 122, 123, 132, 179, 180, 181, 182, 190 Operational Plan 3, 10, 11, 12, 21, 47, 63, 65, 103, 132, 134, 135, 136, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146, 179, 181, 190 Customer service 14, 61, 112, 121, 145, 156, 165, 172, 174, 183 Development assessment 14, 45, 48, 98, 99, 104, 127, 170, 172 Disaster management 15, 22, 25, 45, 48, 105, 109, 111, 144, 152, 153 Economy 2, 7, 26, 28, 100, 102, 124, 125, 126, 177 Businesses 2, 7, 8, 9, 16, 17, 24, 28, 30, 31, 100, 101, 102, 108, 119, 124, 125, 126, 131, 134, 137, 138, 143, 155, 159 Employment 26, 56, 101, 108, 123, 125, 148, 177 Investment 2, 7, 8, 10, 14, 24, 47, 48, 69, 85, 86, 87, 100, 101, 103, 107, 114, 121, 126, 127, 131, 138, 139, 141, 146, 155, 175 Tourism 100, 103, 114
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Item Page Number Environment 2, 3, 6, 8, 10, 13, 14, 15, 22, 23, 24, 31, 32, 40, 42, 43, 44, 45, 48, 55, 59, 72, 87, 95, 96, 97, 98, 99, 108, 110, 111, 116, 120, 121, 127, 128, 130, 131, 136, 141, 142, 144, 146, 148, 149, 151, 154, 155, 157, 158, 159, 160, 164, 165, 166, 168, 169, 170, 172, 175, 180, 181 Conservation 59, 96, 98, 99, 100, 128, 151, 169 Sustainability 96,98 Executive Leadership Team (ELT) 45, 47, 55, 136, 180 Profiles 47 Barton-Harvey, Katie 47 Bourke, Dr. Scott 47 Hansen, David 48 Ross, Daryl 48 Strachan, Robert 49 Trinca, Silvio 47 Remuneration 50 Finance 45, 47, 48, 49, 51, 70, 73, 75, 87, 92, 104, 119, 137, 160, 169, 174, 181 Community Financial Report 67-94 Graffiti 14, 112 Growth 7, 10, 32, 72, 86, 95, 100, 101, 103, 104, 113, 114, 129, 137, 138, 152, 175 Health 2, 3, 10, 15, 16, 17, 18, 22, 23, 26, 30, 33, 43, 45, 48, 46, 47, 49, 82, 83, 86, 95, 96, 100, 102, 109, 116, 117, 119, 123, 127, 124, 136, 137, 141, 146, 156, 158, 170 History 26, 32, 106, 112, 147, 177 Immunisation 127 Interim Administrator (IA) 19, 22, 36, 37, 40, 180 Infrastructure 2, 3, 7, 10, 13, 15, 23, 24, 26, 32, 40, 45, 47, 48, 57, 61, 67, 69, 70, 71, 72, 73, 74, 75, 76, 77, 79, 86, 87, 88, 89, 90, 99, 100, 103, 104, 105, 107, 108, 111, 113, 116, 117, 118, 120, 124, 125, 127, 131, 134, 137, 148, 149, 155, 160, 165, 167, 168, 170, 175, 180, 181 Bikeways 28 Charges 13, 170 Capital Works Program 24, 104, 118, 136, 140 Footpaths 28, 66, 105, 107, 110, 111, 129 Parks 9, 14, 24, 28, 40, 45, 66, 97, 112, 113, 116, 118, 140 Roads and drainage 75, 76 Transport 10, 23, 26, 86, 97, 106, 107, 108, 109, 111, 137, 139
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Item Page Number Internal audit 3, 29, 45, 51, 52, 119, 191 Leadership Development Program 55 Libraries 8, 23, 28, 42, 43, 45, 59, 104, 112, 113, 114, 117, 134 Mayor and Councillors 29-34, 184, 185 Code of conduct 34, 35, 36, 59, 176 Expenses and entitlements 38, 176, 177 Meeting attendance 40 Profiles 29-34 Bradley, Lisa 29 Bannan, Scott 32 Frazer, Tim 32 Hall, Tony 31 Heremaia, Jacob 32 Koranski, Laurie 30 Lane, Teresa 30 Murphy, Karen 33 Power, Darren 29 Raven, Jon 31 Russell, Mindy 30 Stemp, Miriam 33 Willcocks, Natalie 33 Remuneration 37 Expenses and entitlements Policy 38, 176 National Competition Policy 172 Organisational structure 45 Performance 10, 11, 12, 13, 14, 63-153, 156, 157, 158, 163, 164, 165, 166, 167 Definitions 11, 133 Framework 64 Key Performance Indicator 10, 11, 22, 63, 132, 156, 158, 180 Scorecard Summary 11 Pest management 122 Planning scheme 7, 23, 100, 131, 137, 181 Policies 20, 22, 46, 57, 127, 144, 152, 168, 170, 181 Privacy 119 Purpose 6 Quality assurance 166, 172
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Item Page Number Rates 13, 16, 42, 52, 69, 72, 119, 168, 169, 179, 191 Collection of 169 Concessions 169, 191 Discounts 169 Interest on 168, 169, Pensioner concessions 169 Registers open for inspection 170 Right to information 119, 170 Risk management 21, 29, 51, 52, 53, 109, 119, 145, 182 Road maintenance 114, 23, 111, 137 Rivers 26, 97, 98, 128, 130, 141, 145, 151 Safety 14, 15, 16, 17, 23, 25, 29, 44, 56, 57, 59, 61, 73, 101, 102, 103, 105, 106, 108, 111, 112, 115, 116, 117, 118, 119, 123, 129, 134, 135, 136, 141, 147, 150, 156 Safety cameras 23, 102, 112, 116, 117, 100 Workplace health and safety 56, 57, 119 Service charges 168, 169 Consumer 168 Environment 168 Garbage 168 Infrastructure 168 Sport and recreation 122 Aquatic centre 28, 96, 112, 151, 172 Community centre 24, 28, 96, 118, 128, 151 KRANK school holiday program 102, 134 Live Well Logan 102, 134 Sustainability 13, 45, 47, 48, 63, 67, 69, 70, 71, 79, 82, 86, 87, 88, 89, 90, 91, 92, 93, 95, 96, 98, 100, 101, 102, 103, 104, 105, 106, 120, 127, 128, 146, 151, 152, 168, 171, 178, 180, 187 Economic 100, 101, 104 Environmental 96, 98 Financial 63, 67, 71, 79, 82, 87, 88, 93, 95, 168, 171, 178, 187 Social 102, 103 Tenders 158, 169, 191 Training 22, 32, 35, 39, 52, 54, 56, 59, 96, 101, 102, 111, 119, 122, 132, 149, 167, 173 Values 6 Vegetation 99, 112, 127, 131, 161
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Item Page Number Vision 6 Volunteers 35, 59, 60 Waste 8, 14, 23, 24, 28, 33, 40, 42, 43, 45, 48, 96, 105, 110, 111, 118, 120, 123, 127, 130, 131, 137, 141, 142, 148, 149, 154, 155, 156, 157, 158, 159, 160, 161, 162, 163, 164, 165, 166, 167, 168, 169, 172 Water and wastewater 43, 48, 105, 156 Wetlands 8, 28, 97, 100, 128, 149, 151
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Logan City Council 2019/2020 Annual Report
Logan City Council 150 Wembley Road Logan Central QLD 4114 PO Box 3226, Logan City DC QLD 4114
Phone 07 3412 3412 Email [email protected] Visit logan.qld.gov.au
ISSN 1837-6142